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Advocacy nonprofit group seeks shelter island town money.

By Julie Lane

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The Center for Advocacy, Support and Transformation (CAST) has long helped North Fork residents in need of food, clothing, job training and support for basic services. Since 2022, it has extended its outreach to Shelter Islanders.

CAST Executive Director Cathy Demeroto was on the Island last week to explain its services, hoping the Town Board can find a way to help fund the services that are costing the organization an estimated $90,000 per year.

There was no debate among Town Board members about the worth of the contributions CAST makes in Islanders’ lives. But two significant hurdles need to the explored to help fund the organization — a question of whether tax money can be used to help fund a nonprofit, and if so, where the money would be found in the town’s budget.

Supervisor Amber Brach-Williams told her colleagues she’s looking into both questions, which were discussed in the previous administration of Gerry Siller. At that time, there was the desire but not yet the determination find the money.

Aside from the mention of $90,000 that Ms. Demeroto estimated as the annual cost of serving the Island, there was no specific mention of how much money the town might give if a source can be identified.

At the same time, Ms. Brach-Williams noted CAST does accept contributions from individuals who may be attending the meeting or watching it after the session on Channel 22.

Ms. Demeroto told the Board 92 families with 237 individuals receive food from CAST’s mobile van that visits the Island. Food insecurity afflicts residents on the North Fork and Shelter Island.

Where once CAST clients were given bags of mostly canned and packaged foods, today those in need can count on fresh vegetables and fruit and select food on tables, shelves and in units just as they would in a supermarket, but without a cashier at the end of their shopping trips. The same choices of fresh food are available from the food truck on Shelter Island.

Islanders have gone to CAST headquarters on the Main Road in Southold for services and programs.

There are clothes, including attire fit for job interviews, resume writing, computer training and assistance with emergency needs ranging from outreach to organizations that provide help with paying utility bills and rental assistance.

CAST also offers arts and cultural programs and brings in some money selling tickets to comedy nights and music programs.

CAST has several bilingual staff members. Its volunteers often include clients grateful for the help they’ve received who want to give back by assisting the organization.

There are many gaps that government can’t meet that CAST fills, Ms. Demeroto said. She noted there are contributions of fresh food from farmers and sponsorships from businesses.

The Island’s Binder Pools and the Lions Club have contributed to CAST efforts, she added.

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Lawrence City Commission to consider draft ordinance updating Community Police Review Board’s duties

Note: This article was originally published May 6. The Lawrence City Commission deferred this agenda item, so we are reposting this article with updated meeting dates and agenda links.

Lawrence’s Community Police Review Board would see its duties expanded in some ways under a draft ordinance the Lawrence City Commission will consider Tuesday. 

City staff members have prepared the new draft following years of work and delays in modifying the role of the CPRB. 

The current ordinance that outlines the CPRB’s duties only allows members to review community members’ appeals of LPD’s decisions in complaints about bias-based policing. That’s such a limited scope that the board members have not reviewed any actual appeals since the CPRB was formed in 2018.

The ad hoc Community-Police Oversight Work Group was tasked with evaluating the process to handle complaints against the Lawrence Police Department. They were asked to make recommendations for the complaint process and the CPRB’s oversight of those complaints.

Lawrence city commissioners in February asked city staff to review all the work group’s recommendations and bring back more information and guidance. 

Here are some key changes in the proposed draft ordinance the commission will consider on Tuesday: 

• The board’s duties would include reviewing appeals of all Level 1 and Level 2 complaints. Those are defined in the draft ordinance as follows: 

“Examples of misconduct that would support a Level 1 Complaint include criminal conduct, corruption, dishonesty or untruthfulness, Racial or Other Bias-based Policing, the use of excessive force, an unlawful search and seizure, a false arrest, a violation of civil rights, and similar misconduct.”

“Examples of misconduct that would support a Level 2 Complaint include inappropriate conduct that, while a violation of general orders, policies, or procedures of the Department, would not constitute a Level 1 Complaint.”

• The Lawrence Police Department would notify complainants of the disposition of their complaints, and the draft extends the time complainants would have to appeal those dispositions to 28 days rather than 14. 

• The board and a number of other city offices and departments would be able to receive complaints from members of the community; however, complaints must be forwarded to the police department within three business days. 

