Julius Benjamin Richmond, M.D., Professor of Health Policy, Emeritus in the Faculty of Medicine was born in Chicago, the son of Russian Jewish immigrants, on 26 September, 1916. He died at his home in Brookline, MA on 27 July, 2008. Few individuals have had as great an impact on health, health care, and the well-being of children. He left us all a rich legacy.To understand his many contributions as a mentor, author, expert witness, designer and implementer of programs and policies, and concerned citizen, one must first understand the man. Julius Richmond — known to all as “Julie” or as “JBR” — was a son of Chicago, the Chicago of Carl Sandburg, Studs Terkel, Daniel Burnham, and Jane Addams. The first wrote the epic poem “The People Yes,” the second had a love affair with the “common” folk whose lives he chronicled, the third reminded us to “Make no little plans. They have no magic to stir men’s blood,” and the last translated her ideas into social activism. Julie was about people, all people, about great ideas and plans, and about seeking social justice. Julius Richmond spent most of his life in the East. Nevertheless, though he left Chicago, Chicago never left him.His early years were difficult, but he found the groundwork for his life’s concerns on a farm midst goats and lambs. He observed and studied the relationship of lambs to their mothers and to goat foster mothers, the capacity of sheep and goats to adopt strange kids and lambs, and the impact of the infant on the mother and of the mother on the infant. These experiences fueled his deep interest in and commitment to issues in child development, a field which he pioneered after graduating the University of Illinois Medical School in 1939, doing his internship at Cook County Hospital, serving as a flight surgeon in the United States Army Air Corps during World War II, and — after discharge — completing his residency in pediatrics at Cook County and Chicago’s municipal contagious disease hospitals.In 1953, he moved to the State University of New York at Syracuse College of Medicine (now known as the Upstate Medical Center). There he and his colleague, Bettye Caldwell, established a pioneering daycare center for infants as young as six months of age and focused their research efforts on cognitive abilities developed during a child’s first years. They devoted particular attention to children who faced special risks due to their family’s social and disadvantaged economic status.This pioneering work demonstrated that cognitive and emotional stimulation made a substantial difference in the development of children. It helped focus attention on psychological, social, and behavioral dimensions of health in addition to the more traditional narrower focus on physical well being. It was this work that led Sargent Shriver, the “general” in President Lyndon Johnson’s War on Poverty, to recruit Julie to serve as the first National Director of Project Head Start. The call came in January of 1965 and by that summer half a million children from poor families were enrolled in Head Start programs. The programs went beyond learning letters, numbers, and colors and involved the acquisition of concepts and social skills. Parents were intimately involved in the effort and in a broad conceptual scheme health and nutritional needs were addressed as well. What Julie helped put into place, survives. Head Start recently enrolled its 25 millionth child, is deeply embedded in our national strategy on behalf of children, and provides a daily reminder of how much can be accomplished through vision, conviction, commitment, dedication, and hard work.Had Julie only launched Head Start on its high-impact trajectory, it would have been enough. But he did much more and did it at the very same time. While at the Office of Economic Opportunity (OEO) he worked informally with the health staff of the OEO community action program to develop the neighborhood health centers program that brought needed health and other services to deprived neighborhoods and populations. It is worth remembering that it was Senator Edward Kennedy who steered the first $50 million Neighborhood Health Center amendment to the Economic Opportunity Act to passage. That was not the only time that Dr. Richmond “recruited” Senator Kennedy in support of forward looking legislation. Many of the services offered in these centers were provided by newly-trained members of the affected communities. In time, those neighborhood health centers evolved into the community health centers that now are an important part of the infrastructure undergirding America’s health care delivery system. Today there are over 1,100 such centers servicing more than 17 million individuals. If Julie was the father of Head Start, it can be said that he was the midwife at the birth of Neighborhood Health Centers.And, of course, there is much more. In 1966, Julie was honored by the American Academy of Pediatrics (AAP) with the C. Anderson Aldrich award in Child Development, the Academy’s highest honor in the field. In accepting the award Julie challenged the profession to view child development as a basic science of pediatrics in which theory and methodology would guide rigorous investigation. Further, he argued that psychosocial aspects of child development needed to be incorporated into pediatric training. He understood that this view would face opposition from those who considered biologic research as “hard” science and were loath to incorporate what they viewed as “softer” social science data. He, therefore, influenced the Executive Committee of the AAP to establish a Section on Child Development to provide a forum for communication, stimulate interest in research, and foster educational activities for pediatricians and others. For Julie it was not enough to “have an idea.” It was necessary to translate the idea into action, to institutionalize child development as a basic science for pediatrics. A younger generation may not grasp how “radical” his views were. Today, forty years after his Aldrich address, developmental and behavioral pediatrics is recognized as an academic discipline with subspecialty board status. As with Head Start and Neighborhood Community Health Centers which remain integral to the American scene, so with Julie