Advertisement WhatsApp NewsBreaking newsAutism assistance dog Toby reunited with ownersBy Staff Reporter – September 3, 2014 798 Twitter Linkedin Previous articleAsylum seekers still awaiting official responseNext articleMoneylenders cash in on school costs in Limerick Staff Reporterhttp://www.limerickpost.ie Email Andrew [email protected] up for the weekly Limerick Post newsletter Sign Up Toby, an autism assistance dog suspected of having been stolen in the Castleconnell area of Limerick has been returned to his owners and in particular reunited with the 21-year-old of whom he is of vital assistance to. A beagle and Bernese mountain dog cross, Toby was missing from his home since earlier this week but at 5pm this Wednesday, he was dropped at the side of the road near his home and was reunited with his owners. Although not wearing collar, Toby is microchipped and has been one of number of dogs taken in the area in a spate of recent thefts. Gardai are still investigating the matter and indeed the thefts of all dogs in the area and are appealing for the assistance of the public who may know anything. Thankfully, this story had a happy ending as Toby is back home and John Lenihan of Autism Assistance Dogs Ireland said “the media coverage, which we are so grateful for, obviously scared the thieves or aroused their conscience.” Facebook Print
On 27 June, an alleged leader of the Colombian FARC guerrilla group was detained in Ecuador, where he had gone to seek medical attention, official sources in both countries announced. The man believed to be the second-ranking leader of the FARC’s Front 48 was arrested by the Ecuadorean police in a commercial center in southern Quito, together with a Colombian woman. “This individual … traded in arms, ammunition, explosives, and military uniforms,” an Ecuadorean police agent added. The commander of the Colombian military, Adm. Edgar Cely, identified the man as Fabio Ramírez (alias ‘Danilo’), for whom Bogotá was offering a reward of 195,000 dollars. “We’re verifying his identity to know whether it’s the same person,” indicated the head of the Anti-Organized Crime Strike Unit (Ulco) of the Ecuadorean police, Col. David Proaño. “I want to extend congratulations and very significant thanks to the Ecuadorean army and police,” Cely declared for his part, at a press conference in Bogotá. According to the Colombian commander, “this man belongs to Front 48, which is known to have been responsible for the murder of eight of our police officers, four wounded, and two more disappeared, in (the border town of) San Miguel in September 2010.” He added that Ramírez “was the right-hand man of Milton de Jesús Toncel (alias ‘Joaquín Gómez’),” commander of the Southern Bloc and a member of the Secretariat of the Revolutionary Armed Forces of Colombia (FARC, a Marxist group). He likewise affirmed that ‘Danilo’, thirty-eight years old, had been active in the FARC for eighteen years. The military commander said that the detainee could arrive in Colombia that night and maintained that his arrest was made possible thanks to military intelligence and information supplied by human sources. Gen. Juan Carlos Salazar, commander of the Army in southern Colombia, told reporters that the work had been “coordinated with the Ecuadorean Army.” “We had been following him over the last few months. Unfortunately, he disappeared on us, and we succeeded in locating him again in our brother country of Ecuador,” he indicated. By Dialogo June 29, 2011
Sometimes those around us, whether in our personal lives or in the workplace, don’t behave the way we’d want or expect them to. We regularly encounter varying personalities, some harder to deal with than others. When faced with someone who’s less than pleasant, the best thing you can do is react positively. Here are a few ways you can still be friendly and polite, even when those around you are not.Kill them with kindnessIt’s hard not to let others’ moods affect us. When someone is the office “Debbie Downer” it takes real effort to brush it off and remain cheery. Although it’s a challenge, keeping calm, staying friendly, and spreading kindness will benefit you (and others) greatly in the end. So, remember to smile and be kind always, no matter the circumstance.Concentrate on connectingEveryone gets in a bad mood from time to time, so don’t read too much into it if someone around you is feeling blue. But, if their negativity is a constant, there are things you can do to offer encouragement. Be careful not to pry too much into their business, but try casually connecting with them on how things are going. Ask them if they need any help with their work tasks or if they’d like to take a quick walk. Extending an olive branch to help someone who’s feeling down may make all the difference in the world to them.Don’t take it personallySometimes people just need their space. So, even though it’s tough to be around someone who’s negative, their problem may not have anything to do with you. Try your best to not let it affect you and continue with your work responsibilities. If it remains an issue and begins to affect your productivity, you may consider bringing it up with your supervisor. But, until then, keep your head down and keep a positive outlook in the office and in life. 19SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Wendy Moody Wendy Moody is a Senior Editor with CUInsight.com. Wendy works with the editorial team to help edit the content including current news, press releases, jobs and events. She keeps … Web: www.cuinsight.com Details
