Construction workers are frequently stressed about work-related injuries and pain and often fail to seek help, putting themselves at risk for more injuries and mental health issues, including depression, anxiety, and even suicide, according to a new study by researchers at Harvard School of Public Health (HSPH).The study was published online October 1, 2013 in the Journal of Occupational and Environmental Medicine.“This pilot study [a small study intended to generate hypotheses for further investigation] shows the high prevalence of substantial mental distress in the U.S. construction worker population, and how this distress is strongly related to pain and injuries,” said senior author Silje Endresen Reme, a clinical psychologist and visiting scientist in HSPH’s Department of Environmental Health and a scientist at Uni Research in Norway. “There is a need for increased treatment choices, education, and acceptance of mental disorders in these high-risk workers.”The research evolved from the EPIMC Study (Epidemiologic Pilot Investigating Mental Health among Construction Workers), a project of HSPH’s Center for Work, Health and Well-being and headed by Reme. The new study is the first comprehensive investigation of mental distress among construction workers, according to the authors. Read Full Story
Catholic Relief Services and Saint Mary’s’ environmental studies department are promoting the use of reusable water bottles and containers on and off campus by organizing a water bottle challenge.The challenge was created by two sophomores, Gabriella Garcia and Ana Liu, and English professor Aaron Moe and has been gaining traction among students and faculty.“[Garcia] and [Liu] are taking my Native American literature course,” Moe said. “In that course, I shared my interest in something like a water bottle challenge. They came and talked to me after class and shared their work with Catholic Relief Service, so we decided to work together to sponsor this water bottle challenge.”Interested students can fill out a Google Form with their name and the amount of time they wish to participate in the challenge — one, three and six months, or a full year. The form also lists specific ways participants can reduce the use of single-use plastics, like using reusable containers instead of disposable plastic bags.“The water bottle challenge specifically challenges those participating to not drink from single-use plastic,” Garcia said. “One could take their own liberties on what they consider single-use. The main goal for us is to reduce the use of single-use plastics as much as possible. I participate by only drinking out of reusable containers, and I will also try to not eat anything that comes packaged in single-use plastic in order to reduce my contribution to the plastic industry.”Over 142 students, faculty and others have signed up to participate in the challenge so far. The motto of the challenge, “Not even a sip from a single-use container,” promotes the discussion behind its purpose, Moe said.“When we recycle, we feel like we are being green when really we should be reducing,” he said. “[We learn] ‘Reduce, reuse, recycle,’ [the] last resort being recycle and throw away. The water bottle challenge is geared towards reducing and not even recycling it. By the time we recycle, that should be a last resort. We should try to find alternatives before it even gets to that point.”Students can pick up a sticker supporting the water bottle challenge Friday from 11 a.m. to 2 p.m. in the Student Center Atrium.“If a student picks up a sticker, it symbolizes that they recognize that there is a problem,” Garcia said. “Hopefully they see changes that they can make in their life to lessen their plastic footprint.”Tags: catholic relief services, environmental studies, reduce, water bottle challenge
Over the course of the year, the University expects to welcome between 2,150 to 2,180 first-year students to the class of 2024 after receiving 21,273 applications and admitting 4,055 students this cycle.Diane Park Predicting that COVID-19 would decrease the yield rate of first-year students, the University offered a few hundred more acceptances than in previous years; however, more students enrolled than anticipated. The incoming class is expected to be at least 100 students larger than last year’s incoming class.With incoming international students still struggling to obtain visas, the exact number of first-year students will remain in flux for the next few months. Don Bishop, associate vice president of undergraduate enrollment, said the University will offer midyear options for international students to enroll at Notre Dame, and depending on how many students receive visas, the makeup of the class of 2024 may change.Admissions received around 60 summer cancellations this year, in comparison to around 30 cancellations in past years. While this number was greater than in past years, Bishop said admissions prepared for an even greater loss. In addition, the number of students electing to take a gap year increased to around 60 to 100 students as opposed to the usual 15 to 20 students.Less than half of the students who applied with an ACT of 34, 35 or 36 or an SAT score of 1500 to 1600 were admitted this year. While the typical Notre Dame student ranks in the top 1 to 2% in their high school class, Bishop said the admissions committee considers more than numbers in its review process.“We look at the rigor of their curriculum,” Bishop said. “Did they seek out more active and creative and challenging learning opportunities? Do they like to think not just accomplish? We looked at their motivation for their success, not just their grades and test scores.”Bishop also said admissions tries to assess how students will use the resources Notre Dame has to offer. When reviewing applications Bishop said the committee asks themselves the following questions: “Do they see the mission of Notre Dame, and do they articulate a connection with what we’re trying to accomplish? Do they want to give more to other people than just take and get tribute for their own talent?”The demographics of the incoming class are comparable to previous years. The class is expected to be composed of 27% U.S. students of color, with 6% African American, 10% Asian American, 10% Hispanic/Latino and 1% Native American.Bishop said 14% of the class will be what he considers “global.” Six percent of these students are international citizens, while the rest are dual-citizen American students or American students raised abroad.