nepmvpjw

Exclusive! Act One Star Tony Shalhoub’s Search For the Perfect Tony Tux

first_imgTony-nominated Act One star Tony Shalhoub is an awards show pro—he’s racked up three Emmy Awards and a Golden Globe for the hit TV series Monk, and two additional Tony nods for Golden Boy and Conversations with My Father. But that doesn’t make the hunt for a dapper tux to wear to the 2014 Tony Awards any less of a challenge! The stage and screen star took a trip to Enzo Custom Clothiers with his pal and honorary “fashion consultant” Harry Belafonte and Broadway.com photographer Bruce Glikas, where Shalhoub was fitted for a custom tuxedo by CEO Eli Sved. Look for Shalhoub in his new midnight blue tuxedo on June 8! Related Shows Star Files Show Closed This production ended its run on June 14, 2014 Tony Shalhoub View Comments Act Onelast_img read more

Samuel L. Jackson & Eugene Lee Team Up for East Texas Hot Links

first_img View Comments Eugene Lee’s play East Texas Hot Links is heading to the big screen with Samuel L. Jackson as co-executive producer. According to Deadline, Lee will adapt his play for the movie adaptation and direct. Filming is scheduled to begin in spring 2016.The play, which premiered in Los Angeles in 1991, follows a small African American community in 1955 Texas. It takes place during a single night in the Top o’ the Hill Café, where a betrayal endangers the lives of the community. The original production starred Loretta Divine.The project marks a reunion for Lee and Jackson; the two appeared in the Pulitzer winning 1982 off-Broadway play A Soldier’s Play. Both are Broadway alums, with Lee appearing in Gem of the Ocean and Jackson most recently starring as Dr. Martin Luther King in The Mountaintop.last_img read more

The January Issue of Blue Ridge Outdoors is Live!

first_imgThe January Issue of Blue Ridge Outdoors is Live! Pick up your copy on newsstands or read online today! QUICK HITSThe dark lord rises in West Virginia • Red wolves and their defenderFLASHPOINTA hiker comes to terms with increasingly crowded trailheads.TRAIL MIXSteep Canyon Rangers’ New Sound • Drew Holcomb’s Handpicked VinylTHE GOODSIditarod runner Peter Ripmaster’s gear picksBEST OF THE BLUE RIDGE AWARDSWho are the top raft guides and most inspiring thru-hikers? What’s the best bike shop in the Blue Ridge? Thousands of readers from across the region voted in our seventh annual Best of the Blue Ridge Awards, which include 75 categories from the A.T. to zip lines.BLOOD ON THE ROADCollisions and clashes between motorists and cyclists are on the rise. How can our roads be safer for everyone?NATURAL ASSETSCan outdoor recreation replace the extractive industries that have dominated the mountains for more than a century? Meet the outdoor entrepreneurs and leaders rebuilding regional economies and transforming Appalachia.RIDING THE IDITARODAppalachia’s John Logar won the 1,000-mile footrace in 2014. He’s headed back to the Alaskan race in 2018—this time, on his bike.last_img read more

How bad content is undermining your marketing strategy

first_img continue reading » Financial institution marketers pour a great deal of time, energy and money into providing content for their consumers. The hope is that, through this content, consumers will be swayed to at least give that institution a chance at their business.Unfortunately, many financial education marketers inadvertently cripple their content marketing efforts by committing one or more no-no’s when it comes to communicating with consumers.Below please find a few examples of these “dont’s” and what you can do to avoid them in the future.Writing too much. In this day and age, busy consumers simply will not give you time to read lengthy marketing materials. Rather than trying to cram every possible word onto your printed materials or website, learn to use words sparingly. Go for bullet points, concise ideas and condensed thoughts. Cut the copy whenever possible.Writing for too broad an audience. Financial institutions often try to be all things to all people. It simply won’t work. Banks and credit unions do best when they find their niche among consumers. Once you find that niche, tailor your content marketing to address it. Use relevant wording, testimonials and examples relevant to that target audience. ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblrlast_img read more

