Page 9«..891011..2030..»

Archive for the ‘Personal Development’ Category

European Antibacterial Personal Care Wipes Industry Forecast to 2027 – COVID-19 Impact and Regional Analysis – GlobeNewswire

Posted: December 7, 2020 at 4:55 am


without comments

December 04, 2020 08:58 ET | Source: Research and Markets

Dublin, Dec. 04, 2020 (GLOBE NEWSWIRE) -- The "Europe Antibacterial Personal Care Wipes Market Forecast to 2027 - COVID-19 Impact and Regional Analysis By Product Type; Distribution Channel; and Country" report has been added to ResearchAndMarkets.com's offering.

The European Antibacterial Personal Care Wipes market was valued at $1,396.84 million in 2018 and is projected to reach $2,605.90 million by 2027; it is expected to grow at a CAGR of 7.9% from 2019 to 2027.

Antibacterial Personal Care Wipes are mainly used to maintain skin health and personal hygiene. Apart from maintaining personal and household hygiene, wet tissues and wipes exhibit antibacterial, exfoliating, and moisturizing properties. This has propelled the demand for wipes among health-conscious consumers. To capitalize on the surging demand, manufacturers are introducing Antibacterial Personal Care Wipes for both male and female skin types. These factors boost the demand for wipes Europe. The rapid growth of the personal care industry provides opportunities for wipe manufacturers to innovate their product offerings and packaging. This has further led to the introduction of innovative and upgraded products in the market and has helped leading producers to build brand appeal and loyalty among consumers. For instance, Johnson and Johnson's under the brand name Clean and Clear, offers multipurpose wet facial wipes for purposes such as makeup removal, cleansing, miniaturization, and maintaining skin softness. This has led to an increase in the demand for multi-functional wet wipes, which would in turn drive the growth of the wipes market during the forecast period.

Various R&D activities are undertaken by the key players to develop innovative products that have the least impact on the environment. Leading companies are focused on offering gentle Antibacterial Personal Care Wipes biodegrade in 28 days and are made of 100% renewable plant fibers to ensure that no waste is generated that might pollute the environment. Therefore, the development of new and innovative biodegradable Antibacterial Personal Care Wipes is projected to provide a huge growth opportunity for the key players operating in the market during the forecast period. For instance, in February 2018, Procter & Gamble Co. expanded its footprint in the natural category by launching Pampers Aqua Pure wipes. Aqua Pure wipes include 99% pure water and a touch of premium cotton. Therefore, the demand for natural and chemical-free wipes has surged over the past few years with the growing awareness about the side effects of the chemicals on the skin.

Based on product types, the anti-bacterial personal wipes market is segmented into sanitizing, skincare, and wound cleaning. The sanitizing segment held the largest share of the market in 2019 and is estimated to register the highest CAGR in the market during the forecast period. Anti-bacterial personal wipes are used for cleaning and disinfecting purposes and often come folded and wrapped for convenience. They are made of tissue, paper, or nonwoven and contain anti-bacterial ingredients which are effective at killing 99.9% of harmful germs. Most anti-bacterial personal wipes offer protection from a broad range of bacteria and micro-organisms.

By country, Europe Antibacterial Personal Care Wipes market is segmented into Germany, the UK, Russia, France, Italy, and Rest of Europe. The UK is the major market for the anti-bacterial personal wipes in Europe, followed by Germany and Italy. The demand for anti-bacterial personal wipes is expanding in the UK, due to the rise in concerns related to health and hygiene. The increasing incidences of infectious diseases causing several health hazards are encouraging the customer to be more inclined toward personal hygiene. Additionally, the government is introducing common public health initiatives include the promotion of healthy living to improve the quality of life through the prevention of disease. All these factors have raised the use of anti-bacterial personal wipes among the consumers of this country. The demand for wipes such as baby wipes has grown considerably over the past few years due to increasing expenditure on baby wipes products.

COVID-19 from the outset started in Wuhan (China) in December 2019 and has spread across the globe at an energetic pace. China, Italy, Iran, Spain, the Republic of Korea, France, Germany, and the US are among the most affected nations, considering the degree of affirmed cases and pronounced passings as of May 2020.According to WHO, there are more than 6 million affirmed cases and nearly 3 lacks death cases across the world. COVID-19 has affected economies and undertakings due to lockdowns, travel bans, and business shutdowns. The consumer goods industry is one of the major business enduring genuine agitating impacts, for example, creation composes breaks, breaks in storing up because of lockdown and office shutdowns because of this emit. These segments have unimaginably affected the Antibacterial Personal Care Wipes market in Europe region.

Reasons to Buy:

Key Topics Covered:

1. Introduction 1.1 Scope of the Study 1.2 Research Report Guidance 1.3 Market Segmentation 1.3.1 Antibacterial Personal Care Wipes Market, by Product Type 1.3.2 Antibacterial Personal Care Wipes Market, by Distribution Channel 1.3.3 Antibacterial Personal Care Wipes Market, by Country

2. Key Takeaways

3. Research Methodology 3.1 Scope of the Study 3.2 Research Methodology 3.3 Coverage 3.4 Secondary Research 3.5 Primary Research

4. Europe Antibacterial Personal Care Wipes Market Landscape 4.1 Market Overview 4.2 PEST Analysis - Europe 4.3 Expert Opinions

5. Antibacterial Personal Care Wipes Market - Key Industry Dynamics 5.1 Market Drivers 5.1.1 Growth of Personal Care Industry 5.1.2 Growing Demand for Antibacterial Personal Care Wipes Due to COVID- 5.2 Market Restraints 5.2.1 Environment Issues Caused Due to Antibacterial Personal Care Wipes 5.3 Market Opportunities 5.3.1 Rising Adoption of Biodegradable Antibacterial Personal Care Wipes 5.4 Future Trends 5.4.1 Growing Demand for Natural and Chemical-Free Antibacterial Personal Care Wipes 5.5 Impact Analysis of Drivers and Restraints

6. Antibacterial Personal Care Wipes- Europe Market Analysis 6.1 Europe Antibacterial Personal Care Wipes Market Overview 6.1.1 Europe: Antibacterial Personal Care Wipes Market -Revenue and Forecast to 2027(US$ Mn)

7. Europe Antibacterial Personal Care Wipes Market Analysis - By Product Type 7.1 Overview 7.2 Anti-Bacterial Personal Wipes Market Share, by Product Types, 2019 and 2027 (%) 7.3 Sanitizing 7.3.1 Overview 7.3.2 Sanitizing: Anti-Bacterial Personal Wipes Market- Revenue and Forecast to 2027 (US$ Mn) 7.4 Skincare 7.4.1.1 Overview 7.4.1.2 Skincare-: Anti-Bacterial Personal Wipes Market- Revenue and Forecast to 2027 (US$ Mn) 7.5 Wound Cleaning 7.5.1.1 Overview 7.5.1.2 Wound Cleaning: Anti-Bacterial Personal Wipes Market- Revenue and Forecast to 2027 (US$ Mn)

