BYU Men’s Basketball’s Yoeli Childs Named To Karl Malone Award Watch List

first_imgOctober 17, 2019 /Sports News – Local BYU Men’s Basketball’s Yoeli Childs Named To Karl Malone Award Watch List Tags: Beehive State/Deandre Ayton/Georges Niang/Johnathan Motley/Karl Malone Power Forward of the Year Award/Montrezl Harrell/Yoeli Childs/Zion Williamson FacebookTwitterLinkedInEmailSPRINGFIELD, Mass.-Thursday, BYU men’s basketball senior forward Yoeli Childs has been named to the watch list for the Karl Malone Power Forward of the Year Award for the second consecutive year.This honor, now in its sixth year, recognizes the top power forwards in Division I men’s college basketball.Childs, who averaged 21.2 points and 9.7 rebounds per game last season, while netting 17 double-doubles in 2018-19, is the only representative from a school in the Beehive State on the list.Childs was named to the all-West Coast Conference first team and the NABC and USBWA all-district first teams last season.Childs currently ranks 14th in program history in points (1,609), ninth in field goals made (626), fifth in rebounds (882) and fifth in blocks (142).Previous winners of the Karl Malone Award include Zion Williamson of Duke (2019), Arizona’s DeAndre Ayton (2018), Johnathan Motley of Baylor (2017), Iowa State’s Georges Niang (2016) and Montrezl Harrell of Louisville (2015). Written by Brad Jameslast_img read more

LARKIN, IRENE

first_imgA funeral mass was offered Jan. 26 at St. Anthony’s Church for Irene Larkin, 81, a resident of Jersey City. She passed away Jan. 21. She was a lifelong parishioner and active participant at St. Anthony’s of Padua church, also having served as secretary to both St. Anthony’s church and grammar school for many years. She was also a member of St. Anthony’s Rosarians and Senior Citizens. She was predeceased by her husband James Larkin; she is survived by her daughter Patricia and her husband John Supino; her son James Larkin and his wife Carolyn; grandchildren Catherine, Thomas, Charlotte Larkin, and Allison & Dylan Supino; sister Florence Meneghin; sister-in-law Midge and Frank Rovito; and many nieces and nephews.Services arranged by the Michalski Funeral Home, Jersey City.last_img read more

Dobbie back to Délifrance as it grows speciality arm

first_imgDélifrance UK has reappointed Ian Dobbie as MD, as it moved to complete the purchase of the speciality bakery companies Le Pain Croustillant and Sofrapain from Premier Foods.Dobbie, who resigned as MD of Délifrance UK in October 2008 to head up ingredients company British Bakels, has returned to oversee the integration of Le Pain Croustillant, once it has been purchased from Premier Foods. The deal to buy the two companies is expected to be completed within the next two months.Premier confirmed in its recent trading update that it had received an offer of around £8m for the companies from Délifrance’s French parent company Nutrixo. Le Pain Croustillant employs around 600 people and supplies retailers and foodservice custo-mers with speciality bread from a bakery in Southall, London, while Sofrapain’s 400 employees produce frozen speciality bread and Viennoiserie for retailers in France and the UK at three bake-ries in France. Délifrance UK, with 140 staff, has two bakeries in Leicestershire, supplying foodservice and retailers with a full range of bread and Viennoiserie.”This is a fantastic and exciting opportunity,” Ian Dobbie told British Baker. “There is a good product and trade fit between Délifrance and the two firms – they complement each other well.”British Bakels said it was “sorry to lose Ian, but recognises the opportunity presented by the new company and fully understands his decision to take it”. He has been replaced by Ade Abass, who takes the position of general manager. Previously financial controller, Abass joined British Bakels in 2002, leading the recent £7m factory extension and implementing an IT system to integrate all areas of the business.In related news, Premier Foods has announced it has received a firm offer of E50m (£45.1m) from private equity group Cerea Capital for its Martine Spécialités business, the remaining part of its specia-lity baking group in France.last_img read more

News story: Lady Rachael Robathan and Natalie Campbell reappointed as Members to the National Lottery Community Fund board.