The value of a multiple common bond

first_img ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr continue reading » Choosing the right charter for FOM (Field of Membership) expansion is vital to a credit union’s strategy for growth. Institutions are offered the opportunity to operate under three specific types of charter: single common bond, community or multiple common bond. The choice will determine the future of the credit union, from regulatory requirements to growth to marketing investment.Historically, credit unions focused on a sole group or physical location, which has allowed for strong, intimate member relationships, but that arrangement has not always facilitated growth. For credit unions in this position that wish to expand their FOM while maintaining a close connection to their members, the multiple common bond may be an avenue worth pursuing.“Multiple common bond credit unions want to grow beyond a single market,” Sam Brownell, founder/CEO of CUCollaborate, said. “They want to preserve their identity with their SEGs (Select Employee Groups) with the benefits of a community charter.”A multiple common bond credit union is chartered to serve a combination of distinct, definable single occupational and/or associational common bonds. According to the NCUA, this may include “an employer-based group or persons employed within a Trade, Industry or Profession” or “a member-based group meeting the NCUA’s threshold requirement and totality of circumstances test.”last_img read more

Governor Wolf Requests Federal Disaster Aid for March Snowstorm

first_img Latest News,  Press Release,  Weather Safety Harrisburg, PA – Governor Tom Wolf today sent a letter to the President, requesting federal disaster aid for Bradford, Lackawanna, Luzerne, Susquehanna, Wyoming, Northumberland, Pike, Wayne and Montour counties to help offset the financial burden of a record-breaking snowstorm that crippled much of the northeastern part of the state in March.“This snow storm required the resources of all state and local snow removal capabilities, including state and local road crews and equipment, and countless hours of staff time to ensure the health, welfare and safety of the public and property. The closure and slowing of mass transit then caused a ripple effect in the lack of access to critical facilities,” Governor Wolf said. “The severity and magnitude of this storm stretched our commonwealth resources well beyond their limits, which is why supplemental federal assistance is now necessary.”The major disaster declaration through the Federal Emergency Management Agency would provide federal funding to local, county and state governments, as well as certain eligible non-profits in those counties through the Public Assistance program. Applicants can be reimbursed up to 75% of the costs incurred on eligible expenses for the eligible 48-hour time period. Eligible expenses can include but is not limited to: costs associated with paying overtime, repairs to damaged infrastructure, equipment rentals and materials.The overall total costs associated with this request, as validated by the Joint Preliminary Damage Assessment conducted by PEMA and FEMA, are $7.2 million: May 02, 2017 Wyoming County$248,957 Luzerne County$2,640,384 Montour County$114,796 Susquehanna County$328,926 The governor signed a Proclamation of Disaster Emergency, which is a required step in order to request federal aid, for this storm on March 13.The full text of the letter is below:Dear Mr. President:Pursuant to the provisions of section 401 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act, 42 U.S.C. § 5170 (Stafford Act), and implemented by 44 CFR § 206.36, I request that you declare a major disaster for the Commonwealth of Pennsylvania (the Commonwealth), as a result of  Winter Storm Stella, a severe snow event, that impacted Pennsylvania during the period of March 13 through March 16, 2017.  I have determined that the disaster is of such severity and magnitude that effective response is beyond the capabilities of the Commonwealth and that supplemental federal assistance is necessary.  I am specifically requesting a major disaster declaration for a snowstorm, including all categories of work available under the Public Assistance program for the counties listed below.  The Commonwealth is also requesting Hazard Mitigation, for the affected counties.  