8. Europe Anti-Bacterial Personal Wipes Market Analysis - By Distribution Channel 8.1 Overview 8.2 Anti-Bacterial Personal Wipes Market Share, by Distribution Channel, 2019 and 2027 (%) 8.3 Supermarket and Hypermarket 8.3.1 Overview 8.3.2 Supermarket and Hypermarket: Anti-Bacterial Personal Wipes Market- Revenue and Forecast to 2027 (US$ Mn) 8.4 Convenience Stores 8.4.1 Overview 8.4.2 Convenience Store: Anti-Bacterial Personal Wipes Market- Revenue and Forecast to 2027 (US$ Mn) 8.5 Online 8.5.1 Overview 8.5.2 Online: Anti-Bacterial Personal Wipes Market- Revenue and Forecast to 2027 (US$ Mn) 8.6 Others 8.6.1 Overview 8.6.2 Others: Anti-Bacterial Personal Wipes Market- Revenue and Forecast to 2027 (US$ Mn)

9. Europe Antibacterial Personal Care Wipes Market - Country 9.1.1 Europe: Anti-Bacterial Personal Wipes Market, by Key Country 9.1.1.1 Germany: Anti-Bacterial Personal Wipes Market - Revenue, and Forecast to 2027 (US$ Mn) 9.1.1.1.1 Germany: Anti-Bacterial Personal Wipes Market, by Product Type 9.1.1.1.2 Germany: Anti-Bacterial Personal Wipes Market, by Distribution Channel 9.1.1.2 UK: Anti-Bacterial Personal Wipes Market - Revenue, and Forecast to 2027 (US$ Mn) 9.1.1.2.1 UK: Anti-Bacterial Personal Wipes Market, by Product Type 9.1.1.2.2 UK: Anti-Bacterial Personal Wipes Market, by Distribution Channel 9.1.1.3 Russia: Anti-Bacterial Personal Wipes Market - Revenue, and Forecast to 2027 (US$ Mn) 9.1.1.3.1 Russia: Anti-Bacterial Personal Wipes Market, by Product Type 9.1.1.3.2 Russia: Anti-Bacterial Personal Wipes Market, by Distribution Channel 9.1.1.4 France: Anti-Bacterial Personal Wipes Market - Revenue, and Forecast to 2027 (US$ Mn) 9.1.1.4.1 France: Anti-Bacterial Personal Wipes Market, by Product Type 9.1.1.4.2 France: Anti-Bacterial Personal Wipes Market, by Distribution Channel 9.1.1.5 Italy: Anti-Bacterial Personal Wipes Market - Revenue, and Forecast to 2027 (US$ Mn) 9.1.1.5.1 Italy: Anti-Bacterial Personal Wipes Market, by Product Type 9.1.1.5.2 Italy: Anti-Bacterial Personal Wipes Market, by Distribution Channel 9.1.1.6 Rest of Europe: Anti-Bacterial Personal Wipes Market - Revenue, and Forecast to 2027 (US$ Mn) 9.1.1.6.1 Rest of Europe: Anti-Bacterial Personal Wipes Market, by Product Type 9.1.1.6.2 Rest of Europe: Anti-Bacterial Personal Wipes Market, by Distribution Channel

10. Impact of COVID-19 Pandemic on Europe Antibacterial Personal Care Wipes Market 10.1 Overview 10.2 Europe: Impact Assessment of COVID-19 Pandemic

11. Company Profiles 11.1 ConvaTec 11.1.1 Key Facts 11.1.2 Business Description 11.1.3 Products and Services 11.1.4 Financial Overview 11.1.5 SWOT Analysis 11.1.6 Key Developments 11.2 Diamond Wipes International Inc. 11.2.1 Key Facts 11.2.2 Business Description 11.2.3 Financial Overview 11.2.4 SWOT Analysis 11.2.5 Key Developments 11.3 Edgewell Personal Care 11.3.1 Key Facts 11.3.2 Business Description 11.3.3 Products and Services 11.3.4 Financial Overview 11.3.5 SWOT Analysis 11.4 Guardpack 11.4.1 Key Facts 11.4.2 Business Description 11.4.3 Products and Services 11.4.4 Financial Overview 11.4.5 SWOT Analysis 11.5 Reckitt Benckiser 11.5.1 Key Facts 11.5.2 Business Description 11.5.3 Products 11.5.4 Financial Overview 11.5.5 SWOT Analysis 11.6 Rockline Industries 11.6.1 Key Facts 11.6.2 Business Description 11.6.3 Products 11.6.4 Financial Overview 11.6.5 SWOT Analysis 11.7 Uniwipe 11.7.1 Key Facts 11.7.2 Business Description 11.7.3 Products and Services 11.7.4 Financial Overview 11.7.5 SWOT Analysis 11.8 Glossary

For more information about this report visit https://www.researchandmarkets.com/r/5webqe

Research and Markets also offers Custom Research services providing focused, comprehensive and tailored research.

Link:
European Antibacterial Personal Care Wipes Industry Forecast to 2027 - COVID-19 Impact and Regional Analysis - GlobeNewswire

Written by admin

December 7th, 2020 at 4:55 am

Rising Stars of the Sport Industry Revealed – Sport Industry Group

Posted: at 4:55 am


without comments

A brand-new group of 30 leading professionals from across the UK sport industry have today been announced as the Sport Industry NextGen 2021 Leaders, as the industrys leading professional development programme returns for its sixth year.

After a year of change and innovation, the new 2021 cohort reflect those who have led in new waysand echo a more hopeful, inclusive and vibrant industry as it begins to move forward.

Together, they bring an unprecedented range of skillsets, including commercial partnerships and sales, diversity and inclusion, community engagement, content production, digital and data expertise, finance, sponsorship, talent management, and emerging technologies.

They represent a broad range of organisations, from multi-national brands to charities and foundations, but together are an amazing cross section of our world-leading sport industry. Among those featured are talented individuals from the likes of DAZN, ECB, EXCEL ESPORTS, IRONMAN, NFL, Octagon, PlayStation, Unicef UK and Unilever.

The full list of Leaders can be read HERE.

The group will now benefit from a year-long Leadership Package which includes unrivalled training, personal development and networking opportunities including an in-depth physical and mental experience with Spartan in addition to the powerful, lifelong friendships the Leaders form together.

Alex Coulson, Managing Director,Sport Industry Group said:

Amid the challenges, opportunities and evolution weve faced, leadership has emerged in unlikely places and many of those announced today have been thrust into making new decisions, leading from the front, or innovating beyond expectations. Now, were proud to recognise that and to celebrate their achievements.

This latest cohort really represents a special future for the sector. It is collectively innovative, curious, diverse and creative, and it was so refreshing to see the depth of talent within the sector it is a genuine honour to get to know them. They now join a special alumnus and embark on an exciting Leadership Package for the next year.

The programme, meanwhile, continues to go from strength to strength and it is increasingly proving to be of huge benefit to the Leaders, Coaches, partners and the wider industry.

