At a time when many parts of Harvard University have been examining how they can function most effectively, the Harvard Corporation didn’t exempt itself. Having undertaken a close look at its own role and work, the Corporation is embracing a number of significant changes, including its first expansion since its creation 360 years ago. Its size will nearly double, from seven to 13; members other than the president will serve for limited periods; several new committees will be formed in key areas; and the Corporation and its members will pursue ways to engage more closely with the Harvard community. President Drew Faust and Robert Reischauer, the Corporation’s senior fellow, tell the Gazette that the changes are designed to expand the capacity of the President and Fellows of Harvard College, the oldest corporation in the Western Hemisphere, as it guides the University forward.GAZETTE: A fundamental question that faced the governance review committee was whether a structure devised for a fledgling college centuries ago is optimally suited to meet the needs of the University today. From the report, I take it you found some significant opportunities for change.FAUST: I think it’s important to understand how the review began. The question was: What does a board like this one need to do in the 21st century, given the scale and scope of the University? We started with purpose, and we derived structure from purpose. The conversations were extremely productive. They helped us understand that we wanted to have more capacity, that we wanted to be more strategic, that we wanted more depth in certain areas, that we wanted to have more connection with people in different parts of the University community. And we wanted to be able to move in those directions in a manner that seems consonant with our responsibilities to an institution very different from the one being governed in 1650, when the Corporation was chartered, but that also sustains some of the advantages of our distinctive system of governance.GAZETTE: The report emphasizes that the Corporation is a governing board and not a management committee. What should people take away from that distinction?REISCHAUER: The Corporation should be focusing on long-term strategy, on big issues and priorities, not the kind of day-to-day management that’s more appropriately done by the president and the administration. We should be thinking about the elements of the University that persist through time, the financial strength of the University, the major opportunities and risks, the policies that can best maintain Harvard’s academic excellence over the long run.GAZETTE: One of the key decisions you’ve made is to increase the size of the Corporation from seven to 13 members over the next two to three years while continuing to strengthen its working relationship with the Board of Overseers. Why two boards?FAUST: The two-board structure has served the University well over time. There’s a sense of checks and balances. There’s a sense of complementary roles, with the Corporation taking the lead on traditional fiduciary matters and with the Overseers quite engaged in the visitation process, for instance, but also in taking up large topics of cross-cutting importance. The Corporation exercises most of the formal authority typical of a board, but the Overseers play an essential role in consenting to certain important actions and giving candid, rounded advice on many others. The size and range and combined experience of the Board of Overseers, the extent of their connections to people inside the institution, to the alumni community, to government and business and philanthropy and other universities and nonprofits — it all brings an essential dimension to Harvard governance more generally.REISCHAUER: I was an Overseer for six years before I joined the Corporation. From my experience, the two-board structure provides real strength and depth. In some sense, the Overseers both help all of us see the bigger picture and think through strategic directions, and they also help us all see things at a more local, granular level, through the visitation process. And as the Corporation has progressed with the governance review, the Overseers have been reviewing some aspects of their visitation function. There’s always a question of how we can best reinforce one another’s strengths and coordinate our work. I think we’ve been on an especially good path the last several years, thanks to colleagues on both boards.GAZETTE: Mr. Reischauer, when we spoke about this topic over the summer, you mentioned that the Corporation was unique among the boards that you serve on — that the small size of the group made for discussion that was more open and frank and intimate. Now the Corporation will be significantly bigger, and will do some of its work through committees. Are you concerned that some of the frankness might be lost in this transformation?REISCHAUER: We’ve been mindful throughout our discussions of the advantages of a small board that meets relatively often. We’ve decided that the Corporation should be larger than it is now, and that will give us real added capacity. But it will still be quite compact compared to other university boards, many of which wind up forming executive committees roughly the same size that the enlarged Corporation will be. Expanding to 13 can help us combine the advantages of being relatively compact with the virtues of more breadth and depth. And while we’ll be counting on the new committees to do very important work, the key issues that emerge at the committee level will come back to the Corporation as a whole. The difference is, they’ll come to us having been subject to the more robust, in-depth discussion that committees make possible, especially in key areas like finance and capital planning.GAZETTE: You said earlier that you were hoping to create a structure that would increase the Corporation’s ability to stay focused on the big picture and not get too preoccupied with immediate demands. How do these changes help?FAUST: It’s interesting that, over the year of discussion that has led up to the changes we’re announcing, we’ve already become much more self-conscious about focusing our activities and our agendas on more strategic issues, even before a structural change. We’re already more conscious of what most merits the Corporation’s time. We’re