• Board members would go through training on racial or other bias-based policing, fair and impartial policing, law enforcement use of force, deescalation techniques, diversity, equity and inclusion, the complaint and appeals process, and the Kansas Open Meetings Act and Kansas Open Records Act within 90 days of joining the CPRB. 

• If a complaint is appealed, the board would receive “as complete a copy of (LPD’s) investigative file as possible”; the current ordinance states that the board shall receive the file “in its entirety,” though both versions include a number of exemptions that can be withheld from the board. Exemptions under the draft ordinance include portions of the file “where disclosure would have an adverse impact on any pending criminal investigation, criminal prosecution, or civil action, or where disclosure would expose the City to liability.” 

The current ordinance also states that redactions to the file “shall be approved in advance by the City Attorney”; the draft ordinance drops that requirement.

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• The draft does not change limitations regarding prospective CPRB members’ criminal records. Some previous CPRB members had voiced concerns that the perspectives of people with lived experience in the criminal legal system would be missing from the board. 

• The draft would codify that the board should receive reports from LPD regarding complaints. Chief Rich Lockhart started giving the CPRB regular reports on complaints in 2022 , shortly after he began in his role. The CPRB would also review any race-based trends available from complaints received. 

• The draft clarifies that only the complainant “who was the subject of the Law Enforcement Action” may appeal dispositions of complaints. 

Much of the language of the ordinance has also been revised throughout, with the goal of making the law easier to understand, according to the meeting agenda item.

The city will implement some of the work group’s other suggested changes, though not necessarily through the ordinance, according to information in the meeting agenda. For instance, the city’s Equity and Inclusion Department will assist people with filling out the complaint form when requested. 

The CPRB also will not review appeals of dispositions in Level 3 infractions, which include allegations of rudeness, inadequate police service, profane language and minor traffic infractions. 

“Level 3 infractions are the same types of complaints that any City employee could face as a personnel matter, and police department representatives saw this level of complaint as a personnel matter that should not have more scrutiny than another city employee would have,” the CPOWG’s report stated. 

If approved, the draft ordinance would go into effect Sept. 1. 

Lawrence city commissioners will consider the draft ordinance and more as part of their agenda when they meet at 5:45 p.m. Tuesday, May 14 at City Hall, 6 E. Sixth St. The meeting will also be livestreamed on the city’s YouTube channel, youtube.com/@lawrenceksvideo .

See the full meeting agenda at this link . See the draft resolution and further documentation at this link .

People may submit written public comment until noon the day of the meeting by emailing [email protected]. The commission also hears public comment in person and via Zoom during meetings. Register for the Zoom meeting at this link . 

If our local journalism matters to you, please help us keep doing this work.

Mackenzie Clark (she/her), reporter/founder of The Lawrence Times, can be reached at mclark (at) lawrencekstimes (dot) com. Read more of her work for the Times here . Check out her staff bio here .

Related coverage: Lawrence Community Police Review Board

Lawrence City Commission asks staff to research more recommendations for police oversight board

Lawrence city commissioners on Tuesday took no action on recommendations from a work group to improve the Community Police Review Board, instead directing city staff to do further research and return to the commission in April. 

A work group thinks the community should have more oversight of the Lawrence Police Department. Here’s how

A work group is recommending that Lawrence’s Community Police Review Board should have more oversight of complaints against the police department. 

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Barbara O. Jones, Actress Who Brought Black Cinema to Life, Dies at 82

Her arresting roles in movies like “Bush Mama” and “Daughters of the Dust” helped shape a generation of independent filmmakers.

By Clay Risen

Barbara O. Jones, an actress whose captivating work in films like “Bush Mama” and “Daughters of the Dust” helped define the cerebral, experimental and highly influential Black cinema movement that emerged in Los Angeles in the 1970s, died on April 8 at her home in Dayton, Ohio. She was 82.

Her brother Marlon Minor confirmed the death but said the cause had not been determined.

Starting in the early 1970s just a few miles from Hollywood, a generation of students at the University of California, Los Angeles, began making films that pushed hard against many of the tropes of commercial moviemaking.

Budding filmmakers like Charles Burnett, Julie Dash and Haile Gerima eschewed polished scripts and linear narratives in search of an authentic Black cinematic language. They relied on actors like Ms. Jones, drawn from far outside the mainstream, to bring their work to life.