first_imgRachael RobathanFollowing a 20 year career in emerging markets investment management, Rachael Robathan has been a Councillor for Westminster City Council since 2010. Cabinet responsibilities have included adult social care, public health, housing and finance. Rachael has been a board member of the National Lottery Community Fund since June 2015 and is a member of the remuneration committee as well as the main board. She is also a director of Westminster Almshouses Foundation, a sheltered housing charity, as well as a governor of Francis Holland School and a member of the Metrobank Advisory Board.Natalie CampbellNatalie Campbell is an award-­winning businesswoman and HarperCollins author. She won the ‘Community Spirit’ award at the ‘Women of the Future Awards’ in 2016, an Evening Standard Entrepreneurial Spirit Award in 2017 and was recognised in the Management Today, 35 Women Under 35 and City AM Power 100 Women lists. In 2011 she co-founded A Very Good Company, a global social innovation agency that worked with brands like Virgin Media, Marks and Spencer and Channel 4 to drive social change. Natalie is a Civil Service Commissioner and board member of the London LEAP, the Mayor’s London Economic Strategy Board and the Old Oak and Park Royal Development Corporation.The roles are remunerated at £7,848 per annum. These appointments have been made in accordance with the Cabinet Office’s Governance Code on Public Appointments. The process is regulated by the Commissioner for Public Appointments. The Government’s Governance Code requires that any significant political activity undertaken by an appointee in the last five years is declared. This is defined as including holding office, public speaking, making a recordable donation or candidature for election. Rachael has declared that she has served as a local councillor for the Conservative Party at Westminster City Council since 2010. Natalie Campbell has made no such declarations.last_img read more

A step closer to tissue-engineered kidneys

first_img Engineered mini-kidneys come of age A glomerulus-on-a-chip could model patient-specific kidney diseases, guide therapeutic discovery Related Growing organoids under flow increases their potential for drug testing, regenerative medicinecenter_img Human stem cells model the kidney’s filtration barrier Every day our kidneys tackle the daunting task of continuously cleaning our blood to prevent waste, salt, and excess fluid from building up inside our bodies. To achieve this, the kidneys’ approximately 1 million minute filtration units, called glomeruli, first remove both waste products and precious nutrients from the bloodstream. Then, specialized structures known as the proximal tubules reabsorb the “good” molecules — glucose, amino acids, some vitamins, and electrolytes — returning them to the bloodstream.But the reabsorptive functions of the proximal tubules can be compromised by drugs, chemicals, and genetic and blood-borne diseases. Because our understanding of how these effects occur is still limited, researchers have been working to replicate proximal tubes and other kidney structures in the lab so they can better study their functions, screen drugs without testing on humans or animals, and ultimately use them as a foundation to engineer kidney replacements for diseased or damaged organs.To help study renal reabsorption, in 2016 Wyss Institute core faculty member Jennifer Lewis and her team — working within the institute’s 3D Organ Engineering Initiative, which she co-leads, and in collaboration with the Roche Innovation Center Basel in Switzerland — created a 3-D proximal tubule model in which fluids could be continuously streamed through the tubules.While that model removed molecules from the system, however, it lacked a functional blood-vessel compartment for picking up molecules again so they could be reabsorbed by the proximal tubules.This week, Lewis’ team has presented a solution to that problem: a 3-D vascularized proximal tubule model they created in which independently perfusable tubules and blood vessels are printed adjacent to each other within an engineered extracellular matrix. Their study is published in the Proceedings of the National Academy of Sciences (PNAS).“We construct these living renal devices in a few days and they can remain stable and functional for months,” said first author Neil Lin, a Roche Fellow and a postdoctoral fellow on Lewis’ team. These 3-D vascularized proximal tubules, Lin continued, demonstrate that the team’s multitissue constructs are indeed mature and functional. “[They] exhibit the desired epithelial and endothelial cell morphologies and luminal architectures, as well as the expression and correct localization of key structural and transport proteins and factors that allow the tubular and vascular compartments to communicate with each other,” he said.,As a first step toward testing drugs and modeling diseases, the team induced hyperglycemia, a high-glucose condition typical of diabetes and a known risk factor for vascular disease, into their model by circulating a fourfold-higher-than-normal glucose concentration through the proximal tubule compartment. “We found that high levels of glucose transported to endothelial cells in the vascular compartment caused cell damage,” said Kimberly Homan, a co-author of the study and a research associate in Lewis’ group at the Wyss Institute and the Harvard John A. Paulson School of Engineering and Applied Science (SEAS). “By circulating a drug through the tubule that specifically inhibits a major glucose transporter in proximal tubule epithelial cells, we prevented those harmful changes from happening to the endothelial cells in the adjacent vessels.”The team’s immediate focus is to further scale up their new model for use in pharmaceutical applications. “Our system could enable the screening of focused drug libraries for renal toxicity and thus help reduce animal experiments,” said Annie Moisan, a co-author and industry collaborator on the study, and principal scientist at Roche Innovation Center Basel. “I am thrilled by the continued efforts from us and others to increase the physiological relevance of such models, for example by incorporating patient-specific and diseased cells, since personalized efficacy and safety are the ultimate goals of predicting clinical responses to drugs.”“Our new 3-D kidney model is an exciting advance, as it more fully recapitulates the proximal tubule segments found in native kidney tissue,” said Lewis, who is also the Hansjörg Wyss Professor of Biologically Inspired Engineering at SEAS, the Jianmin Yu Professor of Arts and Sciences, and a member of the Harvard Stem Cell Institute. “Beyond its immediate applications for drug screening and disease modelling, we are also exploring whether these living devices can be used to augment kidney dialysis.” Currently, life-saving dialysis machines filter blood, but they are unable to retrieve from the filtrate the nutrients and other molecules that the body needs for many of its functions, which can cause specific deficiencies and complications down the line. Lewis and her colleagues believe that 3-D bioprinted vascularized tubules may lead to improved renal replacement therapies.“This study presents a significant step forward in human kidney engineering that enables human disease and drug-related studies to be carried out over extended periods of time in vitro,” said Wyss Institute Founding Director Donald Ingber, who is also a professor of bioengineering at SEAS and the Judah Folkman Professor of Vascular Biology at HMS and the Vascular Biology Program at Boston Children’s Hospital. “It also represents a major step forward for the Wyss Institute’s 3D Organ Engineering Initiative, which aims to generate functional organ replacements with enhanced functionalities for patients in need.”The study was also authored by present and past members of Lewis’ team Sanlin Robinson, David Kolesky, and Nathan Duarte. It was funded by grants from the National Institutes of Health, Harvard’s Wyss Institute for Biologically Inspired Engineering, a Roche Postdoctoral Fellowship, and a donation from the GETTYLAB.last_img read more