The Commonwealth reserves the right to add additional counties to this request.For this request, the following counties in Pennsylvania are core counties that have met record, or near record snowfall totals pursuant to the Federal Emergency Management Agency’s (FEMA) Public Assistance Program and Policy Guide, Appendix H:  Snow Assistance (FEMA Snow Policy) and have met the per capita threshold: Bradford, Lackawanna, Luzerne, Montour, Northumberland, Pike, Susquehanna and Wyoming.The following county is contiguous to the above listed core counties that have met the required record snowfall totals pursuant to FEMA Snow Policy and the per capita threshold:  Wayne.I. STATE OF EMERGENCYOn March 13, 2017, I declared a disaster emergency throughout the Commonwealth of Pennsylvania due to the impending effects of the severe snow event.  As part of this proclamation, I directed that appropriate response action be taken, and that the Commonwealth’s emergency operations plan be executed.The following counties within Pennsylvania also declared disaster emergencies: Berks, Carbon, Chester, Lackawanna, Lancaster, Luzerne, Perry, Schuylkill, Susquehanna and Wayne.The snow event resulted in damages of approximately $7,200,000, to date.  This snowstorm produced heavy snowfall across the entire northeast corner of the Commonwealth, prompting the National Weather Service to issue blizzard warnings for much of eastern Pennsylvania.  The storm consisted of high winds and strong gusts creating periods of near-blizzard conditions accompanied by very cold air and sub-zero wind chills.  The storm was rated a Category 3, or Major storm, on the Northeast Snowfall Impact Scale (NESIS) scale.  These severe weather conditions generated significant transportation issues including preemptive road closures, numerous accidents, disabled or stranded vehicles, which caused the closure of portions of the Commonwealth’s major transportation corridors, including Interstates 81, 80, 84, 380, and portions of the Northeast extension of the Pennsylvania Turnpike.  An avalanche closed a vital auxiliary route between 2 of the affected counties for the duration of the event.  The conditions generated significant life-safety issues requiring a variety of critical resource and support needs, such as: rescue and evacuation of stranded motorists; wrecker service with recovery staff; generators; transportation of emergency workers; and effective communications.  Significant delays were also realized in truck service, mass transit, and some regional and international airports.  Continued state assistance, support and monitoring were required as the snow event continued.  The severity of the snow storm depleted financial resources for many of the municipalities located in the affected counties, including one already designated a financially distressed city pursuant to Pennsylvania’s Municipalities Financial Recovery Act, Act of 1987, P.L. 246, No. 47.II. RECORD OR NEAR RECORD SNOWFALLBased on our analysis using historical weather snowfall records provided by National Centers for Environmental Information (NCEI), current snowfall data also provided by the NECI, and the National Weather Service per FEMA Snow Policy, 8 core counties experienced record or near­ record snowfall for either one or two day periods, and one county met requirements to be considered a contiguous county.  Nine counties met the snow threshold and have estimated public assistance costs, including snow assistance costs within a 48-hour period, that meet the county per capita cost threshold required for a major disaster declaration.In addition to generating record or near-record levels of snowfall throughout significant portions of the Commonwealth, the storms negatively impacted road conditions, accessibility and mobility. These conditions provided major challenges to the public safety community in supporting basic and event-related emergency services as well as disaster response needs at the municipal and county levels.  The conditions also created major public safety situations in many areas of the Commonwealth.  It required the mobilization and deployment of a variety of local, state, volunteer and private resources to address emergency needs and public safety issues associated with the event.  As previously stated, portions of the Commonwealth’s major transportation corridors were closed for extended periods of time, placing additional demands on other segments of the system.  Basic access along the Commonwealth’s transportation system had to be maintained to ensure the capability of providing essential emergency services and resource support to the required areas.Given the characteristics and associated impacts of this event, snow removal assets at the local and state levels were primarily dedicated to maintaining access to and along major roads and highways to the detriment of snow removal on secondary, residential, and municipal roads during the period of March 13, 2017 through March 16, 2017.  