Launched by Sport Industry Group in 2015, the Sport Industry NextGen Leaders network now boasts over 140 alumni all of whom are increasing in global influence, power and creativity each and every year as leaders and emerging talent within the industry.

Created for those aged 30 or under, this prestigious professional development programme provides the best emerging talent with a tailored year-long Leadership Package which includes extensive training, personal development and networking opportunities. The Leaders get direct access to some of the brightest minds and best organisations within sport and business for interactive best-practice, learning, and leadership sessions.

All of this, in addition to the powerful, lifelong network the Leaders form together, makes Sport Industry NextGen the number one professional development programme for our sector.

See the full listHERE.

Go here to read the rest:
Rising Stars of the Sport Industry Revealed - Sport Industry Group

Written by admin

December 7th, 2020 at 4:55 am

Adviser salaries: When will we reach the top? – Money Marketing

Posted: at 4:55 am


without comments

Regulatory fees and levies never fail to spark a conversation with financial planners. Both are on the up, despite the tough economic environment. But we can add one more thing that is on the up too: adviser salaries.

A recent report by recruiters Paul Harper Search and Selection reveals that there has been another year of growth for financial planner pay, with the average basic salary up 9 per cent from 58,767 to 64,111 between 2019 and 2020

The average salary has soared since 2012, when it was just 34,471. Adding on bonuses, the total salary averaged 51,619; today, it is 89,696. A quarter of advisers now earn in excess of 100,000, more than twice as many as the year before.

The latest stats add to a wealth of other evidence suggesting a near-doubling of adviser remuneration since the RDR. How long can the boom go on?

Over the past eight years, the financial advice industry has rebounded from the initial shock of the RDR. Revenues have continued to increase, and are up 36 per cent since the pension freedoms, while adviser numbers are back on the up too, rising 3 per cent last year.

Well-rewarded advisers

While many financial advisers face headwinds from the Covid-19 pandemic, others have shown a resilient business model. Pay scales vary widely, and some firms may feel its time to review their packages, but there is no doubt good advisers are now rewarded well for their troubles.

Rennison Consulting owner Roderic Rennison says: I always find statistics about pay rather interesting because you hear quite wide variations, but that 50,000 a year as an average basic salary figure is not out of line with what I am hearing.

Typically, depending on where people are based, and if they are employed, their base is going to be something from 45,000 and can be as high as the late 80,000s or early 90,000s in London.

However, the Paul Harper figures also show that many new advisers are being brought in lower down the pay scale. Thanks to planner academies, the recruiter argues, there has been a four-fold increase in the number of advisers earning basic salaries under 40,000 to 8 per cent of the population.

Money Marketing asked some leading advice firms about the pay structures for their new joiners and academy recruits, as well as more experienced advisers, finding figures that line up well with the recruitment reports findings.

Quilter said it depended upon whether a firm had an employed or self-employed model. For those that are employed, base salaries fluctuate from 20,000 to 40,000. While different firms operate different incentive structures, the firm said its top pay packets for seasoned advisers would be more than 100,000.

Location matters

Tavistock Private Client managing director Mark Evans says: Weve got advisers in London, Portsmouth and Cambridge who start at around 75,000 to 80,000, but it is dependent on where they are in the country, as youve got a London weighting.

But if were talking about a chartered financial planner it could be about 80,000 to 85,000 plus bonuses. Having said that, they are worth their weight in gold and the biggest problem is making sure that youve got the advisers to service your client base.

St Jamess Place head of academy marketing and engagement Shaun Godfrey says the firm does not monitor individuals remuneration because each partner runs their own business and their remuneration is down to them.

Despite extensive mergers and acquisitions activity, there are still only 11 per cent of advice firms with more than five planners. According to the FCA Register, there are 27,557 financial advisers working in 5,236 financial advice firms. Of these, Evans argues approximately 5,000, if not more, likely work for banks and never go in front of a client.

That leaves 20,000 advisers that are client facing and, if we take into account the Mifid rules that have been brought in and I asked my advisers how many people they could look after doing proper servicing and everything else, were now talking about 150-200 clients.

Basically, what has happened is that, because we have got rid of all these people, youve got a diminishing resource. That is the reason why advisers are going for the higher-net-worth clients, because they can only look after 150 clients.

Bonus culture: How far is too far?

Supply and demand

This mismatch of supply and demand of advice is an issue that continues to rear its head, and could well be behind a large part of the rise in adviser remuneration in recent years.

The law of supply and demand is most definitely there, SJPs Godfrey says. The population is growing and around 6trn of wealth is being transferred through generations over the next 30 years in the UK, both in terms of property and investments. Investable wealth is around 2.5trn to 3trn, and the need for financial planning will become greater.

While the number of advisers did tick up last year, planners could soon be in shorter supply, driving up offer prices even more.

Harpers report suggests that significant increases in professional indemnity costs, regulatory fees and Financial Services Compensation Scheme failures were already accelerating the desire for many business owners to seek an exit.

Evans echoes this while speaking to Money Marketing.

Everybody goes on about the cost of a financial adviser, but to me its the cost of running the company with PI insurance, FSCS levies and everything else. They are the things pushing the cost up.

Independent consultant Malcom Kerr says that IFAs biggest concern is capacity.

My sense is that most IFAs have as many clients as they can deal with, so I think winning new clients for mature IFA businesses is not really a problem, he says. Their problem is having the capacity to give the right service to the existing clients.

Many are finding it very difficult to recruit new advisers and are attempting to recruit from university or have interns, but my understanding is there is a much greater supply of paraplanners that want to come into this market than people who want to be financial advisers.

Expert view: Its imperative to promote financial advice as a rewarding career

Financial advisers have been in greater demand than ever in recent years, showing growing recognition among the public of the impact that receiving financial advice can have on your future wellbeing.

Before the RDR, financial advisers were remunerated differently, and often via commission with a lower base salary and incentive to earn higher on a target earnings expectation. Post-RDR, financial advisers have offered more holistic financial planning propositions with higher service levels for which they charge fees.

Amid the current crisis, financial advice is more important than ever. The sad fact of 2020 is there are too few financial advisers able to serve the growing number of people who would benefit from financial advice. The first Financial Advice Market Review found the level of Financial Services Compensation Scheme funding for advice firms, the unpredictable nature of this funding, plus a lack of availability of professional indemnity insurance were restricting consumer access to advice.

We want to see long-term reform of the FSCS levy and the PI insurance market, and we have proposed a workable alternative for funding consumer protection.

We are keen to promote financial advice as a rewarding career, where you can help individuals achieve their life goals. We will continue to work with financial advice firms and academies to help them develop the next generation of financial advisers technical knowledge through the qualification framework and continuous professional development.

We support apprenticeships, which is why we launched the PFS Aspire initiative that involves a structured training programme lasting 18 months.

In the first week after launching PFS Aspire, more than 300 advice firms signed up, demonstrating both the demand for professional financial planning and the focus on succession planning.

