Savant Unveils New Name, Brand to Better Reflect its Deep Bench of Expertise and Holistic Approach

Savant Wealth Management (formerly Savant Capital Management), a nationally recognized, fee-only advisory firm headquartered in Rockford, Illinois, with locations also in Madison and Park Falls, today unveiled its “Wise Counsel” rebrand that includes a new company logo, color palette, website, name change, and tagline.

Savant’s fresh approach to delivering wealth management sets itself apart from competitors and was the driving force behind the rebrand efforts. Functioning much like a forward-thinking medical center, Savant leverages its deep bench of financial advisors and in-house estate planning, taxation, trust, insurance and accounting specialists to collaborate, provide valuable insights, and develop a plan of action to address the unique situation of each client.

“In an industry where everyone calls themselves a financial advisor it’s hard for clients to know who is really in their corner, and who is truly unbiased. Today’s clients are looking for wise counsel,” said Brent Brodeski, CEO of Savant. “It’s difficult to select a financial advisor when it seems like all firms look, talk, and act alike. We believe Savant’s Wise Counsel brand will point investors toward a firm that is truly on their side every step of the way.”

The name evolved from “Savant Capital Management” to “Savant Wealth Management” to better describe the comprehensive wealth management services it provides and the continually expanding value proposition it offers clients since its founding.

When designing the new brand, the firm started with the meaning of its name. A savant is a “learned, wise scholar” which speaks to Team Savant and its quest for continued, lifelong learning. From there, the concept evolved into the “Wise Counsel” tagline, which is represented by the logo that is an owl shaped like a shield. With this symbolic shield as its guide, Team Savant stands ready to provide the wise counsel necessary to build ideal futures for its clients, family, and the communities it serves.

Savant serves as a trusted advisor and fiduciary, working in defense of its clients’ best interests by walking alongside them on the path to reach their financial goals. As part of this journey, Savant offers its proprietary Ideal Futures Financial Health Assessment^SM that provides an objective and wide-ranging audit of an individual’s financial situation. It focuses on 10 key areas to prioritize aspects of an individual’s financial situation that need attention to help create a plan of action, unique to each client. This helps to deliver customized plans for clients to move further along the path toward their ideal futures. Savant’s new website offers a lite version of the full assessment tool to help individuals identify potential gaps or items needing the help of a financial advisor.

The new brand communicates Savant’s wise counsel as one that is approachable and offers an evidence based and common sense approach to wealth management. It is wide and deep, constantly learning and evolving, and it never assumes that the same approach will solve similar problems. Wise counsel comes from its collective education, experience, wisdom, and spirit of Team Savant.

For more information about Savant Wealth Management, visit savantwealth.com.

About Savant Wealth Management

Savant Wealth Management, formerly known as Savant Capital Management, is a leading independent, nationally recognized, fee-only firm serving clients for 30 years with more than $8 billion in assets under management. As a trusted advisor, Savant Wealth Management offers investment management, financial planning, retirement plan, and family office services to financially established individuals and institutions. Savant also offers corporate accounting, tax preparation, payroll and consulting through its affiliate, Savant Tax & Consulting.

Savant Wealth Management (“Savant”) is an SEC registered investment adviser headquartered in Rockford, Illinois. SEC registration does not imply a certain level of skill or training. This material is for general educational purposes only and is not intended as personalized investment, legal, or tax advice. Past performance may not be indicative of future results. Please Note: “Ideal” is not intended to give assurance as to achieving successful results. Different types of investments involve varying degrees of risk. Please see Important Disclosures at savantwealth.com.

Savant is headquartered in Rockford, with locations in Bloomington, Chicago, Downers Grove, Freeport, Hoffman Estates, Lincolnshire, Naperville, Peoria, St. Charles, Sterling, and Wilmette, IL; Phoenix, AZ; Santa Fe, NM; Madison and Park Falls, WI; and McLean, VA.

