The zygomycete fungus Pirella circinans was isolated from cadavers of the beetle Hydromedion sparsutum from diverse sites on the sub-Antarctic Bird Island and was found to be the dominant or sole fungal coloniser during the primary degradation of cadavers. The fungus was observed to grow and colonise cadavers from discrete areas of the beetle carapace, some of which were not affected by alcohol surface sterilisation. The fungus is commonly reported from the dung of rodents and other small mammals, both of which are absent from Bird Island. Recovery of P. circinans as the only fungus from beetle cadavers is unusual and may indicate a close association between the beetle and the fungus.
The Cape May County Board of County Commissioners met on Wednesday evening to officially reorganize their government.Commissioners Will Morey and Jeffrey L. Pierson both were sworn in, along with Sheriff Robert A. Nolan and County Clerk Rita A. Rothberg.Senator Michael L. Testa, Jr. swore in Morey, Nolan, and Rothberg, while Surrogate Dean Marcolongo swore in Pierson.The meeting was held virtually for the public due to current restrictions of COVID-19.“It is an honor to be sworn in as Commissioner today,” Commissioner Jeff Pierson said in a county news release. “The lack of the public today is a reminder of the battle we have been fighting during 2020. As the liaison to our amazing Health Department, I know we have a lot of work to do this year including the already beginning roll out of vaccinations.”Commissioner Will Morey is sworn in by Senator Michael L. Testa.The Cape May County Board of Chosen Freeholders was incorporated by an act of the New Jersey Legislature in 1798.The term “Freeholder” was unique to New Jersey and referred to those who owned land free of debt. In August 2020, Governor Philip D. Murphy signed into law the change in name from “Board of Chosen Freeholders” to “Board of County Commissioners” for all 21 counties.Effective Jan. 1, 2021, the name officially became the Cape May County Board of Commissioners and each member is referred to as a County Commissioner.“We thank County residents for their active support of the “Safely Together” initiative put in place to assist us in living and working safely during the time of Covid”, said Commissioner Will Morey, liaison to Economic Development and Co-Chair of the of the Cape May County Business Recovery Task Force. “We will continue in earnest to explore and initiate ways to help our business owners and residents recover from the coronavirus in the weeks and months ahead.”Cape May County Sheriff is sworn in by Senator Michael L. Testa.During the meeting, the Commissioners voted Gerald M. Thornton Director of the Board and Leonard C. Desiderio Vice-Director of the Board.The Board is organized every January when departments are designated, and a director and vice-director are selected. Commissioners elect from among themselves a Commissioner Director, who conducts their meetings and serves as spokesperson for the Board.The Commissioner Vice-Director fills this role in the director’s absence. The Commissioner Director and County Administrator serve as ex-officio members of each committee. Kevin Lare has been appointed Acting County Administrator and Acting Clerk of the Board.“It has been a difficult past year, but I personally appreciate the support of our County residents, our business community, and our employees,” said Thornton. “We know it has been a tough year on everyone, but we continue to work to support our community and look forward to mass distribution of the vaccine in the months ahead.”Cape May County Clerk Rita A. Rothberg is sworn in to another term by Senator Michael L. Testa. Commissioner Jeffrey L. Pierson is sworn in to another term by Surrogate Dean Marcolongo during a ceremony Wednesday. (Photos courtesy of Cape May County)
Amelia Nutting is no ordinary baker, and her shop in Wolverhampton, Shuga Budz, is no ordinary cake shop. Because in an era when nearly one million under-25s are unemployed, 21-year-old Amelia has been co-owner of her own successful business for four years.Last year, her talents were recognised at the Baking Industry Awards, where she was named Celebration Cake Maker of the Year, for a cake the judges called “flawless”. The award, sponsored by Renshaw, was the highlight of her career so far, she says, adding: “Winning has opened up masses of opportunities.”As well as bringing in lots of new business for example, Shuga Budz was recently asked to make a cake in the shape of a bus station to mark the opening of Wolverhampton’s new bus depot the award has also brought her talents to the attention of the BBC, which has asked her to apply to take part in a new documentary series on BBC3 about young people in traditional industries. She is currently waiting to hear if she has been accepted.It is a lot of success for someone so young, but Nutting says she has always been ambitious. “So many people say you need to go to university and do a business management course to get anywhere, but I always wanted