Read Full Story It’s one thing to understand the public health implications of scientific evidence.It’s quite another to use that information to successfully implement real public health improvements.The challenge of leaping from theory to practice has prompted the creation of new programming, offered through the Harvard School of Public Health’s Center for Public Health Leadership, that will form the backbone of an interdisciplinary leadership concentration. The new program will be fully introduced in fall 2012.The new offerings include a seminar in which students can assess their leadership styles; an advanced leadership seminar series featuring experts who study leadership as a discipline; a new course on leadership in teams; and a day-long workshop with the intriguing title “The Secret Lives of Groups,” which gives participants outside-the-box opportunities to learn about group dynamics.Also new this fall are opportunities for students to help administer “FastTrack” programs in public health settings. FastTrack is a rapid-cycle method of organizational improvement typically used in businesses.“There are three main approaches to teaching leadership,” said John McDonough, director of the Center for Public Health Leadership and professor of the practice of public health at HSPH. “One way is to teach theory. Another way is to expose students to leaders. And the third way is to help students figure out their inner journey, to ask them, ‘What is it in you that strengthens you and gives you the capacity to be a leader? And what holds you back?’”The new programming is aimed squarely at the “inner journey.” The goal, said McDonough, is to create “a robust avenue for students who want to take that journey.”Students give the new programming a big thumbs-up.Unconventional WorkshopHSPH student Shaniece Criss, who’s working toward a doctor of science in society, human development, and health, said participating in the group dynamics workshop gave her a chance to try some novel activities. The unconventional workshop, held in mid-October, brought together 30 HSPH students and 30 Harvard Kennedy School students for a full day—with literally no agenda.Consultants encouraged the participants to focus on things such as who took leadership roles in the groups and why; which voices got listened to and which didn’t; and what propels the work of groups, and what slows it down.Participants were also encouraged to evaluate their own leadership styles.Even with no agenda, Criss said, some participants emerged as leaders while others hung back. The consultant helping to run her group gave minimal direction but would sometimes interject a comment, such as “Notice who’s taking the lead” or “Why are some people in the group being listened to more than others?”The day often felt uncomfortable, Criss acknowledged. But she said the group prompted her to think about things she wouldn’t normally think about—like why she may or may not have felt the need to speak at a particular time, or why certain people were not speaking.Another group workshop participant, HSPH student Angela Crane, said she learned she doesn’t always have to be the extrovert in a group to be an effective leader. “It made me realize it’s the quality of what you say that’s important, not the quantity,” said Crane, who’s working toward a master’s degree in public health in society, human development, and health.Teamwork RequiredCaitlin Taylor Reiche, a master’s student in health policy and management at HSPH, is involved with FastTrack projects at both the Dana-Farber Cancer Institute and Mass General Hospital in Boston. Both projects require people from different departments within each organization to agree on strategies to change certain systems or procedures—within just 90 days.For the Dana-Farber project, Reiche is working on ways to reduce the current four- to six-month wait for treatment at Dana-Farber for African American patients from a local health center with suspected malignancies. At Mass General, she is working to improve assessment and treatment for hepatitis C patients at the hospital’s Charlestown, Mass. clinic.Reiche, who worked for a large management consulting firm last summer, said, “I thought management consultants did things quickly. But this is really quick.” Thanks to the hands-on experience with FastTrack, Reiche is confident she can incorporate elements of the strategy in her future work.In the new course on leadership in teams, students learn ways to work effectively in teams, set agendas, and resolve disputes. Then, focusing on a particular public health issue, they meet with actual community representatives—say, from the Boston Public Health Commission or from the city’s public schools or from parent groups—to learn about different perspectives on the problem. Then the students regroup, representing the viewpoints of their respective stakeholders, and try to fashion a solution. The class is taught by a team that includes McDonough; Roderick King, public health leadership fellow at HSPH and instructor in social medicine at Harvard Medical School; William Bean, HSPH instructor; and Michael McCormack, director of practice in the HSPH Office for Educational Programs.Nancy Turnbull, senior lecturer on health policy and associate dean for educational programs, said the class, the workshop, the self-assessment seminar, the leadership seminar—all are crucial to advance the cause of public health.“HSPH’s educational mission is to train leaders who can help make the world healthier,” she said. “Training in the science and skills of leadership is an essential part of that education.”–Karen Feldscher
