Technology holds the key to issue of privacy at workOn 16 Jan 2001 in Personnel Today Comments are closed. Previous Article Next Article Employers have the technology to monitor staff. The challenge is to use it for competitive advantage without breaking the law, says Damian KellyThe publicity surrounding the recent introduction of privacy laws has forced all of us to ponder some difficult questions. Privacy is regarded by many as a fundamental and sacrosanct human right. Is that status threatened? Should we be concerned that employees’ privacy rights are being steadily eroded by the over-zealous attentions of UK plc? Or are employers unfairly restricted in the surveillance and monitoring of staff which they can lawfully undertake? First, let us put the current privacy debate in context. The right to privacy is established in international conventions and is specifically protected in the constitutions of other countries. Historically, the UK legal framework has fallen short of providing employees with proper protection against inappropriate invasions into their privacy. But the introduction of legislation on data protection and interception of communications, as well as the much-vaunted Human Rights Act, has beefed up the level of protection available to employees. The thrust of the new laws is to prohibit invasions into employees’ privacy, except in limited circumstances. For example, monitoring is acceptable where employees’ consent is given or where it protects the rights and freedoms of others.Opinion is, of course, divided on whether the legal framework goes too far in restricting employers’ rights to manage their workforces, or not far enough. In a democracy, such divergence of opinion is inevitable and healthy.Why though is this debate so important now? Technology holds the key. UK privacy laws are being introduced at a time when employers have access to an unprecedented range of sophis- ticated surveillance technology. This ranges from location tracking and audio bugging to keyboard monitoring and software which identifies inappropriate use of e-mail and the Internet. The availability of this technology is not coincidental. The IT revolution has already changed fundamentally the way in which most of us work. Consequently, employers have a greater need than ever to monitor workplace activity in a responsible way to protect both employees and their own legitimate business interests.Misuse and abuse of the Internet and the sending of inappropriate e-mails is becoming an increasingly difficult problem for employers. Misuse leads not only to reduction in productivity but can render employers liable to a number of different claims, including potentially expensive discrimination actions. Employers can use electronic and physical surveillance to detect and deter various problems, including harassment, stress and industrial espionage. History tells us that the tide of progress cannot be halted. Surveillance technology is there and employers will use it. Responsible employers will recognise that with rights go responsibilities. Monitoring and surveillance should be carried out only within the confines of the law and without compromising the good will of employees. The real challenge will be for organisations to turn responsible workplace surveillance into a model of best practice and an opportunity to gain genuine competitive advantage. Damian Kelly is a solicitor at Eversheds Business Lawyers in Europe. You can explore the privacy issue and how you as a senior HR professional can make a significant strategic impact at the Eversheds Employers Convention 2001. This two-day event will be held on 21-23 March at the Grand Hotel, Brighton. where Jeremy Paxman will be hosting the debate. To book call Laura McCrainor on 0121-232 1543 or on-line at www.employersconvention.com Related posts:No related photos.
All degree classification levels add the appropriate dollars (up to$6,000) for years of credited experience to the annual salaryfigures above to determine entry salary.The benefits package provided by the College includes major medicalinsurance, life insurance and Florida retirement contributions.Other benefits offered include participation in the wellnessprogram, tuition waivers, educational opportunities, and paid sickleave.Supplemental life, dental, vision, and disability insurance areavailable at group rates.Pensacola State College does not discriminate against any personon the basis of race, ethnicity, national origin, color,gender/sex, age, religion, marital status, pregnancy, disability,sexual orientation, or genetic information in its educationalprograms, activities or employment. For inquiries regarding TitleIX and the College’s nondiscrimination policies, contact theExecutive Director of Institutional Equity and Student Conduct at(850) 484-1759, Pensacola State College, 1000 College Boulevard,Pensacola, Florida 32504. Bachelor’s or Less – $33,730Master’s – $36,420Master’s Plus – $38,150Doctorate – $41,185 Join the PSC family and connect with accomplished and diversecolleagues who inspire and innovate students and transform livesand futures. Along with helping our students reach their goals,Pensacola State makes career fulfillment a reality.Job Description:The Nursing Instructor position is an 11-month, tenure-trackfaculty position with an anticipated start date of January 2021.This position requires effective teaching and advising of diversestudents, excellent oral and written communication skills, and acommitment to the comprehensive state college mission. The nursingprograms provide quality educational opportunities for studentsseeking to enter the healthcare arena as baccalaureate degreenurses, associate degree nurses, or practical nurses in order tomeet the health care needs of the community. The successfulcandidate will teach a broad range of courses in the departmentwith the possibility of day, evening, weekend, or on-line teachingassignments as assigned. The instructor will prepare course plansand materials, effectively deliver subject matter content, monitorstudent attendance and progress, participate on departmental andCollege committees, participate in curriculum development, supportactivities that foster retention, participate in the selection oftextbooks, perform the assessment of student learning outcomes, andtake part in other service and professional development activities.This position reports to the Director of Nursing.MINIMUM QUALIFICATIONS: Graduation from aregionally-accredited institution with a master’s degree innursing, current Florida license without restrictions required bythe first date of employment, American Heart BLS card, and twoyears current experience required. Successful results of a criminalbackground check and drug screen required.Pursuant to College policy, it is an employment eligibilityrequirement for an applicant to meet the requirements of §435.04(2), Florida Statutes, related to background investigations.Any person failing to meet the requirements of the statute will bedeemed not qualified to hold employment in this position. A FloridaDepartment of Law Enforcement (FDLE) approved background check willbe conducted on every successful candidate as a condition ofemployment, and any person who fails to disclose any adverseinformation contained in the background investigation at the timeof submitting the employment application will be disqualified fromemployment.PREFERRED QUALIFICATIONS: Prefer graduation from aregionally-accredited institution with a doctoral degree innursing, post-secondary teaching experience, and experience incurriculum development and evaluation.SALARY RANGE:$46,980.00 – $52,980.00 for an 11-month contract with amaster’s degree$51,745.00 – $57,745.00 for an 11-month contract with adoctoral degree(Entry level salary is based on the Collective BargainingAgreement.)SUPPLEMENTAL MATERIALS: Applicants are required to submit acover letter, résumé, and unofficial transcripts to supplement theonline application. If veteran’s preference is claimed, a copy ofthe DD-214 must be submitted. The supplemental materials must beuploaded and assigned to the online application. If you have anyquestions, contact Tanesha McCreary at [email protected] .APPLICATION DEADLINE: Open Until Filled.Pay Details:Faculty members hired with less than three years of relatedexperience shall be placed on the salary schedule as follows:164 Day Base (2020 – 2021)
Public CommentAdjournmentFacebookTwitterCopy LinkEmail County Engineering:Department ReportClaimsPay Request #45 University Parkway T.I.F. for the sum of $19,045.90Pay Request #57 U.S. 41 Expansion T.I.F. for the sum of $45.00 County Auditor: Claims Voucher Report 4/1/19-4/5/19 & 4/8/19-4/12/19Surplus Request for Computer Equipment Barrett Law Lien Release: Aabel’s Park: Susan Scarafia & Paul Becker Economic Development Coalition of Southwest Indiana: March 2019 Monthly ReportTravel Requests:Veteran’s Services (2)County Engineer (1) civic center AGENDA OF THE VANDERBURGH COUNTY COMMISSIONApril 16, 2019At 3:00 pm, Room 301Call to OrderAttendancePledge of AllegianceAction Items In Memoriam: Ted C. Ziemer, Jr. First Reading of Ordinance CO.05-19-005: Amending Title 17 Land Use and Zoning Old Courthouse: Lease Agreement with Leslie Eades for Suite 104Superior Court: Verification Officer Agreement with Kelly Williams County Council: Equipment Maintenance Agreements & Toner Supply Purchase Agreements with Business Equipment Distributors, Inc. Department Head ReportsNew BusinessOld BusinessConsent ItemsApproval of April 2, 2019 Meeting MinutesEmployment Changes Request to fill ONEP VacancyAppropriation request for ONEP lead position line itemSuperintendent of County Buildings: Old Courthouse and Coliseum Roof Repair QuotesRequest to Waive ONEP Fees:Superintendent of County Buildings: County Property Auction on June 27, 2019County Clerk: Poll Worker Training for the 2019 Primary and General Elections on April 23-24, April 29-May 3, October 15-16 and October 28-November 1, 2019 United Neighborhoods of Evansville: March 2019 Monthly Report Road Closure Request: The Turning Ponite UMC Pointepalooza 5K on 9/28/19 Sheriff’s Office: 2018 Annual Jail Report Leave of Absence Request
