Alec Michael RyanKlein Oak High School (Houston, TX)Ryan may or may not have stolen his voice from a 38-year-old baritone. Has anyone checked in on Steven Pasquale lately? Ryan showed off his comic timing in a medley, by responding to Javert’s (um, spoiler alert) suicide with some wise words from Dirty Rotten Scoundrels: “It’s important to be artful in your exit.” He gave us charm and smarm as Laurence, but it wasn’t until his finalist solo, “Who I’d Be” from Shrek, that he was fully able to let out his developed vocals. Taking on the paternal role of Dan in Next to Normal, as shown above, doesn’t even seem like a stretch. View Comments Marla LouissaintThe Beacon School (New York, NY)Before the show started, we combed through the list of contenders and their respective roles. One in particular stood out: Caroline of Caroline, Or Change. The part is, as Louissaint said in her acceptance speech, is “a beast.” But the recent high school grad took hold of the heavy material, and when she sang the lyrics “39 and still a maid” with high schoolers playing Mary Poppins on each side, no one thought twice. For her solo, she again demonstrated her grasp on complex characters with The Color Purple’s “I’m Here.” And there she was, head up, shoulder back, looking us straight in the eye and singing out. Drayton Maclean MayersGermantown High School (Memphis, TN)Mayers had the unusual challenge of performing in a medley with two other actors there for the same role: Edward Bloom in Big Fish. Like Quick, he had competed last year (in a dress, mind you, as Hairspray’s Edna). But this time around, he was the hero of his story in a memorable performance. He brought things down a notc with “Beautiful City” from Godspell in the second act, proving that whether given an upbeat or a ballad, he has no trouble captivating audiences with his sincerity. So it was no surprise when he was awarded the special Spirit of the Jimmy Awards trophy. Anthony SkillmanOrange Lutheran High School (Mission Viejo, CA)In the first act, he hopped around the stage as Tarzan. Then, as a finalist, he stood tall as Parade’s Frankie with a fiery delivery of “It Don’t Make Sense.” In both, he gave us a story with very little context to rely on. Two very different performances from one exceptionally talented young actor. Here he is performing a medley of Pippin’s “Corner of the Sky,” “Fly Me to the Moon” and Spring Awakening’s “Left Behind.” Lots of belting; lots of falsetto. Skillman showed true diversity between playing a jungle denizen or a Civil War-era avenging teen. Marnie QuickPittsburgh Barack Obama Academy (Pittsburgh, PA)Quick is no stranger to the Jimmy Awards, having competed last year as a sophomore for her Gene Kelly Award-winning performance as the Tinman in The Wiz. You read that correctly; check it out above. She returned this year for her performance in SHOUT! The Mod Musical, and in the first act, she served up a fun, sassy take on the ‘60s tune “Wishin’ and Hopin’.” It earned her a spot in the finals, in which she took a sharp left turn with the emotional “With You” from Ghost. We have no idea what she’ll do next, but whatever it is, we’re confident she’ll nail it. Morgan HigginsSt. Margaret’s Episcopal School (Mission Viejo, CA)Higgins earned her spot as a finalist for her performance as Eponine, but that clearly wasn’t the start of her Les Miserables journey. Take a look at her “I Dreamed a Dream.” Sure, it’s nearly three years old, but even then she sported a gorgeous mix. Now, after wowing audiences nationwide on Rising Star, she’s returned to musical theater. Only this time, she’s on the Broadway stage. For her solo, Higgins belted up a storm as a particularly spunky Grace, singing the Pirate Queen anthem “Woman.” Oh, and did we mention her belt? Our favorite day of the year (well, besides the Tony Awards) was worth the wait: The seventh annual National High School Musical Theatre Awards, also known as the Jimmy Awards, took place on June 29 at Broadway’s Minskoff Theatre. 52 talented students from around the country took the stage to showcase the roles that had already won them local awards. If their extreme passion for musical theater doesn’t warm your heart, the ample belting will. Take a look below at six powerhouse performers who wowed us at the ceremony: winners Marla Louissaint and Anthony Skillman, plus the four runners-up. Look out for these names on future Broadway marquees!