to do my training when I was young.” She went to college, but left after two years, because, she says, “I wasn’t learning anything I couldn’t learn at the shop.” Her mum, Debbie, who is also her business partner, has taught her nearly everything she knows.Early introduction to bakingIt was Debbie who introduced Amelia to baking. Growing up, Debbie started cake-making for her children’s birthdays and when her flair became obvious, she was asked to make cakes for friends and family. Nutting recalls earning pocket money helping her mum in the kitchen. “When I was old enough, I would make the wired leaves for her flowers and she would pay me pennies for doing those. It was like pocket money instead of washing the car for £2, it would be, ’Make these leaves and you can have £1’.”From wired leaves, Nutting progressed to more intricate designs, gradually developing her bold signature style embodied by the clowns on her winning cake. When she was 17 and the family kitchen was becoming overwhelmed with orders, Nutting and her mum opened their first cake shop. The name Shuga Budz was inspired by the sugar of the cakes and the buds of flowers Debbie is also a trained florist and the pair originally planned to sell flowers, but they’ve been far too busy with cakes in the past four years to focus on anything else.Birthday cakes form the bulk of Shuga Budz’ business, but in the summer months weddings take over. And according to Nutting, christenings are a big up-and-coming source of business as parents spend more money on increasingly extravagant events. “Christenings are just getting bigger and more popular,” she says. “They are becoming like weddings for babies. People are making it a bigger event and having bigger and bigger cakes. We do a lot of the traditional blocks, but also teddy bears or characters on cakes, and we’ve also done quite a few castles.”Running a bespoke service means that, occasionally, Shuga Budz gets some strange requests. “We were asked to make an opened-up torso, with all the insides outside,” says Nutting. It was for a 21st birthday for a girl studying medicine. “We had to do the skin opened up and use piping to make it look like the blood was real and the heart and the lungs and intestines and kidneys.” Currently, Nutting is making an Australian-themed wedding cake: “It has a camper van on the top with a dog’s head popping out of the window. Then it has got the bride and groom, and koalas and kangaroos with piped peacock feathers.”The next step for Shuga Budz is to find bigger premises. In addition to Debbie and Amelia, the business employs three part-timers and they want somewhere where they can open a café at the front of the new shop. The pair also have plans to offer cake-making classes in the shop. Above all, Nutting has ambition. “I want Shuga Budz to be big,” she says. “I’d like more people to know about us not just in Wolverhampton. I want to be out there with the big guns.” And if her record so far is anything to go by, she is unlikely to fail. Sponsor’s comment “The cake is creative and clean, with good use of colour and finished to a high standard with good attention to detail and a balanced design. Good fun and characterful, and precisely done.” Nic Hemming, Renshaw Turning creativity into a business Amelia Nutting’s creative talents showed early. “I did my GCSE art two years early at school as part of a gifted and talented programme,” she says. In addition, she says, she has always been a practical, hands-on person, with a desire to turn that into a business. “You have to find the thing you love doing first, and believe in the fact you can get your own business from it,” she advises. “It is all about hard work and patience and listening to your customer.”Nutting also believes entering contests such as the Baking Industry Awards has played a big part in her success, and the subsequent press coverage has driven new customers to Shuga Budz. “People know about our creativity and are challenging us more than ever,” she says. How she made the winning cake Amelia Nutting’s topsy-turvy clown design is made of three cakes, each decorated to be part of a clown’s outfit. The base cake is the top of a clown’s trousers, the middle cake is a clown’s shirt half black, half white, with red buttons, and the top cake is a clown’s top hat. She then modelled the clown figures from sugarpaste with added CMC for strength, and painted them with food colouring, mixed with Superwhite [icing whitener], to give an opaque finish to the colours. Other features on the cake, such as the squirty flower on the top were modelled from flour paste.Believe it or not, Amelia is scared of clowns, and the idea to make a clown cake came to her because of her fear. “I still don’t like clowns,” she says, “but I’m not as scared now.”Since she won the award, a large canvas of the design hangs in the shop and the cake also appears in one of the 10 albums customers can browse when they come into the shop. Nutting says one of her most recent orders was a version in pink for a girl’s birthday party.