Eppstein Uhen Architects: Won’t You Be My Neighbor?: The Rise of Neighborhood Hospitals

By: Renee Kubesh, AIA, CDT, EDAC
Senior Project Manager: Associate

As the world continues to change, we must continue to adapt. Consumers are looking for conveniences and that means healthcare organizations are expanding services to communities where they live. In recent years, the healthcare industry has seen the steady rise of neighborhood hospitals, also known as micro-hospitals, across the country. EUA is currently supporting clients through exploring ideal design and layouts of the neighborhood hospital concept which recently arrived in the Midwest. From our involvement on planning and design for several neighborhood hospitals, Healthcare Studio Director Paul Stefanski and I would like to expound on what these facilities entail and how they impact an overall healthcare organization’s system-level planning strategy.

What is a Neighborhood Hospital?

Neighborhood hospitals, or micro-hospitals, are just as they sound—literally small, 24/7 inpatient settings, strategically placed within a community. To be classified as a micro-hospital, the facility must include the following: inpatient rooms, discharge planning, diagnostic imaging, lab, pharmacy, food services and the ability to follow decontamination and organ procurement protocol.

Drawing from recent experience, we have identified several unique propositions neighborhood hospitals give to existing healthcare systems.

The Impact on Healthcare Systems

Given their small scale, neighborhood hospitals can be a strategic addition to a healthcare system’s portfolio for several reasons. First, neighborhood hospitals can help systems enter a new geographic market and introduce services without having to commit to building a large, traditional hospital, serving as a means of limiting expenditures while testing the waters in a new community. They can also help fill in geographic gaps in care, allowing systems to expand their reach, supporting communities as well as their own system better.

Another benefit to neighborhood hospitals is that they help relieve some of the pressure from main hospital emergency departments (EDs) and observation beds. For some people, it may even be a crucial matter of life-saving time having a facility that can treat emergency situations closer to home or work. Neighborhood hospitals can provide a comparable level of care to a traditional hospital while also serving as a triage center to immediately treat patients and assess if they need to be transferred to a higher, more specialized level of care. In many markets, people only have the option to go to the main campus EDs, unsure of what they need. Given the smaller geographic service area, patients will travel less and likely wait less, receiving care more quickly, as well as a guided plan for future care needs.

Neighborhood hospitals also have the advantage of being customizable beyond the federal requirements to meet the specific needs of a healthcare system, their target market and key demographics. While all neighborhood hospitals have the core components that define them, many also provide additional services to accommodate the specific population they serve.

Since these compact facilities require smaller, more efficient care teams, healthcare workers likely wear multiple hats. This may not be the ideal fit for all healthcare workers, but employees who enjoy this type of work will thrive in this environment. In addition to having a diverse role, working at a neighborhood hospital may appeal to those looking for a shorter drive, intimate team dynamic and opportunities to cross train. For example, nurses may be able to care for both inpatient and emergency patients in the same day, unlike in a traditional hospital where care is more specialized.

While neighborhood hospitals can be fiscally advantageous to healthcare systems operationally, patients can also benefit from the rising popularity of these compact, efficient facilities. One of the largest advantages of neighborhood hospitals is that they help alleviate the stigma many people associate with getting care at large facilities on campus environments. By making a facility smaller, easier to navigate and more accessible, it becomes more approachable. For many people, going to the doctor’s office, no matter the reason, is anxiety inducing enough, let alone having to find parking in one of multiple garages at a large campus with multiple facilities where they navigate multiple entrances, wings and floors. Given the size of neighborhood hospitals and the single main entry, barriers are reduced for patients, family and friends.

Introducing Neighborhood Hospitals to Your Facility Mix

As we continue to learn about this care model, we anticipate a growing popularity of these compact and efficient feeder hospitals to support system strategic goals and geographic reach. For systems considering adopting this approach, we recommend partnering with experienced professionals to understand the nuances and learning from past developments. Since this is still rather uncharted territory for many systems, having experts on board early will help to strike the balance between identifying and mitigating potentials hurdles and speed to market. The need for healthcare will remain constant, but with proper design and operational efficiencies, these facilities have the potential to positively shift the experiences for healthcare professionals and administrators as well as patients.

We’d love to hear your thoughts. Would you rather visit a neighborhood hospital or a traditional hospital to receive care?

Capitol Bank: Anne Conlin Promoted to Assistant Vice President / Relationship Banking

Ken Thompson, President and CEO of Capitol Bank, is pleased to announce the promotion of Anne Conlin to Assistant Vice President Relationship Banking. Anne has over 20 years of banking experience, 11 of which have been with Capitol Bank.