Ms. Jones was in some ways the typical Los Angeles transplant, having moved from the Midwest in search of a film career. She took acting classes, but, rather than gravitating toward Hollywood, she fell in with the politically charged, aesthetically adventurous scene around the U.C.L.A. film school, a movement that the film scholar Clyde Taylor called the L.A. Rebellion.

She appeared in several short student films, including Mr. Gerima’s “Child of Resistance” (1973), in which she played an imprisoned activist loosely based on Angela Davis, and Ms. Dash’s “Diary of an African Nun” (1977), adapted from a short story by Alice Walker.

Her first leading role in a feature film was in Mr. Gerima’s “Bush Mama” (1979). The movie’s story followed the daily life of Dorothy, played by Ms. Jones — a hangdog, working-class Black woman facing the sort of frustrations that regularly confronted Black Americans but that were rarely seen on the big screen in that era.

A welfare case officer tells her to get an abortion. Her boyfriend, T.C., is arrested on false charges. The police shoot a mentally unwell man in front of her. Along the way, Dorothy becomes increasingly radicalized, until she returns home to find a white police officer assaulting her daughter. She erupts in rage, beating him to death.

The film is purposely disjointed, jumping around chronologically, but it is held together by Ms. Jones’s simmering performance. Film Comment magazine wrote that “the effect is sometimes startling, frequently banal, but always forceful.”

For most of the film, Dorothy wears a straight wig and conservative clothes, but the film ends with her natural curls revealed as she stands in front of a poster showing a Black woman holding a child and a machine gun.

“The wig is off my head, T.C.,” she tells the camera. “The wig is off my head.”

Ms. Jones worked in television and had smaller roles in other 1970s films, often appearing under the screen names Barbarao, Barbara-O and Barbara O. Her credits included “Black Chariot” (1971) and the 1977 science fiction horror movie “Demon Seed,” starring Julie Christie.

She had a larger part in the 1979 mini-series “Freedom Road,” in which she played the wife of a formerly enslaved man, played by Muhammad Ali , who becomes a U.S. senator.

Ms. Jones’s last major credit was perhaps her most accomplished and most significant. In Ms. Dash’s “Daughters of the Dust” (1991), she played Yellow Mary, a former prostitute who grew up among the Gullah people of the Southeast coast, and who returns home to a family struggling with the push and pull of community and the modern world. The film went on to influence the director Ava DuVernay and the makers of “ Lemonade ,” the 2016 Beyoncé musical film that accompanied her album of the same title.

“She was a chameleon,” Ms. Dash said of Ms. Jones in a phone interview. “She could take on any role.”

Barbara Olivia Minor was born on Dec. 6, 1941, in Asheville, N.C. Her father, Samuel, was an auto mechanic, and her mother, Alberta (Robinson) Minor, taught high school business classes.

She received a bachelor’s degree in speech and theater from Wright State University in Dayton and a master’s degree from Antioch University.

She worked as a disc jockey for WDAO, Dayton’s first Black-owned radio station.

She married William Jones in 1959. They divorced in 1968, shortly before she moved to Los Angeles. She married Robert Price in 1971.

Along with her brother Marlon, Ms. Jones’s survivors include her children, Makini Jones, Mshinda Jones and Dhati Price; five grandchildren; one great-grandson; and another brother, Raymond.

Following her decades in film, Ms. Jones focused her efforts on promoting spirituality and wellness, and she later changed her legal name to BarbaraO.

She created and conducted what she called sistership healing rituals for groups around the country. She also undertook long vows of silence.

It was, she said, “my favorite spiritual practice, a beautiful way to hear life.”

Clay Risen is a Times reporter on the Obituaries desk. More about Clay Risen

Al-Ahli Bank of Kuwait Group holds Q1 2024 analyst conference call

KUWAIT: Al-Ahli Bank of Kuwait (ABK) recently hosted its Q1 2024 analyst conference attended by Abdulla Al-Sumait, Acting Group Chief Executive Officer; Shiamak Soonawalla, Group Chief Finance Officer; Abdulaziz Jawad, Chief Strategy Officer; and Yaqoub Almulla, Senior Manager of Investor Relations.

The conference entailed a review of the Group’s financial indicators during the quarter, as well as the expectations and upcoming projects, with the aim of maintaining its leading position in the banking sector and improving customer service according to the highest standards in the industry.