With a brand platform built around “Banking for the Non-Conformist™, and a tagline “We’re Small Enough to Know Better,” Trailhead was poised to capture people’s attention and be relevant in a highly competitive Portland market. In the first full year of implementing an enterprise-wide transformational rebranding program, Trailhead’s loans increased 18%, net membership growth rose to double digits, website traffic increased 28% and overall capital increased 54 basis points.In the six-year brand transformation journey between 2013 and 2019, net membership increased an incredible 61.9% total. More importantly, GenZ and younger millennials (18-24) grew 62%, and 25-34-year-old millennials grew 248%, lowering the overall age of membership by seven years, and dropping more each month. This contrasts the steady growth of Boomers (55-64) at 11% and GenX members (45-54) at 26%. This was a driving goal of the rebranding initiative and the rebranding initiative was overwhelmingly successful in attracting and inspiring millennials for the first time.By bucking conformity, aligning all employees on a shared Organizational Journey, Trailhead’s brand stands fully apart in a highly competitive Portland metro market. Besides record-setting millennial growth and a lowered average member age rate, Trailhead’s brand continues to help the organization drive record-setting loan growth, net income and earnings. Trailhead engaged the entire culture, from tellers to the board, in a shared purpose-driven journey of transformation that has increased staff retention, passion and member loyalty exponentially.Transforming From an Operational and Product Focus to a Personalized and Brand-led Focus Envisioning Transformation and the Journey To Get There. What does organizational focus look like when a credit union shifts from being traditionally operational-focused (or product and rate focused) to being a savvy, brand-driven organization where each employee knows and lives out the language, behaviors and relevant actions of the brand with members, your communities and each other? How does an organization pivot toward a “transformational journey” by building a fully aligned brand focused on driving rich and integrated member experiences and shared cultural focus that leads to record Millennial growth and bottom-line performance?By focusing all stakeholders on a shared alignment of enhancing member value and experiences, brand foundation and purpose, it becomes much easier to realign people around managing change, and delivering on a shared set of brand experience initiatives to improve your value proposition.We call this transformational focus to change, a shared “Organizational Road Map.” It doesn’t start with DP system upgrades, new branch investments and digital transformation first. It starts with gathering deep member insights; engaging stakeholders in the process; the development of a clear brand vision and strategy. It will ultimately weave those vital channel improvements to remove “friction” from an aging and often complex member experience because stakeholders are now led and focused around a unified set of shared member journey objectives, rich data analytics, corporate initiatives and integrated user experience design and execution. All tied to a fresh and unified new brand platform, shared promise and renewed commitments from individual staff. That is transformation at its best.Redwood Credit Union: A Case Study in Renewed Brand Focus and Cultural AlignmentWhile steady growth and solid results were already occurring for the $4 billion Santa Rosa-based Redwood Credit Union, increasingly meaningful competition in the area left them searching for an answer to a critical question, “How do we stay on top?”Redwood CU knew they had a strong brand, though a bit dated visually, and didn’t want to limit its growth by simply refreshing it for the sake of change. The problem was a lack of clarity in how to fully express the brand and talk about it in a consistent and differentiating way across the organization. They wanted to continue on their consistent path to success, but weren’t exactly sure how to shape their brand and maintain it. The credit union’s brand had so much potential; all it needed was a boost in the right direction.