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KYC and AML Screening for the Funds Industry – Real Solutions to a Real Problem
Onboarding new customers challenge asset and wealth managers globally. Manual processes for Know Your Client (KYC), Anti-Money Laundering (AML), Countering the Financing of Terrorism (CFT) and sanctions screening checks on investors and distributors can lead to compliance failures. These failures can result in fines, criminal sanctions, or even jail terms.
In addition to the risk of compliance failure, manual processes make for a lengthy onboarding experience. Read on this article for information on how to improve the efficiency of your screening process and reduce risk.
Funds can be bought and sold efficiently, but Know Your Client (KYC), anti-money laundering (AML), Countering the Financing of Terrorism (CFT), and sanctions screening checks on investors and distributors remain manual.
Read on this article for information on how to improve your screening process and reduce risk. You'll learn:
Why KYC and AML checks are expensive, manual and off-putting.
The regulatory risk of non-compliance.
The way forward, improving efficiency.
KYC and AML checks: expensive, manual, and off-putting
The regulatory risk of non-compliance
The nature of the problem
Obstacles to progress
Funds can be bought and sold efficiently, but Know Your Client (KYC), anti-money laundering (AML), Countering the Financing of Terrorism (CFT), and sanctions screening checks on investors and distributors remain manual. As a result, they are increasingly expensive in terms of both direct and indirect costs, and a major source of customer dissatisfaction.
Yet compliance failures in KYC, AML, CFT, and sanctions screening checks can result in fines, criminal sanctions, and even jail terms for company officers. For funds distributed across borders, this risk is magnified by variations in laws and regulations between jurisdictions. Risk is further increased when relying on assurances from third parties.
Reliance on third-party assurances helps to control the cost of work that is hard to automate. It is important to weigh the risks posed by individual clients and adjust preferred procedures to local nuances. Documents sourced from disparate and often unstructured databases owned by the public and private organizations must be verified, cross-checked, authenticated, classified, and stored. Since data ages, checks on individuals and firms also must be repeated regularly.
Checks are also duplicated within and between firms. This has led to calls for pooling of KYC, AML, CFT, and sanctions screening information. Imbalances in the data contributions of large and small firms, concerns about the confidentiality, security, and privacy of data shared, technological shortcomings, lack of data standards, jurisdictional differences in requirements, legal liability for information, and the need to secure consent from clients to reuse data, all weigh against data sharing.
These obstacles can be overcome by filtering shared information to exclude commercially sensitive data, use of a common questionnaire, data mapping, and rewarding firms that contribute data. The efficiency of checks can be improved dramatically using unique, re-useable digital identities that are controlled by clients but based on documents authenticated by government-licensed vendors working to approved international standards. Provided the various databases are inter-operable – and work on data standards is underway – any user could access information from any database.
Digital identities adequate to the task of complying with the obligations of multiple jurisdictions will take time to evolve. Market forces alone are unlikely to drive their development, so it will take regulatory intervention (or at least the threat of regulatory intervention) to spur progress.
SS&C is improving those aspects of the KYC, AML, CFT, and sanctions screening process that it can affect directly. Steps taken by the firm include risk-based acceptance of uncertified documents, intelligent questionnaires to exclude searches irrelevant to particular respondents, the introduction of a single data collection process to capture elements common across jurisdictions, re-configuring data held in different formats to raise levels of automation, and automatic updating of out-of-date information.
Over the last 20 years, transfer agency has changed dramatically. Increasingly, funds are not sold directly to investors or their advisors. Instead, they are distributed through fund platforms that serve the wealth managers and private banks that own the relationships with the end investors. By aggregating multiple orders into one, fund platforms have driven substantial increases in the efficiency of buying, selling, and switching funds. In Europe, nearly nine out of 10 fund transactions are now fully automated, driving costs down and customer satisfaction up.
Unfortunately, the level of efficiency with which distributors and investors open accounts with fund managers, transfer agents, and fund platforms to trade funds – the "onboarding" process – has gone in the opposite direction. This reflects the increasingly onerous regulatory obligations laid on the industry in recent years to affirm the identity of clients (Know your Client/KYC) to ensure they are not laundering money (anti-money laundering/AML), funding terrorism (Countering the Financing of Terrorism/CFT) or breaching sanctions against individuals or organizations (sanctions screening).
Obtaining the documents needed to validate the identity of a client, getting them certified by a trusted party, and verifying that the identity belongs to the individual claiming it, is a largely manual and paper-based process. As fund distribution has institutionalized, a cumbersome Know Your Distributor (KYD) process has also proved necessary for fund managers, transfer agents, and fund platforms to secure assurances from distributors that their underlying clients are not laundering money, financing terrorism, or breaching sanctions. It is also manual and paper-based.
One result is increased cost for all parts of the industry. A leading fund manager estimates the direct cost of KYC, AML, and sanctions screening at five per cent of payroll. A major institutional transfer agent reports that the number of staff involved in onboarding has increased six-fold in the last four years. These costs do not even consider the indirect costs imposed by delays in the investment of monies, or the partial or total loss of sometimes substantial investments by clients exasperated by a burdensome and intrusive onboarding process.
Dissatisfaction with onboarding is well attested. Longstanding customers are confused when firms they have worked with for decades ask them to prove their identity, newer customers are irked by invasions of privacy that even extend to investigating the original sources of investment monies, and corporate customers are alienated by the persistence of investigations designed to look through layers of intermediaries to uncover the ultimate beneficial owner.
Delays can lead to adverse changes in the price of the investment. Fund managers complain about unhappy clients and delayed receipts of funds. Those who are rigorous are told their competitors are happier with less information, and that other jurisdiction are not as demanding. Even institutional distributors, which share the burden of compliance, lack patience with an onboarding process characterized by repeated calls for documents and delays.
Most investors suffer inconvenience in order to prevent a small minority of terrorists, money launderers, fraudsters and sanctioned states and individuals investing in funds. Managing the discontent this creates adds to the burden of compliance borne by fund managers, transfer agents, and fund platforms. However, they cannot pass the extra costs on to their customers because the customers are not willing to pay more to police the funds industry. They still expect the checks not only to be thorough but their thoroughness to be tailored to their differing appetites for risk. After all, that risk is inescapable, because it is regulatory in nature.
The risk of compliance failure in KYC and AML checks is significant. One study has calculated that in the 10 years to 2018, regulators around the world fined financial institutions a total of US$27 billion for KYC, AML, and sanctions violations.
Fines cause reputational damage, which can cost a fund manager or transfer agent or fund platform customers unwilling to deal with a tainted firm and can even lead to the withdrawal of their regulatory licence to operate. Fines are also levied on individual officers – typically the Money Laundering Reporting Officer (MLRO) responsible for AML policies, procedures, and systems. For grave violations, MLROs also face the threat of criminal sanctions and even imprisonment.
This discipline, though imposed by national regulators, reflects the approach taken by the Financial Action Task Force (FATF), the global money laundering and terrorist financing watchdog established by the G-7 in 1989. Effectively, every jurisdiction is now committed to implementing the 40 Recommendations on AML and CFT, which were first published by the FATF in 1990, comprehensively revised in 2012, and now updated regularly. The funds industry is expressly included in the advice the FATF has issued to the securities industry on how to apply the Recommendations in practice.
The Recommendations include an insistence on initial and continuing KYC checks of customers and beneficial owners (Recommendations 10 and 12), the maintenance of records about KYC checks (Recommendation 11), and KYC checks of trust companies (Recommendation 22) and corporate customers and beneficial owners (Recommendations 24 and 25) as well. For the funds industry, the overriding imperative of these Recommendations is to identify the beneficial owner of any investment in a fund, including investors obscured by layers of intermediation.
Indeed, countries are expected to maintain open registers of the beneficial owners of companies to make Recommendation 24 effective. These registers – which are now available in Ireland and Luxembourg, the two largest fund administration centres in Europe in terms of assets under administration (AuA) – are proving useful to fund managers and transfer agents conducting KYC and AML checks. In this way, the FATF Recommendations are prompting helpful changes.
What the FATF Recommendations cannot provide is a global standard that would make KYC and AML checks more efficient. The FATF allows countries to adjust the application of their Recommendations in line with their own perceptions of the risk around money laundering, terrorist financing, and sanctions violations posed by other countries, as well as by various types of customer, product, and chains of intermediation.
This means different jurisdictions implement the Recommendations differently. As a result, fund managers that distribute funds across national borders, and the transfer agents and fund platforms that service funds and work with distributors in multiple locations must adapt their KYC and AML processes to multiple local requirements.
There is limited consistency in the KYC and AML guidance issued by national regulators, and their enforcement practices vary. Some regulators are content to rely on assurances from auditors about the KYC and AML processes of regulated firms, while others make unannounced visits or conduct random examinations that might result in fines or other sanctions.
Regulatory uncertainty of this kind encourages reputable fund managers, transfer agents, and fund platforms to incorporate the highest and most costly tests into their KYC and AML processes, increasing the amount of time and money needed to onboard a client. Yet time and resource pressures mean there is inevitably a degree of reliance on information about clients, and clients of clients, that is supplied by others.
In the funds industry, most fund transactions are intermediated by institutional distributors. Fund managers, transfer agents, and fund platforms tend to rely on assurances from these distributors that their KYC and AML controls are sufficient to prevent money launderers, financiers of terrorism, and sanctions violators from gaining access to funds.
This practice incurs a risk. A fund manager or transfer agent that relies on assurances from a fund platform, for example, is in practice relying on assurances given to the fund platform by the fund distributors that service the underlying investors. Few fund managers or transfer agents seek evidence directly from the underlying investors.
The FATF Recommendation 17 permits this reliance on third parties, and distribution agreements are written to oblige third parties to meet certain standards in KYC and AML checks. But the regulatory risk remains always with the fund manager, the transfer agent, or the fund platform. This is imprudent, but the alternative (directly conducting checks on underlying investors) is impractical.
In the United Kingdom, an industry working group coordinated by The Investing and Saving Alliance (TISA) has estimated that it already takes 24 days on average to onboard a new client, that each check on a customer costs the industry between £10 and £100, and that the exasperation of customers has reduced conversion rates by a quarter.
