Paid quarantine for Asda staff at risk from SARSOn 6 May 2003 in Coronavirus, Personnel Today Previous Article Next Article Features list 2021 – submitting content to Personnel TodayOn this page you will find details of how to submit content to Personnel Today. We do not publish a… Related posts: Asda staff returning from SARS-infected countries, such as China andVietnam, will enjoy an extra 10 days paid leave to ensure the virus does notspread across the company’s UKstores. The WalMart-owned retailer originally said that staff planning to visit SARScountries, or returning from holidays there, would face an unpaid quarantineperiod. The firm, which employs about 120,000 staff in the UK, said the measure wasprecautionary and so far nobody had been forced to stay away from work. A spokesman for Asda said it did recall some staff from the Far East afterthe World Health Organisation released its warnings on the disease, but theyhave since returned to work. “We had a small number of staff in the Far East that have now gone backto work in the UK, after 10 days paid leave,” he said. Comments are closed.
Summary:The Assistant Dean for Clinical Education is responsible foroverseeing the clinical education of SOM students according to theplan set forth by the Curriculum Committee. The assistant dean isresponsible for building and maintaining relationships with allaffiliated hospitals and health centers that support studenttraining. The assistant dean collaborates with the director offaculty development to supports clinical faculty in deliveringappropriate instruction for students. The individual works closelywith the Assistant Dean for Curriculum to ensure the horizontal andvertical integration of the medical education, and the AssociateDean for Assessment in monitoring performance outcomes for allclerkships and hub locations and ensures appropriate qualityimprovement. The Assistant Dean for Clinical Education reports tothe Senior Associate Dean for Academic Affairs.Essential Duties and Responsibilities: Job Qualifications:Medical professional with at least 5 years of course/clerkshipdirector experience in a medical school. Experience and scholarlywork commensurate with Associate Professor rank. Experience withdistributed medical education would be a plus. DO degree ispreferred, but MD, EdD or PhD would be considered with requisiteexperience.The position requires a record of scholarly work as well as strongcommunication, organization and management skills. A demonstratedability to work collegially and effectively with faculty,administrators, and constituencies at all levels of theorganization is required.Advertised: Dec 22 2020 Eastern Standard TimeApplications close: Ensures that all clinical courses/clerkships meet accreditationstandards, aligns with the mission of the school and promotes bestpractices in clinical education.Works collaboratively with clerkship directors in fulfillingprogram requirements and problem-solving issues that arise.Supervises clinical education staff, providing guidance andtraining in the performance of required duties.Facilitates faculty appointment process for all volunteerclinical facultyProvides oversight for the evaluation of clerkship andpreceptors by studentsReviews and disseminates summary reports for all clerkships andhub locations.Ensures the use of clerkship evaluation data to improveinstructional and program quality.Monitors all curriculum reports (mapping, patient log, annualcurriculum report) and student performance data to support qualityimprovement efforts.Develops and maintains relationships with leadership throughroutine travel to all clinical affiliate hospitals and healthcenters in order to conduct meetings with directors and studentsand monitor the effectiveness of training and ensure compliancewith COCA standards.Collaborates with the leadership of all subdivisions ofAcademic Affairs in developing and executing policies andproceduresMaintains a manual of the current descriptions of thecompetencies, learning objectives, and course syllabi for eachcourse in the clinical curriculumWorks with and counsels students with academic challenges inclinical clerkships, as well as helping a cohort of studentsthrough the match processTeaches in assigned courses as neededServes on school and institutional committees as assignedincluding as ex-officio member of Curriculum Committee andClerkship CommitteeOversees with the Clerkship Committee in the development ofpolicies and proceduresEngages in scholarly activities and educational research.