“Fifty-nine nations are represented,” Bishop said. “That counts the U.S., so 58 other countries and the United States are represented. The largest countries, China and Mexico, were pretty close to tied, and then Canada, Brazil, England, United Kingdom, Puerto Rico, as a region, South Korea, Ireland, Poland and Spain.”This year, 384 incoming first-years are first-generation college students, recipients of Pell Grants or from families who earn below $65,000. More than 100 students have a home income between $65,000 and $100,000.“The University leadership and the trustees worked with me to increase our planning and our funding for financial aid to go out and recruit more high-need students, and we were successful in that, and I’m very proud of that,” Bishop said.Despite COVID-19, Bishop said the yield rate for lower-income students was comparable to that of past years, but admissions saw an increase in competition for that same group of students.“About 50% more of [low-income students] that we lost went to the top 10 schools in the country than the rest of our applicant pool,” Bishop said. “So they had more of the top 10 options in our pool. The competition for the highest ability low-income students is fierce among the top 15 schools.”The University will also welcome 249 transfer students this year. Seventy-four of those students will transfer to Notre Dame through the Gateway Program in collaboration with Holy Cross College. Traditional transfer students account for 143 of all the transfer students, about half of which are coming from other Catholic universities. Thirty-one students will transfer to Notre Dame through programs in the College of Engineering.“Thirty-one students are three-two or four-one engineers, so they’re three years at the other school or four years at the other school, and then they spend two or one years here getting an additional undergraduate engineering credential,” Bishop said.Since the University gave undergraduate non-first-year students the option of living off-campus in light of COVID-19, most of the transfer students were offered and accepted campus housing.“This is probably the first time that nearly all the transfers were given that opportunity, so in a way that’s kind of nice,” Bishop said.Almost 1,500 high schools across the nation and the globe are represented in the class of 2024, with 44% of students having attended public high schools, 40% Catholic and 16% private or charter schools.About a quarter of the class has chosen to enroll in the College of Arts and Letters, about 21% in the College of Engineering, 24% in the Mendoza College of Business, 28% in the College of Science and 2% in the School of Architecture.“Science has the highest growth,” Bishop said. “Women in science has been, for the last 10 years, a real mover. There are more women going into science than men. I think the percentage of women in the science department is about 60 to 62%, so it’s a very strong trend that continues.”To make up the first-year class, Bishop said admissions looked to admit a diverse set of students in culture, ethnic background, global awareness and economics while looking at applications from a holistic perspective. This year, he thinks, the admissions committee has met their goals.“I used to praise our admitted classes and note how impressed I was with their accomplishments,” Bishop said. “I can now honestly say I am inspired by our students — they have done so much and care so deeply. … I would not trade our enrolling class for any other in the United States.”Editor’s note: A previous version of this article incorrectly stated over 50 incoming first-years are first-generation college students, recipients of Pell Grants or from families who earn below $65,000, and more than 40 students have a home income between $65,000 and $100,000. The Observer regrets these errors.Tags: Admissions, class of 2024, COVID-19, Diversity, Don Bishop, Welcome Week 2020
Share:Click to share on Facebook (Opens in new window)Click to share on Twitter (Opens in new window)Click to email this to a friend (Opens in new window) JAMESTOWN – A Jamestown man is charged following a shooting early this morning on East Seventh Street at Lincoln Street, according to the Jamestown Police Department.Police say that the passenger of a red sedan fired several shots towards a home that was occupied by several adults and young children. Police say they were able to locate the vehicle at an address on Columbia Avenue.Police add that the suspect, Stephon L. Thomas, 20, was inside the Columbia Avenue residence. Thomas was arrested and the occupants were able to exit the residence safely.An executed search warrant resulted in the seizure of a loaded 9mm handgun. Thomas is charged with second-degree criminal possession of a weapon and first-degree reckless endangerment. Thomas is currently in Jamestown City Jail awaiting arraignment. Police say more charges are expected as the investigation continues.Police say no one was hurt in this incident and this incident is believed to a targeted crime and not a random act of violence.Investigators believe that this shooting is linked to a shooting incident from Sept.30, where multiple shots were fired in the area of 52 Bowen St. That investigation is also continuing and police say charges are pending in that case. Anyone who may have additional info on either shooting is asked to contact the Jamestown Police at 483-7537 or via the Anonymous Tips line at 483-Tips (8477). All Calls will be kept confidential.