If all parts of the industry also ceased to rely on the assurances of third parties and began conducting KYC and AML checks of their own throughout the funds transaction chain, the volume and cost of the work would overwhelm the current system.
This is because KYC and AML processes remain overwhelmingly manual. Documents proving identity must be certified by a trusted third party, obtained, and authenticated. If they cannot be authenticated, queries must be raised. In a complex case, in which the beneficial owner is obscured by layers of trust and nominee companies, it can take weeks to complete the paperwork.
Even in simpler cases, documents often fail to arrive promptly, because KYC and AML checks are never a priority when onboarding a client. In some jurisdictions, documents also need to be translated. Once an investigation is complete, and the full sets of documents are validated and verified, the collections of papers then must be classified and indexed before they can be filed and stored.
The onboarding team at a fund manager or transfer agent that operates in multiple jurisdictions has to dedicate staff to keeping abreast of changing KYC and AML requirements in each locality by sourcing, translating, and reading official documents continuously and consulting colleagues in compliance and external counsel. Though KYC and AML policy and procedures are always laid down centrally, adjustments or additions to accommodate local nuances must be recorded and incorporated into the procedure every time they apply.
In practice, onboarding teams attach different risk weightings to investors and distributors based in different jurisdictions. These can create additional problems. In some jurisdictions, for example, these cause conflict with local fund platforms or distributors, which resist the application of global policy or procedure if it exceeds local regulatory requirements. Requests for information that are routine in Europe can seem onerous in Hong Kong.
Local nuances are not just cultural or regulatory. They include differences in the way the same information is classified and stored. The way that different jurisdictions classify meta-data – the data that describes and gives information about the data useful to a KYC and AML investigation – is an effect as well as a cause of manual, paper-based processes.
When information about the same element in a KYC or AML investigation (such as the first or second name) is described differently in different national databases, it becomes difficult to code KYC and AML documentation requirements into digital systems and apply them to specific countries and client types. Human judgment is still required, which means employees must be trained on when to use the system and when to override it. The scope for genuine robotic process automation (RPA) remains correspondingly low.
Firms have preferred to manage the costs of manual KYC and AML screening by offshoring and outsourcing to specialist firms rather than by investing in technology. Although artificial intelligence (AI) and machine learning (ML) could, in theory, expand and accelerate the scanning of websites and screening of documents, the quality of the data available is too poor to permit this.
Contradictions and gaps between sources mean KYC and AML checks require at least two and often three separate sources of data per customer, and the number of sources required multiplies with the number of countries in which funds are distributed. A transfer agent servicing a fund manager selling funds in 50 countries might need 150 data sources.
Web searches produce unstructured data and even the multiple databases (these include commercial data vendors, lists of politically exposed persons [PEPs], sanctioned states and individuals, registers of beneficial owners, and registers of limited companies and partnerships) can use different data formats. In some countries, the necessary data is not readily accessible at all. The searches are intricate, awkward, and often prolonged.
A search is never a one-off exercise. The risk-based approach recommended by the FATF means that identities must be re-checked regularly. Typically, a fund manager or transfer agent will re-check customers in high-risk locations once a year, those in medium-risk locations every two years, and customers in low-risk locations once every three or even five years. A "trigger" event (such as a merger leading to a change in the name of an account) might or might not prompt a special review.
Yet, ironically, much of the KYC and AML checking and re-checking process is already duplicated, not just between firms in the funds industry – they are, after all, often checking the same customers – but within them too. A fund platform, for example, may buy a Luxembourg- domiciled fund on behalf of its clients in both Asia and Europe, yet be subjected to KYC and AML checks separately in each region even though it is in both cases effectively the same entity buying into the same umbrella or master fund, even if the local feeder sub-fund is de jure a separate legal entity. It is this duplication of work that prompts an obvious question: why not share the workload?
Considered superficially, the case for fund managers, transfer agents, and fund platforms to share the information they collect and create when running KYC and AML checks appear to be settled. The work is duplicated. It is not clear that KYC and AML processes yield any competitive advantage to firms that do them thoroughly. The only competitive differentiator is whether the job is done badly (which exacerbates what is always a poor client experience) or well (which mitigates what is always a poor client experience). Customers would certainly prefer the opportunity to be checked once, rather than repeatedly, not just by each of the firms they transact with but sometimes by the same firm.
There are obstacles to the sharing of KYC and AML data. One is that commercial economics are not helpful. The savings from ending the duplication of work cannot be achieved without an immediate investment with uncertain returns. Large fund managers, transfer agents, and fund platforms object that they will contribute more data than smaller ones, and so extract less value than they put in.
A second obstacle is the absence of a standard questionnaire for KYC and AML checks. Different firms ask different questions, and apply different KYC and AML risk weightings to the same jurisdiction or customer, so investigations by some are more thorough than those of others. As a result, there is considerable variation in the range and quality of the information that can be shared. This makes it difficult to draw up a fixed-price schedule for the same type of data from different firms. Some potential contributors frankly state that they would prefer to commercialize the information they hold themselves.
Identities must be checked regularly:
High risk – once a year
Low risk – every three or five years
Trigger events – special review
More are concerned by the risk of sharing commercially valuable or sensitive client information with a competitor. Anxiety about the security of information shared with or held by third parties reflects regulatory obligations as well as commercial considerations. Within the European Union (EU), for example, the General Data Protection Regulation (GDPR) means that any company that collects and processes information faces substantial fines if they fail to protect personal data.
There are technical obstacles too. Legacy technologies make it hard for firms to share their data, necessitating an off-putting investment in technology or purchase of middleware. Technology is one reason why data sharing has proved elusive even within the same firm because the unique identifiers that enable a firm to ascertain if it has previously run KYC and AML checks on a customer are yet to be developed. In addition, work on the same customer might be divided between an in-house team in one jurisdiction and a transfer agent in another, making it hard for them to pool the information.
Other obstacles to sharing data lie outside the control of fund managers, transfer agents, and fund platforms. The most obvious is the persistence of jurisdictional differences in KYC and AML laws and regulations. The PwC Financial Crime Guide Tool, which compares the requirements between jurisdictions, finds sufficient differences to make it worthwhile profiling 97 separate countries.
Although the differences can be small – the test for establishing beneficial ownership of a company, for example, is set in Ireland at 25 per cent, while in the Cayman Islands it is only 10 per cent – even minuscule differences mean information adequate to onboard a client in one jurisdiction may not be adequate in another.
These differences reinforce an understandable reluctance to rely on KYC and AML checks conducted by others. Users are bound to worry that the information is not just inadequate but out of date, prepared to a lower standard, or to satisfy a less demanding regulator, or even fake. Those who share data are further concerned it may create liability if the information proves to be an inaccurate and financial crime is committed.
Ultimately, any data repository will insist liability remains with the source. However, establishing the identity of the source that is liable may not be easy. It is intrinsic to the sharing of data that extended information chains will build-up, as the first user shares the data with the second, and the second with the third, and so on. The difficulty of tracing faulty information to its source is another obstacle to data sharing.
Obstacles to sharing data:
Commercial disincentives
Data confidentiality concerns
Investor consent
Absence of standardized data formats
Technological shortcomings
Mistrust in third-party data
Potential liability for misleading information
Differences in jurisdictional requirements
But the most intractable obstacle is the need to obtain the agreement of investors to reuse their data. This is particularly true of retail investors. If they agree that the data they gave to one fund manager, transfer agent, or fund platform can be shared with another, it precludes the risks associated with breaches of data privacy obligations such as GDPR. It is also the right thing to do. It gives the customer control over who can access and use their data, and the purposes for which it is used.
The obstacles to sharing data are certainly many and varied. They include commercial disincentives, concerns about the confidentiality of client data, the absence of standardized data formats, technological shortcomings, lack of confidence in data gathered by others, awareness of potential liability for misleading information, differences in jurisdictional requirements, and the need to secure the agreement of investors to share their data.
These problems have persuaded many people in the funds industry that a more efficient way of running KYC and AML checks will remain forever elusive. The obvious way around them – a KYC utility from which only those who contribute can benefit – is tainted by numerous failed or partially successful attempts by industry consortiums to build one.
With a bewildering array of vendors now pushing ahead with technological quick fixes as well, a degree of cynicism has set in. Yet a solution is possible if expectations of a single, grand, and all-encompassing solution are set aside in favour of a gradual, cumulative approach.
The obstacles to data sharing can certainly be overcome. Shared information can be filtered to ensure it contains nothing of value to a competitor prospecting for clients, solving concerns about breaches of client confidentiality. Institutions of different sizes already share information in this way. In the United Kingdom, for example, banks, retailers, and energy and water utilities share data with credit reference agencies on the basis that they receive the same level of data that they contribute.
The variation in the thoroughness of KYC and AML data gathering by different institutions could be countered by agreement on a standard questionnaire. Documents of this kind are being used by the payments and securities industries, in both cases still leaving room for individual variation. A variety of industry groups and trade associations are now working on a funds industry equivalent of the Wolfsberg AML Principles questionnaire used in private and correspondent banking. A questionnaire that covers, say, 80 per cent of the verifiable data points required to onboard a client is eminently achievable.
That is because there is a great deal of commonality in the data required to complete a KYC and AML investigation, irrespective of the demands of different jurisdictions and internal KYC and AML processes. This is true whether an investor is a retail (typical details include name, address, date of birth, passport, driver's licence, electoral register, and utility bill) or corporate (requiring e.g. entries on a company register, tax codes, audited accounts, bank statements, and lease agreements). The remaining 20 per cent leaves ample room for individual firms to add their own requirements and for adaptation to jurisdictional differences.
Nor should the technological shortcomings of existing systems be allowed to obstruct data sharing. The constraints imposed by legacy technology can be overcome by drawing up a data dictionary and mapping its terms against the proprietary data sets so that flat or plain text files can be converted into the right format. Shared data can also be secured against cyber- attacks or data breaches using orthodox data security and anti-hacking methods.
