View Comments Paige Evans has been named the new Artistic Director of Signature Theatre, succeeding founding Artistic Director James Houghton. As previously reported, Houghton will step down at the end of June; Evans is set to begin her tenure on July 1.Evans comes to Signature Theatre from Lincoln Center Theater, where she has served as Artistic Director of LCT3 since its inception in 2008. A Harvard alum, she has programmed, developed and produced more than 20 world and New York premieres including David Adjmi’s Stunning, Amy Herzog’s 4000 Miles, Greg Pierce’s Slowgirl, Ayad Akhtar’s Disgraced, the Rude Mechs’ Stop Hitting Yourself and Dave Malloy’s Preludes. Before LCT3, Evans was associate Artistic Director of Manhattan Theatre Club.Now in its 25th season, Signature Theatre exists to honor and celebrate the playwright, making an extended commitment to a playwright’s body of work. It serves its mission through its permanent off-Broadway home at the Pershing Square Signature Center, a three-theatre facility on West 42nd Street, which has been designed to host Signature’s three distinct playwrights’ residencies and foster a cultural community.
Kids from Montague Elementary School in Siskiyou, California spent time this summer learning what it takes to create their own business through the Y.E.S (Young Entrepreneurs Succeed) Camp. Montague Elementary partnered with Siskiyou Central Credit Union (Siskiyou CCU) to hold the week-long summer camp with grant support from the Foundation.Siskiyou CCU helped teach the participants in the camp about entrepreneurship through the Biz Kid$ financial education program. Biz Kid$ is a national financial literacy initiative that teaches kids about money and business. The overall objective of Biz Kid$ is to engage young people and help them develop life skills in the areas of financial literacy and entrepreneurship.The 30 kids who attended the camp had an opportunity to see multiple phases in the life of an entrepreneur, from creating a product, to deciding what it is worth and ultimately selling the product. The product that they created was a childhood favorite called “slime.”After they created the slime, the kids next had to work together to make business decisions such as their business name, what their logo would look like, and who would be the beneficiary of their sale proceeds. continue reading » 4SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
continue reading » Do you have a question about improving sales, employee performance or sales cultures? In our new column, Michael Neill, CSE, will take your questions and offer his best advice. Neill is president of Michael Neill & Associates, Franklin, Tenn., and a CUES strategic partner in offering ServiStar.Question: How Can We Offer Incentives to the Back Office?Frequently, when credit unions decide to implement an employee sales incentive program, they worry about being “fair” to the back office.First of all, employee incentives do work. It’s just a shame that they do. Leadership and coaching work better to encourage the results you’re looking for. Read why in my previous article.But, back to the back office. We do want to offer incentives for the support areas. But those incentives need to reflect the work back office employees actually do rather than just trying to make front and back office incentive dollars equal for the sake fairness. 11SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Lauren Culp Lauren Culp is the Publisher & CEO at CUInsight.com.She leads the growing team at CUInsight, works with organizations serving credit unions to maximize their brand and exposure, connects … Web: https://www.cuinsight.com Details Welcome to the CUInsight Minute, sixty seconds from our Publisher & CEO Lauren Culp with the top three of our favorite things from the week.Mentioned this week:The NFL, the war for talent, and COVID-19by JOHN PEMBROKE, CUESHearing the bad economic news of our nation’s high unemployment rate, credit unions might be tempted to think that no one is hiring or developing talent during the current pandemic. Nothing could be further from the truth. (read more)Why Diversity, Equity and Inclusion should always be a part of the conversationby RONALDO HARDY, CREDIT UNION STRATEGIC PLANNINGThe recent murder of George Floyd has incited a range of emotions in our country. Sparks of anxiety, unrest, frustration, sadness, anger, confusion and concern abound, just to name a few. Our country is at an apparent impasse right now. We are faced with a great opportunity to move the needle on issues that have plagued us for longer than any of us have been living. (read more)Is Your Company Actually Fighting Racism, or Just Talking About It?by KIRA HUDSON BANKS and RICHARD HARVEY, HBRThe wave of uprisings across the nation have made it clear that police brutality disproportionately impacting Black Americans is out of hand. Many businesses have sought to distance themselves from such violence with statements and pledges. (read more)Webinar: Three Ways to Reach Young Members During COVID-19by ZOGO and CUInsightJune 17, 2020: The average age of a credit union member is 47. What will it be in 5 years? 10 years? 20 years? Blockbuster, flip phones, and floppy disk drives used to be essential, but today, they’re no longer part of our lives. With a rapidly changing landscape, especially during and post-COVID-19, we don’t want credit unions to lose relevance either. For that, we need younger people participating in the credit union movement. (read more)
1SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Andrew Stevens Andrew Stevens is Global Banking and Financial Services Principal for Quadient, a leader in helping businesses transform their customer experience by creating meaningful connections through digital and physical channels. With … Web: www.quadient.com Details We’re all aware of how tech is reshaping the way consumers do business with credit unions and other financial institutions; for instance, applying for loans entirely online or depositing payroll electronically, with funds made available to employees in cash or via debit cards. Most of these innovations were launched by traditional financial institutions and they’ve proven to be attractive because they provide the speed and convenience that many consumers not only want, but increasingly expect. While these services are usually regarded as part of providing a positive customer experience, they also can serve as a barrier to building a long-term, personal relationship. As face-to-face interaction between customers and staff declines with the widespread use of ATMs and online services, members are likely to have fewer in-person meetings with their credit unions. However, even “virtual” customer interactions serve as opportunities to assure members that you know them, understand their needs and interests, and are willing to support them. Banking organizations accumulate rich customer data that can be used to personalize communications to improve the customer experience and generate customer loyalty at every touchpoint, digital or in-person. For example, the need for account statements and business correspondence will always remain. With digital transformation, these documents are increasingly embedded in digital applications and become part of an overall customer experience. Many banks and credit unions also utilize them as part of a strategy to improve customer experience by adding relevant messaging, perhaps about mortgages for young married couples or the rewards available with credit accounts. At the very least, these communications should be a consistent representation of your institution in terms of tone of voice and the look and feel of the media vehicle. As suggested above, as part of an overall customer experience strategy, specific communication content and messaging needs to be appropriate for each individual customer at each touchpoint, and this requires a sophisticated level of personalization. Messaging should encourage interaction and further engagement with emphasis on two-way communications versus outbound-only communications. Customer responses then become part of the customer’s history and can be analyzed and applied intelligently to future interactions. It’s important for credit unions to recognize key opportunities to establish positive relationships with their customers, even as personal contact is decreasing. The following three “moments of truth” are important enough to impact a member’s decision to stay with your institution—or perhaps to start looking at your competitors—but they are by no means the only points of contact. Opening a new accountThe process of opening an account for a new or existing member provides the credit union an opportunity to make a great—and hopefully positive—first impression. It signals to the member what he or she can expect in their ongoing relationship with the institution and is also an important opportunity to get to know your customer, their age, income, marital status, profession, etc. All of this information can be used to provide a customized and truly supportive experience for them throughout their relationship with your credit union. This process can be simplified to allow members to open accounts online or via the mobile app—this is what most customers typically prefer, in any case—and then make digital onboarding documents available after they sign into your website with a secure login. If they wish to keep them, members can either print these documents or archive them on their devices. Many potential and existing customers will appreciate the time-saving convenience of self-service.Mortgage applications In a commoditized mortgage market where customers are looking for the lowest interest rates and the lowest fees, a great customer experience is what differentiates your credit union from your competitors. However, the typical mortgage application process is a complex process, multi-page, confusing and loaded with legal language. Though securing a mortgage need not require a face-to-face meeting, customers do want to understand the process and the documents, preferably through consistent and personalized communication with the lender. Prompt notification of the status of their loans is also appreciated. Because the mortgage application process must be personalized for the borrower, this represents yet another opportunity to gain deeper knowledge about your member’s interests and their current status in life and future plans. For example, is this a first mortgage to accommodate a growing family? Is it for a summer home? Or is the member a retiree and downsizing? In any case, the information gives some indication of more ways the credit union can provide further services. Financial difficultiesPerhaps nothing generates more anxiety in consumers than seeing more money leaving their accounts than coming in. This could be the result of overspending around holidays and special events, medical expenses, job loss or other financial difficulties. Regardless of the source, the outcome is likely to be an anxious customer and some form of debt. This gives the credit union an opportunity to ease the member’s fears and provide a less painful experience. Using today’s technology, credit unions can monitor accounts in real time and use that capability to warn the member of an overdraft, perhaps offering an end-of-day or similar deadline for the member to make up the difference before being charged. It might also be worth considering if the member is facing a temporary furlough rather than being terminated from employment? If the member’s prospects are good over the long term—including ownership of valuable assets or other collateral—maybe extended credit would be in order. But you must know the member, both their history and future aspirations. The payoffWhile digital technology has made it possible for members to check a balance instantaneously, no matter where they are, and to pay for their purchases using their smartphones, banking institutions continue to play an important role in consumers’ lives. As such, credit unions need to do what they can to know who their customer is, understand their needs and show they are willing to work with them to achieve their financial goals. Providing a positive customer experience is an effective way to attract new clients, retain them over time and become their first choice for expanded products and services. A foundation of trust is a strong platform to build upon.
