A new exciting partnership has emerged between Icelantic Skis and Jerry Garcia‘s estate, as airbrush artwork created by Garcia in 1986 has been used as the design for a limited edition pair of skis. The airbrush series was an artistic exploration for Garcia, who created vibrant multi-colored patterns to mimic the natural beauty of crystal-like designs. Titled “Facets 1”, this particular artwork has now been chosen to adorn these limited edition skis, for all of the Deadheads who embrace the winter sport.The new skis are available on the Jerry Garcia website, complete with the following description:Limited edition Icelantic Nomad skis adorned with “Facets 1” from Jerry’s 1986 series of airbrush paintings. “Facets 1” is from Jerry’s experimental journey with stencils used to create crystal-like patterns with a variety of colors to produce a three dimensional appearance. Icelantic’s Nomad ski model offers a balanced flex, 2mm of camber underfoot, and a rockered tip and tail – a great all-mountain freeride. All skis are handmade in Colorado with a 3 year, no questions asked warranty.Don’t miss out on this one-of-a-kind creation that balances the beauty of both art and nature.
6Billy Cox ’17 gets a hand from his sister, Elizabeth, as he moves into Pennypacker Hall. 1Ezinne Nwankwo ’17 of Los Angeles moves into Pennypacker Hall with help from her mother, Chi Ezeale. 8Peer advisers welcome members of the Class of ’17 as they move into Hurlbut Hall. 5Shai Szulanski ’17 and Zachary Chauvin ’17 shake out a carpet in front of Weld Hall. 2Harvard President Drew Faust (from left) and interim Dean of Harvard College Donald Pfister greet Michael Albergo ’17 and Roger Zou ’17 as they move into Weld Hall. 9A Class of ’17 balloon floats outside Massachusetts Hall, Harvard’s oldest dorm, which also houses Harvard’s president and provost. 3Harvard College Class of ’17 balloons decorate the John Harvard Statue as freshmen move into Harvard Yard. After a summer slumber, Harvard Yard began to come alive again as the Class of 2017 arrived on campus this morning.Cars, vans, and trucks snaked through the Yard as freshmen, along with their parents and the occasional sibling, carried boxes, pulled suitcases, and lugged small appliances into dorm rooms. Teams of peer advisers wearing blue Superman T-shirts were quick to provide assistance.There are more than 1,600 members in the class, hailing from nearly all 50 states and more than 80 countries. As the move-in progressed, you could find freshmen from around the world and around the corner.“Today, I wish I were a freshman,” said Kyoko Kirby of Cambridge, who was helping her son Alex move into Grays Hall. “These kids are so fortunate to be here because only a few people in the entire world are able to experience what they are about to experience here at Harvard.”Harvard President Drew Faust, Faculty of Arts and Sciences Dean Michael D. Smith, Harvard College interim Dean Donald Pfister, and Dean of Freshmen Thomas Dingman made their way around the Yard to welcome students and reassure parents.“I am hearing from parents that they are nervous about leaving their kids behind, which is what you would expect on this day,” Pfister said. “But there is a lot of energy, and everyone is ready to get rolling. And I have heard from many students about experimentation with different classes, which is what we want to see.”Outside of Grays Hall, Rebecca Ramos of Seattle was greeted by Faust and Pfister.“It really says a lot of about the community here at Harvard to have the president and the dean of the College greeting students and their families on move-in day,” said Ramos, who was being helped by her mother, Donna. “This is all very exciting. I can’t wait to meet everyone and learn all that I can about Harvard.” All moved in, this is surreal #HarvardMoveIn #harvard2017— Connor Bitter (@ConnorBitter) August 26, 2013 7Members of the Class of ’17 move through Quincy Street with their families and belongings. In front of Matthews Hall, Jake Hummer was unloading a van with his parents. He said that coming to Cambridge from Reno, Nev., is quite an adjustment.“To go from the desert to this thriving city is really awesome. I am really looking forward to meeting everyone and just being here in this thriving environment,” said Hummer. “It’s really quite different. I mean, this building is probably older than my state.”For the record, Matthews was built in 1872, while Nevada became a state in 1864.Ezinne Nwankwo of Los Angeles was carrying a box down Harvard Street with her mother. Like many freshmen, Nwankwo said she was nervous initially, but was put at ease when she arrived at Pennypacker Hall.