4 reasons you must embrace push notifications to increase revenue – Best in Australia

Photo: Cristian Dina, Pexels.

You think of expanding your business, suddenly one idea sparks in your mind and that is none other than the mobile app technology and you want to adapt it since you want your business to excel and you don’t want a single stone to remain unturned for the sake of your success. 

But after getting a mobile app you realize that it is turning out to be a hard task for you to retain users.

When the question of app’s success comes the very segment which describes the success of a mobile app is the number of active users on your mobile app, and something which takes this journey one step ahead is the app retention on your mobile app. 

Push notifications can be a tool for the user retention, but only if you decided to proceed with certain tactics, which are mentioned herewith in this blog. Let’s read ahead and experience the difference

App retention is one of the greatest concerns every app has to deal with and needs to find out the best ways out of it in order to make your app survive the app chaos elegantly. 

Indeed there are certain aspects which must be integrated into the app during the app development process, so the app can fit in the requirements of the business and falls as an absolute fit for the users’ expectations as well.

But with so many features, functionalities, it gets more confusing for the app owners to pick the right strategy for the mobile app, which can help the mobile app from getting doomed, so to avoid the cloud of confusion, we have brought this post today, which clearly speaks that how a simple feature in your app, can help your mobile app to survive the game of the app retention…this feature is none other than the Push Notification.

Motivates users to buy products

When a customer plans to buy something from your app, but adds them in the cart and forgets to buy the product, in such scenario when you send a push notification reminder to your targeted audience so they can complete their purchase.

So with a help of simple push notification, you trigger your audience and help them to stay hooked to your services only.

Offers personalized notification

Your users have a different choices, and the different demand from the users, often lead the users to visit the competitor’s mobile app, since they feel the existing app doesn’t have anything new to serve them, so with a push notification you can easily eradicate this possibility by continuously updating your users, about any new feature or the new update which would suit their taste.

With this, you would help your users to stay engaged with your mobile app only and you can experience a much-engaging user experience.

Works on users’ psychology

When you wake up in the morning, and find a notification on your mobile app, telling you the weather forecast, you would definitely feel touched and would start to notice the app. 

This same strategy is integrated by the Facebook as well, wherein on opening the app or the web page in the morning, you are notified by a beautiful message, which states, Hi XXX, today weather will remain clear in Australia, you can enjoy the sunshine!!!, these small notifications which stay on top of your mobile app, keep reminding the users to about your app.

Now the question comes, that how to make the push notification a successful strategy???

Unfortunately push notification can be a deal-breaker or the maker for your app if you skip following the rules. The rules are quite simple and state:

Keep the content simple

When you decide to proceed further with the push notification then you must remember that your users don’t have much time to understand and act on your notification, so the very first strategy suggests, that more your content would be simple, more it would be preferred by the users. So keep the notification content simple yet engaging with some magic words, like ‘ Grab the deal’ or ‘ (name) you should not miss this deal’, by integrating the words like this, you would allow your users to use your app.

Push platform

The selection of the right platform to send the push platform is also mandatory for the successful push notification strategy. There are many push platforms in the market, such as PushWoosh and Parse to name a few, but you need to pick the most appropriate option as per your business needs.

Notifications must have the frequency

You need to understand a very common and most significant fact, that every user has a personal life as well, and you cannot disturb it with your push messages, so you need to understand that your push notification must not turn out to be an irritating factor for your mobile app, so by keeping this in mind you must set a frequency of your push messages.

Switch on/off option

When it comes to push notification, the more you allow your users to use it as per their convenience they would prefer to use it further. To make this happen, you must let the On/Off option in your mobile app, which would allow the users to set the notification-receiving as per their convenience.

Indeed push-notifications can help your mobile app to retain the users, but only if it is planned and managed with the right strategies to yield the best result out of it and can help you to make your app development a cherishing experience for your business goals.

Also, one another fact which equally matters in the success of a mobile app, and cannot be given a miss at any given cost, is the selection of the right mobile app development company for your app.

I know there are many app development companies in the app development market, and which keep on confusing you further, but you need to be sure of picking a right app development partner, which has the impressive technical experience and the technical exposure to handle your app requirements effortlessly.

If you are finding it hard to find such company for your app concept, then you must get in touch with experienced app builder such as Techugo, which has every bit of these requirements coupled with the renowned clientele list, and help your app to grow immensely.

Jason is a senior Android developer in Australia. He holds great expertise in latest and advanced Android technologies, and ensures to integrate his skills into the mobile app development process.

What do you think about it?

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Goldman Sachs is making it easier to plug its services into other tech platforms like Amazon or Apple’s iPhone, and an industry consultant says it shows how the bank is leading a `fundamental change’ in retail banking.

  • Goldman Sachs is in talks with Amazon about providing small-business loans to merchants who sell products on Amazon’s retail platform, according to a person with knowledge of them. The talks were first reported by the Financial Times on Monday. 
  • The partnership would be the second inked by Goldman with a large technology firm that can provide the scale and distribution for Goldman’s products that it can’t get itself. 
  • The partnership, and another one with Apple, is an example of banking-as-a-service, though some insiders have taken to calling it Goldman Sachs-as-a-service. 
  • “If Goldman can pull off an embedded banking deal somewhere else besides Apple Pay … that’s a leading indicator of a fundamental change in retail banking,” according to independent consultant Richard Crone.

Goldman Sachs is close to inking a second high-profile deal to offer banking services in partnership with a large tech company, and it’s a sign of what may be a fundamental change in retail banking. 

Goldman is in talks with Amazon to offer small business loans to merchants who sell products on Amazon, according to a person with knowledge of the discussion. The Financial Times first reported the talks on Monday. Goldman’s small business loans may feature the bank’s name and begin as soon as March, the newspaper said. 

A spokesman for the bank declined to comment. 

If the deal is signed, it would become the second Big Tech partnership for Goldman Sachs after it launched a credit card last year with Apple last year. Goldman CEO David Solomon has called the Apple Card the most successful credit card launch of all time, without providing details to back up the claim. 

But it would also be a sign of something much more ambitious: Goldman Sachs moving quickly and aggressively to leverage those characteristics that make it uniquely a bank, with a license that allows it to offer banking products and a balance sheet where it can fund loans cheaply being just two prominent examples. 

The company has been sinking hundreds of millions of dollars into building out its technology capabilities, including APIs (application programming interfaces), to make it as easy and seamless to plug such services into the technology platforms of others, whether that’s Apple’s mobile devices, as with the Apple Card, or Amazon’s retail platform. 

At an investor day last week, execs referred to it as banking-as-a-service, but some insiders have taken to calling it Goldman Sachs-as-a-service. 

Stephanie Cohen, Goldman’s chief strategy officer, appeared on stage last week at the bank’s investor day alongside Marco Argenti, the co-chief information officer who recently joined the bank after several years as a senior exec at Amazon Web Services.

Cohen said the bank is looking for ways to use technology to embed the types of things that Goldman can do well, such as risk management, or loan underwriting.

Cohen cited the Apple Card, which is a Goldman-designed product delivered on Apple’s devices, as one such example. 

“That last capability is the consumer version of our platform strategy,” Cohen said. “It allows us to take products and services that we build for our own clients and then give it to other clients so that they can embed financial products into their ecosystem. This strategy will drive top-line growth, and it will create scale efficiencies.”

Goldman isn’t the only large bank that’s working with Big Tech companies. In November, Google announced a partnership with Citigroup to provide checking accounts to the tech firm’s customers. 

And yet, Goldman is probably doing it better than anyone because it has developed a suite of APIs that it can take off the shelf and plug into other platforms, according to Richard Crone, an independent consultant. 

“Goldman Sachs, when they write the history books, will be noted as the one who invented or perfected embedded banking, where you embed your financial services through the user interface, or at the edge, of someone else’s network,” Crone said. “If Goldman can get this right with Amazon, I would expect them to go to Facebook next or any other online platform of substance that provides them a large distribution channel.”

Goldman is leaning on many of the lessons it learned in its partnership with Apple, known as an incredibly demanding partner, Crone said. Most notably, the ability to offer instant issuance to a set of customers that have already been pre-validated, multi-factor authenticated, Know-Your-Customer credentialed by the large tech firms. 

“They already know the customer, but they have met the regulatory requirement in advance before they hand it over,” he said. 

The product will likely look similar to what small merchants are getting from Square Cash or PayPal Working Capital. 

Goldman has bigger ambitions. At last week’s investor day, the bank presented a slide that showed a product called Marcus Pay, which talked about point-of-sale solutions for merchants based on its digital consumer bank. 

This is just another example of how embedded banking is here to stay, which can be hard for a lot of bankers to understand because they want to service customers through their own app, Crone said.

But “no financial institution can reach the scale that’s required to compete electronically” with the large platforms if they only do it through their own app, he said.  

“If Goldman can pull off an embedded banking deal somewhere else besides Apple Pay, or if Citigroup can pull off Google Cache, that’s a leading indicator of a fundamental change in retail banking.”

See also: Goldman Sachs just unveiled hundreds of slides laying out the future of the company. Here are the 10 crucial slides that show how it plans to transform into a bank for everyone.

See also: Inside Goldman Sachs’ first investor day, where avocado toast and crab apples were served with tech talk, 3-year plans, and a surprising trading mea culpa

NOW WATCH: WeWork went from a $47 billion valuation to a failed IPO. Here’s how the company makes money.

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In the ground and off the page: why we’re banning ads from fossil fuels extractors | Membership | The Guardian

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In a bid to reduce our carbon footprint, confront greenwashing and increase our focus on the climate crisis, the Guardian this week announced it will no longer run ads from fossil fuel extractors alongside any of its content in print or online. The move will come into immediate effect, and follows the announcement in October last year that we intend to reduce our net emissions to zero by 2030.

Once upon a time, a newspaper was a rather straightforward business. You generated enough material of interest to attract a significant number of readers. You then ‘sold’ those readers to advertisers happy to pay to get their ideas, products or brands in front of consumers with cash to spend.

Of course, digital disruption over the past 20 years has upended that model, but advertising remains an important part of the media business ecosystem. At the Guardian, it is still responsible for about two-fifths of our income.

