Noting significant changes in corporate culture and work processes that ultimately helped lead the company to meet or exceed all customer service standards, the Edison Electric Institute today named Green Mountain Power Corporation as a finalist for the power sector’s highest honor, the Edison Award.Given annually by the Edison Electric Institute (EEI), the prestigious award honors the U.S. shareholder-owned and international members for outstanding contributions and advancement of the industry. A committee of national industry trade publication editors and a panel of past and current EEI chairmen select the finalists and ultimate winners. This year’s award, the 45th, will be announced June 8 at EEI’s annual convention in Orlando, Fla.”These companies embody the spirit of innovation that forms the cornerstone of our industry,” said EEI President Thomas R. Kuhn in announcing the finalists. “The strong, bold leadership they exhibit today, coupled with the ability to chart a course into tomorrow, are what set them apart. In Green Mountain Power’s case, it was the transformation of the corporate culture and work processes that resulted in it being named a finalist.”Green Mountain set out on a mission to transform itself into a company characterized by financial strength, zealous concentration on customer service, and investor and regulatory confidence. Over the past several years, the company analyzed each position and its benefit to customers. This effort resulted in a radically modified workforce and work processes, with the company now serving 460 customers per employee compared with the national average of 337.This major shift in the company’ s corporate culture included a new work environment that facilitates communication and teamwork, and pushes down responsibility and decision-making. Private offices are non-existent, and all employees—including senior executives—work in cubicles or open spaces of the same size.In addition, Green Mountain Power awarded all permanent employees stock options, which has increased employee interest in the financial health of the company. The financial performance of the company has improved to where Business Week ranked them 25th among The Small-Cap Top 50 in its national index of small-cap companies.Perhaps most important, Green Mountain Power meets or exceeds all customer service standards, has reduced outages to below the national median, and offers a money-back service guarantee.The other U.S. finalists for the 2004 Edison Award are MidAmerican Energy, Public Service Enterprise Group and We Energies.
3SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Marlin Froese As the Manager of Banking Systems, Marlin Froese leads the Banking System team at Access Credit Union where he provides strategic leadership on all banking system related matters and manages … Web: www.accesscu.ca Details The NYLC (made up of young credit union leaders from across Canada) is a bridge between today’s young leaders and the leadership roles that will play a crucial role in the success of Canada’s credit union system of tomorrow.Supported by Credit union Central of Canada, we develop tools, resources, and networks to support today’s up-and-coming credit union leaders, equipping them with the skills and competencies they need to serve the credit union system in positions of influence, addressing head-on the challenges and changes facing our industry.The NYLC will strive to provide today’s young leaders with a collaborative platform to share their perspectives on system challenges and opportunities, ensuring that the next generation of senior leaders leaves their mark on the credit union system of the future. Spring is upon us (according to the calendar) which means it’s time for all that spring cleaning. Yes, the garage needs to be cleaned out and swept. Yes, the car needs to be vacuumed, wiped down and washed. Yes, the entire house needs to be dusted from top to bottom, even in those extremely hard to reach places that no one actually sees. It’s that time of year to roll up the sleeves, get your favorite Swiffer utility out, and fight back against those dreaded dust bunnies.Why do we put ourselves through this painful task year, after year, after year?The answer is best described in one word. Refresh.No, I’m not talking about the little circular arrow button you see on your internet browser. I’m talking about that amazing feeling of pulling your vehicle into a freshly cleaned garage where you can open your door without hitting last year’s summer building project. I’m talking about getting into the car and taking that first breath of fresh automobile cleaner air. I’m talking about that refreshing feeling when you walk into your house and everything just looks mint.On May 3rd and 4th, 55 bright and energetic credit union young and emerging leaders will come together to network, collaborate, and