Coalition Against Insurance Fraud: Lemons or lemonade?
An open letter from state fraud bureaus to insurers
Hello from Venus. To my neighbors from Mars, the NAIC’s Anti-Fraud Task Force discussed last week how we all have noticed a decline in referrals state fraud bureaus are receiving from insurer victims. Howard Goldblatt’s followup FraudBlog pursued that theme constructively.
Notice I used the word victim. We consider insurers just that, a victim.
Now we agree with SIU directors that the “black hole” still exists in some instances. We find ourselves concentrating so hard on cases that make the cut that we often forget to give you feedback. We really don’t want you to stop reporting because you are weary of the “black hole.”
State fraud bureaus also hope you remember your obligation to report cases to us. Some states even have made it a crime not to report. Let me stress that reporting to us should not feel like an obligation. You should have faith that we will do the best we can to fight insurance fraud and make sure that every state’s residents are protected from paying for those who break the law.
We have really tried hard over the past few years to give you options to report to us in a convenient manner. Many of you have offered excellent and appreciated suggestions. We have listened to your input, and have implemented many of your ideas. We know the process is not always perfect, though it is getting better.
We have partnered with organizations such as the Coalition to educate you on how to report insurance fraud to us. We certainly welcome any dialogue that can put this issue to rest. I actually asked Howard this week for help in reaching out to you. We want to be the first to step up and ask that you join us in a dialogue that can help us serve all states’ residents while preserving your business interests.
I must say that we have a strong group of fraud directors across this great country. We are committed to eliminating insurance fraud. We are meeting in Seattle, Wash. in a few weeks. I am sure this issue will be discussed at length. We really seek your help. We are all in, over here in Venus.
About the author: Shane Guyant is director of the Criminal Investigations Division of the North Carolina Department of Insurance. He also chairs the NAIC’s Antifraud Task Force.
Socials @ Power Kids Gym by New Mothers' Support Group
We have arranged a regular monthly social at Power Kids Gym (formerly JWT) UE Square. This is a soft play gym with a sprung floor and lots of soft play equipment, ideal for all ages.
You can register your interest in attending this event via the NMSG Meetup Group
- Please note that the maximum number of children is 30 and the cost is $5 per child.
- Socks or bare feet only please.
- There will be no Pediatrician attending this event.
- Please note, due to the popularity of this venue, we have started a first come / first served system as there is a limit to the number of children/adults permitted in Power Kids Gym at any one time.
- Meet-up registration does not guarantee you a place at our regular socials.
- Power Kids Gym is kindly offering our members the following promotion:
- 1x Free Trial Class (worth $42)
- 1x Membership Fee Waived (worth $60)
- Kid’s Night Out at $49 only! (Usual Price $79). Kids’ Night out is our 4 hour Drop your kids off party, filled with some high energy activities, where they will navigate through obstacle courses, create fabulous crafts, have a pizza and go wild with our trainers. Parents enjoy the night out without the kids.
When?
3pm - 4.30pm on the following dates in 2016
8 November
13 December
Where?
Power Kids Gym
81 Clemenceau Avenue
UE Square, #02-12
Singapore 239917
Organiser
Pip Johnson
Anti-Fraud Organization Tokyo, Japan: Contact us
If you are willing to import any product from an exporter in Japan, it is strongly recommend for your own safety to verify any Japanese website or company's status before confirmation of order. To avoid internet fraud DO NOT remit money to any company without your full satisfaction.
Send inquiry for any Japanese company by filling form at below. At the Your Message* area of form, write maximum detail of Japanese company you are inquiring for, such as company name, full address, Website address, and Telephone number. If you are a victim of fraud or phishing scam, write full detail of your communication with so-called company.
Just Released: Keg-Style, Air-Charged, Portable Eyewash by Haws
Introducing the new Haws Model 7603!
Haws model 7603 is a 15-gallon, self-contained portable eyewash and is an ideal, cost-efficient solution for a facility’s ANSI eyewash requirements in locations without access to a continuous potable water source.
The unit provide approximately 10 usable gallons (37.9 liters) of water for effective rinsing of the eyes, face or body and provides a reliable source of safety for the irrigation process.
