Patients lay on the ground outside an Ebola treatment center in the Liberian capital of Monrovia. They were sick and waiting for admittance, which all too often meant waiting for someone to die to make room.Inside, health care workers were doing the best they could, but the gulf between what they needed and what they had was apparent. There were too few staff members working with too few supplies, including protective equipment. It was particularly heartbreaking because the visitors, Harvard-affiliated physicians on a planning trip for a major scale-up of Ebola treatment, had themselves toiled at times in forgotten places with scant help and lives in the balance.The mid-September trip to Liberia and Sierra Leone was prompted by a new collaboration among three nonprofits founded by Harvard-affiliated doctors, part of a push to gain ground on an epidemic that is threatening to spin out of control.The collaboration, which is being coordinated with the United States and governments in Liberia and Sierra Leone, will send hundreds of trained health care workers into the field and create treatment and testing facilities where none currently exist. The effort comes amid an alarmingly rapid rise in case and mortality estimates. In separate reports, the U.S. Centers for Disease Control and Prevention and the World Health Organization warned recently that without stepped-up intervention, the 6,200 cases so far could balloon to 20,000 by early November and, in a frightening worst-case scenario, 1.4 million by the end of January.The new initiative is being led by Boston-based Partners In Health (PIH), a global organization with close ties to Harvard Medical School (HMS) and the Harvard T.H. Chan School of Public Health and co-founded by Kolokotrones University Professor of Global Health and Social Medicine Paul Farmer.Joining Partners In Health are two nonprofits whose efforts have been focused at the community level in rural locations: Last Mile Health in Liberia, founded by Rajesh Panjabi, an instructor in medicine at HMS and at Brigham and Women’s Hospital; and Wellbody Alliance in Sierra Leone, co-founded by Sierra Leonean physician Mohamed Bailor Barrie, a graduate student at HMS this year.During the recent trip, representatives of the collaboration, including Farmer, Panjabi, and Associate Professor of Global Health and Social Medicine Joia Mukherjee, met with ministry of health members and President Ellen Johnson Sirleaf of Liberia as well as officials from the U.S. Department of Defense, which has been tasked with building Ebola treatment centers in the region.Mukherjee, who is also Partners In Health’s chief medical officer and a physician at Brigham and Women’s, said that Partners In Health will provide the expertise to run treatment centers in Liberia and Sierra Leone. Operating the four planned 50-bed centers will involve Partners In Health personnel, but will also require significant contributions from volunteers, being recruited now, as well as additional fundraising.In supplies alone, Mukherjee said, there is a gap of 2.5 million pieces of equipment, such as gloves, masks, and protective suits. The fight against Ebola, she said, calls for going beyond the disease itself to strengthening underlying health care systems, which were weak before the epidemic and are in danger of crumbling under its weight.She said more effective care will help dispel the stigma around the disease and encourage people to seek treatment, bolstering contact tracing and quarantine efforts.“We feel that this is the worst health crisis of our time. We have a lot of experience treating infectious diseases and we are anxious to help in this setting.”With 60 percent of Liberians having no access to care, the number of cases has likely been vastly under reported, Panjabi said. The goal is to have all cases reported, a death rate below 50 percent, and safe conditions for health workers.“This is the worst outbreak that we know of in recent history. The virus is outpacing the response to the level that I would describe as a pea shooter facing a raging elephant,” Panjabi said.Last Mile Health focuses on supporting health workers in so-called last mile villages — those in Liberia’s remotest areas. The organization right now operates in Grand Gedeh County with 45 fully trained health workers and another 80 specifically trained and deployed to handle Ebola. Scale-up plans will see another 950 community health workers rapidly trained to handle Ebola and deployed into the field, said Lynn Black, an instructor in medicine at HMS and the chair of Last Mile Health’s board of directors.The workers will reach communities in Grand Gedeh and nearby Nimba County. The organization will also provide support for 18 community health centers in Grand Gedeh and for a yet-to-be determined number in Nimba. An important aspect of the expansion, Black said, is that workers will, over time, be trained against some of the other major health issues in the region, improving the wider system.“Ebola is killing people at this moment, but so is malaria, so is HIV, so is diarrhea in children, so are pregnancy-related complications,” Black said. “The goal is that this is really going to strengthen the health care system.”Wellbody Alliance operates in Sierra Leone’s Kono District. Three weeks ago there was just one case in the area, Barrie said. By late September there were 18 confirmed and 67 suspected cases. If just three or four patient contacts develop the disease and are not quarantined and treated, the epidemic could quickly escalate.Wellbody and Partners In Health plan to set up 20 isolation units in Kono to provide initial quarantine of suspected infections. Backed by Partners In Health’s 50-bed treatment facility and by faster testing, Wellbody hopes to reduce both the wait for testing and travel time for treatment.Health workers are in a better position to engage with and educate family members when isolation units are local, Barrie said.“We’ve seen a huge increase in the infection rate in Kono,” he said. “Things need to be done now.”
