Project hopes to educate minorities for COVID-19 vaccine trials




The Project Achieve van has come to New York City to speak to locals about COVID-19 vaccine trials. The aim is to promote the research to minority participants who might not otherwise volunteer for the trials.

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Conor McGregor, hotel quarantine, UFC 257, Dustin Poirier, UFC news, The Project


UFC superstar Conor McGregor has called on tennis players complaining about quarantine conditions to “get their act together” ahead of the Australian Open.

After the biggest names in tennis touched down in Australia earlier this week, several players have complained about the living conditions of their mandatory 14-day quarantine.

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Reigning champion Novak Djokovic reportedly sent a list of demands to Australian Open organisers, including allowing players to move to private homes with tennis courts.

Spain’s Roberto Bautista Agut said the 14-day Melbourne quarantine was “really tough” and like a prison “with Wi-Fi”.

French player Alize Cornet called the situation “insane”, arguing that her weeks of preparation were going to waste.

And Kazakh star Yulia Putintseva also raged about the quarantine, venting her angst on social media as she protested against the lack of exposure to fresh air.

But McGregor has little sympathy for the tennis icons.

Speaking on Channel 10’s The Project, the Irish fighter offered a timely reality check for the Australian Open competitors.

“I am surprised the tennis players would be kicking up,” McGregor said on Wednesday evening.

“We have got to correct ourselves here, you know. There is a lot going on. There is at lot at risk. It is everyone’s duty here on this Earth to do what they can.

“To get to compete in such a prestigious tennis tournament or any tournament, a two-week lockdown prior they should welcome that with open arms.

“I would urge the tennis players to get their act together and also embrace it and relish it and be happy they get to compete.

“People can’t go to work and children can’t even go to school. Professional athletes are complaining about a bit of isolation? C’mon, guys.”

McGregor recently began his 48-hour quarantine after arriving at the UFC’s Fight Island by sailing into Abu Dhabi on a luxury yacht.

The 32-year-old will return to the Octagon on Sunday (AEDT) after a 12-month absence at UFC 257 in a rematch with American fighter Dustin Poirier.

“I came from a mega yacht. My yacht is parked across from the hotel, but this is inside the bubble,” McGregor told The Project.

“I brought myself off the yacht into this hotel. There is not a complaint.

“I am eager to compete. I want to perform for any fans and give entertainment to the people around the world who are going through so much at this time. It is an honour for me to do so.”

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Cube Highways in concession pact with NHAI for Karnataka project


Cube Highways and Infrastructure I-D Pte Ltd (Cube Highways), a portfolio company of I Squared Capital, has entered into a concession agreement with the National Highways Authority of India (NHAI) to operate an 80-km four-lane toll road connecting Neelamangala and Devihalli in Karnataka.

As part of the transaction, Cube Highways substituted the former concessionaire, Lanco Devihalli Highways (LDHL), by incorporating a new SPV, Nelamangala Devihalli Expressway (NDEPL), pursuant to the substitution rights of the senior lenders in the concession agreement.

NDEPL, an important passenger corridor linking Bengaluru to Mangaluru, has had a strong recovery in traffic and daily revenues following Covid lockdown. The project has been operational since June 2012 and was awarded as a 25-year concession after competitive bidding in 2008 to strengthen and widen a two-lane highway to a four-lane configuration. The project provides connectivity to pilgrim centres in Karnataka and tourist destinations like Kodagu and Udupi.

“We are pleased to complete the first substitution transaction of this kind in the road sector in India,” said Gautam Bhandari, Director of Cube Highways and Managing Partner at I Squared Capital.

“Cube Highways’ strong record of deal closures during the pandemic is a testament to its disciplined deal making approach and operational capabilities. Cube Highways worked with NHAI and senior lenders through the economic dislocation to complete this transaction under the substitution mechanism of NHAI, setting a benchmark for such transactions in the future,” he added.

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$1.6m grant for WA recycling project



A construction and demolition waste recycling project led by Perth-based Sycamore Civil Group has been awarded $1.65 million as part a federal government initiative to promote collaborations.

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How to Scale a Successful Pilot Project


If you are a leader who wants to introduce major change in your organization — a new technology, process, system, product, partnership, or the like — you’ve probably been advised to construct a pilot project. Its purpose, of course, is to reduce the risk of failure across the entire organization by testing the idea in a small, controlled setting so that you can further refine your solution before you roll it out.

However, while launching and then scaling a pilot sounds like a perfectly logical strategy, there is plenty of evidence that shows that even successful pilot projects often don’t lead to successful scaled implementations. Based on our many years of consulting on large-scale organizational change, and our previous work on why good projects fail anyway, we’ve come to understand the pattern of these failures — and a better approach.