Continued work was required to conduct snow removal operations on these secondary roads to ensure that basic emergency services could be provided during this event.III. IMPACT ON THE COMMONWEALTHThe impact on the Commonwealth from this severe winter snowstorms can be examined from different perspectives, for example, human resources and infrastructure.A. Human ResourcesThis snow storm required the resources of all state and local snow removal capabilities, including state and local road crews and equipment, and countless hours of staff time to ensure the health, welfare and safety of the public and property.  The closure and slowing of mass transit caused a ripple effect in the lack of access to and staffing of critical facilities.In addition, Voluntary Organizations Active in a Disaster (VOAD) provided resources and conducted activities in response to this disaster. For example:American Red Cross provided continuous Agency Representatives (AREPS) to the Commonwealth Response Coordination Center (CRCC for coordination of possible sheltering operations and other unmet needs.Pennsylvania VOAD executive committee maintained communications and interagency coordination between the CRCC and member organizations for delivery of emergency assistance.State, county and volunteer services provided hospitals with transportation assistance for patients and staff.VOAD members provided material and personnel support to Emergency Support Function 6 (Mass Care) and Emergency Support Function 8 (Public Health).B. InfrastructureThe Commonwealth’s infrastructure was also greatly impacted by the snow event.  Local governments and public schools were closed for multiple days.  The Wilkes-Barre/Scranton International Airport remained open, but had limited runway availability, restricted air operations, and suffered cancellation of many flights, which led to delays, loss of revenue, citizen confusion, and additional taxing of emergency management efforts at state and local levels.Some state and regional bus services were cancelled or delayed and other mass transit systems, if not cancelled or delayed, ran significantly behind schedule.  Authorized waivers were issued to facilitate transportation activities, and to mobilize employees.  Pennsylvania counties used crews from local public works departments, which incurred additional costs and severely depleted local supplies of road treatment materials.IV. STATE AND LOCAL RESPONSE TO THE DISASTERThe CRCC was activated on March 13, 2017.  This activation included pre-positioning PEMA personnel in the three area offices located in the east, west and central portions of the Commonwealth.  PEMA coordinated with the National Weather Service, local jurisdictions and state agencies on March 13, 2017, concerning the severe winter storm forecasts and potential impacts associated with the level of snowfall and high winds.  The CRCC fully activated all Emergency Support Functions on March 14, 2017, and did the following: monitored the storm and interfaced with localities and state agencies projected to be impacted by the storm; disseminated the necessary public information and guidance to the public; responded to media inquiries; mobilized and pre-staged resources to effectively respond to local and regional requests for assistance; and responded to requests for assistance, as required.The CRCC logistics section coordinated resource requests for unmet needs, conducted the procurement of assets and supplies; and supported CRCC operations with information technology services, communications, provision of meals, security and safety.After response operation subsided, PEMA reviewed and evaluated Preliminary Damage Assessments received from affected localities and state agencies.  Historical snow totals were provided by the National Centers for Environmental Information (NCEI).  The event snow totals were compared with the NCEI historic snowfall record database.  Damage costs were compared with per capita thresholds.  All data that was consistent with the FEMA Snow Policy, and met per capita thresholds was provided to FEMA Region III for review, which served as a partial Joint Preliminary Damage Assessment.The Pennsylvania Department of Transportation (PennDOT) conducted statewide snow removal operations for interstate highways and other roadways.  District incident command centers were activated and roads were closed, including: Interstates 81, 80, 380, 84 from below Interstate 80 to the New York State line.  During the storm, PennDOT monitored road conditions; reduced speeds on designated roads; coordinated the closure of designated roads; activated variable message signs (VMS) with emergency messages; and responded to accidents and emergencies.A waiver of the federal motor carrier hours of service regulations was implemented by PennDOT for the period of March 15, 2017, through March 20, 2017.  