“We weren’t looking to rebrand. We were looking for a way to articulate our brand that captured the real essence of who we were and what made us special,” said Brett Martinez, Redwood CU’s CEO.The team at Strum began an internal review on the current status of Redwood CU’s culture with an extensive qualitative and quantitative market research process. Research focused on the journey that members took when they first became members with an auto loan, mortgage or checking account to gain insights. Research also found the name Redwood was well entrenched in the community. With strong awareness, a stellar brand image, a reputation for competitive pricing and a long-standing connection with its members, Redwood CU discovered early on that their name was a major asset. They chose to forgo the name change many credit unions take looking for a fresh start. Instead, the Strum team recommended articulating and expressing the essence of the brand strategy and enhancing their identity for more robust and relevant storytelling. The new brand tagline “For All That You Love™,” set the new tone of voice and a bright, fresh new identity helped bring their value proposition to life.The result of the credit union’s brand journey of transformation is reflective in the results of its expanded reach around its newly developed brand, creative campaigns, branch messaging, and staff cultural training all led by Strum. In the first year following the brand transformation, total assets increased by 14%, loans increased 14%, ROA reached a record 2.2, and the member base grew 6%. The following two years saw even greater results in their year-over-year growth pace, with Redwood experiencing record-setting growth in 2018 of almost 10% net membership growth, 16.6% in increased loans, net income of $87 million, and an increase of 19% in equity. Redwood Credit Union grew organically $2.2 billion from 2016 to 2018 and is nearing $5 billion in late-2019. Redwood was recognized by a national study as one of the 5 healthiest credit unions in the US and are proud of their astonishing employee engagement score of 91. Redwood lives and breathes their brand every day in their interactions with each other, their members and their communities.So how is your credit union planning to tackle the challenges of competitive growth and becoming relevant and more appealing to younger target audiences in 2020? How well-aligned are you to evolve your organizational journey toward a purpose-driven vision, a sustainable growth model and an optimistic future centered around a relevant, well differentiated brand strategy and an inspired culture? 2020 might be the year to reconsider your highest priorities for cultural inspiration and sustainable growth.For an initial discussion of your organization’s brand and growth strategy challenges, contact Strum. Credit unions are increasingly facing two critical obstacles for growth, a steadily aging member base (averaging 47 years old vs. the US national average age of 37.8), and difficulty attracting and retaining younger Millennial audiences that help drive lending, online banking and growing revenue opportunities. Those same challenges of attracting Millennials may also be hindering some organizations’ ability to attract and especially retain young talent without a purpose-driven brand, inspiring vision, and a well-focused culture.While few financial leaders would argue the critical need to tackle these two growth challenges, the options to change a downward growth trajectory are not unlimited. Amidst fast rising fintech and traditional banking competition, the alternatives to accelerate growth are often costly initiatives ranging from multi-million dollar new branches, mobile and digital tech investments, new market expansion and increased marketing expense. While all those can be important tools, none bring the enterprise-wide engagement, passion, focus and shared purpose of a well-focused rebranding initiative.That raises some critical growth questions for 2020 and beyond:What can you learn from $120 million to $5 billion asset sized organizations who tackled growth challenges head-on—exploring, realigning and refreshing their brand; enhancing cultural focus and competitive positioning in their markets, and gaining scarce “mind share?”How can you increase your relevance, marketplace image, member experiences and acquisition of new Millennial and GenZ prospects so you don’t age yourself out of existence? Are there ways to attribute the impact of your brand investment to helping increase market share, enhancing talent acquisition and increasing bottom line results? Should digital and mobile innovation be the lead driver of your future growth strategies?Sometimes organizations pursue Millennial acquisition (and brand relevance) by trying to find a “silver bullet” among new mobile, digital and tech solutions alone. Yet if every financial institution is flocking to arrive at the same digital-savvy destination, isn’t that just the “ante” to be in the game. What will differentiate your financial institution brand and distinctive experience from any other if it’s not extraordinary?While “digital transformation” is an essential evolutionary shift amidst dynamic competitive challenges, it is not a substitute for creating organizational shared interest around building a focused and distinctive brand position. It also sidesteps the critical importance of your people and aligning every internal stakeholder first toward a unified vision, clear target segments and living out a shared Brand Promise. Savvy leaders understand that a focus on people, cultural alignment and improving brand experiences must come first.