AddThis Sharing ButtonsShare to FacebookFacebookFacebookShare to TwitterTwitterTwitterShare to EmailEmailEmailShare to RedditRedditRedditShare to MoreAddThisMoreIf only his grandparents could see him now.Chandler Nunnikhoven has bought back their beloved Iowa farmstead after it slipped out of the family hands in the 1990’s when the elderly couple reached their 80’s and could no longer handle the upkeep.After a century under the same lineage of farmers, the three barns fell into even more disrepair under the new owners.Now, 147 years after the farm’s original horse barn was hand-hewn by the Loynachans using nearby American elms, the 24-year-old seized a second chance on behalf of his family. Chandler purchased the property and hired Amish barn builders to help him restore the farm’s historical heritage.(READ the original story in the Des Moines Register and READ the update this week about how the barn renovations)AddThis Sharing ButtonsShare to FacebookFacebookFacebookShare to TwitterTwitterTwitterShare to EmailEmailEmailShare to RedditRedditRedditShare to MoreAddThisMore
Select performance measures specific to your organization’s needs.The rise of “big data” has intensified the quest to quantify all aspects of a credit union’s performance.The simultaneous opportunity and challenge when building a metrics plan is to select performance measures specific to your organization’s needs.“Credit unions are so dramatically different these days, there’s not a one-size-fits-all solution,” says Denny Graham, president/CEO of the consulting firm FI Strategies LLC.To determine which metrics best suit your credit union, consider these tips from “Meaningful Metrics,” a CUNA Operations, Sales & Service Council white paper:• Start with your strategic plan. All performance metrics should support the achievement of your credit union’s long-term goals.• Choose the metrics most appropriate for operational performance. Graham cites an example of branch managers receiving 200 pages of reports daily. “Quite often,” he says, “the question isn’t, ‘What can we get?’ but, ‘What is the critical information we need?’ ”• Ensure that performance metrics align with departments and staff members who have “line of sight” to influence those measurements. continue reading » ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
Follow Michael on Twitter Michael Cross is Gazette news editor I don’t expect outpourings of sympathy, but spare a thought today for the Ministry of Justice officials charged with reading responses to the department’s consultation ‘Transforming Legal Aid: delivering a more credible and efficient system’. (Yes, that’s the title of Chris Grayling’s proposals to chop £220m by introducing price-competitive tendering and other measures.) Call me a gullible sap, but I don’t expect the officials simply to hit ‘select all’ and ‘delete’. Rather, they will painstakingly extract all points considered relevant and pare them down to bare essentials and collate them in to a summary to be published alongside the official response. Finally, they will edit this down into a red-box version tailored to the secretary of state’s attention span. Naturally, positive feedback is more likely to survive the editing process. In theory it’s possible that Grayling will confound expectations by accepting the unanimous expert criticism of his plans but I don’t know anyone who seriously expects a U-turn. In fact I don’t know anyone who sees the exercise as more than a box-ticking gesture, a chore that has to be carried out so that a minister can deploy with a clear conscience the words ‘the government has consulted widely…’. Even some senior ministers seem embarrassed by the sham. Hence the interest around Westminster in the modish concept of ‘wiki government’, the idea of seeking public opinion, ideas and contributions throughout the stages of a policy cycle rather than just in response to a minister’s brainwave. Earlier this week a report from the House of Commons Public Administration Select Committee enthused about ‘open source’ policy as a way of ‘embracing a new relationship with the citizen’. There were important caveats. First, it is essential to integrate ongoing public engagement with the policymaking process, not run it as a rival stream. Care must be taken not to give disproportionate weight to inputs gathered through trendy online methods. And, most important, ministers should not abdicate leadership by thinking they can outsource policymaking. To be honest it’s hard to see how any wiki scheme could bridge the apparently irreconcilable gap between the justice secretary and the legal profession on the current legal aid proposals. But it might have toned down some of the dafter ideas, explored the assertion that the public had lost faith in legal aid – and perhaps cut the need for useless pen-pushing in Petty France.