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Financial advisors provide individuals and companies with guidance on subjects like mortgages, estate planning, investments and retirement. They take a big-picture view of clients’ income and expenses to help plan for budgeting goals related to significant life events, such as higher education, marriage and retirement.

Though some financial advisors report that their work can be stressful, these professionals earn relatively high salaries and enjoy an encouraging job outlook. This guide explores how to become a financial advisor, including requirements for education, experience and licensure.

What Is a Financial Advisor?

Financial advisors help clients meet short-term and long-term financial goals through careful consideration of clients' income, liabilities, investments and expenses. These professionals interact with clients of all income levels to assist with a broad range of goals, such as making timely mortgage payments or taking on significant expenses like higher education.

Financial advisors assess their clients’ financial health to understand their liabilities and risk level in meeting financial goals. Advisors then use this analysis to forecast trends and funding availability.

Responsibilities

Day-to-day job duties for financial advisors may vary based on their chosen client base. When working with individuals or families, these advisors help prepare for events like marriage, retirement, attending college and having children. Financial advisors also educate their clients in areas like budgeting, taxes and insurance.

When working with organizations, financial advisors typically handle investment portfolios. They help companies raise funds through stocks, bonds and other investments. Financial advisors also monitor accounts to stay up to date on any changes, making adjustments and suggestions as necessary.

Salary and Job Outlook

The U.S. Bureau of Labor Statistics (BLS) reports that financial advisors earn a median annual salary of $94,170"nearly $50,000 more than the median for all occupations. According to the BLS, the lowest-earning 10% of financial advisors make under $47,450, which is still higher than the national median salary of $45,760 across all occupations.

The BLS projects employment for financial advisors to grow by 15% from 2021-2031, which is three times the average projected growth for all occupations nationwide.

Skills for Financial Advisors

An individual should possess the following key skills if they plan to become a financial advisor.

Analytical Skills

Financial advisors analyze large data sets from multiple sources and draw conclusions from their findings. Along with hard numbers, these professionals must assess ongoing trends and economic shifts to identify the best pathways for their clients.

Communication Skills

Financial advisors deliver complex information to stakeholders who may not have familiarity with technical terms. Communication skills are key in providing findings and guidance in a clear, easily understandable way.

Interpersonal Skills

Finances can present stressful situations for clients. As such, personal advisors must be honest, trustworthy listeners and speakers who project confidence in their advice.

Math Skills

Perhaps above all, financial advisors must have strong math skills so they can present accurate data to their clients.

Sales Skills

Though financial advisors often find full-time employment within organizations, many work independently as consultants and contractors. Self-employed financial advisors must know how to market themselves to grow their client base.

How to Become a Financial Advisor

Earn a Bachelor's Degree

Hiring managers typically seek financial advisors with business administration bachelor's degrees or undergraduate degrees in other subjects like mathematics or social science. Bachelor’s programs generally take four years to complete, though some schools offer accelerated options. Some employers require master’s-level education for more advanced roles.

Gain Experience

To develop experience, current students and recent graduates can seek internships with finance companies. Entry-level financial advisors receive on-the-job training from senior-level professionals in areas like creating portfolios and networking with clients. Developing familiarity and mastery of financial advisory tasks is key to advancing in the field.

Obtain Any Necessary Licenses

Depending on their line of work, financial advisors may need specific licenses for professional practice. For example, professionals who offer advice on certain investments or who buy and sell stocks for clients must earn securities licenses. When researching a specific line of financial advisory work, make sure to consider any necessary licenses that career path might entail.

How to Become a Certified Financial Planner

Certified Financial Planners (CFPs)® typically complete several years of professional experience as financial advisors before pursuing formal CFP credentials. While the term “financial advisor” covers a broad array of professionals, CFPs perform more specific tasks for their clients. CFPs have also completed additional education to further their mastery of the finance field.

Complete Education Requirements

Along with earning a bachelor’s degree, each prospective CFP must complete specific college-level coursework. Individuals can often take these classes at their current institutions as part of a bachelor’s program. Alternatively, certain professional credentials can fulfill these requirements.

Complete Required Work Experience

To qualify for CFP credentials, a candidate must have 6,000 hours of relevant professional experience, which amounts to about two years of work. Alternatively, a candidate may complete 4,000 hours of supervised apprenticeship work, which must meet more stringent content requirements.

Pass the CFP exam

The CFP certification exam entails 170 multiple-choice questions, split into two three-hour sections. As of 2022, the CFP Board reports a 66% pass rate for this exam. Experts suggest that each candidate should spend about 250 hours preparing for the exam.

Frequently Asked Questions (FAQs) About How to Become a Financial Advisor

How many years does it take to become a financial planner?

At a minimum, it takes about six years to become a certified financial planner. Along with earning a bachelor’s degree, CFPs must have about two years of professional experience and pass an exam.

How do I become a financial advisor?

To become a financial advisor, start by earning a bachelor’s degree in business, social science, statistics or mathematics. Completing an internship while earning your degree can help you network with potential employers.

Fri, 02 Dec 2022 11:45:00 -0600 en-US text/html https://www.msn.com/en-us/money/careersandeducation/how-to-become-a-financial-advisor-education-skills-and-certification/ar-AA14Qc0M
Killexams : The Most Effective Way to Become a Millionaire Is Still Through Education. Here's Why.

Opinions expressed by Entrepreneur contributors are their own.

In a world where attention is so valuable, yet so hard to acquire, business owners and influencers are constantly searching for means to reach more people and make more money. Social media has not only proven itself as a means to interact with the masses but also as a source of business for millions of entrepreneurs.

We've all seen certain influencers running ads on our feeds for Amazon FBA or Spotify stores. You might have even seen one of those dropshipping "gurus" trying to sell you a course. Every one of these influencers seems to preach the same story. "Why would you go to college when I can teach you how to make millions? After all, don't you want to make more money and retire early?" This may sound ideal and enticing, but can we take a step back to actually understand how indelibly dangerous this is?

Related: Benefits of a College Degree for Entrepreneurs

Why this message is harmful

As mentioned, millions of users can be reached through social media. Formally, anyone as young as 13 years of age is allowed on Instagram. A young, 13-year-old mind is able to look at all of these "rich and successful" influencers preaching about how college degrees are worthless. Does this have any effect on young, impressionable minds? We can imagine that it might, and actually, the data tell us that it does.

