With updates on four of the five Irish football players involved with academic dishonesty investigations, the attention now shifts to the Honor Code’s appeal process and requirements for readmission to the University.Irish senior defensive end Ishaq Williams will not play in 2014 and would like to return in 2015, Irish coach Brian Kelly said Tuesday. Senior receiver DaVaris Daniels is “done” at Notre Dame, Daniels said on Twitter on Tuesday, and graduate student linebacker Kendall Moore announced Tuesday evening on Instagram that he will “respectfully leave my alma mater.”Junior cornerback KeiVarae Russell will not play this season and will most likely miss the spring semester before returning in June 2015, the junior said in an Instagram post Friday evening.Vice President for Public Affair and Communication Paul Browne confirmed Friday that the appeal process for the five players would be the same as detailed in the Honor Code.The Honor Code distinguishes between major, minor and flagrant offenses and outlines the notification and appeal process separately for flagrant offenses.According to the Code, students have the right to appeal the Honesty Committee’s decision that a student is responsible for offense and/or the penalty attached to the dean of the college involved. For a major or minor offense, he or she must appeal “no later than seven days from the date notification of the decision and penalty was sent by the Committee,” although the dean could extend this deadline “at his or her sole discretion.”“Grounds for appeal are limited to: evidence discovered after the Honesty Committee Hearing which is relevant to the judgment that a violation has occurred or to the evaluation of its gravity; the presence of a procedural defect in the preliminary investigation or honesty committee hearing; or evidence of personal bias on the part of members of the Honesty Committee that likely influenced the committee’s decision that a violation has occurred or its assignment of a penalty,” the Code states.To appeal the decision or penalty involving a major or minor offense, “the student must provide a detailed written statement of the reasons for the appeal both to the dean of the college or school in which the offense occurred and to the chair of the Honesty Committee.”The dean “should not conduct a new hearing on the original allegation,” but before making a decision, he or she “is required to speak with the chair of the Honesty Committee to understand fully the Committee’s reasons for its original decision and to discuss the dean’s reasons for considering a change in that decision,” the Code statesThe dean deciding the appeal could: overrule the finding of the Honesty Committee that a violation occurred and dismiss the charge in its entirety; remand the case to the original Honesty Committee for a new hearing or follow-up “either because of new evidence or procedural defect;” create a new Honesty Committee to consider the alleged violation if “there is evidence that personal bias may have affected the original Committee’s decision;” agree with the decision but decrease the severity of the penalty; or agree with both the decision and the penalty, affirming the decision.For flagrant offenses, the case proceeds automatically on appeal to the dean, the Code states. The student can appear before the dean to discuss the appeal, and the dean has the same five options when evaluating appeals of flagrant offenses as he/she does for major or minor offenses.If a student has been found responsible for repeated violations, the standard penalty is dismissal from the University, according to the Code.“Dismissal is separation from the University for at least one semester,” the Code states. “Unless otherwise specified, the student is eligible to apply for readmission to Notre Dame, but readmission is not automatic.“Permanent Dismissal is separation from the University with no opportunity to apply for readmission.”To be readmitted, a dismissed student must submit an application and his or her readmission must be approved by the dean of the college involved and the associate provost chairing the University Code of Honor Committee (currently Hugh Page, vice president and associate provost for undergraduate affairs and dean of the First Year of Studies).If the dismissal is permanent, the student has the right to a review “of any aspect of the case for any reason” by the Office of the President, the Code states. Decisions of the President’s Office will be final.In a statement Oct. 6, Browne acknowledged that “it can be difficult for students, regardless of culpability, who are subject to such reviews, especially when public scrutiny becomes so magnified for those who are student-athletes,” and said “we are working to resolve these situations as quickly as possible.”These cases provided “a complex set of circumstances that required thoroughness,” Browne said Friday, and “appropriate parties were working as expeditiously as possible on them.”Tags: DaVaris Daniels, football, Honesty Committee, Honor Code, KeiVarae Russell, Kendall Moore, Notre Dame football
West Virginia Leaders Call for a Future Past Coal FacebookTwitterLinkedInEmailPrint分享Taylor Kuykendall for SNL:West Virginia University Provost and Vice President for Academic Affairs Joyce McConnell says the university has a moral obligation to investigate the potential for an economic future in West Virginia that could include less coal.McConnell spoke April 8 at the fifth annual National Energy Conference, hosted by the West Virginia University College of Law, which examined the downward trends in the state’s beleaguered coal industry and looked to the future of what could be done.McConnell said the writing that West Virginia’s economy needs diversification have been on the wall for a while. “We are witness to a collapse of an economy,” McConnell said.John Deskins, director of WVU’s Bureau of Business and Economic Research, said, “We have some counties that are in a Great Depression,” noting some counties have lost one-third of their jobs.He said pinning hopes on abolishing U.S. EPA rules is an ineffective solution to the problem of southern West Virginia’s coal demand due to a storm of factors including low natural gas prices, anemic international demand and geologic challenges in the region.Charles Patton, president and COO of Appalachian Power Co., a subsidiary of American Electric Power Co. Inc., said he thinks it is essentially a given there will be carbon dioxide regulations of some sort in the future.Showing a slide that projects a rapid expansion into renewables, Patton said five or six years ago he would not believe that was the sort of direction the company would move toward as quickly as it has.“We’ll continue to operate our coal fleet until about 2040,” Patton said. “The output from those plants is going to be significantly less.”Full article ($): WVU: School has moral obligation to aid state in moving beyond coal