Apprenticeships are a great way to attract new talent to the profession at a time when many are being made unemployed in other professions and may be wondering what career they should embark on next.

We will continue to engage with government to improve access to funding for financial advice firms of all sizes and so that people can re-skill to join our much-needed profession.

Keith Richards is chief executive of the Personal Finance Society

Sourcing clients

Despite the advice gap and shortage of good financial advisers, many also argue that it is impossible for a newly qualified financial adviser to build a client bank from scratch, something made easier by the ability to charge commissions in the past.

But MFP Wealth Management chartered financial planner Justin King argues that advisers need to know how to build their own network of clients.

I have reflected on the challenges of building a client base in 2020 and I appreciate the difficulties. The inability to meet with people face to face creates a lot of challenges when expanding your network.

Harper believes that another one of the hardships for an adviser is taking a client bank from one employer to another.

The shortage in the supply of advisers could become acute. Harpers report reveals that 62 per cent of financial planners plan to retire in the next 10 years, and 60 per cent also turned away clients in the past 12 months.

People have got to find out how to use their advisers more cleverly. A lot of them are going to be retiring, so that is going to be an issue about what we do for the next generation, he says.

Everyone knows there is a shortage of advisers, so there is definitely a need to train our own. Even a young or newly qualified adviser is going to earn quite well if they get an employed role, but as an employer you have to make sure youve got enough income coming in to sustain that for the newly qualified adviser.

SJP defers Academy entrants due to Covid-19

Opportunity to recruit

Likewise, Godfrey says that, without firms taking action to do something positive, the industry will see more and more of the existing population of financial advisers move towards retirement.

It is going to get worse, he says. Some will say it is a good worse, as if you are still there then you can start demanding better pay and rations because you have become a scarce commodity.

But we see it as a brilliant opportunity to bring people into the profession over the next 25 to 30 years, because the backdrop is that more and more people are looking for financial advice, and as an industry were in a really good space to be able to grow the profession.

The difficulty is making the profession look attractive and interesting to people, says Godfrey.

Given the clear shortage of advisers and the professions great earning potential, why does it still not look attractive enough to draw in more new blood?

Many argue that increasing regulation is acting as a deterrent for advisers who are becoming more aware of the paperwork they would have to do if they entered the profession.

King says: There is a regulatory moat around the financial planning world. PI, FSCS, regulatory fees and qualifications throw a disruptor into the financial planning worlds huge challenges.

While this barrier to entry is high, the service will continue to be a premium service.

However, Kerr argues that the shortage of advisers is down to the fact that it is not an easy job and requires a unique combination of skills.

He explains: On the one hand, advisers are able to build relationships, network and tell stories that help clients understand what their options are so they can build strong relationships and have a great deal of empathy. Now that in itself is not unique.

What is unique is that, on the other side of their brain, they must be sufficiently analytical, numerate and attentive to detail, focusing on entirely logical spreadsheets that they bring to life with the other side of their brain. These people are not in great supply.

Its not an easy thing to do. And experience is important, so for people without experience its quite difficult to get into this world. Hence the shortage of people joining it.

Adviser view

Martin Bamford, client education director, Informed Choice

Economic theory tells us that, in a market with declining supply and rising demand, prices will go up. It is not surprising to see the average salaries for financial planners rise against a backdrop of more retiring advisers and a growing number of prospective clients.

The work that a financial planner does is incredibly valuable and the role deserves to be rewarded. Of course, employed financial planners need to justify their salaries, generating fees equivalent to at least three times their salary to be considered profitable for their employers.

Salaries will continue to rise if financial planners take responsibility for higher levels of fee income. The next 10-15 years looks set to continue the trend of rising client demand for quality financial planning, with a significant intergenerational wealth transfer taking place, with complex financial planning needs driving demand for advice.

Any financial planner who is disappointed not to receive client leads should take the initiative and generate their own enquiries. Alongside technical ability, a new financial planner needs to develop a range of skills, including being self-sufficient when it comes to lead generation. Employed financial planners are far more valuable when they can engage new clients, without being spoon-fed by marketing departments.

Tackling the advice gap is a perennial issue. Recruiting more financial planners will require a concerted effort on behalf of the profession and its professional bodies to make the career sufficiently attractive to both graduates and second-career candidates.

Passing the parcel

Some larger vertically integrated advice firms have started allocating larger client books than they have in the past to each financial planner in order to drive efficiency and profitability by encouraging their most experienced advisers to focus on fewer, larger clients, according to Harper.

This enables them to generate more client revenue, thus making the company more profitable while, of course, justifying a higher salary package for the financial planner, he says.

Quilter Private Client Advisers head Andy Moore says: We are starting to see clear segmentation in the advice market as firms focus on specific parts of the wealth market. For some firms they will focus on the higher net worth, who generally have more complex needs and other firms will focus on mass affluent clients who very much need advice but are often more straightforward.

Originally, we looked to serve the majority of those who required financial advice. However, through acquisitions and organic development, our advice proposition has become more focused on higher-net-worth clients. As a result, the average assets per adviser have increased, while the number of advisers per client has remained as originally projected.

Firms with over 50 advisers tend to make less revenue per adviser 160,000 compared to smaller firms 190,000 but revenue across the board dipped slightly in 2019, begging the question as to whether weve finally reached the end of the road for salary hikes.

Kerr believes earnings will continue to increase.

Markets set salaries, he says. A premier division football player earns 500,000 a week. Is that too much or too little?

The bottom line is that it is a market. At the moment, the demand for financial advisers exceeds the supply and that is fact. Therefore, why wouldnt you expect their incomes to be going up not down?

On top of high salaries, many nationals have productivity and revenue targets for financial advisers.

For firms within Quilter Financial Plannings network that have been hired from its financial adviser school, the majority have some form of quality or productivity target.

Schroders Personal Wealth says it uses a balanced scorecard because it believes this approach supports the personal development of our advisers and the business ability to provide exceptional client service.

Tavistock advisers receive a bonus for every exam passed and move up grades within the firm.

Productivity targets

Rennison says: Whether they say they do or do not, most firms have productivity targets. There are some that are still purely quantitative, but there are many now that measure using other metrics: file quality, complaints and adhering to systems and controls.

Harper adds: Most of the consolidators, private client businesses or wealth managers will be incentivising people to grow their book. Not in a bad way they are just making sure people are most productive.

Will future stars be attracted to this kind of culture? While there has definitely been an increase in new adviser academies as the industry looks to close the advice gap, approximately 67 per cent of financial planners experience difficulties finding talent, according to the Harper report.

With chancellor Rishi Sunaks recent announcement of 3bn to deliver a new three-year restart programme for jobs, it could present an opportunity for advice firms to try and attract new talent.

Some of the firms that currently run academies include Quilter, SJP and Schroders Personal Wealth, each with different financial incentives. Tavistock also runs an apprenticeship scheme

SJP advertises its academy as a two-year career change programme where everything is funded by the academy, such as the examinations and training, so there is no cost to the individual who will be paid an educational grant by SJP of 1,000 a month for six months.