Richmond’s vision for pediatrics.Julius Benjamin Richmond was not yet done. He came to Harvard University with appointments in the Medical School, the School of Public Health, and the Kennedy School of Government, serving at the same time at Boston’s Children’s Hospital and as Director of the Judge Baker Guidance Center and for a time as Chair of the Department of Preventive and Social Medicine at Harvard Medical School. But Washington and public service called once again. In 1977 he took leave from his Boston activities and accepted appointment as both Assistant Secretary for Health and Surgeon General in the Carter administration.He accomplished much even in a period of fiscal retrenchment. During his tenure he issued two highly influential reports: a 1,200 page Report published on the 15th anniversary of Surgeon General Luther Terry’s original report linking smoking to lung cancer and other serious diseases and a second report Healthy People: The Surgeon General’s Report on Health Promotion and Disease Prevention. The smoking report was praised for its comprehensiveness and rigor, the scrupulous review process of research studies on smoking and its health effects, and its medical precision. It is fair to say that the report ended the so called “debate” about tobacco and its effects. Julie had declared “case-closed.” It took years for the full impact of the report to be felt and for the “cover-up” to be fully exposed and recognized, but the trend was inexorable. Not surprisingly, this work equipped him to be an expert witness in various class action suits brought against the tobacco industry. His credibility and knowledge were important in the suit brought by non-smoking flight attendants who had suffered harm from passengers who smoked. The industry settled this suit for $300 million which was used to create the Flight Attendants Medical Research Institute (FAMRI), a foundation which sponsors scientific investigation of the harms of second-hand smoke. Dr. Richmond served as FAMRI’s first medical director. Once again his efforts were institutionalized.The second report on health promotion and disease prevention redirected attention from the traditional emphasis on resource inputs and access to assessments of outcomes, including assessments of health functioning, reductions in morbidity and increases in life-expectancy, and changes in health status. Importantly, the Report set specific and measurable goals for health promotion for various population groups. The shift in emphasis was yet another “big idea” and once again Julie created something which endures: the assessment and setting of goals has been followed at ten year intervals and is now part of the American health scene. We measure where we are and agree upon attainable goals that require sustained action. We return to see whether we have achieved those goals, assess why we have failed on those that proved beyond our reach, and set out anew to seek improvement.Dr. Richmond returned to Harvard and to his work in Boston. He did not come back to “rest on his laurels,” though there were many lectures, commemorations, commendations, and honorary degrees in the offing. Rather, he returned to resume his activities in planning research activities across the university, meeting with colleagues, writing numerous articles, editorials, op-ed pieces, and a book on health care. He raised his voice and pen against complacency, on behalf of major reform of the health delivery and financing system, and on behalf of social justice. He believed that success is based on three interacting ingredients: a requisite scientific knowledge base, a social strategy that would utilize that knowledge base, and a political strategy that would gain support for the strategy. That is how he fought for a better world.Even so, he found the time to meet with all who wanted to come through his open door. Those who did benefitted from his remarkable capacity for meeting with, listening to, inspiring us all and somehow getting us – perhaps especially younger colleagues – to offer comments and ideas we had never believed we had in us. Like the greatest ball players he made those on his team (and all were on his team) perform better. He worked to build bridges between disciplines and as well between individuals who might learn from one another’s ideas and activities. In his writing and lectures, and perhaps above all in his conversation in which he wanted to talk about you and your ideas, he inspired a long list of persons who would wish to carry on his work.Julie Richmond lived a full life. He was blessed with his first wife Rhee, who died in 1985, and as well with his surviving wife Jean. He was proud of his three sons, Barry, Charles, and Dale, and grieved deeply at Dale’s untimely death. He accomplished much and much of what he accomplished was due to his love of people. Harvard put it well when, in awarding him an honorary degree, it stated: “Farsighted architect of initiatives in health, master builder of bridges linking academy and community, for whom nothing is more precious than the life of a child.”Respectfully submitted,Rashi Fein, ChairpersonAllan BrandtLeon EisenbergNancy OriolJudith PalfreyLisbeth SchorrJack Shonkoff
This post is co-authored by David Adams, Product Manager for the VxFlex Family of hyper-converged products at Dell EMC.Taking on a new technology platform can create new opportunities and challenges. Getting off to the right start takes preparation and planning. In today’s bold new world of cloud native applications, adoption means changing work habits like DevOps, the application construct, and a new operating system paradigm called containers. Getting out of the starting gate with the advantage of speed means focusing on developing new applications and the bench strength to leverage new tools like Kubernetes and worrying less about the infrastructure creation and operation to deploy those applications. This is where the Dell EMC VxFlex offering comes together nicely with the Google Cloud Anthos managed services for deploying on-premises Kubernetes!The drivers to transform businesses means creatively looking to do things fundamentally differently and not just iteratively. Large monolithic applications simply do not allow for the pace of change required to remain competitive. Container-based applications are quickly becoming a new standard way of creating new modularized applications and a key target for modernizing existing applications. 