Take a nationwide parts distributor that wanted to increase profitability and thought that a new sales tracking system could help. After extensive research, the company organized a pilot project in one district that gave a few sales representatives a chance to use the software for a quarter. Over that time the reps indeed found that they were better able to sell higher margin products, track their best customers, and utilize data more effectively, all of which helped to boost profitability considerably. Encouraged by these results, the company installed the new system on each salesperson’s devices across the country.

Soon, though, they found that some people resisted using the data when it indicated selling unfamiliar products or prioritizing different customers, others found the technology confusing, and others didn’t understand how to really leverage its capabilities. The result was that many of the sales managers told their people to go back to the old way of working, and overall profitability actually decreased.

What happened? First, there are many reasons that a pilot project can look good. The people chosen to participate are often particularly receptive to trying new things, they often feel they’re “special” for being chosen and therefore work particularly hard (a variation of the Hawthorne effect), extra staff provide training and support, managers are incentivized to make the pilot work, and the usual cultural and administrative barriers to change are temporarily suspended.

But during a wide-scale rollout these conditions no longer exist. Instead, everyone is told to follow specific directions to ensure that the new approach is implemented consistently, training and support are spread thin, there is no relief from other goals, and the change is often viewed as just one more requirement on top of everything else.

The problem runs even deeper, however. Take the parts distributor: The premise of its pilot was to prove that all else being equal, a better sales tracking system would improve profitability. This is probably true — except that in the case of a major rollout, “everything else” is never equal. No two people will use the tool or solution in exactly the same way, nor will they necessarily have the same conditions around them. Motivation, skill, comfort with the old way of working, and a host of other factors become as important in achieving the desired outcome as the tool itself. And in many cases, there are multiple organizations or units, comprised of tens, hundreds, and thousands of people that need to work together in new ways, using the new solution, in order to achieve the desired outcome. No wonder that so many major rollouts fail despite a successful pilot.

But there is an alternative path that leaders can take once they have achieved a successful pilot: As part of scaling the solution, create the conditions that allow individuals and teams to adapt the solution to their unique circumstances and make it their own. Doing so requires encouraging collaboration, behavior-change, and innovation.

More specifically: Rather than telling them exactly what to do, challenge a few front-line teams that represent stakeholders in the system to make highly ambitious progress on key outcomes that you expect the solution to contribute to, in an unreasonably short time frame — 100 days or less. Give the teams some guidance about the extent to which they can modify what came out of the pilot, but otherwise let them loose and see what they can do to generate solutions that they own. As you do this, use the power of peer competition to spark even more innovation. Finally, capture the learnings from each of these 100-day “success experiments” so that teams in the next wave of implementation can start with an even richer menu of possibilities.

Scaling Social Good

To show how this works, let’s look at how the leaders of the 100,000 Homes Campaign overcame the problem when they scaled a successful pilot project to combat homelessness in the United States.

The initial pilot was implemented by a group called Community Solutions in New York’s Times Square to find ways of housing individuals who had been left on the streets the longest. The practices in the pilot included novel ideas such as developing a “by-name list” to organize the outreach team’s efforts so that each homeless person would be known by name and supported as an individual with unique needs, vulnerabilities, and strengths. This pilot program achieved an 87% reduction in street homelessness over four years.

The 100,000 Homes Campaign, started in 2010, aimed to apply these and other successful ideas nationally to house 100,000 of the most vulnerable individuals experiencing chronic homelessness in cities across the country in four years.

By January 2012, two years in, however, things weren’t looking so good. As Campaign Director Becky Kanis-Margiotta said in a New York Times article, “We looked at our numbers and we realized we were on track to be the 30,000 homes campaign.” Kanis-Margiotta and her colleagues had imagined that once communities started using the “by-name list” approach and other proven practices, they would house more people more quickly. This was happening, just not rapidly enough.

In early 2012, Kanis-Margiotta and her team shifted their approach to one that depended more heavily on ideas from the communities themselves. They started by helping communities analyze their own data to understand the local monthly housing placement rates needed to meaningfully reduce homelessness in that area. Then, in May 2012, working with Nadim and his colleagues, the Campaign team created a structure to help enrolled communities accelerate their own progress towards these monthly targets. Each community was challenged by leaders of the various Federal agencies that oversee homelessness programs to create its own 100-day experiment of success, using the proven practices from the Times Square pilot as well as any others that community members were passionate to try.

This modified approach started with a group of four communities and continued over the next two years, with waves of four communities at a time, till more than sixty communities participated in what came to be called 100-Day Challenge Bootcamps.

