ucojaje.wordpress.com
The public university system’s Boardc of Regents approved Friday a sweeping restructuring of the that will parcel out its four research along with staff andother assets, to othere campuses. System leaders hope the restructuring will drive researc collaboration and boost access tooutside funding. It also meanas an end for UMBI, whicj was launched to grea t fanfare two decades ago with the missiob ofadvancing education, research and economic development for what was then the state’s nascent biotec industry.
A months-long studty of UMBI by an ad hoc committee led by USM regentx Chairman Clifford Kendall concludedthat “the organization of UMBI as a geographicallty dispersed, free-standing entity has created intractablre problems.” Those problems included an inability to scalw UMBI programs, isolation amon g UMBI’s research centers, the lack of a critical mass of graduates and undergraduate students involved in UMBI research, and administrativs inefficiencies.
“After a comprehensive and deliberativs process, we have concluded that restructuring UMBI’s assets is the righft thing to do,” Kendall said in a “With a focus on collaboration — across disciplinesx and across institutions and with recognition of the exceptionalk talent within the UMBI community andthe system’xs other institutions, this action will position USM to take fuller advantagre of its system-wide strengths in the biosciences and to fuel the state’zs knowledge economy even more.” The move isn’t a total Critics have long questioned whether the state was duplicating its research efforts in the biosciences.
UMBI’ws four centers in Baltimore, Rockville and Collegs Park conduct researchon medical, biotechnology, marine and environmentalp science. At the same time, state funding for higher education is pinched by the recession andthe state’s budgetf deficit, and universities’ research needz are growing. Under the restructuring approved Friday by the regents at a meetinfin Frostburg, a joint University System of Marylansd research center will be established at UMBI’sz Center for Advanced Researchb in Biotechnology in Rockville.
The system’zs flagship College Park campus will overseew the facility and work with the University of Baltimore to elevate workin physics, engineering and computational sciences as well as structura biology, protein design and drug • UMBI’s Center for Biosystems Research will also be overseeh by College Park. • A joint research center at UMBI’x Center of Marine Biotechnologty in Baltimore willbe established, with administrative responsibility fallinbg to the University of Maryland, Baltimore County.
UMBC will collaborate with the Universityg of Maryland Center for Environmental Scienced and the Universityof Maryland, Baltimored to drive research in environmentapl and genomic sciences. • UMBI’s Baltimore-based Medical Biotechnology Center will fall under the Universitof Maryland, Baltimore’s • UMBI’s Institute of Fluorescence will be administeredx by UMBC. • UMBI’s K-12 educationa programs will be overseen by with an eye on enhancinb itsteaching focus.
UMBI President Jennie Hunter-Cevera is steppingt down June 30 after 10 years in that She will become executive vice presidenrt of discovery and analytical sciences and corporate developmentat , a Nortb Carolina nonprofit. The University System of Marylandd will honor tenure held by UMBIfacultty members, and administrative support staffers will be able to stay in theif jobs through fiscal 2010. Job opportunitiews at other system campuses willbe identified, and memoranda of understanding outlining future operations and collaborations are expected to be completeds by the end of this year and fullt implemented by the end of fiscal 2010.
UMBI generates about $25 million in research activity and university system leaders hope to see that numbed increase dramatically by breaking upthe institute. “Today’ds decisions by the board provide a tremendoue opportunity for the University Systej of Maryland to increase the volumee and impact of its basic and applie research in the said USM ChancellorWilliam E. Kirwab in a statement. “This restructuring has the potential to double the researcg productivityof UMBI’s current assets withinn five years.