451 Research forecasts container adoption growth of over 30% from 2017 to 2022. Virtually all industry analysts also point out that most cloud enabling technology deployments will be hybrid. Anthos and VxFlex make hybrid use cases like WAN speeds, connectivity distributions, regulatory or policy-based preference for data location, and closer proximity to data creation, all possible.Mounting pressure on today’s companies to rapidly transform themselves to remain competitive in an increasingly dynamic business climate driven by new technology like mobile computing, IoT/edge devices, machine learning and 5G networks, has spurred an unlikely strategic asset: the IT department. Once thought of as a cost center to support business functions, IT departments are being asked to provide modern data services for companies not traditionally thought of as “tech companies.” In talking with our customers, partners and analysts there are a few recent themes that stand out among the rest when it comes to simplicity, agility and scalability: hybrid-cloud services, hyperconverged infrastructure (HCI) and container-based solutions.The Dell EMC VxFlex product relationship with Google Cloud offers an Anthos ready validated solution. This highly differentiated on-premises cloud solution combines the benefits of a managed Kubernetes cloud service with the simplicity, high performance and scalability requirements that enterprises demand. Validated by Google Cloud to complement their managed services for on-prem deployments means you can start getting to work on your applications instead of building the full operating stack from scratch first. Together, Google Cloud Anthos and the Dell EMC VxFlex solution offers an excellent head start for businesses undertaking digital transformation projects.Like Anthos, VxFlex provides an end-to-end engineered solution with lifecycle management, monitoring and automation to deliver the complete stack of underlying infrastructure of compute, storage and networking. The solution ingredients running on the #1 industry-leading PowerEdge servers include VxFlex OS and VxFlex Manager. VxFlex OS is the enabling technology that provides the high performance and flexibility in hypervisors and choice of deployment options with two-layer (compute and storage separate) or HCI (compute and storage together). VxFlex Manager is the comprehensive IT operations management tool for full spectrum administration of the system ingredients- from easy implementation and serviceability to lifecycle management The VxFlex integrated rack comes completely assembled and configured for customer environments ready to run Anthos. Once Anthos is installed you’re ready to deploy Kubernetes applications from Google Cloud Console!Here’s why the VxFlex solution provides excellent value with Anthos:Scale as you Grow – As more of your projects move from dev/test to production, we enable a node-by-node increase of compute or storage, or both, at the pace of your deployments.Mix your Compute and Storage Capacities – Initially starting with stateless workloads and eventually moving to applications that require persistent volumes? VxFlex allows adding compute or storage separately in the same cluster without physical partitioning or bolting on shared storage systems. That’s one of the key differentiators of VxFlex OS.Mixed Workloads – We realize you can’t flip a switch and instantly become “containerized.” We enable you to mix any combination of virtualized, bare metal, containers, and mix hypervisor platforms. If you have existing Windows and Linux applications that aren’t ready to be containerized and also want to start deploying Anthos container applications, we provide a single solution that can combine any of these without requiring physical partitioning to get the most value from your VxFlex purchase.Cloud Scalability and Performance – Whether you want to start off small or grow to thousands of nodes, VxFlex has a proven track record of providing linear scalability for millions of IOPS while retaining low latency.Cloud-like High Availability Architecture – The VxFlex OS architecture provides unique capabilities to isolate fault domains similar to how Google Cloud architects their Google Cloud Platform (GCP) datacenter. We not only protect from failures but provide QoS performance protection while undergoing or correcting failures, and not just drive level failures, but also in the event of a node outage or maintenance event. VxFlex OS uses the entire cluster to parallelize any recovery scenarios for shorter rebuild times.Flexible Buying Options – Whether you prefer to acquire your VxFlex solution outright, need financial flexibility to lease your solution, or want a consumption-based purchasing option, Dell EMC leads the industry in buying and services offerings that best accommodate your needs.Future Proof – Combine the flexibility to scale compute and storage independently, mix workloads, mix virtualization, bare metal, containerized and enable changes non-disruptively and automate the additions or changes while managing the complete lifecycle and you have a future proof combination that protects your investment.Engineered together with the Google Cloud team, the Anthos and VxFlex hybrid cloud solution provides best in class hyperconverged infrastructure from Dell EMC and managed Kubernetes by Google Cloud. Together, we’re here to accelerate your way to a successful digital transformation! For more details, please see our VxFlex for Anthos Solution White Paper. 451Research, Cloud-Enabling Technologies – Application Containers, January 2019______________________________________________________________________________________________________________________________________________About the co-authorDavid is a Product Manager for the VxFlex Family of hyper-converged products at Dell EMC. He leads hybrid cloud and cloud-native solutions where he aspires to provide differentiated solutions for customers, based on the unique value-props of VxFlex. He’s fascinated by all things Kubernetes and the potential it unlocks for our customers.