Marsh, the world s leading insurance broker and risk advisor, has appointed Julie S. Boucher as leader of the firm s U.S. Captive Solutions Practice, which currently manages nearly 350 captive insurance companies in seven major U.S. domiciles and has 114 employees.Ms. Boucher, a managing director of Marsh based in the Burlington, Vermont office, will be responsible for the growth and development of the U.S. captive domicile operations, including Vermont, Connecticut, New York, South Carolina, Nevada, Arizona and Hawaii. Ms. Boucher, who has been with Marsh for 21 years, has held a number of management positions with the firm. Most recently, she was head of the firm s Captive Solutions Practice in Vermont, where she was responsible for overseeing all aspects of the firm s captive management and servicing operations in the state. She also has been involved in establishing Marsh s operations in a number of existing U.S. captive domiciles.A certified public accountant, Ms. Boucher earned a B.S. degree in Accounting from the University of Southern Louisiana. A member of the Vermont Society of CPAs and the AICPA, Ms. Boucher is active in the Vermont Captive Insurance Association and formerly served on the state s Captive Advisory Board.With nearly 450 employees in 31 captive insurance domiciles worldwide, Marsh s Captive Solutions Practice currently manages more than 1,100 captive insurance companies. The Practice provides a full range of captive management services, including actuarial, auditing, benchmarking, captive assessments, and related advisory and consulting services, such as captive feasibility studies, strategic reviews, and assistance with domicile selection.Headquartered in New York, Marsh has 24,000 employees and provides advice and transactional capabilities to clients in over 100 countries. Marsh is a unit of Marsh & McLennan Companies, Inc. (MMC), a global professional services firm with more than 54,000 employees and annual revenue exceeding $11 billion. MMC also is the parent company of Guy Carpenter, the risk and reinsurance specialist; Mercer, the provider of HR and related financial advice and services; Oliver Wyman, the management consultancy; and Kroll, the risk consulting firm. MMC s stock (ticker symbol: MMC) is listed on the New York, Chicago and London stock exchanges. MMC s Web Site is www.mmc.com(link is external) . Marsh s Web site is www.marsh.com(link is external).Source: Marsh. BURLINGTON, Vermont, April 7, 2009
Court orders Ft. Lauderdale man to stop practicing law without a license Finding that Brian Neiman has “extensively engaged in the unlicensed practice of law” the Florida Supreme Court enjoined him and his corporation from such practice in the future.Acting May 2 in case no. SC94738, the court said Neiman, a self-described paralegal in Ft. Lauderdale, has improperly engaged in UPL for profit for years and that his activities failed the “duck” test.“That is, in common parlance, one would expect that if it looks like a duck, and walks, talks, and acts like a duck, one can usually safely assume it is a duck,” the court said. “Unfortunately, while Neiman at all times acted like an educated and licensed lawyer, he was not. And, just as the public must be protected from uneducated and unlicensed physicians in an operating room, the public must be protected from bogus attorneys seeking to profit from the problems of the innocent and uninformed with serious personal and legal problems who may be taken in by a smooth but deceitful demeanor.”The Florida Bar filed a 22-count petition alleging Neiman repeatedly engaged in UPL over a period of approximately seven years. After 21 days of hearings, the referee made detailed findings that Neiman performed acts commonly understood to be the practice of law, including: serving as a primary contact for conferences on legal disputes; holding himself out as an attorney in dealings with others; attempting to argue and advocate the merits of cases, the applicability of the law, evidentiary issues, liability issues, discovery matters, and settlement matters with opposing counsel; attempting to analyze statutory and case law and to discuss it with clients and opposing counsel; trying to advise clients on the strengths and weaknesses of their cases and on how to proceed; actively participating in and presenting clients’ cases at mediation sessions; actively participating in and presenting the complainants’ cases at settlement sessions; extensively involving himself with fee arrangements; attempting to advise clients of their obligations under legal documents; drafting detailed letters and legal documents; signing court-filed documents; and discussing legal documents with clients without any attorney present.In 1999, Neiman entered a plea of nolo contendere to five criminal misdemeanor counts of the unlicensed practice of law.Before the referee, however, Neiman claimed his conduct was nothing more than “relaying information” from his employing attorney to other parties. However, the referee rejected that characterization and numerous witnesses testified that Neiman held himself out as an attorney, argued legal issues, and forcefully participated in settlement negotiations, the court said.The referee also said Neiman’s earnings alone were indicative of his role in these cases, noting Neiman personally received hundreds of thousands of dollars in compensation.