Harvard University continues to make progress in its commitment to diversifying its faculty, according to the annual report from the Office of Faculty Development and Diversity. Harvard’s faculty is more diverse than ever, with women making up 30 percent of tenured and tenure-track faculty and minorities making up 23 percent. Of the 84 tenured and tenure track-professors who joined Harvard this year, 42 percent are women and 36 percent are minorities.“Increasing the diversity of the Harvard faculty is front and center on the minds of all University leadership,” said Judith Singer, James Bryant Conant Professor of Education and senior vice provost for Faculty Development and Diversity. “That certainly goes for me, in my role, but I can say it goes for the current leadership, President Faust, and Provost Garber, and also for President-elect Larry Bacow.”Changes in the composition of faculty are incremental because turnover is low. In any given year, approximately 95 percent of Harvard faculty members remain. On average, the University welcomes about 70 new faculty members a year, against a base of nearly 1,500. The University’s shift to a tenure track in the early 2000s helped drive this change, creating a pipeline for tenured professors. In addition, Schools, departments, and the University have done trainings on how to mitigate implicit bias in the search process and how to recruit faculty from a wider variety of backgrounds and institutions.“By not searching widely for talent, you’re overlooking talent,” Singer said. “It’s not an effort to just hire more women and minorities, but an effort to celebrate inclusive excellence. We are searching more widely and being more proactive about recruiting.”Tenure-track faculty members are consistently more diverse across higher education, and the reality is no different at Harvard. The share of female tenure-track faculty is now at 40 percent, up slightly from last year, while 32 percent of tenure-track faculty members are minorities.Progress is also being made among tenured faculty. Twenty-seven percent of tenured positions across the University are held by women, also up slightly from 2017. In the past 11 years, the overall size of the senior faculty has increased by 13 percent, while the number of tenured women has grown by 46 percent.Meanwhile, 20 percent of tenured faculty members are minorities, reflecting a 73 percent increase in the number of minority tenured faculty since the 2007-08 academic year. Especially notable: increases in the number of minority faculty over this time are closely split between Asian and Asian-American faculty, up 68 percent, and underrepresented minority faculty, up 82 percent.The Office of Faculty Development and Diversity, which published the report, is Harvard’s central faculty affairs office, and it is devoted to the development, implementation, and evaluation of University-wide programs designed to improve faculty life and diversity.“We’ve been doing a lot of work developing programs, rolling out programs, and enhancing programs to improve the quality of life for faculty. We want all Harvard faculty to feel supported,” said Singer.Among the initiatives designed to support faculty is the ACCESS child-care program, which helps tenured, tenure-track, and senior non-ladder faculty with young children meet their family caregiving needs, so that they may also succeed in their academic careers. Over the past decade, Harvard has awarded more than $8 million in child-care scholarships to faculty, which can be used for any type of care, including non-Harvard-affiliated centers, nannies, and family day care. The University has also shifted admissions in its six child-care centers to give faculty priority, and this past year offered a spot to all faculty members who applied for one.“Competition for faculty is fierce,” Singer said. “Every other institution is trying to diversify its faculty. So we want to mitigate push factors that might cause people to leave, and we work very hard to retain people. Part of the strategy of moving to a tenure track is the hope that if we tenure from within, faculty will put down roots here, feel committed to the institution, and that in the long run they’ll be more likely to stay.”