Schroders had its first intake of 20 academy trainee advisers on 7 September. It offers a salary of 35,000 with an 18-month training programme as a trainee adviser.

Tavistock takes on one apprentice every year, who joins as an administrator, working with advisers to learn how the firm operates. The firm pays for the apprentices to take their CII exams and helps them in their journey from an administrator at the age of 16 to an adviser in around five years.

Money Marketing understands that most of these firms buy client banks for those coming out of the academy. However, Harper says his team often receives feedback that financial adviser academies have not been a universal success, as many of the newly qualified financial planners have been disappointed not to inherit sufficient clients to make their efforts worthwhile.

This is just one more reason young planners may help push salaries up even further.

As Kerr says: IFAs are a business just like the private doctor or dentist; they are not a charity.

Read more here:
Adviser salaries: When will we reach the top? - Money Marketing

Written by admin

December 7th, 2020 at 4:55 am

3 Elements to Transcend in Life and Leave a Mark – Entrepreneur

Posted: November 7, 2020 at 3:56 am


without comments

Martha Herrera, global director of Social Impact at CEMEX and director of the CEMEX-Tec de Monterrey Center, called on the entrepreneurial community to seek its purpose.

Stay informed and join our daily newsletter now!

November 4, 2020 2 min read

Opinions expressed by Entrepreneur contributors are their own.

Seeking a purpose in life to transcendwas the main invitation from Martha Herrera, global director of Social Impact at CEMEX and director of the CEMEX-Tec de Monterrey Center during the second day of INCmty.

As part of the talk, Martha Herrera commented: "more than 80% of people are asleep, following others and although not all dreams come true, they must be willing to do something to achieve them", therefore, the three shared elements that she has used constantly to transcend personally and professionally: vision, personal development and purposes.

Image: Via INCmty2020

Based on these tips, the director of the CEMEX-Tec de Monterrey Center invited people to take spaces for reflection in these uncertain times to build a community where a vision can be shared without leaving anyone behind. "To become agents of change, so that each one can fight from their own trenches", concluded Martha Herrera.

Read this article:
3 Elements to Transcend in Life and Leave a Mark - Entrepreneur

Written by admin

November 7th, 2020 at 3:56 am

Upward Bound at SFU gets creative with recruitment, activities – TribDem.com

Posted: at 3:56 am


without comments

In a normal year, St. Francis University Upward Bound Director Anne Heinzeroth begins her recruitment in the spring to fill up the 110 slots the program is funded for through the U.S. Department of Education.

Thats not the casefor this year, though, because the COVID-19 pandemic put a damper on the whole process.

I was only able to conduct one recruitment visit in early March before the stay-at-home order was issued, she said. So we have a number of student openings.

Upward Bound is a free program for high school students, typically recruited in ninth and 10th grades, from low-income families and families in which neither parent holds a bachelors degree.

Our goal is to get these kids through college,Heinzeroth said.

There are severalUpward Bound initiatives throughout the state and country, but the organization at St. Francis isthe oldest in Pennsylvania and one of the oldest in the United States,Heinzeroth said.

Its been assisting students in Cambria County since 1966 in a variety of areas including college applications, workshops, educational activities and classes.

Were not a hand-out,Heinzeroth said. Were a hand-up.

Normally, students participate in four Upward Bound events per month during the academic year, twice on Saturdays at the university campus and twice at their home schools or libraries for tutorials.

There may also be chances for them to hear from speakers or take field trips.

Then, during the summer, the studentsspend six weeks at the campus taking classes that usually correspond with what they may be taking the next school year.

The environmentmimics a college experience, and for the older students, work study jobs are set up.

All of that has to be done virtually this year because of the pandemic.

Its been been working out, though, Heinzeroth said.

Holding remote meetings has allowedthe group already enrolled gather more frequently.

The group meets Mondays, Tuesdays and Wednesdays with teachers and tutors in addition to the Saturday gatherings.

Our virtual tutorials are pretty popular, Heinzeroth said.

Upward Bound is also offeringvirtual cultural and recreational activities for the students each Thursday night this semester.

Despite these setbacks, former participants still see a lot of value in the experience.

I would definitely offer the advice to get involved with Upward Bound or at least a similar program, said Desmend Phillips, a 2016 graduate of Northern Cambria High School. It has been a gigantic help to me and my family and could be a huge help to yours. It takes some time and work, but the rewards much outweigh the effort required.

More than all, it is so much fun.

Phillips studies at St. Francis University and plans to attend Georgetown University for his masters degree.

He got involved in the program because his siblings had participated, and is thankful he did.

This program prepared me for the future better than any other thing Ive ever done,he said. Without the program, I would not have been able to apply to as many scholarships as I did. It allowed me to go to college without the burden of thinking about the financial aspect providing the opportunity to expand on myself in every other aspect of my life. It also taught me how to learn on my own and maintain social relationships along the way.

Jessica Mandrick has similar feelings about Upward Bound.

It is amazing where life can take you after you take the first step outside of your comfort zone,she said.

Attending Upward Bound in high school led me to attend a liberal arts college outside of Philadelphia, where I was introducedto a network of peers from around the country and the world.

Her journey continued to a structural engineering job in New York City, world travel and involvement with national and local professional organizations.

This is a life I had not imagined for myself when I was in high school and I am forever grateful for Upward Bound in seeing it for me, Mandrick said.

She also got involved because of a sibling who had attended and went on toearn her bachelors degree from Swarthmore College.

Mandrick said Upward Bound prepared her for the future by introducing her to an intellectual community.

It set the stage for the types of friendships, professional relationships and personal development opportunities that I would seek out for the rest of my life, she added.

Counselors at the program are also the ones that encouraged her to apply to Swarthmore and helped her travel to college visits.

For more information about Upward Bound, contact Heinzeroth at upwardbound@francis.edu or by calling 814-472-3023.

Original post:
Upward Bound at SFU gets creative with recruitment, activities - TribDem.com

Written by admin

November 7th, 2020 at 3:56 am

How the Auburn family develops heroes through chemical engineering – Study International News

Posted: at 3:56 am


without comments

Making food and drink stay fresher and tastier longer. Finding ways to refine fuel to reduce pollution. Turning unclean water safe for human consumption. Developing new pest control products to prevent the spread of disease. Designing engineered cardiac tissue to reduce the risk of heart disease. Producing chemicals from natural resources.

These feats may sound beyond reach right now, but theyre actually projects that are being skillfully and confidently brought to life by a team of skilled chemical engineers. In a world dealing with an ongoing pandemic, a climate crisis and the coming age of automation, chemical engineers and the knowledge they bring are key to producing the most important compounds fuel, vaccines, food, and many other products that humanity will need to respond to these challenges.

In-demand and in-line with todays global needs, its of little surprise that chemical engineers are among the highest paid entry-level professionals. Globally, they have gone on to occupy CEO positions at Fortune 500 companies that include ExxonMobil, Chevron, Coca-Cola, Intel, Stryker Medical, and 3M.