“For example, the record reflects that in 1995, Neiman personally grossed over $1.4 million in salary from his law-related activities,” the court said. “In 1996, Neiman, who was on probation for a criminal fraud conviction, actually reported to his probation officer that his income was $50,000 per month. A year later, he reported his income as $1 million to $1.5 million annually.”The referee found, and the court agreed, that Neiman had not been properly acting as a paralegal. Rather, Neiman appeared to be a businessman who was trying to use his association with a law firm to run a lucrative business, the court said.The court ordered Neiman to pay $28,726.16 in costs. Court orders Ft. Lauderdale man to stop practicing law without a license June 1, 2002 Regular News
Keeping credit card rates and fees low is a priority for most card-issuing credit unions. To do this, however, card teams have to have a rock-solid and highly effective collections and recovery process. While it’s true charge-off rates are the lowest we’ve seen since 1985, this may soon change. That’s because consumers continue to rack up credit card debt, to the tune of nearly $16 billion in the third quarter of 2014 alone, a 35-percent increase as compared to the same time period in 2013.Fortunately, the increased accessibility of data analytics is propelling more credit unions forward in the pursuit of sustainable collection strategies that produce real results. What follows are three areas of the collection and recovery process credit unions can improve through the use of analytics.Collections ProcessAnalytics can be used to help a credit union set triggers to aid in the collections process. By monitoring accounts in a specialized, scientific manner, card teams can more easily – and in some ways, automatically – identify early indicators of accounts likely to default. Usage and payment patterns, when analyzed properly, allow the credit union to execute hardship plans that are much more meaningful for the struggling member. After all, it’s much easier for people to take steps to improve their financial situations before they are in full crisis mode.Hardship Plans Hardship plans allow credit unions to reach out to account holders with action ideas. In many cases, the result is a win-win, as the credit union recovers the remaining balance on delinquent accounts and the cardholder avoids the often staggering fees and interest charges normally associated with an account going into collections. (Lest we forget, there is also a sizable cost to the credit union for using a collections agency.)Of course, hardship plans are most effective when tailored to the cardholder in question. For instance, whereas one cardholder may respond best to a traditional repayment plan, another may require the account to be closed to new purchases to avoid temptation and additional debt. Another may require the account closed only to certain purchases. Conversations are one way to determine this; data analytics and predictive modeling are another, arguably more effective, way to get to the same customized set of plans for a group of delinquent accounts.Contact StrategiesAnother way to further improve the collection and recovery process is to begin with an overhaul of the current methods that are used to contact delinquent account holders. Credit unions should first assess the contact rate of all strategies to create a “map” of the entire process. A successful assessment will include analysis of the total number of different ways contact is attempted, the rate of success for each of these methods and the total staff requirement necessary for each one. Optimum staff requirement for each contact strategy is a metric that will be based on the average amount of time team members need to, for example, initiate an email, make a follow up call, etc.Alternate MethodsThe largest benefit to data analytics is the ability to get to the “Now what?” Credit unions who apply analytics to their collections process should keep an open mind, as alternate strategies may provide cost-savings while delivering more results.Credit unions, with the help of an outside analytics expert if