Notre Dame graduates’ student debt is comparable to or less than national averages released in recent reports, according to Joseph Russo, director of Student Financial Strategies. Comparing Notre Dame’s student debt to averages in national reports is difficult, but valuable, Russo said. “We always benchmark,” he said. “It’s good to compare.” The Project on Student Debt, a national organization, released a report about student debt on Oct. 21. The report, titled “Student Debt and the Class of 2009,” stated that 2009 college graduates had an average debt of $24,000. Russo said the median student debt for 2009 Notre Dame graduates who borrowed money for their education is $23,588. This number includes government and private loans. According to The College Board’s “Trends in Student Aid 2010” report released last week, the average student debt for 2009 graduates of four-year, private colleges was $26,100. Russo said this number is a more accurate comparison for Notre Dame because it compares the University to its peers. “We compare pretty favorably on that one,” Russo said. Russo said Notre Dame graduates’ default rate for student loans is well below the national average. According to The College Board, seven percent of college graduates default, or fail to pay, their student loans. For Notre Dame graduates, however, Russo said the default rate is less than one percent. “So yes, $23,588 is a lot of money, but even in tough times our default rate seems to be decent and students appear to be managing their monthly payments.” While national reports such as The Project on Student Debt use both government and private loans to determine total debt numbers, Russo said he prefers to exclude private loans when analyzing Notre Dame’s averages. Private loans are discretionary for each student or family, he said. The University only presents government loans, which include both Perkins and Stafford loans, as part of its student financial aid packages. “A University policy in awarding student aid in general to try as best we can meet the full financial need of students, and we do that often by incorporating underlying government student loans … not private,” Russo said. The median student debt for Notre Dame’s 2009 graduating class, excluding private loans, was $19,225, Russo said. That number rose to $20,625 for the class of 2010. While Russo said national reports can be valuable, he also said public and media attention tend to focus on extreme or individual cases of high debt. “Those are not representative,” he said. “Look at [Notre Dame’s] statistics. People who start here actually finish on time … and they’ve had a good experience and they pay their loans off.” Summarizing student debt through averages is also a challenge, Russo said, because each student’s financial situation is different. He said Notre Dame uses the median numbers when analyzing financial aid because it removes the “outliers.” “It’s always dangerous to quote statistics,” he said. “The biggest single challenge I’ve had in 46 years has been the need to provide good, simple, accurate … information.” However, Russo said he is confident when speaking about Notre Dame graduates’ ability able to handle college debt because a good education is an investment. “More and more, when we talk about affording education, we talk about seeing it as an investment,” Russo said. “Which, if you’re a typical Notre Dame grad, the return on your investment will be your lifetime and how you do, not just income-wise … but also your health, your longevity … your civic involvement. So many good things happen if you’re a Notre Dame graduate.”
After 30 days of commitment to dimmed lights, taking the stairs and unplugging cell phone chargers and game systems, Knott Hall won Notre Dame’s third annual Dorm Energy Competition Tuesday. The energy competition, hosted by the Office of Sustainability, began Nov. 1. This year focused on reducing “vampire energy,” the power that is sucked by most electronic devices even when they are turned off. Knott received the $500 grand prize for their 26 percent energy reduction. Zahm and Lewis tied for second place with 21 percent energy reduction each. “All the dorms together saved 13 percent, equivalent to $9,250 or 259,000 pounds of carbon dioxide emissions,” Rachel Novick, education and outreach programs manager at the Office of Sustainability, said. “This is more than we have saved in any previous Dorm Energy Competition, which shows that we are getting broader participation across the campus than ever before.” Knott Hall president Jared Stewart said the Energy Competition was an opportunity to bring the residents of Knott together for a common goal. Stewart said Knott Hall government, especially Energy Commissioner freshman Jack McLaren, worked to inform residents about different ways to save energy. “We put up a lot of signs on all the floors about taking the stairs, not using the elevators and we also put signs up throughout the stairs thanking people for taking the stairs and encouraging them to do so,” he said. Stewart said Knott also saved energy by unplugging all electronics other than the refrigerator over Thanksgiving, using