Below are links to two charts. The first has a chart that depicts the rise in social media usage over the last decade and is sourced from USA Today. The second is sourced from the Education Data Initiative. What do these charts tell us? Well, the usage of social media has more than tripled since 2010. There is also a positive correlation between the rise in social media usage and the decline in college enrollment. These events are not undeniably correlated, nor did I run a statistical analysis in order to determine the statistical significance. However, simply looking at the data and pairing this with what I see on a day-to-day basis on social media, has painted a story — a dangerous one.

Influencers on social media are teaching our youth that education is worthless. These same influencers flaunt their lavish lifestyles with multi-million dollar collections of jewelry, exotic cars, and other enticing incentives in order to lure in impressionable minds. Many of these influencers have the same goal: to make a sale. One way or another, these influencers want you to pay them for something they're offering. Whether that be a course or something else that is designed simply to make them more money and MAYBE help the person buying. Don't get me wrong, some of these mentors have valuable lessons to offer. However, I have seen time and time again some of these same influencers preach that "education is worthless, there is no point in a college degree." This is actually so statistically false that it pains me, so let's break this down.

Related: College or College Dropout? The Young Entrepreneur's Dilemma.

The truth

This Forbes article recently found that 84% of the top 400 wealthiest individuals in the world have, at a minimum, a bachelor's degree. In fact, 24%, almost one-fourth of this same group, have a bachelor's degree from an Ivy League school such as Harvard or Yale. Further, The National Study of Millionaires by Ramsey Solutions unveiled that 88% of millionaires have at least a bachelor's degree, and 52% of millionaires actually have a degree from a Ph.D. or doctoral program.

In summary, this tells us that almost 9 of 10 millionaires are college graduates, about 1 of 2 millionaires have earned a doctorate-level degree and that social media influencers claiming your degree is worthless are factually incorrect, and are statistically lying to you.

Let us even take this a step down and assume that you do not want to become a millionaire. This chart, which comes directly from a report by the Tax Foundation and was sourced from publicly available information from the Census, compares annual income brackets between those who have Bachelor's degrees and those who do not. The chart simply illustrates that 78% of individuals with an annual income of $200,000 have at least a Bachelor's degree, compared to only 9% of individuals who have attained that income level without formal education. Need I say more?

Related: Why the Myth of the College-Dropout Billionaire Is So Enticing

Our youth are quite literally being lied to by social media influencers on a day-to-day basis. They are being baited into thinking that formal education is not valuable and that it's easier to be rich without a degree. The truth of the matter is that income level is strongly correlated to an individual's education level. Not only that, but having a higher level of education is much more desirable in general. Formal education teaches us how to use our brains in order to innovate and problem-solve. This is part of the reason the majority of successful millionaires are all very well-educated. I believe that the value in education, to some degree, is not so much about what you learn, but about training your mind on how to function at a higher capacity.

Tue, 06 Dec 2022 05:00:00 -0600 Hanna Shanar en text/html https://www.entrepreneur.com/money-finance/why-education-is-still-the-key-to-financial-success/428222
Killexams : ‘This reality has been brutal.’ After working with a few mediocre financial advisers, I started managing my own money. One year I made a 72% return. But this year, I’m ...

MarketWatch Picks has highlighted these products and services because we think readers will find them useful; the MarketWatch News staff is not involved in creating this content. Links in this content may result in us earning a commission, but our recommendations are independent of any compensation that we may receive. Learn more

Question: I had financial advisors while I was working, but I haven’t been happy with either of the two big firms I worked with; I understand now that working with financial advisors who have vested interests is not a good idea. So after that, I started managing my own stocks when I was laid off at the end of 2018, and I got an annual return of 36% in 2019 and 72% in 2020.

The past year I left my gains behind, and this year I’m starting to get desperate. I always knew how ignorant I was, but this reality has been brutal. I’ve learned a lot — the main thing being how much I don’t know, despite my efforts to educate myself. I understand that there are financial advisors that do not offer to manage your money, they just educate and advise. Where and how can I get some direction from one of these professionals? (Looking for a financial adviser too? This tool can help match you with an adviser who might meet your needs.)

Answer: You’re absolutely right that there are financial pros that just educate and advise, rather than manage your money for you, and frankly, these are the right types of financial advisers for many people. First, we’ll deliver a brief overview of some of the different types of advisers and the ranges of what they charge, and then we’ll talk about how to find the right one.

Have an issue with your financial adviser or looking for a new one? Email picks@marketwatch.com.

Different types of financial advisers and what might make sense

Advisers who work using the assets under management (AUM) model manage your investments for you, and they typically charge about 1% of the assets they manage to do so. On the other hand, an hourly adviser doesn’t manage your investments for you, and instead gives advice for an hourly rate that is typically between $200 and $500. Project-based advisers also don’t manage investments for you and tend to charge $2,500 to $10,000 for a project like building you a financial plan you can follow for years to come. (Looking for a financial adviser too? This tool can help match you with an adviser who might meet your needs.)

Certified financial planner Kaleb Paddock says you’ll likely benefit from an ongoing hourly advice relationship, where the adviser never manages your money but acts as a partner to guide you and help you optimize your decision making. Pros say you also might want someone who has obtained the certified financial planner credentials — which means they’ve completed certain education requirements, have passed an exam, completed thousands of hours of professional service and adhere to high ethical and professional standards.

Where can you find an adviser? 

Some of the best places to look for advice-only advisers are the XY Planning Network and the Garrett Planning Network. But, notes says certified financial planner David Barfield of Datapoint Financial Planning, “Even when browsing advisers on XYPN, you need to be selective. Many advisers in that network also use the percent of assets model so you have to look specifically for advisers who do not even offer the option to manage assets.”

Other spots to look include “the Fee Only Network and the National Association of Personal Financial Advisors (NAPFA), but not all of those advisers offer hourly or advice-only services, so you’ll need to confirm on the adviser’s website before reaching out to them,” says Paddock. Here are the 15 questions you should ask any adviser you might want to hire, and how to vet the person as well. (Looking for a financial adviser too? This tool can help match you with an adviser who might meet your needs.)

Have an issue with your financial adviser or looking for a new one? Email picks@marketwatch.com.

Questions edited for brevity and clarity.

Wed, 07 Dec 2022 01:45:00 -0600 en-US text/html https://www.msn.com/en-us/money/personalfinance/this-reality-has-been-brutal-after-working-with-a-few-mediocre-financial-advisers-i-started-managing-my-own-money-one-year-i-made-a-72-return-but-this-year-i-m-losing-a-ton-and-starting-to-get-desperate-what-s-my-move/ar-AA150rzS
Killexams : What Is A Controller In Finance? Role And Responsibilities

Editorial Note: We earn a commission from partner links on Forbes Advisor. Commissions do not affect our editors' opinions or evaluations.