necessary, should first build analytical models to help prioritize accounts with the highest chances of curing. Metrics gathered over even a small window of time can be used to predict which accounts will self-cure. Right here you have potentially huge savings, as these accounts will no longer require staff attention. The second part of the process becomes studying accounts to identify the point at which certain collection strategies are no longer profitable. Strategies are then altered based on that information.For those accounts that need attention, analyzing the data to determine the right contact strategy is a critical step to overhauling any credit union’s collections and recovery plans. The idea, of course, is to determine when a more cost-effective contact method will yield the same (or even better) result as a more expensive channel. If an email will eventually serve the same purpose as a phone call, there is no need to initiate that pricey call strategy. The same methods can be applied to settlement offers and the specifics inside custom hardship plans, as well as to the timing of both. Why spend more if less is more effective, and when is the right time to contact the cardholder?Recovery and collections is painful for both parties. But with the right set of analytical and predictive modeling tools, your members can experience less embarrassment and a much faster turn-around. The skies are sunny now, but as Americans continue to add to their credit card balances, that rainy day is just around the corner. Nothing inspires loyalty quite like helping someone recover from a financial crisis. Establishing a dignified, personalized recovery and collections process is the first step toward helping more members manage their way out of trouble. 10SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Karan Bhalla Karan Bhalla is the CEO of CU Rise Analytics and who has almost two decades of financial services and data analytics experience. CU Rise Analytics is a global CUSO helping … Web: https://www.cu-rise.com Details
21SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,John Pembroke Since joining CUES in March 2013, John Pembroke has played a leadership role in developing and launching a new direction in CUES’ strategy, branding and culture. Under his guidance, CUES … Web: www.cues.org Details My job as the CEO of CUES has an important goal in common with the jobs of many of our members: Transforming an organization rich in history and prestige into one that’s positioned to meet the evolving needs of current and future members.Like many credit union CEOs and top executives, I’ve tackled this challenge in part by tapping into the knowledge of existing staff—and that means developing outstanding internal communication has been critical. Recently, I sent this email to all CUES staff members to explain my perspective on how we can best get our messages across to each other. If you know me, you won’t be surprised that I used an analogy from sports to explain:“To me, communicating with others is like passing a basketball. When someone passes their teammate the ball, if the intended result of their pass doesn’t happen, it’s the passer’s fault, not the recipient. If there is a mistake, perhaps the passer should have thrown a bounce pass versus a chest pass. Maybe the passer should have waited until the recipient got in a better position before he passed the ball.The same principles hold true when I communicate to others. I want every communication to result in the other party clearly understanding my message. How I deliver my message depends on the individual(s) listening and the situation. At CUES, we’re making significant progress with our communication. We’re addressing silos, providing constructive feedback and engaging in tough conversations to address the true opportunities or challenges at hand. I’m proud of the progress we’ve made, and know we will continue to improve as we continue to embrace effective communication.”This internal communication effort means we know what CUES members are going through—and we’re positioning ourselves to help. As examples, check out our new CUES Elite Access™: Virtual Classroom courses on Transformational Leadership (free to CUES-member CEOs; June 6, July 18 and Sept. 12) and How to Influence Others (Sept. 19 and 26). And of course our flagship CEO Institute III: Strategic Leadership Development (next to be held Aug. 20-25 at the University of Virginia’s Darden School of Business) continues to be a program graduates consistently say molds them as professionals who effectively lead others.Please let me know how your efforts to lead your history-rich organization into a successful future are going. I’ll have more stories and additional resources and programs to share when we talk.