“Anne is the essence of relationship banking. She makes it a point to get to know the Bank’s customers and they have a high level of trust in her,” said Gary Kuter, Senior Vice President of Retail Banking & Chief Compliance Officer.

Aside from all that Anne brings to Capitol Bank, she finds time to give back to the community. Most recently, she has been an involved volunteer for Lussier Community Education Center and serves on the board of Girls’ Stories, Girls’ Voices.

About Capitol Bank: Capitol Bank, locally owned and operated since 1995, is committed to serving the communities in which we live, work and do business. We are proud of the partnerships we have established with organizations, businesses and individuals in the Dane County area. Our philosophy of community support is demonstrated at the corporate level, as well as in the time and energy our employees devote to our community each year. Capitol Bank is Member FDIC.

Wisconsin Union: Wisconsin Musician Pat McCurdy Will Perform a Virtual Concert on Aug. 15

FOR IMMEDIATE RELEASE          

Contact Information:
Shauna Breneman, Wisconsin Union
Email: sbreneman@wisc.edu

WISCONSIN MUSICIAN PAT MCCURDY WILL PERFORM A VIRTUAL CONCERT ON AUG. 15
The Wisconsin Union continues to create experiences for a lifetime with virtual concert

MADISON – The Wisconsin Union will present a live, virtual performance by Milwaukee-based musician Pat McCurdy on Aug. 15 from 8 p.m. to 9:30 p.m.

Those interested in attending the free event can RSVP on the Wisconsin Union’s Facebook event, which allows guests to receive notifications about the concert, such as when the event begins.

“We’re bringing a Terrace tradition to people’s homes with a live concert by Wisconsin legend Pat McCurdy,” Wisconsin Union Music Advisor Courtney Byelich said. “While we cannot gather for live music on the Terrace right now, we are still committed to bringing folks some joy with music, providing student leadership opportunities, and supporting artists.”

McCurdy is a cabaret singer-songwriter whose more than 600 original songs cover topics ranging from lost loves to politics. McCurdy has performed at the Memorial Union Terrace for more than 20 years. He also frequently tours around the upper Midwest.

In-person University of Wisconsin-Madison events are canceled through at least Aug. 17. Wisconsin Union Directorate (WUD) committees and clubs as well as Wisconsin Union staff are working to create additional events and activities that will be announced on the Wisconsin Union calendar.

Eleven committees and six Wisconsin Hoofers clubs make up WUD, the Wisconsin Union’s student programming and leadership board. WUD plans, promotes and runs more than 1,000 events throughout each year. These events provide hands-on learning experiences for UW-Madison students and experiences for a lifetime for Wisconsin Union members and guests.

Purchases made at the Memorial Union Terrace, through Meals To-Go, and in the Online Terrace Store help support Wisconsin Union leadership opportunities, events and activities. The Wisconsin Union does not receive any taxpayer dollars.

Those interested in attending can click here to learn more about Pat McCurdy’s live, virtual concert and to RSVP to the event.

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About the Wisconsin Union

The Wisconsin Union enhances the lives of members and visitors through recreational, cultural, educational and social opportunities. Formed in 1907, the Wisconsin Union is a membership organization that blends study and leisure to create unique out-of-classroom opportunities. Learn more about the Union and its tradition of providing experiences for a lifetime: union.wisc.edu.

[Note: Click here to download a photo of Pat McCurdy.]

To read this release online, visit union.wisc.edu/about/news/pat-mccurdy.

Timpano Consulting: Research Points to Need for New Management Practices through 2020 and Beyond

Remote Work Arrangements Are Here to Stay:
Alignment of expectations and resources becomes more critical to sustain success

BROOKLYN, Wisc. and WATERFORD, Wisc., July 30, 2020 – Over 75 percent of employers believe they need to implement new management policies and practices to accommodate remote working as a standard future practice, and employees are interested in more flexible working arrangements going forward, according to a recent study conducted by Timpano Consulting and Blue Rock WI, management consulting firms specializing in workforce optimization.