Amid darkening clouds, the best road forward

first_img The Daily Gazette Sign up for daily emails to get the latest Harvard news. The COVID-19 pandemic has slammed the brakes on the global economy, putting a number of industries — including higher education — in peril. Some colleges and universities fear for their very existence, but even those on more solid footing face tough financial choices. The Gazette spoke with Thomas J. Hollister, Harvard’s vice president for finance and chief financial officer, to learn more about the latest developments in how the coronavirus has affected the University’s finances, altered budgets in its Schools and Units, and left leadership with difficult decisions about the best way to protect the health of the community while preserving Harvard’s enduring mission.Q&AThomas J. HollisterGAZETTE: As Executive Vice President Katie Lapp wrote in a message to the community several weeks back, Harvard is facing significant financial challenges. The University’s revenue for this fiscal year is estimated to be $415 million less due to the COVID-19 pandemic, and next year, Harvard is projecting a $750 million revenue shortfall. Can you provide some more context for these figures?HOLLISTER: The COVID-19 pandemic and the corresponding economic downturn have disrupted every aspect of the University’s operations, and in turn reduced all sources of revenue. It’s important to underline that the $750 million projection for the coming fiscal year is an estimate. There are many unanswered questions that we, and our peers in higher education, just don’t know the answers to, such as how many students will enroll this coming year, when will they be back on campus, how much increased financial aid will they need, when will research resume, how will donations be affected, among many others that will affect the operating environment and University revenues. So, the $750 million estimate could end up being less than that, or unfortunately, it could be much more.GAZETTE: The state of the endowment, of course, has a lot to do with the University’s budgetary health. And as you’ve said before in this space, every penny of the annual distribution from the endowment is subscribed and utilized in support of Harvard’s mission. Can you give us a sense as to how this works?HOLLISTER: The endowment has been adversely affected by the economic downturn and the recent declines in the capital markets. As you mentioned, and contrary to the oft-voiced public opinion that the endowment is hidden away and unused, earnings from the endowment are distributed annually without fail and represent Harvard’s largest source of revenue for teaching, learning, and research.Moreover, a singular Harvard endowment does not exist; there are 13,000 individual endowments across the University, and earnings from these 13,000 endowed funds cannot be spent freely. Harvard has to honor each donor’s wishes through legally binding gift agreements that specify two inescapable fiduciary obligations: First, 70 percent of Harvard’s endowed funds must be spent on specific, donor-chosen restricted purposes, and second, 100 percent of Harvard’s endowed funds must distribute earnings annually and in perpetuity. This means that endowed funds are not savings accounts that can be all saved up for a rainy day, used for whatever is judged the most important purpose at the moment, or liquidated by choice. Think of the endowment as a collection of annuities, mostly restricted in purpose, whose annual distributions are affected by the capital markets and inexorably tied to the market value of the endowment. We cannot escape the fact that a lower market value for the endowment means less revenue for Harvard.Also, contrary to popular perception, Harvard does not have unlimited wealth. Harvard’s resources, whether measured in annual revenues or the endowment’s capacity to make distributions, are subject to the economy, capital markets, and the generosity of donors. As a reminder, during the 2008‒2009 recession, the endowment lost approximately 25 percent of its value, and distributions had to be cut approximately 20 percent.GAZETTE: What does this mean for the coming year’s endowment distribution and operating budgets for the Schools and Units?HOLLISTER: Harvard does not intend to be miserly on planned endowment distributions for the coming year, intending to distribute as much as it responsibly can. The total dollar amount will be 2 percent less than the current year, but depending upon how the stock market behaves, it is likely to be the largest in many years as a percentage of the market value of the endowment.GAZETTE: Can you talk a little about the special assessment that