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  • Damian Woetzel to receive Harvard Arts Medal

    first_imgBallet dancer, director, and now arts leader Damian Woetzel, M.P.A. ’07, has been announced as recipient of the 2015 Harvard Arts Medal, which will be awarded by Harvard President Drew Faust at a Farkas Hall ceremony on April 30 at 4 p.m. The medal honors a distinguished Harvard or Radcliffe graduate or faculty member who has achieved excellence in the arts and through them has made a contribution to education or the public good.Woetzel was a principal dancer at New York City Ballet from 1989 until his retirement from the stage in 2008. He holds an M.P.A. from Harvard’s Kennedy School of Government, and in the fall of 2010 he was a visiting lecturer at Harvard Law School, where he co-taught a course on performing arts and the law. Currently he is director of the Aspen Institute Arts Program, which under his leadership aims to further the value of the arts in society, focusing on education, social justice, economics, and diplomacy. He has created events and programs furthering this work in venues from the National Performing Arts Center in Beijing to the Delacorte Theatre in New York City’s Central Park, the home of Shakespeare in the Park. In addition to his role at the Institute, Woetzel is a producer and director of dance and music performances, including the artistic directorship of the Vail International Dance Festival.The ceremony, presented by the Office for the Arts at Harvard and the Board of Overseers of Harvard College, will include a discussion with Woetzel moderated by actor John Lithgow ’67, Master of the Arts at Harvard and host of the event. This is the official opening event for Arts First, the University’s annual festival showcasing student creativity in the arts, April 30-May 3.Admission is free but tickets are required, and are available in person at the Harvard Box Office at Smith Campus Center, 1450 Massachusetts Ave., Cambridge, or by calling 617.496.2222 or visiting (phone and online ticket orders are subject to service fees). Ticket distribution for Harvard affiliates (two per person, with valid ID) begins April 21; ticket distribution for the public (two per person) begins April 23. Some remaining tickets may be available at the door one hour prior to event start time.For more information, visit the Office for the Arts website.last_img read more

  • Tudor, Pickering, leading shale investment firm, looking to move into clean energy

    first_imgTudor, Pickering, leading shale investment firm, looking to move into clean energy FacebookTwitterLinkedInEmailPrint分享Bloomberg:Tudor, Pickering, Holt & Co., an investment bank that helped fund the U.S. shale revolution, will initiate research on companies offering new energy technologies, a person with direct knowledge of the plan said.As soon as this year, the Houston-based firm will launch equity research on companies focusing on technologies such as carbon capture, wind and solar power and batteries, said the person, who asked not be named because the information isn’t yet public. The effort, which will leverage the existing team of about 30 analysts, is being led by Matthew Portillo, manager of upstream research, the person said. While shale drillers and service providers will continue to be part of the team’s focus, the number of oil and gas companies covered will be pared.This pivot comes after co-founder Bobby Tudor early this year warned about seismic shifts coming to the energy industry as concerns about climate change mount. While oil and gas will continue to play a critical role for decades to come, investors also have been frustrated by years of anemic returns from shale explorers.Portillo’s team will also seek to identify oil and gas producers that are striving to cut emissions, as well as companies that help them achieve that with new technology, the person said.Formed in 2004 with a focus on shale, the firm became the energy arm of Perella Weinberg Partners LP following a 2016 merger.[Naureen S Malik]More: Shale adviser Tudor Pickering to start research on clean techlast_img read more

