Children’s cancer research is often ignored. Make it a ‘moonshot’ priority

first_imgFirst OpinionChildren’s cancer research is often ignored. Make it a ‘moonshot’ priority Related: By David A. Williams April 14, 2016 Reprints About the Author Reprints Since then, overall cure rates for childhood cancers have risen to 80 percent. Some pediatric cancers post cure rates of 90 percent, while others remain difficult or nearly impossible to cure. At the same time, a majority of childhood cancer survivors experience harmful, lifelong complications of the treatments that saved them. Such late effects can be far more devastating to the survivor diagnosed at age 5 than the survivor diagnosed at age 65.Focus on childrenWe are learning that cancer research is a two-way street. Just as breakthroughs in adult cancer research can help children, breakthroughs in pediatric cancer can also benefit adults.advertisement The leading edge of cancer research and treatment is toppling two old silos: cancer’s location in the body and patient age. A targeted therapy aimed at adult skin cancer is also helping children with brain tumors who share the same mutation. And research into the relatively pristine genomic landscape of pediatric cancers — children have accumulated far fewer genetic mutations than adults — is providing new insights into childhood cancers that may also translate into advances for adults.The path forward, as noted in the coalition’s Recommended Pediatric Priorities for the Cancer Moonshot Initiative, contains several challenges. The biology and types of childhood cancers differ from those that affect adults and require distinct investigation and therapies. A young cancer patient stands in her bed at Lurie Children’s Hospital in Chicago. Christian K. Lee/AP @childcancercare Related: Obama administration wants $1 billion to jumpstart Joe Biden’s cancer ‘moonshot’ Panel of experts named to advise Biden on cancer ‘moonshot’ Although there are more than 150 types of childhood cancer, pediatric cancer receives only a small fraction of National Cancer Institute and National Institutes of Health funding. Research and development of new therapies largely depend on federal and philanthropic resources because industry is focusing its oncology efforts on the vastly larger potential market for adult cancer drugs.The coalition believes that these four areas should be part of the moonshot’s pediatric agenda:Gene activity. Genetic abnormalities seen in pediatric cancers often involve the regulation of gene activity — instructions that tell genes to turn on or off. Such abnormalities are also important in a wide range of adult cancers. Deviations in gene regulation are currently difficult to treat with drugs. We need to develop novel avenues of research to accelerate the journey from bench to bedside of drugs aimed at gene regulation.Gene-targeted therapy. In the clinical revolution called precision medicine, childhood cancers have lagged behind adult cancers. Recent research suggests that children could benefit from more extensive genetic sequencing of their cancers. The National Cancer Institute, which is already investigating precision medicine for adult cancers, is expected to open a pediatric Molecular Analysis for Therapy Choice (MATCH) trial later this year. This and other studies into applications of genetically targeted therapies for pediatric cancers will push forward this promising approach.Federal efforts. The federal government can play a critical role by requiring and encouraging pharmaceutical companies to develop drugs for children with cancer. Recently enacted incentives that extend patent periods or speed the approval process for drug applications are important steps in this direction. The federal government needs to ensure that clinical trials in children are started earlier in the drug approval process. It should also make sure that guidelines for pediatric dosing are created for potentially beneficial drugs, and that new drugs are made in the liquid formulation needed for young children who can’t swallow pills.Collaborative efforts. Because childhood cancer is less common than adult cancer, progress is possible only with collaboration across institutions. The National Pediatric Research Network, which was recently approved by Congress, is an important new tool. It should be funded and implemented without further delay.The decades of productive life awaiting boys and girls cured of cancer should be reward enough for ensuring that children have a place in the cancer moonshot. The promise of years ahead, too, for older individuals cured of cancer makes finding room for pediatric cancer in the moonshot that much more critical.David A. Williams, MD, is president of the Dana-Farber/Boston Children’s Cancer and Blood Disorders Center. Cancer is the leading disease-related cause of death in children in the United States. Yet pediatric cancer is often left behind when it comes to funding research and developing new drugs. Not only does this give short shrift to children with cancer, but it also threatens to rob us of advances that could benefit cancer patients of all ages.That’s what I and fellow members of the Coalition for Pediatric Medical Research told the staff of Vice President Joe Biden, who is leading the cancer “moonshot.” We recently met in Biden’s Washington office to make the case that childhood cancer must be represented as the government considers ways to propel cancer research.Six decades ago, the first major breakthrough in the treatment of cancer came when Dr. Sidney Farber used an experimental drug to treat leukemia in children. Some went into remission — a medical first. Chemotherapy was born, revolutionizing the care of both children and adults with cancer.advertisement David A. Williams Tags cancerchildrenmoonshotlast_img read more