This waiver ensured that carriers delivering essential food, dairy products, pharmaceuticals to food distribution, retail and wholesale food establishments, as well as transportation and distribution of agricultural feed.The Pennsylvania Turnpike Commission conducted statewide snow removal operations on the Pennsylvania Turnpike; assisted stranded motorists; and set up detours when accidents closed portions of the Turnpike.Nine hundred and forty-five (945) Army National Guard personnel were activated to perform multiple statewide missions that included: transporting emergency medical personnel and patients; assisting with highway closures; transporting citizens to warming centers; transporting cots to shelters; transporting Pennsylvania State Police troopers to police incidents; supplying food, water and other necessities to stranded motorists.  Over 25 Humvees, or other high profile vehicles were utilized in the response efforts.  In addition, the National Guard, the Pennsylvania State Police and the Department of Transportation coordinated personnel to transport a critically ill child from East Stroudsburg to the Janet Weis Children’s Hospital in Danville during the height of the storm.  This trip was well over eighty miles one way.The Pennsylvania Department of General Services monitored all Commonwealth owned facilities and equipment; researched Commonwealth equipment to determine if resource requests could be filled; advised on the need for Commonwealth Agency Office closures due to the severity of the weather; and provided for the utilization of any requisite emergency procurement and contracts.  All Commonwealth Agency Offices in the central, northeast and southeast part of the state were closed on March 14.  Commonwealth Agency Offices were again closed on March 15 in the northeast, and delayed in central and southeast Pennsylvania.The Pennsylvania Department of Aging monitored emergency meals provided by the Area Agencies on Aging, and ensured contact was made with citizens to verify their condition and well­being.The Pennsylvania Department of Conservation and Natural Resources utilized four-wheel drive vehicles to transport CRCC personnel to and from PEMA in central Pennsylvania, and assisted in snow removal activities in the most severely impacted counties in the Northeast corner of the state.The Pennsylvania Department of Health monitored emergency medical response statewide to determine if allocation of emergency response equipment would be necessary and verified one fatality in Susquehanna County with the Pennsylvania State Coroners Association.The Pennsylvania State Police responded to police incidents, assisted with highway closures, and established detours around closed roads.  The Pennsylvania State Police also conduct life-safety checks to stranded motorists throughout the counties affected by the snow event.The Pennsylvania Game Commission also assisted in snow removal activities in Luzerne County, utilizing available heavy equipment that was brought to the affected counties from other areas of the Commonwealth.V. RECENT DISASTER HISTORYOver the last twelve months, the Governor of the Commonwealth of Pennsylvania has declared 2 proclamations of disaster emergency.  In October of 2016, the Commonwealth experienced heavy rain and flooding that resulted in a Presidential Declaration of Major Disaster.  Some of these areas are again directly impacted by this snow event totaling $540,823 in damages.During this event, the Commonwealth experienced severe winter storms and resulting effects to warrant a Governor’s proclamation of disaster emergency.  The March 2017 winter storm warranted the Commonwealth’s supplementation of county and municipal efforts, and included direct assistance from the Commonwealth valued at approximately $467,000.VI. CURRENT DAMAGES – 2017 WINTER SNOWSTORMPreliminary Damage Assessments (PDA) were conducted with local governments, authorities, counties and state agencies.  These PDAs provided cost information to PEMA from the local governments, authorities, counties, state agencies and eligible private, non-profit entities.  The information contained in the PDA included, but was not limited to equipment costs, force account labor costs, material costs, and other information that is consistent with the FEMA Snow Policy.Finally, I have designated Mr. Jeffrey Thomas (Mr. Thomas) as the State Coordinating Officer for this request.  Mr. Thomas will work with FEMA to provide further information as needed on my behalf.Sincerely,TOM WOLFGovernorGovernor’s Declaration Request to President – Winter Storm Stella by Governor Tom Wolf on Scribd Governor Wolf Requests Federal Disaster Aid for March Snowstorm Northumberland County$420,817 State Agencies$67,940 Lackawanna County$2,022,195 CountyCosts Wayne County$470,254 SHARE Email Facebook Twitter TOTAL$7,215,651 Pike County$360,559 Bradford County$540,823last_img read more