This feels familiar: it seems like it was only a week ago I was on a stage in Manchester making a speech about the biggest hospital building programme in a generation – I’m assuming you all saw it?Well, if you didn’t, one of the highlights of my last trip was going to North Manchester General Hospital with the Prime Minister to see one of the 40 hospitals we’re building or upgrading over the next decade.We met with Raj Jain (CEO) and his brilliant leadership team, and we met with some of the patients being cared for by the brilliant doctors and nurses there.But as we were looking around, it became abundantly clear that those facilities, built in 1876, aren’t fit for the modern age. It’s like one of the staff there said: asking Premiership footballers to play on a ploughed field.All I can say: it’s a good job Solskjaer isn’t running an NHS trust – or Man United would be in special measures by now.But poor facilities are not something that you should have to accept for your teams.The right leadership is so important to the health of the NHS, but what’s even more important is that our NHS leaders have the right support.That you’re not trying to operate with one arm tied behind your back.As health secretary, I’ve listened to you about what support you need to do your jobs, and what I’ve seen is that the best chief execs, with the best-run trusts, all talk in the long term.Of course, we all face short-term challenges, day-to-day pressures, but good leadership is about looking ahead, being able to anticipate and plan, think about the resources, the changes and innovation that you’re going to need to meet the demands of tomorrow.One of the most pressing demands is for more people – and that is what most of the £33.9 billion extra funding will be spent on.There will be more on that in the People Plan later this year. Today, I’d like to talk about 3 other things that are going to be integral to the future of every NHS trust: the Long Term Plan, capital and tech.And I’d like to take a moment to focus on each one.First: the Long Term Plan Bill.Simon Stevens, and his team, have consulted with you, and colleagues from across the NHS, to develop proposals collaboratively for an LTP Bill.We want any legislative changes to have widespread support, and to ensure they help speed up delivery of the plan.At their heart, the proposals, which I’m considering carefully, will empower you to work collaboratively with other providers and commissioners, so you can reduce bureaucracy and procurement costs, and so we can improve care and get the best possible return for taxpayers.The proposals set out how the NHS is moving from competition to collaboration as the main driver for service improvement.So more joint working. Choice for patients must remain, and competition should be encouraged where it can lead to better outcomes, but it doesn’t have to be done in a bureaucratic, crass way. It isn’t the organising principle for NHS services.On mergers: trusts need to be able to make merger decisions in the best interests of patients – and patient interest should be clearly defined.But the Competition and Markets Authority merger review process adds an unnecessary layer of bureaucracy that’s time consuming and costly with knock-on effects for staff and patients.So the proposals recognise that while the CMA has an important public interest role to play, when it comes to things like pharmaceutical pricing, proposed trust mergers are better assessed by the NHS.They’re better placed because quality of care, and best use of NHS resources, should be the guiding principles when it comes to deciding on mergers, tariff-setting and licence conditions.And on tariffs, the Long Term Plan sets out how we’re moving away from activity-based payments to population-based payments.Why?Because we need more flexibility to spur innovation and to remove perverse incentives. We’re already doing it with blended payments for emergency care and multi-year tariff setting, but we can go much, much further.Fair, transparent, locally-set prices will make it easier to redesign care across providers, support preventative care models and reduce transaction costs.And on procurement, you know there are too many complexities and costs with little added value for patients in return.So we hear what you’re telling us and it’s clear: we need simpler, more refined procurement, that reduces bureaucracy when you’re developing competitive tender bids, that makes it easier for you to work with commissioners to develop innovative clinical models.And this new procurement model should cover commissioning of all healthcare services not just arrangements with NHS statutory providers.So, we hear you, the voices of the NHS.Second: let’s talk capital.Last week, here in Manchester, we launched the Health Infrastructure Plan: the biggest, boldest hospital building programme in a generation, properly funded – not painful PFI deals – and properly planned so the NHS is ready for the 2020s