Financial management careers offer solid job security, strong salary potential and plenty of room for advancement. In the accounting field, these senior finance professionals lead accounting departments and help shape financial strategy at organizations of all sizes.

But what is a controller, exactly? In this article, we’ll examine these professionals’ responsibilities and the skills required to excel in their profession. We’ll also explore earning potential, job outlook and prerequisites for this role.

What Does a Controller Do?

Controllers oversee the preparation of their organizations’ financial reports. Such reports may include analyses of future expenses or earnings, income statements and balance sheets. Financial controllers typically manage their organizations’ budget, audit and accounting departments, making them high-level financial managers.

Much of an accountant’s job description focuses on tracking current and past financial data. These responsibilities are also part of a controller’s job. But a controller takes an active role in forecasting and strategizing for their company’s future. Controllers must understand their employers’ financial goals and offer data-informed recommendations on how to meet them.

Job Duties for Controllers

Financial controllers oversee standard accounting functions. These functions include keeping internal financial records, generating reports, issuing and collecting payments, processing payroll and ensuring compliance with relevant laws and regulations. Controllers may not handle these duties themselves, but they are responsible for ensuring their staff executes them correctly.

At publicly traded companies, controllers also oversee the process of producing shareholder reports and submitting financial statements to the Securities and Exchange Commission in accordance with Generally Accepted Accounting Principles.

Additionally, controllers perform key leadership and advisory functions. A controller hires, trains and supervises accounting team members and sets their department’s tone, priorities and operational strategy. Executives rely on controllers’ forecasting skills, financial knowledge and analytical ability to help set sensible company budgets and navigate financial issues.

Areas of Expertise

Controllers’ areas of expertise can also vary. These professionals need a deep understanding of accounting as it relates to their industry and company profile. For example, a controller working for a healthcare organization must understand the healthcare industry’s specific tax concerns. Similarly, an employer that conducts business in several countries might look for a controller with experience working for multinational companies.

What are Comptrollers?

A comptroller is a type of controller. The titles are similar, and their responsibilities overlap, but these professions are not identical. Controllers typically work at for-profit companies, and comptrollers work in government or nonprofit settings.

While controllers often work under CFOs, especially at large companies, a comptroller position is equivalent to a CFO role in terms of seniority.

Controller Work Environments

Financial controllers’ duties vary depending on the size of their organization.

Large Companies

At larger companies, the controller usually reports to the chief financial officer (CFO). They may also share management duties with a treasurer.

The bigger the organization, the more likely it is that the controller acts primarily as an overseer. As such, controllers focus less on hands-on accounting and more on supervising the employees in charge of taxes, accounts and payroll.

Small and Midsize Companies

Smaller organizations often combine the roles of controller and CFO. While large companies have more robust accounting departments, at a smaller company, the controller may be the only accountant on staff. These controllers take on a variety of duties and execute more day-to-day accounting tasks like bookkeeping.

Skills for Financial Controllers

To become a controller, you need a robust accounting skill set, honed over years of industry experience. You also need strong leadership and interpersonal abilities. Below, we’ll look at some essential skills for financial controllers.

Analytical Skills

A controller’s responsibilities extend beyond performing calculations and generating financial records. Since controllers contribute to their organization’s overall financial strategy, they need sharp analytical skills to extrapolate actionable meaning from raw numbers.

Attention to Detail

In the accounting profession, details are crucial, and even small mistakes can be costly. All accountants—from entry-level clerks to department heads like controllers—need to keep a sharp eye out for any inaccuracies and discrepancies. Since a controller bears the final responsibility for their entire team’s work, this quality is especially important for the role.

Communication

Controllers use communication skills to lead and motivate their staff. They also present reports and other findings to executives and shareholders, so they must know how to explain complex financial information to those without accounting backgrounds.

Math

Controllers should have an excellent grasp of arithmetic and basic algebra. These professionals rarely use advanced math like calculus or statistics, however.

Organizational Skills

Financial controllers may oversee multiple departments. Top-notch organizational skills can help controllers keep track of vital data and documents and make sure their departments run efficiently.

Financial Controller Salary and Job Outlook

According to the U.S. Bureau of Labor Statistics (BLS), financial management careers—which include financial controllers—typically pay above-average salaries and see strong demand.

Financial managers make a median annual salary of $131,710, according to the BLS. The agency also projects a 17% growth in employment for these professionals from 2021 to 2031. This is much faster than the national average projected growth of 5% for all occupations.

How to Become a Controller

You can’t step into a financial controller position fresh out of college. This advanced role usually comes after many years of study and work experience. Still, a controller’s high salary and increased responsibility may make the long haul worth it for ambitious accounting professionals.

Earn a Degree

Most controllers start with a bachelor’s degree in accounting or a business administration bachelor’s, though some controllers may come to the profession from different fields.

A bachelor’s is the minimum educational requirement for a controller role, but employers often prefer candidates with a master’s in accounting, an MBA in accounting or a similar graduate degree. A master’s degree also fulfills the educational requirements for the Certified Public Accountant (CPA) credential, which many controllers hold. Read on for more information on how to become a CPA.

Obtain Certification

Certification can help aspiring financial controllers gain job-relevant skills and knowledge. Though certification is not always mandatory for controllers, many employers prefer or require it.

Controllers often earn the CPA designation. CPA licensure requirements vary by state but usually include a bachelor’s degree and at least two years of accounting experience. Candidates must also pass the Uniform CPA Examination®. Most states require at least 150 semester hours of education as well, for which reason aspiring CPAs often earn a master’s degree.

Controllers can also benefit from earning a Certified Management Accountant (CMA)® or Chartered Financial Analyst (CFA)® title. To qualify for the CMA, applicants need either a bachelor’s degree or one of several finance certifications, plus at least two years’ experience in the field. CFA candidates need a bachelor’s degree or professional experience. Both certifications require an exam.

Gain Experience

Controllers usually come into the role with at least 10 years of progressive accounting experience, including some time in supervisory positions.

A controller may start in a junior accounting position before progressing through mid-level jobs like staff accountant to become an accounting manager or supervisor. Some controllers also come from auditing or cost control backgrounds.

After building managerial expertise in the field, experienced accountants can qualify to become assistant controllers. Eventually, they may step into senior financial controller roles.

Frequently Asked Questions (FAQs) About Controllers

What is the job of a controller?

Controllers manage companies’ financial departments. They oversee accounting teams, advise executives on finance matters, help create company budgets and ensure that accounting functions run smoothly.

Is a controller an accountant?

Accountants and controllers perform many of the same duties. Both roles prepare financial reports, manage taxes and track financial data. Controllers also oversee accounting staff and play a more active part in their companies’ financial planning.