refresh their leadership toolkit at the annual CU NEXTGEN session hosted by Credit union Central of Canada’s NYLC (National Young Leaders Committee).This year’s event is titled Leading from the Inside-out. Developing Self and Others. Self-awareness in key areas is a critical step on the road to achieving better outcomes as a leader. Prior to the conference each attendee will be required to complete analytical pre-work.Each attendee will work to understand themselves better and subsequently utilize that gained understanding to create refreshing opportunities for growth and development. Our passionate facilitator will relate the results to integrated leadership models, leaving the attendees with some tangible take-a-ways. Everyone at the CU NEXTGEN event will be taking steps toward excellence in leadership.Also, back by popular demand the event will be featuring some of the credit union system’s most influential leaders in our Human Library. The Human Library gives the young and emerging leaders in attendance the opportunity to ask the influential leaders thought provoking questions in a personalized environment about leadership or the credit union system. Sounds refreshing, doesn’t it?For more information, check out http://www.cucentral.ca/NationalYoungLeaders/SitePages/Home.aspxNational Young Leaders Committee (NYLC) Our Vision: Strengthening the Credit Union System by Bridging Generations of Leadership
The House Financial Services committee approved two bills Wednesday that would repeal a post-recession bailout fund and give Congress control of the Consumer Financial Protection Bureau’s (CFPB) budget.The committee passed, 33-20, the Taking Account of Bureaucrats’ Spending (TABS) Act which would subject the CFPB to the congressional appropriations process. The CFPB is currently funded by a dedicated revenue stream from the Federal Reserve and operates on a budget requested by the director.Republicans, most of whom oppose the CFPB’s existence, have long been critical of the bureau’s funding process and Congress’s limited control. The TABS Act would give legislators more say over CFPB operations and opens the door to defunding the agency all together. continue reading » 6SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
6SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr From a thought-leadership perspective, mobile banking is an underappreciated value enabler for small businesses and credit unions.In fact, according to Raddon Research Insights, 52% of small businesses (those with up to $10 million in annual revenue) rely on mobile banking for day-to-day account access. For millennial business owners, the percentage is even higher, with 68% using mobile banking.While these adoption rates are promising, there are broader perspectives your credit union must consider. Let’s explore them through five findings from Raddon Research Insights on small business mobile banking.1. CUs need strong mobile banking platforms to grow small business membershipLarge banks have won the business of small business owners by offering mobile banking platforms that meet their everyday needs. continue reading »
continue reading » Michael A. LaJoice, a former CFO who embezzled more than $18 million from a Michigan credit union, was sentenced to seven to 20 years Monday by an Oakland County circuit court judge.The state’s sentence will reportedly run concurrently with LaJoice’s 11-year sentence ordered by a U.S. District Court judge in Detroit last month, according to the Associated Press.LaJoice pleaded no contest to 14 state charges related the multimillion-dollar embezzlement of the $68.5 million Clarkston Brandon Community Credit Union, which led to its insolvency and consolidation last year with the $3.4 million Michigan State University Federal Credit Union in East Lansing.LaJoice also was ordered to pay restitution of $18.6 million. 10SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
22SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr We hate to be “that” person, but we told you so. As predicted, Card Not Present (CNP) credit card fraud continues to rise since the establishment of EMV technology (chip cards) last October. CNP transactions include any payment made where the card is not physically present, online, over the phone or mobile. While card present fraud experienced a 43% decrease, according to Visa, CNP fraud experienced a direct increase. The US Payments Forum 2017 report stated that the increase in security of chip cards forced fraudsters to focus their attention on an easier target: CNP transactions. The report concluded that this trend will continue into 2018 and consumers can expect fraud dollars to exceed $6 billion.77% of U.S. merchants are selling their products online, meaning that more and more purchases are CNP transactions. Deloitte Insights conducted a survey which found that 83% of shoppers will make their purchases online this holiday season. It’s clear that CNP transactions and online shopping are here to stay this gift-giving season, so it’s vitally important to educate members on how to protect themselves. continue reading »
