Ed Kelley doesn’t have your typical desk job. He’s got a computer, yes, though he readily admits he doesn’t much care for it. And he has a window, though it’s not for glimpsing the incoming spring, but rather the thousands of visitors to the Malkin Athletic Complex (MAC) or Hemenway Gym, where Kelley is dually employed. Those fitness seekers aren’t just strangers passing by. They’re his friends.“You call this a job?” says Kelley, who swipes IDs, makes sure the towels are folded and stacked, and opens the gyms most mornings at daybreak. “My main job is to tease everyone.”And he does. “I just want to warn you,” Kelley tells an incoming swimmer, “the water is wet.” Someone asks for a Band-Aid. “Fifty cents,” he says seriously, and then quips, “Harvard needs the money.”Kelley, who turned 78 on April 12, has a mind that’s sharp as a whip — “like a computer,” he says of his memory. “You remember all the good things and let the bad things fade away.”He greets everyone, remembers their names, jobs, and concentrations; he asks about newborn babies, family members. Gym-goers sometimes bring their children in to meet him.Kelley has worked at Harvard since 1959, where he started out running linotype machines on a job that was supposed to last just 90 days. But Kelley, it seems, was meant for Harvard. He quickly became full time, and then the computer came along.That milestone, according to Kelley, happened in 1982, when he was given the choice to leave or pursue something else. He became a foreman, overseeing Harvard’s grounds. That was a pivotal point in Kelley’s life. “Doing linotype, I didn’t see or talk to people,” he recalls. “When I came out on the grounds, it was a different world.” Kelley met students, faculty, and community members, and enjoyed talking to them until he retired in 1999.But then he got bored. “Real bored,” he says. And he couldn’t stay away from campus. One chance day strolling through Hemenway, Kelley was offered a job opening the gyms in the morning. He couldn’t refuse.“To me, it’s not a job, it’s an education. I talk to different people from all over the world every day. We have a saying over at the Hemenway Gym: When the kids come in the morning, we have to get a smile out of them to get them going.”Around the five o’clock hour each morning, you can find Kelley walking to work. “A mile and a half to the MAC” from his home in Somerville, he points out, “but it’s a mile and a quarter to Hemenway.”“I walk in the snow, rain — doesn’t matter to me,” he says. “When you get to be my age and these eyes open up in the morning, it’s a good day.”Kelley says all his earnings from his gym gigs go to spoiling his eight grandchildren and two great-grandchildren. He has been married to the same woman for 55 years, a fact he proudly proclaims. Each summer the pair travel to Maine, and come September they jet away to Aruba, where they own a timeshare.“My wife always tells me to be quiet,” he laughs. “But no matter where I go, I talk to everyone.”
While many crops suffer from Georgia’s drought, irrigated muscadinegrapes are actually prospering.”With muscadines, if they have good irrigation systems,growers actually prefer dry conditions during harvest,” saidGerard Krewer, a small fruits scientist with the University ofGeorgia College of Agricultural and Environmental Sciences. “Froma disease standpoint, the plants perform much better in dry weather.”Dry Weather = Cleaner CropKrewer said muscadine growers like slightly dry weather becauseit makes for a “cleaner crop with fewer diseases.”Gary Paulk of Paulk Vineyards in Wray, Ga., agrees. “Whenthe weather is drier,” he said, “the leaves don’t getfoliar diseases, and the result is cleaner vines and more fruit.If it gets too dry, the vines can suffer. But we aren’t seeingthat yet.”Paulk said this year is an above-average year for muscadines.And he should know. His family has grown muscadines for 25 years,and their current vineyard includes 300 acres of grapes.Like the Paulk family, most muscadine growers in Georgia irrigatetheir vineyards. That’s another reason this year’s drought hasn’tcaused them to panic.The More Water, The BetterJust because dry weather cuts down on muscadine diseases doesn’tmean muscadines don’t like water.UGA horticulturist Scott NeSmith is in the final year of athree-year irrigation study. “We’ve applied different levelsof drip irrigation to muscadines,” NeSmith said. “Andso far, the more water you give them, the larger the yield.”The muscadine yields in his research plots have increased by35 percent over a two-year period. “With more water, theplants also set and carry more fruit, and the overall health ofthe plant is much better,” he said.No SweeterThe increase in water doesn’t cause the plant to produce largeror sweeter fruit. “Muscadines aren’t like table grapes,”NeSmith said. “They don’t get sweeter as more water is appliedto the plant.”Paulk says 1999 appears to be a good year economically formuscadine growers. “The price of California grapes is higherthis year, and that’s helping our sales,” he said. “Ifpeople are in the market for grapes, ours are a much better buy.”Paulk said the nutritional value of muscadines also helps withsales.”Muscadines contain high levels of resveratrol, whichis a compound doctors say helps prevent cancer and heart disease,”he said.The muscadine season in Georgia runs from early August throughearly October.(Photo by Sharon Omahen, University of Georgia College ofAgricultural and Environmental Sciences.)