As these waves unfolded, the menu of practices emerging from these experiments got richer, creating more and more building blocks for subsequent experiments of success. The impact trajectory of the initiative accelerated dramatically, and the goal of enrolled cities housing 100,000 chronically homeless individuals was exceeded in mid-2014. (Of course, the problem of homelessness is far from solved, and many other community-based initiatives were inspired by the campaign and the 100-Day Challenge Bootcamps.)

New Ways to Sell

We’ve also seen this approach of customizing pilots work in corporate settings.  For example, a major pharmaceutical company* that Ron worked with wanted to increase sales of older products that were still valuable to patients but were no longer actively marketed. A few pilots proved that when a country or regional sales team focused a concerted marketing effort on a targeted selection of these older products, they could generate additional sales. So now the company wanted to roll out this initiative worldwide.

To do that, a team at headquarters used the experience gleaned from the pilots to analyze which products each country should focus on and what marketing techniques they should use. When they went to the German sales team to get the rollout started, however, they were told that the chosen products and marketing plans wouldn’t work in the country, and that their salespeople had their own ways of working with customers.

But instead of forcing the team to proceed as planned, or giving up on the rollout, the team at headquarters challenged the German team to build on the lessons of the pilots and tailor them to their own situation in the next 100 days. With that encouragement, the German team decided to focus on a few different products that they thought would benefit patients in their markets and developed tailored materials and processes that would work better for them.

This customization turned out to be successful for Germany very quickly. So instead of rolling out a common, HQ-developed approach, each of the other country teams in the company was challenged to develop its own unique 100-day experiment for selling older products.

Scaling the process through waves of these country experiments and building a common knowledge base of how to make them work eventually generated close to a billion dollars in additional sales over the course of two years — while building the capacity of sales teams in each country to sustain the gains into the future.

Taking this more generative, customized approach to scaling a pilot isn’t as straightforward or fast as just telling everyone to implement a specific pilot-tested solution or tool – but it gives you a much greater chance of large-scale, durable impact.

*Editor’s note: Some details have been changed.

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Australia vs India third Test, SCG crowd capacity, Steve Price, The Project


Steve Price has never shied away from speaking his mind, and the Australian broadcaster has now fumed at the decision to allow thousands of spectators to attend the New Year’s Test at the SCG.

On Monday, Cricket Australia confirmed crowds would be capped at 25 per cent capacity for the third match of the Border-Gavaskar Trophy following a surge in COVID-19 cases in Greater Sydney.

Although outdoor gatherings in New South Wales are currently restricted to 2000 people, the SCG could host up to 50,000 spectators throughout the five-day event.

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Speaking on Channel 10’s The Project, Price said it was a mistake to allow large crowds for sporting events while the coronavirus remains a lingering threat in Australia.

“It would be madness if they allowed 10,000 people a day,” Price said on Wednesday evening.

“The risk and reward of these mass sporting events is all out of whack. It’s all risk and no reward.

“What’s the reward? 10,000 people who love cricket get to go tomorrow, sit there wearing a mask in 22-degree heat, most of them will rip them off and slug down beer all day so they don’t have the put the mask on.

“And what is the reward for them? A day at the cricket. And the risk is we all go back into lockdown. It’s crazy.”

Thousands of people were urged to get tested in Melbourne after a 30-year-old man who attended day two of the Boxing Day Test at the MCG tested positive for the virus.

“We now have 8000 people who are going to have to be tested because they were at the MCG where some bloke may have had COVID,” Price said.

“If you need any more proof, just shut the thing down, and there’s precedent here.

“I can remember back in March, there were crowds outside the gates of Albert Park waiting to go into the Saturday edition of the Grand Prix and they turned them away. They should shut the gates in Sydney tomorrow and turn them away as well.

“What’s Brad Hazzard going to say when next week it turns out that there was a COVID incident at the SCG? And for what?

“I mean, seriously. We are crazy if we let this happen.”

New South Wales Premier Gladys Berejiklian said the SCG Test would provide a beneficial community morale boost, emphasising that event organisers would enforce “very stringent guidelines”.

“This is an example where the NSW government strategy is to keep jobs, to keep community morale and wellbeing while making sure we are COVID-safe,” Ms Berejiklian told reporters on Saturday.

“It will be a very controlled and ticketed event, and the fact that people have to wear a mask when going to or from the event, public transport or otherwise, will also mitigate the risk.

“We appreciate what people might say about us continuing to hold those events, but also consider the thousands of jobs it keeps, consider the sense of normality it gives us.”