“After meeting my roommates and all of these wonderful people here, I am a lot less nervous,” she said.Thanks to the careful planning and work of staff and administrators, freshmen move-in was again a success.“I am really pleased at how smoothly everything went,” Alex Kirby said.Read more advice and share your own for Harvard’s incoming freshmen on Twitter using #Harvard2017. A Storify collection of images also captures freshman move-in day. Join in the conversation via #HarvardMoveIn and #Harvard2017 on Twitter and Instagram. 4Peer advisers Christine Wolfe ’14 (from left), Mirta Stantic ’15, interim Dean of Harvard College Donald Pfister, and Dean of Freshmen Tom Dingman greet incoming freshmen outside Pennypacker Hall. 10Tyrik La Cruise ’17 (from left) chats with interim Dean of Harvard College Donald Pfister and Harvard President Drew Faust as he moves into Weld Hall.
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York Pets dread their trips to the vet, so when it’s time to take them in for a checkup or to treat an ailment, only the best will do for Fido or Fluffy.The public voted Dr. Michael Funk, DVM – Levittown Animal Hospital the Best Veterinarian on Long Island in the 2018 Bethpage Best of Long Island competition for the fourth year in a row. Dr. Michael Funk of Levittown Animal Hospital, a graduate of Michigan State University, understands the special connection between a person and his or her pet and aims to provide each and every animal that enters his office with outstanding medical care. It’s no wonder he’s been voted the Best on Long Island again!To find all the other 2017 Best of Long Island contest winners, visit bestoflongisland.com Winners of the 2018 contest will be announced in February. Nominate your favorite businesses and people in the 2019 Best of Long Island program starting Jan. 1.Dr. Michael Funk, DVM – Levittown Animal Hospital is located at 2703 Hempstead Tpke. in Levittown. He can be reached at 516-252-3540 or levittownvet.com
76SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,John Best Financial technology service expert John Best crushes the reiterated maxim “thinking outside the box” to tiny particles, leveraging his lofty, yet proven, financial technology “innovativeness” for credit unions nationwide. Recently … Web: big-fintech.com Details Before you start to read any further, or if you start to read at all, to be fair, I have to warn you that there is a significant amount of ketchup talk in this article.I must admit, I really, really like ketchup, and have for all my life. It’s a family thing. My dad drowned things in ketchup. So did my mom, and now I do too. So it shouldn’t surprise you that I would write an article on ketchup and credit unions. Read on if you dare, I just wanted to warn you…These days there is a lot of talk about User Experience. People correct people on the differences between UI (User Interface), which is picking specific controls for the interface, and UX (User Experience), which is the flow, the order of things, the way people do things.I came across a great graphic that depicts the difference between UI and UX perfectly, and I have been using it in my presentations.Heinz has definitely perfected its Ketchup.When I saw this graphic it hit me, credit unions are just like the glass bottle on the left. Credit Union Ketchup is also great: great products, great services, cost effective, and member-centric. Credit unions have a high member trust level, and as a result have great loyalty. Which is all fine and good, but the way you can get at Credit Union Ketchup looks like this.So how do we design the user experience and get to the upside down squeeze bottle?Well first, I think that it’s interesting that Heinz didn’t figure this out until 2002. In fact, Heinz was slow to adopt it.Some Ketchup HistoryKetchup, originally called “Ketsiap,” was sold to the British by Dutch traders. Later on, farmers added tomatoes and sugar to the mix and viola, modern Ketchup was born. Today, 96% of US households keep ketchup on hand, more than keep salt and pepper. The big ketchup design breakthrough wasn’t to the plastic squeeze bottle; the breakthrough was upside down pouring.Heinz couldn’t do this until someone invented the valve that allows the bottle to be stored upside down but not stream out ketchup as soon as you open it.Check out this article on the history of ketchup.So here we are in 2015, and I think the Credit Union Valve has been invented. Now we need to adopt it, and I think the metaphor of “pouring from the bottom” is perfect for the industry.So just how do we “pour from the bottom”Use digital to expose our best ketchup!Our people are important. Instead of trying to completely digitize our products and engineer people out of the transaction, we need to find ways to digitize