cold water in the washing machines, and leaving lights off whenever possible. “[We encouraged] people to turn off their lights when they leave the room. I think that some of the key areas where we kept the lights off were the bathrooms, definitely,” he said. “The hallways we had dimmer. On the first floor, we kept the lights off completely unless they were needed.” He said he was impressed by the commitment and dedication his fellow Knott residents had to the competition. “Throughout this whole month I’ve only seen people using the elevator a few times, and pretty much everyone was on board with it,” he said. “Sometimes people would even be in the room with the lights off.” Despite the significant strides students have taken to conserve energy over the last month, Novick said it is important to continue the same energy-saving practices into the future. “Students can cut down energy consumption by sharing a refrigerator with a whole suite, and by keeping appliances unplugged when they’re not in use, like chargers, stereos, TVs and game systems,” she said. “Clothes dryers also take a lot of energy so hang-drying clothes is a great way to save energy.” Novick said the plastic water bottles found everywhere on campus are wasteful, and that students should switch to reusable bottles. “People have gotten so used to carrying around plastic water bottles,” she said. “The truth is that bottled water is not any healthier than tap water, typically. Mostly, it’s just filtered tap water and it’s tremendous amounts of plastic.” With Christmas lights and decorations covering campus during the holiday season, Novick said The Office of Sustainability has worked to inform students, faculty and staff about how to decorate using less energy. “We started last year working with offices on reducing the energy of Christmas lights,” she said. “We visited offices all across the campus and offered them free timers so that their tree lights would turn off automatically at night.” This year, she said the Office of Sustainability will focus on reducing energy use in dorms. She especially advised using LED Christmas lights. “If a dorm has a big communal display, that’s a great opportunity to use a timer … you have a big opportunity to save energy,” she said. “We’d like to visit the dorms during December and offer them timers.” She also said opportunities exist for “green” Christmas decorating — it just might take a bit of creativity. “One thing that I saw in Cavanaugh last year is that in order to encourage people to celebrate without energy, they had a green decorating contest, [and] encouraged people to decorate without electricity and to use recycled materials A lot of the dorms were really beautiful. There are opportunities to have alternative decorations,” she said. Novick said for widespread energy conservation to occur, a cultural change is needed. College campuses like Notre Dame, she said, could be a good place to start this type of change. “I think that campus communities are such a great living laboratory for creating cultural change,” she said. “When people do stuff together on a campus, they can see the results. It gets [them] a lot more excited.” Stewart said he sensed excitement about change even within the smaller Knott environment. “I think a huge thing in this whole energy competition was bringing everyone together,” he said. “I also think the [unity] this brought about will carry through. [We know] if we all come together as a dorm we can accomplish some pretty significant things.” Novick said sustainable living does not mean living with less, it simply means being more aware on a day-to-day basis. “Sustainability is not about living without things that make [you] happy, it’s about being more conscious about the choices [you] can make,” she said.
38SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Will Rose Will Rose is the Director of Marketing at Newtek Business Services Corp. Previously at Newtek, he held the position of VP of Alliance Systems, where he managed software development and … Web: www.newtekone.com Details While Silicon Valley likes to focus on how the next startup will “disrupt” an entire industry, most of the exciting new trends in business technology are actually attempting to do the opposite – help industries become leaner, more secure, and better equipped to scale. The biggest challenge, then, for most organizations, particularly those who are not technology companies themselves, is where to start. Here, we will explore two significant IT trends that your credit union should at least be aware of, and how they might help your credit union in the areas of cost reduction, security, risk management and, more importantly, how they can better position your credit union to succeed in today’s ultra-competitive marketplace.Desktops as a Service (DaaS)Over the past thirty years, no other technology trend has been more transformative than the desktop computer. Try to imagine any business operating today without desktops; even the most blue-collared corners of our economy still depend on computing and the software it powers.But let’s also think about some of the major pitfalls