Kelly Deranek, Saint Mary’s senior, presented a proposal asking for funding for Dance Marathon. The event is in its fifth year at the College and raises money for the Riley Hospital for Children in Indianapolis. One of the final things SGA has done for the students of Saint Mary’s College is to help fund one of the bigger events on campus — Dance Marathon. Chesley and Smith were shadowing the current president and vice president in preparation for their terms in office. They will continue to observe until they are sworn in to office and, after elections for the other offices this week, the new class officers will also be attending the SGA meetings. “The event’s goal is to celebrate the hard work Dance Marathon has done all year to raise money for the hospital,” Deranek said. “It promotes awareness of the hospital but the Marathon night is all about fun.” In preparation for their upcoming term as leaders of Saint Mary’s Student Government Association (SGA) beginning April 1, juniors Rachael Chesley and Laura Smith attended Wednesday’s meeting. Chesley and Smith were voted in as SGA president and vice president, respectively, for the 2010-11 academic year during the election Feb. 26. Dance marathon will be held in Angela Athletic Facility from 8 p.m. March 26 to 8 a.m. March 27. The event is for Saint Mary’s, Notre Dame and Holy Cross students. Deranek said they are expecting around 550 people, which is the largest attendance the event has ever had. The marathon is 12 hours of dancing with live entertainment and a DJ. It also includes food, games, last minute donations and a counting of how much money was raised. Hoffman also said she and the current SGA vice president and junior, Megan Griffin, were attempting to initiate a Saint Mary’ s heritage course. The course would be one credit and would teach students about the origins and founding values of the College. “The year is coming to a close very quickly and our term in office is almost over,” current SGA president and senior Jenny Hoffman said. “It’s time to think of what final things you would like to accomplish for the student body.” The board members for the event have already begun fundraising, but because all the money has been donated to the hospital, they still needed funding for the event, Deranek said. SGA has started to prepare for the end of the 2009-10 term and will meet only three more times before the newly elected officers are sworn in on April 1. Some of the suggestions made by the SGA members included vending machines in the Student Center and new vacuums in the dorms.
8SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr Many CUs are facing death by a thousand cuts. Amid economic uncertainty, a tough lending environment and prolonged low rates, some executives may have lost their most vital asset—hope. Low rates have forced CUs to rely increasingly on non-interest income, a persistent trend that dates back to 2003, and the low loan demand that owes to the 2008-2009 recession has yet to turn around. The costs of regulatory compliance continue to rise, and the National Credit Union Administration’s current focus on cutting expenses is not only challenging but may represent bad advice. Most CUs have already reduced expenses to the point of adversely affecting service and delivery. Is it any wonder that mergers are seemingly a daily occurrence in our industry?These trends have combined to create significant obstacles along the road to strong financial performance. How can CUs get around those roadblocks? I recommend charting a path to generate income–focused and intentional income, income with a purpose. To do so requires the right programs, the right staff and the board on board with taking the road less traveled to bolster the bottom line.Let’s focus on programs that put idle assets to work for higher yields. Many CUs have a huge amount of excess liquidity, some of which should be viewed as available for innovation. The process is to view some portion of these assets already held by the CU as capable of generating income on a scale larger than the standard credit union model generates based on loan and investment yield. A key question is: What can we do with our financial structure, resources, community of members, and operations that will increase income above that of loan and investment yield without the usual associated expenses? continue reading » read more
Dutch pensions watchdog DNB cannot stop cross-border pension transfers to another EU member state if the reason given for this transfer is more flexibility, according to Wouter Koolmees, the Netherlands’ minister for social affairs.All member states have to comply with a set of minimum requirements, which may result in pension schemes from the Netherlands ending up in a country where a higher discount rate is applied, he said. Koolmees was responding to questions from members of parliament about the transfer of the pension fund of Aon Hewitt Netherlands to the United Pensions vehicle in Belgium. United Pensions’ discount rate for valuing liabilities is higher than the current discount rate in the Netherlands. The entitlements of pensioners would thereby be discounted at a rate of 3.5%. This figure is based on the expected return on the same composition as the Dutch investment portfolio. A move of the accrued pensions from the Netherlands to Belgium will result in a coverage ratio that is 11 percentage points higher. Dutch MPs Pieter Omtzigt of the Christian Democrats and Martin van Rooijen of the Seniors’ party had demanded clarification on this matter. In his reply, Koolmees noted that the Netherlands did not consider a discount rate of 3.5% based on the expected return to be prudent. “Belgium has chosen a different interpretation of the financial assessment framework, including a different interpretation of the discount rate,” said Koolmees.This was possible because European rules only stipulated a minimum and maximum discount rate, he added. The Netherlands did not want to further harmonise these rules.The minister indicated he agreed that the actuarial rate for the group of pensioners in the Netherlands was around 1%, as assumed by Omtzigt.However, nothing could be done, according to Koolmees. The Belgian assessment framework complied with EU legislation, he noted, although it based itself more on principles than rules, and hence allowed “a lot of room for own interpretation by the pension provider or the employer”.When an assessment framework met the minimum requirements of the EU pension fund directive, IORP II, differences with the state of play in the Netherlands could not be a reason to stop a collective pension transfer. DNB would not be allowed to block a transfer due to supervisory arbitrage, Koolmees confirmed.IORP II, which the Netherlands is currently in the process of adopting in national law, would not change this. read more