Read Full Story Amidst the patchwork nature of Medicaid expansion in the U.S. under the Affordable Care Act (ACA), some have worried that low-income adults in states without expanded coverage might move to states that have chosen to expand—thus placing a financial burden on those states. But a new Harvard School of Public Health (HSPH) study finds little evidence of such cross-state migration.“Though many states have not opted in to the ACA Medicaid expansion, they may decide to do so in the future. Our study can inform these decisions by showing what happened when states implemented similar public insurance expansions in the past. We found no evidence that these states became so-called ‘welfare magnets,’ attracting low-income individuals from other states,” said lead author Aaron Schwartz, a doctoral candidate in health policy at Harvard.The study was published in the January 2014 issue of Health Affairs—and was one of several in the issue co-authored by Harvard School of Public Health researchers.
Harvard Graduate School of Design’s (GSD) primary campus building, Gund Hall, will undergo a significant transformation, bringing it into the 21st century as a center of design education and innovation. The proposed expansion would include new space to be integrated into the heart of the School’s existing structure. The reimagined facility will embody the School’s visionary and cross-disciplinary work at the intersection of design, pedagogy, research, and practice.The GSD has selected the Basel-based architectural firm Herzog & de Meuron, design consultant, and New York-based Beyer Blinder Belle (BBB), architect of record, to design the expansion.As a global leader in each of its fields, the GSD is redefining the future of design as a response to increasingly complex issues faced by cities and ecologies, people and places around the world. This innovative approach involves a cross-disciplinary collaboration among the School’s departments of architecture, landscape architecture, and urban planning and design, as well as its doctor of design, doctor of philosophy, master in design studies, and master in design engineering degree programs. This approach also represents a deepening engagement with other academic fields, including medicine, business, government, public health, and the humanities, and degree programs with Harvard’s John A. Paulson School of Engineering and Applied Sciences and T.H. Chan School of Public Health. This, along with the growth of the School, has expanded the scope and purpose of the GSD’s pedagogy and mission.“The GSD’s groundbreaking collaborations with theoretical and applied disciplines, and other professional Schools at Harvard, bring collective expertise to bear in addressing the most pressing social and environmental challenges of our time through design innovation,” said GSD Dean Mohsen Mostafavi, Alexander and Victoria Wiley Professor of Design. “Herzog & de Meuron and BBB have carefully studied and observed the School’s many qualities and characteristics, and they have a bold design vision for the GSD and its engagement with other disciplines and professional Schools across Harvard, and for its impact on the world. We are excited to collaborate with both firms on the creation of an important and dynamic center for design innovation here at the GSD.”The proposed space will encourage new forms of cross-disciplinary collaboration by creating an anchored point of intersection among the School’s current studio workspace (known as “the trays”), faculty and departmental offices, seminar rooms and classrooms, research library, production and fabrication facilities, and new interior spaces designed for informal meetings, social gatherings, and public programs. The addition is expected to add only a minimal amount to Gund Hall’s physical footprint, eliminating the need for additional land and preserving the School’s green space and basketball court.