PPF’s in-house management decision not motivated by costs – CIO

first_imgGreater control over asset selection, rather than cost concerns, was the main driver behind the Pension Protection Fund’s (PPF) decision to in-source asset management, according to the scheme’s CIO.In its strategic plan published earlier this year, the UK’s £20bn (€28.6bn) lifeboat fund gave weight to ongoing efforts to reduce the number of external asset managers, citing the spiralling cost of its contracts.The PPF provides a safe-haven for defined benefit (DB) pension schemes whose sponsoring employers have become insolvent.It uses a number of external asset managers, while running manager selection and asset allocation itself. However, Barry Kenneth, the fund’s CIO, said control would be the “first and foremost” reason to in-source any management, given the team’s understanding of the portfolio’s risk exposures.The PPF has previously said fund manager fees were expected to increase by one-third, or £38.6m, over the 2015-16 financial year.The increased costs – in total, £120.1m for 2015-16 and rising to nearly £133m by 2017-18 – would be due to the growing exposure to alternative assets.While Kenneth backed the earlier position of only in-sourcing where the scheme could reduce costs, he denied it would be the basis of any decision.“We know our framework better than anyone else, so, by definition, we should be able to manage it, knowing everything else within the fund, and do so in a more controlled fashion,” he said.“That is the main desire to bring assets in-house.”A number of the fund’s asset managers have been granted discretionary mandates controlling asset selection, with the PPF only vetoing investments over a certain value.By bringing management in-house, the fund’s team would be able to react to market events while accounting for the impact on other portfolio investments.“We know what we want and how we are thinking about the fund,” Kenneth said.“Effectively, when [external managers are] adding assets, we probably have a view on how that fits in.”However, he added: “If we do not think we can do it better and more efficiently, we will not do it for the sake of it.”The PPF had previously said it would not build up in-house competence in areas where it did not expect to invest for the long term.At the end of March 2014, the PPF had more than £15bn in debt instruments and was building up a 12.5% allocation to “hybrid” assets – which provide liability-matching income streams combined with asset growth – such as long-lease property.Kenneth said the fund would be unlikely to ever take 100% of any asset class in-house, as his team would still need a benchmark to measure against.“We always want to learn, so if there are managers we interact with, we need to be able to bounce ideas off them,” he said. “It is also good for the board to see how we perform against others.”He said managing assets would be the next evolution for his team, one he has led for two years, given that asset class decisions were not even made in-house prior to his arrival.“We will do this bit by bit and in a logical manner and ensure the risk to the board and investment team is kept to a minimum,” he said. “We are not under time pressure – doing it properly is more important.”last_img read more

Danica sees more business potential in Sweden, Norway

first_imgBut Klitgård said the result from the company’s insurance operations increased by 9% to DKK1.34bn before tax.“The performance,” Danica said, “was adversely affected by the financial market turbulence experienced in the third quarter but favourably affected by improvement in the health and accident business.”Investment returns were down sharply compared with last year, with the net return on customer funds for the with-profits Danica Traditionel pension plan just 0.6% in the nine-month period after 10% in the same period in 2014.However, Danica said that, after it made a change to additional provisions, the return for Danica Traditionel was 3.2% compared with 5.5%.Returns for the unit-link products Danica Balance and Danica Link came in at between 0.5% and 2.1% for the first nine months.This is down from average returns for the two products reported at the half-year stage of 4.5% and 7.5%.Overall, premiums rose to DKK22bn between January and September from DKK20.3bn in the year-earlier period.Within Denmark alone, premiums fell slightly to DKK14.4bn from 14.8bn.In Sweden, premiums were up 44% to DKK6.2bn, while in Norway premiums rose 10% to DKK1.4bn.In both of these countries, the increases had been due to higher single premiums as well as a stronger inflow of new corporate customers early in the year.It said it worked more closely with its parent Danske Bank in the two Nordic countries on selling pensions and comprehensive products to personal as well as business customers.It also said it continued implementing its new investment strategy in the reporting period, aimed at generating long-term returns “at the top end of the market”.The strategy includes more direct investment in companies and more alternative investments, including property.Danica Pension’s total assets came to DKK355bn at the end of September 2015 from DKK353bn at the same point last year.Danica is the country’s second-largest commercial pensions provider after PFA Pension. Denmark’s second-biggest commercial pensions firm Danica Pension witnessed a 44% surge in premiums in its Swedish business in the first nine months of this year and 10% growth in Norway, and said it expected to make still more out of these markets.Announcing interim figures for January to September, Per Klitgård, chief executive of the Danske Bank subsidiary, said: “We see further potential in both markets in the short as well as in the long term.”He described the growth notched up by the two Nordic subsidiaries as a continuation of a positive trend.At DKK1.49bn (€200m), Danica Pension’s pretax profit was below the DKK1.51bn figure reported for the same period last year.last_img read more