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York Catherina ScaliaThe woman who became known as the infamous “hot dog hooker” after she pleaded guilty to prostitution out of her hot dog truck last year has been arrested again on Friday evening.Catherina Scalia arrived at a hotel in East Garden City in her hot dog vending truck, performed massage without a license on an undercover detective shortly after 5 p.m. and “offered to engage in a sexual act for an undetermined amount of money,” Nassau County police said in a news release.Narcotics/Vice Squad detectives charged the 47-year-old East Rockaway woman with prostitution and unauthorized practice.She will be arraigned Saturday at First District Court in Hempstead.
114SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Robert McGarvey A blogger and speaker, Robert McGarvey is a longtime journalist who has covered credit unions extensively, notably for Credit Union Times as well as the New York Times and TheStreet, … Web: www.mcgarvey.net Details When Paul Stull, CEO of the Credit Union Association of New Mexico, saw our recent column on the scarcity of new credit union charters, he fired off a long email filled with thoughts about how to remedy this situation.That is: just maybe we can take steps that lead to a flowering of many new credit unions.It starts with this question: Are small credit unions a lot like microbreweries? Stull thinks they should be more like them—and, no, we are not sampling the wares.Stull of course wants to see credit unions thrive, he wants to see more new charters, and then he thinks about craft breweries and he wonders—what is going on here?He wrote: “micro brews are so popular that [they] spring up in every state. They are all startups, and indicators [are] that locally produced items with a unique identity and flavor can and do excite consumers.”What’s that have to do with new credit unions? Just maybe a lot.Stull observed: “The local brew master does not want to become Budweiser…. They want to serve their customers with a high quality product and meet their needs in a unique and welcome fashion.”He added that much the same can be said about the feisty and creative food trucks that are flourishing in much of the nation. Think of Los Angeles cook Roy Choi and his Kogi BBQ Taco Truck, where Korean flavors meet Mexican in a mashup that has won Choi spreading fame. These cooks, observed Stull, don’t want to be the next McDonald’s—what they want to do is serve food, their way, that satisfies their community.For McDonald’s and Budweiser, substitute Chase and Bank of America, and—does that make the picture clearer?Do a quick Google search: “Craft beer [insert name of your town].” I did that for where I live, Phoenix, and Google returned many pages, including quite a few places and beers I had never heard of. That is because the sector is throbbing with activity—excitement and energy—and, yes, a lot of startups.So why can’t credit unions?Stull said: “It is hard for me to believe that financial institutions are so complicated that new ones can’t spring up to meet the needs of a specific community or group of people. Can’t regulation be designed to fit these organizations that are better able to know their members needs than even the highest paid bureaucrat in Washington.”Read that again. He is making two crucial points.First: the best model for a credit union is to attempt to be one of a kind, to meet the needs of a specific community or employee group, rather than be like a big bank and try to give a little satisfaction to a lot of people, just about anywhere.Stull’s second point: Who better to come up with these ideas for credit unions than the people who live and work in them?Stull continued: “McDonald’s has to adjust their menu to fit local tastes. Where I live in New Mexico, they serve green chile cheeseburgers. I don’t see that on their menu in Washington DC. Making adjustment to menus and regulation is just common sense. We need startups to grow the credit union movement, introduce it to new members and to specifically meet the needs of new communities all across the nation. Regulation has done everything possible to keep this from happening. That is just not the American way!”Understand this: it is crucial that the credit union movement follows safe practices, and if that requires some regulation, so be it.But Stull is right. The history of the credit union movement—going back to its roots—is that where an unmet need is observed, a new credit union popped up to help.Don’t you believe the imagination and the energy are out there to help identify the kinds of credit unions and financial products that are needed in community XYZ.There is a lot of creativity in the credit union movement. Is it is always properly fertilized and watered—or does it just get sidelined out of bureaucratic caution?What can we do to let creativity flourish in financial services as much as it does in breweries? That just may be the key question in charting the course for a successful credit union movement in the 21st century.
10SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr continue reading » Your credit union’s offices soon (if they aren’t already) will be full of cards, chocolates, cookies, fruitcakes, and maybe tickets to the “concert of the year.” Can you accept these? Do you know when you might need to say “no thank you”?Now is a good time to review your credit union’s Bank Bribery Act policy. The act applies to all credit unions with accounts insured by the National Credit Union Share Insurance Fund.The National Credit Union Administration (NCUA) issued Interpretive Ruling and Policy Statement (IRPS) No. 87 in 1987 to provide federally insured credit unions with Bank Bribery Act guidelines. IRPS 87-1 gives credit unions some background on the act and recommends procedures to ensure compliance.Per 18 U.S.C. 215(a), if the value of the item or benefit offered or received exceeds $100, the offense is a felony punishable by up to 30 years imprisonment and a fine of up to $1 million or three times the value of the bribe or gratuity, whichever is greater. If value does not exceed $100, the offense is a misdemeanor punishable by up to one year imprisonment and a maximum fine of $1,000.
3SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Lauren Culp Lauren Culp is the Publisher & CEO at CUInsight.com.She leads the growing team at CUInsight, works with organizations serving credit unions to maximize their brand and exposure, connects … Web: https://www.cuinsight.com Details Think back to your first day at work. What didn’t you know then that you know now? If you’re like most employees, you probably had a lot to learn: standard processes, specific expectations, cultural norms. Do staff communicate internally with email or Slack? Can you stop by your boss’s office unannounced or should you schedule a meeting? Is there a sense of trust and shared vision among your colleagues? And what the heck is the ERNIE Report?Every job transition is a challenge, and none should be underestimated. But perhaps no transition presents a bigger challenge than that of an executive, whether first-time or veteran. As a leader joining an existing team, your approach must be strategic and intentional. We’ve all heard the adage about failing to plan (read: planning to fail). This maxim has exponential impact once you reach the C-suite: it’s not just your own success at stake, but that of your team and your organization if you can’t transition quickly and effectively.Compounding the issue is the inherent stress of starting a new job – a challenge new team members are dealing with before they ever walk through the door. One report from recruiting company Hired found that looking for a new job is perceived to be one of the most stressful life activities (right after death of a loved one and filing for divorce). It ranked higher than moving, planning a wedding, and even getting a root canal. Plus, a new job can have indirect impacts that also add stress, be it moving across the country, finding an in-network doctor with new insurance, or trying to untangle 401(k)-rollover paperwork.As I’ve transitioned into CUInsight as the Publisher & CEO, I’ve learned a lot about how to succeed in a new executive role, both through research (my go-to resource is the HBR book, The First 90 Days) and hands-on experience. Keep reading for four things every new executive should consider when transitioning:1. Adjust your leadership style.It’s a mistake to assume that what got you here will get you any further – including your leadership style. My natural style of leadership is highly collaborative. I’ve found it to have huge payoffs with knowledgeable and highly engaged teams. I’m always asking, “What do you think?” and giving the team room to provide feedback.However, I’ve also found the collaborative style to have challenges when leading inexperienced staff or disengaged or demoralized teams. Those employees may need a leader with a stronger authoritarian bent, or at the minimum, one who can pivot to inspire and motivate. On the other hand, a strongly authoritarian leader inheriting an engaged and creative team may need to shift to a more collaborative style of leadership lest she unwittingly deflate them and overlook key feedback. In my case, I couldn’t simply assume my new team was like the old one; the new situation required intentional assessment to determine the best leadership style.Every new executive will find herself in situations that require quick assessments and subsequent adjustments of leadership style to be effective. Delegating a decision about the right marketing campaign for a niche audience might work with a tenured employee – but could be a mistake with an inexperienced college grad. Be sure to leave old leadership habits at the door, evaluating and adapting to your new work environment as needed.2. Challenge your assumptions.No matter how much research you do, it’s easy to walk into a new job with preconceived notions about your new organization, boss(es), team, and market. It feels good to be up to speed and ready to rock, but all new employees, and especially executives, must take care not to stop actively learning too soon.One of the best ways to do this, identified in The First 90 Days, is to “clarify expectations early and often” with your boss (whether that’s the CEO, or the board, or someone else) and with the people in your organization. Continue to ask questions and seek clarity beyond the time you begin to feel comfortable. I have a bias toward taking action, as many do, so for me it can be a challenge to postpone the temptation to make immediate decisions. Taking the time to