less inclined to focus on discrete projects or yesterday’s headlines, and more focused on the bigger questions. The group will stand back a bit more from the day-to-day. And we’ll be adjusting our meeting schedules somewhat with that in mind — creating a little more space between meetings, but having the fellows here somewhat longer when the Corporation is in town.REISCHAUER: I think Drew is absolutely right, that a lot of this change has taken place already and arises from our introspection and discussion about whether we’re spending our time in ways that are most useful to the president and the University. Once we started talking explicitly about the need to be more strategic, about really focusing on priorities and core fiduciary responsibilities, our agendas began to shift, our discussions began to shift, and we’ve already noticed the difference.FAUST: Another significant part of the shift relates back to the work that will get done in committee meetings instead of by the Corporation as a whole. Some of the more granular discussions about finance or about capital planning will take place within groups that have particular expertise in those areas and that have time to explore them in more depth. That can have a big effect on how we use the time of the whole Corporation.GAZETTE: Let’s stay at the granular level for a minute. These changes will introduce limits on how long Corporation members serve: six years, with the prospect of extending for another six. What’s the rationale there?REISCHAUER: Looking around at virtually all other governing boards, we realized that our situation of having indefinite terms is quite unusual and that it would be a healthy change to define them. We think it will allow for continuity but at the same time provide for a steady flow of new expertise and talent to help Harvard with its decision-making.FAUST: I think the idea of continually bringing in fresh perspectives and also opening opportunities to a wider range of prospective members is important as well. We have terrific people around us in the wider Harvard community, and no shortage of talent, and this is a chance for the Corporation to take fuller advantage of it.Harvard is a complicated place, so we don’t want periods of service that are too short. We want people to have a chance to develop a familiarity with the institution and some kinds of deep institutional knowledge and be able to serve long enough to use that knowledge and not just to have constant turnover.GAZETTE: The report also confirms that the senior fellow is to be chosen by the Corporation, not just determined by length of service.FAUST: We’re giving the senior fellow more defined responsibilities for agenda development and leadership in a governance committee and other kinds of roles that weren’t made so explicit before. There may well be individuals who’d be happy to serve on the Corporation but not feel that they wanted to take on that additional leadership role, which can be quite demanding. So, we wanted to be clear that being the senior fellow shouldn’t simply be a product of how long you’ve served. This just seemed to make sense to all of us. People have many commitments in their lives, and they might be eager to serve but not eager to take this on.REISCHAUER: Also, it connects with the issue of creating defined terms of service. If being senior fellow were just a product of who’s served the longest, under the new system the role would probably turn over automatically every two years or so, and that might not be optimal.GAZETTE: The report also says that the Corporation is committed to communicating more fully with the Harvard community. Was there a sense, at the end of this review, that the Corporation could do a better job of keeping the community abreast of its activities?FAUST: One of the things we heard often during the review was a desire to hear more about the Corporation and its work. So we’re committed to communicating more regularly. We’ll try out some different modes of doing so. Conversations like this one are an example. We’re not sure just what will be most effective and will reach people in a way that explains our work the best, so we’ll be sometimes communicating through me, sometimes through the senior fellow, sometimes, perhaps, through several members, or through the whole group. We’ll try some different things and figure out what seems to work well, but the notion that it will be more frequent is at the heart of the review.REISCHAUER: And there’s a commitment on the part of the fellows, going forward, to interact, both formally and informally, with a wider range of people and groups around the University — faculty, administrators, students, alumni. We learn a lot from what we hear, not just inside but outside our meetings. And I expect we’ll try different ways to do that.GAZETTE: I was interested by the emphasis toward the end of the report on the Corporation’s intention to encourage different parts of the University to collaborate more and draw greater strength from one another. Why at this point in time is that a priority for the Corporation?REISCHAUER: This is part of Drew’s vision of a more cohesive, integrated University. It’s something the Corporation fully endorses, and we see it as an important focus of how the governing boards think about their work. There’s a feeling that Harvard has an extraordinary array of excellent, distinctive parts. But we haven’t always managed to be greater than the sum of our parts to the extent we ideally could be. There’s real opportunity here, in a world where disciplinary boundaries are crumbling, where real problems in the world don’t come packaged in boxes labeled according to the names of our departments or Schools, where the people pushing forward the frontiers of knowledge are often working across School and disciplinary boundaries. We want to encourage that.FAUST: To me, the Corporation is quintessentially an institution that represents and has responsibility for Harvard as a whole. So I see its fundamental job as thinking about the whole, and about the parts in relation to the whole, and trying to be a force that makes Harvard not just an agglomeration of Schools, but a University that thinks about itself as an integrated organization. So it seems to me almost inherent in the idea of the Corporation that its long-term view is also a unifying view.