Fund managers, transfer agents, or fund platforms that believe they will contribute more (or more valuable) data can be rewarded by variable fees. This means only two obstacles remain. The first is the liability for the quality of the information, which is scarcely a new problem. Existing providers of KYC and AML information are not liable for the quality of the information they collect and share, or for decisions that are based on it. The problem of liability is contractually soluble.
Overcoming the second and final obstacle (the need to secure the agreement of investors to the reuse of their data) requires a less familiar solution – a digital identity (digital ID). Digital IDs are unique, reusable identities based on documents submitted by investors that are authenticated by a trusted service provider, ideally working to an agreed global standard of verification.
Digital IDs put investors in charge of maintaining their data and granting access to it. It is their responsibility to update the information on which their identity is based when some component of it (such as their name or address) changes. They would choose which fund managers, transfer agents, fund platforms, and fund distributors can access their digital ID through their service provider. In other words, their agreement to the use and reuse of their data is built into the process every time they invest, irrespective of the fund or the jurisdiction.
This is especially true of retail business, but digital IDs need not be restricted to retail investors. They are just as viable an idea for corporate distributors. In fact, retail digital IDs would be helpful to major fund distributors because they would make it much easier for them to prove to a fund manager, transfer agent or fund platform processing their aggregated orders that their KYC and AML procedures were sound.
Digital IDs that work in this way would save fund managers, transfer agents, and fund platforms time and money. More importantly, they would improve the customer experience. Investors would no longer have to repeat the KYC and AML checks every time they purchased a fund. Since they would control their own data, they would also control the degree of intrusion they are prepared to tolerate, especially in investigations that require layers of intermediation to be probed in pursuit of an underlying beneficial owner.
However, the growth and success of digital IDs depend on regulatory support in every jurisdiction where funds are bought and sold. Support means certification by regulators of digital ID service providers and of the systems they use to verify identities. After all, if digital IDs are generated and maintained on a purely commercial basis without regulatory endorsement, they will have no greater validity than any other form of assurance by a third party.
It is now becoming evident that this lack of support for digital IDs from regulators is one reason why the funds industry has not endorsed them. In the United Kingdom, for example, the funds industry is one of the use cases identified by the TISA Digital ID Project, which has the support of the regulator (the Financial Conduct Authority), the central bank (the Bank of England) and the government (HM Treasury and the Department for Digital, Culture, Media, and Sport).
Other national regulators are now likely to support digital IDs, following the publication of FATF guidance on how digital IDs can be used to meet FATF Recommendation 10. Recommendation 10 requires national regulators to ensure regulated firms can identify customers and underlying beneficial owners for AML and CFT purposes using "reliable, independent source documents."
A second obstacle to widespread adoption of digital IDs is that onboarding teams are not convinced that a digital ID is an adequate substitute for a full set of KYC and AML checks. Many of the components of a KYC and AML check (typically, proof of address, beneficial ownership of a company, citizenship, country of residence or occupation) are not always parts of a digital ID.
In addition, the documents used in a KYC and AML investigation will still have to be certified by the physical signature of a trusted individual. This will be true until there is a change in risk assessment procedures and/or more widespread use of electronic or even digital signatures secured by public and private keys.
Users of digital IDs will want to be confident that digital ID service providers are collecting these certified proofs rather than relying on assertions. Setting "assurance" standards by which the reliability of digital IDs can be judged is worked the International Organisation for Standardisation (ISO) and the International Electrotechnical Commission (IEC) are undertaking.
One reason global standards are required is that digital IDs are bound to remain national in origin. Few fund managers have substantial retail client bases across borders, and nor do many distributors. Even within the EU, investors tend to invest locally. 70 per cent of assets under management in EU funds are held in funds registered for distribution in their national market only, and only 37 per cent of UCITS and three per cent of AIFs are even registered for distribution in more than three member-states.
Another reason global standards are needed is that digital IDs are also likely to be generated by more than one provider in each country. A centralized database in each jurisdiction, which gathers the documentation once only, stores it in an accessible online repository, and charges fees to access it, is a good idea in theory. The Findel Group report of July 2016 called for a utility of exactly this type. However, it is too lavish a project to execute and maintain and is more vulnerable to cyber-attacks.
A decentralized model, in which the digital ID documents are held in multiple databases, and investors are responsible for updating them, is a safer and less ambitious alternative. The GOV.UK Verify digital ID scheme in the United Kingdom already makes use of multiple "certified companies" to verify identities.
Importantly, a decentralized model is better suited to building investor control of their data into the process. Investors would not have identities set up without their knowledge. They would update documents to keep their digital ID current. Users would access the information with the agreement of the investor only. This need not be a repetitive process. Investors can be persuaded to agree to reuse at the point of onboarding because they know it will make future purchases less burdensome.
With digital ID databases scattered nationally and internationally, delivering a global digital ID service for fund managers, transfer agents and fund platforms depend on the ability of multiple databases to inter-operate. Inter-operability will be driven by the consumers of the digital IDs, including fund managers, transfer agents, and fund platforms.
As long as the consumers of the data are not satisfied that digital IDs are an adequate substitute for a full KYC and AML investigation, inter-operability would also have to encompass document databases such as passport offices, issuers of drivers' licences, electoral rolls, company registers, lists of PEPs and sanctioned states and individuals, anti-fraud databases, and commercial sources of information. Inter-operability of that scale and extent depends on the development of data standards.
Standards are notoriously hard to devise and enforce, especially among smaller market participants, and at a global level, but the work has begun. In the United Kingdom, the Electronic Transfers and Re-registrations Market Practice Group (UKETRG) is working to standardize market practices and information exchanges in the fund's industry.
If standardization is extended to databases of KYC and AML information, the gains in terms of cost reduction are potentially enormous. The standardization of terms within multiple databases would not only make it easier for onboarding teams to source documents: it would also minimize adoption costs by allowing data to be mapped rather than systems replaced. As confidence in the accuracy of standardized data increased, entire KYC and AML processes could be automated.
Over time, inter-operability between databases would also drive a gradual convergence of the market practices by which identity is validated (obtaining evidence of claimed identity, such as a passport or driver's licence) and verified (checking the identity belongs to the person claiming it by asking knowledge-based questions or matching a photograph to an official document). The World Economic Forum began standardizing these processes four years ago by labelling them as attribute collection (capturing and storing user attributes) and authentication (linking users to the attributes).
In addition, the ISO is working with the IEC, which develops standards for electrical and electronic technologies, to finalize a global standard for digital ID systems. They are building on the work done by the National Institute of Standards and Technology (NIST) in the United States and under the Electronic Identification, Authentication, and Trust Services Regulation (eIDAS) in the EU to set standard "assurance levels." This measure the level of confidence that users can place in the reliability and independence of different digital ID systems.
The vision of a more efficient KYC and AML screening process for onboarding new funds industry clients and checking the credentials of existing ones is becoming clear. It is one in which digital IDs replace complex, manual, and paper-based KYC and AML processes. The digital IDs will be issued by the regulator-certified service providers who will verify the identities claimed by retail investors and institutional intermediaries.
The holders of the digital IDs will store them and the supporting documentation in accounts at databases they control, and which cannot be accessed without their agreement. Holders will also take responsibility for keeping their digital IDs accurate and up to date. Importantly, the scope of digital IDs will over time expand to encompass those parts of a KYC and AML process that are not essential to verify a claimed identity, but which are important to establish that fund investments are not being made with laundered money or to fund terrorism.
It is a vision that is plausible precisely because its realization depends on steady rather than spectacular progress. Yet it must still be made to happen. Though its benefits in terms of cost savings are large, they depend ultimately on network effects, which will accrue incrementally rather than suddenly and will be felt more at the level of the industry than at the level of the individual firm. So, market forces alone are unlikely to create sufficient momentum for change.
Regulatory intervention can play a role. In India, where digital IDs have progressed rapidly and a national KYC repository is now in place, the government has mandated change. In other countries, the threat of mandatory reform might be sufficient. In the EU, for example, where memories of the disruptive effect of the second iteration of the Markets in Financial Instrument Directive (MiFID II) are still fresh, the fund's industry might respond expeditiously to a clear statement by regulators on the KYC and AML infrastructure they would like the industry to develop.
But the mere threat of regulation carries with it the spectre of multiple standards emerging, allowing individual jurisdictions, fund managers, transfer agents, and fund platforms to comply with the stated vision in their own way. This effect is already visible in the different ways that the FATF Recommendations are being implemented. It would be better if regulators told the global funds industry exactly what to do, and by when. If this happened, the industry would likely come together to deliver it.
Source: SS&C
Posted on Published: September 17, 2020 - Last updated: October 26, 2020
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Two Theatre Projects facilities—The National Theatre of Bahrain and Guildhall School of Music & Drama, Milton Court—were recently named winners of USITT's 2015 Architecture Awards for exceptional performance spaces.
The National Theatre of Bahrain was named the recipient of USITT's 2015 Honor Award—their highest architectural award. The 12,000-square-metre theatre, which opened in 2012, includes a 750-seat auditorium for drama, small symphony concerts, conferences, jazz, and other amplified music events, and also features a flexible forestage and proscenium. The venue was a collaboration between Theatre Projects and Architecture-Studio.
Milton Court, the performing arts building at the Guildhall School of Music in London, received a USITT Merit Award. The state-of-the-art performance space was a joint collaboration with RHWL Architects and features a flexible 608-seat concert hall for the school, giving it the largest capacity of all the conservatoires in London. The hall can accommodate solo, chamber, orchestral and full-size symphony performances. The development also houses a multi-level 227-seat theatre, designed with a traditional proscenium arch and fully automated power flying.
With more than 40 awards, Theatre Projects has received more USITT awards than any other theatre consultant.
The Architecture Commission will present the awards at the Annual Conference & Stage Expo March 18 to 21 in Cincinnati, USA.