Designers of affordable housing are thinking green these days, looking to take better advantage of the sun, creating green spaces and rooftop gardens, and deploying an array of energy-saving features.The sector is part of the vibrant activity in U.S. cities, in contrast to stagnation in Washington, D.C., said Jonathan Rose, whose development firm, Jonathan Rose Companies, emphasizes sustainable designs.The issue is especially important amid population growth in the developing world, where the slums that often surround cities present enormous challenges to ensure populations are safe and healthy, particularly in the face of climate change.“Climate change is going to bring a lot more uncertainty into the human world,” Rose said.Rose made his comments Tuesday in a talk at the Science Center titled “The Well-Tempered City.” The lecture was part of the Harvard University Center for the Environment’s “Future of Energy” lecture series. The center’s director, Daniel Schrag, Sturgis Hooper Professor of Geology and a professor of environmental science and engineering, introduced the developer.Rose outlined several areas of tension in the creation of healthy cities. Diversity is key, as is clustering, which created such engines of growth as Silicon Valley and Wall Street. An engaged democracy is important; so is strong leadership. A connection to the global community is needed, along with independence.American cities have experienced something of a renaissance since the early 1990s. At that time, cities were becoming increasingly abandoned as people fled to the suburbs. Since then, however, some 70 percent of building permits have been in urban centers rather than outlying areas. Two demographic bulges are behind the change, Rose said. The first is that young people want to live in cities — where the action is — not suburbs. The second is that many retiring baby boomers are selling the large family home and moving to the city, to be near children and grandchildren.Healthy, resilient cities need to tend their economic, social, technical, and natural environments, Rose said. Affordable housing is sometimes overlooked, but poor children trapped in unsafe housing are at risk for a variety of social ills, such as poor performance in school, drug use, and gang membership. Healthy schools and parks are also needed.Rose aims to design buildings that encourage diversity and encompass multiple income levels and uses, such as residential and commercial space. He described several projects, including one that uses a V-shaped roof to welcome or avoid the sun, depending on the season.Another project, on a long, narrow, north-south oriented lot, is lower on the southern end and higher on the northern end to maximize exposure to the sun. It also has rooms designed to maximize airflow through windows, to provide cooling during a summer power outage and for low-income residents who can’t afford air-conditioning.His apartment building designs are population-dense, but he compensates by adding in nearby green spaces and rooftop gardens where possible.Design can only go so far, however. The National Renewable Energy Laboratory building, designed to use zero net energy, didn’t perform as well as expected. An investigation found that staffers brought in coffeemakers, left lights on, and failed to turn computers off.“We absolutely need insulation … we need to design greener buildings, we need solar, we need renewable energy,” Rose said. “But energy use itself is a human behavior and we have to address” it.
This week, Special Olympics Notre Dame is hosting their annual End the R-Word Day event as part of the awareness campaign Spread the Word to End the Word.Junior Shannon Golden, a member of Special Olympics Notre Dame, said the End the R-Word campaign asks students to pledge not to say the “R-Word,” retard or retarded.“We hope to raise awareness of how the R-word can hurt people and we want to promote respectful and inclusive language on the Notre Dame and Saint Mary’s campus,” Golden said.Senior co-president Laura Gardner said the club hopes to reach more students with the online pledging system it will use this year.“We traditionally have pledge stations all over campus collecting signatures from members of the Notre Dame community as they pledge, in short: ‘As a member of the Notre Dame community, I pledge to end the hurtful use of the word retard,’” Gardner said. “We’re using an online platform this year, instead of the traditional banner signing. We’re hoping we will be able to reach a wider audience online.”Gardner said Special Olympics Notre Dame is teaming up with other groups on campus, including Best Buddies, Special Friends and Super Sibs to promote the awareness campaign Spread the Word to End the Word.Golden said Spread the Word to End the Word began in 2009 at the Special Olympics Global Youth Activation Summit.“The Spread the Word to End the Word campaign was created by Soeren Palumbo [a 2011 graduate of Notre Dame] and Tim Shriver as a national awareness campaign to end the hurtful and derogatory use of the word ‘retard(ed)’,” Gardner said. “The goal is to highlight the dignity of people with intellectual disabilities and make the world a more positive place in the process. We hope to raise societal consciousness about the effect of our words.”According to Golden, the campaign is meant to encourage people to watch what they say.“It is an extremely derogatory and hurtful word,” Golden said. “The campaign hopes to create a more accepting and understanding attitude towards those with intellectual disabilities.”Tags: best buddies, Special Olympics Notre Dame, spread the word to end the word, Super Sibs
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York Boz Scaggs, the Grammy Award-winning, multiplatinum-selling singer/songwriter/guitarist, released his latest album Memphis in 2013, after a five-year hiatus. The record is a self-proclaimed retrospective compilation of songs that Scaggs says best matches his style and voice. All those tracks and much more were on full display at NYCB Theatre at Westbury Sunday night, Aug. 3.The evening’s set list was a mix of something old, something new, something borrowed—and mostly blues.Born William Royce Scaggs, Boz (shortened from Bosley, a nickname given from a school-age friend), recently celebrated his 70th birthday, and not showing his age one bit, reached a pinnacle in his performance with his whiskey-smooth voice galvanizing his fans into a swaying mass. Grammy Award-winning, multiplatinum-selling singer/songwriter/guitarist Boz Scaggs delivered an electrifying set Sunday, Aug. 3, 2014 at NYCB Theatre at Westbury. (Photo: John J. Murphy III)Gold standards like “Georgia” and “Lowdown” were backed up by a stellar six-piece band, and Scaggs, confident in his own near-perfect performance, shared the spotlight with Grammy Award-winning singer Ms. Monet (Conesha Monet Owens), who brought the house down with her rendition of Sly & the Family Stone’s Thank You (Falettinme Be Mice Elf Agin) and Sam & Dave’s “I Thank You.” “Corrina, Corrina,” a 12-bar country blues song that was written more than 85 years ago was “Bozzed” into a perfect rendition and begs the eternal question that Bob Dylan and so many others have asked throughout the decades: “Corrina, Corrina, where have you been so long?” Scaggs ended the concert with the funky, sultry “Lowdown,” and when the band left the stage, many fans left their seats to get a jump on exiting the parking lot. After a loud and long standing ovation, Scaggs and his band took the stage once again and launched into “Lido Shuffle.” Almost like a fire drill in reverse, fans raced back to their seats so they wouldn’t miss a minute of this classic.Scaggs managed to save his bluesy best for the encore, with a powerful 15-minute production of “Loan Me A Dime,” a concert staple, reminiscent of his days back in ’69 laying down the track for his second, self-titled album, with the late, great Duane “Skydog” Allman. Scaggs and his entourage had the entire venue moving to his own brand of music with a hypnotic beat, like “Smokestack Lightning.”For more information on future shows at NYCB Theatre at Westbury, check out their page in The Island Ear.
7SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr by: Brian RamosSpeaking to small credit union executives is so rewarding. We already refer to credit unions as the Good Guys of Banking. That title is reinforced each and every time we meet with credit union people and hear the good they are doing with their members. The credit union mantra of “people helping people” truly lives on with these organizations today.Our Chief Marketing Officer, Brian Ramos, had the pleasure of speaking at the EPL Client Conference this week at the Rosen Shingle Creek in Orlando. He was the closing speaker for the event, and brought home his message of “Turning Your Member Community back into a Club.”In his talk, Brian started off by referencing an article from 2010 in the Financial Brand that articulated the negative ramifications of community charters:1) Lost focus – The bigger your target audience gets, the harder it becomes to find a unique value proposition.2) Massive marketing muscle – Closed-charter credit unions are accustomed to a very limited range of marketing tactics. They aren’t familiar with what it takes to generate name awareness and build a mass-market brand. continue reading »
3SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Todd Clark Todd Clark is President/CEO of CO-OP Financial Services (www.co-opfs.org), a provider of payments and financial technology to credit unions. Web: www.co-opfs.org Details The longer our nation progresses through its COVID-19 response, the clearer the expected long-term impact is coming into view. CO-OP Financial Services has detailed at least three payments trends that we see on the horizon – migration from debit to credit, the need to be prepared for increased account delinquency and fraud, and digital, contactless payment adoption. In each case – in fact, in the crisis itself – we also see an opportunity for credit unions to shine as the compassionate banking alternative for members in their hour of greatest need.We built the CO-OP ecosystem with exactly this intention – to help you be there and be more for your members regardless of the situation; to help you be agile, flexible and speedy. In our own case, we have exhibited these qualities in the past month by moving 80 percent of our staff to working remotely, met a 100 percent increase in call volume at our Contact Center; and maintained uptime through both technological investment and a workforce highly motivated to sustain our clients now more than ever.Four Phases of Strategic PlanningThrough CO-OP’s work with leading consultancy EY, we have begun to center our thinking on the four phases of strategic planning for COVID-19 impact as outlined in their Pandemic Crisis Response report: Respond, Sustain, Recover and Transform.While many aspects of daily life will change as a result of COVID-19, credit unions must continue to be the compassionate and people-over-profit financial institutions that members need. Earning trusting, loyal primary financial relationships at scale in a post-COVID-19 environment will hinge on how well a credit union supported its members during key moments of the crisis; and on how well that dependability migrated and evolved as the pandemic impact subsided.Therefore, as you plan and respond to the economic impact of COVID-19, consider using this framework as a blueprint to guide your short- and long-term decisions.Compassionate Care for Members in the Near Term: Respond and Sustain As we continue through the near-term in the Respond and Sustain phase of COVID-19, credit unions have the opportunity to demonstrate an outsized impact. With over 26 million Americans unemployed or furloughed, many are struggling to stay afloat and pay their bills while they wait for the dust to settle. Credit unions can respond by dovetailing their products and services with government stimulus and private-enterprise assistance to bridge gaps experienced by the most vulnerable within their memberships.For example, as more members turn to credit as a method of self-help when cash runs out, card-issuing credit unions will want to make proactive enhancements or changes to their credit products. Offering a zero-percent for six months credit card, for example, is a way for a credit union to help members who are facing short-term losses in income. Other programs that cards teams may consider include skip payments, interest and fee relief, zero-percent for six months offers and credit line increases where prudent. CO-OP Full-Service Credit-client credit unions are activating options like these through three portfolio relief programs launched in March.Credit unions should also think about ways to support members’ evolving spending behavior. A travel rewards card, for instance, may have been a hugely attractive offering in 2019, but likely misses the mark in a big way for members confronting the “new normal” of 2020. Already, we’ve seen several of the major brands alter their rewards offerings. American Express Platinum cardholders, for instance, may now use their Uber credits for food delivery instead of rides.Credit unions should analyze spending patterns monthly (if not weekly) to see where members are spending and adapt their card products and rewards offerings accordingly. For instance, within the CO-OP Credit Portfolio, online bookstore purchases, namely Amazon, surged 45 percent in the first two weeks of April. That’s a great opportunity for a credit union to consider running a spend-and-get campaign with Amazon in order to secure top-of-wallet.Now is also the