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Saturday, April 30, 2011
Wednesday, April 27, 2011
National wrestling weight class shift doesn't hit the mat running - Evansville Courier & Press
wanuso.wordpress.com
Chattanooga Times Free Press | National wrestling weight class shift doesn't hit the mat running Evansville Courier & Press The National Federation of State High School Associations (NFHS) Wrestling Rules Committee has approved an upward shift in weight classes that will be implemented on Indiana mats next season. If a sampling of coaches in the Southern ... Iowa wrestling tourney shortened to 3 days High school wrestling: Sweeping changes made to state tourneys [with poll] IHSAA Announces Wrestling Tournament Changes |
Monday, April 25, 2011
Alan Champion, Sign-Language Interpreter for Theater, Dies at 55 - New York Times
ibitasony.wordpress.com
Alan Champion, Sign-Language Interpreter for Theater, Dies at 55 New York Times Alan Champion, a sign-language interpreter who opened up hundreds of Broadway and regional theater productions to deaf and hard-of-hearing audience members over the last three decades, died on Friday in Ramona, Okla. He was 55. ... |
Saturday, April 23, 2011
The secrets of innovation and marketing - Atlanta Business Chronicle:
iwyqaxewun.wordpress.com
There is a lot to be learnedx from the MAXAward winners, especially in today’s where innovation is the only way to escape extreme price pressure exerted by customers. So, how did the winners do it? Understanf consumer problems anddevelop technology-basedr solutions: Too many companies focues their innovation on making theifr product better, faster, smaller, prettier or cheaper insteacd of striving to identify problems customers have that they can help solve.
This behaviodr results in Walkman products that are smaller instead of an As an example of how to do it MAX Award winner CibaVision foundthat fashion-consciouss consumers, especially young females, would love to be able to see how they look in colorefd contact lenses but were reluctant to go to an eye doctort to try on lenses. It solved this problenm and anotherone — how to get theier friends’ opinions of their new look — by developint new technology enabling consumers to uploadc their picture to a Web “try on” lenses virtually and share the picturr with friends to get their reactions.
Anothee MAX Award winner, demonstrated that this strategu is equally relevantfor business-to-business marketers. Southwire, a major producerr of wire and cable, knew that its utility customerws incurred substantial repair costs when their cable was cut duringhconstruction projects. Through innovative it found a way to makecablde self-sealing when nicked or cut, savingg customers repair costs for damaged cables. Creatw a whole new category: MAX Award winner Idbides wanted to teach kids to appreciate the environment and how smallo actions can makea difference.
It developed eco-friendly toys together with educational content that taught kids aboutthe environment, creatinf a whole new categorgy in the toy industry, and were rewarded It worked with the leadinvg industry association to increase awarenesw of the new category. Deliver on the promise: Unlik some “green marketers,” Idbids didn’t just promoter that it was environmentally friendly, Idbidsw delivered. The team behind Idbids used environmentally responsibl organic materials and recycled orrecyclabl packaging. Southwire used product demonstration kits at more than 200 tradeshowes and marketing events to proveits claims.
It also createdc a customer testimonial DVD letting customer dothe talking, increasiny credibility. Use new media: Marketers today need to go beyons the use of traditional Demonstrating that large budgets are not necessargyfor success, Idbids used socia l networking, blogging and word of moutg to get visibility for its Eco-friendly Starter Kit. CibaVision used an innovativde contest promotion on and receivedr morethan 100,000 a new record for the site. Make it risk-fred for consumers to try the CibaVision offered free trial certificates on its Web Southwire offereda no-risk warranty.
Expand into new marke segments: Southwire has expanded marketing of the product into the agriculturedirrigation market, a promising new segment. Don’t forgetr to market to Idbids made a big splash at the Internationa Toy Fair in NewYork City. This attractefd the attention of the media and two key intermediaries inthe industry. The company marketed the toys as a new categorgof “eco-friendly” toys, winningf the support of these intermediaries. CibaVisionh worked closely withits eye-care practitioner partners in the product launch. These intermediaries can make or breaka product’s success, and marketing to them often doesn’f get as much attention as it deserves.
Develoo strategic partnerships: CibaVision worked with the , sponsoriny a Ford Model Search including a contest to win a contracft withthe agency. Seek recognition for your Idbids got a lot of mileage out of beiny named amongthe “Top Toys of 2008” by . They workedf with the National Parenting Center to obtain their Seal ofApproval Award. They also were nominated for a Toy of the Year given by the Toy Industry in the category ofeducational toys. Awardd add credibility and accelerate the spreae of knowledge aboutthe innovation. It woulxd be easy to fall into commodity statua in these threecompetitive industries.
Idbids and CibaVision have differentiated themselvees fromthe competition, not only through innovatioh with the product itself, but also throug good, sound marketing The results are impressive.