But what happens when the readers don’t like the adverts? What do you do when the message that advertisers want to spread jars awkwardly with the work your journalists are doing?

What if your journalists are some of the best in the world at revealing and investigating the deepening climate catastrophe and the disaster that is fossil fuel growth, while some of your advertisers are the very people digging the stuff out of the ground?

This contradiction has bothered us – and some of you – for some time. We came up with a rather bold answer this week: turn away the money and double down on the journalism.

“It’s something we thought about for a long time,” says Anna Bateson, the interim chief executive officer of Guardian Media Group, the Guardian’s parent company. “We always felt it was in line with our editorial values but were cautious for commercial reasons.”

She said it was the logical next step after the Guardian committed last year to becoming carbon neutral by 2030 and was certified as a B Corp – a company that puts purpose before profit. But she added that the move had to be weighed carefully, given the fact that the Guardian only recently returned to breakeven after years in the red.

“You have to be careful you are not making cavalier decisions,” she said. “ We are still having to fight for our financial future. But because of the support we get from our readers, it is less of a risk.”

On the advertising side of our business, Adam Foley said there were no complaints at all that potential customers were suddenly off-limits, adding that staff felt that “being part of a company that shares their values” was the biggest motivation for his teams.

“A statement like this reaffirms to all of us that we’re contributing to a business that really lives those values – to the extent where it is prepared to sacrifice profit for purpose.”

The response from the wider world has been a pleasant surprise. Hundreds of you have written in, pledging your support, and in some cases, one-off contributions to start making up the shortfall. (EDS: See below – I’m going to append the best responses below. In print you can use as the panel)

The environmental movement was instantly appreciative, with activists quickly urging our peers to follow suit. “The Guardian will no longer accept advertising from oil and gas companies,” Greta Thunberg tweeted. “A good start, who will take this further?” Greenpeace called it “a huge moment in the battle against oil and gas for all of us.”

Some readers have been calling for the Guardian to go the whole hog and forsake advertising from any company with a substantial carbon footprint. Bateson said that was not realistic, adding that such a move would result in less money for journalism. She said the fossil fuel extractors were specifically targeted because of their efforts to skew the climate change debate through their lobbying effort.

“We are committed to advertising,” she said. “It will continue to be part of our future. We want advertisers who want to be appear alongside our high quality journalism.”

And how will we know if this has worked?
“We will listen to our readers, we will listen to our advertisers. The response so far has been gratifying. If we continue to hear positive noises from our readers and supporters, then it will have been a success.”




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Responses from our supporters

That is such a brilliant decision and it will be tough, but it is the correct one and I am very proud of The Guardian. Barbara Syer

Following the Guardian’s decision to ban ads from fossil fuel companies I’m making a monthly contribution to support its fearless journalism: reader support is essential for independent scrutiny of the powerful in business, finance and politics. Titus Alexander, Hertfordshire, England

I live at present in Canada, home to the Alberta Tar Sands: another name for ecological devastation resulting from fossil fuel extraction. I fully support The Guardian’s action in ceasing to be a vehicle for advertising by fossil fuel extractive companies, and I’m proud to be a supporter. My monthly donation is small, but when I can I will make it much greater. Rosemary Delnavine, Canada

Congratulations. At this time it may be a bold step, indeed, within this industry, but true leaders have to take bold steps for the betterment of the quality of life, and more importantly for the life of future generations. I applaud this decision, and will spread the word. Raphael Sulkovitz, Boston MA

What a bravery! This is what the life on earth needs, thank you. Karri Kuikka, Finland (EDS: please leave her wonderful Finglish intact!)

Keep it up. Here in Canada, we’re still trying to have it both ways — sell the product internationally but discourage buying domestically. As I recall, it was the same with tobacco. Eventually, it took a change in public opinion to solve the problem. As a news source, your efforts are part of this solution. Robert Shotton, Ottawa

I applaud your decision to”walk the talk.” I will therefore continue to contribute to The Guardian. Bob Wagenseil

Bravo yr decision to eschew $ from the FFI. Please do continue to hold to the fire(s) the feet of the deniers and the willfully ignorant. Sydney Alonso, Vermont, US

I am very happy to hear that good news. It’s quite courageous on your part, and I’m happy to support you! Have a great year ahead, you’ll have my continuous support! Julien Psomas

I completely support your plan to refuse ads from fossils, despite the
financial hit to the Guardian. I have made a donation to help out. David Thompson

A very commendable decision, very much in keeping with the Guardian’s position as leader of green issues to leave a better planet for following generations. Richard Vernon, Oxford

Yay! I’m so proud of the Guardian! We can no longer support or fund in any manner the fossil fuel industry if we have any chance of survival as a civilization on this planet. You’ve taken a courageous and moral step that will hopefully embolden others to join you. Good on you! Best, Carol Ross, Missouri, US

Good decision. I’ll support you as much as I can, which unfortunately is not much as I live on age pension only. Keep up the good work, we need it desperately! Ursula Brandt, South Australia

I am absolutely delighted by this decision. So many people pledge to do something about Climate Change, but few actually are willing to get uncomfortable and DO it. I am very proud of you as my favourite source of Information and this only makes a case for me to donate next time to you again. Christiane Gross

It was great reading what The Guardian is doing re the climate. As a Guardian on-line reader from The Netherlands I’m going to contribute monthly now instead of ‘now and again’. The amount will be relatively small as I do not have a great income. I really hope more of your supporters will do so, because it is really great what you are doing.
With kind regards, Aleida Oostendorp, Netherlands

I congratulate you and your team on taking this step regarding fossil fuel companies. The Guardian’s stance on the environment and its excellent coverage of related stories and events is the major reason for my support. Well done, and good luck in the future. Deirdre Moore

Love your new policy about accepting money from fossil fuels. Will contribute more to help make up for the shortfall. Todd Misk

I live on a fixed income with a strict budget so my continuing support of your excellent news organisation represents my commitment to the fight to address climate change. Every step counts. Barbara Hirsch, Texas, US

Only when we speak truth to power can change take place. thank yo for your courageous and expensive decision. Nancy Shepherd, Vermont, US

Love your journalism, especially your investigative work and the climate change topic. And with the bold statement about not receiving any more sponsorship from the fossil extracting companies? Well, the already great newspapers became even more impressive now. Keep up the good work. Miroslav Řezníček, Czech Republic

Thank you for taking the bold step of refusing advertising from fossil fuel extractive companies. I think it is the right thing to do & hope many more companies do the same. We must all work together if we want to save our planet. It is one of the most important issues of our times. Ginger Comstock, New York, US

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Facebook Accelerator Startups in Nigeria raises over $500,000 in investments – The Eagle Online

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Startups participating in the second season of the Facebook Accelerator Programme have recorded significant achievements, including raising over $500,000 in committed investments and grants in just three months (halfway through the programme).
Within the same period, they have also made significant product pivots, sealed key partnerships and made progress towards creating unique products with world-class business processes.
These results were recently revealed by Facebook and CcHUB, following its 2019 programmes and training, which took place to support and empower students and entrepreneurs to build locally relevant solutions using advanced technologies at NG_Hub, Facebook’s flagship Community Hub space in partnership with CcHUB.
So far in the programme, the startups have been introduced to multiple venture capitalists and corporate executives and also matched with advisors within the CcHUB Global Advisory network.
These advisors include c-suite executives and experts from companies like Dell, Oracle, IHS Towers, Stanbic IBTC, Cellulant, Old Mutual, Axa Mansard, among others.
Six of the startups contributed to the $500,000 total raised so far, with highlights including:
Chekkit, the only African company to be accepted into a global accelerator, cementing a key partnership for their organisation. They also sealed a partnership with the Fantom foundation for their blockchain product and received a grant from Umdasch Challenge at World Summit Awards 2020.
Haulr emerged second place in the recently concluded Zenith Bank’s hackathon securing N6 million.
Simbi interactives sealed key partnerships and have so far received $35,000+ in investments and grants.
Student team, Vinsighte has completed its prototype that reads books to the visually impaired using computer vision.
AirSynq, completed its balloon satellite prototype and has enterprise clients on the waiting list for its product launch in February.
Gradely launched the beta version of its product, and received its first set of customers, whilst increasing the number of schools they are present in by 200 per cent.
These startups and many more will be showcasing their products and solutions aimed at tackling problems across multiple sectors to corporate executives, multinationals and other potential partners during the annual Facebook Accelerator Programme Innovation Showcase week in February 2020.
Speaking on the development, Adaora Ikenze, Head of Public Policy for Anglophone West Africa at Facebook, said: “The numbers speak for themselves, and further reinforces that the work and investments we are undertaking here in Nigeria are having real impact. At Facebook, we are passionate about helping developers and entrepreneurs to grow. We believe in empowering small businesses through our platforms to help more people launch and grow their businesses, which translates to real impact for their communities and local economies.”
Also speaking, Bosun Tijani, Chief Executive Officer, CcHUB, said: “This is yet another extremely brilliant cohort of startups from the Facebook acceleration programme which we are deeply proud of. This goes to further highlight the readiness of innovators across Africa to leapfrog development on the continent with technological innovation. We are delighted to be part of this journey with Facebook in its desire to inspire African entrepreneurs to be among the best in the world.”
With three months remaining, the cohort of season two of the Facebook Accelerator Programme will be undertaking workshop sessions, faculty one-on-ones, growth planning, Industry Advisor Sessions and mock pitches, rounded off with a demo day in April, the end of the programme.
For more information on the Facebook Accelerator Programme Innovation Showcase, visit www.bit.ly/isw-2020.

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Nigerian Youths Should Choose Life, Not Death — Emmanuel Onwubiko

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Statistically, the global authority on health issues known as the World Health Organization (WHO) has released a highly frightening but realistic rate of suicides committed by members of the global humanity per annum. It says that close to 800 000 people die due to suicide every year, which is one person every 40 seconds.

Suicide the World Health Organisation observed succinctly, is a global phenomenon and occurs throughout the lifespan.

It reckons that effective and evidence-based interventions can be implemented at population, sub-population and individual levels to prevent suicide and suicide attempts. There are indications that for each adult who died by suicide there may have been more than 20 others attempting suicide.

Suicide occurs throughout the lifespan and is the second leading cause of death among 15-29-year-olds globally.