“We built the Starbucks brand first with our people, not with consumers. Because we believed the best way to meet and exceed the expectations of our customers was to hire and train great people; we invested in employees.“ – Howard Schultz, retired CEO, StarbucksPlacing tech initiatives ahead of organizational and cultural brand alignment often slows leaders from the real goal ahead: helping your organization prepare for the changes needed to lean deeper into helping and personalizing your key audiences’ financial lives and experiences. That requires deep understanding of your members’ needs, aspirations and hopes to get ahead. It can only come from solid market research and data analytics that help you listen, learn and tackle their critical pain points and focus on their unique life needs. Trailhead Credit Union: A Case Study in total Organizational Brand Focus and ROIFaced with years of stagnant growth, declining loans and a rapidly aging membership, Portland, Oregon’s $120 million Northwest Resource Community Credit Union was running out of options to tackle sustainable growth in a highly competitive market. Following a failed “brand refresh” effort just three years earlier, they turned instead to an organization-wide journey to align their focus, target audiences, cultural shifts, brand promise and user experiences.Jim McCarthy, Trailhead CEO shared, “like other financial industry CEO’s, I spent a lot of time thinking about how my credit union could succeed and how we could gain attention and build awareness. After seven years of negative member growth, I knew we needed to make a bold move in order to grow and thrive.” Armed with a bold new name and brand (Trailhead Credit Union), built around tightly defined lifestyle Personas that Strum titled “Urban Non-Conformists,” the results are industry-leading performance, ROI and record shattering growth of Millennials and GenZ new members that brought the aging credit union in line with a youthful and dynamic Portland marketplace. More than a facelift, it was a complete transformation from top to bottom. 4SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Mark Weber Mark Weber is the CEO and Chairman of Strum, a 30-year nationwide leader in financial services, branding, business intelligence analytics and data-driven strategy. With offices in Seattle and Boston, Strum … Web: www.strumagency.com Details
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York Could change finally be coming to one of Nassau’s most underutilized sites: the Nassau Veterans Memorial Coliseum, and the 77-acre sea of asphalt that surrounds it?It’s certainly long overdue, but don’t hold your breath because you never know what will happen on Long Island until the shovels are in the ground.Recently, Forest City Ratner, the site’s Brooklyn-based developer, announced that it plans to spend $261 million (partly backed by foreign investors) on building a new, downscaled 13,000-seat arena, as well as a 1,500-seat movie theater, restaurants and various retail venues.With more than 600,000 square feet of development being proposed for the coliseum location, a majority of which is the arena itself, the current proposal is “a pittance,” as Newsday pointed out, compared to what the Town of Hempstead allows under its recently changed as-of-right zoning. Nevertheless, Hempstead town officials approved the master plan May 26.Will Bruce Ratner, the man behind Forest City Ratner, be the savior of Nassau County, or be yet another character in Nassau’s long-running narrative of hope and failure?After all, he already owns the Barclays Center in Brooklyn, which will become the new home of the New York Islanders’ hockey team, so it’s not clear how motivated he’ll be to replace them with a viable sports franchise. Whatever he does, Nassau will still own the coliseum. All Ratner has promised to do is reportedly pay the county 8 percent of gross revenue and 12.75 percent of parking revenue, with a minimum guaranteed payment of $4 million slated to increase 10 percent every five years during the 34-year lease.The “Hempstead Hub” has been the scene of grand visions before, with the most recent being Isles owner Charles Wang’s Lighthouse Project. Unquestionably, his $3.8 billion scheme was grandiose when he first unveiled it in 2004. But, after bowing to pressure from the Town of Hempstead, he scaled it back significantly, calling for a renovated coliseum, two 36-story towers, a five-star hotel, a convention center, a sports complex, a residential community space for offices, retail businesses and restaurants, a movie theater, open space and a canal. A canal, mind you, in land-locked