Gorillaz Release New Album, ‘The Now Now’ [Stream]
Animated hip-hop group Gorillaz had a very busy year in 2017. The band released their first studio album since 2010, Humanz, and have continued to tour the world in its support. In recent months, the group has been teasing the possibility of a new album, eventually confirming the project at the end of May. Fans eager to hear the completed album need wait no longer, as The Now Now was just released today via Warner Bros. Records.Recorded at London’s Studio 13 in February and produced by Simian Mobile Disco’s James Ford—who most recently worked with Arctic Monkeys on Tranquility Base Hotel & Casino—the new Gorillaz album features three special guest contributors: George Benson, Jamie Principle, and Snoop Dogg. The latter two, Jamie Principle and Snoop, appear together on the track, “Hollywood”, while Benson appears on the band’s Billboard Hot 100 charting single, “Humility”.Described by Damon Albarn as a “summer record”, The Now Now mostly focuses on his own vocals. “I thought I should make a record where I’m just singing for once,” he explained. “It’s pretty much just me singing, very sort of in the world of 2-D… I feel really good about it. I feel really really good about it.”You can take a listen to Gorillaz’s latest album, The Now Now, below. Enjoy! Gorillaz 2018 Tour Dates:07/05 – Werchter, BE @ Rock Werchter07/06 – Gdynia, PL @ Open’er Festival07/07 – Roskilde, DK @ Roskilde Festival07/11 – Bern, CH @ Gurtenfestival07/12 – Lucca, IT @ Lucca Summer Festival07/14 – Bilbao, ES @ Bilbao BBK Live07/19 – Nyon, CH @ Paléo Festival07/21 – Carhaix, FR @ Vieilles Charrues07/22 – Paris, FR @ Lollapalooza Paris07/25 – Kiev, UA @ U-Park Festival07/28 – Moscow, RU @ Park Live Festival08/09 – Budapest, HU @ Sziget Festival08/11 – Ovington, UK @ BoomTown Fair08/16 – St. Pölten, AT @ Frequency Festival08/17 – Biddinghuizen, NL @ Lowlands Festival10/08 – Toronto, ON @ Air Canada Centre *10/09 – Montreal, QC @ Bell Centre *10/11 – Philadelphia, PA @ Wells Fargo Center *10/13 – New York, NY @ Barclays Center *10/14 – Boston, MA @ TD Garden #10/16 – Chicago, IL @ United Center *10/20 – Los Angeles, CA @ Demon Dayz Festival* = w/ The Internet# = w/ Little DragonView All Tour Dates
The average physician can expect to spend nearly 11 percent of his or her career with a malpractice claim waiting to be resolved. Some specialists will spend nearly a third of their careers with open claims, a new analysis has found.The length of time it takes to resolve a malpractice claim is a stress on patients, physicians, and the legal system — and may distress physicians even more than the financial costs of the claim.“We believe that the time required to resolve malpractice claims may be a significant reason that physicians are so vocal about malpractice reform, and that any attempt at malpractice reform will need to take the speed with which cases are resolved into account,” said corresponding author Anupam Jena, assistant professor of health care policy and medicine at Harvard Medical School (HMS) and a general internist at the Harvard-affiliated Massachusetts General Hospital (MGH).Using a database from a large national malpractice insurance agency, Jena, along with Seth Seabury, senior economist at RAND Corp., analyzed the amount of time physicians spend with open claims. Claims were broken down by the specialty of the practitioner, the severity of the injury, and whether or not malpractice was found. The results were expected to be reported today in Health Affairs.Two factors contribute to the amount of time a given physician spends with pending claims: the likelihood of a claim in any given year, and the length of the legal process. The typical medical malpractice claim isn’t filed until almost two years after the incident occurred, and isn’t resolved until 43 months post-incident. Up to 70 percent of the time physicians spend on open clams is devoted to claims that do not result in a payment.Neurosurgeons, who on average will spend nearly 131 months — 27 percent of their careers, more than any other specialty — with an open malpractice claim. Psychiatrists spent the least time with an open claim, at nearly 16 months, or just over 3 percent of their careers.The study was part of a larger project