and beyond.Now, you all know the topline figures: 6 new hospitals, ready-to-go now, will start immediately, and another 34 new hospitals, in the pipeline, have been given the green-light, and seed funding, to develop their plans.But the Health Infrastructure Plan (HIP) isn’t just about building new hospitals: it’s about capital to modernise diagnostics and tech, modernise our primary care and mental health buildings, and help address critical safety issues in the NHS.It’s about the capital system as a whole.You know better than anyone the challenges we face – that capital is too stop-start, the disjoint between the national allocation and local decisions, and the last-minute nature of some approvals.This new regime will provide indicative, multi-year planning envelopes that will be confirmed annually.To balance control and delivery, we’re proposing 2 sets of changes: one, to offer more assistance to providers in developing their business cases, and 2, to streamline the approvals process.To ensure that funding reaches the frontline as soon, and as efficiently, as possible, all national organisations will need to work together more closely to manage NHS capital expenditure, through greater budget transparency and improved forecasting.Under this new system, providers will remain responsible for maintaining their estates, and for setting and delivering their organisation’s capital investment plans. But local providers must work much more collaboratively to plan capital investment. After all, if one trust breaches capital spending limits, then clearly that’s going to have a knock-on effect on others and their capital plans: we all share the same national pot.Integrated care systems (ICS) will have primary responsibility for spending within their capital envelopes – covering both types of acute trusts, mental health trusts, community trusts, primary care – and of course linking in with ambulance and specialist trusts.I want to see more capital and estates collaboration through ICSs. I want to see providers who think they can better use local assets currently owned by NHS Property Services (NHSPS) to take over these assets and used them for the very best of the local health system. We’ve seen some early examples of use of the new powers for trusts to request ownership of NHSPS assets – starting in my own patch with Newmarket Hospital. And I will in principle be open to all such transfers, within the accommodative rules we’ve set out.Trusts need to think of their physical assets as working for the ICS, and ICSs need to work to make the most of all the assets there are locally, and everyone needs to focus on using our physical assets to bolster the most important asset: the health of the population who we serve.That is the new vision – and I need you to help me make it a reality.The role of regions will be advisory: to support ICSs with advice to deliver their plans, to ensure ICSs in turn work with each other, and to make the relationship between the centre and local systems tractable.And then we need more integration at a national level too. There will be one capital sign-off nationally: a Capital Committee including NHS England, NHS Improvement and DHSC. I want the national sign-off to be spectacularly more straightforward. We will be guardians of the national capital expenditure limits, and strategic in allocations of central capital, and encourage planning for the future through the HIP process. But the bureaucracy around sign-offs will be radically simplified.The system must be fair to everyone: NHS trusts and foundation trusts alike.We want to make sure capital better flows to where it’s most urgently needed, while still rewarding trusts for strong financial performance, preserving the autonomy trusts have while ensuring the whole system uses capital as strategically as possible.It’s about building a more equitable, fairer system, where every constituent part of the NHS lives up to its responsibilities by acting in a collaborative way – and that, collectively, we all act in the best interests of patients and taxpayers.And I want to say a word about what I mean by integration. This isn’t superficial. I want trusts to be bold when it comes to integration.It’s very easy to point at real or perceived barriers and say: ‘let’s just do the bare minimum’.Primary care, community care, mental health and adult social care should all be looking at ways, including structural ways, in which they can properly integrate to provide a more seamless experience for the patient.Engaging and inspiring the workforce is critical to achieving this.Empowering frontline staff to own the integration and find all the myriad ways to break down barriers and make things work better.And that means investment in wider health and care infrastructure, such as genomics, prevention and public health, life sciences, and the wrap-around care and support we provide to elderly people and people with physical or learning disabilities.The