Uniondale! In total, Wang’s wonderland would have occupied more than 10 million square feet.The Lighthouse was so immense because the county required that any proposal put forward must also cover the costs of overhauling the coliseum—a prohibitive provision that necessitated high density development to offset the expensive renovation. Compared to Wang’s idea, Forest City Ratner’s project looks boring, but it requires little to no public funds. Nor does it require a referendum like the failed proposition to have the county borrow $400 million, which Nassau voters resoundingly slapped down in August 2011 because they didn’t want taxpayers paying for the renovation.And that is just what happened at the county level. When it comes to development, the Town of Hempstead is typically perceived as risk averse. Supervisor Kate Murray led the charge to rezone the Hub site to be more suburban in nature. Restrictions in density and a maximum 9-story height limit were put in place to curb any future proposals on the Lighthouse scale, preventing Wang-like levels of density but still allowing 5.4 million square feet to be built.The prospective political leanings of the project’s future residents may have also impacted the Town’s decision making, some observers said. With its offering of new apartments and condominiums, The Lighthouse would draw more Democrats to live in this traditional Republican bastion, which didn’t help grease the wheels with the Township. Hearsay aside, the fears of density—a legitimate reason to shrink the project thanks to the Meadowbrook Parkway’s multiple choke points and no access to mass transit—killed the Lighthouse off for good. Simply put, starting with Nassau County Executive Tom Suozzi, Mineola made promises to Wang the county couldn’t possibly back. On Long Island, local towns have the police power over land use, not the county.This is the environment in which the current plan for the site has thrived, so it’s not surprising it barely accounts for roughly 11 percent of what is presently allowed on the site thanks to zoning. Why is everyone so proud of such a relatively lackluster plan?The answer lies in the broken expectations so endemic to Nassau County.Unlike Suffolk, its more far-sighted neighbor, Nassau has a pretty dismal record when it comes to regional planning. All one has to do is examine the placement of subdivision after subdivision on what were once wetlands on Nassau’s South Shore, or try driving north/south on any main Nassau road to see that in one of the nation’s oldest suburbs, planning didn’t place high on the priority list.To further complicate matters, Nassau is entangled in a complex web of multi-layered political jurisdictions that are corrupted by the corrosive influence of patronage and backdoor dealings.All of this leads to a system that is fundamentally broken, which brings us to the new coliseum proposal.Many policymakers see Ratner’s plan as an opportunity to inject life into the county. With a scaled-down venue slated for a limited run per season of NHL games with the Islanders and a better utilization of the large swaths of space around the venue, the project does have potential.But potential and reality are separate concepts, and the latest chapter in the coliseum saga may not live up to the hype. Between Nassau’s chronic inability to get out of its own way, and the increasingly bitter legal infighting between Ratner and Syosset-based Blumenfeld Development Group, whom Forest City had brought on board to handle the retail component, the project is already going down the typical Nassau path of disagreement and disappointment.If government in Nassau had less patronage, more transparency and a strong regional vision, the coliseum would’ve been renovated already, and the site’s vast asphalt acreage would’ve been put to a higher use. While Suffolk’s approach is at times flawed, at least Suffolk County Executive Steve Bellone has a vision, and is sticking to it. In Nassau, it’s hard to see what the vision is. Industrial Development Agency (IDA) tax breaks are attempted to be given to Costco so it can build a new facility in Oceanside because it’s supposed to be a “tourist destination”, unsightly billboards are pitched for the Long Island Expressway and LI’s only professional sports venue loses its principal tenant thanks to political gridlock – all while promises of a better county are constantly being made.In the end, the real losers are Nassau residents, who pay the highest property taxes in the nation, and all they get for their money are layers of government that can barely do more than serve themselves.Rich Murdocco writes about Long Island’s land use and real estate development issues. He received his Master’s in Public Policy at Stony Brook University, where he studied regional planning under Dr. Lee Koppelman, Long Island’s veteran master planner. Murdocco will be contributing regularly to the Long Island Press. More of his views can be found on www.TheFoggiestIdea.org or follow him on Twitter @TheFoggiestIdea.