to understand how malpractice works and to investigate possible improvements to the system. In a 2011 New England Journal of Medicine article, Jena and his colleagues first published their findings about the variation of risk of malpractice among specialties.The researchers recommend exploring policy strategies for speedier claim resolution, including tort reform and alternative dispute management tools that could expedite the process and help limit meritless claims.Even cases that are dismissed before trial take a long time to resolve. In previous studies, researchers found that dismissed cases last 18 months to two years, cases that are settled last two to three years, and cases that go to jury take approximately four years to adjudicate.“That’s a very long time for a patient or a physician to have to wait for resolution,” Jena said.The researchers noted that the stress of enduring numerous lengthy lawsuits may not only explain why malpractice reform is so staunchly advocated by physicians, but may also lead to expensive defensive medicine that contributes to high health care costs.The best remedy would be to have a system in place where the judicial and health care systems could more easily screen out cases that fail to meet the legal or medical standards for malpractice, the researchers said. In cases where malpractice does occur, compensation should be fair and swift; in those where there is no merit to the claim, rapid dismissal of the case would prevent significant resources from being wasted.“Our sense is that we are probably spending too long to resolve many of these cases and that lengthy time to resolution has many unanticipated costs to patients, physicians, and the health care system as a whole,” said Seabury.Additional authors of the study include Amitabh Chandra, professor and director of health policy research at the Harvard Kennedy School (HKS), and Darius Lakdawalla, Quintiles Chair in Pharmaceutical Development and Regulatory Innovation at the University of Southern California.
Rising from behind a partition along Western Avenue in Allston, Harvard’s future Science and Engineering Complex (SEC) is taking shape. On Wednesday, the Harvard community, the Turner Construction team, Allston residents, and local representatives gathered for a “topping-off” ceremony to mark the occasion of the last steel beam going into place. When it’s completed in 2020, the 500,000-square-foot flagship of the University’s expanded campus in Allston will be home to more than 1,800 students, researchers, and faculty — roughly two-thirds of Harvard’s fastest-growing School, the Harvard John A. Paulson School of Engineering and Applied Sciences.Harvard Provost Alan Garber ’77, Ph.D. ’82 (from left), Mayor Martin J. Walsh, and President Drew Faust prepare to give the signal to raise the final beam of the Science and Engineering Complex in Allston.A soft exosuit is demonstrated by doctoral candidate and research assistant Jaehyun Bae, a member of the Harvard Biodesign Lab, which is developing the technology at the Harvard John A. Paulson School of Engineering and Applied Science.Boston Mayor Martin J. Walsh and President Drew Faust greet and thank members of the Turner Construction team before the final beam is raised.Shaun Donovan ’87, M.P.A. ’95, M.Arch. ’95, Harvard’s senior strategist for Allston (from left), Dean Frank Doyle of the Harvard John A. Paulson School of Engineering and Applied Sciences, and SEC architect Stefan Behnisch discuss with Tracy Palandjian ’93, M.B.A. ’97, what this moment represents for the for the University, the region, and interdisciplinary research more broadly.Boston Mayor Martin J. Walsh and Harvard President Drew Faust arrive on Western Avenue for the topping-off celebration.Michael Behrisch (left) and Johanna Beyer, researchers at Harvard John A. Paulson School of Engineering and Applied Sciences, demonstrate their data visualization technology in the i-lab lobby, across the street from the Science and Engineering Complex in Allston.As the air horns blare, members of the construction crew reveal a banner facing Western Avenue.Adorned with the traditional tree and flag, the ceremonial final beam is hoisted in the air to cap the morning’s festivities at the Science and Engineering Complex.