Auburn University, one of the largest universities in the Southern US, offers students a strong background in every core area. Their Department of Chemical Engineering offers curricula that challenge and encourage aspiring chemical engineers to learn the basics of solving real-world problems in relation to energy, medicine, nanotechnology and sustainability. All of these play a major part in our lives, and advances in these fields make the world a better place. In any industry that contributes to daily life, the job market for professional chemical engineers is strong and robust, with qualification in the field opening doors to a wide range of exciting professional opportunities in industry and academia.

At the Auburn University Department of Chemical Engineering, students are taught the fundamentals of taking products and compounds, and transforming them into usable, safe and sustainable products for home and industrial use. In a field that stretches from chemistry, to physics, to math, to biology, to the economics behind it all, the Department of Chemical Engineering gives students a 360-degree experience. Their classroom lessons go hand-in-hand with research and faculty mentoring, providing students with individualised support and a fully-immersive learning environment.

The possibilities are endless and the personal development that each student experiences in their life at Auburn University is an added bonus. Apples Tim Cook, CEO of the worlds biggest and fastest-developing tech company, describes his alma mater as one big, happy family, crediting Auburn University for his own development as a person.

Source: Auburn University

The Auburn Family dynamic is not only a saying the university and its departments are dedicated to more than just academic development, with personal milestones being equally as crucial. Through support and collaboration, students and faculty members come together to ensure mutual success. Always keen to offer opportunities to the next great minds of a generation, the Department of Chemical Engineering offers several scholarships to students at different stages of their academic careers.

Students at Auburn get to learn the processes of creating goods and products that are essential for sustaining global well-being. They have access to a faculty that is young, dynamic, and growing with a broad expertise in energy systems; biology engineering; systems engineering; and advanced materials and nanotechnology.

Knowledge in these areas contributes to the global fight for sustainability, enabling innovation for present and future generations. The faculty actively conducts research across several fields that contribute to global well-being. They work with their students to achieve their academic and professional goals.

With our departments combined knowledge and experience, we offer students a well-rounded education and prepare them to be among the best in their field upon graduation, says department chair, Dr. Mario Eden.

In 2020 alone: Assistant professor, Robert Pantazes will further his research in therapeutic proteins and was awarded US$1.75million from the National Institutes of Health to this end;

Assistant professor Bryan Beckingham was the first faculty member from the Auburn University Samuel Ginn College of Engineering to receive an award through the US Department of Energy (DOE) Office of Sciences Early Career Research Programme. He was awarded US$750,000 to support his research on multi-solute transport behaviour within ion-containing polymer membranes;

Faculty members Robert Ashurst, Virginia Davis and Maria Soledad Peresin advanced biosensors with grant funding from the State of Alabama;

In collaboration with the Auburn University MRI Research Centre, Tareq Anani, Barry Yeh, and Allan David developed a technology that reduced the toxicity of MRI contrast agents;

Auburn University doctoral candidate in chemical engineering, Richard Cullum, was a part of the R&D team that brought a COVID-19 test from development to clinic in less than two weeks.

Being a part of the Auburn family means being a part of a supportive, collaborative group of faculty members and students who are equally as passionate about bringing forth change and helping each other progress in the process. With accomplishments like these, its hard not to be inspired to contribute.

Do you know the difference between these six major engineering degrees?

English Language with Auburn University at Montgomery: Your path to a leading US University

Read the original post:
How the Auburn family develops heroes through chemical engineering - Study International News

Written by admin

November 7th, 2020 at 3:56 am

Author Cathy Caswell Guides Readers on How to Thrive Using Logosynthesis – PRNewswire

Posted: at 3:56 am


without comments

WAVERLEY,NS, Nov. 5, 2020 /PRNewswire/ --In these challenging times, it is easy to feel frustrated and experience tension when other people are not doing what they should be doing, such as wearing masks, speaking respectfully at work and acting responsibly in public. This book allows the reader to build leadership, parenting and personal development skills by using Logosynthesis to change patterns of reacting to feel better. The author introduces Logosynthesis, a structured model for self-coaching and guided change to support healing and development. The process allows users to experience a sense of calm, clarity and confidence to feel relief and to create a more supportive space for others.

In her new book, "Thriving In Our Times: From Reactions To Action Using Logosynthesis" (published by The Healthy Living Plan Inc.), Caswell describes how she learned to appreciate the value of resolving what bothered her before taking action. Given a unique opportunity to learn from its founder, Dr. Willem Lammers, she mastered the method by applying it in her everyday life, by training with an international group of coaches, counselors and therapists and by coaching others. She is a certified Practitioner and Instructor in Logosynthesis.

"As I reflect on my life choices, I can now observe that my patterns of behavior are based on my beliefs, attitudes, and experiences. These patterns have served me well. Work hard. Help others. Stick with it. Yet I can also observe where these patterns have become rigid and overused," Caswell says. "When I experience change and uncertainty, it can be difficult to see other ways of doing things. My automatic responses can feel intense and distressing, for myself and for those around me. Logosynthesis allows me to clear my path to move forward with greater ease and clarity."

"Thriving In Our Times: From Reactions To Action Using Logosynthesis" By Cathy Caswell Paperback | 5.25 x 8 in | 250 pages | ISBN 978-0-9950215-1-8. E-Book | 250 pages | ISBN 978-0-9950215-2-5. Available at Amazon and your favorite book retailer (Distribution through Ingram Content Group)

About the Author: Cathy Caswell, president of The Healthy Living Plan Inc., holds a Masters of Business Administration and is a certified Practitioner and Instructor in Logosynthesis. Her family, her successful corporate career in the food industry and her volunteer leadership in the community allows her to appreciate the many benefits of Logosynthesis to support everyday living.

About Logosynthesis: Founded by Dr. Willem Lammers, a Swiss-Dutch psychologist, it is a model for self-coaching and guided change using the power of words and sentences to change energy fields.

High resolution photos available at this website. Press kit available here.

EDITORS: For review copies (pdf/ebooks) or interview requests, contact: Cathy Caswell Tel: 1-902-402-7614 Email: [emailprotected] (When requesting a review copy, please provide a street address.) The Healthy Living Plan Inc. | 1500 Waverley Rd, Waverley, NS | 902.402.7614

SOURCE The Healthy Living Plan Inc

View post:
Author Cathy Caswell Guides Readers on How to Thrive Using Logosynthesis - PRNewswire

Written by admin

November 7th, 2020 at 3:56 am

Mintz: A time to refresh, renew and regenerate – Vail Daily News

Posted: at 3:56 am


without comments

We are inching closer to winter, and life is still so challenging for far too many fellow Coloradans. COVID-19 and its many side effects, along with the politicization of everything, is taking a toll on all of us, as we seek to invoke our inner strength to stay optimistic, despite all odds.

There are times during the year that God uplifts us, giving us holidays, opportunities for holiness and inspiration, lifting us out of our daily grime, and into a more spiritual plane. Yet, there are times, like right now, where there are no Jewish holidays, and its Gods way of saying my dear daughters and sons, I want you to pull yourselves up by your bootstraps and get to work, on your own.