continue reading » In his work with credit unions developing strategic plans and identifying growth strategies, Scott Butterfield of Your Credit Union Partner, Seattle, has come across plenty of mission and vision statements. He uses a single word to characterize many of them:Uninspiring.“We know what we do—we provide financial services. We know how we do it—we provide members-first service and multiple channels. But very few organizations know why we do it,” Butterfield says. “To differentiate ourselves, we need to do more than hang our hat on great service, tout our technology, and write big checks for community partners. Those are all very important, but what we really need to do is change the perception that we’re not all that different from banks.”Some argue for the movement’s not-for-profit, cooperative structure as a great differentiator, but that doesn’t seem to matter to most consumers, he notes. Some tout the commitment to member service, lower fees and favorable rates, but big banks have the scale to match credit unions on rates and invest in superior technology, and community banks have closed the gap on service surveys. Credit unions haven’t even been able to make a persuasive case that they are better for consumers than payday lenders and check-cashing services, notes Butterfield, referring to Lisa Servon’s book The Unbanking of America, which addresses why many people have embraced those alternative financial services. 23SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
– Advertisement – World Travel Awards – the global initiative to recognise and reward excellence in travel and tourism – has unveiled its Latin America 2020 winners.The release coincides with the inaugural Latin America Winners Day from the prestigious programme. – Advertisement – Winners include Chile – with its dazzling array of natural wonders – voted ‘South America’s Leading Destination’.Mexico won a raft of destination awards, including Tulum (‘Mexico & Central America’s Leading Beach Destination’); Puerto Morales (‘Mexico’s Leading Adventure Tourism Destination’); and Rio Secreto (‘Mexico & Central America’s Leading Nature Reserve); while Mazatlán – with its tropical neoclassical architecture and a paradise beach – was named ‘Mexico & Central America’s Leading City Destination’.The mesmerizing beauty of the Atacama Desert was recognized with the award for ‘South America’s Most Romantic Destination’. – Advertisement – The rapidly-emerging tourism hotspot of Guayaquil, Ecuador was named ‘South America’s Leading City Destination’. While another tourism rising star, Santiago de Cali, Colombia was declared ‘South America’s Leading Emerging Tourism Destination’.In the hospitality sector, Sofitel Legend Santa Clara Cartagena won ‘South America’s Leading Hotel’ and Wyndham Guayaquil, Ecuador walked away with ‘South America’s Leading City Hotel’. – Advertisement – OlderDunn steps down from chief financial role at Gatwick Grand Fiesta Americana Coral Beach Cancun, Mexico picked up ‘Mexico & Central America’s Leading Hotel’ and Gaia Hotel & Reserve, Costa Rica was voted ‘Mexico & Central America’s Leading Green Hotel’.In the aviation sector, LATAM was named ‘South America’s Leading Airline’, while Copa Airlines scooped ‘Mexico & Central America’s Leading Airline’.New arrival on the Peruvian luxury hospitality scene, CIRQA – Relais & Châteaux, which is set in a medieval monastery and surrounded by snow-capped volcanoes, was voted ‘South America’s Leading New Hotel’.The results follow a year-long search for the world’s top travel, tourism and hospitality brands. Votes were cast by travel industry professionals and the public, with the nominee gaining the most votes in a category named as the winner.Graham Cooke, founder, World Travel Awards, said: “Our winners represent the very best of Latin America’s travel and tourism sector and my congratulations to each of them. “They have all demonstrated remarkable resilience in a year of unprecedented challenges.”He added: “The World Travel Awards 2020 programme received a record number of votes cast by the public. “This shows that the appetite for travel and tourism has never been stronger and bodes well for the industry’s future as the global recovery begins.”Other winners include the recently reopened Machu Picchu, Peru (‘South America’s Leading Tourist Attraction’); Colombia (‘South America’s Leading Culinary Destination’); Explora (‘South America’s Leading Expedition Company’); Barceló Hotels & Resorts (‘Mexico & Central America’s Leading Hotel Brand’); Avis (‘Mexico & Central America’s Leading Car Rental Company’); and FCM Travel Solutions (‘Mexico & Central America’s Leading Travel Management Company’).WinnersFor a full list of winners visit here.World Travel AwardsWorld Travel Awards was established in 1993 to acknowledge, reward and celebrate excellence across all sectors of the tourism industry.Today, the World Travel Awards brand is recognised globally as the ultimate hallmark of quality, with winners setting the benchmark to which all others aspire.Each year, World Travel Awards covers the globe with a series of regional gala ceremonies staged to recognise and celebrate individual and collective success within each key geographical region.For more information about World Travel Awards, visit the official website.Image: Benedicte Desrus/SIPA USA/PA Images