NCUA headquarters NCUA is closely monitoring Hurricane Florence, it said Wednesday, and has a hurricane information webpage with materials on preparedness and recovery for credit unions and members affected by the storm.The NCUA will be ready to assist credit unions with maintaining or restoring operations, if necessary. The NCUA’s Office of Credit Union Resources and Expansion can provide urgent needs grants up to $7,500 to low-income credit unions that experience sudden costs to restore operations interrupted by the storm.Credit union members are encouraged to check their credit unions’ websites and social media sites for real-time information updates, including operating hours.Members may also contact the NCUA’s Consumer Assistance Center at 800-755-1030 Monday through Friday between 8 a.m. and 5 p.m. Eastern. continue reading » 2SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
3SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Frank Koechlein Frank Koechlein is the President at Empower Your Analytics and coauthor of the marketing resource book “The New Marketing Analytics”. Frank has over 40 years of marketing experience in the … Web: empoweryouranalytics.com Details A few days ago while watching TV; I had the opportunity to see the new Wells Fargo commercial. My guess is this ad is an attempt to help repair the damage to the Wells Fargo brand resulting from their recent retail banking scandal. The ad in addition to showing a lot of happy and engaged customers stated; “we have eliminated sales goals in order to better focus on customer satisfaction.” This struck me as an odd statement; what has happened to our service culture that offering additional products and services is at odds with member satisfaction? The statement speaks volumes about the way many credit unions (and community banks) see themselves. Both institutions have a long history of being service organizations. Credit unions remain one of the few types of financial institutions that truly function for the benefit of their membership. For example, the mortgage for my son’s first home was from his credit union at work. Not only did they help him through every step of the process, he was able to get a discount on closing costs and get one of the lowest 30 year fixed mortgage rates in the Atlanta market. Now that is service. Many in credit union leadership positions look upon organized marketing/selling programs as going counter to the core of the credit union mission. In my opinion this belief comes from the “old school” definition of selling. This high pressure form of selling is not focused on member needs but on the credit union’s needs. An example, if the credit union needs to sell home equity loans, all of its members are prospects. This type of selling many times can have a negative impact on how members feel about your institution. As a member, if you’re asked about a home equity line of credit and you are not a homeowner, it doesn’t feel very personal. This shotgun approach is what worries many in leadership. With credit unions historically functioning as a service organization, the focus for member facing associates has primarily been transaction based. Members define their needs and come into the credit union for help in solving their financial challenges. In this scenario activities aimed at learning more about your members (asking them questions) is considered intrusive. Generally speaking, credit unions need to make the transition from being service organizations to selling additional products (serving members) based on member needs. 61% of responders in a recent Affinity FCU/Harris Poll “believe credit unions care more about their members than banks do.” With this type of member trust in their institution, doesn’t it make sense that a needs based selling approach would prove effective?Gaining a greater understanding of your members can be difficult in today’s digital world. Younger members prefer to interact with their credit union using remote access including; online, mobile, phone, SMS, making it difficult to discuss someone’s financial challenges face to face. Gaining a greater understanding of members’ financial needs and using it for marketing purposes, should happen on their terms and with complete transparency. One challenge with starting a needs based selling program is that your organization needs the tools to learn more about your members. This knowledge drives cross-selling programs that sell product and reinforce the positive qualities of your brand. The lack of adequate tools to gather member data seems to be a source of frustration for many in credit union leadership. The research below was conducted by the Filene Research Institute (RFI) and it compares the importance of 5 critical member marketing/sales activities versus the ability of their credit union to accomplish the task in a satisfactory manner.These numbers are striking and they illustrate the depth of the challenge credit unions face as they evolve from pure service organizations to a member needs driven service paradigm. One caution, needs based selling clearly needs to be consistent with the credit union’s brand values. If you look at the 5 activities listed in the RFI research; the gap for all 5 can be closed with a greater understanding of the financial needs and service preference of members. If that’s the case why isn’t credit union leadership more receptive to using member data to close the gap? From industry research it is clear that smaller credit unions are resistant to data-driven marketing to their member base. Research conducted by the Financial Brand last year found that less than 9% of all credit unions/community banks under $1 billion in assets are using data to drive member CRM and retention activities. The same research showed that more than 50% of their larger competitors are using member data to drive improved CRM, retention and new member acquisition activities. The time has come for the credit union community to embrace new data management technologies to better serve their members. A common misconception is that using member data analytics will change way the organization will serve their members. In short, they will lose the personal experience and treat members as numbers, not people. In my experience, this will not happen if you work closely with your analytics vendor to make sure they understand your goal is to use member data as an extension of your brand. The final solution involves not just the analytics but the way you creatively present product and other communications to your members. Personalized offers that are appropriate for each member’s circumstances, presented in a way that supports your brand, in the preferred service/media channel can only serve to increase member loyalty.