In a statement sent to the student body Tuesday at midnight, the Saint Mary’s administration acknowledged racial inequities affecting the national community and urged a commitment to call out and bring awareness to racism in accordance with the College’s core values. The message was signed by 12 administrators, led by new College President Katie Conboy.“Our country’s current unrest takes place in the context of the coronavirus pandemic, and all evidence points to the ways that communities of color have been disproportionately impacted by this global health crisis,” the statement said. “Our health systems, our criminal justice systems, our political systems and even our educational systems cry out for reform, and that reform begins with the eradication of systemic racism.”The administration referenced a statement written in 2018 to fight for justice for marginalized communities in which they acknowledged “the insidiousness of systemic and individual racism, both intentional and unintentional.”“We expect every member of the Saint Mary’s College community to uphold these commitments in our programs, practices, pedagogy and policies,” the statement said.In an effort to achieve the College’s four core values, specifically those of community and justice, the administration challenges the campus community to commit to efforts which include to: “engage in continuous learning to understand the challenges of communities impacted by racial injustice; develop an awareness of our own biases; work towards overcoming; honor the experiences of others by listening and validating their narrative.”The statement reminded students that the functions of the Office of Inclusion and Equity are inclusive of resources and programming pertaining to issues of racial injustice.Finally, the administration acknowledged the place of the College as a Catholic institution to act beyond prayer in an attempt to overcome prejudice.Tags: Katie Conboy, racial injustice, saint mary’s, statement on racism
Recent studies show washing hands at least five times a day can greatly reduce thespread of germs at home and in child-care settings. * Once each week, clean and disinfect toys for children over three, along with lowshelves, crib mattresses, cot and nap mats and dress-up clothes. “Germs thrive in porous, nondisposable wipes like sponges,” she said. “Use disposabletowels instead.” To disinfect surfaces, spray it evenly with the disinfectant. Then wipe the solution offwith a disposable towel or allow the surface to air-dry. Air-drying is important, sincemost disease germs can’t survive on dry surfaces with good air movement over them. If children have a hard time with a pump soap dispenser, thin the soap with a littlewater to make it easier for them. Have new paper towels available for quick handdrying. “It’s recommended,” Pace-Nichols said, “that people wash their hands thoroughly,including between the fingers, the backs of their hands and the palms for at least twominutes with a disinfecting or antibacterial soap.” Many children can wash their hands by themselves with only a little help from adults.Provide a sturdy stool so children can reach the sink and faucet easily. Set the waterheater no higher than 110 degrees so it won’t burn tender hands. While it may seem hard to keep up with what needs to be cleaned and disinfected andhow often it needs to be done, it’s easy to make a chart. Keep it in or near cleaningtools to stay on track. * Every day, clean and disinfect toys for children under three, as well as hand-washingsinks, bathrooms, crib rails, floors, water-play tables and crib linens. If you choose a commercial disinfectant, make sure it’s EPA-approved, and followlabel directions exactly. One quick, low-cost disinfectant is 10 parts water to one part chlorine bleach. Parentsand care givers must make fresh disinfecting solution every day. Adults may want to supervise children the first few times they wash by themselves andcheck after washing for any visible dirt missed during cleanup. If you’re selecting a new child-care center, ask about their cleaning and disinfectingpolicies and routines. Look around carefully when you visit the center to see how staffmembers clean up after children. Hand-washing is an important part in stopping the spread of germs, too. As children laugh and play in the sunny spring, many are sneezing and wiping theirrunny noses or eyes. “Cleaning and disinfecting is important in keeping the spread of disease and germs to aminimum,” said Mary Anne Pace-Nichols. “To stop the spread of germs, clean anddisinfect contaminated objects immediately.” Follow these guidelines to keep group areas as germ-free as you can. * After every use, clean and disinfect table tops, feeding chairs, potty equipment, tubs,showers and diaper-changing areas. Springtime pollen can cause allergy problems for everyone. Youngsters, however, maybe less careful when and how they take care of their problems, especially while theyplay. And when children play together or share toys, they can easily pass germs alongto their friends. Use soap and warm water to immediately clean or launder any toy or area on whichyou can see food, saliva or human waste. Then disinfect it with a bleach solution orcommercial disinfectant. Cleaning and disinfecting, Pace-Nichols said, is more than a quick wipe with a spongeor tissue. Keeping children healthy isn’t easy, but it’s not too hard to keep germs at bay. Evenwith one child, keeping germs away can pay off with a big smile.