Speaking on ABC’s Weekend Breakfast on Sunday, epidemiology expert Professor Raina MacIntyre explained why hosting up to 24,000 spectators at the New Year’s Test was “quite risky”.

“I think it is an unnecessary risk at this critical time,” Prof MacIntyre said on Sunday morning.

“It may also be a time when the cases are starting to increase because if there were transmissions on New Year’s Eve, we would be expecting to see a rise in cases from the end of this week over the following weekend.

“So the timing is also quite risky.”

Prof MacIntyre is a researcher at the University of New South Wales, and has been studying pandemics and disease for more than 28 years.

The third Test between Australia and India will commence on Thursday, with the first ball scheduled for 11am AEDT.



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Clash over IIT campus project: Security beefed up in Goa town


Panaji: The situation in Goa’s Valpoi town remained tense on Thursday, a day after locals clashed with police to protest against the proposed Indian Institute of Technology (IIT) campus at the nearby Shel-Melauli village. A police official said security has been stepped up and they have requisitioned additional force, as villagers remained stern on not allowing the demarcation of land for the construction of the IIT campus.

The land demarcation work was suspended temporarily on Thursday as per the government’s orders, the official said.

“The demarcation work can resume any time,” he added.

The IIT Goa campus is proposed on a 10 lakh square metre area in Shel-Malauli and Guleli villages, located around 50 km from the state capital Panaji.

The villagers are opposing the project, claiming that it would rob away their precious lands.

The protest took a violent turn at a forested area outside the Shel-Melaulim village on Wednesday when the protesters hurled stones at police personnel, who responded with lathicharge.

At least 12 police personnel were injured in the attack, an official earlier said.

The villagers, who had blocked the road in Valpoi town, located around 10 km from the Shel-Malauli village, went back on Wednesday night.

Chief Minister Pramod Sawant on Wednesday said the state government will go ahead with the project, notwithstanding the opposition.

On Thursday, security was stepped up in the Valpoi town, a senior police official said, adding that a process was underway to register offences against those who threw stones on the policemen.

“We are in the process of filing cases against the protesters, specially those who instigated the crowd,” the official said.



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The Power of Laughter – The Good Men Project


It’s no secret that laughter makes you feel good. Think about the last time you laughed, I mean really laughed, and how wonderful it felt. Sometimes, all it takes to turn around a bad day is a good dose of the giggles. And, it’s contagious. How many times do you hear someone else laughing and can’t help but join in? It’s nearly impossible!

There are many ways in which laughter is good for your emotional well-being, and for your physical health as well. In fact, laugher is the most potent antidote to stress, pain and conflict. Laughter really is the best medicine.

Here are just a few ways laughter can help improve your health.

Helps you relax

A good laugh session helps relieve physical tension and stress. You can often feel the physical benefits of laughter for up to 45 minutes afterwards. So, if you are feeling tense, a giggle may just be exactly what you need.

Jump-starts your endorphins

Endorphins are described as: “chemicals produced naturally by the nervous system to cope with pain or stress. They are often called “feel-good” chemicals because they can act as a pain reliever and happiness booster.” And, laughter can help boost your endorphins, making you feel great and full of energy.

Does your heart good

Did you know that laughter helps to improve the function of blood vessels and increases blood flow? Amazing, isn’t it? So, do your heart some good and keep on laughing.

Burns calories

According to the Journal of Obesity, laughing for 10 or 15 minutes every day can burn around 40 calories. While this doesn’t replace physical activity, shedding a few extra calories throughout the day isn’t a bad thing!

Helps with conflict

Laughter is an excellent way to help diffuse anger and conflict. Choosing to move on and not hold onto bitterness can be challenging. However, focusing more on the bright side can often help lighten the load of your burdens.

So, now that we know some of the benefits of laughter, how can you incorporate more moments of funny into your every day life? Here are just a few suggestions.

Set the intent to laugh more: make a conscious effort to find some funny throughout your day. Seek out what makes you laugh and make it a priority.

Smile more often: incorporating more smile into your life will help encourage laughter. Plus, it takes less energy to smile than it does to frown, so that’s an extra bonus. And, your smile just might change the day of someone else, and that is always a good thing.

Watch some funny: With so many streaming services, you are sure to find something that strikes your funny bone. Whether it is a funny movie or laugh-filled TV sitcom, watching something that you find entertaining is an excellent way to get some more laughter into your life.

Spend time with your favourite people: Whether it is your significant other, grandchild, or friend, time spent with those you love most is a mood enhancer. And, more than likely, laughter will ensue. If you have small children in your life, you know that time spent with little ones is a great ways to increase your laugh quota.

How do you incorporate laughter into your day? I would love to know! So, friends, go forth into the world and find that funny.