both the transaction and the people experience.Think live talks with mortgage and loan representatives via FaceTime. Think interactive document sharing. Think about how to bring the CU Loan Rep into the room with the FI person at the dealership. Or how to have a meeting with your Mortgage Rep IN YOUR LIVING ROOM! Via Skype!None of this is new technology; we just need to turn the bottle upside down!Find more French fries to put our ketchup on! At some point Heinz realized that if they wanted more sales they would need people to put ketchup on more than burgers and fries. So how can we add value to other transactions with our ketchup? This is a great analogy for Payments. Right now we have Credit Cards (burgers) and Debit Cards (fries), but there is more opportunity in our virtual kitchen. We will be able to have direct relationships with merchants soon – and I bet our Ketchup tastes great on their dishes!How do we move into other areas and create new recipes that use our Ketchup?Get creative with the ingredients!In 2000, Heinz tried to attract a younger generation with green ketchup, purple ketchup and other fun colors. The idea was to make ketchup interesting again. Turns out that this didn’t work, but they did discover they could manufacture different lines of ketchup.Today we have organic, reduced sugar, caged free (just kidding, I think all tomatoes are cage free), and reduced salt. How do we mix up our ingredients to create new offerings? What happens when we add same-day ACH to Bill Pay or add voice annotation to alerts? The sky is the limit, and all great chefs know that the key to adding delicious new dishes to their menus is finding new ways to please their customer’s palates.I am sure you are sick of hearing about ketchup by now. As for me, I am hungry. I would love to hear more “pour from the bottom ideas.”
The National Credit Union Administration has given federal credit unions increased flexibility to hold virtual annual meetings or delay their annual meetings because of the COVID-19 pandemic. On March 20, NCUA issued a letter to FCUs authorizing a new “emergency exception to in-person quorum requirement” bylaw that all FCUs have the option to adopt in order to hold their 2020 annual meetings virtually. FCUs also have the option to postpone their 2020 annual meetings to as late as December 2020.For an FCU to hold its annual meeting virtually, a two-thirds majority of its board of directors must adopt the new bylaw. No additional NCUA approval is required to adopt the bylaw. FCUs that adopt the new bylaw would be able to hold annual meetings virtually and without an in-person quorum so long as a quorum of the credit union’s directors certify that the following conditions are met:The credit union’s headquarters or all or part of a community that the credit union serves is located in an area where a federal, state or local authority has declared a state of emergency or major disaster; NCUA headquarters continue reading » ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
The UK’s “just about managing” pension funds need a radical rethink of how to tackle widening pension deficits, mounting costs, and volatile markets, according to leading industry experts.Ahead of last year’s Autumn Statement, the government’s first post-EU-referendum budgetary update, the focus was on prime minister Theresa May’s new term: “just about managing” families – abbreviated to JAMs for the sake of a soundbite. However, there was hardly any mention of the “just about managing” in the pensions world.As Mark Wilkinson, a principal at consulting firm Mercer, describes them: “These are some of the smaller defined benefit [DB] schemes in deficit, essentially managing on a valuation to valuation basis – a hand to mouth existence, you could say.“They cannot magic up more money as their sponsor employers are also struggling. So there is a real challenge about the options available to these kinds of schemes.” According to the Pension Protection Fund (PPF), the aggregate deficit of the 5,794 DB schemes increased to £224 billion at the end of December 2016, from a deficit of £195 billion a month earlier. The number of schemes in deficit also increased marginally to 4,339, representing three quarters of all schemes.Richard Murphy, a partner at consulting firm Lane Clark & Peacock, says the key challenge for the industry is to avoid adding to the number of JAMs.“Over the next few years, some schemes will fail and end up in the PPF, and others will struggle – it will be more realistic for industry to work with trustees and employers to ensure that a wider group of schemes avoid ending up as JAMs,” he said.Schemes in deficit have to submit a recovery plan to the Pensions Regulator. This can be tailored to meet the specific needs of the scheme and sponsor, including the employer’s plans to invest in sustainable growth.