Man who plotted to eat children asks for prison release due to coronavirus risk

first_imgRELATEDTOPICS AdvertisementChild pornography was reportedly found on Portway’s computer, reported WFLA. He had built a dungeon with torture devices in his basement for the purpose of raping, torturing, murdering and cannabalizing young children, authorities said. He was sentenced to almost 27 years in prison after pleading guilty to solicitation of child kidnapping and charges of possession and distribution of child pornography.Portway is being held in a federal prison in Virginia. Advertisement A former Massachusetts resident who built a dungeon in his home and plotted to torture and eat children has requested to be released from prison because he is at high risk of contracting the coronavirus.Geoffrey Portway filed a motion for compassionate release, according to NBC affiliate WFLA, citing more than 40 cases of coronavirus in his prison. Portway claimed he was at higher risk of contracting coronavirus because he is obese and asked to be sent back to England, where he is from.In 2012, Portway was one of 60 people arrested in a far-reaching international child pornography probe. During the operation, authorities said 167 children were identified as victims and rescued. New toothpaste tube lined with slippery coating to let you use every last drop April 30, 2021 AdvertisementTags: cannabalismCoronavirusMassachusetts NBC2 Anchor Kellie Burns shares her experience getting the COVID-19 vaccine March 24, 2021center_img Pregnancy & COVID-19: New study shows increased risk of negative outcomes April 24, 2021 Advertisement AdvertisementDC Young Fly knocks out heckler (video) – Rolling OutRead more6 comments’Mortal Kombat’ Exceeded Expectations Says WarnerMedia ExecutiveRead more2 commentsDo You Remember Bob’s Big Boy?Read more1 commentsKISS Front Man Paul Stanley Reveals This Is The End Of KISS As A Touring Band, For RealRead more1 comments More scientists think COVID-19 spreads primarily through the air April 24, 2021 AdvertisementRecommended ArticlesBrie Larson Reportedly Replacing Robert Downey Jr. As The Face Of The MCURead more81 commentsGal Gadot Reportedly Being Recast As Wonder Woman For The FlashRead more29 commentslast_img read more

Florida to receive nearly 550,000 doses of COVID vaccines

first_imgPeople who were scheduled to get a Johnson & Johnson shot before the pause could be offered a two-dose shot depending on where their appointment was.Center Pharmacy in Cape Coral sent an email to people that said they would be offering the two-shot Moderna vaccine until further notice. CVS did something similar and sent emails and texts to people who actually got the Johnson & Johnson shot and informing them about the possible side effects. They also are helping people who planned on getting the J&J shot to reschedule.NBC2’S Vax FactsIf you are interested in getting vaccinated, as of Wednesday, there are thousands of appointments for next week still available at the Lee County vaccine site at the Edison Mall. You can register online or by calling 1-866-200-3468. RELATEDTOPICS Mobile pediatric vaccination clinic happening in Cape Coral Friday June 11, 2021 AdvertisementTags: Covid-19covid-19 vaccineJohnson & Johnson Mobile pediatric clinic provides COVID vaccines for children 12+ June 15, 2021 AdvertisementIt’s possible that the FDA could pull its emergency use authorization that the Johnson & Johnson shot already has, but heath experts said that a final decision will be made in the coming weeks. Lee County COVID-19 vaccine site moving to North Fort Myers this month June 13, 2021center_img FORT MYERS, Fla.– Florida is expected to receive a bigger shipment of COVID-19 vaccines next week, even though there is a pause on administering the Johnson & Johnson shot. The state is expecting nearly 550,000 doses of Moderna and Pfizer combined. “Overwhelmingly, our vaccine supply with Moderna and Pfizer, I think it’s looking really good regardless of what happens with J&J,” said Dr. Kartik Cherabuddi with University of Florida Health. “I think it can affect vaccine hesitancy and that’s what we should address.”Some people said they are beginning to think twice about getting vaccinated after the CDC and FDA announced they were investigating the Johnson & Johnson vaccine. However, medical experts said the risks are minimal and the other vaccines are safe.  Advertisement AdvertisementDC Young Fly knocks out heckler (video) – Rolling OutRead more6 comments’Mortal Kombat’ Exceeded Expectations Says WarnerMedia ExecutiveRead more2 commentsDo You Remember Bob’s Big Boy?Read more1 commentsKISS Front Man Paul Stanley Reveals This Is The End Of KISS As A Touring Band, For RealRead more1 comments Cape Coral doctor offers medical marijuana discount as COVID-19 vaccine incentive June 11, 2021 Advertisement AdvertisementRecommended ArticlesBrie Larson Reportedly Replacing Robert Downey Jr. As The Face Of The MCURead more81 commentsGal Gadot Reportedly Being Recast As Wonder Woman For The FlashRead more29 commentslast_img read more