  • USNS Comfort Captain Says Mission to “Assist People” Continues

    first_imgBy Voice of America August 26, 2019 The ship can treat 500 patients a day, said U.S. Navy Captain Brian J. Debold, mission commander, during a press videoconference.The goal of the mission, known as “Enduring Promise,” is to relieve the pressure on public health systems of countries that have welcomed the 4 million Venezuelans who have left their country due to the political and economic crisis.Colombia has received almost 1 million Venezuelan migrants, according to the United Nations High Commissioner for Refugees.Capt. Debold said that the ship’s arrival is a symbol of the United States’ “good faith” in helping the nations of the hemisphere.Doctors from different countries (Canada, Costa Rica, Mexico, and the United States, among others) work on board the ship, Capt. Debold said.The hospital ship arrived in Colombia after visiting Panama. The five-month mission that started in mid-June also involves medical personnel from the countries the ship visits.“Our mission is to assist people,” Capt. Debold said. After two months on the mission, the USNS Comfort has provided health care to more than 50,000 patients, Capt. Debold said, although he didn’t specify how many of those patients were Venezuelans.Exiled Venezuelan opposition lawmakers José Manuel Olivares and Gaby Arellano visited the ship in Colombia. Humberto Calderón Berti, the Venezuelan ambassador to Colombia named by Interim President Juan Guaidó, also visited the ship, as well as James Story, who was the highest ranking U.S. diplomat in Venezuela.“Hunger, poverty, and illness have no borders. We are deeply grateful to the U.S. government for all that they do for us,” said Calderón Berti.The humanitarian trip will also include other nations in the hemisphere, such as Haiti, Jamaica, Costa Rica, and Saint Lucia.“The Hospital Ship USNS Comfort represents our enduring promise to our partners in the Western Hemisphere, our shared neighborhood,” said U.S. Navy Admiral Craig S. Faller, commander of U.S. Southern Command.This marks the seventh deployment of the hospital ship to the region since 2007. The USNS Comfort made its last humanitarian mission in the region between October and December 2018, also visiting Colombia.last_img read more

  • Court orders Judge Woodard to be publicly reprimanded

    first_imgCourt orders Judge Woodard to be publicly reprimanded February 1, 2006 Regular News Court orders Judge Woodard to be publicly reprimandedcenter_img The Supreme Court has ordered Charlotte County Judge W. Wayne Woodard be publicly reprimanded for improperly trying to discourage an opponent from running against him, providing false information in his campaign literature, and repeatedly exhibiting rudeness and impatience with those appearing before him.In its January 5 ruling, the court also ordered Judge Woodard to complete “suitable anger management counseling.”Judge Woodard fully admitted engaging in the improper behavior and entered into a stipulated agreement with the Judicial Qualifications Commission.The seven violations of the judicial canons include:• In 2004, Woodard made an improper effort to discourage an opponent from running against him.• Woodard was frequently late in beginning scheduled first appearance hearings.• He left an arraignment to conduct a radio campaign interview.• Woodard once began his small claims docket at 8:50 a.m., when it was scheduled to begin at 9 a.m. and insisted that an attorney commence her case in the absence of her opponent, stating, “The docket starts when I say it starts.”• Woodard incorrectly asserted in campaign literature the number of jury trials over which he presided.• Despite the fact that following the hurricanes in the summer of 2004 the trial schedule was in disarray, when an expert witness in a small claims case pending before him failed to appear, Woodard issued a bench warrant for the witness with a $100,000 bond. This resulted in that person being incarcerated for seven hours before Woodard released him on his own recognizance.• Repeatedly exhibited rudeness and impatience with counsel, witnesses, and parties appearing before him.“[W]e determine that Judge Woodard’s misconduct is unbecoming to a member of the judiciary and undermines the integrity of the judicial system,” the court said. “Accordingly, we approve the recommended sanction of a public reprimand and completion of ‘suitable anger management counseling.’”Judge Woodard was directed to appear before the court for the administration of the public reprimand at 8:30 a.m. on February 10.last_img read more

  • Credit unions participate in international collaboration

    first_imgIdaho Credit Union League representatives visited Moldova in Eastern Europe in May to sign a new international partnership agreement.The agreement with Moldova’s Central Association of Savings and Credit Associations (CASCA) is the newest of 20 international partnerships managed by the World Council of Credit Unions. The goal of these partnerships is to unite credit unions around the world to share ideas, best practices, and technical expertise.“Exchanges like this are extremely valuable,” says Shane Berger, chairman of the Idaho League and president/CEO of $195 million asset Beehive Federal Credit Union in Rexburg. Berger also is a member of CUNA’s World Leadership Development Committee.“We’re learning from each other about the different ways to approach our work,” Berger notes, “while at the same time communing over the similar challenges we face, such as increasing youth membership, emerging technologies, and protecting small credit unions.” continue reading » 10SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblrlast_img read more