Bell Helmets is ponying up $100,000 to fund a mountain biking trail project. Here on the East Coast, three trail building projects—one at Gorges State Park in North Carolina, one in Anniston, Alabama, and one in Knoxville, Tennessee—are vying for the money, and the winner will be chosen by you the voter! Voting begins on May 11, and the grant will be awarded on May 25. Check out the video introductions of each project below, then get to clickin’!Situated in the heart of Knoxville, this bike park is being constructed with a range of trails that will appeal to a variety of riders. The highlight will be the proposed gravity trail that will feature rock gardens, drops, and constructed features in a highly visible area that will draw attention to this regionally unique trail.Rock, rock, and more rock will rattle and test the skill of any gravity rider who descends the Timber Trail. Already flush with a range of singletrack, Coldwater Mountain will be augmented by this gnarly, techy trail that will feature car-sized boulders, steep rollovers, and drops.A stronghold of East Coast riding, Brevard, NC, has the terrain to lay down a steep, rocky trail peppered with jumps and drops. The scenic waterfalls and deciduous forest will add to the experience of any visitor and make for a photogenic ride.
“If Brazil reaches the final, we’re talking about one billion reais (around $550 million) in losses for retailers in the entire state of Rio de Janeiro,” warned Daniel Plá, director of the Rio Commercial Association. “Those people are happy with the World Cup, but they’re a small percentage,” explained Gonçalves, quoted by the official news agency Agencia Brasil. The study includes data from the Central Credit Protection Service showing a drop of up to 95% in sales on credit during the matches. In Rio de Janeiro sales are halved on the days that Dunga’s team is playing, and things are even worse when the result is a ‘long weekend.’ On the other hand, the businesses profiting from the event are small retailers dedicated to the sale of items directly linked to the tournament, such as T-shirts, horns, flags, and hats. By Dialogo July 02, 2010 This will happen with Brazil’s next game, since the team will face the Netherlands Friday morning, and if Brazil wins, fans are unlikely to return to work before Monday. When the national team plays in the afternoon, sales are higher in the morning, but not to the extent of compensating for the losses. According to the retailer, stores have suffered an overall drop in sales of more than 55 million dollars, except for those dedicated to selling small items directly linked to the World Cup. In São Paulo, meanwhile, retailers start to lose customers two hours before the Brazilian team takes to the field for each match, according to a study by the São Paulo Commercial Association (ACSP). But the bottom line is even worse if the projected losses in the event that the ‘yellow-green’ team reaches the tournament final are added in. Brazilians’ fanatic devotion to watching their national team’s matches in the 2010 World Cup in South Africa is causing millions in losses to retailers in Rio de Janeiro and São Paulo, according to studies released. “Stores close earlier and don’t reopen. Only the shopping centers reopen, and even there, there’s very little traffic,” according to Aldo Gonçalves, president of the Rio de Janeiro Store Managers Club.
