first_imgThis compares with a still healthy 116% growth rate in AUM for actively managed investment funds, which attracted $75 billion during the same time frame.Passive investment funds in the U.S. have seen even stronger growth in market share, more than doubling to 35% from 16% in 2006-07. U.S. passive investment funds saw net money flow of $3.4 trillion during that period, compared with just $887 billion for active funds.“Overall, passive funds are gaining ground in both Canada and the U.S. with the help of steady inflows of money,” says the report, which was written by Raymond Kerzérho, research director at PWL. “However, the Canadian passive fund industry remains small relative to the one in the U.S., where passive funds have grown at a frenzied pace.”Given the relatively lower fees on passive vs active investment funds, the rise of passive investments means Canadian investors are saving $1.3 billion in fees each year while U.S. investors are saving US$63 billion in fees annually.“These savings naturally represent an equal amount in loss of revenue for the investment funds industry,” the PWL report states.The research shows that net flows into passive funds in Canada have been stable and positive every year since 2008. In contrast, active fund flows have been volatile, with three years — 2008, 2009 and 2010 — in which active funds saw hefty net withdrawals.“Since 2007-08, both Canadian and U.S. passive funds attracted positive net new money steadily, whereas the flow of funds toward active management has been extremely volatile,” the report states.Despite the steady growth of passive funds, the report notes that the research did not include funds of funds, which comprise a large portion of the Canadian mutual fund market. As a result, the report suggests that its estimate of Canadian passive fund market share may be overstated.“The data suggest that traditional active managers retain the lion’s share of the fund industry,” the report says. Thematic funds thrived during pandemic, but watch long-term performance: report Facebook LinkedIn Twitter Related news Share this article and your comments with peers on social media Mutual fund sales dipped, but still outpaced ETF sales in April Megan Harman Passive investment funds are stealing market share from actively managed funds at a rapid pace in Canada and the U.S., according to a new report from Montreal-based PWL Capital Inc.The report, entitled The Passive vs. Active Fund Monitor, shows that Canadian passive investment funds (including mutual funds and ETFs) have more than doubled their market share since 2007-08, to 11.2% from 5.2%. Passive funds experienced a growth rate of 400% in new assets under management (AUM) during this period, attracting $70 billion in net new money. Keywords Mutual fundsCompanies PWL Wealth Management Inc. businessman hand working computer and business strategy concept everythingpossible/123RF In a choppy year, fund sales, assets surge: IFIClast_img read more

first_imgEmbed from Getty ImagesChelsea youngster Kasey Palmer has joined Derby County on loan for the rest of the season.The 21-year-old returns to the Championship, having played a key role in Huddersfield’s promotion while on loan with them last season.AdChoices广告Palmer rejoined the Yorkshire club on a season-long loan in the summer but returned to Chelsea earlier this month.He recently returned to action for the Blues’ development side and was made available for another loan move. See also:Duo are released by ChelseaGiroud completes Chelsea move as Batshuayi joins DortmundChelsea slump to shock home defeatChelsea assessing seriousness of Christensen injuryChelsea v Bournemouth player ratingsMorata and Christensen ruled out of Watford gameBlues face battle to make top four, says ConteConte insists he intends to stay at Chelsea Follow West London Sport on TwitterFind us on Facebooklast_img read more