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Tag Archives: Foundation Apprenticeships
Edinburgh College Foundation Apprentice looking forward to a career in the computing industry
Eighteen-year-old Michael Suttie from Mayfield recently completed a Foundation Apprenticeship in IT Software Development, which he decided to undertake so he could develop his computing skills, and make contacts working in the industry. We spoke to Michael to find out about his apprenticeship, and his plans for the future: What made you choose a Foundation…
04/11/2019 in Computing, News, Student Stories.
#ECPrizeGiving – Michael dreams of a career in the tech industry
Seventeen-year-old Michael Surgeon from Mayfield, Edinburgh dreams of eventually going on to a career developing crafts for space exploration once he has finished his studies. We spoke to the Software Development Foundation Apprentice after he won Information Technology Foundation Apprentice of the Year at the College's Prize Giving ceremony earlier this month. How do you…
Awards ceremony awaits Edinburgh College Foundation Apprentice
An Edinburgh College Accounting student is hoping to calculate his way to award success as he goes up against fellow students at the Scottish Apprenticeship Awards 2018. Nineteen-year-old Junjie Xu, who studied a Financial Services Foundation Apprenticeship at Edinburgh College before progressing onto a HND Accounting course, has been shortlisted for Foundation Apprentice of the…
14/11/2018 in Business and Finance, Student Stories.
Jordan goes for gold at World Skills 2017
It's brushes down for former painting and decorating apprentice Jordan Charters as he waits to hear how he has fared in the World Skills 2017 finals in Abu Dhabi. Twenty-two year-old Jordan, who studied at Edinburgh College and completed his final training for the competition on a specially constructed rig at the college's Granton Campus,…
18/10/2017 in News.
Foundation Apprenticeships – what are they? who are they for?
In S5 or S6 and had enough of school learning? Want to get work experience and add skills to your CV, college or university application? Foundation Apprenticeships could be for you! Here is the lowdown Foundation Apprenticeships (FAs) are a great way to get a head start in the world of work and combine all…
21/02/2017 in Blog.
Meet Our Apprentices – Dillon Laing
Dillon Laing – 17, Leith What apprenticeship programme are you on at the college? "I'm on a Foundation Apprenticeship in Financial Services and started the apprenticeship whilst I was still at school." Who is your employer? What do you do day to day with them? "I work for Standard Life doing financial management analysis. I'm…