Al-Sumait claimed, “ABK is poised to capitalize on growth opportunities in the market with a commitment to continue to drive innovation, invest in technology, and enhance our product and service offerings to meet customers’ evolving needs.”

He added, “Regarding our key financial highlights and performance during this period, we have achieved a 35 percent rise in net profit amounting to KD 14.5 million, a 50 percent increase in EPS to 6 fils, and an NPL Ratio of 1.34 percent. These figures highlight our resilience and proven track record in navigating economic fluctuations and effectively addressing local, regional, and global challenges.”

Al-Sumait affirmed that the Group maintained positive momentum during the quarter, reflected in its improved profitability and asset quality ratios. “We remain confident in our ability to seize growth opportunities and strengthen its position in the banking sector,” he said.

Dedication and excellence

Al-Sumait elaborated that the Group continues to benefit from its local and tactically widespread international presence. He said, “Notably, our international operations significantly contributed to our operating income and asset portion. By expanding our regional presence, the Group has achieved significant success in Egypt through securing important investment and financing deals. Furthermore, ABK continues to take precautions and develop prudent plans to address the economic challenges in Egypt.” The Group also persists in its efforts through its Dubai International Financial Center (DIFC) branch to gain the trust of global investors, secure loan deals, and enhance financial performance.

Al-Sumait highlighted that the Group’s strong commitment to implementing digital transformation plans remains steady, as it continues to integrate cutting-edge technologies into banking systems. He shared, “We are pleased to announce the full renovation and re-opening of our Al-Jabriya branch, demonstrating our dedication to providing our customers with innovative banking solutions. We are planning to introduce more digital branches in the future to offer seamless service to our customers.”

In Q1 2024, the Group signed a $250 million credit facility agreement with South Korea’s Daewoo Engineering and Construction Company. This partnership, in collaboration with Commercial Bank of Kuwait and Burgan Bank, underscores the strong relationships and trust that the Group has cultivated with global institutions across different sectors, thanks to its unique solutions, professional approach, and ability to meet diverse needs.

Furthermore, the Bank launched a series of new and uplifted products and services, of which included the unique cash back credit card proposition and increase in affluent elite and youth segments. Commenting on this success, Al-Sumait said, “As we reflect on our accomplishments in Q1 2024, we remain committed to investing in the growth and development of our workforce.”

Financial performance

On his part, Soonawalla commented, “Our financial performance shows significant enhancements in profitability, efficiency, asset quality, and strong capital position. We have made a good beginning and, at this stage, remain optimistic about our performance for the remainder of the year.”

In terms of operational performance, our operating income has reached KD 51.9 million an increase of 21 percent, while our Operating Profit of KD 27.8 million has increased by 25 percent. With regards to asset quality, non-performing loan ratio stood at 1.34 percent, while the loan loss coverage ratio was at 462 percent, reflecting ABK’s prudent provisioning quality and strong credit metrics. Furthermore, it currently holds KD 223 million of provisions in excess of IFRS requirements, providing adequate protection against downside risks.

Soonawalla shed light on the fact that the Group continues to improve on its operational efficiency, with a net interest margin of 2.3 percent and an operating profit to average assets ratio of 1.74 percent reflecting the Group’s strong performance and greater emphasis on profitability. Additionally, Return on Average Equity reached 9.6 percent, a 60 percent increase compared to the same period in 2023.

He added that the Group’s total interest income reached KD 116.2 million, marking a substantial increase of KD 20.4 million or 21 percent compared to the same period in 2023. Soonawalla claimed that this growth can be largely attributed to higher asset levels and a more favorable interest rate environment. During the same period, the Group’s interest expense increased by 24 percent to KD 79.2 million as deposits got repriced at a higher rate in line with interest rate hikes during 2023.

Soonawalla further discussed that the Group’s assets reached KD 6.5 billion, a 7.4 percent noticeable increase, and its loan portfolio grew by 6 percent to KD 4.3 billion, reflecting a strong and robust balance sheet. Additionally, total deposits amounted to KD 3.9 billion, accounting for 66.1 percent of total liabilities. Meanwhile, the liquidity position remains robust, with a net stable funding ratio of 113 percent and a liquidity coverage ratio of 260 percent, well above regulatory requirements.