Governor Wolf Visits York on “Schools that Teach” Tour Like Governor Tom Wolf on Facebook: Facebook.com/GovernorWolf Press Release, Schools That Teach Harrisburg, PA – Today, Governor Tom Wolf joined students, teachers, administrators, and local leaders on a tour of Central York High School in York to discuss his historic $640 million dollar investment in Pennsylvania’s education system.“This year, the Central York School District received an additional $536,788 for classroom and special education funding,” said Governor Tom Wolf. “Combined with the increases secured under my first budget, the Central York School District has received a total increase of $1.1 million for basic and special education in two years.“I know school districts across the commonwealth are still struggling after the devastating cuts to education in the previous administration. I will continue to fight to ensure that all children, despite their zip code, will receive the education that they deserve.”On June 2, 2016, Governor Tom Wolf signed House Bill 1552 into law, which established a fair funding formula. House Bill 1552, now Act 35, establishes a fair, equitable formula for allocating new state funds to Pennsylvania schools. The Basic Education Funding Formula accounts for district-based factors including the wealth of the district, the district’s current tax effort, and the ability of the district to raise revenue.Funding for all of Pennsylvania schools has always been a Governor Wolf’s top priority. In this year’s budget, Governor Wolf secured an additional $200 million in basic education funding, as well as a $30 million increase for early childhood education, a $20 million increase for special education, a $10 million increase for early intervention, and a nearly $40 million increase for higher education. Working with the legislature, Governor Wolf secured historic increases at all levels of education in less than two years:$415 million in basic education funding.$60 million for early childhood education.$50 million in special education funding.$14.6 million for early intervention.$81.4 million for PASSHE and state-related schools.$16.4 million for Community Colleges December 19, 2016 SHARE Email Facebook Twitter
Canada’s largest pension fund is investing $450m (€396m) in oil and natural gas royalties through the acquisition of a majority stake in a US-based minerals company.The Canada Pension Plan Investment Board (CPPIB) said its wholly owned credit investment subsidiary would deploy the initial investment in LongPoint Minerals over the next three years.As a result, CPPIB has acquired a “significant” majority stake in the company, which has interest in royalties in 48 US states.In a statement, the CAD279bn (€191.8bn) fund said its exploitation would initially focus on the Mid-Continent Basin spanning six US states, the Permian Basin in New Mexico, and Denver-Julesburg Basin in LongPoint’s home state of Colorado. Commenting on the deal, Adam Vigna, managing director and head of principal credit investments at CPPIB said the multi-year commitment marked an “attractive” entry into the royalty sector.“In owning royalty interests,” Vigna said, “we are able to participate in production revenues without the burden of associated capital or operating costs.”He added: “We’ve partnered with LongPoint given management’s deep knowledge of these basin areas and successful proven track record spanning over 30 years of collective expertise.”CPPIB Credit Investments, has invested CAD30bn in credit markets on behalf of the fund, and also overseas its real estate debt activities.It recently participated in a €180m Romanian asset-backed bond, with properties owned by Globalworth Real Estate Investments.In March, it also revealed it was supporting the €3.7bn acquisition of LeasePlan, by a consortium of institutional investors including ATP and PGGM, with a €480m loan.For more on energy sector investments, see a recent special report in IPE