Oaty breads are set to become the new battleground in the bread fixture, after Hovis revealed an ambitious £30m 12-month sales target for its Hearty Oats loaf.The move follows Kingsmill’s Oatilicious launch in February and the European Food Safety Authority approval of oats’ cholesterol-busting claims in 2009.Hovis’ marketing director Jon Goldstone said a third of its projected sales would come from people switching from cereal for breakfast, a third from rival breads and the rest from changing Hovis products. Goldstone said that healthy breakfasts were the biggest opportunity, driven largely by breakfast cereal growth. Whereas porridge saw 13.5% volume growth between 2005-2009 (source: Kantar Worldpanel), bread declined by 4.3%.Packaging features the wording “helps maintain normal cholesterol” approved under the health claims directive. “There is a claim being lodged, based on clinical research, that a diet rich in beta-glucan can actively reduce cholesterol, so we are following that closely because a ’reduction’ claim would be stronger than a ’helps maintain’ claim,” he added.Hearty Oats uses a mix of pinhead and rolled oats and will be placed in the ’bread with bits’ section a category showing growth of 4.8% (IRI 12 weeks to 20 Feb).Michael Livingstone, director of cholesterol charity Heart UK, which has endorsed the product on-pack, said salt levels were in keeping with a cholesterol-maintaining claim: “We only work with projects that will benefit the public health; 65% of the population has cholesterol levels above those they should.”The launch will feature Hovis’ biggest-ever trial campaign and an 89p trial price (RRP of £1.34). It is currently in Asda stores prior to a nationwide rollout. Hovis vs Kingsmill Marketing spend: £5m/£1.3mWholegrain oat content: 33%/20%Salt:1.07g/1.03gTexture: with bits/smoothOn pack: Heart UK accreditation/Britain’s Got Talent promo
“This is not the Match Day that any of us expected — even a week ago,” said David Clossey to his Harvard Medical School (HMS) classmates who joined more than 300 faculty, staff, family and friends on a March 20 videoconference.“These are unprecedented times, and there is no greater or more important time than now for us to step up and to serve our communities,” said Clossey, HMS Class of 2020 co-moderator.For the first time, the annual HMS Match Day celebration went virtual in response to the COVID-19 pandemic that has shifted Quad classes online and caused clinical clerkships to be suspended until March 31, a move taken under the advisement of the Association of American Medical Colleges.Even though the traditional, in-person Match Day gathering in the Tosteson Medical Education Center was canceled, the moment was no less momentous or jubilant for graduating students, many of whom had left campus and were spread around the Boston area and across the country, awaiting word on where they will begin serving next year.The National Resident Matching Program (the Match) proceeded on schedule, and at noon, Dean for Students Fidencio Saldaña was shown on screen ringing the bell from his home office.Instead of ripping envelopes open, students opened email messages from the Match.Instead of joyous voices reverberating throughout the atrium, the students’ happy chatter happened on a video call and on social media.Saldaña said faculty prepared earlier in the week for the videoconference by creating and testing virtual backgrounds. His backdrop was a table with baskets of letters, while Dean for Medical Education Edward Hundert had a photo of the TMEC atrium behind him, and others had colorful congratulatory signs.Hundert said he thinks “learn” and “serve” are the watchwords for the 2020 class.“The fact that we’re having to do this virtually because of the COVID pandemic just shows how much service is needed in the world,” Hundert said.Before the matching began, a moment of silence was held for fifth-year student Mark Herzog, who died in January. Since he loved poetry, Saldaña read a poem of gratitude by Native American poet Joseph Bruchac.And they’re off“According to someone posting in the chat, the results are out,” said Matthew Frosh, associate director of the London Society on the call.Once the emails were opened, students began reporting on where they had matched.The first student called on by Saldaña was Lucy Suarez.“I got my first choice, and I’m going home to D.C.,” she said, letting everyone know she had matched at Children’s National Medical Center. “I’m going to be part of the advocacy track in pediatrics. I’m so, so happy!”A bell went off each time a student was promoted by the moderator, and rows of screens with call participants filled the videoconference interface. Saldaña said he felt he needed to serve as a commentator, like an announcer during a sporting event, as he called on students.