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York A credit union executive from Valley Stream has been accused of embezzling $6 million from the financial institution and spending about half of that money on lottery tickets, federal prosecutors said.Kam Wong, the president and CEO of Municipal Credit Union (MCU), was charged Tuesday at Manhattan federal court with bank fraud, wire fraud, embezzlement from a federally insured credit union, and identity theft.“The CEO and president of New York’s oldest credit union abused his position of trust … to enrich himself,” said Geoffrey Berman, the U.S. Attorney for the Southern District of New York. “Wong allegedly stole money from the credit union’s earnings that were intended to reward the credit union’s members, not line Wong’s pockets.”Prosecutors said the 62-year-old banker submitted hundreds of thousands of “sham invoices” for dental work never performed on him or paid by him and used the reimbursements and other questionable payments to embezzle the funds since 2013.He deposited the money into an account, withdrew funds and spent at least $3.5 million on lottery tickets, according to investigators. When he learned of the investigation, he allegedly misled federal agents to justify the payments, authorities said. MCU’s board placed him on leave in February following an internal investigation.The nonprofit MCU has 425,000 members, including municipal, state, and federal workers, with its earnings intended to be directed back to its members in the form of more favorable rates and lower fees, authorities noted.Wong faces up to 30 years in prison, if convicted of the most serious charges before Judge James Cott.
There are a number of constituency groups within a credit union, the people of which have (or should have) an interest in their respective credit union’s financial health. These constituency groups include regulators, managers, employees, committees and members. Making sure these people understand the importance of being aware of a credit union’s financial standing and then keeping them informed can be daunting for CEOs. The challenge becomes particularly acute when it comes to people who serve on a voluntary basis on a variety of credit union committees. And yet, these volunteers often are the people regulators expect to assume the highest levels of responsibility for a credit union’s viability and compliance. Credit union committees most likely to be manned wholly or partially by volunteers include boards of directors, supervisory committees and asset/liability management committees (ALCO). These committees are critical to a credit union’s existence. Yet, for volunteers, their credit union responsibilities are often secondary to their respective professions. The most competent volunteers usually have a limited amount of time to devote to their credit union’s affairs. The purpose of this article is to focus on some critical credit union committees and the volunteers who make up these committees. We’ll briefly delve into why volunteers should constantly be aware of their credit union’s financial standing. Then we’ll explore how managers can help volunteers meet their mandated financial responsibilities with a minimum of time.The Board of Directors May be Comprised of Volunteers but Responsibilities Are Still HighNCUA has made it clear that individuals serving on boards of directors are to be held to high standards and expectations as described in regulations (CODE OF FEDERAL REGULATIONS; Title 12 – BANKS AND BANKING; PART 701- ORGANIZATION AND OPERATIONS OF FEDERAL CREDIT UNIONS; §701.4 General authorities and duties of Federal credit union directors).The board of directors is responsible for the general direction and control of affairs of their Federal credit union. The ultimate responsibility of each Federal credit union’s board of directors for that Federal credit union’s direction and control is non-delegable. Board members are expected to:Carry out their duties in good faith and in the best interests of the membership as a wholeAdminister affairs fairly and impartiallyWithin six months of election, have a working knowledge of credit union finances and accounting practicesDirect management’s operation in conformity with regulationsAmong the key competencies board members are expected to master are basic financial literacy and financial analysis.Boards are expected to make sure the credit union maintains its sound financial condition and boards should continually assess the credit union’s financial performance.Volunteers Often Serve on ALCOs A credit union’s Asset/Liability Management Committee (ALCO) is probably the most important operating task force that serves in a credit union. A credit union’s ALCO is responsible for the coordinated oversight of its balance sheet. Regulators expect a credit union’s ALCO to assume responsibility for recommending to the board of directors the amount of risk to which the credit union should be exposed. ALCO membership should include representation from each major department within a credit union including the board of directors and the supervisory committee. ALCOs should be tracking key financial data within a credit union to assure the ALCO is performing according to regulations and making effective recommendations to management and the board of directors.For Volunteers, Quality Data over Quantity is ImperativeEvery person in a credit union who serves in a leadership positon needs to be provided a number of reports to keep them aware of the performance of that credit union. Because a credit union’s financial standing can shift quickly, it is best to provide reports monthly. Volunteers often serve on boards and other required committees within credit unions. These volunteers usually have limited time to devote to their credit union duties. It imperative they have critical financial data in a capsulated format that they and other leaders can scan quickly and determine if there are areas that need to be “drilled down