The stores will impose social-distancing rules, limit occupancy and some will offer only curbside or storefront service, she said.Apple does not disclose its retail store revenue. Direct sales, including retail stores, web and corporate sales, accounted for 31% of its $260 billion in 2019 revenue.Chief Executive Tim Cook declined last month to provide an outlook for the June quarter, citing business uncertainty created by the virus. First-quarter sales in China, reflecting that country’s store closings and lockdown, were $9.46 billion, about $1 billion less than for the same period a year earlier.Last week, Apple reopened its first five stores in the United States, requiring customers and employees to undergo temperature checks and wear masks before entering the premises.Apple has 510 stores worldwide and 271 in the United States.The website 9to5Mac reported that the company would reopen 10 of its stores in Italy beginning on Tuesday. Topics : Apple Inc will this week reopen more than 25 of its branded stores in the United States, the company said on Sunday, continuing a gradual process that has unlocked doors at nearly a fifth of its worldwide retail outlets.The iPhone maker in March shut all its stores outside of Greater China in response to the spread of the coronavirus. It started shutting its more than 50 Greater China stores in January and reopened them by mid-March.”Our commitment is to reopen our stores when we are confident the environment is safe,” Deirdre O’Brien, Apple’s head of retail, wrote on Sunday in a note on the company’s website.
Advertisement Freddie Ljungberg is very unlikely to get the Arsenal job on a permanent basis (Picture: Getty Images)Arsenal have already begun interviewing candidates to take the role as permanent manager, although they are only focusing on targets who are currently out of work.The Gunners crashed to a 2-1 home defeat to Brighton in the Premier League on Thursday night, leaving interim boss Freddie Ljungberg without a win in his two games in charge.The Swede was also at the helm for the 2-2 draw with Norwich at Carrow Road at the weekend and has now overseen Arsenal drop to 10th in the table, just five points above the relegation zone.The Telegraph reports that even before the surprise loss to the Seagulls at the Emirates, the club had started speaking to potential new managers.AdvertisementAdvertisementADVERTISEMENTEdu, the technical director at the Emirates, is leading the search and is currently just looking at people not employed so they can take over as soon as possible.The same source reports that the club do think very highly of Ljungberg and would, in theory, be happy to let him remain in charge for the rest of the season, but if results do not pick up that looks extremely unlikely.More: FootballRio Ferdinand urges Ole Gunnar Solskjaer to drop Manchester United starChelsea defender Fikayo Tomori reveals why he made U-turn over transfer deadline day moveMikel Arteta rates Thomas Partey’s chances of making his Arsenal debut vs Man CityThere are numerous candidates to take the reins from the Swede, with former Tottenham manager Mauricio Pochettino and ex-Juventus boss Massimiliano Allegri near the top of the list of those currently without a club.The other potential replacements are all currently employed, with Mikel Arteta working as a coach at Manchester City, Carlo Ancelotti in charge at Napoli, Brendan Rodgers at Leicester and Nuno Espirito Santo at Wolves.The Athletic reported that Luis Enrique was the first choice of Arsenal’s head of football Raul Sanllehi, but he has now returned to his role as Spain manager.The Gunners are back in action on Monday night in the Premier League away to West Ham as they look to halt a run of results that has seen them winless in nine matches.MORE: Tony Adams blasts ‘lightweight’ Arsenal players after Brighton defeatMORE: Arsenal target Shanghai SIPG manager Vitor Pereira to replace Freddie Ljungberg Arsenal have begun the interview process for new manager as Freddie Ljungberg struggles in interim role Phil HaighFriday 6 Dec 2019 7:52 amShare this article via facebookShare this article via twitterShare this article via messengerShare this with Share this article via emailShare this article via flipboardCopy link935Shares Comment Advertisement