whole of the NHS is moving towards system-level working – and you are a vital part of that system.Which brings me to the third – and final – thing I want to talk about: tech.Now, I’d like to think since last year’s conference we’ve got to know each other a bit. I’ve made my case for tech passionately and repeatedly, and to give a lot of providers credit, you’ve listened and responded.We’re axing the fax, purging the pager, and I’ve set up NHSX to drive digitisation across the whole of health and social care.And the team at NHSX is getting the right architecture in place: common standards on privacy, encryption, inter-operability and data.And not just the right technical architecture but shared standards on governance, procurement and contracts, so that you can buy whatever you want, from whoever you want, as long as it’s safe, inter-operable and does the job.This standards-led approach, open to innovation from outside the NHS, is the only way to go for an organisation as large and as complex as the NHS.And this approach is already bearing fruit.Just under a third of the population (26%) are now registered for a GP online service: that’s more than 16 million people.By the end of this year, every member of staff at Imperial College, and Chelsea and Westminster trusts will be using a single shared electronic patient record (EPR) system. Around 17,000 staff will have only one EPR to learn and patient records will be available across organisational boundaries.We trust you to do your job so we’re going to mandate tech standards for providers, like we’ve done with GPs.We don’t want to micro-manage you: we want to empower you to make the right decisions for your communities and their care needs – but they must fit standards so everyone’s systems can fit in with each other.But the truth is that getting the right architecture in place and mandating shared standards isn’t going to be enough – it’s also about cold, hard cash.Let me be clear: it’s not about getting the latest gadgets and gizmos into the NHS, it’s about ensuring we upgrade slow, outdated – and often dangerous – systems so we can save lives, and save time for staff.As I’ve seen in Salford and Addenbrooke’s – and it’s happening in Birmingham and Southampton – they’re investing in the right tech to support their staff and make their patients’ experiences better.The driving force should be meeting a minimum set of core digital capabilities, but without the necessary spend, that’s impossible.How can we unleash the potential of our national NHS AI lab if hospitals are still printing off X-rays and sending them by courier to be analysed?So we need the right architecture and standards, the right innovation culture and the right tech spend.This is about seizing the once-in-a-generation opportunity that the record £33.9 billion we’re putting into the NHS offers us to build a health service that is truly fit for the future. And with our multi-year full capital budgets to be set at the next capital review.So a Long Term Plan that looks to the next decade and beyond.A Health Infrastructure Plan that takes a strategic future-focused approach to capital.And a new tech priority, properly mandated and properly funded, across the NHS to save lives and save time.That’s how we ensure you get the right support to do your jobs.That you can build up your organisations and back your teams.That you can lead with confidence and optimism about the future.And that’s how, together, we build an NHS that’s there for every single member of our society, for generations to come, whoever they are and wherever they live.
Boulder, CO’s The Fox Theatre continued its month-long celebration of the venue’s 25th anniversary with a double-header from none other than The Greyboy Allstars this past weekend. For the Saturday night performance, Karl Denson (sax/flute/vox/percussion), Robert Walter (keys), Chris Stillwell (bass, vox), Aaron Redfield (drums), and Michael Andrews/Elgin Park(guitar, vox) left no stone left unturned, as the group played on another level the entire night.The sheer talent of each individual member of the group was on full display, as the band made their way through their catalog of music with tracks like “Still Waiting” and “Deck Shoes” from 2007’s What Happened To Television?, as well as a set-closing “Quantico Va” from 1997’s A Town Called Earth. Other notable highlights on the evening were a debut of the Chris Stillwell written song “Twister,” and a smoking hot cover of Bob James‘ 1974 jazz number “Nautilus” (which was sampled by Ghostface Killah on “Daytona 500” from 1996). As Denson shined on the flute during the intro, Andrew and Stillwell brought that tough beat that the classic tracks is known for.“Bitch Inside Me” and “Bomb Pop” kept the vibe on the floor at pique levels, and a cover of The Beatles‘ “Taxman” was a great way to end the night. The Fox Theatre continues its month-long 25th anniversary celebration with upcoming performances from Big Gigantic, The Motet, The Magic Beans, From Good Homes, North Mississippi Allstars, and more. For a full schedule, check out the venue’s event schedule. The Greyboy Allstars Setlist (Unofficial) | The Fox Theatre | Boulder, CO | 3/11/17Les Imperials, Jungle Strut, Still Waiting, Driver 3, Smokin’ At Tiffany’s, Nautilus (Bob James cover), Wandering (w/ Mike on vocals), Corry’s, Twister (new song – Stillwell), Szabo, Deck Shoes, Don’t Chin The Dog, Mike Driver, Bitch Inside Me (Mike on vocals), Bomb Pop, QuanticoEncore: Taxman (The Beatles cover)[cover photo courtesy of Dave Vann – The Greyboy Allstars Facebook page]