Miguel Torruco Marqués, minister of tourism for Mexico, and the governor of the state of Yucatán, Mauricio Vila Dosal, have boldly confirmed Tianguis Turístico will take place in person next year.With other events – including industry leader ITB Berlin – going virtual once again in 2021, Mexican authorities are confident they have measures in place to allow a physical show.- Advertisement – “We are confident that this change will benefit the Mexican tourism industry, as it will allow to have the necessary conditions to host a successful face-to-face Tianguis Turístico México in Mérida,” declared Torruco Marqués. NewerWorld Travel Awards honours Maldives with top Indian Ocean prizes Preserving the health of attendees, both national and foreign, as well as the local population, is the priority.The new dates were selected after analysing the calendar of international trade events, which will allow greater attendance based on this agenda, since the main tourist fairs and trade events in the world of the first half of 2021, have been postponed.These include FITUR, in Madrid, which will now be held in May.- Advertisement – OlderNew ONS figures reveal collapse of UK tourism sector The event will take place in Merida from September 26th-29th. However, this is later than the initially planned dates of March 21st-24th.Organisers argued, given the prevailing uncertainty, postponing this event will allow mobility to normalise and will help participants to be in optimal conditions to conduct business in a face-to-face format. – Advertisement – – Advertisement –
Mr. Richmond, who maintains an extensive political network and is known for delivering candid advice, will be a senior adviser to Mr. Biden and the director of the White House Office of Public Engagement, roles that will allow him to build on his deep relationships in Congress, with key political constituencies and with Mr. Biden himself.“He’s going to give straight advice,” said Marc H. Morial, the president of the National Urban League and a former mayor of New Orleans, who has known Mr. Richmond since his days serving in the Louisiana state legislature. “He’s not a yes man.”“It sends a really powerful signal to the Black community that Cedric is going to be in that core group,” added Mr. Morial, also describing Mr. Richmond as a “team player.” During the past 10 years, Representative Cedric L. Richmond of Louisiana has represented most of New Orleans in Congress, led the Congressional Black Caucus and steadily emerged as one of the most influential Black voices on Capitol Hill, a reputation he cemented when he joined President-elect Joseph R. Biden Jr.’s campaign as its first national co-chairman.Now he is poised to become one of the highest-ranking Black officials in the Biden administration.- Advertisement –
Rossi added that a small number of funds may alter their benchmarks in order to ensure they were verifiable and appropriate for the new fee structure, but emphasised that there would be “minimal” changes.Fidelity runs roughly $170bn (€144.6bn) in equity assets at the end of June, the company said, all of which will become eligible for the new charge structure under the company’s plans. The group runs more than €264bn worldwide across all asset classes according to IPE’s Top 400 Asset Managers survey.In a statement, Fidelity said: “Where we deliver outperformance net of fees we will share in the upside and in the case that clients experience only benchmark level performance or below, they will see lower fee levels under this new model. The fee that clients will pay will sit within a range and will be subject to a pre-determined cap (maximum) and floor (minimum).” Fidelity International has introduced a variable management fee across its entire equity offering, which will see charges fall if funds underperform.The group is to introduce a new range of share classes for equity funds with a reduced base annual management charge and a “variable management fee”, also referred to as a “fulcrum fee”, that is “symmetrically linked” to fund performance.It will mean that the annual management fee will rise if a fund outperforms its benchmark index, but will fall if the fund underperforms.Any rise or fall would come irrespective of whether the fund posts a gain or loss in the period charged, global CIO for equities Dominic Rossi told reporters this morning. Therefore, if a fund lost money but beat its benchmark it would raise its fee, and if the fund made money but underperformed its index it would lower its fee. Fidelity’s proposed fulcrum fee equity charging structure. Source: Fidelity InternationalSubject to discussions with local regulators, the new share class is expected to launch in the first quarter of 2018, Fidelity International president Brian Conroy said. The exact level of fees, as well as the floor and ceiling, would be agreed with fund boards, distributors and regulators in the next few months, he said.Conroy claimed the new fee structure would “more closely align the performance of our business with the performance of our clients’ portfolios”. In addition, Fidelity has bucked the industry trend on investment research costs by introducing a ‘client pays’ method. However, the group insisted this would be more than compensated by the other fee changes.The group will use research payment accounts and commission sharing agreements to explicitly disclose the cost of investment research to clients, in compliance with MiFID II rules coming into force in January.Fidelity said it also intended to extend its range of passive funds to provide more options to clients “who simply want to drive down costs and do not want to pay for the active approach”.Note: This article has been updated to correct the equity and total assets under management figures.