While the infused inspiration is a nice touch on occasion, the inspiration weve garnered through personal development and the grilling work of character refinement, is way more valuable. In a sense, we have the upper hand on this path.

With our local ski slopes opening soon, its like God is reminding us to head into nature, meditate on lifes blessings, and take time each day, on our own, to connect spiritually. COVID-19 hasnt allowed us to congregate, and celebrate, together as we are used to, so we are heartened to dig deep into our soul reservoirs to find meaning and connection within. This is why living immersed in natural beauty is so conducive to spiritual awareness.

With Thanksgiving around the corner, its an opportune time to get back on the God train. I remember reading the incredible 1789 Thanksgiving proclamation by President George Washington in which he stated Whereas it is the duty of all Nations to acknowledge the providence of almighty God, to obey his will, to be grateful for his benefits, and humbly to implore his protection and favor and Whereas both Houses of Congress have by their joint Committee requested me to recommend to the People of the United States a day of public thanksgiving and prayer to be observed by acknowledging with grateful hearts the many signal favors of Almighty God, especially by affording them an opportunity peaceably to establish a form of government for their safety and happiness . and generally to grant unto all mankind such a degree of temporal prosperity as he alone knows to be best.

Its a great time to refresh, renew, and regenerate. Lets find our inner spirit, whenever possible at the Chabad Jewish Centers many winter programs, and when joining in person isnt possible, in nature, bonding with God on the slopes!

Rabbi Dovid Mintz directs Vail Chabad Jewish Center. He and his family live in Vail since 2006. He can be reached at info@JewishVail.com.

Read the original:
Mintz: A time to refresh, renew and regenerate - Vail Daily News

Written by admin

November 7th, 2020 at 3:56 am

Ashley Addiction Treatment Appoints Joint CEOs | The Bargaineer – Cecil Daily

Posted: at 3:56 am


without comments

HAVRE DE GRACE Ashley Addiction Treatment (Ashley), one of the worlds most recognized and respected names in the substance use disorder treatment industry, announced today that Alex Denstman, senior vice president and chief growth officer, and Greg Hobelmann, M.D., senior vice president and chief medical and clinical officer, will assume the roles of joint CEO replacing Dave Nassef effective March 1.

The decision to transition Ashley to a dual-executive leadership model is the culmination of hundreds of hours of strategic planning over the last year with Ashleys top decision-makers and advisors. With guidance from Nassef and Ashleys board of directors, Denstman and Hobelmann will spend the next four months transitioning to their new positions. Ultimately, Nassef will take on the role of senior advisor and envoy for the organization.

Dave has been instrumental within the Ashley organization for nearly two decades, and we would not be where we are today without his unwavering commitment and visionary leadership, said Jim Denvir, chair, board of directors. Were incredibly grateful that he stepped into the role of president and CEO when he did and thank him for everything he has contributed that has helped countless patients and propelled Ashley forward. Dave and the boards decision to expand Alex and Gregs roles and transition them into our next generation of leaders came with significant preparation and planning, and we are confident that their enthusiasm and capabilities will take Ashley into its next phase of growth and innovation.

Ashleys powerful legacy of treating each patient with dignity and respect together with its innovative clinical advancements have placed it at the forefront of the addiction and substance use disorder treatment industry. Under Nassefs leadership, Ashley has maintained its position among the worlds leading treatment facilities.

Looking back on my time at Ashley, I am so proud of everything we have accomplished, said Nassef. Ashley was founded 38 years ago on a co-leadership structure with a mission to be the leader in patient care. With that in mind, our goal was to find a long-term solution without sacrificing both the necessary clinical and business expertise thats required for this unique role or Ashleys core values. We are fortunate to have two outstanding executives with complimentary skillsets and proven track records of success within the organization who embody Ashleys legacy and timeless mission to save lives and impact our community. I cant think of a better match to lead Ashley into the future and ensure its longevity as one of the nations leading nonprofit organizations.

Denstman and Hobelmann combined bring nearly two decades of experience in the addiction and substance use disorder treatment industry. As individuals who have fought their own personal battles with substance use disorder, and since, found long-term recovery, they remain dedicated to helping others through their life-long mission to destigmatize addiction and mental health disorders by shining a light on this debilitating disease.

Both Greg and Alex have witnessed first-hand the process of recovery and remain devoted to their own personal journeys of recovery, continued Nassef. Their experiences have only bolstered their commitment to revolutionizing the treatment of substance use disorders and to destigmatizing this disease. Under their leadership, we are confident that they will continue to lead the industry in research and innovation in partnership with leading healthcare systems and universities.

Denstman joined Ashley in 2009 as a case manager and quickly moved through the ranks advancing to an outward-facing role where he continued to enhance the organizations mission to reach those in need. His drive and enthusiasm were quickly recognized among senior leadership, and soon after, he was promoted to a business development role where he more than doubled Ashleys provider relationships and is credited with establishing partnerships with major commercial payers. With a demonstrated ability to spearhead and implement state-of-the-art programs, Denstman has been effective in improving Ashleys approach to treatmenta major contributor to its success today.

When the initial outbreak of COVID-19 struck, Denstman was instrumental in the conception and implementation of Ashleys Incident Command Center, an emergency protocol system to structure processes and provide guidance for managing threats, planned events and emergency incidents. The result was Ashleys first-ever virtual counseling and telehealth services and five-day stabilization program to mitigate risk of exposure. Because of his swift action, Denstman was able to maintain a sense of safety and security among patients and staff in a way that fostered Ashleys healing environment. In addition, he helped establish the organizations Recovery Ready Workplace program to equip small and mid-sized businesses with education and resources to identify substance use disorder among employees and offer complimentary confidential assessments and treatment program referrals. With as many as one in 10 people thought to be struggling with substance use disorder, the program accelerates a much-needed solution to identify addiction among workers and help them find long-term healing and recovery.

Im humbled and grateful for the trust that Dave and the board have placed in me and Greg to continue carrying out Ashleys long-standing message of recovery and hope, said Denstman. Addiction does not stand still. As patient needs change and new challenges surface, we are not only committed to adapting to the changing conditions but to anticipate them. Having a partner like Greg, who is an accomplished clinician and researcher with a depth of experience in treating substance abuse, gives me even more confidence that together we will reach and effectively treat more people in need for many years to come.

Hobelmann, who first joined Ashley in 2009, is an award-winning clinician with 23 years of medical experience. He has dedicated his lifes work to improving patient outcomes and helping others find recovery through cutting-edge research and advanced methodologies. Prior to Ashley, Hobelmann was board certified in anesthesiology and pain medicine and served as chief resident in both the anesthesia and psychiatric departments at Johns Hopkins Hospital. He currently maintains his certification in psychiatry and addiction medicine and holds a Master of Public Health from Johns Hopkins Bloomberg School of Public Health.