Krankenhaus als Tarnung für Grenzüberwachung

first_imgDieser Artikel steht im Zusammenhang mit einerfrüheren Meldung, in der wir vom zunehmenden Gebrauch von Abhörgeräten seitensder Sicherheitskräfte berichteten. Sicherheitskräfte haben einen Abhörposten ineinem Krankenhaus in Hyesan installiert, um somit den für das Regimeschädlichen Fluss enthüllender Nachrichten an die Außenwelt zu unterbrechen.Der Abhörposten wurde als militärische Untersuchungsanstalt getarnt. Facebook Twitter News Laut der Quelle haben die regionalenSicherheitskräfte ihren Abhörposten im dritten Stockwerk des Krankenhausesinstalliert. Sie verwenden einen als Untersuchungsanstalt getarnten Raum desMinisteriums für die Volksarmee. Die Überwachung findet hauptsächlich zwischensieben Uhr Abends und Mitternacht statt, da die Machthaber glauben, dass zudieser Zeit der meiste unbewilligte Kontakt mit der Außenwelt stattfindet.  „DieMenschen hier glaubten, dass es in Ordnung sein würde, wenn sie bloß Spione undTypen der Staatssicherheit meiden würden“, fuhr die Quelle fort. „Daher warensie überrascht zu erfahren, dass es in der Nähe Geräte gibt, die ihreTelefongespräche aufzeichnen können.“ Mit Bezug auf Informationen aus dritter Handbehauptete die Quelle zudem, dass Häftlingen während der Vernehmung erwähltwerde, dass alles, was sie während ihrer Telefonate sagen, aufgezeichnet wird,worauf ihnen Ausschnitte aus ihren Gesprächen vorgespielt werden. Schläge seienwährend dieser Vernehmungen an der Tagesordnung, was häufig zu falschenGeständnissen führe. News News Während der letzten Monate haben dieMachthaber ebenso den Gebrauch von Störgeräten gesteigert, um ihre Bürger davonabzuhalten, chinesische Mobiltelefone entlang der Grenze zu verwenden. Damitwollte man die Menge an Informationsaustausch zwischen der Heimat und demAusland drastisch reduzieren. Jedoch zeigen die neuesten schärferenÜberwachungsmaßnahmen, dass dieser Plan nicht ganz aufgegangen zu sein scheint. Krankenhaus als Tarnung für Grenzüberwachung RELATED ARTICLESMORE FROM AUTHORcenter_img By Kang Mi Jin – 2014.05.19 6:36am SHARE There are signs that North Korea is running into serious difficulties with its corn harvest Entire border patrol unit in North Hamgyong Province placed into quarantine following “paratyphoid” outbreak Kang Mi JinKang Mi JinKang Mi Jin is a North Korean defector turned journalist who fled North Korea in 2009. She has a degree in economics and writes largely on marketization and economy-related issues for Daily NK. Questions about her articles can be directed to [email protected]  „Nichtwenige wurden neulich von der SSD verhaftet“, sagte die Quelle. „Die meistenvon ihnen haben nach Südkorea telefoniert. Manche wurden für Zwangsarbeitrekrutiert, andere in Gefangenenlager verbracht.“  „Leute,die in der Vergangenheit Geldbeträge von Familienangehörigen in Südkoreaerhalten haben, sind besonders auf der Hut“, zitierte die Quelle weiter. Ambesten sei es, sich zu verstecken oder kurzzeitig von der Grenzregion insLandesinnere zu fahren. News  „DieStaatssicherheitsabteilung (SDD) verwendet mittlerweile alle Mittel, die ihrzur Verfügung stehen, da die Leute nach so einer langen Phase des hartenDurchgreifens sehr vorsichtig geworden sind, was ihre Taktiken anbelangt. Abersie drohen uns zu ersticken“, berichtete eine Quelle aus derYangkang-Grenzregion Daily NK am 8. Mai. „Sie installierten Abhörgeräte improvinziellen Volkskrankenhaus in Hyemyeong-Dong [einem Bezirk von Hyesan], umLeute, die nach Südkorea telefonieren, zu fassen.“ North Korea tries to accelerate building of walls and fences along border with Chinalast_img read more