of owning and operating desktops in the modern work environment. For one, there is the capital expense to purchase the hardware and all the necessary software. Then there is the ongoing maintenance, security updates, troubleshooting, and failed components. More importantly is the constant security threat. We all know by now how vulnerable every internet-connected computer is to hacking, viruses, and other cyber threats. The challenges of managing an office full of traditional desktops include:Enabling secure mobility to your workforce.Upgrading operating systems and other software.Maintaining hardware needs with tight IT budgets.Desktop as a Service, or “DaaS”, which is not a new technology, but a technology development that has become, more recently, a cost-effective option. Daas takes the computing and storage element out of your office, virtualizes it, and houses it in a more manageable, centralized location — typically in a secure data center.DaaS provides more freedom for users in device choice and connectivity, without exhausting your credit union’s bandwidth; there is no hardware and less software to purchase or manage; your users’ apps, data, and personalized desktops live in “the cloud”; and security, support, and compliance are easier to achieve. Additional benefits include:Lower and predictable costs, based on the number of users you have.Business continuity, with backup and recovery capabilities baked right into the offering.More mobility: users can securely access their desktop anywhere they have an internet connection.Bottom line: moving your office desktops to the cloud will empower your IT team to control costs and keep your credit union more secure, while also giving your workers more flexibility in terms of accessing their data and apps no matter where they are located.Disaster Recovery as a Service (DRaaS)If your network or systems experienced a catastrophic event and became unavailable for an extended period of time (such as over 48 hours), what would happen to your credit union? Fallout from such an event could be as simple as the loss of a day’s productivity to more long-term damage that may include a dent in member confidence in your credit union. Worse: could your credit union suffer a complete or partial (and unrecoverable) loss to your critical business or member data?As organizations become more dependent on digital data and assets for all aspects of the operation, from customer databases to financial data, serious planning to ensure those digital assets are secure and recoverable becomes critically paramount.The great news for a growing swath of businesses and organizations today is the accessibility of more affordable disaster recovery solutions for organizations that do not have the benefit of an enterprise-sized IT budget.Fundamentally, a true disaster recovery solution would require that data is backed up and/or simultaneously housed in a secondary geographic location. Because of this, major challenges include:Investing in multiple facilities – there is a significant cost and effort to operate a secondary physical recovery facility.Doing it on your own – IT’s focus is taken away from core tasks that add value to the organization.Disaster Recovery as a Service, or “DRaaS”, allows you to cost effectively outsource your disaster recovery point of presence to a specialized provider – a provider that has already made the significant investments to build out a facility and hire the qualified professionals needed to support such a solution. Benefits of DRaaS include:Predictable costs – a fixed monthly cost makes budgeting and scaling much easier.Maximized IT resources – your IT team can focus on core tasks instead of managing a facility or secondary infrastructure.Improved compliance – selecting a DRaaS provider with in-house compliance experts means you don’t need to hire the additional high-cost staff.The important thing to keep in mind when considering either DaaS or DRaaS is that these are not out of the box products. These are, rather, solutions that are developed and managed by what are known as “Managed Technology Providers”, who have invested in the necessary infrastructure and expertise to help organizations leverage technologies that have previously only been accessible to enterprise-sized organizations.Final Thoughts: Do Your Due DiligenceIt goes without saying, you can’t trust just anybody with your critical data and digital assets. When doing your due diligence for selecting a IT provider, ask the following:Can you visit their data center facility to inspect their operations and security?Can you view their financials to ensure the provider will be around for the long haul?How long has the provider been in business, and what experience do they possess?What security and compliance requirements and/or audits can they meet or exceed?Will the provider consult, strategize and plan your solution?Ultimately, if your credit union wants to reduce costs, be more competitive, and minimize security risks, look for providers that will empower your credit union to take advantage of enterprise-level technologies without having to build and manage it all on your own.
