Katrina Corcoran, another junior in the Angers Program said she had hoped to travel to London. “My fiancé … had grown up in London,” she said. “[He] was going to show me around.”With cancelled flights, however, Corcoran said she was stranded in Rome. Luckily, she said, she found a place to stay with her friend studying in Rome and was finally able to buy a train ticket to France after waiting in line for hours. Junior Justine Murnane, studying in France, said she also tried unconventional ways to make it back from being stranded in Prague. Junior Sean Bennett was traveling with Rooney and said that on the bright side, they were able to get refunded for the round-trip flight. “This has been the strangest week of my life,” she said. With all the cancelled flights and booked bus or train tickets, students said they have had to improvise as they work out their broken plans. Brosnihan said she planned on couch surfing — networking with people online for places to stay — rather than using a hostel or hotel. Murnane said that despite missing out on meeting up with her mom in Paris, she managed to meet three other Notre Dame students and made some “lasting relationships with a few middle-aged Brits.” “I have a pretty ridiculous story for why I didn’t visit some of the cities,” Rooney said in regard to the volcanic eruption. “If our flight hadn’t been cancelled then I would have been stuck in Prague … wait … I guess that would have been a good thing.” “It actually kind of disturbs me that Ryanair decided to cancel our flight at the last possible minute,” Rooney said. “We were seriously in line to get on the plane almost three hours after the eruption.” “I’ve been stuck in Munich for three days,” Brosnihan said. “The only way I could get out of Prague was an overnight bus to London,” Murnane said. “I ended up hopping off just before we went into the channel and found my way to a nearby train station to get to Paris.” Notre Dame students on campus may not have felt the effects of the volcanic eruption in Iceland over the past week, but the same cannot be said for those abroad.“Frustrating, confusing, spontaneous,” junior Claire Brosnihan said when asked to describe her time in Europe since the eruption. “This is my spring break, so I was planning on going from Munich to Istanbul, then Athens, then Santorini, then Paris.” Yet with the eruption of Eyjafjallajökull those plans never worked out. “After over 24 hours of travel by train I will return to Angers on Friday morning, and with a significantly smaller bank account,” Corcoran said. After all flights in Munich Airport were cancelled, Brosnihan said she was unable to get a refund for two of her flights and spent hours trying to find a way to make it to Istanbul without flying, though she realized it would be impossible. Now she plans instead to make her way to Switzerland and then somehow be back in France by Sunday, though hotels along the way are almost all booked. Although her train to Paris was operational, she mentioned that, while airports across Europe had closed down, the French train system also went on strike in the midst of it all. “I have a newfound appreciation for ground travel,” she said. “[This week] forced me to be more adventurous with my trip, seeing where I can go without any flights and while being broke,” she said. Despite the difficulties, students nonetheless found a way to remain positive while abroad. “They’ve been planning this trip since December,” he said. Junior Mike Rooney, studying in Dublin, also had plans to travel over the weekend, but found out moments before boarding his plane to Prague that all flights had been grounded due to ash in the air. Corcoran also said being stranded in Rome was not all bad, considering she was able to attend Mass in the chapel behind St. Peter’s grave. “That was a once-in-a-lifetime and very moving experience,” she said. Currently studying in Notre Dame’s Angers Program, Brosnihan is one of many Notre Dame students abroad who have found difficulty traveling over the past week due to the volcano. “Ryanair was actually really helpful,” Bennett said, though also adding it is now doubtful whether his parents will be able to visit him this week, which he said was frustrating.