Ethical business is the new way of doing business, and it’s a nonnegotiable. If building a trustworthy brand was important before a global pandemic and national tensions, it’s even more important now. More than ever, brands need to stand for something. Brands need to ensure that they stay true to their purpose and what they stand for.The 2020 Edelman Trust Barometer, released in January, concluded that “stakeholders [and consumers] now have new expectations of the corporate sector” that include shaping “the future of society in a positive way.” Edelman also found that “ethical attributes drive 76% of the trust capital of organizations.”The unexpected shifts in plans and customer needs during these challenging times have brought the adaptability and effectiveness of marketing strategies to light. It is in challenging times like these that the public constantly asks, “What does this brand really stand for?”The ways in which companies choose to engage, or not, matter. Take Nike’s response to the Black Lives Matter movement, for example – brands are using their platforms to engage on the matters with which their customers and communities are most affected.We need to be more focused on serving our communities and our customers. We need to be genuine. We need to think beyond just selling products. How can you relate your services to your impact? How can you follow up your words with action? If you say you support first responders, but you don’t actually do anything to help them, consumers see these as empty words.Now, trust and transparency have to be the absolute priorities for marketing and communications teams. Many consumers have less money in their pockets now, and they’re being more thoughtful about how they spend it. One of the best ways to increase trust in your brand is through cause marketing.Customers are empowered by new trends in information and social media technology to make informed, value-conscious choices about what they buy and who they buy it from. In this new age of widespread customer empowerment, market trends favor purpose-driven, emotionally-appealing marketing campaigns that will connect with a customer’s noneconomic values.One study found that 63% of Americans want businesses to pursue social and environmental change, while a whopping 87% say that they will purchase a company’s product because of the social good that company does. All told, a decisive 90% of Americans say they want companies to demonstrate dedication to socially beneficial causes.Cause marketing is a term that’s been around since the late 1970s, when it first emerged to describe the new and pioneering marketing campaigns of Nike, Marriott Corporation, Famous Amos Cookies and American Express. These companies developed marketing strategies that tied their brands and products to socially beneficial causes. They found that they could simultaneously increase brand equity, raise corporate revenue and enhance visibility of important social issues by partnering with nonprofit organizations and tying customer choice of their products to the advancement of a noneconomic cause.Since then, cause marketing has come to mean much more than just forming visible partnerships between for-profit businesses and nonprofit organizations. Today, cause marketing describes any number of different ways that companies can market themselves to the public by using corporate social responsibility (CSR) initiatives. Taken broadly, cause marketing simply means that a company “does well by doing good.”High-profile success stories in cause marketing are not hard to find. For decades now, Yoplait’s “Save Lids to Save Lives” and General Mills’ “Box Tops for Education” campaigns remain two of the biggest and most successful case studies in cause marketing. Recently, companies from General Motors and Facebook to Lowe’s and Crocs have made the news for stepping up to help frontline workers, small business owners and other Americans during the pandemic. At PenFed, we’ve celebrated reaching two million members by donating $2 million to supporting America’s communities.A host of different factors can influence whether a cause-marketing strategy will succeed or (like former attempts at cause marketing by Pepsi and Gillette) crash and burn. A study in the Journal of Business Research has identified the factors that inhibit success: Customers react negatively to cause-marketing strategies that are either merely mercenary or plainly trendy. Additionally, customers react negatively when companies use cause-marketing strategies reactively in order to save face after a public scandal.By contrast, successful cause-marketing strategies all share three features. They are each: (1) proactive, (2) a right fit for the company, and (3) authentic. What this means is that successful cause marketing has to show a company taking initiative and seeking to do social good in an area that is truly relevant for the company’s products. And above all else, customers want to see cause marketing that is seamlessly integrated with the company’s broader mission and that clearly comes from the heart. It has to align with the customer’s beliefs and values. It has to be authentic. It has to mean something!At PenFed, we have always aimed to focus on members and community. We consider our employees as part of the community. We try to focus on what matters most at