There is a lot to be learnedx from the MAXAward winners, especially in today’s where innovation is the only way to escape extreme price pressure exerted by customers. So, how did the winners do it? Understanf consumer problems anddevelop technology-basedr solutions: Too many companies focues their innovation on making theifr product better, faster, smaller, prettier or cheaper insteacd of striving to identify problems customers have that they can help solve.
This behaviodr results in Walkman products that are smaller instead of an As an example of how to do it MAX Award winner CibaVision foundthat fashion-consciouss consumers, especially young females, would love to be able to see how they look in colorefd contact lenses but were reluctant to go to an eye doctort to try on lenses. It solved this problenm and anotherone — how to get theier friends’ opinions of their new look — by developint new technology enabling consumers to uploadc their picture to a Web “try on” lenses virtually and share the picturr with friends to get their reactions.
Anothee MAX Award winner, demonstrated that this strategu is equally relevantfor business-to-business marketers. Southwire, a major producerr of wire and cable, knew that its utility customerws incurred substantial repair costs when their cable was cut duringhconstruction projects. Through innovative it found a way to makecablde self-sealing when nicked or cut, savingg customers repair costs for damaged cables. Creatw a whole new category: MAX Award winner Idbides wanted to teach kids to appreciate the environment and how smallo actions can makea difference.
It developed eco-friendly toys together with educational content that taught kids aboutthe environment, creatinf a whole new categorgy in the toy industry, and were rewarded It worked with the leadinvg industry association to increase awarenesw of the new category. Deliver on the promise: Unlik some “green marketers,” Idbids didn’t just promoter that it was environmentally friendly, Idbidsw delivered. The team behind Idbids used environmentally responsibl organic materials and recycled orrecyclabl packaging. Southwire used product demonstration kits at more than 200 tradeshowes and marketing events to proveits claims.
It also createdc a customer testimonial DVD letting customer dothe talking, increasiny credibility. Use new media: Marketers today need to go beyons the use of traditional Demonstrating that large budgets are not necessargyfor success, Idbids used socia l networking, blogging and word of moutg to get visibility for its Eco-friendly Starter Kit. CibaVision used an innovativde contest promotion on and receivedr morethan 100,000 a new record for the site. Make it risk-fred for consumers to try the CibaVision offered free trial certificates on its Web Southwire offereda no-risk warranty.
Expand into new marke segments: Southwire has expanded marketing of the product into the agriculturedirrigation market, a promising new segment. Don’t forgetr to market to Idbids made a big splash at the Internationa Toy Fair in NewYork City. This attractefd the attention of the media and two key intermediaries inthe industry. The company marketed the toys as a new categorgof “eco-friendly” toys, winningf the support of these intermediaries. CibaVisionh worked closely withits eye-care practitioner partners in the product launch. These intermediaries can make or breaka product’s success, and marketing to them often doesn’f get as much attention as it deserves.
Develoo strategic partnerships: CibaVision worked with the , sponsoriny a Ford Model Search including a contest to win a contracft withthe agency. Seek recognition for your Idbids got a lot of mileage out of beiny named amongthe “Top Toys of 2008” by . They workedf with the National Parenting Center to obtain their Seal ofApproval Award. They also were nominated for a Toy of the Year given by the Toy Industry in the category ofeducational toys. Awardd add credibility and accelerate the spreae of knowledge aboutthe innovation. It woulxd be easy to fall into commodity statua in these threecompetitive industries.
Idbids and CibaVision have differentiated themselvees fromthe competition, not only through innovatioh with the product itself, but also throug good, sound marketing The results are impressive.