“We are committed to working closely with employers and trustees that are facing significantly challenging circumstances,” a spokesman at the Pensions Regulator confirms.One way forward, Murphy says, is rethinking investment strategy to target higher-returning assets, as well as improved diversification.“It is clear that if pension funds invest defensively, they will never achieve the return they require,” he says. “It is also clear that old style mix of equities and bonds are being replaced by hedging of interest rate and inflation to a much higher level.”Murphy adds: “We are seeing strong interest in a much more diversified range of assets such as private equity and absolute bonds.”Collaboration and consolidation Another radical plan is to consolidate the smaller schemes along the lines of the industry-wide pension schemes in the Netherlands and Australia. The UK already has seen some consolidation with the pooling of local government pension schemes and multi-employer funds such as the Railways Pension Scheme and the Universities Superannuation Scheme. The pensions market has also seen the launch of new DB master trusts, such as TPT Retirement Solutions (formerly The Pensions Trust), which provide services such as management, administration, and governance as well as investment.The Pension and Lifetime Savings Association (PLSA) – the UK’s retirement funds trade body – published an interim report from its DB Taskforce in October 2016. In it, the association called for an investigation into the potential for scheme consolidation to achieve greater economies of scale.Joe Dabrowski, head of governance and investment at the PLSA, said: “We have found that, with the smaller schemes, they have fewer resources and much more limited access to the right advisers or investment strategies. In some cases, we found that schemes at the bottom end of the size spectrum are paying proportionately more for their services, in comparison to larger schemes, due to their limited bargaining power and typically lower expertise.”This was backed up by recent research by consultancy Spence Johnson, which found that schemes with less than 100 members typically struggled to secure fund prices below the UK’s 75-basis-point price cap.The PLSA will publish its final report at its investment conference in March, outlining what it says will be the best way forward and the risk to members’ benefits of maintaining the status quo.Richard Butcher, managing director of independent trustee firm Pitman Trustees (PTL), agrees that there is a sound argument to be made for consolidation, but argues there are constraints to this happening.“In principal it is the right thing to do, but in practice it’s not workable without compulsion,” he says. “The idea of consolidation is that you can definitely drive economies of scale. So while the argument is sound, there are a number of barriers not least from employers and trustees who fear their influence will be reduced.”Inflation (un)protectedThe other proposal the PLSA is examining is conditional indexation, whereby struggling schemes could temporarily stop paying pension increases, or pay low increases, to help bring them back on track. The body will make its recommendations on conditional indexation in March.Dutch pension schemes have conditional indexation rules. A number of funds have fallen below the funding threshold required to increase benefits, and this year 10 pension schemes will cut payouts to pensioners in order to address funding difficulties.Mercer’s Wilkinson adds that, while DB benefits are in theory ‘guaranteed’, there should be some flexibility about payment of those benefits.“There is a case for changing the law so that you can go back to members to ask them to accept a lower level of benefit – for example, conditional indexation – in exchange for greater security and a lower risk of ending up in the PPF. As long as properly communicated and explained, members could well be in favour,” he says.However, Steve Delo, chief executive of independent trustee firm PAN Governance, warns that any “tinkering” with members’ benefits would be impossible to do without strong governmental intervention and such flexibility would introduce a new “moral hazard”.“There is a need for some creative thinking around this whole issue surrounding the JAMs,” Delo says. “But all parties involved need to know that there is no magic bullet solution – and it is very much a case of the stable door having been left open a long time ago.”UK pensions minister is expected to publish a green paper with proposals for DB reform in the coming weeks.