An international team of researchers with an effort called the Zoonomia Project has analyzed and compared the whole genomes of more than 80 percent of all mammalian families, spanning almost 110 million years of evolution. The genomic dataset, published in Nature, includes genomes from more than 120 species that were not previously sequenced, and captures mammalian diversity at an unprecedented scale.The dataset is aimed at advancing human health research. Researchers can use the data to compare the genomes of humans and other mammals, which could help identify genomic regions that might be involved in human disease. The authors are also making the dataset available to the scientific community via the Zoonomia Project website, without any restrictions on use. “The core idea for the project was to develop and use this data to help human geneticists figure out which mutations cause disease,” said co-senior author Kerstin Lindblad-Toh, scientific director of vertebrate genomics at the Broad and professor in comparative genomics at Uppsala University. However, in analyzing the new genomes, the authors also found that mammalian species with high extinction rates have less genetic diversity. The findings suggest that sequencing even just a single individual could provide crucial information, in a cost efficient way, on which populations may be at higher risk for extinction and should be prioritized for in-depth assessment of conservation needs.“We wrote the paper to talk about this large, unique dataset and explain why it is interesting. Once you make the data widely available and explain its utility to the broader research community, you can really change the way science is done,” said co-senior author Elinor Karlsson, director of the Vertebrate Genomics Group at the Broad Institute of MIT and Harvard and professor at the University of Massachusetts Medical School. Zoonomia data have already helped researchers in a recent study to assess the risk of infection with SARS-CoV-2 across many species. The researchers identified 47 mammals that have a high likelihood of being reservoirs or intermediate hosts for the SARS-CoV-2 virus.Mapping mammalsThe Zoonomia Project, formerly called the 200 Mammals Project, builds on a previous project, the 29 Mammals Project, which began sequencing mammalian genomes in 2006. The latest project extends the work by exploring the genomes of species that can perform physiological feats that humans can’t, from hibernating squirrels to exceptionally long-lived bats. The project also included genomes of endangered species. In the new study, the researchers collaborated with 28 different institutions worldwide to collect samples for genomic analysis, with the Frozen Zoo at the San Diego Global Zoo providing almost half of the samples. The team focused on species of medical, biological, and biodiversity conservation interest and increased the percentage of mammalian families with a representative genome from 49 to 82. The project also developed and is sharing tools that will enable researchers to look at every “letter” or base in a mammalian genome sequence and compare it to sequences in equivalent locations in the human genome, including regions likely to be involved in disease. This could help researchers identify genetic sites that have remained the same and functional over evolutionary time and those that have randomly mutated. If a site has remained stable across mammals over millions of years, it probably has an important function, so any change in that site could potentially be linked to disease. In releasing the data, the authors call upon the scientific community to support field researchers in collecting samples, increase access to computational resources that enable the analysis of massive genomic datasets, and share genomic data rapidly and openly. “One of the most exciting things about the Zoonomia Project is that many of our core questions are accessible to people both within and outside of science,” said first author Diane Genereux, a research scientist in the Vertebrate Genomics Group at the Broad. “By designing scientific projects that are accessible to all, we can ensure benefits for public, human, and environmental health.” The project was funded in part by the NHGRI, the Swedish Research Council, the Knut and Alice Wallenberg Foundation, Broadnext10, and others.