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Similar to many Vermont businesses, BioTek Instruments, Inc. faces significant business constraints including aggressive international competition, increasing material and labor costs as well as a shortage of adequate labor. However these issues have not kept BioTek from growing and becoming successful. While attempting to address these issues, BioTek has also looked internally to continuously improve its operations so that it can pursue world class performance for its world class products.BioTek’s President Briar Alpert routinely asks department leaders to incorporate Lean business techniques into their annual strategy. Looking to respond with a focused solution, Marketing and Sales Operations Manager Deborah Farnham decided to contact Sean Jordan at Grasp The Situation, LLC (GTS) about implementing Lean in her department. After some discussion about the challenges and opportunities within the Customer Care team, it was clear the development of good problem solving skills would be the best next step for the department. Problem Solving was the appropriate next step because the team already had some Continuous Improvement/Lean awareness training and really needed to learn one of the keystones of significant sustainable improvement: Problem Solving said Jordan. The Customer Care team has a lot of experience and is very passionate about the success of BioTek. The team also has a lot of projects going on at one time and looks to solve problems quickly. According to Jordan, an overwhelming amount of businesses focus on the rapid solution to a problem for short term results without investing the effort to truly understand the problem for sustainable results.So GTS designed a series of short sessions that would fit into the team’s packed schedule to teach and practice the eight step PDCA problem solving method. The team developed skills for identifying the root cause of problems, creating standards and monitoring the implementation of solutions. Even though the sessions were designed for education and skill enhancement some team members went ahead and solved existing business problems. In between the training sessions, a team member used her skills to reveal the root cause of a problem and save BioTek from expending resources on the wrong solution. According to Farnham, Working with GTS was amazing. The GTS team quickly grasped key concepts and concerns of our Customer Care team, translated those issues into workable problem statements, and helped us move forward with practical solutions. They never gave us the answer but helped us to formulate what was right for us, for our culture, and for our company. They gave us the skills we need to do this on our own. Now that the Customer Care team has developed additional skills for creating and sustaining improvements, they will be able to challenge other BioTek departments as the leader for improvement. Since our sessions with GTS, we frequently refer to our developing problem solving skills and how we can make continuous improvement. Its a theme in our department and one that we try to practice on the seemingly smallest of issues to the more significant projects. Our Customer Care staff has an average tenure here at BioTek of 15.5 years. Theyre a knowledgeable group but always ready to make improvements in their jobs and our service to our customers said Farnham. One department that often leads the drive for improvement is manufacturing. As expected, BioTek’s President called upon the manufacturing area to deliver more results.Due to increased customer demand for a product line, Manufacturing Manager Deanie Dimick asked a manufacturing team to identify further improvements to one of the production areas. Sean Jordan from GTS worked with Dimicks team to review the current process, analyze the roadblocks to further improvement, and create the solutions to remove the roadblocks. Even though the technique used to facilitate the analysis by Jordan was Value Stream Mapping, he tends to refer to project as problem solving on a large scale. Essentially, the big problem was further improvements in delivery performance for a product which quickly revealed several smaller problems that needed to be solved. With support and the willingness to experiment, the team created a plan to implement several solutions that would remove the roadblocks to success said Jordan. However implementing proposed solutions was not enough. In order to sustain the solutions as well as address unresolved problems, the team needed to create a check and act schedule. By meeting on a regular basis, the team could address the status and results of their implementation.Before the team finished their value stream mapping session with GTS, they documented their target. The team believed they could achieve the following results in six months: 20% increase in weekly production capacity; reduce lead time by 50%; as well as achieve a 10% jump in on-time delivery. As the weeks and months passed, team members kept up with daily production requirements while trying to implement their changes. When the six month deadline arrived, the team was able to say they achieved their targets and created further improvements for their customers. Yet the team doesn’t get too much time to rest on its success, because they are already looking at improving another production area.BioTek Instruments, Inc., headquartered in Winooski, VT, is a worldwide leader in the design, manufacture, and sale of microplate instrumentation and software. The BioTek Instruments, Inc. instrumentation is used to accelerate the drug discovery process, to advance discoveries in genomics and proteomics, and to aid in the advancement of life science research.Grasp The Situation, LLC, is located in Essex, VT and provides coaching, training, implementation and technical assistance to local, regional and national organizations looking to improve their business performance.