What is the difference between a controller and a CFO?

At smaller companies, the same individual might act as both controller and CFO. However, in large organizations where these roles are separated, the CFO determines company financial strategy, and the controller focuses on accounting activities and reports to the CFO.

Wed, 30 Nov 2022 18:22:00 -0600 Ilana Hamilton en-US text/html https://www.forbes.com/advisor/education/become-a-financial-controller/
Killexams : Women face unique financial circumstances. Here's what they need to know

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Killexams : Women, Divorce & Retirement: Post-Divorce Financial Planning Leads to Best Outcome

In this episode of our ongoing Women, Divorce, and Retirement series, our expert provides tips for achieving your financial goals post-divorce.

By Mary Helen Gillespie

“June,” 75, says her post-divorce retirement financial lifestyle exceeds her original expectations. Learn how she managed her personal finance challenges to achieve these goals in the 25 years since her divorce.

Has your divorce financially impacted your retirement plans?

Yes.

Did you hire a financial adviser, a CPA, or another finance professional to help you plan your retirement needs during the divorce proceedings?

Yes. I checked out three different advisers, gave them each $10,000, and told them in one year I’d make a choice about which one to use. Have still used the winner for over 25 years and he’s like one of my kids.

Was your divorce attorney concerned about your retirement finances? Was the divorce judge?

Yes, they both were. Their focus: I was 50 years old at the time and needed to plan for retirement.

How would you describe the quality of your financial life post-divorce?

It’s better than expected. I followed a frugal lifestyle, took investment courses, and watched my accounts daily for abnormal behavior. My style is to be consistent; I can’t handle huge upswings and huge downswings. I also went back to school to learn more about finance and investing.

What other information would you like to share with women in similar situations?

Be aware of what you have and how to make the most of it. If you get involved with a significant other, don’t sign anything with them. And be aware of what can happen to your finances if you do get remarried.

Follow us on Instagram and Twitter!

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We asked Philip Herzberg, CFP®, CDFA®, CTFA, AEP®, lead financial advisor at Team Hewins, for his thoughts on June’s situation. 

As a divorcing baby boomer or Generation Xer, you may face the complicated retirement planning predicament of splitting your accumulated assets and related investment accounts. After seeking the guidance of a qualified attorney who is knowledgeable about pertinent state laws on splitting assets, you can work with a CERTIFIED FINANCIAL PLANNER™ professional to evaluate your retirement planning options and build a sound foundation for your later-in-life finances.

Following are some considerations for handling the financial planning challenges of divorce and enhancing the likelihood of a fulfilling life.

For women currently facing challenges:

  1. Prioritize establishing a sturdy safety net in the event of an unforeseen job loss or medical event.
  2. Fortify an emergency fund with at least six months of non-discretionary living expenses in cash.
  3. Appropriately assess your life and health insurance needs, as catastrophic bills can possibly be the most significant threat to sustaining family retirement planning and wealth.
  4. Confirm that you have updated all your designated primary and contingent beneficiaries on your insurance policies and tax-advantaged retirement savings accounts, including your Roth/Traditional 401(k), IRA, and Roth IRA.
  5. Should you, as the custodial parent keep the house or should it be sold or assigned to your divorcing spouse? As splitting the house may be more challenging than splitting up, you can factor in current economic conditions, capital gains, and post-divorce cash flow to decide whether to keep the primary residence or allot other assets. In tandem with divorce attorneys and qualified tax professionals, you should evaluate how your property will be divided in your divorce settlement, taking into account income taxes and liquidity of your marital homes and other assets.

If you have a new significant other:

You can enhance peace of mind and the quality of your new union by clarifying your financial expectations and fully disclosing the assets and liabilities you bring to the new union.

  1. Consider outlining your financial wishes and estate planning intentions in a prenuptial agreement, a contract that is especially advantageous if you own a business or have substantial assets.
  2. Clarify specific stipulations in your prenuptial agreement. You can spell out and decide whether you will file joint or separate tax returns, how you will pay your mortgage and household expenses, and what type of education your kids will receive in this premarital arrangement.
  3. A prenuptial agreement is also an invaluable financial planning tool for you in protecting the inheritance and interests of your children from a previous marriage. Without a prenuptial agreement, you and your spouse will be subject to the property settlement laws and elective-share rules of the state in which you reside. While a prenuptial agreement perhaps does not sound romantic immediately before a remarriage, safeguarding your financial future can make you happier than dealing with the stress from a possible economic and emotional nightmare.

Post-divorce income for women, especially in retirement:

As a single woman, your income and expenses may be different than when you were married. Notably, you will want to match your new income to your new lifestyle. If your expenses exceed your income, you will likely be spending down your savings or maybe incurring debt.

  1. Be sure to track and categorize where you spend your money. Since you are solely responsible for your spending goals, once you know where your money is going every month, you will know where you can cut and where you can increase. 
  2. If you are not earning enough money from a full-time job to cover living expenses, you can consider taking on an additional work-at-home job to generate additional income for your household.

What to consider while going through a divorce, regardless of wealth:

Anyone going through a divorce, especially those who are not proficient in handling their own finances, would find a significant benefit in starting financial planning during the divorce process. It can be challenging to make clear decisions during emotional turmoil. Financial planning can help visualize the short- and long-term outcomes of settlement options, as well as the potential tax implications impacting your divorce settlement.

Working with a CERTIFIED FINANCIAL PLANNER™ professional can help you define your goals, and then review settlement options to see which ones best support your goals. They will also help you understand the trade-offs for your decisions and where you might be susceptible. Vulnerabilities include having enough insurance to protect your net worth, specifically umbrella and long-term care to make sure a health incident does not bankrupt you, and life insurance to cover the support obligation should the provider be unable to work or passes away. In addition, estate planning is important to provide for your heirs and avoid going through costly probate.

Team Hewins, LLC (“Team Hewins”) is an SEC-registered investment adviser; however, such registration does not imply a certain level of skill or training, and no inference to the contrary should be made. We provide this information with the understanding that we are not engaged in rendering legal, accounting, or tax services. We recommend that all investors seek out the services of competent professionals in any of the aforementioned areas. Certain information provided herein is based on third-party sources, which information, although believed to be accurate, has not been independently Verified by Team Hewins. Team Hewins assumes no liability for errors and omissions in the information contained herein. Certain information contained herein constitutes forward-looking statements. Team Hewins does not certain the achievement of long-term goals in the portfolio review process. Past performance is no certain of future results, and a diversified portfolio does not certain a positive outcome. Nothing contained herein may be relied upon as a guarantee, promise, assurance, or representation as to the future.