Were facing a healthcare industry that is continuing to grow more complex every day, said Hobelmann. Alex is an accomplished business leader with a shrewd understanding of the payer-provider relationship. He has delivered innovative care and cost models with numerous providers allowing Ashleys services to become affordable and accessible to more people than ever before. Im honored to have the opportunity to serve alongside him in this capacity and continue leading the distinguished clinical work that Ashley is known for.

Throughout his time at Ashley, Hobelmann has implemented many ground-breaking programs and established an ongoing partnership with Johns Hopkins Hospital and its schools of medicine to address the opioid epidemic using the most up-to-date evidence-based treatments. His published studies address the complex problems that arise in early recovery, chronic pain management and ways to improve patient outcomes through removal of barriers to treatment. In 2019, he created Ashleys Model of Care group to ensure patients receive the most up-to-date treatment. He also created a personal development program for staff, which provides continuing education on the latest findings in addiction treatment and harm reduction, so that the highest quality of care is available to everyone who walks through Ashleys doors.

Denvir said, Greg embodies Ashleys driving principle, everything for recovery, and through his work, has enabled Ashley to be a powerful force in the recovery community. He consistently goes above and beyond the call of duty to break new ground in the addiction treatment and recovery world and improve patient outcomes. Were fortunate to have two extremely talented experts with a deep passion for treatment and a commitment to Ashley join each other at the helm of the organization. There is no better individual or pair of leaders equipped to lead Ashley and ensure that the organization will have consistent leadership for decades to come.

Denstman and Hobelmanns drive to help those in need has also translated to key roles outside the walls of Ashley. As a member of the National Association of Addiction Treatment Providers (NAATP), Denstman provides training resources and participates in executive roundtables on complex issues facing the industry. As a board member of the D.C. Maryland Virginia Professional Liaisons Association, he assists in promoting collaboration and ethics within the behavioral healthcare field. Additionally, he is an active member of the Harford County Chamber of Commerce, among a group of executives at Ashley dedicated to fostering racial equality and inclusion and holds an MBA from the University of Maryland Global Campus.

In addition to his role at Ashley, Hobelmann serves as a part-time faculty member in Johns Hopkins Psychiatry and Behavioral Sciences department and is a board member of NAATP. Previously, he served on the advisory committee for the New Day Campaign, which aims to reduce the stigma of addiction and mental health disorders through art. He is also an active speaker and lecturer who educates peers on new findings and the importance of comprehensive pain management.

As a nonprofit addiction and substance use disorder treatment provider, Ashleys bottom line is always the health and recovery of its patients. Over the last year, it has diversified its treatment portfolio by establishing several new clinical programs and strategic collaborations to better fit individual needs and expand the number of patients it serves. Some of the more notable programs implemented recently include: Partial Hospitalization Program (PHP), which bridges the gap between outpatient and inpatient services to provide better options for those transitioning between programs or unable to commit to a full-time inpatient schedule; Womens Extended Care Program and Residence that focuses on long-term, gender-specialized treatment for women; and the relocation and expansion of its outpatient treatment center in Bel Air.

To learn more about Ashley or to view the extensive list of services it provides to those who suffer from a substance use disorder, please visit ashleytreatment.org.

Originally posted here:
Ashley Addiction Treatment Appoints Joint CEOs | The Bargaineer - Cecil Daily

Written by admin

November 7th, 2020 at 3:56 am

Creating proactive communities: What is a proactive community? (Part II) – Indianapolis Recorder

Posted: at 3:56 am


without comments

In many efforts to alleviate societal issues and address the issue of poverty, many schools, businesses, nonprofits and faith-based institutions often engage in work that oftentimes overlaps without intentional collaboration that creates shared value.

This begs the question: Why is it so hard for organizations to connect and build sustainable relationships for and with vulnerable populations? Why do we continue to silo ourselves?

The unintended consequence of creating silos is that wider gaps are created in the lives of vulnerable populations especially Black and brown populations. Who is standing in the gaps to build the relational capacity for effective community engagement among schools, businesses and nonprofits to create a supportive ecosystem for vulnerable populations, especially our youth, to thrive?

Founded in 2010, ProAct Indys mission is to stand in the gap for vulnerable populations while empowering youth to actively transform their communities.

Leveraging social capital, we specialize in intentionally bringing together organizations in the city helping groups cross social, racial, and economic boundaries. We arrange social justice training workshops and service projects, allowing businesses and community members to learn and serve alongside vulnerable youth.

ProAct began not to create another dot on the map of nonprofit organizations doing great work, but rather to intentionally create an efficient system to connect the dots already existing on the map to help sustain and amplify youth voice and action. We seek to redefine and set the standard of what community service is as we define community service as intentionally building and creating meaningful relationships.

Brief history and program model

Since inception, ProAct has evolved several times to meet the needs of our community in response to the demand of our programs and services. ProAct began in 2010 by engaging small groups of Indianapolis youth from apartment communities in community service every Saturday, supporting various nonprofits with consistent volunteer support. In 2014, we began to work with schools by offering an afterschool club with cohorts of youth who learn and serve together. This prompted the creation of a formal program curriculum teaching youth about the root causes of the social issues they address through service each month.

In 2015, we saw an opportunity to offer the same type of engagement to businesses who pay ProAct to plan, train and manage service days their employees participate in. Not only did we provide a benefit to the business community, but the profits we gained through our corporate programs supported our youth cohorts year after year, making our program free to youth and their families.

In 2017-2018, between youth and corporate programs, ProAct grew from engaging just over 2,000 people in service to over 10,000 people in one years time, serving 10 schools, 17 businesses, and 115 nonprofits. Such quick growth was not easy to manage operationally and we learned valuable lessons as we scaled up that prompted us to scale back our programs in 2019 to refine our innovative program model to be more sustainable and intentional.

That brings us to today.

We have taken what has worked well in the past and have created a completely integrated framework for community engagement connecting schools, corporations, and nonprofits through our Proactive Community Model.

This model is sustained over the course of many months, years and gives youth consistent, caring adults who mentor and teach them valuable 21st century skills, equips young professionals within partnering companies with personal development opportunities, provides companies with a complete community engagement solution for their employees, and gives nonprofit volunteer managers consistent support around meaningful volunteer engagement.

We humbly believe that our experience and our sensitivity to the needs of our youth and our community have brought us to a position where we can continue our impact in even more innovative ways than ever before. Working alongside our youth and community partners, ProAct has become an instrumental partner in tackling some of the citys most critical problems.

Next week at our Close the Gap: 10 Year Celebration & Awards Program, ProAct celebrates a decade of experience providing quality programs and services to meet the needs of our community.

Derrin Slack is a speaker, training facilitator, consultant, Founder of ProAct Indy and contributor for the Indianapolis Recorder. Contact him atderrin@proactindy.org

Read the original:
Creating proactive communities: What is a proactive community? (Part II) - Indianapolis Recorder

Written by admin

November 7th, 2020 at 3:56 am


Page 9«..891011..2030..»



matomo tracker