Digital Government

first_imgDigital Government Good morning everyone, and many thanks to Govnet for inviting me here today and giving me the opportunity to share the plans and priorities for the Digital, Data and Technology Function for the coming year, led by the Central Digital and Data Office. The theme of the next two days is enhancing government to citizen engagement through the digital evolution, and there is so much to talk about as always.Earlier this year, the Cabinet Office announced the new DDaT leadership team. The appointments of Paul Willmott and Joanna Davinson to the newly established Central Digital and Data Office, strengthen the leadership and vision needed for the next phase of digital delivery and transformation in government.The CDDO has been established to lead the DDaT function across departments. Our mission is to improve user access and experience of government services and harness the power of data. As such, through this collective leadership we will use and upskill the expertise of our cross-government DDaT community and put the strategy, standards and assurance mechanisms in place to deliver the digital transformation we’ve been waiting for at scale.Government, and the stakeholders that it exists to serve, are rapidly becoming ‘digital’ in every way. The shift to digital is a long term trend that has been accelerated by COVID-19 and will continue with improving technology like the rollout of 5G. Now, more than ever, digital must be front and centre of government’s priorities to meet user needs.There is strong backing and support from my Ministerial colleagues and leaders across government to accelerate the digital transformation of public services – the introduction of the CDDO is evidence of this.With the creation of CDDO, and a reinvigorated GDS, this is a critical moment we must seize. We must take the opportunity this new focus provides and deliver the transformational agenda to meet our citizens’ expectations. Already we are seeing glimpses of the future today. With GOV.UK Accounts we will enable people to better understand government through a more personalised, low-friction experience, one that joins up whole journeys for services in a single space. I’m excited to see how this work will see a positive shift in the relationship citizens have with government.Underpinning this work will be digital identity assurance. We have recently begun a digital identity pilot project, deliberately small in scale at the start, that will create the proof of concept. This is being led and coordinated by GDS, co-designed with departments and public services, and be largely government-built and government-owned. This will be a successor to Verify and, in time, replace other digital identity systems used across government. Further reducing the complexity of needing multiple accounts to interact with government.Citizens rightly expect a modern service fit for the 21st century. This vision will provide that and has the potential to radically transform the relationship between government and people, delivery of public services and development of joined-up policy; enabling the UK to remain at the forefront of digital government.But none of this can be achieved without a strong strategic centre, making better use of data, and building capability across the Digital, Data and Technology Function.The Prime Minister made a manifesto pledge during the 2019 election campaign to improve the government’s use of data. Since then, our experiences of crisis response – such as trying to identify the 2.6 million people most in need of financial support in the early days of tackling the coronavirus – have shown just how significant data sharing is to the economy, society and the public sector; and how it will help to power growth as we set about our recovery.Take, for example, government data from PAYE and the benefits system which has boosted the Treasury’s furlough scheme and DWP’s expansion of universal credit. Or the data from NHS Digital which was used to draw up the ‘shielding’ list of vulnerable people and was the basis for how we supported over half a million vulnerable people with almost 5 million food boxes, priority supermarket delivery slots and other support services by local authorities; and the vaccination programme owes its success in part to being able to organise cohorts by age and risk from patient lists already held by GPs.As the country emerges from lockdown we will take forward what we have learned, to make sure that we use data more intelligently and sensitively in how we craft and deliver public services, balancing having innovative, joined up services with privacy and ethical considerations. The pandemic has given fresh impetus to digital projects across the public sector, with 90 services stood up across government since March in response to COVID-19.So it is timely that today I can talk to you about the ambitions for the CDDO in 2020/21: the immediate priorities across data, infrastructure and capability, and the longer term ambitions for the CDDO and digital transformation in government.True digital transformation can only be achieved with robust, reliable and accessible data. It is a crucial enabler which will make the UK the world-leading digital government we aspire to be. At the heart of this aim is better, more personalised and responsive services for citizens, improving the government’s approach to policy and decision-making, and bringing efficiencies for government, saving taxpayer money.By building a truly joined-up and interoperable data ecosystem for government, we will improve the way government collects, uses and shares data. This will benefit citizens and government by providing them with tailored and responsive public services,We need to tackle the issues that are stopping us from using data on tap. Data is too often stuck in silos within departments and agencies – there are also other legislative, technical and security blockers which stop us from sharing data. Crucially, there isn’t enough of the right talent and tools in place which means that even when data is made available, we aren’t able to take full advantage of new technologies that could not only help us fix current issues, but predict and more effectively manage future challenges.Through the CDDO, we intend to tackle this long-standing issue head on. We will do this by establishing a common data model for government with core data standards, reference data and policies. This will enable easier and ethical sharing of data.We are also committed to transforming the way data is collected, managed and used across government. We intend to create a joined up and interoperable data infrastructure.We have already made progress in this area as set out in the National Data Strategy published last year. At last year’s Digital Government event, GDS launched plans for a GOV.UK Account, to enable a joined-up, proactive, efficient and personalised public services on GOV.UK. And later this morning, Ash Smith from the GDS Digital Identity team will be speaking about ‘one login for government’ – another step in harnessing the power of data to bring real-life benefits to users using government services. But we know there is still more to do, and CDDO has been established to tackle this.CDDO is responsible for delivering the third mission of the National Data Strategy, transforming the government’s use of data to drive efficiency and improve public services. In order to achieve this mission, there are some fundamental areas we need to focus on.Firstly, we need to tackle the cultural and legal barriers to good quality data in government. We need to develop a clear understanding of what data is held and where, promote better data collection and efficient data sharing. So engaging with departments is critical – understanding their challenges and where the CDDO might provide immediate, tactical support to remove blockers.Secondly, we must look at standards and assurance. We have already made great strides in this area, thanks to the Data Standards Authority, which was set up in April 2020 to improve how the public sector manages data.For over a year now, the DSA has been working with experts across the public sector and devolved administrations, the private sector and academia, to identify, improve and help implement data standards that meet user needs and improve interoperability. The standards we have established now make it easier and more effective to share and use data across government.An example of setting data standards is the API Catalogue, which collates a list of government APIs to help unblock issues such as reuse and data exchange. To continue the progress in this area, the DSA will continue to focus on setting and driving the adoption of standards for data, so it can lead to greater consistency, integrity and interoperability.It will be important to link these data standards to spend controls and form a consensus on government data infrastructure and continuing to prioritise the wide and effective use of data across government through a reliable API ecosystem.Thirdly, we will increase our accountability and responsibility for this work through new governance structures, and leveraging spend controls.To achieve our ambitions, we of course need the right people in post and for them to be trained and upskilled to face the challenges ahead. This is our fourth area of focus, which I will talk about later about when I go through our plans for capability, leadership and culture.And finally, and arguably most critically, we need to take the public on the journey with us, and place ethics and public trust at the core of our delivery.We recently refreshed the UK’s Data Ethics Framework, and are now embedding the Framework in various government processes and scoping opportunities for developing and promoting data ethics skills.We are also committed to the open data agenda, and through our transparency will retain the trust and confidence of the public.In order to make the most of data we need to fix the elephant in the room – legacy IT. Because as long as we continue to rely on outdated systems and technology, we will be unable to fully harness the opportunities of emerging technologies and modern digital solutions.This is a problem felt across the public sector. And a core reason the Central Digital and Data Office has been established is to work across government to define the future for HMG’s technology estate and to clarify priorities and roadmaps for dealing with red-rated legacy IT.Although a decade of transformation has brought major improvements, approaches to technology across government have not yet been sufficiently modernised, or joined up enough, to support our ambition. Despite departments separately