  • A $450 dinner, $45 whiskey: Political appointee, aide ring up the expenses

    first_imgThey are federal financial regulators who filed for expenses like corporate CEOs, seeking reimbursement for limos, deluxe air travel and meals in posh restaurants.There was an UberBlack ride from the District to neighboring Alexandria, Va., for $250, according to internal records obtained by The Washington Post. Two airline tickets to a meeting in Vienna came in at more than $11,000 each, even as a staffer found a way to the same event for a fraction of the price. A meal for three at Joe’s Seafood near the White House cost $450 — including $45 for a dish of Dover sole and $43 for halibut, according to receipts for the meal.J. Mark McWatters, head of the National Credit Union Administration, and his chief of staff, Sarah Vega, and their guests also showed a fondness for wine and top-shelf liquor, including, in one instance, a $45 glass of 18-year-old single-malt whiskey, records show. In 2016 and 2017, they expensed more than $2,500 worth of alcoholic beverages — most of it under Vega’s account — despite a written policy prohibiting reimbursement for the purchase of alcohol.“They have expensive taste,” John Kutchey, deputy executive director of the NCUA, explained to agency investigators who asked about the spending last year. continue reading » 11SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblrlast_img read more

  • Your lending culture may not allow you to attract deposits or relationships

    first_imgThis isn’t fair to any of you with tired old brains like mine but think back ten years ago to what the banking landscape looked like. Many of you were in the midst of a windfall of consumer deposits flowing in the doors. You didn’t have to worry too much about attracting deposits; deep concerns about Wall Street were doing a great job of driving deposit dollars our way. Many of us were welcoming of this flight to safety with open arms and some were in an enviable position of actually needing to turn away deposits.Now, allow your memories to drift back just five years ago and that same landscape found many of us still flush with deposits and, in addition, our loan engines were revving up and starting to produce on all eight cylinders. Where there was a healthy flow of deposits before, many of us were also starting to experience an equally healthy demand for loan products, especially auto loans. Sure, the landscape become more crowded in the past five years as fintechs become more prominent in many loan markets but the consumer demand for loans remained very robust.Today, however, that landscape has begun to change in a way that some financial institutions have never faced before. The loan spigot is slowing and the deposit pipes have practically run dry. Unfortunately, many organizations have created cultures that are fixated on one thing and one thing only – generating and handling loan volume. Their cultures have little or no knowledge or experience of generating and handling deposit volume or growing member relationships.This potentially devastating situation manifests itself in many credit unions in four critical ways:Incentives. So many credit unions have established incentive programs (some very complicated ones, too) that are focused mostly, if not entirely, on the sales of loan products. Many of these programs are very rich in monetary terms and many are also seen as entitlements to some staff members. A recent client had Loan Officers who were making 25-50% of their base salary in incentives, simply for processing loans that walked in the door. These monetary incentives amounted to an extra $2000 a month in their paycheck. Did they come to expect that income each month? You bet they did. And good luck taking that away from them.Marketing. Since loans have become so competitive over the past five-to-ten years the marketing campaigns at many credit unions have centered squarely on loan products and pricing. In fact, you could argue that the credit union’s value proposition and differentiation have been largely built around their loan offerings and, in many instances, the fact that they are usually the loan price leader in their markets. Marketing calendars have consisted mostly of the recycling of the same loan promotions every six months or so. Marketing dollars haven’t been spent on differentiating the credit union as much as they’ve been spent on making their loan products and rates standout.Sales skills. If we’ve been successful with our marketing efforts, our credit union should have had a fairly steady flow of loan opportunities coming in the door. Which means, as noted under Incentives above, that our frontline staff has been in a reactionary mode – service those loan product demands as quickly, friendly, and thoroughly as possible. In some instances there’s been a focus on cross-selling additional products but in many instances those other products have been loan products like extended warranty and gap insurance or refinancing other loans. Rarely have we seen over the past few years a consistent, dedicated focus to cross-sell deposit products or total member relationships when a loan was being processed.Coaching. The importance of coaching frontline staff has been spotlighted in these pages as much as any other single topic over the past few years. But our observations have revealed in most cases that coaching at many credit unions consists of simply reviewing sales production with staff and that “sales production” generally refers to loan production. Managers, to a great extent, are coaching staff on how to look for additional loans and providing feedback on whether they’re hitting their loan goals are not. And team meeting agendas are usually aimed at identifying ways to generate additional loan product sales.Not to be a doomsayer, but these four issues have to be addressed promptly or many financial institutions may not be around in another ten years to reflect back on today. Strategic and tactical plans need to prioritize these four issues and identify specific and dedicated efforts to improve each. We can’t sit back and count on another deposit windfall and that fierce loan competition isn’t going to go away anytime soon. Following are four distinct ways you should tackle these issues:Move as far away from product-based monetary incentives as possible and toward a well-balanced scorecard approach that includes a heavy focus on non-monetary rewards and recognition.Reallocate marketing dollars away from regularly pushing loan products and rates and toward a consistent push on differentiating with your brand and mission statement.Focus skill development on relationship building skills and behaviors – get your member-facing staff asking questions to thoroughly understand all financial needs and establish solid processes for following up on opportunities.Coaching efforts need to center on conducting observations and providing feedback about appropriate sales and service activity and desired behaviors, not just about sales production numbers.Performance cultures that have been based predominantly on loan production over the past five to ten years will not automatically remodel into being deposit or relationship based. Credit union leaders must be anticipatory and drive the necessary change – don’t wait for it to happen serendipitously or it will be too late. Disrupt the “we’ve always done it this way” mentality and transform into a “let’s adapt into a new way” performance culture.If your credit union needs to assess your current culture to determine if you can realistically transition from a loan-centered culture to one that can also grow deposits and relationships, my firm can help. Please contact us at 3SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Paul Robert Paul Robert has been helping financial institutions drive their retail growth strategies for over 20 years. Paul is the Chief Executive Officer for FI Strategies, LLC, a private consulting company … Web: Detailslast_img read more