Suicide is a global phenomenon; in fact, 79% of suicides occurred in low- and middle-income countries in 2016. Suicide accounted for 1.4% of all deaths worldwide, making it the 18th leading cause of death in 2016, so says the global agency on health matters also known as World Health organization in its website just visited by this writer.

I must state that although the fact remains that suicide is a worldwide trend, but for us in Nigeria just like in other African nations, the death of someone is a huge loss not just to the immediate family but to the society and the nation at large. Given the African set up of the typical family tree, members of a given family belong to both the nuclear and the extended family units. So the matter of suicidal demise of any member brings about phenomenal amount of sorrows to a greater percentage of people in Nigeria.

However, due to a number of factors not unrelated with psychological, emotional, financial and sociological factors, a lot of young Nigerians have fallen into the traps of suicide in the last couple of years particularly in the last one year. Around June of last year, Samuel Elias, 25, a final year student of Department of Religion and Culture, University of Nigeria Nsukka allegedly committed suicide by drinking sniper.

The mother of the deceased, Mrs. Kate Elias a staff of the university, told the News agency of Nigeria that the unfortunate incident happened on Monday June 17, around 5.30pm in her house at Justina Eze Street Nsukka.

Elias said she came back from work on that fateful day and discovered that the mood of her first child was bad and he was staggering when he came to collect a bottle of coke from the fridge

“I followed him immediately to his room and started talking to him but he could not respond and when I looked closely, I discovered that his teeth had tightened up.

“As I looked around, I saw an empty sniper bottle; at this point I raised alarm and my other children rushed to the room and we tried to give him red oil but his tightened teeth did not allow the oil to enter his mouth,” she said.

According to her, he was rushed to the hospital, where he eventually died.

“We immediately rushed him to Faith Foundation Hospital, Nsukka and were later referred to Bishop Shanahan Hospital, Nsukka, where he eventually died.

The mother of seven said her son could have died of depression, noting that he had been lamenting his inability to graduate from UNN because of his final year project, which he has been working on.

“I know two things he usually complained, his inability to graduate from UNN since 2016 because of the project that he has not finished as his classmates have all gone for their National Youth Service Corps.

“Also, how his father’s family in Ihechiowa in Arochukwu Local Government of Abia State abandoned us since their father died.

“Whenever he complained of these things, I usually advised him to trust God, who is capable of solving every problem.

“I do not know why he will go to this extent of committing suicide. I have seven children and he was my first child.

“It is still like a dream to me that my first son and first child has died,” she said in tears.

Reacting to this incident, Prof. Tagbo Ugwu, the Head of Department of Religion and Culture in UNN, said somebody called him and told him about the unfortunate incident.

“I received the news with shock and surprise.

“I will find out from his supervisor what is wrong from the project that has stopped him from graduating,” he said.

When contacted Mr Ebere Amaraizu, the Police Public Relations Office, in Enugu State, confirmed the incident and said police would investigate the circumstances surrounding the death.

“The police is aware of Samuel Elias’ death. He was a final year student of the Department of Religion and Culture in UNN, who committed suicide on Monday by drinking sniper.

“Police will investigate circumstances surrounding the death,” he said.

It would be recalled that barely five weeks after Chukwuemeka Akachi, a 400-level student of Department of English and Literary Studies in UNN ended his own life after taking a bottle of sniper. In August of last year, from the Obafemi Awolowo University (OAU), came the story that the school community was thrown into mourning mood following the death of a final year student, Opeyemi Dara. The deceased was said to be a student of Faculty of Arts, Department of English Language, who allegedly committed suicide after taking a suspected dose of lethal substance popularly known as “sniper”. News Agency of Nigeria (NAN) learnt that she allegedly took her life following her poor academic performance, although the details of the incident were still sketchy.

The media stated that the authority of the institution confirmed that the deceased committed suicide following depression occasioned by poor academic records.

Dara’s academic records obtained by a journalist who worked on the story for one of the National dailies indicated that she had five outstanding courses and 12 Special Electives.

Also the Public Relations Officer of OAU, Mr Abiodun Olanrewaju confirmed the incident and promised that the institution would investigate and make its findings public. Olarewaju appealed to students not to contemplate committing suicide because of poor academic performance.

“We sympathize with the parents and guardian of the deceased known as Dara.” We just want our students and young ones to know that depression is not a thing they should encourage, no matter the situation or circumstance they find themselves. “ Some people in the past have passed through the same situation and circumstances and came out clean. “Now, suicide can never be an option and people, especially the young ones who believe that taking their own lives is an act of gallantry should know that it is not. “We want to appeal to students, particularly OAU students to take things easy. Any child that fails; that is why the university says you can rerun a course, you can resit a course.

“People out there also face challenges and when you are in school, failure or repetition of a course or particular subject is also part of the challenges students must face. “The university will get to the root of the incident and get back to the public,” Olarewaju said. Just before this case, there was another story from Edo state.

That was precisely at the Faculty of Arts, University of Benin, UNIBEN, main campus came the heartbreaking story that a final-year student jumped from the second floor of one of the hostels and died.

The deceased male student, whose identity is still unknown as at press time, committed suicide after failing his examinations, which made him suffer depression for failure to graduate. The next case is that of a girl that reportedly took her life following a break up of a relationship and this also happened at the University of Benin like the aforementioned the deceased was a three hundred level student.

The corpse of Miss Christabell Omoremime Buoro, aged 21, a 300-level student of the department of Medical Laboratory Science, University of Benin (UNIBEN), was discovered in her hostel flat at Plot 4 Uwaifo lane, Newton street, Ekosodin area, behind the university fence, so reports the newspapers. Miss Christabell reportedly was discovered after she allegedly took some deadly substance to end her life. It was gathered that the undergraduate linked her suicide to her breakup with her boyfriend.

The media states that an empty sachet of Klin detergent was found in the spot where she took her life.

According to the source of the media information, “A small girl of that age will take her life all because of one boy. The policemen that came to evacuate the body were very angry after reading out loud the note she dropped.

“Thank God that she even dropped a note, if not the roommates would have been in hot soup, because investigation would have began from that point.”

As are with all cases of suicide, the police officers in this case situated at the Ugbowo police station have invited two person for questioning over the content of the letter.

It was rumoured that the deceased Christabel mixed the deadly insecticide, popularly called Sniper with Sprite drink, and reportedly left a suicide note where she stated that she was about taking her life because the guy she loved didn’t love her in return after her boyfriend broke up with her.

Sadly, the year 2020 has also seen another case of suicide by a youngster and in this developing story we were told that the girl stated that she was depressed and that she no longer find life attractive.

The Enugu State Police Command only at the weekend confirmed that a serving National Youth Service Corp member in Enugu State, Miss Bolufemi Princess Motunrayo, has committed suicide.

It was gathered that Miss Motunrayo, a Batch ‘C’ corps member serving in Girls Secondary School, Ibagwa-Aka, Igbo-Eze South Local Government Area of Enugu State took her life on Friday, January 10, 2020, when she allegedly drank a substance suspected to be sniper.

The Corp member hailed from Ijumu Local Government Area of Kogi State and a graduate of Banking and Finance from Prince Abubakar Audu University formally called Kogi State University was reported to have taken two bottles of snipers.

One of the media reporters who worked on this emerging story said it was learnt that she had before committing suicide dropped a short note that read, “I did this because I see nothing worth living for in this world”.

Confirming the alleged suicide is the State Police Public Relations Officer, Ebere Amaraizu, who described the incident as unfortunate.

Amaraizu, a Superintendent of Police in a text message to the Punch newspaper correspondent said, “The incident has to do with the taking of sniper insecticide by one Bolufemi Moturayo Yetunde, a female corper from Kogi State but, doing her service with Girls High School, Ibeagwa-Aka, Igboeze South L.G.A on 10/1/2020.

“She was later rushed to the hospital where the doctor confirmed her dead,” he said.

In the version written by The Guardian, one of the friends of this absolutely beautiful graduate and a serving member of the National Youth Service scheme (NYSC) raised alarm that there is need for a thorough investigation of what triggered the ‘suicide’ because in the thinking of this person, the girl who killed herslf allegedly was having a swell time and was not known to have any case of depression or loneliness.

From all these and many other stories of suicide and suspected suicides especially the cases of suicide by Students, there is a glaring evidence of a lacuna fundamentally in the administration of these tertiary institutions. These cases of students killing themselves due to frustrations attendant with their inability to successfully graduate could be tackled if these schools can set up functional mechanisms for looking into all cases related to inability or otherwise of their students to graduate. There has to be a system in place to seamlessly monitor and ensure that the process of writing and supervision of projects of students are transparent and open to such an extent that no single person should become the last hope of any strident from graduation. The schools should have a reporting mechanisms whereby cases relating to inability to pass these projects and graduate are looked into by dedicated members of staff who should play the role of arbitrators for the students. The school system in Nigeria is too commercially oriented to an extent that Students are put under intense pressure to raise money from all means possible to bribe lecturers marking their papers to enable them graduate and most of these students who can’t raise money to pay their ways are left with no option than to be sexually abused by some professionally incompetent lecturers. The University and tertiary institutions must be made to put on a human and humane face even as there has to be a system in place to give access to students to step up and dialogue with dedicated teachers who would offer counselling and also hear cases related to frustrations witnessed at any stage of their educational journeys. The school must be prepared to vote cash to cater for this sort of important human relationship Counseling mechanisms to stave off the rising cases of suicide. The school must not be all about profitability.

The Nigerian police and other relevant law enforcement agencies like NAFDAC must monitor the activities of traders who deal in chemical and drugs related products such as snipers with a view to ascertaining identities of buyers and the use to which these products would be put into. There is also the need for state governments and the Federal government to embark on deliberate but massive public enlightenment programmes to warn youngsters to choose life over death and to resolutely beat back all suicidal tendencies through the cocktails of effective means of communication and getting counseling service from toll free lines that should be publicized for all Nigerians to be conversant with.

For instance, the European Council on Human Rights has successfully repealed the death penalty because of the overwhelming rating of Right to life in Europe. In Article 2 of the European wide laws on human rights, it is legally provided that: “Everyone’s right to life shall be protected by law. This right is one of the most important of the Convention since without the right to life it is impossible to enjoy the other rights. No one shall be condemned to death penalty or executed. The abolition of death penalty is consecrated by Article 1 of Protocol No. 6.”