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Learn more by watching our webinar, Retirement Daily Roundtable - Women, Divorce & Retirement: Creating Your New Personal Finance Plan, with Robert Powell and panelists Amy Shepard, Rick Fingerman, and Katie Marsden.

To find a financial professional with experience in divorce, visit the Institute for Divorce Financial Analysts website.

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Fri, 09 Dec 2022 05:00:00 -0600 en-US text/html https://www.msn.com/en-us/money/retirement/women-divorce-retirement-post-divorce-financial-planning-leads-to-best-outcome/ar-AA1564AF
Killexams : How a billion-dollar corporation exploits Washington’s special education system No result found, try new keyword!Universal Health Services collected more than $38 million in tax dollars for special education services that families and former teachers say it largely didn’t provide. Sat, 03 Dec 2022 23:01:00 -0600 text/html https://www.seattletimes.com/seattle-news/times-watchdog/how-universal-health-services-exploits-washington-special-education-system/ Killexams : New teacher training program offers relief from education costs, school staffing shortages

Student teacher Jon Bolduc works with eighth grader Katie Gerard during Tuesday’s English language arts class at Oxford Hills Middle School in Oxford. Daryn Slover/Sun Journal

OXFORD — As an educational technician for Oxford Hills Middle School, Jon Bolduc provides individualized support for students and teachers in the classroom each day. Outside of school hours, he’s working toward becoming a teacher.

It isn’t easy returning to school at 29. Bolduc has a wife, a life and lingering student loans from his undergraduate degree to manage. But a new pilot program led by faculty at the University of Southern Maine is making it a little easier for some like Bolduc to get their teaching certification.

The new Maine Teacher Residency program provides financial and educational support for student teachers across the state, while also helping fill critical staffing shortages in Maine schools. These participants work full-time as educational technicians, long-term substitutes or emergency/conditionally certified teachers within the program, while taking classes toward their degree.

Student teachers in the residency program are paid employees of the school district, who additionally receive a $3,500 tuition reimbursement or stipend per year under the program.

“I’ve been through a lot of those cycles of like, refiguring out what I want to do,” Bolduc said. “And I am really confident that teaching is the thing that I want to do . . . I was a little bit skeptical, but actually having a job where I work with middle schoolers, and I get to actively see some of them transform and learn . . . this is really rewarding.”

In its first year, the federally funded program has 40 participants across more than 20 school districts, including Lewiston schools, Turner-based Maine School Administrative District 52 and Rumford-based Regional School Unit 10. Next year, the program will add 70 more slots.

Student teacher Jon Bolduc works with students during Tuesday’s English language arts class at Oxford Hills Middle School in Oxford. Daryn Slover/Sun Journal

Each participant is matched with a mentor, who also receives a stipend for their efforts.

“It’s been a completely different school year for me, having a student teacher in the room,” Dylan LeConte, Bolduc’s mentor, said. “That’s the best — like, the best — difference because I think having a guaranteed extra hand of somebody who really wants to get their hands dirty . . . I couldn’t ask for more. It’s really the most support I’ve ever had in a classroom.”

LeConte graduated from the same masters program that Bolduc is enrolled in. Just over six years ago, LeConte recalls student teaching for a full year as part of the certification program without any financial assistance.

That student teachers in the new residency program can receive a tuition reimbursement or stipend on top of their salary from the school is a major benefit, he said. The one-on-one mentorship program also allows student teachers to develop critical skills that emergency certification teachers with little experience may lack, like behavioral management.

According to a prepared statement from USM, the program’s goal is to “address Maine’s teacher shortage in the short term by filling needed positions with student teachers and supporting not-yet-certified teachers. It hopes to address the shortage in the long term by providing aspiring teachers with the support and training they need to be successful educators.”

Bolduc said LeConte has helped him become a better teacher by learning from his experience. Most days, LeConte teaches an English lesson in block two, then swaps with Bolduc in block four to let him deliver the same lesson a go.

“Having that support system there is huge,” he said. “If I were just by myself and trying to figure out how to teach and just winging it, I probably would burn out after two or three years.”

Most participants in the residency program are education students at University of Maine-affiliated schools, however the program is open to all undergraduate and graduate education students in Maine.

When Bolduc was considering going back to school for teaching, he was leery of taking on more debt. In addition to his full-time job at the middle school, he also works shifts as a emergency dispatcher to make ends meet. Even so, he ultimately chose to pursue a graduate degree in teaching.

“I felt like I would be in a position where taking on that burden would be worth it, you know?” he said. “But knowing that some of that is going to be alleviated is huge.”


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Tue, 29 Nov 2022 15:06:00 -0600 text/html https://www.pressherald.com/2022/11/29/new-teacher-training-program-offers-relief-from-education-costs-school-staffing-shortages/
Killexams : “Kids seem to be a paycheck”: Billion-dollar corporation exploits state special education system

Universal Health Services © Provided by Salon Universal Health Services

Universal Health Services Hospitals company logo seen displayed on a smartphone. Photo Illustration by Igor Golovniov/SOPA Images/LightRocket via Getty Images

Donna Green hit her breaking point last summer, six months into her job as the top administrator at the Northwest School of Innovative Learning.

She had grudgingly accepted when her request for classroom computers was ignored and a furniture order for what she called an "embarrassingly barren" campus was answered with plastic folding tables. She'd worried that her staff was inexperienced but had figured her decade in special education would help fill that void.

But then her corporate bosses told her to cut the hours of staff already struggling to serve high-needs children.

To Green, it meant that Northwest SOIL, Washington state's largest publicly funded private school for children with disabilities, would fail to deliver on the promises it had made to school districts that send it more than 100 students and millions of dollars a year.

So she sat at her desk after classes let out for the day in August 2021 and typed up a resignation letter to the school's owner, effective immediately.

"It is truly like living in the dark ages," she wrote about the school, detailing its cost cutting at the expense of students. "I cannot ethically or morally be a part of this any longer."

Northwest SOIL's corporate owner, Universal Health Services, has for years skimped on staffing and basic resources while pressuring managers to enroll more students than the staff could handle, an investigation by The Seattle Times and ProPublica has found. The psychiatric hospital chain touted its first acquisition of special education schools in 2005 as a "comfortable fit" with its businesses, and Northwest SOIL staffers said they saw the profit motive drive day-to-day decisions.

School districts pay programs such as Northwest SOIL, called nonpublic agencies, to provide specialized instruction for students whose needs can't be met in traditional public schools. But dozens of complaints filed with the state and school districts in recent years, along with interviews with 26 former administrators, teachers and assistants, show that Northwest SOIL received public money without providing the services or education that its students needed — or that taxpayers paid for.