The research effort involved surveys, interviews, discussions, and critical analysis about the effect of the coronavirus pandemic on employers and employees. Over 100 individuals spanning sectors, industries, sizes, and position types shared perspective; ninety percent of respondents were based in Wisconsin.

“Remote working is here to stay,” said Brett Remington, Blue Rock WI president. “Employers who figure out how to shift management practices to focus on outcomes rather than activities will be better positioned to raise productivity and secure profits.”

While 63 percent of employers anticipated a negative impact on their year-end organizational performance as a result of the pandemic, 77 percent of employers reported the performance of their workforce in remote work arrangements was about the same or better compared to the beginning of the year. Forty-three percent of employees working remotely were more satisfied with their job performance compared to the beginning of the year, and 32 percent felt about the same in terms of performance.

Ten percent of employees working from home during the pandemic preferred to return to their workplace as soon as possible, yet 80 percent of employees wanted to keep the practice as long as it makes sense for them and their work or until COVID 19 is no longer identified as a public health issue. Employees ranged in terms of how frequently they would choose to work remotely, with half preferring 5 days or more per week, and half preferring a hybrid arrangement of a few days per week or per month. All employee respondents who were working at home during the pandemic believed they could comfortably do so for at least a few months, with 77 percent indicating six months or more.

“Few organizations expect to return to business as usual from last year,” said Melanie Schmidt, Timpano Consulting president. “Employers must figure out how to best utilize their workforce to rebound and deliver value for customers – be that in person, remotely, or some sort of hybrid.”

Overall, employees are ready to adapt when given more flexibility, support to succeed, and clarity around expectations. Surveyed supervisors and managers welcome training and support to deliver on it.

The future has its challenges – but they can be addressed. Employers and employees shared concerns about the work-related challenges caused by internet connectivity (broadband access) and it being harder to communicate with coworkers. Yet, employers overestimated the challenges of distractions at home and underestimated employee anxiety about how they may be personally affected by the coronavirus.

Other Survey Findings:

• At the beginning of the year, only 30 percent of employers surveyed used remote working as routine practice, though 94 percent shifted to it during the pandemic. Looking ahead, about 10 percent intended to return fully to a ‘traditional’ workplace with 58 percent intending to deploy a hybrid model and 23 percent still unclear about how they would approach future work arrangements.
• Seventy-five percent of employees expressed confidence that they had the right resources to navigate through the crisis response, and 75 percent were confident in their leadership teams to make the right decisions through the crisis.
• Over half of employee respondents reported working more hours than before the pandemic; eight percent reported working fewer hours.
• Public sector employers expect remote work arrangements to be in the mix; most private sector employers intend to increase remote working while some functions return to the traditional setting; and, most nonprofit employers are likely to introduce more remote work opportunities.
• Across all sectors, employees want more outcomes-focused management and clearer expectations in terms of their accessibility and responsiveness. They also desire weekly communications from their leadership teams for how the organization is handling business complications due to the coronavirus.

The pandemic surfaced issues already existing within organizations. According to Schmidt and Remington, best-in-class organizations listen to their employees when formulating their strategies rather than instituting practices based solely upon others’ experiences, broad research reports, or management team assumptions. They observe that every organization’s workforce is comprised of different ideas about what will work best, and employers won’t be able to satisfy everyone so they must work toward solutions that deliver the greatest value to their mission and find ways to help employees navigate the changing times.

Interviews and discussions occurred in June; the survey of employers and employees was conducted for a week in mid-June.

A copy of the full report is available online at https://bit.ly/WorkforceStrategies_0720report.

Highlights from the report will be shared at a virtual public event on Thursday, August 6, 2020, at 1:30PM. The 45 minute presentation is free, with registration required via https://bit.ly/futureworkforce0806

Timpano Group includes a cross-sector strategy consulting firm that helps mission-driven organizations build capacity and achieve outcomes with processes that engage stakeholders to achieve sustainable transformation. More information can be found online at https://www.timpanogroup.com.

Blue Rock WI works with organizations interested in closing the gap between their performance and their potential. Services deliver enterprise-based performance improvement by simplifying the complex, focusing on achievement, and igniting passion for purpose across sectors. More information is available online at http://www.bluerockwi.com.

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For more information:
Melanie Schmidt, (608) 695-7320 or mschmidt@timpanogroup.com