redpajama_set_name: RedPajamaCommonCrawl


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Juan Mora Fernández (* 12. Juli 1784 in San José; † 16. November 1854 in San José) war ein costa-ricanischer Politiker.

Mora Fernandéz war vom 8. September 1824 bis zum 9. März 1833 Präsident von Costa Rica, das erste Jahr davon provisorisch. 1825 wurde er dann mit großer Mehrheit von der Nationalversammlung gewählt und damit das erste gewählte Staatsoberhaupt des Landes. Das wichtigste Ereignis in seiner Amtszeit war eine Landreform, die zur Folge hatte, dass sich eine Klasse aus wenigen, mächtigen Kaffeebaronen bildete.

Nach seiner Präsidentschaft bekleidete Mora Fernández noch verschiedene Ämter – unter anderem war er zweimal kurzfristig Vizepräsident. Zuletzt war er von 1850 bis zu seinem Tod 1854 Präsident des Obersten Gerichtshofs Costa Ricas.

Senda Ignorada
Im kolonialen Neuspanien waren die Eigentumsverhältnisse zu einem großen Teil über Ejidos festgeschrieben, welche dem Immobilienmarkt nicht zur Verfügung standen. Diese Eigentumsform und das Eigentum der Kirche säkularisierten und privatisierten Liberale wie Mora.

1983 drehte der Regisseur Ingo Niehaus den Spielfilm Senda Ignorada. Der Film zeigt die Versuche von Juan Mora Fernández eine Landreform durchzuführen. Von 1820 bis 1821, als Alcalde von San José, verteilte er Ejidoland, kostenlos an Einzelpersonen, mit der Auflage Kaffee zu kultivieren. Im Film beendet eine Gruppe Händler als Vertreter der aufstrebenden Mittelschicht, durch Verrat die Reform.

Einzelnachweise

Präsident (Costa Rica)
Vizepräsident (Costa Rica)
Costa-Ricaner
Geboren 1784
Gestorben 1854
Mann
Richter (Costa Rica)

redpajama_set_name: RedPajamaWikipedia


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Installation view of Rudzienko. Photo: Michael Tropea.
The Arts Club premieres Sharon Lockhart's latest film, Rudzienko. Chicago-based filmmaker and installation artist Melika Bass will give an introduction to the film before the screening begins.
The film, along with related still photographs entitled When You're Free You Run in the Dark, derives from her long-standing relationship with Milena, a girl she met during the making of another film, Podwórka, in Łódź in 2009. During the past two years, Lockhart organized summer retreats for a group of teenagers who lived with Milena in a girls' home near Warsaw in the town of Rudzienko. Through exercises in movement, reenactment, dance, yoga, craft, cooking, writing, and performance, Lockhart encouraged the girls to bring forth their personal narratives.
Melika Bass is a filmmaker and installation artist, whose international exhibitions and screenings include the BFI London Film Festival; Film Society of Lincoln Center, New York; Torino Film Festival, Italy; and solo exhibitions at the Museum of Contemporary Art Chicago and the Hyde Park Art Center. Bass has received an Artadia Award (NYC), the Kodak/Filmcraft Award, an Experimental Film Prize from the Athens International Film Festival, and two Media Arts Fellowships from the Illinois Arts Council. In 2014, Bass was an appointed Pick-Laudati Resident Artist at the Alice Kaplan Institute for the Humanities at Northwestern University. Bass is currently an Assistant Professor in the Department of Film, Video, New Media, and Animation at the School of the Art Institute of Chicago.


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Q: How to access Data from Sql In MVC? What is present scenario of Retrieve data from SQL in MVC 4 or 5.
Is it safe to use Entity FrameWork?.
disadvantage of using Entity FrameWork?

A: Yes it is safe to use entity framework, and is probably the most recommended method to begin with.

A: ADO.NET Entity Framework: ADO.Net
For the Best Practice, Try this link to begin with.

*

*EntityFramework Tutorial:
EntityFramework

*MSDN Tutorial to integrate EntityFramework in Project:
MSDN

redpajama_set_name: RedPajamaStackExchange


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South Korean operator SK Telecom has announced it has selected Samsung Electronics, Ericsson and Nokia equipment for its 5G network deployment. Samsung, Ericsson and Nokia will supply base stations and other transmission equipment, considered a core technology in the commercialization of the 5G network, Yonhap news agency reports. SK Telecom said it ruled out Chinese tech giant Huawei Technologies in the final decision.


Very High Rate of Flu Cases Reported In Monroe County — WPV Inc.
Doctors say the flu virus is spreading at a very high rate right now in Monroe County.
If you haven't already gotten your flu vaccine, doctors say it's not too late. Monroe County Health Commissioner Dr. Michael Mendoza says there have already been 365 lab-confirmed cases of the flu in the county alone. More than 100 of those cases required hospitalization.
He says the actual number of people who have come down with the virus is likely much higher as doctors sometimes diagnose based on symptoms and not with lab tests.
Mendoza recommends washing your hands frequently and thoroughly, and to stay home from work or school if you get sick. Symptoms of the flu include fever, body ache, cough and fatigue.
Flu season has already caused the deaths of 12 children across the country according to the Centers for Disease Control and Prevention.