Additional Features:
- 15 gallon (56.8 L) stainless steel tank
- Protective measures include: air pressure gauge, pressure relief valve, and tire-type air fill valve
- Soft-flo ABS plastic anti-surge eyewash heads with integral flow controls
- Measurements: 39-1/2″ (100.3 cm) high, 16″ (40.6 cm) diameter
- Certified Certified by CSA to meet the ANSI Z358.1 Standard for Emergency Eyewash and Shower Equipment
- Optional 8′ Drench Hose, Model 8901B, for face and body irrigation
- Optional Transport Cart, Model 9008, designed to transport stainless steel portable eyewashes
Hawkfield Gallery: Folk Art, Furniture
Scrimshaw Jagging Wheel (Bone) - American 19th Century, Bird motif prongs holding the wheel. Provenance Eldreds, Cape Cod- from a Massachusetts collection originating on Nantucket. Condition good. Tight age crack length of handle. Length 5.5"
Totem (Wood) - 20th century. Northwest coast style totem in pine. Raven, frog, bird, and others topped by a whale's tail. Polychrome paint in rich colors. Condition very good. Height 65".
Charles Limbert, Mission Rocker (Wood) - American, Early 21st century. Oak and leather rocker. Stamped under arm. Label on seat cushion #670, Limberts Arts and Crafts, Charles P. Limbert Company. Condition Very good. Height: 42", Depth 30" , Width 29" Other Notes: Charles P. Limbert (1854-1923) and was a contemporary of Gustav Stickley. After learning the furniture business with his father in Akron, Ohio, he established his own furniture factory in 1902 in Grand Rapids, Michigan, designing and building what he termed "Dutch Arts and Crafts Style" furniture.
Three Tier Shelf (Wood)Three Tier Wood Shelf - thought to be sassafras. Good condition. Some chips to shelf faces. Height 29.75", Width 30.25", Depth 6"
Mallard Andiorns - Pair of Cast Iron Mallard Duck Andirons, nice used surface with traces of Polychrome Paint. Very good used condition. ht. 10 3/4, wd. 14 1/4, lg. 19 3/4 in.
Mahogany Checkerboard (Wood) - American late 19th to early 20th century, Painted Mahogany Checker Board. Wells on sides hold replacement turned wood playing pieces, 13.25" x 11"
Polar Dry Sink - Circa 1840 Polar Dry Sink. Lift top over two half-drawers with two paneled cupboard doors below. Good refinished condition. Tight age crack to one door. Height 38 .25", Width 44", Depth 18.25"
Eagle Weathervane (Copper) - Circa 1930 hammered Eagle Weathervane, intended for use on a flagpole or cupola. On wooded base, nice patina, appears to be copper. Condition excellent. 17.5 Long 25" wingspan, 23" High from bottom of base.
We specialize in 20th and 21st century American fine art and folk art, having a particular interest in American impressionism, wildlife bronzes, decorative songbirds, and shore bird decoys. Gallery owner Sally Caverly has over 25 years of experience collecting art. This field experience combines with her B.A degree in marketing, a master's degree in education and work experience as Market Research Division Director of a major publishing house.
Human Capital Alliance: Professionals Service Providers Lay Stress on Stronger Relationships
Editor: In 2004, Edwin Sim established Human Capital Alliance, Thailand’s Premier Executive Search & Senior Advisory Firm. Between 1997-2003, Edwin Sim was Managing Partner of Korn Ferry Thailand. This article was first published by the Nation in July 2001.
K I Woo looks at how transaction-oriented professional service providers are shifting their focus to building client relationships.
Coming out of the financial crisis, Asia ’s multinational professional service providers are changing their strategic focus.
During the economic boom, major international law, accounting, architectural and engineering, management consulting and executive recruitment firms only had to sit in their offices while their phones rang off the hook. They spent most of their time deciding which potential clients to call back.
As the crisis tightly gripped the country, many professional service providers switched gears and became restructuring specialists. Forced to restructure or go out of business, clients continued to run to them. Business for professional service providers continued to boom during the crisis. They ainly focused on handling short engagements as their clients fought to use their services.
Today, as the crisis winds down, many multinational service providers operating in the region are again switching gears. Although many major consulting firms have cut back their restructuring operations and sent scores of foreign specialists home, other firms are expanding in Thailand by finding growing niche markets such as systems formulation, implementation and integration.
However, most professional service providers are in a state of flux.
During the past eight years, the booming US economy acted as the world’s growth engine. Today, with the US and European economic experiencing slowdowns, and the Japanese economy continuing to slumber, there are few external factors to drive small regional economies.