Northwest SOIL collects about $68,000 in annual tuition per student — more than triple the average per-pupil cost for a K-12 student in Washington — while a student with the highest needs can bring the school as much as $115,000 a year, all paid for with taxpayer dollars.

Last week, The Times and ProPublica reported that the state's failure to regulate this corner of Washington's special education system had allowed the school to operate for years with little to no curriculum and with staff so poorly trained that they often resorted to restraining and isolating students.

UHS, which earned nearly $1 billion in profit last year, has long faced criticism that it squeezes patient care to maximize profit at its more than 400 hospitals and residential facilities nationwide.

While the company's residential youth treatment centers have drawn national attention recently as federal regulators investigate abuse allegations, very little media or regulatory scrutiny has been directed at UHS' special education day schools across the country. But The Times and ProPublica found that the company settled at least two lawsuits alleging it had provided insufficient staffing at schools in California or billed public agencies for services it didn't provide, though the company didn't admit wrongdoing in either case.

UHS is one player in a small but growing market of special education and disability services, as investors recognize the potential for profit from insurance, public education funding and other sources. A February report by a private equity watchdog group noted a flurry of recent corporate acquisitions of autism service providers. One national broker marketing the sale of a special-needs private school group touted it as a good investment and "extremely profitable."

"There's a lot of money at stake here," said Kathleen Hulgin, a University of Cincinnati associate professor who studies the funding of private special education schools. Companies know they can depend on steady revenue with a "stable, publicly funded system."

Northwest SOIL collected at least $38 million in tax dollars over the five school years ending in 2021. While all of its tuition comes from public sources, it's unclear how much profit the school made, because it doesn't have to report its spending to the state.

Fairfax Hospital, the UHS subsidiary that owns Northwest SOIL, defended the program in a statement to the Times and ProPublica, saying, "We strongly deny any allegation that we understaff and/or pressure staff to increase admissions in order to maximize profits." UHS said it had no comment beyond Fairfax's statement.

Fairfax also said it "strongly refutes claims regarding the intentional billing of services not provided" and rejected the claims in Green's letter, calling it "a gross misrepresentation of our standards and the quality of educational services." The school said it recently brought in new education materials and computers, and it added, "To say that the school didn't offer the students a basic curriculum or textbooks is simply untrue."

But Green said what she saw at Northwest SOIL went against what she had envisioned when she took the job.

Northwest SOIL — with three campuses in Tacoma, Redmond and Tumwater — relied on a bare-bones staff that earned far less than they could have at local school districts, Green said in an interview, making it difficult to recruit and retain qualified educators.

"There was no education whatsoever," said Adriene Taulbee, a recreational therapist at Northwest SOIL's Tacoma campus from 2019 to 2021. "It's a moneymaking scheme for Fairfax, and the kids are the ones that are paying the price for this."

Skimping on Staff

A 2009 Northwest SOIL yearbook shows the school once hewed more closely to Green's vision of what a specialized school could do. It features photographs of classrooms staffed with one teacher and two assistants each, with class sizes no larger than 10. Smiling children pose in front of shelves brimming with books and walls decorated with posters and art.

Though Northwest SOIL has long struggled to keep staff and used restraint and isolation on students, at times it had more resources. In its early years, the school strived for a "full holistic approach, treating these kids as part of a family," said Tamara Zundel, who launched the school in 2000 as its first director.

But after UHS bought Fairfax Hospital and Northwest SOIL in 2010 as part of its $3 billion acquisition of a psychiatric hospital chain, there was little special education training for staff and hardly any textbooks or supplies, according to interviews with former employees.

"They had one room with like some ratty textbooks, maybe three per subject," said Ellen Grover, who taught at the Tacoma campus from 2016 to 2018. "That was just kind of the expectation — that you work with what we have, which is nothing."

A Times analysis of Northwest SOIL's staff lists from 2017 to 2022 found that the school's three campuses — which serve students from kindergarten through high school — averaged only one certified special education teacher for every 18 students.

In contrast, Seattle Public Schools' latest union contract requires higher staffing ratios for students with moderate to intensive needs: one special education teacher and three education assistants in every classroom with 10 elementary students or 13 secondary school students. (Maintaining these ratios was a flash point of the city's teachers'strike in September.)

While some Northwest SOIL campuses had staffing ratios that at times approached Seattle's standard, the Tacoma campus was a consistent outlier. The widest gap occurred in 2017 when the campus enrolled 106 students but had just two special education teachers, a Times and ProPublica review of state records found. In those records, Northwest SOIL listed four other people as special education teachers even though they lacked such a credential.

"You'd be surprised how much simple — I'm talking very basic — training on special education was lacking," Green said in an interview. "If you don't have the right staff, you cannot be promising that you can take in these children."

Fairfax Hospital and Northwest SOIL said in a statement that it is not "meaningful" to compare the school to unionized public schools that serve different populations. Christopher West, who took over as CEO of the hospital in January, said that, under his tenure, the school made a push to hire more special education teachers. As of June, the school had 10 certified special education teachers serving 119 students.

A Times and ProPublica analysis also revealed that, at times, the school relied heavily on emergency substitute certifications — a category that allows people who don't have teaching degrees to fill temporary gaps.

From 2017 to 2022, an average of one-fifth of the staffers at the Tacoma campus, the school's largest, had emergency substitute certifications. Some staff worked under such certifications for as long as eight years. Others taught even after their certifications had expired, state records show.

These students "require highly specialized intervention, and unless you have people there and the resources, the chances are they are just being warehoused," said Vanessa Tucker, a special education professor at Pacific Lutheran University near Tacoma.

Low pay contributed to a constant churn in staff and drew mostly underqualified candidates, former staffers said. Green said the school offered teachers with special education certification a starting salary of $45,000. Base pay for a first-year teacher in Tacoma schools is about $62,000, while special education teachers typically earn more.

At age 21, Kelly Nilsson had no education experience or credentials, but she was hired in 2017 as an educational assistant at Northwest SOIL's Tacoma campus and assigned to a room with as many as 10 teenage boys with extreme behavioral challenges. After a few months, the class's teacher left, and Nilsson was put in charge.

"They do not pay you well enough for what you're doing," said Nilsson, who said her starting wage was under $13 an hour.

Nilsson, who said she led the class for eight months before resigning in 2019, described multiple kids punching and breaking windows and staff frequently calling the police when children ran away from the campus.

"The kids aren't bad," she said, but the school, instead of helping them cope with their behaviors, often worsened their problems.