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Tag Archives: Puerto Escondido
13. Lightening Strikes
Thanks geckorockresort.com
We found a spotlessly clean taquería perched on a platform of concrete raised up perhaps three feet above the pedestrian mall with thatched umbrellas shading a collection of very tall, very tiny round tables. Fernando showed me how to eat the tiny folds of tortillas stuffed with sessos, cabeza, and al pastor (brains, cow cheeks and marinated pork) slathered in picante salsa and introduced me to Mexico's popular icy, sweet tamarind drinks. He regaled me with the story of his three years in Germany with a German girlfriend he met in Cancún while he was working at a resort. She spoke a smattering of Spanish, but he knew no German.
"Entiendo tu frustración," I said in tentative Spanish. I felt the same way—frustrated. Here I was with a young god, and all I could do was gaze at him and hope that he didn't think I was too stupid. Gazing wasn't that bad, actually.
I ate my tacos al pastor, which is pork sliced very thin and layered over a giant skewer that revolves in a heating element and cooks continuously until the skewer is empty. The meat is reddish in color and has a vaguely honey-baked ham flavor. The best al pastor, I came to find, was cooked on busy city streets and dusted with exhaust carbon and automotive lead by every passing bus and car, but Taquería La Concha in Puerto Escondido turned out a pretty good al pastor, too. We drank our tamarindos and gazed in each others' eyes. I ordered a Tres Equis and as I sipped it, he said he didn't drink, wooing me with his clean living.
Meanwhile, Gerardo had lumbered past us, drunker than before, slurring epithets under his breath and swearing at the people he ran into. On his third pass, he happened to look up and see Fernando. He staggered up the steps, poured himself into the empty chair and began an obnoxious diatribe against Americans in Spanglish. We paid our bill and hurried out into the evening, leaving Gerardo behind, muttering indignantly.
It was too early to go to the club, but we searched out the stairs that led to it and the village beyond. From the stairs, we saw that Puerto Escondido wrapped around a shimmering, open-ended bay, that stretched south from the point where the lighthouse stands, around to a natural outcropping of rock that juts up through the sand into the water. Most of the town is built on the mountain, but the tourist section is drawn along the littoral, right in the sand. The main street was converted to a walking mall with a few hotels, restaurants, and many shops.
Fernando and I stood side-by-side on a bougainvillea covered wall and watched the sunset. Lightning arced between us.
Thanks zicatelaproperties.com
August 31, 2016 Ana Manwaring al pastor, drunks, lightening, Puerto Escondido, sunset, tacos 1 Comment
12. Ditching Gerardo
Fernando, Parsley, and I set off to the video bar with Gerardo lurching behind us. Fernando took my elbow, urging me to walk faster, yanking me into the video bar where the Minnesota Twins were crushing the Atlanta Braves in their second World Series win in five years at the Metrodome across four big screens crammed into the small bar. I found William glued to a screen, clutching a sweating Corona. Four empties littered the bar in front of him.
I sidled up and seated myself next to him. "Are you hungry?" I asked. Fernando took the stool next to me and ordered coffee.
"Not yet. It's only the fifth inning. I'll grab a bite here." His eyes never left the game.
"How's the food?" I looked around to see who was there and what the food looked like. The patrons were mostly American surfer types with long sun-bleached hair and fabulous tans. There were a couple of seedy-looking men sitting alone, sipping beers. Soldiers of fortune in between wars? Dealers waiting to score? Spies? The few women mostly hung with the surfer crowd: bleached blonds in mini skirts or short-shorts and bra tops with maximum tans and fresh faces. Even the bartender was a middle-aged gringo, graying at the temples, but looking good in a light blue guayabera-style shirt and white jeans. An escaped nine-to-fiver down for a surfing holiday who never went home?
The bar was decorated in surfer regalia: a couple of boards floated under the thatch, plastic Hawaiian leis draped surfing photos, a few colorful croton plants stood in the windows, and a ceramic sculpture of a woody with boards on top sat atop the jukebox, which played every surfing hit from the 1960's and competed with the TVs.
"Let's go surfing now, everybody's learning how, come on a safari with me."
People munched piles of fries with ketchup, meat sandwiches that resembled hamburgers, and one guy even had a ballpark frank. Everything came with frijoles and rice instead of potato salad and pickles, but this was Mexico.
English cheers and boos erupted around us and Fernando squirmed. Gerardo, who had managed to find us, sucked up his third tequila slammer. He was having trouble balancing on his bar stool.
"What do you want to eat?' I asked Fernando in a low voice.
"I love tacos," I lied. I'd never tried real tacos in Mexico, but I was one of the lucky tourists—I could eat just about anything I wanted without getting diarrhea.
Fernando glanced at Gerardo whose head sagged almost to the bar top, grabbed my arm, spun me toward the door and ran me out into the fading sunlight. Parsley, determined that she loved this new guy, bounded at his thigh happily as he escorted me up one side of the mall and down the other in search of tacos, talking the entire time in slow, simple Spanish I could almost understand.
Pto. Escondido audoquín circa 2000
July 8, 2016 Ana Manwaring Puerto Escondido, surfer bar, tequila slammers, World Series 1 Comment
9. Runny Eggs Seasoned with Snipe
Sam chose the most gringo-style restaurant on the walking mall for breakfast. His limited taste in food ranked high in my canon of reasons to break up—but not as high as becoming a nark when his private investigation firm tanked.
Runny eggs seasoned with Sam's snipes for breakfast. I envied the fishermen their happy banter and delectable smelling tidbits served from the giant blue pots. It didn't matter what trivial disagreement we argued over, for me it was always about the same thing and I was still angry about it: Sam took a contract job with the DEA chasing cocaine dealers through the jungle in Belize two years before, straining our relationship to breaking. I threw him out one night in the midst of a lamp smashing, shouting match on our houseboat in Sausalito.
Although Sam had followed me down to my language school with a suitcase of clothes after the camper burglary, I was enjoying my single status and not rushing to make up. He hoped I might change my mind, but I resented his presence. Why couldn't he understand that I didn't want him there? This was my big adventure. But devastated at the loss of my five suitcases and the lack of concern on the part of the Oaxaca police, and with only the jeans and t-shirt I was wearing at the time, I called Sam.
I still don't know what I was thinking! I was fine, Parsley was fine, and they were only clothes after all, but Sam and I had enjoyed traveling together— Australia, Belize, Mexico—camping or sailing or touring, it always was an adventure. Somehow—the shock and sense of violation after the robbery—I forgot another of the canon: I am the adventurous one. Left up to Sam, we'd have sat in a seedy hotel bar drinking Miller and eating grilled cheese sandwiches on Wonder bread, and that's exactly what he wanted.
I agreed that I would put up with him‑as a friend‑ if he brought me some new clothes and a printer for my portable Toshiba computer. I was ecstatic that the ladrones—thieves—hadn't found the secret compartment built in between the front seats that held the computer, my Nikon camera and lenses, and the pullout Clarion tape deck I installed before leaving. They weren't very astute robbers because they left behind the 350 hp Honda gas generator that plugged into the electrical system and ran the computer, printer, and lamp anywhere I chose to stop and write.
Breakfast over and our provisioning accomplished at the under stocked and over priced tourist grocery store, we returned to camp to put on bathing suits and get ready for the beach. Three months in Mexico and I had lost an entire dress size.
"Must be the salsa!" I told Parsley as I slid out of my dress and into a new bikini and sarong for my day at the shore.
"Your turn," I said, stepping out of the bus and smoothing the netting back into place.
"Why don't you trot over there and meet the guys from California. I bet they want to go to the beach with you."Sam spoke in his most obnoxious tone and gestured his hairless, perspiration damp pate toward the orange combi.
Now what was he mad about? I glanced over to the lifeless bus whose license plate read: Mexico DF—Distrito Federal.
"It's from Mexico City."
"Whatever. Take them to the beach," he said.
"Aren't you coming with me?" I hoped Sam didn't hear the hopeful glee in my voice as I walked off toward the gate, Parsley at my side.
March 9, 2016 Ana Manwaring DEA, Mexico travel, Narc, Oaxaca, Puerto Escondido, travel with dog Leave a comment
8. I Can Really Pick 'em
Photo by kateburtonblog.co.uk
The laughter of fishermen woke me at 7:00 A.M., the camper already a slow cooking oven in the heat. A sheen of sweat covered my skin. I stretched and pulled myself out of the sheets to look through the no-see-um netting Velcroed into the door opening. The edge of the bay lay about seventy-five feet away. Tiny waves foamed onto the shore where the jolly pod of fishermen clustered, cleaning early catches, mending nets, or preparing to launch the green, yellow and red pangas. Catcalling and laughter between boats drifted my way, but gulls, squabbling over bits of discarded fish guts, drowned out the fishermen's conversations with their grating calls.
Four or five stout women in shiny dresses appeared, hefting gigantic blue enamel pots and baskets laden with steaming tortillas wrapped in bright napkins. They began to dish up breakfast for their men into clay bowls. The rich smell of tortillas and roasted chilies got my stomach to rumbling.
Sam sat in the shade in one of the folding oak "archaeologist" chairs and watched the scene. "It's about time you woke up."
