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An intermediary (also known as a middleman or go-between) is a third party that offers intermediation services between two parties, which involves conveying messages between principals in a dispute, preventing direct contact and potential escalation of the issue. In law, intermediaries can facilitate communication between a vulnerable witness, defendant and court personnel to acquire valuable evidence, whilst in barter, the intermediary is a person or group who stores valuables in trade until they are needed, parties to the barter or others have space available to take delivery of them and store them, or until other conditions are met.



Common usage includes the insurance and financial services industries where e.g. mortgage brokers, insurance brokers, and financial advisers offer intermediation services in the supply of financial products such as mortgage loans, insurance, and investment products. In relation to energy supplies, third party intermediaries provide energy-related advice, assistance in purchasing energy and management of energy needs.[2]

Trading Intermediaries can be classified as merchant intermediaries or as accountant intermediaries. Bailey and Bakos (1997) analyzed a number of case studies and identified four roles of electronic intermediaries including information aggregating, providing trust, facilitating and matching.[4][5]

Intermediaries may provide direct services to individuals as part of their portfolio, but what differentiates them from direct service providers is their connecting role. An intermediary might focus on a range of issues including arts and culture, environment, health, economic development, etc. Within economic development, intermediaries could focus on traditionally transactional efforts like business attraction, site development, and training programs, or they could work to change the economic system to reduce barriers and encourage economic inclusion. A system change approach simultaneously addresses multiple parts of the economic ecosystem, such as facilitating access to credit, encouraging workforce readiness, and creating housing opportunities.

Collective impact backbone organizations are intermediaries that convene partners from multiple types of organizations to address a community issue. An anchor institution, rural development hub, or other form of organization could serve as a collective impact backbone. They could also be one participant in the partnership convened by others. Backbone organizations provide supports to effectively coordinate the contributions of multiple partners, including facilitation, data systems and analysis, communication support, highly structured problem-solving methods, and the administrative functions. They can also help the group develop a shared vision, identify strategies, develop a work plan, maintain accountability, advocate for policy change, and secure resources.

Anchor institutions, rural development hubs, and collective impact backbone organizations all serve as intermediaries in rural communities. The approaches of these organizations have their own emerging body of practice and literature, and it is beyond the scope of this article to do any of them justice. Future publications from the Richmond Fed will provide more depth and context around each approach and offer more examples of intermediaries that have helped small towns and rural communities in the Fifth District. Of course, for any rural community, their own assets and challenges will define the best approach. No one approach is better than the other, and intermediaries can combine aspects of the three approaches described here. Defining that approach will enable a community to adopt a solution that will align local organizations so that they can better contribute to building a thriving and inclusive community.

Strong intermediaries are crucial to the development and management of apprenticeships, and JFF has partnered with the CFL Initiative, KDP, WRTP, LIFT and HRDI to conduct outreach to employers, manage relationships with labor partners, coordinate among regional stakeholders, provide apprenticeship navigators, and provide the technical assistance necessary to help establish a functional apprenticeship program.

1. Connecting business and industry groups to organized labor partners. Intermediary staff often make connections among unions, employers, education, and the regional workforce system. They inform employers and unions about the benefits and logistics of establishing an apprenticeship program, as well as provide technical assistance to them on career pathway development through advanced standing negotiations. They also train local partner staff about union and non-union training environments and the industrial union landscape. Because they understand the culture and values of both unions and employers, intermediaries can facilitate the process of developing apprenticeship standards that meet the priorities of both groups.

2. Aggregating the needs of small employers within industry sectors to ease the administrative burdens of delivering training for both small employers and training providers. Intermediaries build bridges among multiple employers in a region to create an economy of scale in developing apprenticeship programs. With their knowledge of workforce systems, the intermediary connects employers and unions to public workforce agencies and training providers. As a convener, intermediaries help smaller employers in a regional industry sector aggregate their training needs and manage the negotiations with training providers to offer courses for related instruction on a schedule that accommodates production schedules. At the same time, the intermediary reduces the outreach and coordination work for training providers to provide work-related classes to smaller employers.

7. Researching and documenting promising practices that produce the benefits of strategic collaborations between employers and workforce service providers. By virtue of their work with multiple employers, unions, community colleges and workforce boards, intermediaries are in a position to replicate and spread effective practices that improve outcomes for app parties: workers, employers, and the workforce system.

Partnership intermediaries are non-profit entities with specialized skills to assist DHS in technology transfer and commercialization functions. Examples of services that may be supported by partnership intermediaries include but are not limited to technology scouting, horizon scanning, design reviews, prototyping, technology/IP assessments and evaluations, technology acceleration/commercialization, business development, marketing and outreach, training, and events.

Like a number of foundations, we often make grants to intermediary organizations to take advantage of the knowledge, connections, networks, expertise, and resources of these entities. Intermediaries are organizations vested with responsibilities to take on a range of functions in support of grantees, initiatives, and other organizations. Through intermediaries, we help ensure our grants and impact investments reach small and mid-sized organizations or are invested in local projects, businesses, or other financing vehicles.

Working through intermediaries can facilitate collaboration with other funders and the pooling of resources for re-granting to others. It also makes it possible for us to augment the efforts of our Staff with individuals who have specialized expertise and deep local engagement. This approach channels local knowledge back to MacArthur, so we understand the impact of our resources and when it may be necessary to adjust our approach. We often engage directly with the ultimate recipients of our funds to better understand their accomplishments and challenges.

Effective intermediaries are well-run, knowledgeable organizations with the capacity to grant or invest our funds and oversee their use. The following are some examples of our use of intermediaries in our grantmaking:

There are more examples of our granting to or investing in intermediaries. While this approach makes it impossible for every recipient of MacArthur funds to have a direct relationship with the Foundation, this is one of several effective ways for MacArthur and other philanthropies to operate, as it extends the reach of our resources and amplifies the potential for impact.

The Insurance Distribution Directive requires all intermediaries to be registered. Intermediaries may not only be registered in their home country but may also be entitled to operate cross-border from another EU Member State where they were originally registered.

DisclaimerAccording to Article 3(4), IDD, EIOPA is required to "establish, publish on its website and keep up-to-date a single electronic register containing records of insurance, reinsurance and ancillary insurance intermediaries which have been notified their intention to carry on cross-border business." This website serves as a provisional database of hyperlinks to national registers. EIOPA is assessing the most adequate long term approach towards an online register by analogy to existing EIOPA registers to further enhance transparency and facilitate cross-border trade.

Please note that EIOPA is not responsible for registering intermediaries or maintaining national registers or single information points. Please contact the national competent authority, in case there are any questions on registration or maintenance of the register.

Following a workshop held in May 2019 with stakeholders about the implementation of the Guidance, the FSB developed a questionnaire for FMIs to aid resolution planning for firms that use FMI services and their resolution authorities (RAs), which has now been revised. FMI intermediaries were out of scope of that questionnaire, in view of the more bespoke nature of their relationships with FMI service users. 041b061a72

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