The kitchen has a modern twist.Video Player is loading.Play VideoPlayNext playlist itemMuteCurrent Time 0:00/Duration 6:04Loaded: 0%Stream Type LIVESeek to live, currently playing liveLIVERemaining Time -6:04 Playback Rate1xChaptersChaptersDescriptionsdescriptions off, selectedCaptionscaptions settings, opens captions settings dialogcaptions off, selectedQuality Levels720p720pHD576p576p432p432p270p270pAutoA, selectedAudio Tracken (Main), selectedFullscreenThis is a modal window.Beginning of dialog window. Escape will cancel and close the window.TextColorWhiteBlackRedGreenBlueYellowMagentaCyanTransparencyOpaqueSemi-TransparentBackgroundColorBlackWhiteRedGreenBlueYellowMagentaCyanTransparencyOpaqueSemi-TransparentTransparentWindowColorBlackWhiteRedGreenBlueYellowMagentaCyanTransparencyTransparentSemi-TransparentOpaqueFont Size50%75%100%125%150%175%200%300%400%Text Edge StyleNoneRaisedDepressedUniformDropshadowFont FamilyProportional Sans-SerifMonospace Sans-SerifProportional SerifMonospace SerifCasualScriptSmall CapsReset restore all settings to the default valuesDoneClose Modal DialogEnd of dialog window.This is a modal window. This modal can be closed by pressing the Escape key or activating the close button.Close Modal DialogThis is a modal window. This modal can be closed by pressing the Escape key or activating the close button.PlayMuteCurrent Time 0:00/Duration 0:00Loaded: 0%Stream Type LIVESeek to live, currently playing liveLIVERemaining Time -0:00 Playback Rate1xFullscreenFebruary: Brisbane CoreLogic RP Data market update06:05 Inside 241 Baroona Rd, Paddington.According to CoreLogic Data, the median house sale price for Paddington was $1.15 million, which had experienced a 12.2 per cent increase in the 12 months to October 2018.More from newsParks and wildlife the new lust-haves post coronavirus14 hours agoNoosa’s best beachfront penthouse is about to hit the market14 hours agoThe bedroom has classic features, from detailed fretwork to VJ walls.Place Paddington agent Sacha Hennessy said about 80 groups had inspected the property throughout the campaign and “multiple offers” had been received.“It was a classic Queenslander but had a modern twist to the renovation and appealed to the full gamut of buyers from young couples to rent-vesters,” Ms Hennessy said.“The luck buyers were a couple from interstate … who were predominantly looking in the area.” The bathroom follows suit, with coloured rolled glass windows.The 120-year-old home had been recently renovated.Ms Hennessy said Paddington continued to perform strongly.“It’s a very solid performer, and it is attractive to not just locals but interstate buyers because of its proximity to good schools, cafes and the city,” she said. The house at 241 Baroona Rd, Paddington, sold for $1.6 million.A CHARACTER home at Paddington has sold for interstate buyers for $1.6 million.The sale of 241 Baroona Rd was $450,000 more than the suburb median sale price.
The 36-year-oldMichael Molinos of Barangay 2, La Carlota City and 46-year-old Aileen Claridadof Barangay Magsungay were caught around 12:30 p.m. on Jan. 7, a police reportshowed. BACOLOD City –Police arrested two drug suspects in a buy-bust operation in Barangay 3, LaCarlota City, Negros Occidental. The suspectswere detained in the custodial facility of La Carlota City police station. Recovered fromtheir possession were 18 sachets of suspected shabu valued at around P50,000,P500 marked money, P520 cash, and drug paraphernalia. Charges forviolation of Republic Act 9165, or the Comprehensive Dangerous Drugs Act of2002 will be filed against them./PN
Clinton EllisLaurel, In. — Former Laurel reserve police officer Clinton Ellis, 34, has been charged with two thefts and official misconduct by Indiana State Police.The investigation began in December when Ellis gave a stolen handgun to another Laurel police officer. The police report says Ellis allegedly kept the handgun following a search warrant service in November of 2017.As the investigation unfolded, detectives determined Ellis allegedly misappropriated $2,500 from the town of Laurel to be used in a drug investigation in November of 2016.Ellis is being held in the Franklin County Security Center pending his initial court appearance. Ellis was relieved as a police officer in January of 2018.