first_imgPORT OF SPAIN, Trinidad, CMC – Former Cricket West Indies president, Ken Gordon, has endorsed the current regional governing body’s head, Ricky Skerritt, as “absolutely the right man” to lead the organisation and says he has brought a renewed optimism to West Indies cricket. The Trinidadian business magnate, who ran the then West Indies Cricket Board between 2005 and 2007, said while there were massive challenges facing West Indies cricket, Skerritt possessed the necessary leadership skills to confront those issues.“Ricky Skerritt is the reason why I’m more optimistic about cricket now than I’ve been for 10 years,” Gordon told i95 FM Sports.“I think we have absolutely the right man. Mistakes are going to be made given where we’ve come from but I think we’re very fortunate to have Ricky Skerritt at this time. He’s taking it one step at a time.” He added: “The reality is if you’ve got the right leader anything is possible. It’s not obvious and it’s not going to happen easily but if you can set standards and build an environment and keep doing the right thing, you’re going to get a lot of licks but that’s what makes the difference between ultimate success and failure.”Skerritt, a former St Kitts and Nevis cabinet minister, stunned three-term incumbent Dave Cameron in elections staged in Jamaica in March last year, to take over the helm of the governing body.However, Skerritt has found himself presiding over a cash-strapped CWI, and the situation was made even worse this year with the outbreak of the COVID-19 pandemic which has forced the cessation of cricket across the globe. In the face of declining revenues, CWI announced last month it would slash staff and player salaries by 50 per cent starting from July, in an effort to stay afloat.Gordon, who oversaw the Caribbean’s hosting of the historic 2007 Cricket World Cup, said the issue of financing the organisation would be a “huge challenge” but believed Skerritt’s expertise would prove vital.“You don’t get anything that is important easily and you have to make hard decisions, and that’s why it is so important to have the right man in there now,” Gordon stressed. “How far the new president is going to be able to persuade people to face up to that, is a huge challenge but it’s a challenge that doesn’t lend itself to compromise because you can’t make the money. “I repeat, I’m more optimistic now than I’ve been for the last 10 years because I think for a change we have somebody who’s going to try to do the right thing.”He added: “I’m not suggesting to you he’s on a bed of roses at all but … I’m hearing good sounds from around him, some of the past players are now coming out to say he’s doing the right thing.  “Maybe all of that will swing public opinion. He has to make his own moves, he has to react to some of the openings that he gets, he has to be a diplomat, he has to be a financier and he has to pray.”Skerritt, along with new vice-president, Dr Kishore Shallow, have made several major changes since taking over the board, overhauling the selection structure and changing the management personnel of the representative teams.However, the performance of the senior men’s team has remained inconsistent and Gordon said it was an area Skerritt needed to address.“We have to solve the problem of our team. We’ve got one or two promising people but the reality is it is our consistency that is bringing us down and it’s because we’ve done so little development of the mind,” Gordon noted. “I think this is one of the things that Ricky will have to confront in a very serious way.”last_img read more

first_imgAt this point, BYOD is nothing new in the enterprise space. Businesses have been learning how to manage and enforce their device policy for years, leading to a multitude of equally vague terms — BYOA, BYOP, BYOPC, BYOT, COPE, etc. And within those terms lies an even greater multitude of possibilities for your mobile device management (MDM) strategy. Yet within the traditional coverage of BYOD, thought leaders tend to stay high level and talk about the big picture. We’re here to get down to the brass tacks of BYOD.Imagine you’ve done everything in your power to ensure that your mobile employees are taken care of within your enterprise. You’ve equipped allowed them usage of the best devices, the strongest CRM platform, the most convenient apps — you’ve taken the time to guarantee their security and productivity.  You know that they will have perfect connectivity. But as soon as they depart to go on a business trip to London, you realize the tablets you sent them with have the battery life of cheap flashlight. You also realize their W-Fi access will be greatly diminished upon landing and they’re not equipped with international hotspot capacity. Then you realize they’ll be lucky if their technology keeps up with their agenda.The practicalities of MDM are often overlooked in favor of ironing out the overarching strategy, but losing sight of the minutiae can prove disastrous for your mobile workforce. Consumerization means that your mobile employees will be making more consumer-like demands with each coming day; if you aren’t analyzing the trajectory of their needs, you’re missing out.Either IT leaders stay on top of consumerization trends — like the need for broad network access and devices with exemplary battery life — or their mobile employees will find a way in a less-than-secure manner. When you’re ironing out your MDM strategy, be as practical as you can when analyzing the needs of your users. Walk a proverbial mile in their shoes. Don’t ever hesitate to get in the weeds.Here at Intel, we’ve been eyeing the effects of consumerization for years. In 2005, we built a guest Internet network for those visiting our campuses. With the evolution of smart technology and the rise of the smartphone in the enterprise, this concept grew outdated and ineffective. In 2010, we enabled a mobile employee hotspot service that would accommodate personal devices attempting Internet access. Today, we’re still reaping the rewards of this choice. Our users are happy, but the business is even happier. And as IT professionals, that’s our ultimate goal.To read the full report on our implementation of the employee hotspot, please read “Evolving the Mobile Employee Hotspot for IT Consumerization.” And to learn more about mobility and how you can embrace it within your own enterprise, we have resources for you here.To join the social conversation on Twitter, be sure to follow us at @IntelITCenter or use #ITCenter.last_img read more