time to supplement your plastics with enhanced digital features your members demand. Contactless payments, for example, have seen a surge in adoption over the last few weeks as consumers have grown increasingly concerned with traditional methods of in-person payment, including cash and dipping or swiping their card at the point of sale. At the same time, the rise in COVID-19-related scams and payments fraud has made mobile card controls and alerts an important part of the digital banking experience.Finally, in a briefing letter to clients, Filene suggests credit union memberships may actually grow coming out of the pandemic, as they did during the Great Recession. As more consumers become frustrated with the lack of financial support and empathy exhibited by Big Banks, credit unions will be in a strong position to build deeper relationships with new members. It will be critical that your digital experience is ready – from support channels to ATMs, branches and digital apps.Helping Members Thrive in the Long Term: Recover and TransformMany economists agree the impending COVID-19 recession will be painful, but short-lived. Depending on several factors, not the least of which is the government’s ability to come through on stimulus packages for employers, the recession could be over as quickly as it started. Preparing now to help members make financially healthy decisions once recovery begins will be an important component for credit unions to contemplate.Credit unions would be wise to make strong investments in data analytics and/or partner with providers that can bring this competency to the table, either through research and analysis or open source API connections to data. With expected changes in the way members live, work, play, shop and finance their dreams, it will be critical to have real-time insights that can inform credit union moves. As an example, understanding which categories of discretionary spending are rebounding the fastest can factor into rewards program transformation and other payments strategy enhancements.Data will also provide insights into the long-tail impacts related to unemployment. As individual, family and business members recover at different rates, some may need specialized products to supplement income or revenue changes. Along with these products may be a need for highly personalized “fin-touch” programs that pair the best in human ingenuity and empathy with the best in high-tech solutions to solve financial problems. To help you get to the bottom of the necessary data to help you make these product and service choices, CO-OP will soon be unveiling the Insights Center, a new self-service reporting and business intelligence tool.The New Normal: Developing a Plan for Integrating Digital Engagements Many financial industry analysts predict the day-to-day of distance banking will have a strong influence on how people bank in the future. Credit unions will want to watch their members closely to understand which aspects of the virtualized banking experience are sticking around. Is the increased adoption of things like virtual tellers, mobile banking and remote deposit capture waning, or as experts predict, staying put? Developing a plan to further integrate all digital engagements into one, clean, trustworthy and secure module for convenient banking is likely to become a high priority during the Recover and Transform phases of credit unions’ response to an evolving consumer marketplace.Having a strong data-driven decision engine can also keep credit unions acting in the best interests of local communities. Recovery from the pandemic and its associated economic consequences is expected to happen at different rates across different locales as reduced consumer spending and rising vacancies in some areas will be more dramatically felt than others. Las Vegas, Orlando, New Orleans, Honolulu and Oklahoma City, for instance, were recently named by Brookings Institution as five of the largest high-risk cities. The institution predicted Provo, Durham-Chapel Hill, Hartford, Albany and San Jose to be the economically safest of the largest U.S. cities. Because the re-opening of America will happen at different rates, credit unions will want to keep a close watch on local trends throughout each of EY’s phases of the pandemic impact, from Recover all the way through Transform.It’s clear to see the coronavirus pandemic will have a significant impact on the credit union industry and its members. However, challenging times create an opportunity for financial cooperatives to live out their values and seal their purpose in the minds of the communities and people who depend on them. Through bold, decisive action that puts the well-being of members first, credit unions will prove that doing well by doing good is not only a defining strategy, but a viable one, as well.To help credit unions prepare for what’s next and stay true to their essential role as the compassionate banking alternative, CO-OP is offering the Credit Union Strategic Investment Assessment Powered by CO-OP and backed by EY NextWave™ . The Assessment was announced last month as a benefit to institutions registering for the in-person THINK 20 Live conference planned for August 17-20 in Dallas Texas. Due to the interest in the Assessment as a strategic planning tool amid the COVID-19 pandemic, CO-OP is now enabling credit unions to participate in the Assessment for just $1,200, without registering for the conference. To register for the Assessment, visit co-opfs.org/strategicassessment.