UHS denied staff requests for furniture and education material, former employees told The Times and ProPublica. Even school meals were paltry: typically cold hospital food shipped in from Fairfax, former staffers said.

"They can only get one of everything — one burnt microwaveable pizza and a milk and a bag of carrots — when this is a growing 13-year-old boy," said Jami Visaya, a special education teacher who quit in 2018 after 18 months at Northwest SOIL's Redmond campus. "Why couldn't we get them healthier food?"

In its statement, the school said it strives to supply "proper nourishment and healthy meal choices."

Dave Beling, a former director at the school, lauded employees who brought in more students while spending less money. In a 2016 employee review of a top administrator, Beling set a target of getting 50 students enrolled, according to Washington State Department of Health records. He also praised the administrator for "reducing cost" while "increasing student census by double."

Beling, who worked at the school until 2020, did not respond to interview requests.

His LinkedIn profile describes one of his accomplishments at Northwest SOIL as overseeing "operational improvements which resulted in improved profit margins."

"Kids Seem to Be a Paycheck"

Lynette Wilson's son spent two years at Northwest SOIL's Tacoma campus. Most days, she said, he surfed YouTube videos instead of learning.

At Northwest SOIL, he regressed, losing memorizing and communication skills. Wilson withdrew him from the school in 2021 after he returned home with bruises on his face, chest and back. She reported it to the police, but the investigation faltered when her son, who has severe autism, couldn't say what had happened and the school couldn't explain the injuries.

"It was like glorified babysitting," Wilson said. "How do you not know what's happening to your students?"

In a statement, Fairfax Hospital declined to answer specific questions about the incident, but emphasized that police investigated and found no wrongdoing.

Wilson's son should have had a one-on-one aide, which was required in the contract between Northwest SOIL and his home district, but the school shuffled around staff to fill holes, she said. Northwest SOIL typically charges districts more than $3,000 a month per student for such aides in addition to more than $5,000 a month for tuition.

Several former employees said one-on-one aides often took on the role of classroom assistants for overwhelmed teachers, instead of acting as aides to a specific child.

It was a complaint Green raised in her resignation letter. "It felt unethical, honestly, like school districts were paying that money, but the company was prepared to ignore that," Green said in an interview.

Fairfax Hospital denied leaving children without one-on-one aides but said such aides "do help out in the classroom."

Green's letter was one of thousands of pages of records about Northwest SOIL obtained by The Times and ProPublica through public records requests to seven state agencies and 45 school districts.

Parents and school district special education officials brought similar complaints to the state, asking for investigations or seeking advice on what to do.

In 2018, a parent of a fourth grader from Rochester, just south of Olympia, called state education officials begging for attention because her son was "not getting the help he needs or deserves" at Northwest SOIL's Tumwater campus, state records show. The school was short-staffed, and the boy wasn't learning much, the parent said.

"I feel like this is not being ran as a school but as a business," the parent told Washington's education department. "Kids seem to be a paycheck."

A month later, Rochester's special education director, Laura Staley, alerted state officials that Northwest SOIL had billed the district for services it hadn't provided.

The school told the district it needed to pay an additional $3,000 a month for a one-on-one aide for a Rochester elementary school student, describing him as the "highest need" student in the program. Four months into the agreement, Staley asked how the aide was doing. The school acknowledged that it had only recently hired one.

Fairfax Hospital didn't specifically respond to Rochester's allegation but said "any discrepancies related to improper billing are unacceptable and are thoroughly investigated."

Top special education officials from the state Office of the Superintendent of Public Instruction visited Northwest SOIL's Tumwater campus in 2018 after a flurry of complaints, including the one from Rochester.

The state later notified Northwest SOIL that it was delaying renewal of the school's annual application to accept students until its owners turned in a financial audit proving that "revenues provided by school districts are being used to provide the services" for students.

Scott Raub, the agency's administrator for these private schools, told The Times and ProPublica the notification was merely a form letter to remind Northwest SOIL that it was required to provide an audit once every three years and did not indicate that the state intended to investigate the allegations.

UHS responded by sending a companywide annual report, which included a financial audit that outlined the multibillion-dollar corporation's revenue and spending in all its facilities across the country. The 300-page report doesn't mention Northwest SOIL.

Still, OSPI approved the school's renewal, as it has every year since.

State Superintendent Chris Reykdal defended OSPI's renewal of Northwest SOIL's annual applications, saying in an interview that the agency's role is limited by state law. The system puts the onus of responding to problems on the dozens of school districts that contract to send students to Northwest SOIL — even though they may not be aware of problems flagged by other districts.

A Push for Profits and Referrals

Before UHS acquired its first therapeutic day schools in 2005, the company — the largest operator of psychiatric hospitals in the country — had no previous experience operating this type of specialty school.

By expanding its behavioral health footprint into education, executives noted, the company would have opportunities to refer children "up the chain" to more acute settings like residential treatment centers or inpatient care.

"We think it's an extremely comfortable fit with our existing businesses," Steve Filton, the company's chief financial officer, said in an earnings call that year.

Fairfax Hospital no longer has an adolescent inpatient unit, but Northwest SOIL said that, even when that unit was open, it rarely referred students to Fairfax. "To suggest that NWSOIL is in business to serve as a referral source for other behavioral health service lines is baseless and inaccurate," the school said in a statement.

Before long, some of the same problems now happening in Washington surfaced at the company's schools in California. UHS ran its California campuses with a "skeletal crew" of unqualified teachers and a minimum number of aides, former employees alleged in a lawsuit that they filed against UHS in 2008. Staff lacked proper training, they said, and relied heavily on restraints to control students. UHS denied it violated any laws and agreed to a $3.5 million settlement.

Former UHS employees in California and a past student filed a separate whistleblower lawsuit in 2009 on behalf of the state, accusing UHS of fraudulently billing education agencies. The company staffed classes with unqualified aides and falsified attendance records, the lawsuit alleged. UHS settled the case for $4.25 million without admitting wrongdoing.

"They were warehousing the kids and not providing sufficient education," Michael Sorgen, an attorney for the plaintiffs, told The Sacramento Bee in 2010. "They make a lot of money by charging all this money for educational services. I think it's a nationwide scam." (Sorgen was unavailable for comment for this story.)

UHS shut down at least eight of its California schools as the whistleblower case proceeded and closed at least three others within a year of the settlement.

Unlike in Washington, California has extensive requirements for operating private schools that accept public school students with disabilities. California requires its schools to provide attendance records proving that students showed up on days outlined in billing statements. California also requires a teacher with special education credentials in every classroom and a specific ratio of students per teacher, typically 14-to-1.