continue learning has been critical to ensure I’m setting realistic goals and expectations. Rather than being pressured to make a quick decision on projected revenue growth for example, one new leader may choose to take extra time and ask the right questions. In doing so, he may realize that there are seasonal cash flow patterns at play or new changes to the customer base which should result in a more conservative number.Overselling hurts credibility – but overdelivering helps build trust. Balance your need to take action with a continuous learning mindset. Challenging your own assumptions beyond your first few weeks on the job is crucial to future success.3. Early wins are critical.As a leader joining a new team, you’re not the only one experiencing stress – your people are too. While you are building a relationship with your new boss, you’ve also got direct reports and lateral colleagues to consider. For your new team, reporting to a new boss can stir up their own anxiety about job security, both individually and organizationally.To earn trust and motivate your team, as well as to build a productive working relationship with your own boss(es), identifying early wins and celebrating them is critical. It can give you the momentum you need to tackle more difficult projects and navigate interpersonal dynamics later.Early wins need not be huge career-making accomplishments. Look for low-hanging fruit. One of the first decisions I made on the job was to reallocate the workload of key personnel so that they had more time to focus on mission-critical goals without feeling burnt out. Look for “a longstanding employee frustration or an outdated work process… [or perhaps] a project that you can easily fund or prioritize,” one HBR article suggests.Celebrating a win early on in your role is an important signal to those around you of your insight and efficacy – and people will take notice.4. Champion your values.Beyond simply achieving business goals and outcomes, every leader has a unique opportunity to decide how and for what she wants to be known. With every executive role comes a platform, whether sought intentionally or not. People within and outside the organization watch those in leadership more closely: their words, their actions, their priorities.Identifying personal and professional values should begin well before one’s first leadership role. When serving in an executive capacity, however, those values become even more critical. Personally, I’m committed to supporting women and minorities in career development and leadership. When I have the opportunity, diversity has and always will be a value that I seek to support; it’s a filter through which I define success in addition to organizational goals.Be intentional about recognizing and establishing your values. As an executive you have the chance to make exponential impact through leadership of others in the values you champion. Use that platform wisely, and treat it as the gift it is.What have you learned in your time transitioning into an executive role? I’d love to hear from you – find me on Twitter at @LaurenCUInsight!
“If we can have a year like we did this past year at Chenango Valley, something we’re happy with but never satisfied with, at Studio 11 I think we can have a really successful year,” he said. If it’s anything like his first season coaching the Warriors, Sorrenti is confident he’ll find success with his new business. Studio 11 provides an experience beyond a haircut, which is what Sorrenti was hoping for when he put it together. Sorrenti opened his own barber shop, Studio 11, last week. Now that Studio 11 is up and running, Sorrenti is applying what he coaches on the field, to his passion off the field. “I couldn’t work,” he said. “It made me realize that if I don’t work, there’s no way to create income for my family or myself.” “Someone came in and goes this is more than just a barber shop, this is an experience,” he said. “And that’s hitting the nail on the head. I want all families to know that if you come here, you’re going to feel safe, you’re going to feel happy. You’re going to get a really really great haircut, but an even better experience.” ENDWELL (WBNG) — With no football to coach this fall, Chenango Valley’s Nick Sorrenti found a different way to stay busy. Taking what he learned from his last job as a barber, Sorrenti obtained his master barber license, and turned his vision into an upscale barber shop. “I’m not happy football was canceled by any means,” he said. “I want football more than anything, but if football was going on, I wouldn’t have gotten this shop done as quickly as I did.” After spending years cutting hair and working in barber shops, Sorrenti said he never imagined he would open his own. “Just like with coaching you take bits and pieces of every program and you kind of implement it into your own to make it yours,” he said. “So that’s kind of what I did here.” Sorrenti said the barber shop came to life much faster than he imagined, which was largely due to football being canceled this fall. “If you want to be successful, you can’t expect to win it when game day happens. All that preparation comes in during practice. So these are all the things you have to implement into the business just like as a coach to make your business successful,” he said. “Truthfully, I didn’t think twice about it,” he said. Despite the challenges business owners faced this year, Sorrenti decided to follow his dream, calling it a learning experience, rather than a risk. Then, the pandemic hit. “Being a head coach, being a boss, those are two words that are kind of powerful,” he said.