DB consolidator Clara unveils trustees ahead of first deal

first_imgClara-Pensions, one of two emerging defined benefit (DB) consolidators in the UK, has picked the former chair of the country’s pension trade body and two other senior pension professionals as the first trustees of its independent governing board.The formation of the government board was the first in a series of developments for the company as it planned to take on its first pension scheme – and thereby formally launch – later this year, according to a statement.The trustee board will be responsible for governing the occupational pension scheme trust that Clara will set up to execute its stated purpose – to serve as a bridge to the insured market.Incoming schemes would each become a section with the trust. Commenting on the trustee appointments, Adam Saron, CEO of Clara-Pensions, said: “As Clara gets ready to welcome its first pension schemes and members, establishing our independent board of trustees is a key milestone.“The collective experience of these trustees greatly enhances our ability to put members on a more secure path to a fully-insured future,” he added.Alan Pickering, a well-known figure in UK pensions, has been selected as Clara’s first chair of trustees. He is the chairman of BESTrustees and a trustee of multiple pension schemes. Pickering is a former chair of the UK pensions trade body, when it was still called the National Association of Pension Funds, and has also served as a non-executive director of The Pensions Regulator.Pickering said: “It is an honour to be asked to take this role since I have spent most of my life helping to fulfil pension promises. I now have an opportunity to help members and employers in a new way by delivering these promises clearly and cost-effectively.”The other two trustees are Michael Chatterton and Frank Oldham.Chatterton is managing director at Law Debenture, representing the firm on eight pension schemes. Previous roles include head of settlement solutions at what was Watson Wyatt, and chief executive of Black Mountain Group.Oldman is client director of Independent Trustee Services (ITS) and a trustee director of the Marsh & McLennan Companies UK Pension Fund. Before joining ITS he was at Mercer, most recently as global leader of DB risk consulting and solutions.The other DB consolidator in the UK market, The Pension SuperFund, recently lost its first CEO and head of origination. In a statement announcing their departures, the company said it expected to imminently announce the composition of its trustees and a range of senior appointments.last_img read more

Trojans And Tigers Split Volleyball Games

first_imgEC Volleyball JV and Varsity traveled to Lawrenceburg for an EIAC match-up tonight. EC JV came out on top, but varsity lost a tough match in 5.Varsity scores: 24-26, 22-25, 25-23, 25-21, and 15-10.East Central Varsity VB vs Lawrenceburg (9-3)‘We never got into a groove. We managed to pull through in games one and two, but even then we weren’t doing the little things right. We just made fewer mistakes to pull out the win. I don’t want to take anything away from Lawrenceburg. Staci did a great job keeping the girls focused on the task at hand. However, when it came down to it, we were our own worst enemy tonight. You can’t win a match with 50 unforced errors, especially against a disciplined team.  In the end, we played not to lose rather than playing to win. Doing that will get you the loss every time. We can take a lot from this, and we will. I truly believe that they will bounce back and grow from this. These girls are strong and love the game. Those two things can’t be taught.’  Trojans Coach Cassie Laker.Varsity is now 7-6 (4-1 in EIAC). Next match is Tuesday at Rushville for JV and Varsity.EC Volleyball traveled to Lawrenceburg tonight where JV won 25-11 and 25-15.‘Lawrenceburg is one of our tougher teams and they showed up to win today. Both games started point by point until that mid-way point where EC stepped up their intensity. Our serving intensity makes a big difference and lead the way to finish the match in 2 games.’Courtesy of Trojans Coach Bernice Rosemeyer.last_img read more