Student body president Catherine Soler delivered her State of the Student Union address to Student Senate Wednesday before its members passed a resolution to revise the Off-Campus Council. “It is very encouraging to see that we have accomplished many of the goals that we set out to,” Soler said. “We have introduced Student for South Bend discount program — the first of its kind in our community; the Rent-A-Text Program is up and running; and there are now three different varieties of hummus in the dining halls.” Soler said other projects have been pushed forward throughout the semester, such as the completion of a computer cluster in Jordan Hall and long-term plans for renovations to the DeBartolo Lounge. “Additionally, we have maintained the successful programs of past administrations such as TRANSPO, College Readership and the Lease Fair,” she said. The administration approached the close of first semester in after unforeseen challenges. “We have been thrown into various situations that were unexpected such as taking on the responsibility to redo pep rallies, representing the student body during the period of high arrests and being leaders in the time of great sadness with the passing of Declan,” Soler said. “In all of this I am proud of the ability — and not just from [student body vice president] Andrew [Bell], [student government chief-of-staff] Nick [Ruof] and me — but all of our student leaders who stepped up in these situations, no questions asked, and fulfilled our responsibilities to represent the students and live out being someone from Notre Dame.” Student government looks at the future optimistically as it will continue to develop projects like the eND Hunger campaign and improve community relations, Soler said. “Tonight we have the proposed amendment to the structure and role of the Off-Campus Council,” she said. “This is an important internal step to finding long-term solutions to good neighbor relations, protecting the welfare of our student and promoting great relationship with our community.” Off-Campus Council president Ryan Hawley presented a resolution to the Senate to change the structure of the Off-Campus Council. The resolution proposed two significant changes. “We want to change the constitution so students currently on campus who plan to move off campus can run for Off-Campus Council positions,” Hawley said. Positions on the Off-Campus Council were only open to students who moved out of the residence halls before their junior year. After the change, students who did not live off campus during the previous year would still be eligible for office. “There is very limited junior pool that lives off campus,” Hawley said. “That group is not representative of the entirety of the people who live off campus.” The officers do not need to have lived off-campus during their junior year to manage the Off-Campus Council during their senior year, Hawley said. “In the past there has not been a really interested candidate pool,” Hawley said. “Tons of people on campus are interested and qualified, and we want to afford them the opportunity to run.” The second change was the addition of Off-Campus Council ambassadors. Student body vice president Andrew Bell said the ambassadors would function off campus like senators in on-campus residence halls. “For every dorm, there is a senator who is local to you and gets information to you,” Bell said. “Ideally there would be someone who lives at Irish Row with you who can do the same.” Breen-Philips senator Erin Burke said the changes would help off-campus students with community relations. “I would like to support this resolution,” Burke said. “We have spent a lot of time discussing how we can make the Off-Campus Council more active and more effective to help students be good neighbors.” The Senate passed the resolution with a vote of 25 in favor, two opposed and no abstentions.
Shibata said women officers are capable of bringing a unique brand of compassion to the job that is incredibly helpful in daily interactions as an officer.“I’ve never been in a fight, because I’ve been able to talk people down,” Shibata said. “Having strong communication skills is essential. Women also don’t have an ego, needing to prove oneself, but rather, they try to solve the situation.“ … We do need women to be interested, and who want to be involved. Diversity helps us connect better with other people.”Having diversity on the force is crucial in some situations, Garcia-Betts said.“Sometimes, men may not be able to speak to women about domestic violence,” she said. “A woman may not feel safe talking to a male officer at that time.”Shibata recently had the honor of attending the National Association Women Law Enforcement Executive (NAWLEE) conference, where she was able to meet fellow female officers who inspired her, she said.“Most of them had to fight to be heard and respected,” Shibata said. “It made me feel very blessed for the experience that I’ve had and the people that have supported me. I’ve had a very positive experience and had the support of men and women within the department and throughout the University.”Shibata said the only limits to becoming a female law enforcement officer come from within.“Don’t be afraid to try to be the best, to beat the guys,” she said. “Don’t let your knowledge that you may be one of the few be an extra burden to you.” Tags: Equality, Keri Kei Shibata, NDSP, police force, women Saint Mary’s President Jan Cervelli and the Belles Against Violence Office (BAVO) hosted a panel of female former and current law enforcement officers Monday night to honor women in law enforcement and to welcome the newly appointed Notre Dame Security Police (NDSP) Chief Keri Kei Shibata.Kathleen Donahue | The Observer Cervelli said she has been looking forward to hosting Shibata on campus.