He echoed the words of former U.S. President John Kennedy, who five decades ago spoke of a realistic, more attainable peace. President Obama went on to speak about nations that abuse their own people. He said peace must be more than the absence of military conflict. In announcing its choice for the 2009 Peace Prize, the Nobel Committee cited the president’s efforts to strengthen international diplomacy and cooperation. It said he has captured the imagination of the world with his message of hope. U.S. President Barack Obama formally accepted the Nobel Peace Prize at a ceremony in Oslo, Norway. The president spoke at length about the circumstances that push nations to war, and prompt them to seek peace. President Obama said he accepted the peace prize with humility, well aware of the controversy that surrounded the choice of the Nobel Committee. “A non-violent movement could not have halted Hitler’s armies. Negotiations cannot convince al Qaida’s leaders to lay down their arms,” he said. “To say that force is sometimes necessary is not a call to cynicism – it is a recognition of history; the imperfections of man and the limits of reason.” ” I do not believe that we will have the will, or the staying power, to complete this work without something more – and that is the continued expansion of our moral imagination; an insistence that there is something irreducible that we all share,” he said. By Dialogo December 10, 2009 His speech to a crowd of dignitaries in Oslo’s city hall came just nine days after he ordered another 30,000 American troops to Afghanistan. Well aware of the juxtaposition of events, the president focused on the notion of “just war”, and the concept of sustainable peace. “We must begin by acknowledging the hard truth that we will not eradicate violent conflict in our lifetimes,” said Mr. Obama. “There will be times when nations – acting individually or in concert – will find the use of force not only necessary but morally justified.” 
“We are at war, and I am responsible for the deployment of thousands of young Americans to battle in a distant land. Some will kill. Some will be killed,” he said. “And so I come here with an acute sense of the cost of armed conflict – filled with difficult questions about the relationship between war and peace, and our effort to replace one with the other.” He says there is nothing weak in the path of non-violence championed by the 1964 Nobel Peace Prize winner, Martin Luther King, Jr. Yet Mr. Obama says it cannot be the only path. He says he cannot stand idle in the face of threats to the American people. “Those who claim to respect international law cannot avert their eyes when those laws are flouted. Those who care for their own security cannot ignore the danger of an arms race in the Middle East or East Asia,” he said. “Those who seek peace cannot stand idly by as nations arm themselves for nuclear war.” President Obama said rules and institutions are needed to keep military action in check. He made specific mention of the need to adhere to strict codes of conduct, and to see that countries live up to their international obligations. “So even as we respect the unique culture and traditions of different countries, America will always be a voice for those aspirations that are universal,” added Mr. Obama. “We will bear witness to the quiet dignity of reformers like Aung Sang Suu Kyi; to the bravery of Zimbabweans who cast their ballots in the face of beatings; to the hundreds of thousands who have marched silently through the streets of Iran.” He said the search for peace must entail support for strong institutions, human rights and freedom from want. But he said there is one other key ingredient for a more peaceful world. “In part, this is because I am at the beginning, and not the end, of my labors on the world stage. Compared to some of the giants of history who have received this prize – Schweitzer and King; Marshall and Mandela – my accomplishments are slight,” he said. But he says the most profound issue surrounding the award is the fact that he is the leader of a nation in the midst of two wars. 