Governor Tom Wolf and First Lady Frances Wolf Invite Visitors to Join them for the Final Second Sunday Event of 2015 at the Governor’s Residence SHARE Email Facebook Twitter September 10, 2015 First Lady Frances Wolf, Governor’s Residence, Press Release Harrisburg, PA – Governor Tom Wolf and First Lady Frances Wolf today invited the public to join them at the Governor’s Residence in Harrisburg this Sunday, September 13 for the upcoming “Second Sunday” event, the last of the season. Each second Sunday from June through September, visitors are invited to attend a series of free summer events at the Governor’s Residence and gardens. Each event highlights a specific theme and feature family-friendly activities.“Tom and I are excited to open the Governor’s Residence for the final Second Sunday event of the summer in conjunction with Harrisburg’s Gallery Walk,” said First Lady Frances Wolf. “We hope visitors from across the Central PA region and the commonwealth will take advantage of this opportunity to check out our new art exhibit – the Pennsylvania Art Experience, spend one-on-one time with the artists, and participate in art-related activities for all ages. It should be a lot of fun and we hope many of our Central PA neighbors can join us.”This week’s event coincides with Harrisburg Gallery Walk. The Residence will be open to the public from 11:00 a.m. – 6:00 p.m. Visitors will be among the first to view the newly installed art exhibit featuring 70 pieces of artwork by members of the Pennsylvania Art Experience. Curator Rob Evans and members of the group will be painting in the Residence gardens throughout the event and will be available to discuss their artwork on display.Second Sunday attendees can also participate in artist-led canvas painting classes taught by an instructor from aMuse Uncorked, a Harrisburg-based business owned by Bryan and Adie Hanisko. The thirty minute classes will start promptly at 1 p.m., 2 p.m. and 3 p.m. and will take place in the Jane Shafer Rose Garden. Seating is on a first-come, first-served basis and is limited to adults and children ten years of age or older. Master Gardeners will share tips on feeding wild birds throughout the winter months and will provide children with the opportunity to make their own pine cone and peanut butter bird feeder. Residence docents, or tour guides, will also be available to provide information as visitors are invited to participate in self-guided tours of the Residence and gardens.Second Sunday events are free, and reservations are not required. No large bags, purses or totes are permitted, and security measures will be in place. For more information, visit www.residence.pa.gov.
Brisbane has seen its affordability score deteriorate as wage growth failed to keep up with housing price growth late last year.BRISBANE has seen its housing affordability score deteriorate as wages growth failed to keep up with dwelling price increases late last year.Below national average wage growth in Queensland has sparked housing affordability fears as the average Brisbane mortgage repayment pushed past the $2,400 mark in the December quarter, according to the latest HIA Affordability Index.The report, out Tuesday, saw Brisbane’s affordability score worsen 2.9 per cent in the December quarter to 85.3, while Queensland’s result was slightly better at 88.4. Anything under 100 meant more than 30 per cent of average wages went towards mortgage repayments, according to HIA senior economist Shane Garrett.“Queensland’s housing affordability has benefited from the two interest rate reductions in 2016. However, annual earnings growth in Queensland (1.2 per cent) is slower than the nationally average (2.2 per cent) and this is impeding affordability improvements in the state’s housing market.”The average Brisbane mortgage repayment went to $2,409 in the December quarter despite historic low interest rates. It was $2,333 in the September quarter.In the rest of state repayments averaged $2.057, from $1,986 in the three months to September.More from newsMould, age, not enough to stop 17 bidders fighting for this home3 hours agoBuyers ‘crazy’ not to take govt freebies, says 28-yr-old investor9 hours agoMr Garrett said affordability conditions in Queensland were adversely affected by the 3.4 per cent growth in the median dwelling price in Brisbane and the 3.8 per cent median price growth in regional Queensland. HIA Housing Affordability Index: (100+ = ideal) Brisbane 85.3 Rest of State 86.6 Required loan repayments ($ per month): Brisbane $2,409 Rest of State $2,057 (Source: Housing Industry Association)