The Nigerian Constitution in Section 33(1) provides that “Everyone has a right to life. ”

*Emmanuel Onwubiko is the Head of the Human Rights Writers Association of Nigeria.

The post Nigerian Youths Should Choose Life, Not Death — Emmanuel Onwubiko appeared first on Information Nigeria.

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Facebook keeps policy protecting political ads | ABS-CBN News

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Facebook logos are seen on a screen in this picture illustration taken Dec. 2, 2019. Johanna Geron, Reuters/file

SAN FRANCISCO — Defying pressure from Congress, Facebook said on Thursday that it would continue to allow political campaigns to use the site to target advertisements to particular slices of the electorate and that it would not police the truthfulness of the messages sent out.

The stance put Facebook, the most important digital platform for political ads, at odds with some of the other large tech companies, which have begun to put new limits on political ads.

Facebook’s decision, telegraphed in recent months by executives, is likely to harden criticism of the company heading into this year’s presidential election.

Political advertising cuts to the heart of Facebook’s outsize role in society, and the company has found itself squeezed between liberal critics, who want it to do a better job of policing its various social media platforms, and conservatives, who say their views are being unfairly muzzled.

The issue has raised important questions regarding how heavy a hand technology companies like Facebook — which also owns Instagram and the messaging app WhatsApp — and Google should exert when deciding what types of political content they will and will not permit.

By maintaining a status quo, Facebook executives are essentially saying they are doing the best they can without government guidance and see little benefit to the company or the public in changing.

In a blog post, a company official echoed Facebook’s earlier calls for lawmakers to set firm rules.

“In the absence of regulation, Facebook and other companies are left to design their own policies,” Rob Leathern, Facebook’s director of product management overseeing the advertising integrity division, said in the post. “We have based ours on the principle that people should be able to hear from those who wish to lead them, warts and all, and that what they say should be scrutinized and debated in public.”

Other social media companies have decided otherwise, and some had hoped Facebook would quietly follow their lead. In late October, Twitter’s chief executive, Jack Dorsey, banned all political advertising from his network, citing the challenges that novel digital systems present to civic discourse. Google quickly followed suit with limits on political ads across some of its properties, though narrower in scope.

Reaction to Facebook’s policy broke down largely along party lines.

The Trump campaign, which has been highly critical of any attempts by technology companies to regulate political advertising and has already spent more than $27 million on the platform, largely supported Facebook’s decision not to interfere in targeting ads or to set fact-checking standards.

“Our ads are always accurate so it’s good that Facebook won’t limit political messages because it encourages more Americans to be involved in the process,” said Tim Murtaugh, a spokesman for the Trump campaign. “This is much better than the approaches from Twitter and Google, which will lead to voter suppression.”

Democratic presidential candidates and outside groups decried the decision.

“Facebook is paying for its own glowing fake news coverage, so it’s not surprising they’re standing their ground on letting political figures lie to you,” Sen. Elizabeth Warren said on Twitter.

Warren, who has been among the most critical of Facebook and regularly calls for major tech companies to be broken up, reiterated her stance that the social media company should face tougher policies.

The Biden campaign was similarly critical. The campaign has confronted Facebook over an ad run by President Donald Trump’s campaign that attacked Joe Biden’s record on Ukraine.

“Donald Trump’s campaign can (and will) still lie in political ads,” Bill Russo, the deputy communications director for Biden, said in a statement. “Facebook can (and will) still profit off it. Today’s announcement is more window dressing around their decision to allow paid misinformation.”

But many Democratic groups willing to criticize Facebook had to walk a fine line; they have pushed for more regulation when it comes to fact-checking political ads, but they have been adamantly opposed to any changes to the ad-targeting features.

On Thursday, some Democratic outside groups welcomed Facebook’s decision not to limit micro-targeting, but still thought the policy fell short.

“These changes read to us mostly as a cover for not making the change that is most vital: ensuring politicians are not allowed to use Facebook as a tool to lie to and manipulate voters,” said Madeline Kriger, who oversees digital ad buying at Priorities USA, a Democratic super PAC.

Other groups, however, said Facebook had been more thoughtful about political ads than its industry peers.

“Facebook opted against limiting ad targeting, because doing so would have unnecessarily restricted a valuable tool that campaigns of all sizes rely on for fundraising, registering voters, building crowds and organizing volunteers,” said Tara McGowan, chief executive of Acronym, a non-profit group that works on voter organization and progressive causes.

Facebook has played down the business opportunity in political ads, saying the vast majority of its revenue came from commercial, not political, ads. But lawmakers have noted that Facebook ads could be a focal point of Trump’s campaign as well as those of top Democrats.

Facebook’s hands-off ad policy has already allowed for misleading advertisements. In October, a Facebook ad from the Trump campaign made false accusations about Biden and his son, Hunter Biden. The ad quickly went viral and was viewed by millions. After the Biden campaign asked Facebook to take down the ad, the company refused.

“Our approach is grounded in Facebook’s fundamental belief in free expression, respect for the democratic process and the belief that, in mature democracies with a free press, political speech is already arguably the most scrutinized speech there is,” Facebook’s head of global elections policy, Katie Harbath, wrote in the letter to the Biden campaign.

In an attempt to provoke Facebook, Warren’s presidential campaign ran an ad falsely claiming that the company’s chief executive, Mark Zuckerberg, was backing the reelection of Trump. Facebook did not take the ad down.

Criticism seemed to stiffen Zuckerberg’s resolve. Company officials said he and Sheryl Sandberg, Facebook’s president, had ultimately made the decision to stand firm.

In a strongly worded speech at Georgetown University in October, Zuckerberg said he believed in the power of unfettered speech, including in paid advertising, and did not want to be in the position to police what politicians could and could not say to constituents. Facebook’s users, he said, should be allowed to make those decisions for themselves.

“People having the power to express themselves at scale is a new kind of force in the world — a Fifth Estate alongside the other power structures of society,” he said.

Facebook officials have repeatedly said significant changes to its rules for political or issue ads could harm the ability of smaller, less well-funded organizations to raise money and organize across the network.

Instead of overhauling its policies, Facebook has made small tweaks. Leathern said Facebook would add greater transparency features to its library of political advertising in the coming months, a resource for journalists and outside researchers to scrutinize the types of ads run by the campaigns.

Facebook also will add a feature that allows users to see fewer campaign and political issue ads in their news feeds, something the company has said many users have requested.

There was considerable debate inside Facebook about whether it should change. Late last year, hundreds of employees supported an internal memo that called on Zuckerberg to limit the abilities of Facebook’s political advertising products.

On Dec. 30, Andrew Bosworth, the head of Facebook’s virtual and augmented reality division, wrote on his internal Facebook page that, as a liberal, he found himself wanting to use the social network’s powerful platform against Trump.

But Bosworth said that even though keeping the current policies in place “very well may lead to” Trump’s reelection, it was the right decision. Dozens of Facebook employees pushed back on Bosworth’s conclusions, arguing in the comments section below his post that politicians should be held to the same standard that applies to other Facebook users.

For now, Facebook appears willing to risk disinformation in support of unfettered speech.

“Ultimately, we don’t think decisions about political ads should be made by private companies,” Leathern said. “Frankly, we believe the sooner Facebook and other companies are subject to democratically accountable rules on this, the better.”

2020 The New York Times Company

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Dave Weckl @ All About Jazz

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1979 saw a move to the East coast and the University of Bridgeport. While playing the New York club scene with a band called Nite Sprite, Weckl started receiving accolades from established studio musicians such as Steve Kahn, Michael Brecker, and Peter Erskine. It was Erskine who recommended Weckl for his first ‘big gig’ with a group called French Toast, forerunner to the Michel Camilo band. That band featured iconic electric bass player Anthony Jackson.

From this group, Jackson recommended Weckl for the prestigious 1983 Simon and Garfunkel reunion tour. This got Weckl noticed by a much larger industry audience and lead to many session opportunities, including radio and TV jingles, sound track sessions, and top recording dates with George Benson, Peabo Bryson, Diana Ross, Robert Plant, and many more.

In 1985, Michael Brecker recommended Weckl to Chick Corea for his new Elektric Band. That was the beginning of a seven-year relationship with both the Elektric and Akoustic bands where nine recordings and three videos were produced. The Akoustic Band release earned Weckl a Grammy.

The Elektric Band showcased Weckl’s cutting-edge drumming and innovative use of electronic and acoustic drums, bringing him worldwide recognition. Though the Elektric Band went on a 10-year hiatus in the early ’90s, the band still tours from time-to-time. They released a 17-part conceptual album entitled To The Stars in mid-2004, and have reunited for tours in 2011 and 2016/17.

Weckl’s solo career began in 1990 with the release of Master Plan. Co-written/produced with longtime St. Louis friend/colleague Jay Oliver, the album was a watershed moment in Weckl’s career. Some would say it ushered in a new generation of contemporary drumming.

Master Plan featured a dynamic and diverse collection of tracks featuring top jazz artists of the time. The album created a palette for Weckl’s wide-ranging abilities in jazz, fusion, and Latin-inspired music, solidifying him as an emerging leader in the drumming world.

The album’s title track, written and performed by Chick Corea, featured Weckl and Steve Gadd on drums. Weckl had been seen as a protege to Gadd and their styles meshed perfectly on the track. But in many ways, the tune marked a “passing of the torch” in terms of next-generation artistry on the drums.

Weckl has recorded and produced nine other solo/leader recordings to date. In addition to Master Plan, Heads Up and Hard-Wired earned him great notoriety in the early ’90s.

In 1998, Weckl realized his long-time goal of forming a world-touring band. The Dave Weckl Band released five studio records, including: Rhythm Of The Soul, Synergy, Transition, Perpetual Motion, and Multiplicity. The band also released a hot live album, LIVE (And Very Plugged In) plus a compilation of DWB and instructional videos entitled The Zone.

Instructional videos have always played a big role in Weckl’s career. His original product, entitled Contemporary Drummer + 1, was one of the first play-along products ever published for drums. His Back To Basics and The Next Step releases were best-sellers in the ’90s and also continue to sell today.