“Elizabeth, you’re outside. What are you doing?” Saldaña asked Elizabeth Lemoine, who matched in obstetrics/gynecology at University of North Carolina Hospitals in Chapel Hill.“We’re outside in Charlottesville, Va. It’s 80 degrees,” she said.“Sarah, what are you doing? Who’s that behind you?” asked Saldaña.“This is my boyfriend,” she responded. “We hiked to the top of Mount Kearsarge in New Hampshire. I matched at the Brigham, anesthesia. My first choice,” she said from the fire tower on the mountain.“That’s sort of extreme social distancing,” said Saldaña with a chuckle. “Congratulations.”During the afternoon, there were 13 additional video calls based on the students’ academic societies and preclinical experience (PCE) sites, and for M.D./Ph.D. or fifth-year students.Despite the physical distancing caused by the COVID-19 pandemic, HMS students and administrators felt it was important to provide a Match Day experience where students could still come together as a class to celebrate a significant milestone in their professional journey.“The idea was to recreate these smaller communities that make HMS so special,” said Clossey during the planning leading up to Match Day.“You have been such an incredible community in this unprecedented time,” said Sara Fazio, advisory dean of the Cannon Society, on the Cambridge Health Alliance PCE group video call.“It’s so important at times like this to come together and support one another and celebrate this incredible accomplishment,” she said.“It really feels like we’re celebrating together,” said Parisa Fallah on the CHA video call. Fallah said she will do her residency in obstetrics/gynecology at Brigham and Women’s Hospital.The HMS matchesOf the 177 graduating M.D. students at HMS, 170 matched to clinical training, internship or residency programs at hospitals; three matched in oral and maxillofacial surgery residencies; and four will pursue nonclinical training. Eighty-three students, or 49 percent, matched at an HMS-affiliated program for some part of their training. Half of the class matched in Massachusetts, 16 percent in California, and 9 percent in metropolitan New York, with the remainder matching at institutions in 10 other states across the country.This year, 74 students, or 44 percent of the class, were accepted into fields related to primary care: two in family medicine, 53 in internal medicine, seven in pediatrics and 12 in obstetrics/gynecology.The future doctors from HMS are expected to begin their residency and training programs at hospitals around the country in June and July.According to the Match program, results can be a predictor of future physician workforce supply, and 2020 was the largest residency Match on record.Uncertain times, certain futuresEven though Harvard Commencement and HMS Class Day celebrations have been postponed, HMS students will graduate and become doctors, say faculty leaders. Until then, they will be wrapping up their research, projects and other studies. Many will be involved in supporting hospital clinicians to help care for patients affected by COVID-19.“I congratulate all of you,” said HMS Dean George Q. Daley on the main videoconference.“This is such a milestone in your career, in your lives. We’re tremendously proud of you and wish you the best. And looking forward to graduation, believe it or not, in whatever form it will take,” he said.To view the breakdown of where students will serve, click the link.
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York A homeless man has been arrested for stabbing a man who gave him a dollar after the victim refused the suspect’s demands to hand over more money, Nassau County police said.James Howley will be arraigned Monday at First District Court in Hempstead on charges of assault, attempted robbery and criminal possession of a weapon.Police said the 46-year-old suspect persistently asked the victim and the victim’s friend for a dollar near the corner of Hempstead Turnpike and Meacham Avenue shortly after 3 a.m. Sunday.While the victim was giving Howley a dollar, the suspect saw more money in the victim’s wallet and demanded to be given more, but the victim refused, police said.That’s when police said Howley pulled out a knife and stabbed and slashed the victim’s face, neck, chest and hands.The victim fought back, hitting Howley with a pipe that he found on the ground. Howley fled but the victim pointed him out to police when Howley showed up at the same hospital where the victim was being treated, police said.Fourth Squad detectives also charged Howley with criminal mischief for allegedly throwing a brick through the store front glass window at Smart Star Gas Station on Hempstead Turnpike in Franklin Square.
9SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Jennifer Addabbo Jennifer Addabbo, co-founder and Partner of CU Engage has over 12 years of experience working with banks and credit unions in a variety of capacities. She spent 8 years at … Web: www.cuengage.com Details Be honest about the strengths and weaknesses among your credit union team.Operations: who owns the card portfolio? Who is responsible for balancing? For analysis? Today, many of us conduct the majority of our lives from our mobile phones. Running data “in the cloud” no longer means a meteorological phenomenon. A variety of card processors have entered the market, providing you with more choices. Integration between card platforms and the core is much better and often includes seamless access to member data. In the Rewards arena, probably the most interesting players are new third-party rewards vendors that rely less on transactions and more on the total member relationship.Inside credit unions, you must keep the member at the center of every credit union decision in order to remain relevant. Technology and operations are more intertwined than ever. The old island life of card operations is long-gone, and credit cards are an important part of overall lending strategy. Among management teams, technology innovation and integration are top of mind. Tremendous data is available about the member, like how and where they shop. Credit unions are asking “how do we leverage that data to make it meaningful for us and to provide a better value proposition to our members?” As a result, credit unions require better core integration, more flexibility, and a comprehensive feature set.Members are using credit union credit cards more than ever before. In 2014, penetration rates reached almost 18% across the industry (source: Callahan 2014 Supplier Market Share Guide: Credit Union Card Payments). At the same time, they have more technological savvy. They demand access to real-time transaction data, and most credit unions can comply. New technology features like mobile access and NFC are appealing to Gen-Y. Finally, members use the wide variety of Rewards redemption offers available today, including merchandise, travel, and cash back.Considering Your Options for the FutureThe full service model isn’t the best fit for every credit union, and neither is in-house processing. The good news is that there are many choices available, regardless of credit union size.Some full service players have unveiled an “integrated” full service model that gives credit unions more control while keeping the primary responsibilities with the processor. The cost of processing in-house has gone down considerably. Some core processing systems have made integration with credit card data straightforward enough that it is possible to run a credit program without staffing a large department to do so.What’s the Best Approach?It is important to take internal operations capacity into account when considering your card processing options. Member services, marketing, and Accounting will be impacted. Your current (and future) core processing system and how it works with payment processing systems is also an important consideration. Look to answer these important questions as you weigh the pros and cons of in-house and full service card processing:What are you trying to accomplish: Is it growing the portfolio? Offering more features? Improved reporting? All of the above?How do members access your products today? Do you want want change that?How do payment products interact with channels? Technology – in-house processing requires a higher level of IT proficiency. Some of that work can be outsourced, but not all of it. Fasten your seatbelts, ladies and gentlemen: digital disruption is alive and well in credit card processing. Financial institutions are racing to remain relevant, as consumer patience dwindles and competition from non-traditional providers increases. Meanwhile, new technologies like EMV, Tokenization, and Apple Pay proliferate, and legacy platforms struggle to keep up with the competition. Credit unions need to meet the needs of the 2015 member, and at the same time they have to manage expenses and consider operational efficiency. More and more, part of your strategic review includes an evaluation of card processing providers. Specifically, we are asked every week about ways that credit unions can have greater flexibility and control, while they manage costs and most importantly offer new features to their members. Looking at the differences between in-house and outsourced (called “full service”) processing is a common thread throughout the industry today.The Year 2000: When Technology was “Simple”Let’s take a walk down memory lane: the year is 2000. You are at your desk, marveling at the wonders of Blackberry as a pager/email device. The word “cloud” still conjured visions of fluffy cumulus clouds in the summer sky.In the card industry, there were only a couple of viable vendors and the functionality they offered was very similar. Integration to the core was limited. Core processing providers were reticent to open their code to third parties, because they believed it weakened their position with credit union clients. Card rewards were an available feature, but creating and making changes to the program was nearly impossible.Credit unions did not give credit cards a lot of attention. Credit cards were widely accepted as a marketing tool to attract new members away from banks, but Executive team involvement often ended there. Often, card operations were floating on an island separate from main lending functions. It was difficult to determine who owned portfolio performance. Cardholder retention strategies usually included Rewards, but there was internal dissension about how to structure the program in a profitable way for the credit union.Members were indeed attracted by their credit union credit card offers, but utilization was often weak because there were limited features available. Transaction information was available in online banking, but only batch processing was supported, which meant that transaction data was one or two days old. Rewards seemed like a good idea, but redemption choices were limited and credit