Washington has no such requirements. The state calls for only one special education teacher per school and collects no data on attendance or academic progress at these private schools. And the state has afforded UHS wide latitude to run its program with little intervention.

When UHS lobbied to bring a similar system to Alaska in 2016, lawmakers balked.

UHS owns a psychiatric hospital in Anchorage called North Star Behavioral Health, which provides patients with access to education. The Anchorage School District employs the teachers.

Six years ago, UHS pushed for a bill that would have allowed North Star and other psychiatric facilities to build education programs and hire their own teachers, essentially taking that control — and significant taxpayer money — away from school districts. North Star argued that the bill would result in more academic instruction and Strengthen students' transitions back to traditional schools.

The arrangement would have given UHS access to a deep pool of state funding reserved for students with some of the most severe disabilities — as much as $80,000 a year per student, said Patrick Reinhart, the interim executive director of the Alaska Governor's Council on Disabilities and Special Education.

The governor's council was "pressured heavily" by North Star, Reinhart said, though the proposal faced pushback from disability rights advocates. The council initially supported the bill, Reinhart said, but soon "realized it was primarily a money grab." The bill died in the Legislature, never advancing out of committee.

UHS declined to comment on the Alaska legislation.

In Washington, Reykdal, the state superintendent, said state lawmakers could step in and say to OSPI, "We want you to have more aggressive oversight over private providers." He said, "That is a legitimate policy question."

Green, the former director, thought the state already had the oversight power it needed. When she submitted the school's application for renewal in 2021, staffing at the three campuses was thin. Even though the state requires only one special education teacher per school, Green found it troubling that her staff had only six certified special education teachers for 120 students. She thought the application would surely be flagged.

"I turned it in thinking 'Oh boy, I'm going to get a call, someone is going to say something,'" she said. OSPI never commented on the staffing levels.

"I just really feel like there's a major gap here," Green said. "These are our neediest kids. I felt like there was no one looking out for them."

Mon, 05 Dec 2022 04:30:01 -0600 en-US text/html https://www.msn.com/en-us/news/us/kids-seem-to-be-a-paycheck-billion-dollar-corporation-exploits-state-special-education-system/ar-AA14VEgu
Killexams : Franklin Templeton Academy Introduces Alternatives Education Learning Platform

New learning suite offers expert training on alternative investments for financial professionals

SAN MATEO, Calif., November 30, 2022--(BUSINESS WIRE)--The Franklin Templeton Academy today announced the launch of its Alternatives Education program, a robust learning suite aimed to help financial professionals expand their knowledge of alternative investments and navigate the growing space with confidence. The program offers a comprehensive curriculum on various types of alternatives, including courses on private equity, real estate, private credit, infrastructure and hedge strategies.

"The Franklin Templeton Academy is excited to offer our Alternatives Education program as part of our ongoing effort to build knowledge and proficiency around the ever-evolving alternatives investment landscape," said Barry Kruse, Global Head of the Franklin Templeton Academy. "Our curriculum delivers deep understanding around alternatives, as well as continuing education credit for financial professionals. And it is available in across multiple formats so learners can study as they prefer."

The Alternatives Education program is offered in a variety of program modalities to create a personalized learning experience, including in-person and on-site classes, interactive webinars, self-paced e-learning modules, and pre-recorded video. The program also offers background sheets and workbooks to supplement and bolster the learning experience.

Course content is developed and delivered by experts in the alternatives industry. Coursework is eligible for credit toward Certified Financial Planner® (CFP®), Chartered Institute of Management Accountants® (CIMA®), Retirement Management Advisor® (RMA®) and Certified Private Wealth Advisor® (CPWA®) certifications and offered at no cost to the learner.

"With today’s market volatility, geopolitical risks, and 40-year highs in inflation, financial professionals need a more sophisticated toolbox to help their clients meet their long-term financial goals," said Shane Clifford, Senior Managing Director, Alternative Strategies at Franklin Templeton. "As advisors increasingly look to integrate alternative investments into their portfolios, we are committed to providing advanced education on and building proficiency in using these versatile and valuable investment strategies."

"The single largest piece of feedback we hear from advisors and home offices is the need for education, specifically around private market asset classes, vehicle structure, and their role in a portfolio," added Dave Donahoo, Co-Head of U.S. Wealth Management at Franklin Templeton. "For that reason, we are very proud to release Alternatives Education by the Franklin Templeton Academy, the educational pillar of Alternatives by Franklin Templeton. We believe our decades-long history of helping advisors solve problems, combined with our position as one of the largest managers of alternatives, enables us to help solve for this need."

The Franklin Templeton Academy has offered continuing education for financial professionals and investors worldwide for more than 15 years. Over the past three years, The Academy has reached 110,000 learners in 30 countries and 16 languages, offering more than 40 courses in investment concepts and practice management.

This press release, and the information contained herein, is provided for discussion purposes only and is not intended as, and may not be relied on in any manner, as an offer to sell, a solicitation of an offer to purchase or a recommendations of an interest in any security or investment vehicle. Any such offer may only be made pursuant to the delivery of formal offering documents. Alternative investments are complex, speculative investment vehicles and are not suitable for all investors. An investment in an alternative investment entails a high degree of risk and no assurance can be given that any alternative investment's investment objectives will be achieved or that investors will receive a return of their capital. Franklin Templeton makes no representation or warranties with respect to the information provided such information should not be relied upon in connection with an investment decision or for any other reason whatsoever.

All Investments involve risk, including loss of principal. Past performance is not guaranteed of future results.

About Franklin Templeton

Franklin Resources, Inc. [NYSE:BEN] is a global investment management organization with subsidiaries operating as Franklin Templeton and serving clients in over 155 countries. Franklin Templeton’s mission is to help clients achieve better outcomes through investment management expertise, wealth management and technology solutions. Through its specialist investment managers, the company offers boutique specialization on a global scale, bringing extensive capabilities in equity, fixed income, multi-asset solutions and alternatives. With offices in more than 30 countries and approximately 1,300 investment professionals, the California-based company has 75 years of investment experience and approximately $1.3 trillion in assets under management as of October 31, 2022. For more information, please visit franklintempleton.com and follow us on LinkedIn, Twitter and Facebook.

Copyright © 2022. Franklin Templeton. All rights reserved.

View source version on businesswire.com: https://www.businesswire.com/news/home/20221130005734/en/

Contacts

Franklin Templeton Corporate Communications:
Rebecca Radosevich, (212) 632-3207, rebecca.radosevich@franklintempleton.com
Stacey Coleman, (650) 525-7458, stacey.coleman@franklintempleton.com

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