I was recently in the market for a new to me vehicle.I found myself at a used car lot searching through the variety of vehicles.I opened the door to one and felt that I may have just gained second hand smoke lung damage instantly.Another had a wad of gum sitting nicely on the floorboard.“I can get you into any beauty you see here. No doubt”, he schmoozed. He followed me around as if I had him on some invisible leash.I did a few zigzags for funsies.Eventually I found myself browsing a new lot with less questionable smells and additions.I test drove a nice vehicle that had one owner who happened to be elderly.In fact, she had a file folder in her car with every oil change and repair that the car had ever had.How can you go wrong with that?As I sat down with the car salesman to discuss my finance options, he quickly started naming off bank after bank that would more than likely be delighted to assist me.“No bank you”, I replied.“Huh?”“No BANK you”, I said again.As I looked at his facial expression and could tell that he was not computing the data that I had placed out there, I changed the delivery to a less witty one.“I don’t do banks.”, I said.He began to tell me how cash is cool and cash was the way.“No. I mean I only use credit unions”You could almost see the light bulb flicker on as he realized what the “no bank you” comment meant in the first place.“Yeah. Credit unions are cool too”, he repliedHe tried so hard to connect.Bless his heart.We went on to have a conversation about banks vs. credit unions and what it all meant.I must admit, those are my favorite conversations.The ones where you can educate someone on CUs and open their eyes to the movement.He admitted to not fully understanding the differences and the conversation ended with me making him a list of the CUs that I knew of around the area.He leaned back in his chair a bit and swiveled from right to left.“No bank you,” he said, “I like that.”No bank you very much. 55SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Nanci Wilson Nanci started her credit union journey due to lack of kindness.That fact is what led her to close her bank account and open up at a credit union.Ultimately … Web: https://www.universityfederalcu.org Details
Gobernador Wolf: Los fondos de la Ley CARES ahora están disponible para museos y organizaciones culturales June 26, 2020 Español, Press Release, Public Health El Gobernador Tom Wolf anunció hoy la disponibilidad de $20 millones en subvenciones para organizaciones culturales y museos para compensar la pérdida de ingresos que provocó la pandemia de COVID-19 y la consiguiente orden de cierre.La Autoridad de Financiación del Estado (CFA, por sus siglas en inglés) aprobó hoy la guía del programa para el Programa de Subvenciones para la Preservación Cultural y de Museos debido a la COVID-19, que se financia a través de la Ley federal de Ayuda, Alivio y Seguridad Económica por el Coronavirus (CARES). El programa será administrado por el Departamento de Desarrollo Comunitario y Económico (DCED, por sus siglas en inglés).“Dado que los residentes de Pennsylvania se quedaron en casa para mitigar la propagación de la COVID-19 en el estado, nuestros museos y centros culturales perdieron no solo clientela, sino también ingresos”, dijo el Gobernador Wolf. “Como estas organizaciones son cruciales para mantener la cultura comunitaria y salvaguardar nuestra historia, es imperativo que asignemos los fondos que necesitan para continuar con sus operaciones”.Las organizaciones culturales o museos elegibles deben estar dentro de una de las siguientes categorías para ser elegibles para recibir fondos a través del Programa de Subvenciones para la Preservación Cultural y de Museos debido a la COVID-19:Museo para niñosMuseo general con al menos dos disciplinas igualmente significativasMuseo de Historia o sitio históricoMuseo militar o marítimoMuseo de Historia NaturalZoológico acreditadoPlanetarioCentro de ciencia y tecnologíaOrquestaMuseo de ArteOrganización de Artes EscénicasEl monto mínimo de la subvención será de $25,000 hasta un máximo de $500,000. Los fondos se pueden usar para compensar la pérdida de ingresos de las organizaciones culturales y museos elegibles que se vieron obligados a cerrar por la proclamación de emergencia por desastre emitida por el Gobernador el 6 de marzo de 2020 y la renovación del estado de emergencia por desastre y que sufrieron la pérdida de ingresos relacionada con el cierre. Los fondos no se pueden utilizar para compensar los ingresos que ya se han compensado desde otras fuentes, que incluyen las fuentes filantrópicas y las fuentes de gobiernos federales, estatales y locales. Los requisitos adicionales de elegibilidad y los detalles del programa se pueden encontrar en las guías sobre el programa.Las solicitudes se aceptarán entre el 29 de junio de 2020 y el 31 de julio de 2020 mediante la Solicitud electrónica única de asistencia en Internet, www.esa.dced.state.pa.us.Puede encontrar más información sobre la Autoridad de Financiación del Estado en el sitio de Internet del Departamento de Desarrollo Comunitario y Económico (DCED). Para mantenerse actualizado sobre todas las noticias de desarrollo económico de Pennsylvania, siga al DCED en Twitter, Facebook y LinkedIn y no olvide inscribirse para recibir el boletín electrónico mensual del departamento.View this information in English.