on”. The best method to provide important financial data in a capsulated format is to utilize key financial indicators reports. Key financial indicators that reflect the most significant areas leaders need to focus on need not make up a lengthy list. An effective key financial indicator report can usually be fitted on one page and can be quickly scanned by a trained observer. Based on years of research and experience, this author makes the following recommendations regarding key financial indicators reports:A committee, or an experienced consulting firm, be commissioned to create the list of key financial indicatorsKey financial indicators be tracked for three to five yearsLong-term goals for each indicator be reflected on the reportColor coding be used in the report that highlights indicators according to the level they are within or outside parameters (i.e. green, yellow, red, etc.) A stochastic, statistically-validated method be used to determine indicators that should be reflected on the report to assure the indicators represent data that are significant to the meeting of long-term objectivesThe list of key financial indicators be limited to no more than a dozen and a halfIn Summary:Credit unions are dependent on volunteers to serve in key positions. Typically, turnover is high among competent volunteers because of their time constraints. Keeping experienced volunteers in their respective positions is as important as keeping experienced employees. Respecting the limited time volunteers have to devote to credit union affairs helps to assure they will stay in their positions longer. Providing key data in a capsulated format will help to keep volunteers informed and effective with a minimal amount of their time. 14SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Dennis Child Dennis Child is a 40 year veteran credit union CEO recently retired. He has been associated with TCT for 25 years. Today, Dennis enjoys providing solutions and training for credit … Web: tctconsult.com Details
Small credit union executives wear a lot of hats. It keeps work interesting, but it can also involve being pulled in a lot of different directions. Small credit union CEOs need to be strong generalists; having working knowledge of regulation and compliance, lending, investment management, human resources, customer service, marketing, policy and more. In all of this mix, sometimes it is difficult to think about growth and long term success strategies. Here a few strategies for building a strong institution ready for growth.1.Partner: You can’t do it alone. Work closely with other institutions in the community on outreach, programming and financial education. Most credit unions offer some level of financial education to our members, but it is important to remember that many organizations really are thinking actively about the financial well-being of their communities. Your local political officials, non-profits, and religious institutions are thinking in some way about the financial health of the people they serve. Sometimes a conversation can spark some big ideas, and a strong partner can increase your impact. Don’t forget about outsourcing some tasks either. Yes, you could do the monthly member newsletter in addition to the underwriting loans. However, there are many skilled and talented consultants who can enhance your capacity without the need to hire a full time employee. To excel, your credit union sometimes needs to stop doing everything in house.2.Plan like you are big: It is ok to have big plans and goals as a small credit union. Growth starts somewhere. Clearly, there are capital and balance sheet constraints to growth. Not every growth plan can be completed and executed in a year, but plan for the big things. Start building bigger projects into your plans and you may be surprised how and where the resources appear to execute them, especially when they are top of mind. Put things in your budget, and figure out where and how to increase income to grow the revenue to execute the project. Don’t stay status quo.3.Participate: Leave time in your schedule to attend trainings, conferences and networking events more than once or twice a year. Learning enhances expertise and can improve operations. However, the value of getting to a conference and having a drink or dinner with industry peers or community partners cannot be overstated. It is easy to make excuses not to do these things in a pile of operational busyness, but these meetings are the key conversations that spark strategic thinking. Sometimes the informal sources of information are the most critical, leading to ideas, competitive knowledge and resources that are not otherwise accessible. Make sure you are getting out of your branch – as a small credit union leader, you are not just an office manager! You are the external face of your organization.And last but not least, don’t forget succession planning! One of the downfalls of small credit unions is the transition of a long term CEO. Some executives at small organizations almost entirely carry the weight of the organization. A lot of institutional knowledge and strategy is lost when a CEO with a long tenure leaves a small credit union. Be prepared for it – CEOs will want to leave or retire some day. If the goal is the longevity of the credit union, prepare for it far in advance. Give your credit union time to train a key employee into the role or comfortably prepare for a longer search. Running a small credit union is a unique role, and finding the right fit will take time. Small credit unions are vital financial institutions, and their success is important to their communities. It is possible to do well as a small institution, but it takes some thoughtful thinking! 98SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Sarah Marshall Sarah Marshall is a consultant in the credit union industry, and can be reached for partnership and speaking opportunities through Your Credit Union Partner. Her background in community development includes … Web: https://yourcupartner.org Details
31SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Myriam DiGiovanni After writing for Credit Union Times and The Financial Brand, Myriam DiGiovanni covers financial literacy for FinancialFeed. She is also a storytelling expert and works with credit unions to help … Web: www.financialfeed.com Details There’s so much to celebrate during the holiday season. In addition to the time with friends and family, the holidays can also deliver surprise gifts of green, as in cash and bonuses.If you are fortunate enough to receive a holiday bonus, take a moment to enjoy planning how to spend your windfall. But this year, instead of just buying stuff, use your bonus as an opportunity to rethink how you spend. Focus on what you value most, and then use your goals and dreams as a spending guide.Here’s three ways to do that.Invest in yourself: Throughout the year, we tend to put others’ needs before our own. An unexpected windfall could be your chance to finally get that online certification or attend a leadership workshop you’ve had your eye on. Perhaps you wanted to take a cooking class or kickboxing lessons. Or, maybe time is what you need most – so, use your bonus to pay someone else to clean your house. Whatever it is, an investment in yourself will always pay off in the short and long-term.Plan ahead: Use the extra money to finally start that emergency fund, vacation fund and/or holiday fund you’ve resolved to open every year, but never have. Maybe the extra money can go even further by using it to fund your HSA (hello, tax benefits!) or boost your retirement savings. No matter what, getting a jumpstart on New Year’s goals will set the tone for a successful and empowered 2019.Pay your debts: Okay, making a big payment on a credit card isn’t what normally comes to mind when thinking “fun,” but never underestimate the joy that can be derived from alleviating financial stress. And, paying down debt will result in a higher credit score, which will get you a better loan rate if you’re planning to buy a new car or home this summer – shopping for a nicer car or home is definitely fun! And remember, it doesn’t have to be eitherpay your debts orinvest in yourself. You can split your bonus and do both. When it comes to paying down debt, every little bit helps.
We spend a lot of time helping credit unions acquire new assets, including new businesses. In addition, we help them protect and enhance the assets they have. A way that CUs can protect and enhance their current assets is to examine their intellectual property portfolios—in particular, their trademarks. The value and relevancy of your brands is critical, and the right time to think about it is now. A trademark audit is an important part of an analysis.Such an audit has several key components.First, we recommend doing a review of whether important brands, such as your name or marks identifying your key products or service offerings or newly acquired brands such as the name of a recently acquired credit union or bank. All of these can be protected through registration. Many institutions believe that long-time use shields them from infringement, however, this may not be the case. Common law rights are limited to the geographic area in which you have market penetration. Federal trademark registration, on the other hand, confers significant benefits: This is placeholder text continue reading » This post is currently collecting data… ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
Morrison said there were an estimated 24,000 stranded Australians wanting to return home which the government has pledged to facilitate before Christmas.”With the success we have had as a country in recent months, we can start opening up again and we can start helping Australians getting home again,” Morrison told a press briefing.Australia is also looking to ease quarantine restrictions for returned travellers from New Zealand which has effectively stamped out the virus, and who account for 15% of returns, to free up hotels for other travellers, Morrison said.Australia closed its international borders early in the pandemic, and imposed strict lockdowns and social distancing measures, dramatically reducing the spread of the virus. It currently has a mandatory 14-day hotel quarantine for all international arrivals. Australia said on Friday it would increase the number of citizens allowed to return home each week to 6,000 as it manages to get new COVID-19 infections under control.Prime Minister Scott Morrison said the cap on the number of people allowed into Australia each week would increase by 2,000 by mid October after a National Cabinet meeting where states agreed to boost quarantine capacity.The country’s weekly limit is currently set at 4,000 people. Australia has reported more than 26,800 coronavirus cases and 829 deaths, well below the infection and death rates of other developed countries.The bulk of its infections have been in the hotspot state of Victoria, were new infections have been falling for weeks.Victoria logged 45 fresh cases overnight and five deaths, the highest number of new cases in more than a week, following 28 new cases on Thursday which was the lowest in three months.Its rolling two-week average of new infections has been falling, raising hopes lockdown measures confining residents to their homes may be eased before the Oct. 26 deadline.Average cases over the last two weeks in Melbourne, the state’s largest city, fell below 50 this week, the benchmark the state set to start easing curbs.Australia’s six states and two territories have either closed domestic borders or severely limited entry.Queensland state said that it would open up its border to residents of the national capital Canberra, which has had no new infections in 10 weeks.The island state of Tasmania will begin accepting some workers from virus-free states from next week and will look at opening boarders more widely from Dec. 1, its premier said. Topics :