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Young Frankenstein officially has dates for a West End roll in the hay. The Mel Brooks musical will begin performances at London’s Garrick Theatre on September 28, with an official opening night set for October 10. As previously reported, the show will first play the Theatre Royal Newcastle from August 26 through September 9.Susan Stroman, who directed and choreographed the original Broadway production in 2007, will return to helm the new staging. The musical is based on Brooks’ 1974 comedy that turned the classic Mary Shelley tale on its head. Brooks, who was recently announced to receive the BAFTA Fellowship, penned the score and co-wrote the book with Thomas Meehan.Casting will be announced at a later date. The West End production will feature sets by Beowulf Boritt, costumes by William Ivey Long (who was also on the design team for the Broadway premiere), lighting design by Ben Cracknell and sound design by Gareth Owen. View Comments Sutton Foster & Roger Bart in the Broadway production of ‘Young Frankenstein'(Photo: Paul Kolnik)
41SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr Applying for a mortgage is easier when you learn how to talk to lenders.by: Geoff WilliamsIn about a month or so, it won’t just be spring. It’ll be home selling and buying season, and you’ll start seeing the “For Sale” signs posted in yards as well as online advertisements beckoning prospective homebuyers.But before you allow yourself to be beckoned, it would behoove you to familiarize yourself with the following 10 terms – especially if this is your first time making one of the biggest purchases of your life.1. Fixed-rate mortgage. This means the interest rate you pay on your home loan won’t change. Over the years, your mortgage payment will likely change some – property taxes will likely rise, your homeowners insurance might climb or fall, or you might shed your PMI (a term we’ll come back to). But generally, if you have a fixed-rate mortgage, your monthly mortgage payment won’t change much over the years.2. Adjustable-rate mortgage. Also known as an ARM, this is essentially the opposite of a fixed-rate mortgage. You’ll have a fixed rate for several years, maybe five or 10, and then the interest rate adjusts according to the fully indexed interest rate, often the prime rate, which is what banks charge their most creditworthy customers. So while your interest rate and payments will likely be lower in the beginning than those of the homeowner with the fixed-rate mortgage, hope that interest rates remain low throughout the life of your loan. As interest rates climb, so too will your own interest rate and monthly payments. continue reading »
46SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Carletta Clyatt Carletta Clyatt, a popular seminar speaker, is the SVP at The Omnia Group. She offers clients advice on how to manage more effectively and gain insight into employee strengths, weaknesses … Web: www.omniagroup.com Details One of the biggest complaints from credit union members is poor service or a bad branch experience. And often the go-to strategy for this is to develop member centric initiatives to show the member how much they mean to us. From more mobile banking options to a bigger assortment of lollipops in the waiting area, all these tools focus directly on the member. But, a more subtle yet powerful tool is to engage and retain top employees within your branch. Member loyalty and retention can be linked to employee loyalty and retention. Yet, one of the toughest challenges for branch managers lies in knowing how to successfully direct a staff of disengaged, weary employees.Here are 5 ways to drive change and steer your branch toward both employee engagement and member service success:Lead by exampleA great way to renew spirit and boost morale is to manage your staff the same way you ask them to manage their members: offer insight, uncover problems, and connect emotionally. Assume the role of a wise and caring consultant. Understand each worker’s unique decision-making process and grow your relationships.Who on your team responds best to brief, succinct input? Does anyone need extra guidance and support? Given everyone’s current level of stress, should you dare to set ambitious goals or keep them within easy reach? Some of your employees appreciate clear direction and specific instructions, while others feel motivated by autonomy and the opportunity to make decisions within their job parameters.Read your employees as individuals and manage to their preferences. A one-size-fits-all approach doesn’t work with members or employees.2. Get to know your people This can and should be accomplished without being too close. It’s nice when you can ask how someone’s child is doing or how those vacation plans are coming along; it demonstrates that you acknowledge and care about their life outside of work. However, avoid becoming too close with individuals on your staff. Being best buddies with one or more people on your team can create problems, such as feelings of resentment among the other associates on your team.Make individual assessments of everyday strengths, weaknesses, habits, preferences and responses. Enhance your own people skills by learning to identify the correct triggers for a maximum performance from each employee. Speak a common language. Some workers understand enthusiasm and personal anecdotes while others relate best to technical jargon and to-the-point facts. Know who’s who.Employees who say they relate to their managers exhibit a more intense sense of company loyalty and dedication, which shines through as they interact with members or perform tasks for members behind the scenes.3. Develop your teamNo one likes being in a rut; create a stimulating environment that stretches people’s minds and creativity. Try organizing some brainstorming sessions for improving branch procedures and operations. Pair seasoned employees with new ones for mentoring. Teach new skills. Groom promising employees for positions of authority – even if you know you can’t promote them right away. This intangible benefit may cost little or nothing. It helps junior employees feeling invested in the company and prepares you well for the future, when you’ll need competent leadership for a new wave of employees.4. Adopt new communication strategies Empathizing with both members and employees is essential, as everyone tries mastering the fine art of struggling through economic uncertainty and doing more with less. When change comes down the line, be as reassuring as you can. People who feel they’re being lied to or kept in the dark may look for another job, or another credit union.Plan frequent all-employee meetings to voice opinions, air concerns, resolve dilemmas and offer camaraderie. Managers adept at conveying a “we’re all in this together” mindset will more readily build and maintain a solid, resilient, growth-oriented team.5. Express your appreciationGenuine appreciation is a benefit that money can’t buy: A sincere thank you; public recognition (for your social employees); a personal handwritten note (for those who are more reserved); being available to listen and allowing employees to vent a little; pitching in yourself when the branch is very busy or short-staffed; remembering special days (birthdays, company anniversary, etc.); and the occasional free lunch.
80SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,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 In Chicago, where I live, this article titled ‘The Middle Class is Shrinking Everywhere – In Chicago It’s Almost Gone’ has been shared widely in community development circles. It is an interesting read on the changes in demographics in Chicago, similar to those that are also occurring in major cities across the United States. In summary, the article highlights the fact that in Chicago there are wide economic disparities by neighborhood. Few existing neighborhoods can be considered solidly middle class, with most having become either wealthy neighborhoods or low-to-moderate income neighborhoods. This also leads to increasing polarization of perspective, since residents become more likely to interact either with people who are in their income bracket or on the opposite extreme. It is difficult to watch or listen to the news without hearing messages about growing economic divides and polarization of viewpoints. Income inequality matters to credit unions. Regardless of your institution’s approach to managing this reality, it is impossible to avoid as a business issue. As a credit union, your organization has a charter. With a shrinking middle class, this means your member demographic is more likely to fall on one side of the socioeconomic spectrum than the middle. This means a lot for your strategy. If you are serving a predominately high income demographic, what is setting you apart from significantly larger financial institutions? Large banks have no problems serving high net-worth individuals, and with more resources than your credit union, your institution needs a strong competitive advantage. It can be done, but it is important to understand what sets your credit union apart. You may have more members who are struggling financially than your strategic plan recognizes. Even if you are in a higher income charter, there are probably potential members who are financially challenged. Income inequality also means that these members may have higher debt-to-income ratios, collections, or credit challenges. It does not mean that your members are bad at managing money. The opposite is true. Your members might be very good at watching their daily balances very closely and managing expenses on a cash basis. It means that people who fall in this category are living much closer to the financial edge, and circumstances that might be a small challenge for a better-off individual may put this person at significant risk. Many credit unions across the industry are proactively thinking about how to lend more deeply and more broadly, and this is a positive trend. Thinking about serving underserved and financially challenged members makes good business sense because it provides a competitive advantage, a socially responsible focus, and growth opportunities. However, responding to these sorts of challenges should include discussions that are broader than board policies and underwriting standards. It should include conversations around income inequality and the reasons behind it. It should include challenging our own assumptions. It should include a diversity of viewpoints and backgrounds around the table. The causes of economic disparities are wide-ranging, and include tough topics ranging from discrimination, bias, policies that favor specific demographics, automation, and technological advances that displace jobs. Responsibly serving underserved and financially challenged members requires a philosophical commitment to deep thinking. Every credit union and each region will have different opinions on how to best tackle these issues locally. This will be the case because the specific challenges will vary based on local policies, culture, geography, politics, and resources. However, if your credit union does not approach this with the thoughtfulness to understand why your community is struggling, at best it will be difficult to provide financial solutions that alleviate real challenges. At worst, it will provide a temporary boost to your bottom line while creating unintended consequences for those you intended to serve. Financial institutions are key community stakeholders, and when one serves a struggling community it matters. Credit unions, with our cooperative missions and thoughtful outreach, are the best situated to make a real difference with real people with real needs when we serve well.