taking steps to transform, single departmental accountability, sub-optimal procurement and varied approaches have allowed siloed and restrictive architectures to develop.Too many systems are disconnected, offer poor user experience and are insufficiently responsive to deliver at pace. Teams struggle to collaborate because systems are not interoperable and built on open standards.This is not a new issue, and we know much more needs to be done to address it. Over the past year for example cross government working has raised the profile and understanding of legacy leading to the investment of more than £600 million at the last spending review to address critical risks – but this is only one step.Addressing legacy remains a key focus. Our next phase of work will build on what we have done so far, further identifying legacy assets and agreeing prioritisation and funding while working with departments to develop roadmaps for addressing risks. Removing legacy IT also achieves value for money by removing excessive costs to support out of date technology.Progress has also been made moving to cloud, but generally in a siloed way, with the result that many systems stand on different, disconnected cloud architectures with disparate ways of working, while some departments remain locked in to inefficient legacy data centres.In order to work collaboratively there needs to be clarity on what should be done consistently, and what should be allowed to vary, and then managing compliance with the approach. So we will shortly be starting discovery work to understand the most effective way of aligning and assuring technology strategies and roadmaps with careful consideration given to existing cross-government assurance structures and of course all of our past experience.We want to ensure that interoperable IT supports improvements to collaborative working across the Civil Service. So we will develop a framework and a blueprint for our office systems that provides a baseline and allows us to monitor progress towards better interoperability. In the future, no new IT systems will be created without consideration of interoperability with other relevant government systems.Our vision is for highly capable and interoperable systems, with plug and play technology that allows products and components to be swapped in and out as technologies, legislation and ways of working change and advance. This is vital to meet new challenges and serve different users flexibly, at pace, and in line with changing needs and expectations. For government, it will support more agile ways of working, along with more efficient and better organisational outcomes. For citizens, it will lead to improved services and ensure that the experience when interacting with the government is much more akin to what they are used to from the private sector.To achieve this vision we need to continue with the work to integrate agile ways of working across government. Citizens should be involved in the services we’re building for them from the first stages of concept design through to the service going live. Many teams across government are already working along agile lines because it allows them to build and test quickly, iterating their work based on regular feedback from users. It puts users first and means services are much more responsive to the needs of the public, and able to respond quickly to policy changes.The CDDO will promote agile ways of working across government, specifically in digital projects and programmes. To do this we want to build capability and equip all civil servants with the digital skills required to lead and run modern organisations. We want to continue the work we’ve been doing with HMT for a number of years to improve the business case process and introduce a common set of KPIs to measure how agile services and teams are performing.Using agile puts users first and means services are able to respond quickly to policy changes and the needs of the public.Having the right digital skills underpins everything we want to do. So continuing to invest in building more capability within the Digital, Data and Technology Profession is vital. Over 18,000 civil servants work in this profession and we want people to see working in government as a destination of choice for their career. As part of this we’ll be increasing opportunities across the UK through the creation of jobs outside London and investment in apprenticeships and training as we build back better.Equally important is looking at career development opportunities and making sure the right incentives are in place to encourage people to pursue engineering and other specialities. Alongside regularly reviewing things like the DDaT pay framework to make sure we remain competitive.Finally there is an ambition to make more of our early talent programmes like the DDaT Fast Stream, with potential for university feeder courses and building tech hubs across the country to help seed local technology ecosystems being explored.But looking beyond the DDaT Profession, we need digital skills and understanding across all levels of government – we need to bring everyone along on this journey. So improving the digital and data literacy of all civil servants and members of government, particularly senior leaders, is crucial to realising the ambition of having world leading digital services and the next phase of digital transformation. It is central to the effective running of any modern organisation.We also need to be able to continually monitor and understand how digital services are being used by citizens, and the benefits they are giving. This is not just so we can constantly iterate and evolve them, but key to ensuring the UK has a world leading digital offer.The UK is rightly recognised as a global digital leader, we consistently rank in the top ten worldwide in international digital government rankings. The UK is currently ranked 2nd in the OECD’s Digital Government Index, 7th in the UN’s E-Government Development Index and 1st in the Open Data Barometer.But we don’t want to stop there. Our aim now is to build on these achievements and ensure the UK becomes the world’s leading digital government, our citizens deserve nothing less.To help achieve this the CDDO are exploring what a cross-government performance framework should look like and how this can be used to track and report progress.This framework will include a set of outcome focused metrics to be used consistently across government with a central approach to monitoring and reporting progress.We need to move away from building and monitoring in isolation, or in silos, now we must build together.So those are our priorities for the first year, but we must also prepare for the pace of transformation to be sustained and continue into the future. It will come as no surprise to hear that the CDDO have been giving a lot of thought around what our longer term goals should be.Many services have been improved over the past decade, but all too often it has not been the end-to-end transformation that is now required. CDDO, working with departments and GDS, will explore how services and departments work together to cover major life events and where the join up should be. This ties into wider government ambitions to reduce multiple logins through GOV.UK Accounts.Current government funding models are largely designed to support project work within departments. With projects, you generally know exactly what you will build upfront, but Digital, Data and Technology products are often created in an iterative way, so this is a bit of a different approach and requires a different funding approach too. We need to try to bring together ways of funding Digital, Data and Technology that allow for innovation and flexibility across departments, as well as provide enough certainty that government money is being spent in the right ways. The CDDO will be working with HMT to explore options and ways to do this, including agile business case approaches, promotion of cross-department solutions, and outcome based accountability.With our new found procurement freedoms from exiting the EU the CDDO, working with the Crown Commercial Service, will strengthen commercial technology skills and create a sourcing playbook to support departments who need to bring in services or specific skills. We’re also keen to hear from departments to understand the appetite for joint procurement.We don’t want to just simplify procurement though, we need to develop genuine partnerships with strategic suppliers and ensure the focus is on outcomes and value delivered.Thank you for listening and giving me this opportunity to introduce the mission and priorities of the CDDO.There is a lot still to do – and with the creation of the CDDO, and all of our commitment and determination, I know we are up for the challenge. There is so much we can achieve by working together, sharing our knowledge, experience and expertise, to shape and deliver digital transformation. And for all of us there could be no greater prize than to improve people’s experience of government, and through that change people’s lives – for good. /Public Release. This material comes from the originating organization and may be of a point-in-time nature, edited for clarity, style and length. View in full here. Why?Well, unlike many news organisations, we have no sponsors, no corporate or ideological interests. We don’t put up a paywall – we believe in free access to information of public interest. Media ownership in Australia is one of the most concentrated in the world (Learn more). Since the trend of consolidation is and has historically been upward, fewer and fewer individuals or organizations control increasing shares of the mass media in our country. According to independent assessment, about 98% of the media sector is held by three conglomerates. This tendency is not only totally unacceptable, but also to a degree frightening). Learn more hereWe endeavour to provide the community with real-time access to true unfiltered news firsthand from primary sources. It is a bumpy road with all sorties of difficulties. We can only achieve this goal together. Our website is open to any citizen journalists and organizations who want to contribute, publish high-quality insights or send media releases to improve public access to impartial information. You and we have the right to know, learn, read, hear what and how we deem appropriate.Your support is greatly appreciated. All donations are kept completely private and confidential.Thank you in advance!Tags:5G, Central, data centre, election campaign, Engineering, EU, Europe, Government, infrastructure, London, OECD, Prime Minister, supermarket, UK, UK Government, UN, vaccinationlast_img read more