  • Compliance: CPFB issues payday rule compliance guide

    first_imgThe Consumer Financial Protection Bureau (CFPB) last week released a small entity compliance guide for its short-term, small-dollar loan rule, otherwise known as the “payday” rule. Though the bureau proposed updates to the rule earlier this month, that proposal does not address the payment-related requirements of the rule covered in this small entity compliance guide.According to the bureau, the guide highlights information that may be helpful when implementing the payment-related questions of the rule. However, the CFPB strongly emphasized that the guide is not a substitute for reviewing the rule itself.The rule applies to lender that make “covered loans,” which generally include: continue reading » ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblrlast_img read more

  • It’s not the usual hamptons-style home you’d find on the Gold Coast – it has a modern twist

    first_img55 T E Peters Drive, Broadbeach Waters. 55 T E Peters Drive, Broadbeach Waters. 55 T E Peters Drive, Broadbeach Waters. 55 T E Peters Drive, Broadbeach Waters.WHEN Niki and Luis Aguado bought their property at Broadbeach Waters in January 2016, it was either to knock it down or put it through a massive renovation. They decided on the knock down with the only part of the original property they retained the swimming pool — which also got a renovation. The couple then set about creating a five-bedroom home with Hamptons’ influences.“It is a bit of a modern Hamptons, it is not a real traditional Hamptons, we took a lot of aspects from Hamptons and just modernised it a bit,’’ Mrs Aguado said. Mrs Aguado said the block was so good they weren’t constrained in what they wanted to build on the site. 55 T E Peters Drive, Broadbeach Waters.center_img 55 T E Peters Drive, Broadbeach Waters.There is also a window splashback in the kitchen.This area flows through to an open plan living and dining room, which then leads through to an outdoor dining area.This covered space has a fully-equipped outdoor kitchen, which overlooks the renovated 8m by 3.5m infinity pool and sunken spa.Beyond that is a pontoon and a boat ramp, and a 17m sandy beach-frontage, flanked by tropical palms. Back inside the house, the other upstairs bedrooms have ensuites while downstairs, the fourth and fifth bedrooms share a bathroom. There is keyless entry to the home, ducted airconditioning and security cameras as well as remote security gates. 55 T E Peters Drive, Broadbeach Waters.Her favourite part of the home is the main living area which leads out to a large alfresco area.More from news02:37International architect Desmond Brooks selling luxury beach villa15 hours ago02:37Gold Coast property: Sovereign Islands mega mansion hits market with $16m price tag2 days ago“(This) goes down to a grassed area as well, so it is just good for hanging out during the day and also a good entertaining area,’’ she said. Mrs Aguado said the home also had three lounge areas.“The main lounge and living room, media or formal lounge and then upstairs parents’ or children’s retreat lounge.“I think it is a perfect family home, we have built it so that you can have the family upstairs and guest rooms downstairs.’’In the main bedroom is a walk-in wardrobe and ensuite with a dual shower, rain shower and freestanding bathtub.The house sits on a 719sq m block and has Gold Coast skyline views.Inside the main foyer of the five-bedroom, 4.5 bathroom home are 5.5 metre high ceilings.There are multiple living areas throughout the home while the spacious kitchen has waterfall edge stone benches, dual ovens, integrated appliances and a large butler’s pantry. 55 T E Peters Drive, Broadbeach Waters.last_img read more