Weckl updated his technical approach in the ’90s after studying with Freddie Gruber. He then released a three-part series of videos called A Natural Evolution, which included an appearance by Gruber. These products redefined earlier concepts to help drummers understand how to play in a relaxed, efficient, and musical way. They also helped solidified Weckl’s stature as an articulate and respected teacher. His clinics and master classes continue to attract capacity crowds worldwide.

After many years of sideman work with guitar legend Mike Stern, Chris Minh Doky’s Nomads, Oz Noy, and more, Weckl spent 2013 reuniting with Jay Oliver. They launched a crowd funding campaign that attracted more than 2,000 pre-orders of a project that would eventually be called Convergence.

The album featured 10 tunes, including piano and drum solo pieces and a remake of Stevie Wonder’s legendary tune “Higher Ground.” The video of “Higher Ground” has been viewed millions of times on YouTube and Facebook. Drummer Chris Coleman, bassist Jimmie Johnson, guitarist Dean Brown, singer Chrissi Poland, and several amazing horn players and vocalists took part.

The project also saw collaborations with Canadian singer Emilie-Claire Barlow and Riverdance creator Bill Whelan. Oliver recorded several native Irish instruments at Whelan’s personal studio in Ireland.

Convergence was released with three companion products: a play-along package for drums, a play-along package for all other instruments on the album, and a full-length documentary entitled Flies On The Studio Wall.

In 2015, Weckl formed an acoustic jazz group with longtime friend/collaborator Tom Kennedy (bass), Gary Meek (sax), and Makoto Ozone (piano/B3). The group was called The Dave Weckl Acoustic Band. To date, the band has released a CD entitled Of The Same Mind and a live DVD filmed at Catalina Jazz Club in Hollywood.

More recently, Weckl has returned to touring with the Elektric Band, Mike Stern, and Oz Noy, while completing sessions in his Los Angeles-area home studio. He has also formed an online school with comprehensive lessons, new play along products, and live footage from current tours.

He says “it is my goal to inspire as many young (and not-so-young) people as possible to want to play music, whether it be on drums or another instrument. With all the negatives in the world today, I feel this is my way of contributing a positive action toward spiritual happiness, which music can be a big part of, if you let it. So parents, if your child has a talent for music, please allow them the opportunity to develop that talent!”

Outside of music, Weckl has a passion for automobiles and racing. He and his Corvette ZO6 regularly post competitive times at race tracks around Southern California. Check out his YouTube racing channel!

Beyond music and four-wheel indulgences, Dave’s biggest passions and sources of inspiration come from his daughter, Claire, and his wife, Clivia.

A future college graduate (psychology), Claire definitely has the music gene. She sang an amazing version of “Cups (You’re Gonna Miss Me)” for the Convergence album. Her talent, passion, and work ethic make her father proud every day.

Dave’s wife, Clivia (also formerly a singer) has a love and passion for music – and an amazing energy for everything life has to offer. She and Dave share time both in Italy and Los Angeles. Show less

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How to Promote a Flash Sale on Facebook and Instagram : Social Media Examiner

Do you run flash sales? Wondering how to promote your flash sale on social media?

In this article, you’ll discover how to promote short-term sales with organic posts and paid ads on Instagram and Facebook.

Why You Need a Different Approach for Promoting a Flash Sale

Everyone loves a flash sale. Limited-time offers and short-term sales can be effective ways to inject revenue into your online store, especially around prominent days in the marketing calendar.

Most flash sales last for 24 hours or less; therefore, the campaigns promoting them are also short-lived. Maximizing performance within such narrow timeframes requires a different campaign management approach than for longer campaigns.

Here’s how you can maximize your efforts to drive your campaigns further and make your ad spend work harder.

#1: Create a Facebook Event for Your Flash Sale

Creating a Facebook event for your flash sale allows you not only to add all of the important details about the event but also create organic reach by customers marking they’re “attending” or “interested.”

Additionally, Facebook’s algorithm is likely to show your event to people who might be interested as indicated by their social activity, which extends your reach even further.

More importantly, people who mark themselves as attending or interested will receive a notification about content or updates to the event and a reminder when the event is due to start.

Discover the best social media marketing strategies from the world’s top experts! Don’t miss this event!
SALE ENDS
January 7th!

#2: Run a Pre-Launch Reach Campaign With Ads on Instagram and Facebook

Running a promotion announcing your flash sale ensures potential customers will see it. Using paid ads on Facebook and Instagram is vital in today’s pay-to-play market. You’ll not only increase exposure and build conversation about your upcoming sale but also prime your Facebook pixel.

Priming your pixel means you’re warming up Facebook. If you build engagement and extend your reach before you launch your flash sale, Facebook will know exactly who’s ready to buy because of their activity and engagement in the run-up. You’ll be building a warm audience you can retarget (as discussed a little later).

In a nutshell, this initial priming—thanks to the pixel—will put your product in front of people who are already interested in the sale. With no extra cost to you, this will reduce CPA (cost per acquisition) and increase your ROAS (return on ad spend). This is a smart application of ad technology.

Here’s an example of an announcement ad for a flash sale:

Normally, when setting up Facebook ads for eCommerce, you would choose the Conversions objective because it’s likely to achieve the highest ROAS. It’s also training your pixel to go after the customer who’ll buy from you. In the process, it also allows Facebook to learn about your ideal customer.

This is great for people who are in the buying phase. When you run conversion ads, you’re effectively removing a piece of the pie; you’re going after quick wins with people who buy. But with flash sales, customers may look a little bit different. For instance, they may have thought about buying from you but were waiting for a sale, or they needed an added incentive to get them to cross the finish line.

When you’re promoting the flash sale in the run-up, you want to set up a Reach campaign. This will let you reach a larger audience and therefore more prospects.

To create this campaign, simply select Reach as your campaign objective. Target your ad to your following or a cold audience that may have similar product interests. To illustrate, if you own a children’s clothing store, you can target people who are parents or who have an interest in a similar brand.

#3: Count Down to the Sale With Organic Posts on Facebook and Instagram

About 5–7 days before your flash sale, begin sharing daily countdown posts on Facebook and Instagram. Plan your posts a few weeks in advance to give yourself time to think about how you’ll drive organic engagement. It’s a good idea to schedule your posts to avoid missing a day.

Create 5–7 posts that clearly call out your sale. Be sure to include the date and how many days there are to go, as in the example below:

When creating these posts, consider using engagement hooks such as “tag a friend who NEEDS to know about this sale,” or “Comment below with what you’re thinking of buying.” These are quick and easy ways to build your social engagement and organic reach. More importantly, you’re building a custom audience of people who have recently engaged with your page, which you can then retarget via your ad campaign on the day of your sale.

In addition to these feed posts, both Facebook stories and Instagram stories can provide more organic exposure. Alongside your countdown posts, share 2–3 daily story posts of your products. Include the flash sale reminder, date, and savings on featured products. Rather than simply sharing the sale discount, you’re contextualizing the discount on real products, helping customers visualize their savings.

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Sale ends Tuesday, January 7th, 2020.

Another way to use the Stories features to promote your flash sale is to share live content of yourself talking about your brand. This can work if you’re the face of your brand, or as a way to introduce yourself as the face behind the brand. You could also ask your employees to share their excitement about your sale.

Describe to your audience how this is your biggest sale yet, and how you’re excited to offer customers this opportunity to buy the products they’ve had their eye on for a while. You’ll be generating buzz about your sale and connecting with your customers. Giving a sneak peek into who you are and why you’re doing this is a fantastic way to build a relationship with audience members.

#4: Run Instagram and Facebook Ads via a Conversions Campaign on the Day of Your Flash Sale

When you’re ready to go live with your flash sale, I recommend setting it up as a Conversions campaign. By running a Conversions campaign, you’re telling Facebook you want conversions. Don’t run your campaign for adds to carts, landing page views, engagement, and so on, because this is what Facebook will deliver.

Set Your Budget

For campaigns that run for less than 24 hours, I recommend using a lifetime budget for the best results. To do this, toggle Campaign Budget Optimization (CBO) on and select Lifetime Budget from the drop-down menu.

Alternatively, you can edit this in the Budget & Schedule section at the ad set level.

Lifetime Budget is the most sensible setting. If you were to use a daily budget for a 6-hour campaign, Facebook wouldn’t spend more than 25% (6 ÷ 24) of the budget you specified so you’d have to take that into account.

More importantly, Facebook’s pacing algorithm (which optimizes delivery to get the best results available for your budget) isn’t designed to optimize daily budgets for shorter periods.

Target Ads to Your Warm Audiences

Once you’ve set up your campaign, you can create a number of ad sets to test your audience success rate and measure which audience targeting performed best.

Because you’ve been running your flash sale warm-up campaign, you can now set up several ad sets targeting different audiences. These should include:

If you set up your naming conventions correctly (as in the example below), you should instantly be able to see which ad set is performing best.

Choose Accelerated Delivery

Keep in mind that Facebook’s pacing algorithm can take some time to calibrate itself in the beginning. This clearly isn’t ideal if you want your campaign to start with a bang. In this case, use Accelerated Delivery. Selecting this option will disable the pacing algorithm altogether and enter you into as many auctions as possible.

Be careful, though; while this improves delivery and helps to gather data, it can also drive up costs. It might even spend your entire budget before the campaign is over.

You should always have a plan for monitoring results and reacting appropriately in various scenarios.

Some businesses choose to announce flash sales on the day of the sale. On its face, this approach seems to make sense. However, announcing the sale at least 1 week before will give you sufficient time to generate buzz around the offering.

Start by creating an event on Facebook and encouraging your audience to like, share, and comment. Also post organic content through a series of countdown posts and share Facebook and Instagram stories talking about what will be offered in the flash sale and emphasizing that stock levels are limited.

You’ll then want to run a pre-launch ad to promote your flash sale to your following or a cold audience that may have similar product interests.

Finally, on the day of the launch, run an ad for the duration of your flash sale using the optimization techniques discussed above.

Remember that your pre-launch efforts will frame your flash sale launch. If you nail the pre-launch, you’ll have your customers primed and ready for your sale. This will dramatically increase your conversion rate and you’ll see a much higher success rate.