The 2021 Ducati Multistrada V4 boasts more cylinders, but can still off-road

first_imgCreated with Raphaël 2.1.2Created with Raphaël 2.1.2 The 2021 Ducati Multistrada V4 S  Ducati Ducati’s evolution away from its famed V-twins continues apace, the latest model to switch from 90-degree twin to V4 coming in the form of its adventure touring Multistrada.Keen readers will note the Multistrada at least pretends to be off-road-oriented and that, typically, more cylinders are usually anathema to off-roading.However, Ducati claims the Multistrada’s 1,158-cc “Granturismo” V4 is not only 1.2 kilograms lighter than the outgoing 1,262-cc V-twin but also 95 millimetres shorter and lower. Trending in Canada ‹ Previous Next › Though we don’t have any information on pricing yet, we do know the Multistrada will be offered in three models: V4, V4S and V4 Sport. There will also be numerous accessory packages for each that will include panniers, a truly trick-looking Akropovic exhaust system, and the aforementioned radar-controlled adaptive cruise control system.The new Multistrada is expected in Ducati dealerships this January.LISTEN: Electrifying Canada’s extensive truck and bus fleets Ducati Ducati First Look: 2022 Lexus NX The sport-cute’s looks have been softened, but its powertrains and infotainment offerings have been sharpened See More Videos RELATED TAGSDucatiMultistradaMotorcycleFlexMotorcyclesMotorcyclesNew VehiclesFlex We encourage all readers to share their views on our articles using Facebook commenting Visit our FAQ page for more information. PlayThe Rolls-Royce Boat Tail may be the most expensive new car everPlay3 common new car problems (and how to prevent them) | Maintenance Advice | Driving.caPlayFinal 5 Minivan Contenders | Driving.caPlay2021 Volvo XC90 Recharge | Ministry of Interior Affairs | Driving.caPlayThe 2022 Ford F-150 Lightning is a new take on Canada’s fave truck | Driving.caPlayBuying a used Toyota Tundra? Check these 5 things first | Used Truck Advice | Driving.caPlayCanada’s most efficient trucks in 2021 | Driving.caPlay3 ways to make night driving safer and more comfortable | Advice | Driving.caPlayDriving into the Future: Sustainability and Innovation in tomorrow’s cars | virtual panelPlayThese spy shots get us an early glimpse of some future models | Pair it with a navigation system that can display maps over the entire width of the 6.5-inch digital dashboard and you have one of the highest tech motorcycles in existence.And convenient, too. Not only does the new Multistrada have a USB port to keep your cellphone fully charged, but there’s even an easily accessed little cubbyhole atop the tank so your precious iPhone is never far away.Created with Raphaël 2.1.2Created with Raphaël 2.1.2The 2021 Ducati Multistrada V4 S Subscribe to Plugged In on Apple Podcasts, Spotify, Stitcher, and Google Podcasts. The Rolls-Royce Boat Tail may be the most expensive new car ever Ducati Said dependability comes at a price, this being the first Multistrada (Ducati has sold more than 110,000 of its soft-roaders over the first three generations) not to feature Ducati’s trademark desmodromic valve actuation. Not only does it lose the “Desmo” moniker but the V4, also used in the Panigale superbike, has been “detuned” to 170 horsepower. That said, the new Duke still boasts the most powerful engine in the segment.High-tech features include an industry-leading adaptive cruise control system that maintains a set distance to the vehicle ahead while rear-facing radar sensors give the bike Duke motorcycling’s first rear blind-spot monitoring system (if a car is creeping up on you while you’re signaling a turn, a warning will illuminate on the top of the mirror).Created with Raphaël 2.1.2Created with Raphaël 2.1.2The 2021 Ducati Multistrada V4 S advertisement Only in width – and then only by a measly 20 mils – is the new four larger than the twin. It’s a not-insignificant feat and those dismissing the new V4 as less authentically “adventure-ish” because it has a traditionally cumbersome four-cylinder engine are fooling themselves.It’s also designed for the long haul, Ducati claiming the Multistrada’s version of the V4 can go 60,000 kilometres between valve adjustment, the longest such service interval in motorcycling. Even oil changes are only required every 15,000 klicks.Created with Raphaël 2.1.2Created with Raphaël 2.1.2The 2021 Ducati Multistrada V4 S Ducati COMMENTSSHARE YOUR THOUGHTS Trending Videos And new this year is a even more user-friendly electronically-adjustable suspension system, the 2021 Multistrada adding a self-leveling function to its multi-mode damping adjustability. No matter what the load, the new Duke remains on an even keel without the need to manually reset the rear shock’s preload.There’s also a list of electronic controls that would make a superbike jealous: wheelie control (because of those 170 horsepower), traction control (ditto), and Vehicle Hold Control that prevents the Multistrada from sliding backwards when you’re starting up a steep hill.Created with Raphaël 2.1.2Created with Raphaël 2.1.2The 2021 Ducati Multistrada V4 Slast_img read more