The big news yesterday was that the vote on gay marriage to be held in Australia will cost half a billion dollars. Wow! But where did the accounting firm (PricewaterhouseCoopers Australia (PwC)which is a public supporter of gay marriage – take note) get that figure?As an accounting graduate, PWC are embarrassing.it on $281m for the TIME OF THE COST OF VOTING (yes – the money you could be earning at work instead of exercising your democratic right), and $20m for MENTAL HEALTH HARMS to 50,000 LGBTI Australians.(yes – democracy and public debate causes mental harm – apparently.)Ha ha ha ha ha ha ha ha!!!!Imagine if PWC priced a general election? Most countries would be bankrupt!As an accounting graduate, PWC are embarrassing.But when you hear the NZ media repeat the $500m figure, ignore them.http://www.theguardian.com/australia-news/2016/mar/14/marriage-equality-votes-true-cost-attacked-by-conservatives
Tags: Cazenoviafootball Cazenovia and Solvay, two Central New York football programs with grand legacies, battled it out Friday night on the turf at Al Merola Field in the opening round of the Section III Class B playoffs, with one side answering the other through a flurry of big plays and momentum shifts.But the last push belonged to the Bearcats, who overcame four different deficits and scored 21 unanswered points in the latter stages to defeat the Lakers 42-28.Absent from the sectional playoffs for a full decade, state no. 6-ranked Solvay had gone 7-0 in the regular season, a clean sweep of the B West division where it scored 40 or more points in every game. That unit now tested a Cazenovia defense that five times had allowed fewer than 10 points. Romagnoli found Bailey again on a three-yard TD pass after his own 50-yard kick return set it up. Solvay responded this time with a 71-yard drive, all on the ground, with Blaine Franklin accounting for most of the yards until Elijah Wright scored on fourth and goal with 1:21 left in the half.Intermission arrived with the Lakers and Bearcats level at 21-21, but they were far from done exchanging momentum.Bailey’s spectacular one-handed interception midway through the third quarter was followed, seconds later, by him catching a 26-yard screen pass from Romagnoli and Ty Freyer finding the end zone one play later.Solvay absorbed this and, trailing for the fourth time at 28-21, had Bagozzi throw 41 yards to Bowen to launch another drive that, on fourth-and-goal, ended with Bagozzi throwing four yards to Scott in the end zone.When A.J. Rothfeld blocked Ethan Bigelow’s extra point to preserve a 28-27 Cazenovia lead, the Lakers appeared poised, with one more drive, to put a halt to Solvay’s dream season.But as it had done throughout the season when tested, the Bearcats came up with big plays, none more important than defensive end Brad Lando’s interception of a Freyer screen pass inside the Cazenovia 15 that led to Wright’s go-ahead two-yard TD run in the first minute of the fourth quarter.Bagozzi ran in for two points, and Solvay led for the first time, 35-28. More importantly, its defense began to contain Cazenovia’s multifaceted attack, making three crucial stops as the game went down the stretch.To put the game away, Bagozzi made two big completions – 15 yards to Scott, 13 yards to Russell Tarbell on fourth down – which led to Jaimen Bliss going 15 yards for the clinching score with 1:49 left.Share this:FacebookTwitterLinkedInRedditComment on this Story Yet it was the Lakers striking first, pinning Solvay inside its five-yard line with the opening kickoff and forcing a bad punt that set up a short field and Ryan Romagnoli’s 15-yard touchdown run less than four minutes into the game.As it would do all night, the Bearcats answered, Brock Bagozzi’s passes setting up a 16-yard scoring strike to Justin Scott. They stayed 7-7 through the end of the first quarter, each side fumbling the ball away on consecutive plays.Not even a minute into the second period, Romagnoli scored again on a 15-yard run after setting up the TD with a 29-yard pass to Keegan Bailey. Two minutes later, it was tied again, 14-14, two long Bagozzi pass plays leading to an eight-yard strike to Zach Bowen.