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The report says that if the cow had not died of mastitis, it would have shown signs of BSE in another 3 to 6 months. Canada announced in June that it would ban potentially infective cattle parts (specified risk materials) from all animal feeds, not just ruminant feeds. That ban is to take effect in July 2007. “The procedural error associated with the 16% Heifer Grower ration makes that feed the most likely source of infection,” the agency said. The government also said the cow involved died of mastitis, not BSE. The animal was showing no outward signs of BSE at the time of death, but was tested because it met other criteria for BSE testing, the Canadian Food Inspection Agency (CFIA) reported. The batch of potentially contaminated cattle feed, intended for heifers, was delivered to the farm where the cow in question was being raised and was used there, the CFIA said. The agency said an enforcement investigation is under way. The CFIA said it has increased its inspection and enforcement efforts related to the feed ban in the past year, adding about 115 staff members in those areas. In 2005, Canadian and US Department of Agriculture officials reviewed and confirmed the effectiveness of Canada’s feed ban, the agency said in a news release. See also: Investigators found 172 cattle that were born or raised on the same farm as the infected cow and might have had the same feed, the CFIA reported. Most of these were confirmed to have died or been slaughtered previously, but 38 were found still alive and were subsequently euthanized and the carcasses burned. Four other live animals have been quarantined temporarily to allow for calving or collection of valuable genetic material and will be destroyed later. CFIA investigation report The case, reported Jul 13, was in an Alberta dairy cow born in April 2002, years after Canada’s 1997 ban on feeding of cattle parts to cattle and other ruminant animals. Because of this, the CFIA had said the cow’s feed history would be the main focus of its investigation of the case. Investigators found generally good compliance with the feed ban at all levels, the CFIA said. However, a review of records at one feed mill showed that equipment was used to process feed for nonruminant animals and then was used to process one batch of cattle feed without being cleaned in between. The feed for nonruminants contained materials banned from cattle feed. “Nonetheless, the extremely small infective dose of BSE means that even very limited opportunities for contamination may permit periodic cases,” the agency said. “The emergence of such cases is common to almost every country reporting the disease.” Aug 25, 2006 (CIDRAP News) A procedural error at a feed mill might have resulted in contamination of cattle feed with banned materials and caused Canada’s seventh case of bovine spongiform encephalopathy (BSE), or mad cow disease, the Canadian government said yesterday.
Competitiveness of the tourism industry “for 2019 Given the emergency situation related to the COVID-19 pandemic affecting the country, the Ministry of Tourism reports that the funds earmarked for the implementation of the program “Competitiveness of the tourism industry” for 2020 are redirected to implement liquidity measures for entrepreneurs in the tourism sector. Namely, the Ministry of Tourism and the Croatian Bank for Reconstruction and Development concluded an “Agreement on Business Cooperation in the Implementation of Liquidity Measures for Entrepreneurs in the Tourism Sector”, which enabled the approval of HBOR’s direct interest-free loans. Find out more about the “Agreement on business cooperation in the implementation of liquidity measures for entrepreneurs in the tourism sector” HERE Up to HRK 600 million is available, and the funds are intended for subsidized lending to micro, small and medium-sized enterprises with registered accommodation activities (hotels, resorts, camps, other accommodation), food and beverage preparation and serving activities (restaurants, catering, other preparation activities) and food service), rental of water transport vehicles and travel agencies and tour operators. Furthermore, the MINT points out that all beneficiaries of the “Competitiveness of the Tourism Economy” program for 2019 are informed that the submission of Final Reports for co-financed projects in 2019 is postponed until further notice, while information on new deadlines will be published on the Ministry’s website. tourism.
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The home at 13 Barron St, Gordon Park.LOW stock levels are pushing up home prices in Gordon Park with a four-bedroom house on an average block recently selling under the hammer for $915,000.The two-level Queenslander on 405sq m at 13 Barron St, Gordon Park sold to a young professional couple at auction on August 26 after three bidders actively competed for the property.The bidding stalled in the mid $800,000s, then off-floor negotiations saw the price rise to $880,000 before the home eventually sold at its reserve.More from newsFor under $10m you can buy a luxurious home with a two-lane bowling alley5 Apr 2017Military and railway history come together on bush block24 Apr 2019Inside 13 Barron St, Gordon Park.Selling agent Garry Jones of McGrath Estate Agents Wilston said the buyers, who were renting locally, were attracted to the property because of the dual living layout and seamless living, kitchen and deck areas.Mr Jones said the fully renovated home attracted 68 inspections during the campaign.“I genuinely think continuing lower stock levels has bolstered prices in the suburb,” he said.“I think the realisation of convenience in Gordon Park is becoming broadly acknowledged and that’s really adding to the interest levels.”Mr Jones said the entry level market in the suburb was very competitive among buyers.