Swedish state pensions buffer fund AP2 reported a total investment loss of 5.1% at this year’s halfway point, the weakest result reported by any of the main four AP buffer funds.The Gothenburg fund’s chief executive officer said the nature of the market recovery that followed the March’s coronavirus lockdown had a negative impact on AP2’s equity portfolio.In absolute terms, the fund reported a SEK19.3bn (€1.86bn) investment loss between January and June, a period in which it transferred SEK4.2bn into the state pension system.Eva Halvarsson, AP2’s CEO, said: “By the end of the first half of the year, financial markets had turned upwards and most economies had begun to recover.” The stock market upturn had been largely driven by emerging equities in the technology sector, she said.“This has adversely affected the fund’s equity portfolios, which avoid concentrating excessive holdings in large companies, and instead over-weighting equities with a low valuation,” she said.AP2’s total assets dropped to SEK357.9bn at the end of June from SEK381.3bn at the end of 2019.Emerging markets equities were the weakest performing assets for AP2 in the six-month period, with the allocation suffering a 15.5% loss, following by developed markets foreign shares with an 11.4% loss.Swedish equities, meanwhile, lost 5.5%, while foreign government bonds was the most profitable allocation for the fund, ending June with a 4.5% return.Relative to its benchmark index, AP2 said its return overall was -0.1%, excluding alternative investments and costs.The fund increased its allocations to private equity funds and foreign real estate in the first half of the year, Halvarsson said, with these moves financed by a reduction in the allocation to Swedish bonds.AP2 also said it upped its allocation to Chinese A shares by cutting the allocation to other emerging market equities.Chinese A shares were a particularly strong performer for AP2 in 2019, with the fund reporting a 52.6% return on the renminbi-denominated equities which have become more accessible for foreign investors in recent years.AP2 is one of the four main state funds backing Sweden’s income pension – the primary component of the country’s first pillar provision.The last to report first-half results this year, AP2’s overall return falls below that of its peers.AP3 recently reported a negative return of 0.8% after costs for the first half of this year, beating buffer funds AP1 and AP4, which reported losses of 1.8% and 2.5%, respectively.For 2019, however, AP4 achieved the strongest result out of the four funds.Looking for IPE’s latest magazine? Read the digital edition here.
Radio NZ News 17 October 2014A Coroner says Child Youth and Family should not cut troubled teenagers adrift when they turn 17.Ian Smith made the comments while investigating the death of Jack Lindsay, who died in 2012 when he took several medicines which proved toxic because he was epileptic.The coroner said Mr Lindsay was periodically under the care of Child Youth and Family but fell out of its jurisdiction when he turned 17.He continued to get some support but the coroner said more help was needed.Ian Smith said the case mirrors others he has dealt with where people under CYF care feel cut adrift once they turn 17.http://www.radionz.co.nz/news/national/257157/lack-of-older-teen-support-criticised
“What about people with asthma and high blood pressure,” said Rusty Gonzales, a resident of the city. “Your 13-hour brownout is making us suffer, okay? We have been suffering for the past months, weeks because of your brownouts.” The rotating brownouts were due to the preventive maintenance at Substation 2 or the Jaro substation yesterday. These affected several feeders – and subsequently resulted in electricity service disruptions in many villages or residential areas as well as businesses. One of the substation’s major feeders experienced a six-hour power outage in late March, a month after MORE Power took over operations from PECO, which MORE Power has since claimed it had addressed. Consumers’ distress was compounded by the fact that the repairs were undertaken on a very hot summer day, thereby giving rise to inconvenience as well as triggering health risks such as heatstroke or respiratory conditions, especially to the vulnerable population of the city. MORE Power had been claiming it hired enough technically competent personnel and assuring consumers that Iloilo City’s power supply would be stabilized under its control. But experts expressed concerned a 13-hour downtime was too long for a job that could be finished in eight hours given enough skilled manpower. MORE Power took over the power distribution service in Iloilo City even as PECO accused it of having no requisite