LOT Polish Airlines, a strategic partner of the Croatian National Tourist Board, confirmed that from January to the end of November 2018, it transported more than 100.000 passengers from Poland to Croatia.Thanks to the excellent cooperation between LOT Polish Airlines and the Croatian National Tourist Board, Poles can travel in comfortable conditions to their favorite Croatian destinations. Namely, in the summer months, this carrier offers flights to Zagreb, Dubrovnik, Split, Zadar and Pula, while during the winter it maintains constant connections with Zagreb and Dubrovnik.”We are extremely pleased that the representatives of LOT Polish Airlines have recognized the potential of our country as a year-round destination, and this is confirmed by the fact of active flights during the winter flight schedule. We are only sure that these flights will significantly contribute to the strengthening of traffic in the period before and after the season, ie that Croatian destinations on the Polish market will be even more in demand.”, Said Agnieszka Puszczewicz, Director of the CNTB Representation in Poland.The excellent results of this company are also confirmed by Michał Fijoł, Vice President of LOT Polish Airlines. “In the last three years, LOT has greatly developed its flight offer, and we have opened the most rotations to Croatia. These flights are very popular, which is why we intend to maintain a high level of flight offer next year”, Said Fijoł, adding that they expect to carry more than 110.000 passengers between Croatia and Poland by the end of this year.LOT Polish Airlines annually carries about 7 million passengers, the average number of daily rotations is 350, and they offer more than 105 scheduled flights. Their fleet is one of the most modern and youngest in Europe and has a total of more than 75 aircraft.
Categories: Letters to the Editor, Opinion We should be the ones who decide these things at the ballot box. Boy, I sure wish I could vote myself a raise in my Social Security benefits. Instead, there’s talk of cuts?Can’t these idiots see that people are fed up with being taxed and re-taxed, while they legislate favor of themselves and their rich donors? This November, I hope that there’s a major shakeup in our state and federal government. It’s not about party or beliefs. It’s time we, the people, actually get a voice. You want a raise? Your base should decide, and that’s us. You don’t want to be ethical? No problem, you’re fired. Politics is to blame for the state of things. We’re being ignored by the local, state and federal government, and it’s time for that to end.Guess who gets to decide whether we vote on raises or ethics reform? They do.This system is horribly broken and we have had enough. There’s a revolution on the horizon, and they will be eligible to vote in November. Get on board and change or look for a new job where your base decides how you act and how much you earn.Ken KimballSchenectadyMore from The Daily Gazette:EDITORIAL: Thruway tax unfair to working motoristsSchenectady’s Lucas Rodriguez forging his own path in dance, theater, musicSchenectady police reform sessions pivot to onlineSchenectady man dies following Cutler Street dirt bike crashEDITORIAL: Find a way to get family members into nursing homes Let the people decide. I’m tired of seeing politicians make laws or decisions that most people don’t want. What set me off was the news that state lawmakers want a raise. Really? When they pretty much refuse to vote on any meaningful ethics reform?
The €1.5bn pension fund of coffee processor Douwe Egberts (DEPF) is planning invest 5% of its assets in Dutch residential mortgages at the expense of its allocation to euro-denominated government bonds. According to its website, it expects to achieve better returns against “very limited additional risk, as most of these mortgages have been issued under government guarantee”.However, at the same time, it pointed out that it would not expand the new allocation due to illiquidity.Currently, the pension fund has a 32.5% allocation to the government bonds of France, Germany, the Netherlands, Belgium and Austria. But the pension fund said it did not expect the currently low returns on euro-denominated government paper to improve any time soon.It said it would invest in the Dutch Mortgage Fund of Aegon Asset Management.It also confirmed it would keep its interest swaps, to cover 50% of the interest risk on its liabilities.The pension fund’s decision reflects a wider trend of Dutch pension funds replacing government bond holdings in part with mortgages.Last month, the €55bn metal scheme PMT invested €1bn in mortgages through the Dutch Mortgage Funding Company (DMFCO), which offers direct investments under the label Munt Hypotheken.At the same time, the €17bn pension fund PGB and the €6.8bn scheme of steelworks Hoogovens invested €500m each through DMFCO.Recently, Jeroen van Hessen, managing partner at DMFCO, said it expected to issue €3bn in mortgages over the next 18 months.Aegon and Syntrus Achmea, which runs the Particuliere Hypothekenfonds, have estimated that their funds will hold €6bn in combined mortgage investments by the end of this year.Dutch pension funds are still waiting for further developments on the Nederlandse Hypotheek-instelling (NHI), a new institution that is to issue government-backed mortgage bonds.However, the start of the NHI has already been delayed by several months, following an EU investigation into possible state support.The NHI aimed to issue €25bn in mortgage bonds over the next five years.