Discover the latest tactics and master social media marketing in 2020! Don’t miss this event!
SALE ENDS
January 7th!

What do you think? Will you follow this plan to promote your next flash sale on Facebook and Instagram? Share your thoughts in the comments below.

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Christ Embassy Church probe in UK: The Full report | P.M. News

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Pastor Chris Oyakhilome: heads the Christ Embassy Church in UK

Christ Embassy Church, owned by Pastor Chris Oyakhilome and registered in the UK in 1996 as a charity came under probe of the Charity Commission in 2013, following complaints about the use of charitable funds on large connected party payments.

Truly, investigators discovered numerous failings in its management. They established that a number of informal grants and payments were made, including over £1.2 million* to a broadcasting company, Loveworld Television Ministry, which was wholly owned by a trustee of the charity.

Also, for six years the charity had allowed Loveworld free use of a £1.8 million property it had purchased, and was subsidising a proportion of the company’s utility bills. The inquiry found a lack of formal contracts or appropriate record keeping, and a lack of evidence of proper decision-making or of conflicts of interest being appropriately managed.

Financial management at the charity was also found to be poor. The trustees claimed 9 bank accounts held funds belonging to Christ Embassy Nigeria, and that 3 UK properties belonged to Christ Embassy Nigeria, however the inquiry concluded that all of these in fact belonged to the charity.

Oyakhilome’s ex-wife Anita Ebodaghe: was on the charity board at the time

The inquiry considered that there was serious misconduct and/or mismanagement in the administration of the charity, and took action to remove two of the trustees of the charity, however the individuals resigned before the sanction was applied. The Commission has since been granted new powers to address this loophole, which it secured under the Charities (Protection and Social Investment) Act 2016.

As a result of the inquiry, a new board of trustees was set up to strengthen the administration and management of the charity.

Amy Spiller head of the investigation team spoke on how the investigation was able to dissect the complex web of entities connected with the Christ Embassy Church:

“This was a complex inquiry that unveiled numerous failings by those running Christ Embassy over a number of years, which exposed the charity to undue risk. I am pleased that these issues have been resolved and that the new board of trustees has shown a clear commitment to move the charity forward responsibly.

“Those running a charity should always be guided by their charitable purpose. Trustees have an important responsibility to ensure that they act in the best interests of their charity at all times, and take care to safeguard their charity’s assets. Our guidance around governance arrangements is there to help trustees ensure they do just that.

“Charities are trusted in a way that is unique, and people often put a lot of faith in religious charities. It is therefore vital that trustees, particularly those with a large following, do all that they can to inspire public trust”.

Christ Embassy operates over 90 churches in the UK, providing religious services to over 5000 people, and has a substantial international following.

Here is the full report released 14 November, 2019 as culled from www.gov.uk

The Charity
Christ Embassy (the charity) was registered on 19 November 1996. It is governed by a Declaration of Trust dated 23 October 1996.

The charity’s entry can be found on the register of charities.

Charity Structure
The charity was established in South London in 1996. The charity’s Headquarters is located at the Loveworld Conference Centre (commonly referred to as the “Christ Embassy International Office”), in Folkestone, Kent and is supported by three sub offices situated in Bermondsey, Croydon and Hendon. The sub-offices operate in excess of ninety churches throughout the country, providing religious services to in excess of five thousand beneficiaries.

The charity has a trading subsidiary company called Christ Embassy Limited (Company Registration No. 05862298) which became a subsidiary in 2012. The trading subsidiary shares the charity’s UK headquarter premises. The trading business involves the production, sale and distribution of religious books and media products.

The charity’s reported income in the year ending 31 December 2013 was £14,055,229 and its expenditure was £15,923,977.

Trustees
During the Commission’s engagement with the charity (since 2012) there have been numerous trustees in office. The table below only lists the trustees who were in office for a part of the inquiry.

Trustee From To
A (Reverend Christian Oyakhilome) 23 October 1996 17 May 2014
B (Reverend Anita Oyakhilome) 6 April 1999 2 June 2015
C (Pastor Obioma Chiemeka) 6 October 2009 13 October 2015
D (Pastor Nkemakonam Odiakah) 6 October 2009 15 February 2016
E (Pastor Ifeoma Onubogu) 6 October 2009 12 February 2016
F (Pastor Uche Onubogu) 17 May 2014 26 January 2015
G (Pastor Tony Obi) 17 May 2014 16 October 2015
H (Reverend Raymond Okocha) 17 May 2014 8 August 2017

Trustee A resided in Nigeria and was the founder and international leader of the charity. His wife, trustee B, resided in the UK and was leader of the UK based charity.

Trustees B, D and F were also paid employees of the charity during periods of their trusteeships, which was permitted by their governing document in particular circumstances.

Following the appointment of an Interim Manager and full governance review, a new board of trustees (the new board of trustees) was appointed on 12 April 2016 who are now responsible for the administration and management of the charity going forward. Significant progress has been made to address the governance and improve oversight and control by the new board of trustees.

Issues under Investigation

On 29 July 2013, the Commission opened a statutory inquiry (the Inquiry) into the charity under section 46 of the Charities Act 2011 (the Act).

The Inquiry closed with the publication of this report.

The scope of the Inquiry was to examine a number of issues including:

*the transactions between the charity and “partner organisations” that include grants made to a number of unidentified entities and Loveworld Television Ministry, Healing School, International School of Ministry, Christ Embassy France, Christ Embassy Canada, IPCC Conference and Rhapsody of Realities

*the administration, governance and management of the charity by the trustees with specific regard to connected party transactions in respect of payments to Loveworld Limited and the management of conflicts of interest

*the financial controls and management of the charity

*whether or not the trustees had complied with and fulfilled their duties and responsibilities as trustees under charity law

Findings
Transactions between the Charity & “partner organisations”
The Inquiry team examined the accounts of the charity, for the period 2009-2011 which showed that the charity had paid substantial grants to organisations classified as “partner organisations”.

During 2009-2011, the charity’s accounts show grants amounting to £1,281,666 were paid to Loveworld Television Ministry; £118,995 to Healing School, £186,616 to International School of Ministry, £10,000 to Christ Embassy Canada, £10,566 to Christ Embassy France, £37,216 to IPPC Conference and £77,266 to Rhapsody of Realities.

The trustees provided the Commission with a copy of their grant making policy, and admitted to the Inquiry that “Prior to the involvement of the Charity Commission the grant making practice consisted of a discussion by the Trustees at a Trustee meeting regarding who should receive grant”.

Following his appointment on 6 August 2014, the Interim Manager (the IM) examined the charity’s records and found no evidence of compliance with the Grant Making Policy. Documents examined, by the IM, demonstrated a lack of records and receipts to account for grants made and there appeared to be little consideration given to whether the receiving parties had expended grants appropriately and for intended purposes, as was required by the policy.

This demonstrates failure to comply with its grant making policy and inadequate recording of decision making by the trustees which is misconduct and/or mismanagement in the administration of the charity.

Administration, governance and management of Charity by trustees-specific regard to connected party transactions in respect of payment to Loveworld Limited (also known as Loveworld Television Ministry – registered number 4691981) and management of conflict of interest
The inquiry had serious concerns regarding the trustees’ decision making relating to the charity’s relationship with Loveworld Limited.

It was established that Trustee C, was the sole shareholder of Loveworld Limited since its incorporation in March 2003. Trustee C had also been trustee of the charity between October 2009 and October 2015. The primary objective of the Loveworld Limited was to advance Christian programming in the UK and to provide entertaining and educational programmes for the diverse demographics of the UK, which it did by carrying out both radio and television broadcasting services.

The trustees informed the Inquiry, payments made by the charity to Loveworld Limited were not grants/donations as indicated in their accounts but represented payments for broadcasting services provided by the company to the charity. On 28 March 2013, the trustees were asked to provide all documentation held by the charity or its trustees that recorded the decisions made in respect of the payments by the charity to Loveworld Limited. On 19 September 2013, the trustees provided only two sets of minutes of trustee meetings (minutes of trustees meeting dated 6 January and 6 April 2012) that appeared relevant to the issue. However, neither set of minutes included any decision or resolution to make payments to a company of which one trustee was sole shareholder.

The trustees did not have any formal contracts in place, or indeed rationale for using Loveworld Limited as opposed to any other broadcaster. Additionally the IM, during his inspection of books and records found no evidence to suggest that any of the trustees considered whether the costs charged by Loveworld Limited were better value than the costs charged by any other service provider. The trustees have failed to take, or have failed to record, any proper decisions as to why such payments are in the best interests of the Charity.

The IM confirmed that as early as 2009, the Audit Report highlighted to trustees that transactions with organisations and companies controlled by trustees were required to be disclosed in the financial statements as related party transactions. Auditors also recommended that trustees seek professional advice on whether these payments were permitted under their governing document, discuss and decide whether the payments were in the best interests of the charity and minute those discussions, ensuring that any conflicted parties withdraw from the meeting during discussions. The IM’s investigation into these matters found that this advice had not been followed and in particular there was no evidence that the trustees had sought legal advice.

The IM’s scrutiny of charity records and documents demonstrated that the trustees had failed to comply with the terms of the charity’s governing document and that they failed to comply with the requirements of section 185 of the Act in paying for services by a company owned by a trustee.

Additionally, the Inquiry identified that the charity had purchased a property in March 2006, costing £1.8 million and allowed Loveworld Limited free use of the property from 2006 until September 2012. The trustees informed the Inquiry that Loveworld Limited had only occupied a “small part of the premises”, on an informal basis, with the charity using the premises themselves until February 2014. They informed the Inquiry that the arrangement had been formalised since 2012 and the company was charged £75,000 per year for use of the property. The Inquiry considers that this level of rent indicates that Loveworld Limited occupied a substantial proportion of the building.

The trustees failed to demonstrate that rent for occupation of the premises was a properly assessed market rent which would cover the charity’s overheads. The trustees stated, that the yearly rental income covered all mortgage costs incurred by the charity, however later stated that the charity’s annual mortgage payment was higher than this.

It was unclear to the Inquiry how the permitted, free use of the premises to Loveworld Limited between 2006 -2012 was in the best interests of the charity and was properly authorised.