“Notre Dame made history,” she said. “I’m very proud as a South Bend native — Chief Shibata’s hire is historic both for the department and the South Bend region at large”Shibata is the first female and person of color to serve as the chief of NDSP, and she is currently the highest ranking member of NDSP. Before joining NDSP, Shibata received her bachelor’s degree in biblical literature from Bethel College. She then went on to receive an executive MBA from Notre Dame.In 2004, she began working at Notre Dame as one of the first members of the Residence Hall Security Squad. In later years, she has been responsible for the University’s 911 dispatch center, crime prevention, outreach, security, guest services, Clery Act reporting and training for Notre Dame’s Campus Safety Officers.To honor the women who have paved the way for female police officers today, Cervelli recalled a brief history of female officers in the U.S. Lola Baldwin became the first female police officer in the United States on April 1, 1908, Cervelli said. Six years later, South Bend hired Minnie Evans, the city’s first female officer. Today, only 14 percent of all police officers are female and 1 percent of all police chiefs are female, according to Cervelli.“The number of women serving as officers and police chiefs across the United States is still low,” Cervelli said. “So we’ve got work to do, girls. But that’s slowly changing.”Shibata said she came into law enforcement accidentally. She originally wanted to be a pastor and only applied for the Residence Hall Security Squad job to help pay her bills, she said.“I really loved it,” Shibata said. “I was in the Residence Hall Squad for a year and became a police officer the following summer.”Former dispatch coordinator for Mishawaka Char Monges said she too came into law enforcement by accident. She had been looking for a job and came across an ad in search of a record communications clerk, she said.“It was a life-changing event,” Monges said. “The thing from the very first day until now that has carried me through this career is it’s different every single day — I’m always learning something.”Investigator Crystal Garcia-Betts said there were only five female officers out of 118 total officers on the force when she was first hired as an officer in Elkhart. Because being a female officer was uncommon at the time, the women had to prove they were capable to the male officers, she said.“Until you had an incident where the other guys would say, ‘She’s all right,’ we weren’t accepted,” Garcia-Betts said. “Today they’re accepted. You come on and you’re an officer — that’s all you have to say.”Lieutenant Laurie Steffen, a midnight shift patrol supervisor, said she became an officer right out of high school, despite her father not being supportive of her decision. She recommends that if any women are interested in the field, they should find a mentor.“Just have a good mentor in place,” she said. “If it’s something you want, then follow that dream, because it is worth following.”
41SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Wendy Moody Wendy Moody is a Senior Editor with CUInsight.com. Wendy works with the editorial team to help edit the content including current news, press releases, jobs and events. She keeps … Web: www.cuinsight.com Details You’re ready to apply for a mortgage … or so you think. The process of meeting with a lender and a getting a mortgage can be very complicated, especially for first time homebuyers. It can be quite tricky to know exactly what to do or how much you should disclose about yourself to your lender. To help with this process, here are a few things to consider being up front about from the very start.Career changesWhen handing out large loans, lenders look for employment stability and steady income; most will check your employment history and income throughout the mortgage application process. Therefore, although you may be tempted to hide that recent demotion or career setback, it’s better to be straightforward from the beginning. Failing to do so may jeopardize your eligibility or cause other problems prior to closing.Other loansIf you have taken out other large loans or made a big purchase before applying for your mortgage, your lender needs to be in the loop. Making these financial decisions will affect your mortgage as it increases your “debt-to-income ratio” or DTI. Having a high DTI will also result in a higher mortgage interest rate, which makes you riskier in the eyes of your lender. So, come clean about that new car because it may affect the type of mortgage you qualify for.Large depositsWhen applying for a mortgage, the lender will ask for two month’s worth of bank statements. If they notice you’ve made multiple large deposits of over $100, it’s imperative you provide them with documentation explaining the source of the income. These large deposits can be deemed quite questionable during the underwriting process so in order to avoid delays, be prepared with all necessary documentation.
Topics : Victory in a cliffhanger Israeli election on Monday seemed to be within Prime Minister Benjamin Netanyahu’s grasp, with exit polls showing him just one seat short of a governing right-wing bloc in parliament.Netanyahu, Israel’s longest-serving leader, responded to the projections by tweeting “Thank you” and a heart emoji. He fought Israel’s third election in less than a year under the cloud of corruption charges, which he denies.The four-term prime minister, who heads the right-wing Likud party, had failed to secure a governing majority in the legislature in elections held in April and September. Opinion polls in the final days of campaigning had predicted further deadlock. But polls broadcast by Israel’s three main television channels after voting ended showed Likud pulling ahead of the centrist Blue and White party led by former general Benny Gantz.All three exit polls gave Likud and like-minded parties 60 of parliament’s 120-seats, just one short of a majority. During the campaign, right-wing and religious parties had pledged to join a Likud-led coalition government.Actual results, which have differed in the past from exit polls, will be released on Tuesday.