“Since the 1980s we have been in close contact with Harvard GSD for teaching and research projects,” said Jacques Herzog and Pierre de Meuron, founders and senior partners of Herzog & de Meuron. “We’ve met several generations of professors, staff, and students. We learned from the talent and excellence of many of those people from across the world. Also, we have always admired the intellectual spirit and free-thinking atmosphere of the School, with its mythic Gund Hall building. We envision transforming this building by excavating, adding, and connecting spaces that will support communication and exchange within the GSD community. We are very excited to be awarded this project, and look forward to working with all our friends and dear colleagues in the years ahead.”The space will encourage new forms of cross-disciplinary collaboration using the School’s current studio workspace (known as “the trays”) as its anchor point. Courtesy of Harvard GSDBBB and a series of consultants will collaborate with Herzog & de Meuron to design the project, to which both firms bring significant institutional experience. BBB’s work at Harvard spans more than 14 years, including the recent renewal of Winthrop House and Adams House. Herzog and de Meuron have previously taught studios and presented a number of public lectures and exhibitions at the GSD over the past three decades.“We are excited to continue our work on Harvard’s campus, and to be partnering with Herzog & de Meuron. The Gund Hall project goes beyond expansion, to revisioning a building that is both professionally important and personally meaningful to us as designers,” said Elizabeth Leber, a partner at BBB. “It resonates with our firm’s philosophy of sustainable transformation of existing buildings to adapt to many types of change.”The architects were selected through a two-stage process organized by Harvard University. The designer selection committee included GSD faculty and staff members, together with University-appointed design advisers. Concept and schematic design development for Herzog & de Meuron’s proposal has commenced and will continue through the summer, and is anticipated to be completed this fall. The launch of the expansion was made possible by a generous gift by Ronald M. Druker. The GSD will work to secure further philanthropic support for this proposed project.Designed by Australian architect and GSD graduate John Andrews, Gund Hall opened in 1972. The facility offers a stimulating environment for the School’s 900-plus students, 100 regular and 70 visiting faculty, and 150 staff, and includes studio and office areas; lecture and seminar rooms; workshops and darkrooms; an audiovisual center; computer facilities; a cafeteria; a project room; Piper Auditorium; and Frances Loeb Library.The yard area is used for outdoor activities; as an exhibition area for class projects; and as the setting for Commencement ceremonies. The central studio space extends through five levels under a stepped, clear-span roof that admits natural light and provides views toward Boston. The dramatic facade and extensive glass surfaces make an eloquent statement about the design excellence and professional creativity for which the School is known.
Comcast Cable,Comcast, Vermont’s leading provider of entertainment, information and communications products and services, today announced that Tuck Rainwater has been named Director of Government and Community Relations for Comcast in Vermont. In this newly-created role, Rainwater will be responsible for interacting with state and local officials and will work with the Department of Public Service on behalf of Comcast. He will also take the lead on overseeing Comcast’s cable franchises, compliance and access management organization relationships across the state. Furthermore, Rainwater, a longtime resident of Vermont, will serve as the local Comcast representative for the company’s community investment activities. ‘Tuck brings an incredible amount of experience and expertise to his role,’ said Mary McLaughlin, Senior Vice President of Comcast’s Western New England, which includes Vermont. ‘In addition, he is passionate about his involvement in and commitment to the Vermont community, which makes him a valuable asset to the team and aligns with Comcast’s focus on giving back to the local communities we serve.’ ‘I am excited about this new opportunity and look forward to leading Comcast’s government and community relations efforts throughout the state,’ said Rainwater. Rainwater most recently served as a government and political affairs consultant with Sirotkin & Necrason in Montpelier, Vermont, where he advised clients on legislative action relating to regulated entities, including telecommunications, cable television, Internet, electrical grid, energy efficiency and telephone services. In 2006, he managed Vermont Democratic gubernatorial challenger Scudder Parker’s campaign. Rainwater also spent time as an Operations Director and Interim Executive Director for Jazz at the Bistro, a non-profit jazz venue that was part of an urban redevelopment arts district in St. Louis, Missouri. Rainwater is actively involved in the community, currently serving on the Board of Directors for The Boys & Girls Club of Burlington, the Vermont League of Conservation Voters in Montpelier and The Institute for Global Ethics in Rockport, Maine. Rainwater earned both Bachelor of Science and Bachelor of Arts degrees from Principia College, where he received the highest honors in both Biology and Mass Communication. He also received his Juris Doctor (cum laude) and Master of Studies in Environmental Law (magna cum laude) from