this particular time with our unique member base. It was never about building a campaign for cause marketing. It was always about what we can do now to support our members, even if it is something small.We did a lot of small things: $50,000 in grocery giveaways at the onset of COVID-19, an employee blood drive at our headquarters, matching donations up to $85,000 to our PenFed Foundation over Memorial Day. We did what made sense, what aligned with our beliefs and values. It never seemed like marketing. It seemed like the right thing to do.Personally, I am grateful for countless parts of my life that were largely possible because of other people. So, I ask myself, “What can I do to give back? Even if it is a small thing, how can I make somebody’s life a little easier?”It shouldn’t be about creating a cause simply to sell products; cause marketing should really be about authentically spreading the word about the initiatives that are important to your company’s mission and its customers. 1SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Gaurav Bhatia Gaurav Bhatia is PenFed’s SVP and Chief Marketing Officer responsible for marketing strategy, execution and digital experience across all channels. Prior to joining PenFed, Gaurav held positions of Chief Digital … Web: https://www.penfed.org Details
– Advertisement – To listen to all that and much more, click play above for the latest edition of Will Greenwood’s Podcast! Could Rugby Union head the way of Rugby League and place players on report instead of red carding them?Greenwood and Cox also preview the weekend’s Autumn Nations Cup Tests, as Ireland face Wales in Dublin on Friday, before England play Georgia at Twickenham, Scotland travel to face Italy and France play host to Fiji across the weekend.The bulk of our episode this week is a conversation with special guests Dan Leo and Mike Umaga, however, as the pair discuss the plight of the Pacific Nations, their work for ‘Pacific Rugby Welfare’, and their soon to be released film/documentary called ‘Oceans Apart’.- Advertisement – First up on this week’s episode, Cox and Greenwood review Round 2 of the Tri-Nations and the Wallabies’ dramatic 24-22 victory over the All Blacks in Brisbane, as well as looking forward to Round 3 of the competition.Our team also discuss the red cards dished out to New Zealand prop Ofa Tu’ungafasi and Australia flanker Lachlan Swinton – were they harsh? Or were they absolutely right?- Advertisement – Will Greenwood and Rupert Cox discuss the Tri-Nations and red cards, preview the Autumn Nations Cup, and chat to special guests Dan Leo and Mike Umaga on the plight of the Pacific Nations…- Advertisement –
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INDIANAPOLIS – Over 696,000 people have been marked as inactive voters but can still cast a ballot in November.In June, the Secretary of State Election Division mailed approximately 756,000 postcards to Hoosier voters asking them to update their voter registration information.About 47,000 residents in Indiana participated in the voter list refresh by updating their voter registration by the July 24 due date.Officials say 258,000 postcards were unreturned and 450,000 were returned as undeliverable by the post office.Counties election officials have been using the information to update Indiana’s list of voters. They take the mailings to identify inaccurate voter registration information and mark those voters’ records as inactive. To date, 696,407 Hoosiers have been marked inactive.A voter on the inactive list can still vote in November. Being on the inactive list means a voter did not update or confirm their information. If the voter casts a ballot from that address in November, their record will be reclassified as active.The voter list refresh project gives election officials a more accurate view of voter participation in future elections. With voter lists bloated with inaccurate information, turnout statistics are skewed.Secretary of State Connie Lawson said, “I know there is still work to be done, but I wish to commend the counties for their cooperation and patience during this process. Their experience and feedback will help guide us when the next voter list refresh is conducted in two years.”All voters are encouraged to check their voter registration information online at www.indianavoters.com or at their local county clerk’s office and update their information if necessary.
October 23, 2017 Police Blotter102317 Batesville Police Blotter102317 Decatur County EMS Report102317 Decatur County Fire Report102317 Decatur County Jail Report102317 Decatur County Law Report
North Vernon, IN—Saturday, a Commiskey couple arrived at the Jennings County Sheriff’s Office/Rescue 20. They were requesting an ambulance for their 2-year-old grandson.According to statements given by the grandparents to deputies, they stated that the grandfather was mowing the yard on Grayford Road. The toddler ran towards his grandfather as the grandmother ran after him. As the grandfather was backing up the mower, the 2-year-old fell and went under the mower while it was mowing.The grandparents met with Rescue 20 and the grandson was transported to St. Vincent Jennings Hospital. He was shortly flown from the hospital to Riley Hospital for serious injuries.Deputies are still investigating and thus far are calling it a terrible accident.