Program Council is hiring

first_imgCategories:Deadlines & AnnouncementsCampus Community Join the Street TeamProgram Council is a student-run organization that puts on CU Boulder events such as Welcomefest, Homecoming, the Fall Film Series and more. If you’re interested in getting involved in the music industry, stop by a Street Team meeting to learn more.Members meet every Wednesday at 6 p.m. in UMC 401. Learn More Published: Nov. 13, 2019 • By Program Council Share Share via TwitterShare via FacebookShare via LinkedInShare via E-mail Looking for some real-world work experience? Program Council is looking to hire an assistant production director.As the assistant production director, you will work directly with the production director on event planning and execution. You are also charged with holding office hours to meet with student organizations, plan events and work with office members. You’ll also get experience helping with day of-show execution, including setting up large and small lighting systems, sound systems and staging. You’ll also be responsible for stage design for all Program Council-sponsored shows.For more details on specific duties and responsibilities of assistant production director, please visit the Program Council website.If you are interested in applying or have any questions, email [email protected]last_img read more

HGS recovers $1 billion in denied insurance payments

first_img Fortune Business Insights Pvt. Ltd. 2 years Indraprastha Apollo Hospitals releases first “Comprehensive Textbook of COVID-19” Read Article HGS recovers $1 billion in denied insurance payments healthcare systemsHinduja Global SolutionsInsuranceinsurance claims News Related Posts Revenue cycle management, better known as RCM, is a business process that allows healthcare companies to be paid for providing services. For most healthcare service providers, RCM is available right from the process of pre-registering a patient all the way through the collection of final payment. Efficiency and time management play vital roles in RCM. A healthcare provider’s choice of electronic health record (EHR) can often be largely centered on how its RCM is deployed.The implementation of RCM in a particular healthcare company is a lengthy process. The company has to submit all the documents of its patient to the in-house staff or RCM vendor, who will then code the charts according to the ICD-10 CM. Afterward, the claims are posted, submitted, and adjudicated by the payer. If a claim is rejected, steps are taken to resubmit and adjust it before the deadline of appeal. Then the patient cycle is initiated if there is a patient responsibility portion following adjudication. Nowadays, numerous RCM vendors are providing coding benchmarking, managed-care contracting, analytics, and coding education services to capture all the earned revenue for a practice. No matter the size of a hospital, health system, or practice, failure to prioritize and maintain revenue collection efforts and RCM can hinder growth, create an uncertain financial failure, and increase operational risk.As per Fortune Business Insights the market is anticipated to reach USD 216,990.6 Million by 2026, exhibiting a CAGR of 12.4% in the forecast period. But, the RCM market was valued at USD 86,811.4 Million in 2018.Why is Revenue Cycle Management a Complex Procedure?The focus of several healthcare service providers is on offering top-notch care to their growing patient population. However, attention must also be paid to the financial solvency of the business to make sure that a hospital will be able to provide the same level of care in the upcoming years. Doctors and physicians are persistently faced with the challenge of providing cost-effective care to the patients while witnessing annual increase in administrative and care-delivery costs. Maintaining healthy accounts, preventing and reducing unpaid claims, reducing inefficient billing and coding processes, and enhancing point-of-service collections can severely impact profit margins.The task of preventing unpaid claims to witness the greatest profit margins is strenuous, considering the nature of healthcare. The healthcare sector is complex as the price to offer services is shouldered by the organizations even before those services are paid either by the patient or the insurance companies. But the claims process is time-consuming. It can take months before a bill is paid in full. According to a survey, more than 95% of medical practice leaders reported inadequate billing processes. The majority of the leaders executed backup efforts to resolve the process by the end of the year. Besides, an inclination towards direct patient responsibility with high deductible health plans from commercial payer reimbursement supports the fact that healthcare service providers must closely examine their RCM and evaluate the methods to achieve multiple benefits.Source: Comments (1) Share Heartfulness group of organisations launches ‘Healthcare by Heartfulness’ COVID care app Menopause to become the next game-changer in global femtech solutions industry by 2025 WHO tri-regional policy dialogue seeks solutions to challenges facing international mobility of health professionals Add Comment The payments will contribute up to 5 per cent to healthcare systems’ bottom lineHinduja Global Solutions (HGS) recently announced it has recovered $1 billion in denied insurance payments on behalf of healthcare systems, a major milestone in what are some of providers’ toughest claims.“As macroeconomic headwinds continue to impact the US healthcare market, providers often struggle to walk the fine line between the push for healthier patient outcomes and an unsustainable cost structure. At the same time, the provider revenue cycle is becoming increasingly complex. Providers need a strong partner to help them pursue smaller insurance claims properly and recover payments that go right back to their bottom line. We’re thrilled to have reached the $1 billion milestone and recover some of the toughest claims for our provider customers,” said Dan Schulte, Senior Vice President, HGS Healthcare.The average hospital costs must fall 24 per cent by 2022 in order for healthcare systems to break even, a recent Black Book Market Research survey found. By getting denied insurance claims adjudicated, properly appealed and collected, HGS is able to contribute up to 5 per cent to healthcare systems’ bottom line.Having strong relationships with both payers and providers, HGS brings unique and in-depth expertise to provider revenue cycle management. To-date, the company has collected more than $3 billion in accounts receivable on behalf of healthcare systems. Phoenix Business Consulting invests in telehealth platform Healpha MaxiVision Eye Hospitals launches “Mucormycosis Early Detection Centre” By EH News Bureau on September 9, 2019 The missing informal workers in India’s vaccine storylast_img read more