will come into play in the coming fiscal year?HOLLISTER:  Yes. Members of the Corporation recently voted a special assessment, which is a one-time assessment on the coming year’s distribution, with the proceeds to be used at the discretion of the deans of Harvard’s Schools to cover the unexpected and immediate costs of the pandemic, including room and board rebates and students’ moving costs, as well as expenses in the coming year to enhance the excellence of remote learning, provide increased financial aid, reopen and reconfigure labs, as well as many other steps across campus to create a protective public health environment for the community.So, although the endowment distribution across Harvard for FY21 will be 2 percent less than in FY20, the net effect is effectively 6 percent less to underlying fund beneficiaries, as the special assessment is about a 4 percent charge to begin to cover the pandemic-related costs.GAZETTE: Harvard has invested significantly in protections for its workforce in the short term, guaranteeing pay to workers who may no longer have work to do based on the move to virtual learning through June 28. But the revenue declines are massive. The University will undoubtedly need to make tough decisions as the pandemic’s economic impact grows. Already, Harvard has instituted a hiring and salary freeze, while limiting discretionary spending and freezing many of its capital projects. Lapp’s recent letter said that furloughs and layoffs may have to be considered. Can you provide some further context for how this, or other difficult decisions related to the University’s finances, might play out?HOLLISTER: An immutable and inescapable financial reality for any organization is that the outflows of money must match the inflows. Harvard’s inflows in the form of revenues have been sharply curtailed during the current pandemic, and so our outflows on spending must soon be similarly curtailed. A second financial reality is that resources are never limitless, and contrary to what some imagine, Harvard is no exception. Unfortunately, these two realities mean that we cannot do what everyone wants; choices are necessary; and more difficult decisions will need to be made.Already, we’ve seen peer institutions forced to suspend retirement contributions for their employees, as well as the announcement of furloughs and layoffs. The very existence of some colleges and universities is seriously threatened. Harvard’s Schools and Units have already instituted a host of cost-saving measures to help manage against the revenue losses we are projecting. You’ve mentioned many of those, all of which we’ve undertaken prior to considering any workforce actions, but furloughs and/or layoffs may be necessary. As Executive Vice President Lapp wrote in her letter, Harvard is committed to limiting the extent of any workforce actions.GAZETTE: Throughout all of this, University leadership has continued to reference Harvard’s core mission to teaching and scholarship. How can we continue to invest in this mission during such challenging times?HOLLISTER: I’ve previously mentioned that we extensively interviewed community members who were involved across Harvard in the ’08‒’09 recession and learned that when tough decisions had to be made, the community took solace and pride when teaching and research were placed at the top of the priority list. These core activities are at the top of the priority list now.One advantage that Harvard has, beginning with the School deans, is an extraordinary group of talented leaders across its Schools who are accustomed to making local resource decisions in the best interests of their respective missions. In this respect, Harvard’s decentralization is a real plus, as it allows for decision-making based in the specific needs of its individual Schools.On the other hand, the University is committed to One Harvard, and it’s critical in difficult times such as these to have principled leaders who share clear priorities. We’ve seen this in the University-wide leadership, from President [Larry] Bacow, Provost [Alan] Garber, and from EVP Lapp, that first and foremost, Harvard is devoted to ensuring the health and safety of its community members, and secondly, to preserving the integrity of its mission to teaching and learning. The road ahead will be difficult, but I am hopeful that Harvard will find the best path forward thanks to the leadership of our deans, and the countless contributions of faculty and staff to carry on and sustain our teaching, learning, and research activities with a continuing eye on excellence, despite the unexpected adversity.Interview was edited for clarity and condensed for space.last_img read more