Vermont Law School. He resides in Shelburne, VT with his wife and three children.About Comcast CorporationComcast Corporation (Nasdaq: CMCSA, CMCSK) (www.comcast.com(link is external)) is one of the nation’s leading providers of entertainment, information and communications products and services. Comcast is principally involved in the operation of cable systems through Comcast Cable and in the development, production and distribution of entertainment, news, sports and other content for global audiences through NBCUniversal. Comcast Cable is one of the nation’s largest video, high-speed Internet and phone providers to residential and business customers. Comcast is the majority owner and manager of NBCUniversal, which owns and operates entertainment and news cable networks, the NBC and Telemundo broadcast networks, local television station groups, television production operations, a major motion picture company and theme parks.SOUTH BURLINGTON, VT ‘ (July 5, 2011) ‘Comcast
FacebookTwitterLinkedInEmailPrint分享Louisville Courier-Journal:Nine years into their effort to build two new nuclear reactors, SCANA and Santee Cooper officials were confronted this summer with a painful reality: billions of dollars from ratepayers had taken them only so far.Newly-obtained emails, letters and other documents show: Finishing the project would require at least 23 million man hours of additional work. The project would cost $13 billion more than the initial budget called for in 2009. It would take four to six more years than what SCANA told state utility regulators last year.These and other revelations are in documents The Post and Courier obtained from Santee Cooper through a Freedom of Information Act request.Taken together, they reveal a behind-the-scenes story of frustration and uncertainty. They show how officials papered over these problems in public, and the documents raise fresh questions about why it took so long for SCANA and Santee Cooper to realize the seriousness of their project’s problems. Or for state regulators to question the project’s obvious shortcomings.Long before it turned into a boondoggle, the VC Summer plant was supposed to herald a nuclear renaissance.SCANA and Santee Cooper had hired Westinghouse, which had long touted its reactors as “the safest and most economical nuclear power plant available.”With two new reactors next to the existing one at VC Summer, SCANA and Santee Cooper hoped to generate decades of electricity practically free of carbon emissions.More: Documents: Failed South Carolina nuclear project was years and millions of hours away from completion New Details on Abandoned V.C. Summer Nuclear Project Show Its Developers ‘Papered Over’ Problems While They Charged Ratepayers Billions
continue reading » ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr Google confirmed yesterday that sometime next year, it would be offering checking accounts to consumers using mobile platforms. This in and of itself would be big enough news, but as the New York Times reports, one of the “banks” it is teaming up with is Stanford Federal Credit Union. By the way, is it asking major news outlets too much to delineate between credit unions and banks?Stanford FCU is based in the Bay Area in California. It has $2.8 billion in assets and close to 71,000 members. It is a multiple common-bond credit union primarily serving the educational community. In the press release announcing the partnership with Google, the credit union’s CEO suggested “credit unions across the country can benefit from this type of innovative partnership.” In other words, Stanford has not figured out a way around field of membership restrictions. It is, however, getting a high-profile advertisement for the new product by joining up with Google so soon.The accounts to be offered will reportedly have special features such as budgeting capabilities, but Google was suspiciously vague as to what features will ultimately be included with the accounts. Additionally, Google announced that it would not share the financial information it receives with third parties, but that’s a lot like Saudi Arabia announcing that it won’t share its oil. The value to Google is in the data that it will use to offer even better analytics on banking and who knows what else.
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York A 73-year-old woman and her 96-year-old mother were killed in a car crash in Selden over the weekend.Suffolk County police said Marie Sanacore was driving a Nissan Altima eastbound on Middle County Road when her car collided with a an Audi S4 that was making a left turn at the corner of Adirondack Drive at 5 p.m. Saturday.Sanacore was pronounced dead at the scene. Her mother, Nellie Furino, was taken to Stony Brook University Hospital, where she died shortly later. Both women were from Coram.The other driver and her passenger were treated for non-life threatening injuries.Sixth Squad detectives impounded both vehicles, are continuing the investigation and ask anyone with information on this crash to call them at 631-854-8652.