 

Previously Published on drallenlycka.com

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SC upholds environmental clearance, government notification on Central Vista project


New Delhi: In a majority verdict, the Supreme Court on Tuesday upheld the environmental clearance and notification for change in land use for the Central Vista Project.

The Central Vista revamp, announced in September, 2019 envisages a new triangular Parliament building, with seating capacity for 900 to 1,200 MPs, that is to be constructed by August, 2022 when the country will be celebrating its 75th Independence Day.

 

A three-judge bench headed by Justice AM Khanwilkar, by 2:1 majority, held that the grant of the environmental clearance and the notification for change in land use for the project was valid.

Justice Khanwilkar, writing the judgement for himself and Justice Dinesh Maheshwari, also directed that the project proponent set up smog tower and use anti-smog guns at the construction site for the Central Vista project.

Justice Sanjiv Khanna, the third judge on the bench, also agreed on the issue of award of project.

He, however, disagreed with the judgment on change of land use and on grant of environmental clearance for the project. 

 

The top court’s verdict came on several pleas on the issue, including the one filed by activist Rajeev Suri, against various permissions given to the project by authorities including the grant of environmental clearance and the nod to change of land use.

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Supreme Court approves Central Vista project


The Supreme Court, in a majority judgment, on Tuesday gave the green signal for the multi-crore Central Vista redevelopment project.

The project envisages refurbishing the nation’s power corridor, which includes a new Parliament building, a common Central Secretariat and a renovated Rajpath stretching from Rashtrapati Bhavan to India Gate.

The majority opinion by Justice A.M. Khanwilkar, who headed the three-judge Bench, and Justice Dinesh Maheshwari said the change in land use under the Delhi Development Authority Act in the restricted zone was just and proper. Both judges upheld the exercise of power by the Centre to change the land use of the Master Plan 2021. The court did not find any infirmity in the grant of approval by the Central Vista Committee or the Heritage Conservation Committee.

Opinion | Beyond the veils of secrecy, the Central Vista project is both the cause and effect of its own multiple failures

The judges said there was no need for approval at the incipient stage of a project but it should be sought when the project materialised on the ground.

However, Justice Sanjeev Khanna, the third judge on the Bench, said land use change for the project was vitiated and bad in law. He noted there was no intelligible disclosure about the project for public participation.

Justice Khanna concluded that there was no prior approval from the Heritage Conservation Committee. He found that the environment clearance was a non-speaking order and added he did not want to go into the merits of the project but directed the project to be remitted back to the Heritage Conservation Committee.

Justice Khanna agreed with the majority opinion on the aspect of notice inviting bids for the project.

Being numerically superior, the opinion of Justices Khanwilkar and Maheshwari stands.

Justice Khanwilkar, who authored the majority opinion, said smog guns and towers should be installed mandatorily at the project site. The court also directed the Environment Ministry to order the setting up of the facilities for future projects in cities with bad air quality.

The court, while reserving the case for judgment in early November 2020, had said it would examine whether the project complied with land use and environmental regulations peculiar to the area that houses the Parliament and Central Secretariat buildings.

It had also indicated that it may not fully accept submissions made by the petitioners that there was a prohibition on building new structures in the area.

On December 7, the Supreme Court allowed the foundation stone ceremony for the new Parliament building to go ahead as scheduled on December 10 after the government gave an undertaking to keep in abeyance the construction or demolition of buildings and shifting of trees in the Central Vista area and wait for the court’s verdict.

The court, on that day, expressed displeasure with the Centre for “aggressively” continuing with the construction, demolition and shifting of trees despite questions concerning the legality of the Central Vista project.

The government defended its multi-crore redevelopment plan, saying the existing Parliament building, at nearly a 100 years old, was under tremendous pressure and not a brick of heritage structures would be touched while constructing the new Parliament, Central Secretariat and various ministries.

Solicitor General Tushar Mehta, for the government, had argued that the plan was a “broad vision”, and on the practical side, it would save the public exchequer ₹1,000 crore in annual expenditure, besides improve coordination among ministries that would be housed in 10 buildings.

The petitioners, including Rajeev Suri, represented by advocate Shikhil Suri, had objected to the proposed change in land usage of Central Vista, the historical boulevard of approximately 3.5 km from Rashtrapati Bhavan to India Gate, and further to the National Stadium, a symbol of India’s historic past, its nationhood, its vibrant democracy.

“It is where living history breathes from every inch of this cherished stretch of land, where the Republic Day parade and Beating Retreat are held every year. Central Vista is an essential ingredient of our sovereignty and pride, and also where recreational space is available for enjoyment by citizens,” they had contended.

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