Saint Mary’s enacts test optional policy

first_imgAs Saint Mary’s students settle into the first semester of the 2018-19 academic year, high school students begin the admissions process for colleges and universities around the country. Generally, applications require a transcript, essay and ACT or SAT test score. This year Saint Mary’s is adapting its application process, according to its website, to “engage all students, no matter their background.”“Saint Mary’s has been studying the issue for over 10 years,” director of admission Sarah Dvorak said. “For us, the greatest predictor of success at the College is the high school GPA combined with the strength of the coursework and not the standardized test results. In addition, there is an abundance of data out there that clearly demonstrate the tests have a much more adverse impact on women, and students from underrepresented populations and lower socioeconomic backgrounds. This is in direct conflict with our mission as a College. Now we can add that we recognize there are outstanding, academically-prepared students, who did not do well on a test on Saturday morning, but we believe they can, too, flourish at Saint Mary’s.”The College’s mission statement defines the values of students and faculty. Dvorak said they strive to make a difference in the world, regardless of their background or socioeconomic status.“There are more than 1,000 colleges and universities in the U.S., including top-tier institutions, who have chosen not to require standardized test scores for admission,” vice president of enrollment management Mona Bowe said. “I believe that elevates Saint Mary’s to being recognized as one that can break with tradition if it provides access to a superb education to talented students, who for whatever reason, did not test well. It speaks to our willingness to take a stand if it means more students can benefit from the opportunity now available to them.”First year McKenzie Looney said she would have been interested in the change to the application process as a high school senior.“I think this would have helped me because personally I am not a great test-taker,” Looney said. “I feel that standardized tests have shown that they can not properly gage someone’s actual intellect. This makes Saint Mary’s different because I think they have realized that there is more to a person than one standardized test. People can help contribute to a college without being great at answering a bunch of questions in four hours.”The admission team brought the proposal of changing the application process to the Admission and Scholarship committee. The decision was made by both the committee and council together after viewing supporting data. Now applicants who choose to not include a test score will have to have a GPA between a 3.2 and 4.0, submit an academic writing sample and attach a letter of recommendation from a high school teacher of their sophomore through senior years, according to the admission website.“Admission to Saint Mary’s is a holistic process,” Bowe said. “A process that considers a number of factors in the admission decision. When a student is denied admission to the College, the decision is not based on a single factor. The process will remain the same, and all other factors will be considered when admitting students who choose not to provide their scores.”Tags: Saint Mary’s Admissions, test optionallast_img read more

Is the credit union movement harnessing the power of cooperation?

first_img 5SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr I’ve been catching up on my reading and ran across two articles in the August 2015 issue of Scientific American that touched on the concept of cooperation. Of course, cooperation is at the heart of the credit union movement — people joining together to help each other. Cooperation extends far beyond the individual credit union — credit unions join together in many different ways to help each other advance. This has enabled credit unions to compete and prosper in an intensely competitive marketplace that many predicted would see the end of credit unions.The first article I read was “The Most Invasive Species of All.” It asked the question of how homo sapiens was able to expand out of Africa to all regions of the worlds. Was it bigger brains? Better weapons? Sheer luck? The answer of anthropologist Chris W. Marean is “a genetically encoded penchant for cooperation with unrelated individuals.”“The joining of this unique proclivity to our ancestors’ advanced cognitive abilities enabled them to uniquely adapt to new environments,” Marean writes. “It also fostered innovation, giving rise to a game-changing technology: advanced projectile weapons. Thus equipped, our ancestors set forth out of Africa, ready to bend the whole world to their will.”The second article in the same issue that caught my attention was “Planet Hard Drive,” a discussion of information theory as it applies to people. The author, César A. Hidalgo, sees each of us as an organic, information-generating computer, transforming ideas into useful products or activities. The problem, Hidalgo says, is that each of us is limited. To transcend our own limitations, we need to form social and professional networks. This generates ever richer stores of information that lead to economic and social progress. He envisions ever faster progress ahead as technology and trade break down barriers of language, culture, and nationality and bring people of the world into closer collaboration. continue reading »last_img read more

Development

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Oxfordshire industrial

first_imgTo access this article REGISTER NOWWould you like print copies, app and digital replica access too? SUBSCRIBE for as little as £5 per week. Would you like to read more?Register for free to finish this article.Sign up now for the following benefits:Four FREE articles of your choice per monthBreaking news, comment and analysis from industry experts as it happensChoose from our portfolio of email newsletterslast_img

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