– Advertisement – During that his period, the company was able to make use of Alibaba’s e-commerce expertise and logistics scale to shift its sales to the internet.Tapping on livestreaming- Advertisement – In the aftermath of the coronavirus pandemic, China’s consumers are spending less time on the shopping process — but they’re spending more money than before, according to a CEO of an Alibaba-owned company.Chinese shoppers are particularly willing to pay a lot of money on luxury goods and cosmetics, Chen Xiaodong, CEO of InTime, said Tuesday. His remarks came during CNBC’s annual East Tech West conference, which is being held this year both remotely and on the ground in the Nansha district of Guangzhou, China.InTime is one of the largest department store operators in China and was acquired by tech juggernaut Alibaba in 2017.- Advertisement – Chen Xiaodong, VP of Alibaba and CEO of InTime speaks with CNBC’s Arjun Kharpal at the opening remarks of the CNBC East Tech West conference in Nansha, Guangzhou on November 17, 2020 in China.Zhong Zhi | Getty Images InTime used Alibaba’s livestreaming platform, Taobao Live, to increase the number of streams where viewers had the option to directly place orders on Intime’s online store. Several thousand sales associates from the physical stores were said to have been registered as livestreaming hosts to facilitate the streams.Chen explained that InTime was already tapping into the trends around online shopping such as livestreaming before the pandemic hit. The virus merely sped up “the digitalization procedure for the physical stores,” he said.With the pandemic now relatively under control in China, customers are slow to return to physical stores due to safety considerations, Chen explained. He added that sales have recovered from a year ago and about 20% of it is coming from the internet at the moment.Still, InTime has no plans to push customers in any one direction — either to the physical stores or the online store. It depends on people’s habits, according to Chen. But he pointed out that livestreaming had its benefits where a sales associate could potentially serve a thousand or 10,000 people concurrently through the stream whereas in the physical store they can only serve a handful of customers at any given time.“So, it’s very convenient,” Chen said.China’s retail sales for October continued on an upward trajectory, rising 4.3% year-on-year as more consumers opened up their wallets. Though the figure missed analysts’ expectations, it was still growing at a faster pace than September’s 3.3% increase. “Consumer intention is still there. The people want to spend more money compared with last year but the time they spend on a shopping journey (has shortened),” he told CNBC’s Arjun Kharpal at the opening remarks of the conference.Earlier this year, InTime temporarily shut 65 of its stores for a number of weeks as China went into lockdown to tackle the pandemic. – Advertisement –
As Sara Foss moderated the movie “1984” shown in the GE Theater soon after the election, she might have predicted what could happen under a Trump presidency. There’s evidence that what happens in the book and movie is happening in our country. For example, the president’s FCC policies allow corporations to legally buy multiple TV and radio stations as a way to influence people toward the way he thinks. The president touted that the Sinclair Corp. provides more reliable news than any other news outlet. The corporation is directing its newscasters to use a script in line with the president’s belief system. The book and movie “1984” tell the story of what happens when the state, in our case the president and Congress, urges the media to deliver beliefs it wants the people to buy into. The last holdout in the story finally gives in and proclaims that two plus two equals five. No one believes that two plus two equals five, but there are other real facts this administration is pushing away as it attempts to replace them to change people’s sense of what is really going on. See the movie or read the book for the full story, which is in the process of unfolding before us in our own country.Bill ShapiroNiskayunaMore from The Daily Gazette:EDITORIAL: Find a way to get family members into nursing homesEDITORIAL: Beware of voter intimidationEDITORIAL: Urgent: Today is the last day to complete the censusNiskayuna girls’ cross country wins over BethlehemEDITORIAL: Thruway tax unfair to working motorists Categories: Letters to the Editor, Opinion
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