– Advertisement – Knowing that the campaign was probably going to bring this case, Pennsylvania officials ordered counties to segregate those ballots received Wednesday through Friday, in order to make sure that the absentee, mailed-in, and early vote ballots would be walled off from the mischief of Team Trump. He’s going to win Pennsylvania, and Trump knows it.The Trump campaign claimed it was filing suit to stop the vote count in Michigan, as it was staging a redux of the Brook Brothers riot of 2000 at a vote counting center in Detroit Wednesday. That’s a direct attempt to try to intimidate poll workers. The campaign is going a different route to stop the vote counting in Pennsylvania, with margins in the state shrinking. With 1.1 million ballots still outstanding, the Trump campaign filed this suit, then immediately declared victory. That’s both another attempt to intimidate, as well as telling the Supreme Court what they expect out of this.To recap the Pennsylvania situation, the state Supreme Court ordered a three-day extension to allow counting of ballots clearly postmarked on or before Election Day or that had missing or illegible postmarks “unless a preponderance of the evidence demonstrates that it was mailed after Election Day.” The U.S. Supreme Court deadlocked, 4-4 leaving the Pennsylvania Supreme Court ruling to stand. Last week, the SCOTUS rejected a request from Pennsylvania Republicans to fast-track a rehearing, but three of the court’s conservatives made it clear that they would welcome Republicans coming back if the vote is close enough, or Trump asks for it.- Advertisement –
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The younger generation is deciding against becoming homeowners.New census data will reveal a dramatic fall in home ownership among young Queenslanders, according to a leading analyst.Speaking at the annual BIS Oxford Economics Building Forecasting Conference in Brisbane, associate director at the organisation, Dr Kim Hawtrey, said a whole generation is being locked out of home ownership.“Typically, historically for many decades, the level of home ownership in Australia was running at about 70 per cent but it’s since dropped down to 65 per cent — or even 63 per cent — we’ll find our when the census comes out later in this year for sure.”Dr Hawtrey said, however, it’s the result among the 20-year-old to 34-year-old age group that’s most concerning.“In Queensland, for example, back in 2001 home ownership amongst that group of young people was about 43 per cent. It’s been steadily falling and we estimate it’s going to come out at about 30 per cent when the new census comes out.“You find that they’re really dropping off the edge,” he said.Dr Hawtrey acknowledged affordability, particularly in the wake an investor resurgence, is the primary factor.More from newsMould, age, not enough to stop 17 bidders fighting for this home2 hours agoBuyers ‘crazy’ not to take govt freebies, says 28-yr-old investor7 hours agoHe said it’s difficult for youngsters to save up the deposit for a property.“What’s really the problem for them is the deposit hurdle.“That deposit barrier — which we calculate is about $70,000 in Queensland — means that the first homebuyer’s share of the market has been declining.” Dr Hawtrey warns politicians need to take more notice of the next generation.“The 2016 federal election was the last federal election before the millennials born since 2000 — the 2K millennials — can vote.“They will begin to become a political force from the next election onwards, and it’ll be interesting to see how much influence they exert on the question of housing affordability.”Dr Hawtrey also said population growth from overseas is strong, but we are at risk without adequate forward planning on infrastructure.“Otherwise it’s like inviting a hundred people around to your place for dinner and having no tables and chairs for them to sit on.”
LocalNews Carnival Monday 2012 by: – February 20, 2012 Share Sharing is caring! 96 Views 2 comments Share Tweet Share Sye and Unwanted Photographs of Carnival Monday T-Shirt parade in Roseau, Dominica.[nggallery id = 141]
The 7th Grade Batesville Bulldogs defeated Rushville by a score of 50 to 24 Tuesday night. Leading in scoring for Batesville was Jack Grunkemeyer with 15, followed by Conner Drake with 12 and Noah Pierson with 7. Also scoring was Sam Johnson with 6, Deacon Hamilton with 5 and Gus Prickel with 3. Rounding out the scoring were Chris Tillman and Chris Lewis adding one each. The Bulldogs end their regular season with a 10-5 record and start tourney play Monday against Jac-Cen-Del.Courtesy of Bulldogs Coach Ben Pierson.