unions didn’t support “householding” (where members of the same family with different cards can combine points).All of these factors led most credit unions select to select companies that offered “full service” or outsourcing solutions for credit cards. Credit unions still had control of their members’ card accounts, receivables, income and expenses. Meanwhile, the processors handled the heavy lifting responsibilities of authorizations, balances, and transaction posting. Another benefit of full-service in those days was that most compliance burden stayed with the processor.Fifteen years ago, only the biggest credit unions ran credit card processing internally. It was expensive and complicated. To run cards in-house required substantial resources at all levels of the organization, including Management, Operations, Compliance, Accounting and IT.Fast Forward to 2015Yes, the times have since changed, with that change comes confusion and that confusion causes disruption. In the midst of such disruption, however, credit unions have tremendous opportunities, specifically as they relate to deciding between in-house and outsourcing payment processing for credit and debit. Work with a consulting group that thoroughly understands the nuances and pricing structure of providers in the market. A third-party can provide an invaluable window into operations and the reality of those vendor promises.Moving ForwardAt the end of the day, members want convenience, flexibility, and innovation. You need to differentiate based on service, while keeping costs low and operational efficiency high. Vendors are making strides to improve the member and credit union experience through integration.CU Engage recently conducted a webinar reviewing the differences in the options between in house and outsourced processing. Email [email protected] to receive a free recording of this webinar.As you evaluate the differences between full service and in house processing, don’t limit your options based on current contract terms. There are many options available, and vendors can offer big incentives to break current agreements. Now is a perfect time to review your contracts. Contact CU Engage at [email protected] for a FREE vendor assessment. We will review your current contract terms and pricing and provide advice on a future course of action. Push for details about integration between your core processor and payments functionality. Ask for references that are configured similarly, and visit or at least talk to those credit unions.How do members access your products?Is there consistency around providing service where and when your members want it?
1SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr PINless debit has been in use for many years. It allows certain merchant categories to bill debit cards for things like utility bills and Internet charges, where entering a PIN created additional security concerns. The use of PINless debit complies with the Durbin Amendment and cuts merchant interchange rates in half.When a merchant processes a lot of sub $50 transactions, they can re-route debit transactions off of Visa and MasterCard and on to EFT networks (such as STAR and NYCE). In most cases, this happens without consumer knowledge or permission. Meanwhile, according to recent reports, the number of retailers implementing re-routing is on the upswing.The impact to credit unions is a reduction in interchange fees. According to the Federal Reserve, for exempt Financial Institutions—those under $10 billion in assets—the average interchange fee per transaction for a transaction processed over Visa’s or MasterCard’s networks is $0.50, compared with $0.26 for transactions processed over most of the PIN networks. That’s nearly half! continue reading »
Volume Increase (including balance transfers)35.63% Giving your members this increase results in them feeling more comfortable maintaining balances within a specific range. When given even a minimal credit line increase spending rose 12% – 13%. When the credit line goes up, the spending goes up, the fees credit unions collect increase, and the ROA follows. At LSC we are seeing incredible success with credit line management. To learn more about how LSC can help your credit union please contact us today! 7SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Phil Seely Phil is the Senior Director of Portfolio Development for LSC having joined the Illinois Credit Union System in 2011 from Fidelity National Information Services. He has been working with credit … Web: www.lsc.net Details Volume Per Active Increase31.15% A well-rounded portfolio is known to generate ROA and the focus is often on selling new products to new members. The goal is to make the new credit union member happy and eager to participate in all of the programs you have to offer. Offering myriad programs and outstanding service is a great way to impress your new member and ultimately help your credit union grow. Including credit cards program in your portfolio is a benefit to your members, ultimately helping your credit union. In order for both parties to benefit and move the needle for continued ROA there are two areas that need to be addressed and reevaluated over time. First, tackle the inactive users – how can you encourage inactive members to continually use their credit card? Create reward programs to entice members to actively use the card and encourage smart payment plans to keep their balances at a comfortable level for their needs and your return. Second, don’t forget to focus on your existing members; they are often where the most impact can be made. Utilizing credit line management can increase your credit union’s ROA, while helping your members feel confident in their spending. There is always a risk, but it is more likely you’ll see significant growth in:Transaction frequencyTransaction sizeOutstanding balancesEvaluating and increasing credit lines for existing card holders, by just 5-10%, has been shown to return a great reward. At LSC, we have worked closely with select credit unions to nurture this concept and we’ve seen tremendous return. In fact, in June/July 2018 to June/July 2019 we have seen: Average Balance increase3.79% Monthly Cardholder Usage Increase19.82%