technical expertise in operating an electricity system, and it was just basically armed with a franchise granted by Congress. Over the course of April and May, however, Substation 2 experienced multiple total shutdowns. “Gapangagaw kamo sang indi inyo, indi nyo man gali kaya. I-balik nyo na lang sa tunay nga tag-iya. Ti ano, pa-antuson nyo kami sang 13 oras? Puerte pa nga daan ka-init. Shame on you (You took away what’s not yours and you can’t run it well. Better return it to the rightful owners),” said Erlinda Sanagustin. PECO, on the other hand, had ordered and paid for a mobile substation already, ready to be deployed to avert a long power outage and to service the developments at Megaworld’s Iloilo Business Park. It was scheduled for installation in March but was not completed because of MORE Power’s hasty takeover. Government regulators have been directing power utilities to avoid undertaking “maintenance schedules” during summer months because this is when demand reaches peak, and it is also perilous to trouble consumers with brownouts when temperatures are rising. As late as the last March 11 hearing with the Energy Regulatory Commission, MORE Power was still unable to produce an employee roster that verified its technical competency. Until now, MORE Power heavily relies on contractors instead. An increase in load is a yearly anticipation for power industry players during the summer months due to the rise in temperature. Weeks of preparation are required in advance, but given the controversial transfer of control during the most crucial time, it is difficult to know how well the two power companies cooperated. To date, the case regarding the constitutionality of MORE Power’s takeover of the power distribution facilities here remained pending with the Supreme Court./PN ILOILO City – The long, nearly 13-hour power service interruption scheduled by MORE Electric and Power Corp. (MORE Power) to carry out maintenance activities enraged some consumers in this city as this aggravated their suffering while wading through stay-at-home quarantine because of the coronavirus pandemic. MORE Power previously assured residents that Iloilo City’s power supply would stabilize under its watch. But with constant brownouts and yesterday’s long power outage, disappointed consumers were starting to wonder whether MORE Power was really competent to hand the job. However, PECO’s records showed that Substation 2 underwent preventive maintenance twice during its lifetime. Other repairs and parts replacement were continuously done on an as-needed basis. Another power outage occurred at the 25MVA Mandurriao substation the night before, which Panay Electric Co. (PECO) had successfully maintained within nine hours despite it having a much larger transformer. MORE Power president Roel Castro, in fact, promised during congressional hearings that MORE Power would provide such mobile substation. But despite the promise of a P1.9-billion investment in Iloilo, MORE Power had not rolled it out. Industry experts said the Jaro substation could have been unloaded prior to the maintenance to a 10 MVA mobile substation that would operate during the ongoing work. “The 13-hour brownout is the minimum number of hours that our contractor needs to finish the maintenance services for the Jaro substation,” stated MORE Power itself. “Our technical team from the Planning and Network Operations departments supervises the execution of the contract.” According to MORE Power, the Jaro substation had not been maintained by PECO for the past eight years.
BATESVILLE, Ind. — The Batesville Police Department and Indiana State Police are asking for your help in identifying two subjects involved in an armed robbery at the Batesville KTS Food Mart on State Road 229.The robbery occurred just before 5:00 AM Saturday morning.Police say they received a call regarding an armed robbery reporting two subjects, believed to be males, with handguns. The caller observed the vehicle, a black or dark-colored passenger car, possibly a Ford Focus, leave the scene and travel southbound on State Road 229. The suspects demanded cash from the cash drawers.Witnesses describe the suspects as 5’6” to 6’0” tall and medium builds. Both suspects displayed a handgun and had their faces covered. One suspect was wearing khaki colored pants, gray hooded sweatshirt, light colored gloves, and dark colored shoes. The other suspect was wearing dark colored pants and coat, with a white garment covering his head and face, dark colored gloves, and dark colored shoes.If you have any information pertaining to the identity of the suspects, please contact the Batesville Police Department at (812) 934-3131.Surveillance video from Batesville Police Department Facebook page.