This indicates that the trustees failed to act in the charity’s best interests or with reasonable care and skill in terms of their decision-making and in the negotiation of the arrangements with Loveworld Limited and in not seeking appropriate advice regarding formalising occupation of premises by the company. In addition, the fact that the charity was also subsidising a proportion of the company’s utility bills indicates a lack of reasonable care and skill and a failure to use the charity’s resources responsibly. These actions were not in the charity’s best interest or in furtherance of its objects and were misconduct and/or mismanagement in the administration of the charity.

Ventaja Limited
An audit conducted by the IM on appointment also identified purchases in excess of £30,000 by the charity from Ventaja Limited – trustees’ reports and financial statements for year ending 31 December 2013: the charity declared £44,925 of purchases made from Ventaja Limited for decorating and the construction of a stage. The company was wholly owned by Trustee G. The payments were made while, Trustee G was church pastor and zonal pastor (prior to being appointed trustee in May 2014). His wife was also director of the company, church pastor and a salaried employee of the charity. The IM found evidence indicating that Trustee G had employed the services of Ventaja Limited to provide services to the charity but it was unclear from the charity’s records what considerations were made regarding potential conflicts of interest. It is unclear to the Commission that the decision making trustees, in position at the time payments were made, were acting only in the interests of the charity.

The trustees failed to provide any records to evidence that conflicts of interest had been identified or correctly managed prior to the opening of the Inquiry. Although the trustees provided the inquiry with a copy of their new “Conflicts of Interest Policy” in their 2013 response, they did not have any policy which covered the conflict which arose as a result of Trustee G, being a church pastor and trustee, authorising payments from his church to his company and therefore effectively paying his own company. The trustees failed to demonstrate that they had recognised or properly managed conflicts of interest. Consequently the Inquiry found this was misconduct and mismanagement in the administration of the charity.

Financial control & management of the Charity
When interviewed by the Inquiry in October 2013, the trustees explained the structure and administration of the charity to the Commission. The structure involved Chapters (also known as churches) within the charity which were spread across the UK with the use of over 100 premises. The IM found that cash collection and payment recording processes were not uniform across the charity, with a number of basic key controls (for example timely bank reconciliations or maintenance of the SAGE records ) found to be lacking.

Bank Accounts/Assets
The inquiry identified nine active bank accounts that the trustees identified as holding funds belonging to Christ Embassy Nigeria (Christ Embassy Nigeria is a separate company to the charity). The inquiry found no evidence to suggest that any of the banking institutions were aware that they were holding funds controlled by Christ Embassy Nigeria. In addition, the accounts were not named in such a way as would indicate the funds are controlled from Nigeria: for example, two of the active accounts are named Christ Embassy East London.

The inquiry, not being satisfied that the funds held in these accounts were owned by Christ Embassy Nigeria, exercised legal powers and issued orders dated 8 august 2014, under section 76(3)(d) of the Act, freezing six of these nine bank accounts, protecting funds to a value of £615,420.

In the absence of clear evidence to support the trustees’ position, the Inquiry concluded that funds held in the accounts belonged to the charity and these accounts remained frozen until the order was revoked on 24 August 2016. The Inquiry being satisfied that the new board of trustees had assumed control of the charity’s property discharged the freezing order on 24 August 2016.

This demonstrates the trustees’ failure to deal with the bank accounts appropriately and their lack of understanding of financial management and the importance of clearly identifying the charity’s property and/or assets held on behalf of another entity and is mismanagement and/or misconduct in the administration and governance of the charity by the trustees.

Tax related issues
The IM informed the Inquiry that the trustees’ failed to submit the charity’s 2010-11 and 2012-13 Self-Assessment Tax returns on time to HMRC thereby incurring penalties for late submissions. In addition, the IM found that the trustees had failed to comply with information Notices issued by HMRC thus incurring further penalties.

The trustees’ non-compliance and failure to submit the charity’s Self-Assessment forms within statutory deadlines resulted in scrutiny by HMRC creating a risk to the charity’s assets in regard to financial penalties incurred and is further evidence of trustees failing in their duty to protect and manage resources responsibly.

Gift Aid is available on donations made by UK tax payers such that the charity can reclaim the tax already paid on the donation by the donor. This means the charity can receive an extra 25p for every £1 donated. It is the trustees’ responsibility to ensure that the charity has effective systems and internal controls in place to ensure complete and accurate returns are made, reducing the risk of amounts being reclaimed by HMRC and ensuring that the charity receives the Gift Aid promptly and with confidence.

The IM established that the charity had failed to maintain:

*sufficient records or processes to show that expenditure by employees had not been an employee benefit and therefore subject to tax
*sufficient records to show that charity vehicles were being used solely for charitable purposes and not used by trustees/employees for private use
*sufficient records to support the charity’s claim to Gift Aid and to demonstrate the expenditure was in fact charitable

The IM dealt with these inquiries and agreed a settlement with HMRC. During discussions with HMRC, the IM made payments on account of £250,000 in order to minimise interest/penalty charges.

The IM informed the Inquiry, in excess of £1.4m of expenditure was disallowed by HMRC and became subject to tax.

The IM reached final settlement over these matters prior to his discharge.

The trustees’ failure to maintain sufficient records and processes to account for expenditure resulted in scrutiny by HMRC creating a risk of criminal proceedings and loss to the charity’s assets in regard to tax liabilities and is further evidence of trustees failing in their duty to protect and manage resources responsibly.


Whether complied and fulfilled duties and responsibilities as trustees under charity law

The Inquiry found a number of breaches of their legal duties by the trustees as evidenced in the previous sections of this report. Additionally the Inquiry found evidence that the trustees exposed the charity, its assets and/or its beneficiaries to harm or undue risk for example:

Property Related matters
The charity is unincorporated, and as such does not have legal personality and cannot hold property in its own name. Instead property must be held on behalf of the charity by nominated individuals (known as holding trustees, and often in practice one or more of the charity’s trustees). From time to time these individuals will change for example due to retirement or death, and the legal ownership of the property will need to be transferred to the new trustees to ensure that the Land Registry records are accurate.

The charity’s main asset other than cash was its ownership of a number of properties. The Inquiry identified 3 UK properties that were not disclosed to the Commission in the trustees’ first responses or during the October 2013 meeting. The trustees asserted that despite the legal title of the properties being vested in the name of two of the charity’s trustees, the properties “were acquired on behalf of, and held in trust for, Christ Embassy Nigeria”.

The Inquiry noted that the Land Registry entries in respect of the 3 properties made no reference to the beneficial owner being Christ Embassy Nigeria and documentation supplied by the trustees provided no evidence to support their assertions. None of the Land Registry proprietorship registers differed in any material way from those of the properties originally disclosed to the Commission as belonging to the charity. These matters were explored further by the IM. His investigations confirmed that the properties were held legally and beneficially by the charity and that there was no trust in place suggesting they were held on behalf Christ Embassy Nigeria.

The Inquiry obtained evidence that the trustees’ failed to ensure land registry details for charity properties were amended once trustees resigned. This was raised a number of times by Auditors in their reports from 2009 onwards and as a result the trustees failed in their duties and responsibilities as trustees to act in the charity’s best interests.

Insurance
The Inquiry found that the trustees failed to secure adequate insurance to protect charity assets and protect against claims for accidental damage to property/or compensation for accidental injury to third parties. The IM was made aware of an outstanding claim in February 2015, brought by a member of the congregation who was injured at a charity premises in 2012. The IM sought to identify whether any relevant insurant was in place. The trustees confirmed that there was no relevant insurance cover and following legal advice obtained by the IM, he settled the claim, in order to avoid lengthy and costly litigation.

The failings of trustees to act appropriately left the charity open to financial and reputational risk and losses, as well as to risk of litigation.

Planning & Building
The trustees failed to ensure that a property purchased by the charity had the necessary planning permission for use as a place of worship – D1 use as Non-Residential institutions, which include a place of worship and church hall. The previous owner had applied for permission to use the property as a place of worship, in 2003 but the planning application had been refused by the local authority. The charity appealed the decision unsuccessfully. Enforcement action was commenced by Southwark Council (18 April 2011). This was also unsuccessfully appealed by the charity. The continued unauthorised use of the premises as a place of worship by the charity, exposed it to enforcement action by the Council. The IM team liaised with the Council to permit a planned exit from the premised which was vacated in January 2015.

The existence of the enforcement notice is a criminal matter. Any breach of the enforcement notice and continued unauthorised use of the premises as a place of worship exposed the charity to prosecution by Southwark Council. Legal advice obtained by the IM confirmed that the breach could have led to criminal sanctions being imposed against the charity and potentially exposed the charity to confiscation proceedings under the Proceeds of Crime Act.

This demonstrates the trustees’ lack of understanding regarding planning law and regulations which exposed the charity to substantial financial risk as well as legal costs.

Conclusions
The Inquiry concluded that there was serious misconduct and/or mismanagement in the charity’s administration. The former trustees, at the relevant times had not complied with or fulfilled their duties as trustees under charity law. They failed to:

*exercise reasonable care and skill in the execution of their roles and as a result exposed the charity to risk and financial loss
*ensure sufficient financial controls and procedures to protect the charity’s property file their annual accounting information, in accordance with their statutory obligations, on time
*ensure that conflicts of interest were effectively managed comply with the terms of the charity’s governing document in relation to remuneration of trustees
*obtain professional advice during their decision making process and to properly record their decision-making
*comply with planning law and regulations and adhere to enforcement notices, causing the charity substantial financial loss
*address the need for Health & Safety compliance and the lack of adequate property insurance exposed the charity to considerable losses which could have been avoided or minimized with proper management and prompt action

In light of the findings and evidence of misconduct and/or mismanagement, the Inquiry exercised its legal powers under section 79(2)(a) of the Act to remove two of the trustees of the charity.

However the trustees subject to regulatory action resigned prior to the Commission being able to complete the process. Section 79(5) and 82 of The Charities (Protection and Social Investment ) Act 2016 has closed this loophole, thereby allowing the Commission to proceed to remove a charity trustee who has resigned following the Commission having given notice to the charity trustees of its intention to make a removal order. The law has since been amended so that resignations following the Commission issuing a notice of intention to remove a trustee would not prohibit the trustee’s removal and consequent disqualification from action as a trustee in the future.