Closer to home, professional service providers are forced to adjust their operations as their clients prepare for an uncertain economic environment. During the boom times and the recent critical restructuring period, many large companies routinely hired professional service providers on a contractual basis when they needed them. If the firms wanted a specific problem studied and rectified, they would call in a professional service provider.
Today, major multinational companies as well as Thai companies are no longer satisfied with this type of arrangement. “These companies are now demanding a higher level of service,” said Edwin Sim, managing director and country manager Korn Ferry Thailand .
Major Thai companies that have virtually completed their restructuring processes are now looking at how they can best implement their new strategies and visions during this time of uncertainty, Sim said. “They are now demanding that service providers give them continuous consultative services.”
Companies that managed to survive the economic crisis are no longer comfortable calling service providers just to handle emergencies. “In a more uncertain economy, no CEO wants to fight unnecessary fires, which can be prevented with solid strategic planning and incisive policy implementation,” he said.
For the previously transaction-oriented service providers, the adjustment from transaction-based services to relationship-based services will mean new challenges. However, service providers such as lawyers, accountants, executive recruiters and other management consultants can invariably create a win-win situation for themselves as well as their clients.
In the long run, the service providers will be able to spread client acquisition costs over a customer base that uses more of their products and services. Clients benefit because they experience a more hands-on partnership with their trusted service providers. Rather than fighting fires when problems arise, the service providers are constantly available because under a retainer, they are continuously advising senior management during critical strategic policy formulation and implementation activities.
Human Capital Alliance Inc, Thailand, Singapore: Win-win Family Business Successions
Human Capital Alliance managing director, Edwin Sim looks at successful family business transitions.
Before businesses can be successfully transferred to the next generation, the appointed successors must fully understand all aspects of the business.
These aspects include day-to-day operations, company finances, long-term business cycles, how to hire and manage employees and how to negotiate relationships with partners and vendors.
At the same time, the successors must also learn to find innovative ways to maintain profitable growth in the face of competition and the ever-changing business environment.
In her recent article “Preparing for a family business transition,” Kathy Richardson-Mauro said preparing family members for a business transition and developing a solid succession plan are critical success elements.
Most family wealth from private business
Globally and especially here in Thailand, most family wealth is created from private business enterprises. Many studies also show that many family business owners are aging.
Richardson-Mauro said a recent study showed that 51 percent of business owners intend to transition the ownership of their businesses during the next ten years, with about half intending to sell their businesses to independent third parties; the other half intending to transfer the business to insiders, such as family members, employees or management.
Ensure anointed successors really want business
Often in multi-generational family businesses, the owner assumes the next generation wants to take over the business.
The owner must ensure anointed successors really want to take over business and are adequately prepared in terms of knowledge and skills to manage the business.
Developing leadership skills well in-advance
If the ultimate aim is to keep the business in the family, the owners must make sure they have developed their successors’ business and leadership skills well in-advance of taking over the business.
“While an internal transfer is typically less complicated from a business perspective, it may be quite complicated from a personal/relationship perspective. “
Richardson-Mauro suggests that owners should have a succession plan in- place before approaching children or family members.
Most difficult owner challenges
Owners contemplating transitioning companies inevitably face several difficult challenges including:
1.Deciding who will succeed the current owner as President or CEO
2.Preserving and building the company’s value during the transition
3.Providing a smooth transition for owners, successors and key employees
Overcoming success impediments
The author suggests that owners should also closely follow several key elements to ensure successful transitions including ensuring complete transparency during the process, developing strong family governance, and developing a strategic written succession plan.
Because succession planning for small and family business transitions often involves a huge amount emotional turmoil, it is often helpful to turn to an outside, impartial group of advisors to assist the navigation process.
Low-success rate
Statistically, the chance of a family business successfully transitioning from the first generation to the second is about 30% and the odds get worse as you move to third generation – less than 10%.
“Make sure that you give yourself and your successors enough time for the transition process, and that you’re informed about all of the choices available so that you can make the best decisions for you, your family, and your business.”
Focusing on business
Although succession planning and choosing a successor for a family business can be fraught with challenges, the author said the emotional aspects must be put aside in order to focus on the business.
“Having a sound succession plan in place can take the emotions out of the planning and help ease the transition for both the business owner and his or her successors.”