SHARE Email Facebook Twitter April 09, 2020 Education, Español, Press Release, Public Health Las declaraciones del Gobernador Tom Wolf con respecto a su anuncio del día hoy que señala que las escuelas permanecerán cerradas durante el resto del año académico 2019-20 están disponibles para descargar. El Gobernador tenía programado realizar las declaraciones durante la sesión informativa de hoy junto con la Secretaria de Salud Dra. Rachel Levine, pero los fuertes vientos interrumpieron la señal del satélite.Recursos para los medios de comunicación:Comunicado de prensaDeclaraciones grabadas del Gobernador WolfMensaje del Gobernador Wolf a alumnos y padresTeleconferencia del Secretario de Educación, Pedro RiveraVer esta página en inglés aquí. Declaraciones grabadas del Gobernador Wolf sobre la extensión del cierre de las escuelas durante el resto del año académico
Lastyear from Jan. 1 to Dec. 14 PHO recorded 22,040 dengue cases with 78 deaths.This was 882 percent higher than 2018’s PHO-recorded 2,244 cases with sixdeaths and 2017’s 1,321 cases with eight deaths./PN “But we should not be complacent. Weneed to continue our anti-dengue activities in schools and barangays. Theregular clean-up drive to get rid of mosquito breeding places must besustained,” said Dr. Annabelle Tang, the CHO officer-in-charge. Last year, from Jan. 1 to Dec. 31, itrecorded 3,329 dengue cases with 16 deaths, and an attack rate of 701 per100,000 population. The Sangguniang Panlungsod (SP)declared a state of calamity due to dengue in July 2019. From Jan. 1 to 4, this year, theIloilo City Epidemiology and Surveillance Unit (ICESU) recorded seven cases ofdengue with zero deaths. Dengue is a mosquito-borne viralinfection causing a severe flu-like illness that could sometimes be fatal. Itscarriers are day-biting mosquitoes (Aedes albpictus and Aedesaegypti) that live and breed and clean, stagnant water. The surge in dengue cases last yearresulted to hospitals bursting at the seams with patients. There was a shortagein hospital rooms, beds, doctors, and nurses. The 2019 dengue cases were 278.7percent higher than 2018’s cases. The demand for blood (for bloodtransfusion to dengue patients) also spiked. In Iloilo province, dengue caseswere dropping, too. Data from the provincial government’s Hospital ManagementOffice as of the first week of January showed nine dengue patients remaining indistrict hospitals and there were no more new dengue hospital admissions. ILOILO City – Cases of dengue fever inthis southern city have dropped below the epidemic threshold, according to theCity Health Office (CHO). These24 LGUs were Cabatuan, Passi City, Maasin, Sara, Ajuy, Leon, Janiuay, SanDionisio, Banate, Concepcion, Leganes, Tigbauan, Miag-ao, Dueñas, Igbaras, NewLucena, Mina, Zarraga, Bingawan, Barotac Viejo, San Enrique, Lemery, SanRafael, and Tubungan. “Thereis an epidemic threshold and alert threshold. By the 49th morbidity week, wewere already below the alert level,” said Trabado. Thenumber of cases was now below the “alert threshold”, said Provincial HealthOffice’s (PHO) Dr. Patricia Grace Trabado. Mayor Jerry Treñas said CHO needed 13more doctors to boost its services, especially against dengue. Bythe 50th morbidity week (Dec. 8 to 14, 2019), PHO recorded 36 cases and 24 ofIloilo’s 43 local government units (LGUs) recorded no new cases.
Franklin County Sheriff’s Deputies responded to 689 calls for service in last month, down one percent from June 2013.Among calls investigated, officers responded to 41 accidents, 36 reports of burglary or theft, 35 residential or business alarms, and 59 reports of suspicious activity.Sheriff Ken Murphy released data detailing 28 arrests in June.The agency arrested three on preliminary charges of battery, four alcohol-related offenses, three for drug-related activity, four for disorderly conduct and served ten warrants.There was an average of 51 prisoners housed in the Franklin County Security Center throughout the month of June. The maximum capacity of the jail is 75 inmates.Four pieces of real estate were sold at the Sheriff’s Auction last month and 109 civil process papers served.