Data Provider Black Knight to Acquire Top of Mind 2 days ago Demand Propels Home Prices Upward 2 days ago Servicers Navigate the Post-Pandemic World 2 days ago Servicers Navigate the Post-Pandemic World 2 days ago Subscribe A blog post from the Urban Institute published on Tuesday went in depth into the over $3 trillion in untapped home equity by seniors. Homeowner age 65 and older are unwilling to tap into the wealth of equity from their homes, due to various financial concerns. The data from Urban Institute is backed by Fannie Mae’s National Housing Survey, which found that 37 percent of senior homeowners feel concerned for their finances in retirement, and only 6 percent of seniors are interested into tapping into their home equity to address these concerns.Equity may be accessed through downsizing, forward or reverse mortgage products, or even indirectly by underspending on maintenance, yet seniors are unlikely to use mortgage products as a method of equity access. Out of the four primary mortgage channels for equity extraction—home equity lines of credit (HELOC), closed-end seconds, cash-out refinance loans, or Home Equity Conversion Mortgages—no channel had an origination rate greater than 4 percent, and only one, HELOCS, had a rate exceeding 1 percent.The low rate of equity access through mortgage products among seniors may be due to a desire to stay out of debt, or the increased number of seniors who stay in the workforce into old age. Additionally, poor financial literacy and complexity as well as the high costs of some mortgage products may steer seniors away from such products. These factors combined have led to a large, untapped amount of wealth.Experts Karan Kaul, Research Associate at The Urban Institute, Laurie Goodman, Codirector of the Urban Institute, and Patrick Simmons, Director at Economic and Strategic Research, list a few ideas in the blog post to help open access to home equity for seniors: improve reverse mortgage financial literacy, reduce the cost of reverse mortgages, improve access to credit, and explore new products and alternative approaches for equity extraction.The complete report by Karan Kaul and Laurie Goodman can be found here on Urban.org, and the blog post can be found here. The Week Ahead: Nearing the Forbearance Exit 2 days ago Data Provider Black Knight to Acquire Top of Mind 2 days ago Related Articles Seniors Are Sitting on Trillions of Dollars Governmental Measures Target Expanded Access to Affordable Housing 2 days ago Fannie Mae Home Equity mortgage 2017-02-28 Staff Writer Previous: Interest Rates Continue Trend Next: What are the Top and Bottom CBSAs? Home / Daily Dose / Seniors Are Sitting on Trillions of Dollars Print This Post The Best Markets For Residential Property Investors 2 days ago Demand Propels Home Prices Upward 2 days ago Share Save The Best Markets For Residential Property Investors 2 days ago in Daily Dose, Featured Governmental Measures Target Expanded Access to Affordable Housing 2 days ago Sign up for DS News Daily Tagged with: Fannie Mae Home Equity mortgage About Author: Staff Writer February 28, 2017 1,516 Views
“I didn’t expect to work on film music at first,” says music graduate student Hannah Lewis, “but I became fascinated by the intersections between music and visual media, especially the transition from silent to synchronized sound film.“The role of music in film changed completely. When there was a live orchestra, organ, or piano accompanying silent film, the experience of movie-going was partially a live experience. Once there was synchronized sound, the experience was entirely mediated, which meant that the spectator’s film-going experience was very different. But it also meant that the director suddenly had more control over music. Music could become an essential component of a film from its conception.”Sound film practices had basically solidified by 1934, leaving a brief eight years from the advent of synchronized sound to the time when sounds in movies most often took the “realistic” narrative form we are accustomed to. It is this brief period of experimentation that has become the focus of Lewis’ dissertation.“There was an aesthetic unsettledness at that time; people understood music’s role in different ways. There wasn’t yet the assumption that we must see someone and hear his or her voice at the same time to seem natural. There could be an artificial connection. Clair, for example, filmed a chase scene to which he added the sound of crowds cheering at a rugby match. There was no attempt to represent reality; the sound made its own statement separately from the image.”
4SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Stuart R. Levine Founded in 1996, Stuart Levine & Associates LLC is an international strategic planning and leadership development company with focus on adding member value by strengthening corporate culture.SL&A … Web: www.Stuartlevine.com Details Governance best practices will energize your credit union and assist the board and senior management in carrying out their duties. Good governance goes beyond ethical behavior and following procedures. It ensures that the credit union is focused on sustainable long-term value creation for members and other stakeholders, including employees and the communities served. Actionable elements of good governance lead the board and management to support and maintain a healthy culture based on values and trust. Good governance means fostering a collegial relationship of trust and open, candid dialogue among the board, the CEO and senior management. This sets the tone at the top for a healthy culture, where honest robust discussion ensues at all levels of the organization, and where listening and collaborating become part of the fabric of the culture. Good governance charges the board of directors with oversight of management, monitoring company performance, and preparing for senior management succession. Beyond the minimum requirements, however, a highly performing board can provide an informed and appropriate level of partnership in strategic planning and strategy implementation that assures clarity, alignment, inclusion and buy-in throughout the organization. The board then is not just the evaluator of senior management, but an advisor and strategic partner with them. Governance best practice finds the board and management clearly articulating the company’s purpose and values and guarantees that the organization is true to them. Values can make the difference between having the people with skills needed to implement your strategy versus watching them go elsewhere. More than ever before, talented people want to work at a company that shares their values, is true to those values, where leadership lives those values, and where the culture is defined by caring about all stakeholders, including the members, employees, and the community. Following best practice, every director needs a thorough understanding of the credit union’s business. They understand how the credit union maintains its financial health, its revenue stream, its profit ratios and its balance sheet. Yet, the success of the strategy for financial health and growth is not measured only in financial terms, but in member service improvement, and value provided to the community. Directors understand the credit union’s business risks, including cybersecurity issues, disruption from new technologies, regulatory and economic demands, political uncertainty, and managing and protecting the organization’s reputation. Performance evaluation guides directors by identifying and strengthening areas of weakness in the board. The board evaluates the performance of individual directors, the full board, and board committees on a regular basis, generally annually. Externally facilitated evaluations from time to time assure that the board receives an independent view. Continuous learning on issues facing the credit union means more than just attending board meetings. Best practice starts with robust orientation for new directors and regular and thorough on-going, in-depth learning for all directors. Seminars, tutorials, facilitated meetings, and site visits that give directors access to the workforce, all enhance director education. External experts, such as independent counsel and trusted experienced consultants bring a level of external perspective and the best current thinking and practice. Their support offers the directors and the leadership team the conﬁdence that they are accessing the knowledge resources they need to address the complicated, industry-wide challenges that continuously barrage the organization. Good governance is the board’s and management’s duty, and it is also good business.
Lamar Jackson’s backup is back.The Ravens have agreed to bring back Robert Griffin III on a two-year deal, the team announced Thursday. John Elway says 34-year-old QB Joe Flacco is ‘just getting into his prime’ Griffin went 2 of 6 for 21 yards for Baltimore last season after sitting out all of 2017. The team carried three quarterbacks during the year to prevent losing Griffin as he was a good presence in the locker room for Jackson, according to NFL Network. Related News We have agreed in principle on a two-year contract with QB Robert Griffin III, pending the passing of a physical. @RGIII is staying in Baltimore! 🙌 pic.twitter.com/92Id3Ue0Ct— Baltimore Ravens (@Ravens) March 21, 2019Baltimore brought in Griffin on a one-year contract last season to serve as Joe Flacco’s backup and as a temporary safety blanket for Jackson as the rookie learned the offense.