My shoulders tensed. "It's barely seven."
"I'm ready for breakfast. C'mon. Hurry up."
"Did you make coffee?" I asked as I hauled myself out of the camper and into the cooler, dappled shade of the coconut palms.
Sam hadn't bothered—why did I ask? I grabbed my towel from the locker and ambled off to Las Palmas' bathhouse.
Luxuriating in the warm stream of water, I complimented myself on my ability to pick a park and thought about the trailer park I'd stayed at in Puerto Vallarta.
My bus had limped into town after losing a shock absorber on my first harrowing trek down a drenched and treacherous mountain road, and I hadn't taken the time to check-out the facilities before paying the tariff—triple what I paid elsewhere. It turned out the park was located just south of a pig farm and the breeze off the Pacific blew through the sty into my windows. To make matters worse, there was not another soul camping there. If I hadn't been so tired from the arduous drive from Mazatlán, I might have noticed the lack of company and the barnyard smell, but I paid the twelve dollars and went to bed.
In the morning when I went to the bathhouse for a shower, I found, as the night attendant had claimed, the water was hot and would last as long as I would, but he neglected to mention the reptiles, insects, and mad dogs who would be bathing with me. That shower room was filthy. It was the first hot shower I'd encountered since Tucson ten days before, and I couldn't touch anything—including the water. I learned my lesson—check first—and then moved to a hotel.
"The showers are great, Sam. This park was a good choice."
"I'd be more comfortable in a hotel in Huatulco. Can't you hurry up?"
How had Sam managed to survive without a Hilton in the jungles of the Peten while he chased drug runners for the DEA?
I pulled the embroidered drop-waist ropa típica sundress, bought in Oaxaca City after my suitcases were stolen, over my head and we left Las Palmas to rustle up some breakfast.
The orange combi glowed through the palm trees in a shaft of sunlight as we passed.
February 10, 2016 Ana Manwaring Mexico travel, Oaxaca, Puerto Escondido, trailer parks 1 Comment
7. All I Wanted Was Some Dinner
Las Palmas Trailer Park hunkered in a coconut grove at the north end of the bay. The camping spaces, defined by the trees, had brick barbecues with metal grates. Although the park was sparsely populated, I felt safe enough because of the tall chain link fence separating me from the beach, but Sam complained that it was too empty.
"Where are all the surfers staying?" He asked, squinting his eyes into a frown as if the surfers purposely hid.
I ignored him and checked the bathrooms. They worked. They had real toilet paper rather than rolls of brown crepe paper that might be left over from some celebration a decade past like the t.p. at Pepe's Trailer Park in Zihuatanejo. The shower water even felt warmish—a plus.
"The bathrooms are okay. We'll stay."
We staked our claim halfway to the beach entrance. I sat in the wide side door of the combi and gazed toward the mouth of the bay across a fleet of low, open boats drawn up on the sand like colorful beached whales, but I didn't start to unpack. Instead I thrust a folding chair toward Sam and handed him one of the Pacifico beers I picked up at the tienda. I figured he couldn't talk if he had a beer bottle to his lips.
Parsley was giving me that "feed me" look. I fixed her bowl.
"That place smells good," I said of a tiny taco joint visible at the edge of the trailer park. "Let's get dinner."
"Are you nuts? Looks worse than the roach-coach back home."
"Then what do you want?"
"Aren't there any coffee shops here?"
Parsley finished eating and we strolled onto the esplanade.
"What about that one?" I pointed to a place tucked under a thatched roof with blaring salsa music.
He looked at a menu posted by the entrance. "I want a hamburger," and walked on.
"You won't find a Lyons."
We strolled to the end of the esplanade, reading menus and quibbling over which to choose: too dirty—too expensive—no hamburgers. All I wanted was some dinner. A quesadilla, tacos, whatever.
"Isn't that where you're supposed to meet William and Kathleen?" He thrust his chin toward a dumpy looking cinderblock building with faded paint and peeling trim, squatting at the edge of the street. An old sign said "Sports Bar" and the familiar flicker of television lit the interior. Sam trudged up the several steps to the door. "They have hamburgers."
"You've got to be kidding." I said when we stepped inside. A sports bar, indeed. Two huge TVs showed games and the patrons crowding the small, smoky room shouted and cheered in English.
Sam marched toward a table, but stopped and threw himself into reverse like a cartoon character when he realized the smoke was coming from numerous joints passing through the crowd. "Let's get out of here."
I looked forward to the World Series and that Acapulco Gold.
We settled on a restaurant across the esplanade from Las Palmas. Our waiter brought a dish of scraps along with the bowl of water we ordered for Parsley. My huachinango mojo de ajo was fresh and grilled perfectly. The fish was so delicious, I forgot to fight with Sam.
After dinner with our bellies full, and our attitudes toward one another more kindly, Sam and I cruised with the flow of tourists, lovers, drunk surfers, and locals, noting places to explore in the coming days before we returned to Las Palmas to set-up camp.
Palm fronds clacked in the gentle sea breeze and the balmy night smelled fresh and salty. Sam snored inside my no-see-um-netted bus. I was lost in Gabriel Garcia Marques' Love in the Time of Cholera when an orange combi pulled into our trailer park close to midnight. I paid little attention. Parsley, on-duty at the edge of my tiny circle of light, kept watch on the two men who emerged from the VW, set-up camp and disappeared back into the bus, pulling the door closed behind them with a thwunk.
October 1, 2014 Ana Manwaring Acapulco Gold, hamburger, Mexico travel, Oaxaca, Puerto Escondido, trailer parks, travel with dog, VW Bus Leave a comment
6. Puerto Escondido
The late afternoon sun angled toward the Pacific, painting our first view of Puerto Escondido a rosy gold that blushed across the buildings, fanning up the hillside from a strip of sand. Puffs of cumulus clouds congregated above the ocean, and reached toward the lighthouse that presides over a point rising sharply behind the old fishing village and marks the north corner of the mouth of the bay. The cobbled waterfront thoroughfare, shaded by tall coconut palms on the beach side was closed to all but foot traffic. We parked and walked.
Trees, bushes, and vines, blooming in a Crayola rainbow of colors, cascaded down the slope from every wall, gate and rooftop on the opposite side of the street. Stone steps twisted up between the tourist and surf shops, restaurants, bars and tiendas that brimmed with ripe mangoes, succulent papayas, trays of astringent smelling limes and oranges, and sweet, bee-attracting pineapples. I craned around corners and doors, snapping pictures, and hoping to discover the mystery of each enticing passage as it disappeared around the high, glass-topped stone walls.
Parsley strained against her leash, sniffing the smells with gusto. For an old girl she maintained her curiosity, and in Mexico, everything smelled interesting to a dog.
Sam stopped in front of a bar and sniffed the air. "Aren't surfers a bunch of stoners?" he asked, wrinkling his nose.
"Keep your DEA badge in your pocket."
"What are you getting at? It's a Marin County sheriff's badge." Sam's look would have frozen hell. "Let's get going. Quit taking pictures. I'm tired and hungry."
I focused my lens on Sam's familiar frown. Click. Click.
"Put that damn camera away."
A trio of pedestrians turned toward us, inquisitive.
"Quit nagging me. You're such a stick-in-the-mud," I said and raised my eyebrows at the tourists, as if to say it was out of my hands.
"You're selfish and irresponsible. I'm going to find somewhere to sleep tonight." He spun on his heel and stalked off in the direction of the parked camper. A sensation of giddy lightness came over me, and I grinned at the passers-by.
"Are you coming?" He demanded from several feet away.
A slight gust of wind rattled the palms. "I thought you were leaving," I said, slowing my pace.
"Don't sound so happy."
September 19, 2014 Ana Manwaring car travel, Mexico travel, Puerto Escondido, Sam, travel with dog Leave a comment
5. Coin Toss
I stabbed my index finger onto the dot of Pochutla on the map. "We go north on the Pacific Coast Highway," I traced our route. "Look. To Puerto Escondido; there's a trailer park."
"Puerto Escondido? The surfer-dude hang-out?" Sam banged his beer bottle onto the scarred tabletop in the tiny restaurant tucked into the center of Pochutla where we'd stopped to rest. "We're going to Huatulco—to Club Med."
"Sorry, Sam, everyone else is going to Puerto Escondido." Everyone meant a couple of the other students from our language school. "Anyway, you agreed to meet William tomorrow night for the World Series. There's a bar with satellite TV."
"That must have been the tequila talking. God, I hate baseball. You want to see your new boyfriend from the Instituto."
My stomach clenched in irritation. I resented myself for being so transparent. It was true. William, a classmate from my language school, was handsome, witty—new, and we were attracted to each other. But old Sam was there.I bit back a rejoinder. What purpose would it serve? Instead, I pulled a 1000 peso coin out of my pocket.
"I'll tell you what—I'll flip you: Quetzalcoatl says we go north and the eagle with the snake points to Huatulco. You toss."
I shot the coin across the table. Moisture from the storm hung heavy in the hot coastal air, and I was anxious to get going; anxious to let the rush of air through my open window cool me and drown out Sam's tiresome accusations. I'd heard enough of his entreaties and his wallowing jealousy. What had I been thinking when I agreed to spend the next ten days traveling with him? Stupid, stupid, stupid.
He flipped the peso into the air and it bounced back to the table clanking dully.
Quetzalcoatl—I won—we'd go north to Puerto Escondido.
September 12, 2014 Ana Manwaring Pacific Coast Highway, Pochutla, Puerto Escondido Leave a comment