The Group CFO also discussed the important factors impacting changes in income, margins, and costs, highlighting that the total operating income has experienced a notable 21 percent.

Furthermore, fees and commissions made a significant contribution to earnings, with a noticeable growth of 45 percent, amounting to KD 11.1 million in Q1 2024. Soonawalla disclosed that the Group’s fees and commissions come from a variety of sources across different regions and business sectors, with the majority stemming from core banking operations.

Economic indicators

On his part, Jawad said, “Global recovery shows elasticity once again, changing by region with a baseline forecast for the world economy to continue growing at the same pace as last year by 3.2 percent according to the IMF. S&P Global Market Intelligence’s forecast of global growth has also been revised upward in comparison to last year, with annual real GDP growth now projected at 2.6 percent, up from 2.3 percent at the beginning of the year. This upward revision also reflects slightly higher forecasts for growth in several countries internationally.”

He added that nevertheless, growth in GCC countries remained remarkably resilient, including during challenging political scenarios. This was a result of higher energy prices and strong capital inflows in the region. Jawad pointed out that the GCC also witnessed expansions in the non-oil sector as per PWC, which is estimated to have grown by 4.3 percent as to date with government investments linked to various economic diversifications taking place across the GCC in 2024.

Moving to Kuwait, the Chief Strategy Officer shared, “IMF forecasts a slight real GDP reduction of -1.4 percent this year as a result of OPEC oil production cuts, and faces lower inflationary pressures which are expected to ease to 3.0 percent this year as per S&P. Projects have also been temporarily halted due to unforeseen changes in the domestic political scene, but is expected to pick up gradually towards the second half of 2024 with a planned project pipeline of KD 6.3 billion.”

A journey of growth

Transitioning to ABK, this quarter witnessed sizable growth and notable achievements. Jawad stated, “Our dedication remains on path and stable by reaffirmed ‘A’ ratings from Fitch and ‘A2’ ratings from Moody’s.” He was also pleased to report that this growth journey remains successful in line with the ABK2X strategy where some initiatives have been extended to the broader group entities, expanding the impact beyond the initial scope and creating effective synergies between subsidiaries.

Jawad added, “Our ABK2X strategy continues to drive tangible outcomes with growth across our products and customer base. ABK introduced the new Elite Plus segment in January 2024 to expand our offering to the Elite segment and also successfully launched two more card products to the market, the ABK cashback credit card and the Elite Plus credit card. We have received great market feedback, witnessed our highest-ever monthly credit card sales where it and our market share growth of new credit cards more than doubled vs. Q1 2023.”

Furthermore, ABK’s targeted acquisition campaigns resulted in increasing market share among key salaried Kuwaiti segments and expats. By focusing on key segments, it was able to improve its share of the incremental loan market to reach +15 percent during Q1 2024. Jawad added, “We also launched an upgraded A+ youth segment offering to increase our share of youth.”

Egypt and the UAE

On the international business side, the Egyptian economy experienced a recent flotation of the EGP and a sharp raise of the local interest rate, which is meant to combat inflationary waves and attract foreign investments. These factors will, in turn, result in an improved operating environment for ABK-Egypt.

Shifting to the UAE, Jawad claimed, “We are proud to announce that ABK-UAE has received CBK approval to market their products in Kuwait. It has also launched a new mortgage lending program catering to customers’ financial needs in both UAE and Kuwait.”

ABK Capital and sustainability

Jawad also highlighted that the Bank’s investment arm, ABK Capital, has initiated the revamp of its 5-year strategic plan, aimed at enhancing growth opportunities and solidifying its market position as a leading player in the financial services industry.

He also shared, “We have recently achieved a new milestone with the recent approval of our enhanced 5-year group ESG strategy, built on six fundamental pillars. This is in addition to our persistent efforts in equipping staff with the knowledge and skills necessary to effectively integrate sustainability and ESG principles into daily operations. Doing so enables us to further foster a culture of sustainability and responsible banking practices throughout the organization,” he said.

Jawad also disclosed that ABK is currently conducting internal data collection to evaluate its progress this year, all of which should be published in our upcoming sustainability report. Concluding his statement, Jawad said, “ABK is committed to meticulously executing its strategy, positioning the Bank to generate lasting value and foster prosperity for all stakeholders as we look forward to the first half of 2024.”