Loading… Promoted Content10 Extremely Gorgeous Asian Actresses6 Interesting Ways To Make Money With A Drone7 Black Hole Facts That Will Change Your View Of The Universe2020 Tattoo Trends: Here’s What You’ll See This YearThe 90s Was A Fantastic Decade For Fans Of Action Movies10 Risky Jobs Some Women Do11 Most Immersive Game To Play On Your Table Top7 Facts About Black Holes That Will Blow Your Mind7 Theories About The Death Of Our Universe7 Ways To Understand Your Girlfriend Better5 Of The World’s Most Unique Theme Parks7 Netflix Shows Cancelled Because They Don’t Get The Ratings Jesus Garcia Pitarch is being linked with a move away from Aston Villa. The Birmingham Mail says according to reports, Pitarch is set to leave the club, regardless of how the season unfolds. The Villa sporting director has been with the club since 2018, when Dean Smith was appointed as Steve Bruce’s successor.Advertisement Villa operate a committee approach to transfer business, but ‘Suso’ is the head of the operation – leading the side’s recruitment charge. The summer saw 12 players arrive, as Smith went about building a squad capable of surviving and thriving in the Premier League after Villa’s play-off win over Derby County. Read Also:Drinkwater future at Villa doubtful after ‘headbutting Jota’ In January, Suso helped secure a further four players, – with Pepe Reina, Danny Drinkwater, Mbwana Samatta and Borja Baston all signing. FacebookTwitterWhatsAppEmail分享
Joseph L. Duenne, age 72 of Brookville, Indiana passed away on Friday, August 7, 2020. The son of Leo and Frances (nee: Anderson) Duenne was born on January 6, 1948 in Cincinnati, Ohio.The 1967 Brookville High School graduate worked for the Ford Motor Company in Connersville before he retired. Along with that, he farmed his own farm for many years. He is a member of St. Peters Catholic Church.Joseph was a real International Tractor fanatic and attended many farm machinery and car shows. He loved spending his days outside, tinkering with old cars and of course, spending time with all of his grandchildren.He will be dearly missed by his wife, Martha Duenne; his children, Robert (Paula) Duenne, Ronald (Melanie) Duenne and Patricia Duenne; his step-children, Bonnie Burk and James Parkhurst; and his sister, Bonnie Duenne (Bill Brand).In addition to his parents, he was preceded in death by his step sons, Donald Parkhurst and Theodore Parkhurst Jr. plus his sister Barbara Miller.Visitation will be Tuesday, August 11, 2020 from 5-7pm with 7pm funeral service all at Meyers Funeral Home in Batesville. Rev. Jessie Huddleson officiating.Memorials may be made to the American Heart Association, American Diabetes Association or Alzheimer’s Association c/o the funeral home.Continuing with COVID-19 precautions and state mandates, all attending will be asked to follow proper social distancing protocol and masks are required. If you are not feeling well, or if you have compromised immune system, you are encouraged to stay home.You are welcome to leave a message at www.meyersfuneralhomes.com on Joseph’s obituary page for the family in the online guestbook.
Chelsea manager Frank Lampard said on Friday that he should have reined himself in when arguing with Liverpool manager Juergen Klopp on the touchline.But he insisted he has no regrets over standing up for his team during their English Premier League defeat at Anfield on Wednesday. Visuals showed a visibly-agitated Lampard gesturing and yelling at Klopp and the Liverpool dugout when the home side won a free-kick during the 5-3 victory.Lampard said he had no issues with Klopp, but was unhappy with the reactions from certain members on the Liverpool bench.“In terms of the language I used, I do regret that. These things get replayed a lot. I’ve got two young daughters on social media,” Lampard told reporters ahead of Sunday’s match against Wolverhampton Wanderers.“In terms of regretting having the passion to defend my team, no. I could have maybe handled it slightly differently.“Some of the reports were I was upset with the celebrations — far from it. “They can celebrate every goal… I’d have had a beer with Juergen Klopp after the game but there were things on the bench – not from Klopp – that I felt crossed a line.“I regret the language, but we’ll move on.”Chelsea go into the final day of the season needing a win or a draw to guarantee a top four finish.A loss may see the London side miss out on UEFA Champions League qualification if Leicester City win or draw their match against Manchester United.Wolves started their season last July with Europa League qualifiers. Lampard said Nuno Espirito Santo has done an “incredible job” to ensure they remain competitive in spite of the workload of playing nearly 60 matches this season.“The manager has a great sense of humility and work ethic. That’s why it will be such a hard game,” Lampard said.“Credit to how they are managed. They have a lot of talent, threats… and an identity with a unique way of making it difficult. It’s a great story, full respect for the year they’ve had.”Reuters/NAN.RelatedPosts Lampard: I still have confidence in Tomori Ighalo: My best moment as ‘Red Devil’ Mane double eases Liverpool to win over 10-man Chelsea Tags: ChelseaEuropa LeagueFrank LampardJurgen KloppLiverpoolNuno Espirito Santo