Wednesday, April 20, 2011
Charice scores rave for 2nd 'Glee' solo - Manila Bulletin
qozadaunu.blogspot.com
HitFix (blog) | Charice scores rave for 2nd 'Glee' solo Manila Bulletin MANILA, Philippines -- Charice Pempengco's “Glee†return as Filipina exchange student Sunshine Corazon once again wired Pinoy pride Wednesday, April 20 during the afternoon US match airing of “A Night of Neglect†on ETC. ... Charice Goes Solo With ' » |
Monday, April 18, 2011
Study Finds Exergen Temporal Artery Thermometry Accurate on Newborns - PR Newswire (press release)
qozadaunu.blogspot.com
Study Finds Exergen Temporal Artery Thermometry Accurate on Newborns PR Newswire (press release) WATERTOWN, Mass., April 18, 2011 /PRNewswire/ -- Measuring the body temperatures of newborns with temporal artery thermometry (forehead scanning) provides readings comparable to results obtained by axillary (under arm) thermometry, the clinically ... |
Saturday, April 16, 2011
Smithfield says Cudahy fire won
modestofyeyko.blogspot.com
Patrick Cudahy has resumedr limited production activities in undamaged portions of its plantf at 1Sweet Apple-Wooed Lane in Cudahy, includingh its distribution center, and has taken steps to addresss the supply needs for Patriclk Cudahy products by shiftinbg production to other Smithfield facilities, Smithfiled stated in an 8-K filinbg with the U.S. Securities and Exchange The fire, which was reported on July 5 and declared extinguished onJuly 8, damaged a portion of the facility’se production space and required the temporarty cessation of operations, but did not consume the entirw facility.
The products produced at the facilityinclude pre-cooked and traditionakl bacon, dry sausage, ham and sliced meats. Patrico Cudahy is a wholly owned subsidiaryof Va.-based Smithfield Foods (NYSE: SFD), and its operating resultsz are reported in the company’s pork segment. Annuapl revenue for Patrick Cudahy’s packaged meatzs business hasexceeded $450 million in recenf years, according to the filing. Smithfield's total salexs for fiscal 2009, which ended May 3, were $12.
5 Smithfield maintains comprehensive general liability and property including businessinterruption insurance, with loss limits that companyy management believes will provide “substantia and broad coverage for the currently foreseeable losses” arisinv from the fire, according to the filing. Smithfieled anticipates that it willincur “modesr costs” related to deductibles under available insurancre policies, as well as othere one-time costs that are not currently expected to be the filing stated.
Smithfielrd is currently evaluating the damager resulting from the fire and continues to analyzse the expected impacts of the blazd and will share additional details in connection with its fiscapl2010 first-quarter earnings release, which is scheduled for 8. “Based on management’s current assessmenft of production options, the expectedx levels of insurance proceeds, and the estimated potential amoun t of losses and impacr on the PatrickCudahy brands, whichh continue to be the company does not believe that the fire will have a materialk adverse effect on its resultsd of operations, financial condition or liquidithy in fiscal 2010,” the filing Investigators continue to try to determine a cause of the fire.
Patrick Cudahy has resumedr limited production activities in undamaged portions of its plantf at 1Sweet Apple-Wooed Lane in Cudahy, includingh its distribution center, and has taken steps to addresss the supply needs for Patriclk Cudahy products by shiftinbg production to other Smithfield facilities, Smithfiled stated in an 8-K filinbg with the U.S. Securities and Exchange The fire, which was reported on July 5 and declared extinguished onJuly 8, damaged a portion of the facility’se production space and required the temporarty cessation of operations, but did not consume the entirw facility.
The products produced at the facilityinclude pre-cooked and traditionakl bacon, dry sausage, ham and sliced meats. Patrico Cudahy is a wholly owned subsidiaryof Va.-based Smithfield Foods (NYSE: SFD), and its operating resultsz are reported in the company’s pork segment. Annuapl revenue for Patrick Cudahy’s packaged meatzs business hasexceeded $450 million in recenf years, according to the filing. Smithfield's total salexs for fiscal 2009, which ended May 3, were $12.
5 Smithfield maintains comprehensive general liability and property including businessinterruption insurance, with loss limits that companyy management believes will provide “substantia and broad coverage for the currently foreseeable losses” arisinv from the fire, according to the filing. Smithfieled anticipates that it willincur “modesr costs” related to deductibles under available insurancre policies, as well as othere one-time costs that are not currently expected to be the filing stated.
Smithfielrd is currently evaluating the damager resulting from the fire and continues to analyzse the expected impacts of the blazd and will share additional details in connection with its fiscapl2010 first-quarter earnings release, which is scheduled for 8. “Based on management’s current assessmenft of production options, the expectedx levels of insurance proceeds, and the estimated potential amoun t of losses and impacr on the PatrickCudahy brands, whichh continue to be the company does not believe that the fire will have a materialk adverse effect on its resultsd of operations, financial condition or liquidithy in fiscal 2010,” the filing Investigators continue to try to determine a cause of the fire.
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