Express Employment Professionals of Coeurd Alene, ID is a leading staffing provider helping job seekers find work with a wide variety of local businesses.
Express Employment Professionals Coeur d'Alene works with job seekers to help them find the right job for their skills and experience. We have a variety of jobs available, and there are full-time, part-time, and temporary positions available. And, as one of the leading staffing agencies in North America, Express provides employment services and workforce solutions to employers throughout our community. We are not only a leader of the staffing agency nationwide, but were also voted the Best Employment Agency by the North Idaho Business Journal 2015, 2016, and 2017. Contact us today to get started on finding the right fit for you!
To grow our Coeur d'Alene community by helping as many people as possible find good jobs, and helping as many clients as possible find good people.
Express has put more than 5 million people to work worldwide. Locally, Express Coeur d'Alene helped over 800 people find meaningful work just last year, while impacting over 22,000 lives.


text:
Q: Only return the matched string in sed
Possible Duplicate:
Extracting a regex matched with 'sed' without printing the surrounding characters

How do I make this only print test:
echo "atestb" | sed -n 's/\(test\)/\1/p'

A: You need to match the whole line:
echo "atestb" | sed -n 's/.*\(test\).*/\1/p'

or
echo "atestb" | sed 's/.*\(test\).*/\1/'


Morton School of Excellence will fully prepare our scholars for college and the work force by providing a safe, rigorous learning environment with high expectations for all. We will partner with our community and families to ensure that our scholars are able to exceed standards and not just meet them. As a learning community we will work together to prepare our students to be academically competitive with their peers worldwide and each of them will feel the love and commitment of our staff. Collectively, we will use each other as resources to create an exciting learning environment for our children and foster in them a thirst for knowledge that cannot be dampened by the social ills they confront each day.
Morton School of Excellence has created a standard of excellence that is evidenced by our above average student achievement. This year we are expecting even greater outcomes than the year before. Last school year Morton's student overall student achievement increased and Morton gained Level 1 status,which is a high rating at CPS. This rating is based on the CPS School Quality Rating Policy (SQRP) . At Morton we view education as a way to change the trajectory of our students' lives. We understand that quality education is action against the adversity our students face in the communities they live. Please enjoy perusing the pictures that we have posted, every student in these pictures are part of our extended Morton family.
Steady, positive improvements in academic achievement, student engagement, and parent satisfaction are hallmarks of all AUSL-managed CPS schools. You will find reports for Morton School of Excellence to the right.
Morton School of Excellence is named in honor of Julius Sterling Morton (1832-1902). Morton was a newspaper editor and politician who served as President Grover Cleveland's Secretary of Agriculture. Among his significant achievements was the founding of Arbor Day in 1872. His son – Joy Morton – founded the Morton Salt Company in Chicago.
Morton School of Excellence opened in in 1964 as an upper grade center. The building was designed by the architectural firm Nicol and Nicol and was nicknamed the "Blue Palace" because of the glazed brick exterior. It is a four-story structure with an activities wing extending out from the first floor and originally contained 25 classrooms, two science laboratories, a library, a gymnasium, two industrial art shops, two homemaking rooms, an auditorium, and a cafeteria.
The school was converted to an elementary school in 1989.
Today the building contains 34 classrooms and serves 350 students.
Chicago Public Schools (CPS) turned over management of Morton School of Excellence to AUSL in 2008 as a turnaround school. Turning around a school is one approach that CPS uses to improve neighborhood schools that have been failing for many years. The transformation begins with the new leadership and teachers in the building to deliver effective instruction and the right climate and culture to the same neighborhood students.
If you have any questions, the Morton School of Excellence staff will be happy to assist you.