The Sandwich Generation refers to the group of people who provide care for their own children as well as their aging parents. It was a heavy burden to carry before COVID-19, and now these individuals are even more stressed in both roles. There is a version of this Sandwich Generation in the workplace, too. These are the key leaders responsible for developing employees while still aspiring for career growth of their own. They likely find themselves stretched in two directions at work: They are leaders expected by some to have all the answers, even as they may not be directly involved in setting organization-wide strategy and struggle to find more information themselves. Just like the Sandwich Generation, this group of employees is experiencing increased pressure, and often feels torn between– and powerless in– two distinct roles.A great representative of this Sandwich Generation in the workplace may be your branch manager. This key member of your team oversees essential front-line employees who deliver direct care to your members and is likely viewed as a sort of localized CEO of his, her, or their own branch. Branch managers and department heads are likely the most available and visible resource to your essential front-line employees. They are working to serve their members, their direct reports, and their own managers—sometimes without real-time information available to more senior members of the management team. This is a defining time for your organization’s culture. People are watching how your leaders behave and how your employees are treated. It will impact how you are perceived as a workplace well into the future. Every person who manages another must be at their very best.Consider how these three management ideas can turn up the support for the members of your Sandwich Generation in the workplace: Information Flow: Knowledge is PowerWhen you give employees the responsibility of leading others, you must also give them the tools to do this successfully. This includes a high level of access to information. During times of crisis, the importance of transparency is illuminated: Uncertainty breeds even greater fear. If your organization has regular strategic updates with senior leadership, anticipating that a regular flow of trickle-down communication is sufficient, consider instead the value of opening those updates to anyone who manages another employee. Knowledge is power. While a permanently flat structure might not be right for you, giving your employees access to more information during a time of ongoing uncertainty will better equip your Sandwich Generation employees with the tools they need to lead. Training Opportunities: People Don’t Quit Bad Jobs, They Quit Bad ManagersI have left many good managers in my career, but there is a reason this expression resonates with so many. Regardless of whether you accept the idea that a manager completely controls employee turnover, one cannot argue about the impact a manager has on an employee’s engagement and fulfillment at work. How have you helped your employees become great managers?Many Sandwich Generation managers are first-time managers who were promoted because they excelled in their last position. Often, they have not had formal management training prior to taking their current positions. While training employees to manage crisis in the midst of it might seem like too little, too late, now is certainly a better time than later. Remote trainings that provide managers with information about emotional intelligence and empathy, working with unique personalities, and communicating in crisis can equip managers with necessary support strategies. More technical trainings like navigating new technology or understanding your credit union’s employee benefits can also make managers more effective almost immediately. Social and Psychological Support: It’s Lonely at the TopSandwich Generation employees might not be first to come to mind when you think about “the top,” but in their branches and departments, they are shouldering tremendous responsibility. Their team members are looking to them for answers and support. They balance caring for the emotions and fears of employees with continuing to deliver great member service and they may feel they are alone in this. Under typical circumstances, these employees are likely meeting in peer groups on a regular basis and discussing their concerns. Consider how to continue those important collaborations, while also providing more direct support that acknowledges the additional pressure placed on team members at this level of the org chart. Continue having (or introduce) regular one-on-one check-ins with each of these critical leaders. Provide them with the opportunity to talk about their own experiences and challenges (not just those of the teams they lead), listen for and suggest opportunities to keep them growing, and ask for specific examples of how you can support them. How your leaders behave throughout COVID-19 will be a defining point of how your culture is described. This is a key time to invest in the management skills of every person in your organization responsible for overseeing another. 3SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Jill Nowacki Jill Nowacki started her career with credit unions in 2001. She has taken on leadership roles at credit unions and state and national trade associations. Now, she uses her experience … Web: www.humanidei.com Details
Irish low-budget airline, Ryanair will fly with 40% of planned flights this season, and in its summer flight schedule it has significantly reduced the number of departures to destinations in Croatia, experts from the portal write Croatian Aviation. Pula The line Pula – Brussels starts from July 06 once a week, from August 1 twice a week (previously planned from May 03). Line Pula – London: from July 2 08 times a week (previously planned from May 02 2 times a week), Line Pula – Berlin: from July 10 3 week (previously planned from May 04). Lines from Pula to Frankfurt and Stuttgart are no longer on sale. Split Unfortunately, some of the important lines from Zadar to key destinations are not for sale Zadar Find out more about all lines to Croatia HERE Lines from Zadar to Aarhus, Marseille, Paris, Toulouse, Bremen, Frankfurt, Hamburg, Memmingen, Nuremberg, Budapest, Cork, Dublin, Riga, Kaunas, Eindhoven, Maastricht, Gdansk, Krakow, Wroclaw, Gothenburg, Stockholm, Liverpool, London and Manchester not for sale. Line Zadar – Vienna: from July 01 3 times a week (previously planned from May 08), Line Zadar – Brussels: from July 02 1 week, from August 2 times a week (previously planned from May 09), Line Zadar – Prague: from July 04 1 week (previously planned from May 09 2 times a week), Line Zadar – Poznan: from July 05 1 week (previously planned from May 10 2 times a week), Line Zadar – Berlin: from 02 July 1 weekly (previously planned from June 04), Line Zadar – Cologne: from July 05 1 week (previously planned from May 10), Line Zadar – Düsseldorf: from July 04 2 times a week (previously planned from 09 May), Line Zadar – Karlsruhe: from July 04 2 times a week (previously planned from June 03 3 weeks), Line Zadar – Stuttgart: from July 05 1 week (previously planned from June 03 3 times a week), Line Zadar – Bergamo: from July 03 2 times a week (previously planned from June 01). Rijeka – Hahn line: from 01 August 1 weekly (previously planned from 09 May), Rijeka – London line: from 06 July 1 week, from 03 August 2 times a week (previously planned from 01 June). The line from Rijeka to Brussels is no longer on sale. Dubrovnik Dubrovnik – Vienna line: from 02 July 4 times a week (previously planned from 10 May), Dubrovnik – Dublin line: from 01 July 2 times a week (previously planned from 01 June 4 times a week). Line Split – Stuttgart: from July 05 1 week (previously planned from May 10 3 times a week), Line Split – Dublin: from July 04 2 times a week (previously planned from May 10 3 times a week). Rijeka Source: Croatian Aviation / Cover photo: Ryanair, Instagram @fer_laguna
BACOLOD City – A tricycle driver wasshot to death in Barangay Inayawan, Cauayan, Negros Occidental. The 47-year-old Pedro Valiente ofBarangay Caliling, Cauayan died of gunshot wounds on the body, a police reportshowed. Police tagged the 39-year old villagewatchman Dionex Dela Peňa as suspect. According to police investigators, DelaPeňa – on his official duty – asked Valiente to properly park his tricyclewhile waiting for passengers. A fight ensued between them after the latterraised his voice and opened his clutch bag containing a firearm inside around12:15 p.m. on March 20.The former snatched the victim’s firearm and shot him three times, it added.Valiente’s body was brought to a local mortuary for a “post-mortem”examination.Dela Peňa, meanwhile, surrendered and was detained in the lockup cell of theCauayan municipal police station, facing charges./PN
RIPLEY COUNTY, Ind. — The Ripley County Commissioners approved to purchase two new ambulances for the county.According to the Versailles Republican, Scott Huffman, county EMS director, told the commissioners that one ambulance at Milan keeps breaking down, which could put lives in danger, and another ambulance in Batesville is near its end of service life.The commissioners reviewed multiple quotes and will purchase the two new ambulances at a total cost of $236,600.Funding will come from the EMS budgets and Riverboat Belterra Machinery and Equipment fund.