Falmouth Pier booked up to year-end

first_img By ALECIA SMITH, JIS Reporter RelatedFalmouth Pier booked up to year-end FacebookTwitterWhatsAppEmail KINGSTON – President and Chief Executive Officer of the Port Authority of Jamaica,Noel Hylton, is reporting that the Falmouth cruise ship terminal is fully booked for cruise ship arrivals for the remainder of the year. He was addressing the Jamaica Chamber of Commerce’s (JCC) Board of Directors luncheon forum held on March 15 at the Knutsford Court Hotel in Kingston. He informed that since the port started receiving ship calls some six weeks ago, “we have put 30,000 passengers through that terminal already.”   Among them are mega vessels such as ‘Voyager of the Seas’ and ‘Freedom of the Seas’. The port is slated to be officially opened on March 22, with the event to coincide with the arrival of the world’s largest cruise ship, the ‘Oasis of the Seas’,with 6,000 passengers and some 2,000 crew members. The construction and development of the port was a US$221 million joint effort between Royal Caribbean Cruise Lines (RCCL)and the Port Authority. “We decided to construct, not just another terminal, but one destined to be among the world’s leading cruise ship terminals, with modern high-tech capabilities, state-of-the-art security systems and a facility that is regarded as second to none in the world,” Mr. Hylton said. He explained that neither the Montego Bay nor the Ocho Rios piers could accommodate the mega ships that the Falmouth port can handle due to their physical limitations and navigational constraints. “We therefore had to find a new location and incidentally (at) that new location in Falmouth…all the land has been dredged from the sea; that is new land that we have created,” he informed. Mr. Hylton pointed out that because of its strategic location, the Falmouth port has the potential to enhance economic life in Ocho Rios and Montego Bay, as it will allow cruise passengers to easily access attractions in these resort areas. He assured however that Ocho Rios and Montego Bay will not be neglected, noting that “as soon as the facilities at Falmouth are completed we will turn our attention to reorganising the Ocho Rios and Montego Bay ports.” “With these three terminals, the Jamaica cruise shipping industry is now poised for tremendous growth,” he added. In the meantime, the Port Authority President said that emphasis is being placed on refurbishing the town of Falmouth “so that passengers can move seamlessly into the town without realising that they have left the terminal.” The work includes developing a 18th Century concept for the town, including putting in cobblestone streets, ancient tramcars and the planting of some 500 trees. Mr. Hylton informed that aadditional plans for the port will be unveiled at the official opening. Advertisements Falmouth Pier booked up to year-end TransportMarch 17, 2011 RelatedFalmouth Pier booked up to year-end RelatedFalmouth Pier booked up to year-endlast_img read more

News / Logistics confidence remains high despite intense competition and skills shortage

first_imgThe agency said: “Our survey results suggest that major retailers and manufacturers are increasingly likely to shop around to meet their price and service expectations, rather than renewing contracts automatically.”It added that respondents reported “customers’ pricing expectations are becoming increasingly demanding” and noted that the survey revealed that over half of new business won over the previous six months had come from customers switching from other service providers.Nevertheless, despite this ‘price war’, 37% of respondents said business was “somewhat more favourable” than in the previous period; an increase of 25% since the beginning of 2012.Moreover, 79% of those businesses completing the survey said that they expected the outlook to improve or stay the same in the next six months, with over 50% looking to increase their staff headcount during the period.There was also a hike in logistics businesses planning to make an acquisition over the coming months – up from 32% to 24% – reflecting the trend of recent takeovers in the sector such as the FedEx/TNT Express deal announced recently.However, as reported several times by The Loadstar in the past year, the UK logistics industry is facing an acute skills shortage and this was a common theme from respondents to the survey.The agency concluded: “Attracting and retaining highly-skilled employees, particularly drivers, continues to be a major concern for the industry and is increasingly becoming a major hindrance to growth.”Indeed, referring to the driver shortage the report said that this was the “single most important issue” for almost half of the companies surveyed. As UK citizens go to the polls today in a general election viewed by analysts as “too close to call”, a new logistics confidence index continues to register at a high level.However an underlying trend suggests that intense price competition is leading to “unsustainably low rates” in the industry.Barclays and shipping accountant Moore Stephens compile the index from a twice-yearly survey by a specialist sector research agency, and it is regarded as a barometer of the general health of the UK’s logistics sector.Many respondents to the latest survey pointed to overcapacity in the market, which, combined with “price challenges from larger multinational providers”, was the catalyst for an increase in competition. By Mike Wackett 07/05/2015last_img read more