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Inside 35 Shuttle, Bridgeman DownsMr Averill said it was a very family-oriented home.“It’s been a lovely home to raise our children in,” he said.“But now we’re the classic empty nesters. We just rattle around inside the home.“It needs a family to come in and fill it back up again.” The home at 35 Shuttle, Bridgeman DownsMr Averill said they had been looking for a home to raise their family in.“We were living locally at the time, but wanted to upgrade to a bigger house,” he said.“I remember driving up the street towards it and my wife saying, ‘Don’t show me another – this is it!’“It was the first house we saw.” Inside 35 Shuttle, Bridgeman DownsMr Averill said buyers would enjoy the north-east aspect.“On a clear day, you can see the Glass House Mountains,” he said.“To see out that far is just wonderful.”“I love it when the sun streams into the family room in the morning and fills the space with air and light, too.”Mr Averill said buyers would enjoy the “family-friendly” neighbourhood.“There’s always been a lot of families around us,” he said.“It’s a very safe and secure area to raise a family in.” 35 Shuttle, Bridgeman DownsThis multi-level home has been well maintained.Owners Jane and Murray Averill purchased the property at 35 Shuttle Place, Bridgeman Downs, in 2000. Inside 35 Shuttle, Bridgeman DownsThe home, which is on 1035sq m of land, spans two levels. More from newsParks and wildlife the new lust-haves post coronavirus20 hours agoNoosa’s best beachfront penthouse is about to hit the market20 hours agoOn the ground floor there are multiple living and dining areas, a kitchen, laundry, study and patio.There is also a guest bedroom with a walk-in-wardrobe and ensuite. Upstairs, there are four bedrooms including the master suite with walk-in-wardrobe and ensuite, a bathroom, sitting room and balcony. 
The Business Network for Offshore Wind has partnered with New York, New Jersey, Virginia and Maryland in the United States to help them develop offshore wind projects.The Network has dedicated to bringing offshore wind supply-chain practitioners in all four states and encouraging the states interested in the industry to work together for the sake of jobs, costs and green energy.The organization is working with the New York State Energy Research & Development (NYSERDA) to assist with a supply chain database and has conducted outreach, which included companies’ offshore wind capabilities and specific supply chain fields, so NYSERDA can choose whom to meet.In New Jersey, the Business Network will facilitate and help assess the supply chain and communication between working groups and the public and will connect companies to the New Jersey Board of Public Utilities (NJ BPU), as part of a team leading the development of the state’s strategic plan for offshore wind.Furthermore, the Network will work with BVG Associates in Virginia to help the Commonwealth strengthen its position to attract the offshore wind supply chain and service industry. The organization is also working to formalize the Maryland Offshore Wind Cluster, aiming to expand public and private sector knowledge, expertise and contacts in order to participate in the global offshore wind supply chain and maximize the state’s content in the development of projects.Additionally, the organization has been subcontracted to work with the National Renewable Energy Laboratory (NREL) to assist the development of a new suite of offshore standards and guidelines that will clarify the requirements for developers and equipment manufacturers and allow regulators to adopt best industry practices.“Working with the energy experts in these states, we will encourage them to help each other create electricity at lower costs for all their customers,” said Liz Burdock, the Network Executive Director and Co-founder.“When states can aggregate projects together and provide developers with scale, the industry can achieve more favorable financing and supply chain economies, driving down costs further while simultaneously creating an abundance of jobs.”