Regulatory Action Taken
During the course of the Inquiry the Commission exercised its legal powers (Sections 47, 52 and 54 Charities Act 2011), provided by the Act, to issue various orders and directions for the purposes of information gathering from local authorities, private individuals and companies, including financial institutions.

The Inquiry directed trustees to a meeting on 18 October 2013 to discuss regulatory concerns and seek further explanation from the trustees. The charity’s books and records were also inspected on 13/14 November 2013.

The Inquiry, being satisfied in accordance with section 76(1) of the Act, that there had been misconduct and / or mismanagement in the administration of the charity and that it was necessary or desirable to act for the protection of the property of the charity, used a number of regulatory powers, under the following sections of the Act:

*section 76(3)(d) orders (8 August 2014), directing the banks not to part with the charity’s property without the Commission’s prior written consent, protecting £615,420 of the charity’s funds

*section 76(3)(g) appointing an Interim Manager on 6 August 2014 (appointment to take effect from 11 August 2014) and then under 337(6) varying the order (25 January 2016) to authorise the
*Interim Manager to appoint a new board of trustees
section 337(6) discharging (18 November 2014) the order not to part by further order, once the

*Interim Manager assumed control of the charity’s property

The former trustees exercised their right to appeal (8 August 2014) to the First-tier Tribunal, General Regulatory Chamber (Charity) against the order appointing the Interim Manager. The appeal was withdrawn on 20 January 2015 with the charity’s legal representatives, notifying the Commission that the trustees were “now willing to accept that the statutory threshold under section 76 of the Act was met in the present case”.

Appointment of an interim manager
The Inquiry appointed an interim manager, Rod Weston of Mazars LLP, (the IM) on 6 August 2014 under section 76(3)(g) of the Act to take over the management and administration of the charity to the exclusion of trustees. The trustees were not excluded from performing the religious and/or spiritual functions connected with their roles as Pastors within the charity.

The scope of the IM’s appointment included:

*taking control of the management and administration of the charity to the exclusion of trustees and taking steps to secure and protect charity property

*reviewing the governance and administration of the charity and taking remedial action in the best interests of the charity

*reviewing the charity’s financial controls, systems and reporting procedures, safeguarding funds and ensuring proper expenditure controls and governance
consider whether any of the decision making trustees were personally liable for any breach of duty/loss of the charity, taking remedial action to regularise any breaches of duty in the best interest of the charity

The costs of the IM’s appointment, including legal advice and fees that would have been necessary and incurred by any trustee, amounted to £1,244,983.50 excluding VAT. The costs of the IM’s appointment were met out of the charity’s funds and are itemised as follows:

*fees directly related to work as IM – £390,358.40
*professional fees – £854,625.10 (relating to work conducted by 3rd parties on behalf of the IM)
*In addition £208,000 of work was undertaken by the IM on a pro bono basis.

As part of his appointment, the IM completed a full governance and infrastructure review of the charity and its activities. His initial findings, on 9 October 2014, corroborated the Commission’s regulatory concerns relating to the charity, reporting that “the board of trustees appears to be fragmented” and “appear to have little appreciation of their roles, duties and obligations as Trustees”. He identified a number of Health and Safety risks and concerns as well as legal issues relating to property matters which had failed to be dealt with by the trustees and which posed financial risks to the charity. The IM’s investigations found failings in the charity’s governance, leadership and management structures and personnel, including identifying that the charity had insufficient financial controls and procedures.

Remedial actions were taken to regularise the charity’s governance to ensure it was fit for purpose. This encompassed the following:

*establishing a central record of all properties leased and/or rented by the charity to ensure that the terms of leases were being met appropriately and suitable exit plans were in place where leases were due to expire
*establishing an accurate record of assets (ownership of a number of properties, motor vehicles and a range of fixed assets ) owned by the charity, gaining control of the charity’s property portfolio and cash reserves – the IM reduced the number of bank accounts in operation from approximately 40 to 8 and in September 2015 took control of just under £12,000,000

*introduction and implementation of financial controls, systems and reporting procedures, regularising the management of income and expenditure

*Health and Safety audits and fire risk assessments were carried out; training provided to staff and implementation of suitable Health & Safety policies and procedures
extensive liaison with HMRC resulting in settlement of the charity’s tax liabilities
recruitment of new board of trustees

*induction and training of new trustees

Restitution
On 18 November 2015, the IM considered professional advice and the particular circumstances of this case and decided that restitution (by way of civil claims against former trustees for breaches of duties and losses to the charity was not in the best interests of the charity.

Following the appointment of a new Board of Trustees on 12 April 2016, significant progress has been made to address the governance and improve oversight and control by the new trustees, as a result of which the IM was discharged on 12 April 2016.

Issues for the wider sector
Financial Controls & Accounting Records
Proper financial controls are a necessary feature of any well-run organisation. Because of the special characteristics of the charitable sector, they play an essential part in helping to show potential donors and beneficiaries that a charity’s property is safeguarded, and that its management is efficient.

Trustees are equally responsible for the overall management and administration of the charity. Every charity’s accounting records must be sufficient to show and explain its transactions and disclose with reasonable accuracy its financial position. Trustees should ensure that financial controls are not only adequate but provide sufficient information to satisfy the trustees that the controls are being observed. If, due to the nature of the charity, its work, location and /or set up the trustees delegate supervision of financial arrangements to one or a small number of trustees or employees, they need to ensure that there are arrangements in place for proper reporting back to the whole trustee body. In this way, system failures or issues can be identified at an early stage.

Therefore, in order to show that they are complying with their legal duties, trustees must keep records and an adequate audit trail to show that the Charity’s money has been properly spent on furthering the Charity’s purposes for the benefit of the public.

Conflicts of Interest Policy
Charity trustees should ensure that they have a conflicts of interest policy in place to ensure that they are fully aware of their responsibilities and that any conflicts that do arise are appropriately managed.

Where a charity trustee has a conflict of interest they should follow the basic checklist set out in the Commission publication Conflicts of interest: a guide for charity trustees (CC29) and where necessary or appropriate take professional advice.

The law states that trustees cannot receive any benefit from their charity in return for any service they provide to it or enter into any self-dealing transactions unless they have the legal authority to do so. This may come from the charity’s governing document or, if there is no such provision in the governing document, the Commission or the Courts. Further information is available from Trustee expenses and payments (CC11).

Charity Property
Charity trustees have a general duty to manage their charity’s resources responsibly, reasonably and honestly. This means not exposing their charity’s assets, beneficiaries or reputation to undue risk. It is about exercising sound judgement and then taking decisions that a reasonable body of trustees would do.

Trustees must put appropriate policies, procedures and safeguards in place and take all reasonable steps to ensure that these are followed.

If a charity owns land or buildings, trustees need to know on a continuing basis what condition it is in, that it is being properly used, and that adequate insurance is in place. The essential trustee: what you need to know, what you need to do (CC3) makes clear that decisions about charity land and property are important. If the charity owns or rents land or buildings, the trustees need to:

*make sure the property is recorded as belonging to the charity
know on what terms it is held
*ensure it is properly maintained and being correctly used
*make sure the charity has sufficient insurance

A charity’s governing document or the general law can provide a ‘power to insure’. If the governing document imposes a positive duty to insure, if trustees then fail to insure property, this will be a breach of trust. More details are available in the Commission’s guidance Charities and insurance (CC49).

Trustee Decision Making
Charity trustees are responsible for governing their charity and making decisions about how it should be run. Making decisions is one of the most important parts of the trustees’ role. Trustees can be confident about decision making if they understand their role and responsibilities, know how to make decisions effectively, are ready to be accountable to people with an interest in their charity, and follow the 7 principles that the courts have developed for reviewing decisions made by trustees. Trustees must:

*act within their powers
*act in good faith and only in the interests of the charity
*make sure they are sufficiently informed
*take account of all relevant factors
*ignore any irrelevant factors
*manage conflicts of interest
*make decisions that are within the range of decisions that a reasonable trustee body could make

It is important that charity trustees apply these 7 principles when making significant or strategic decisions, such as those affecting the charity’s beneficiaries, assets or future direction.

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Twitter makes global changes to comply with privacy laws

Twitter Inc is updating its global privacy policy to give users more information about what data advertisers might receive and is launching a site to provide clarity on its data protection efforts, the company said on Monday.

The changes, which will take effect on Jan. 1, 2020, will comply with the California Consumer Privacy Act (CCPA).

The California law requires large businesses to give consumers more transparency and control over their personal information, such as allowing them to request that their data be deleted and to opt-out of having their data sold to third parties.

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Social media companies including Facebook Inc and Alphabet Inc’s Google have come under scrutiny on data privacy issues, fueled by Facebook’s Cambridge Analytica scandal in which personal data were harvested from millions of users without their consent.

Twitter also announced on Monday that it is moving the accounts of users outside of the United States and European Union which were previously contracted by Twitter International Company in Dublin, Ireland, to the San Francisco-based Twitter Inc.

The company said this move would allow it the flexibility to test different settings and controls with these users, such as additional opt-in or opt-out privacy preferences, that would likely be restricted by the General Data Protection Regulation (GDPR), Europe’s landmark digital privacy law.

“We want to be able to experiment without immediately running afoul of the GDPR provisions,” Twitter’s data protection officer Damien Kieran told Reuters in a phone interview.

“The goal is to learn from those experiments and then to provide those same experiences to people all around the world,” he said.

The company, which said it has upped its communications about data and security-related disclosures over the last two years, emphasized in a Monday blog post that it was working to upgrade systems and build privacy into new products.

In October, Twitter announced it had found that phone numbers and email addresses used for two-factor authentication may inadvertently have been used for advertising purposes.

Twitter’s new privacy site, dubbed the ‘Twitter Privacy Center’ is part of the company’s efforts to showcase its work on data protection and will also give users another route to access and download their data.

Twitter joins other internet companies who have recently staked out their positions ahead of CCPA coming into effect. Last month, Microsoft Corp said it would honor the law throughout the United States and Google told clients that it would let sites and apps using its advertising tools block personalized ads as part of its efforts to comply with CCPA.

Source: Reuters

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