first_imgBy Justin Barnes and Mason BeardThe transition to value-based care is not an easy one. Organizations will face numerous challenges on their journey towards population health management.We believe there are five key elements and best practices to consider when transitioning from volume to value-based care:  managing multiple quality programs; supporting both employed and affiliated physicians and effectively managing your network and referrals; managing organizational risk and utilization patterns; implementing care management programs; and ensuring success with value-based reimbursement.When considering the best way to proactively and concurrently manage multiple quality programs, such as pay for performance, accountable care and/ or patient-centered medical home initiatives, you must rally your organization around a wide variety of outcomes-based programs. This requires a solution that supports quality program automation. Your platform must aggregate data from disparate sources, analyze that data through the lens of a program’s specific measures, and effectively enable the actions required to make improvements. Although this is a highly technical and complicated process, when done well it enables care teams to utilize real-time dashboards to monitor progress and identify focus areas for improving outcomes.In order to provide support to both employed and affiliated physicians, and effectively manage your network and referrals, an organization must demonstrate its value to healthcare providers. Organizations that do this successfully are best positioned to engage and align with their healthcare providers. This means providing community-wide solutions for value-based care delivery. This must include technology and innovation, transformation services and support, care coordination processes, referral management, and savvy representation with employers and payers based on experience and accurate insight into population health management as well as risk.To effectively manage organization risk and utilization patterns, it is imperative to optimize episodic and longitudinal risk, which requires the application of vetted algorithms to your patient populations using a high quality data set. In order to understand the difference in risk and utilization patterns you need to aggregate and normalize data from various clinical and administrative sources, and then ensure that the data quality is as high as possible. You must own your data and processes to be successful. And importantly, do not rely entirely on data received from payers.It is also important to consider the implementation of care management programs to improve individual patient outcomes. More and more organizations are creating care management initiatives for improving outcomes during transitions of care and for complicated, chronically ill patients. These initiatives can be very effective.  It is important to leverage technology, innovation and processes across the continuum of care, while encompassing both primary and specialty care providers and care teams in the workflows. Accurate insight into your risk helps define your areas of focus. A scheduled, trended outcomes report can effectively identify what’s working and where areas of improvement remain.Finally, your organization can ensure success with value-based reimbursement when the transition is navigated correctly. The shift to value-based reimbursement is a critical and complicated transformation—oftentimes a reinvention—of an organization. Ultimately, it boils down to leadership, experience, technology and commitment. The key to success is working with team members, consultants and vendor partners who understand the myriad details and programs, and who thrive in a culture of communication, collaboration, execution and accountability.Whether it’s PCMH or PCMH-N, PQRS or GPRO, CIN or ACO, PFP or DSRIP, TCM or CCM, HEDIS or NQF, ACG’s or HCC’s, care management or provider engagement, governance or network tiering, or payer or employer contracting, you can find partners with the right experience to match your organizations unique needs. Because much is at stake, it is necessary to ensure that you partner with the very best to help navigate your transition to value-based care.Justin Barnes is a corporate, board and policy advisor who regularly appears in journals, magazines and broadcast media outlets relating to national leadership of healthcare and health IT. Barnes is also host of the weekly syndicated radio show, “This Just In.”Mason Beard is Co-Founder and Chief Product Officer for Wellcentive. Wellcentive delivers population health solutions that enable healthcare organizations to focus on high quality care, while maximizing revenue and transforming to support value-based models.last_img read more

first_img Achievements to date under the project, which commenced in October 2012, include the establishment of a Programme Management Unit, capacity building and training facilitation, visibility and awareness strategy implementation, communication strategy and action plan development, and stakeholder consultations. The Planning Institute of Jamaica (PIOJ) has received an additional $270 million to continue work in 2019/2020, to enhance the resilience of the agricultural sector and coastal areas.The project aims to protect the livelihood and food security of vulnerable communities by improving land and water management in the agricultural sector, strengthening coastal protection, and building institutional capacity against climate change.Achievements to date under the project, which commenced in October 2012, include the establishment of a Programme Management Unit, capacity building and training facilitation, visibility and awareness strategy implementation, communication strategy and action plan development, and stakeholder consultations.Targeted activities for 2019/20 include commencing construction of coastal protection infrastructure, and conducting the final programme evaluation and audit.Another $450 million is programmed in 2020/21 for the project, which is jointly financed by the Government of Jamaica and the Adaptation Fund.It is anticipated that the initiative will conclude in March 2020. The Planning Institute of Jamaica (PIOJ) has received an additional $270 million to continue work in 2019/2020, to enhance the resilience of the agricultural sector and coastal areas. Story Highlights The project aims to protect the livelihood and food security of vulnerable communities by improving land and water management in the agricultural sector, strengthening coastal protection, and building institutional capacity against climate change.last_img read more