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York Dona LohanDina Lohan, mother of actress Lindsay Lohan, has reportedly pleaded not guilty to drunken driving on Long Island just days before her 51st birthday earlier this month.Judge Joy Watson suspended Dina’s license and released her without bail during her arraignment at First District Court in Hempstead, according to media reports.New York State Troopers had arrested her for driving while intoxicated after she was pulled over for speeding 77 mph on the Northern State Parkway on Sept. 12.As the Press has reported, Dina’s arrest comes as her mortgage lender filed to foreclose on her Merrick home.The Associated Press reported that Lindsay, who recently completed her latest stint in court-ordered rehab, was spotted outside her mother’s house the day of the court appearance.The New York Daily News reports that Dina told Troopers that she’d drank up to three glasses of white wine before driving and that she was whisked away from court in a silver Rolls Royce.
YouTube has recently received backlash from advertisers who have learned their product advertisements were being shown alongside derogatory content they did not agree with. To add insult to injury, many video creators receive profit from the advertisements that are served on their videos, meaning companies have unknowingly been paying to “support” extremely controversial content creation. As a result, several large companies pulled branding from the platform’s videos and forced YouTube to take action and make changes to its targeted advertising structure, as well as how content creators are paid.These advertisers want to target their content to specific audiences, and they want YouTube to provide a means to do so. Although YouTube has made recent changes to remedy their recent crisis, they still market to the masses, allowing ads to be served up anywhere and to anyone watching videos on its platform. This means its brand advertisers are still paying to be in front of irrelevant audiences.As an organization sending mass volumes of business-critical documents, you have the power to individually impact every customer through your communications. Here’s how: continue reading » 12SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
7SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr Every credit union wants a strong brand. And branding is often an initiative on many strategic plans. However, wanting a strong band and actually having a strong brand are two completely different things.So how do you know if you have a strong brand? You can give it a “Three E” test. On a scale of one (low) to five (high), grade your financial institution in the following areas:Emotion—According to a recent survey from Customer Thermometer, 64% of women and 68% of men have felt an emotional connection with a brand or business. The survey noted, “…it pays to develop an emotional bond.” So how do you do that with a checking account or a loan? You don’t. You need to make sure your brand is not about your products or services, but rather about how the consumer feels when doing business with you. The more emotion you inspire in consumers, the stronger brand you have.Engagement—The financial services industry is a relationship-based business. As a recent CU Times article noted, “Is your staff developing personal relationships with members? Do your members know you care?” Your employees need to stop selling and start connecting. If they engage with consumers, the sales will come (in fact, we have found that engagement training is much more effective than traditional sales and service training for our clients). The more you engage with consumers, the stronger brand you have. continue reading »
38SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr Digital banking’s overarching trend in the coming year is to get as close as possible to perfecting the consumer experience. Making that experience seamless, secure and hassle-free will build digital trust that’s worth its weight in gold in terms of driving deeper consumer engagement and loyalty.That’s a theme our CEO, Jeff Yabuki, highlighted in his recent blog on the undeniable trends in banking. In some ways, digital banking has been driving those broader trends, and the anywhere, anytime world we live in means the driving principles of change in one space often intersect with those in another.There are a variety of innovations – voice banking, facial recognition and other biometric capabilities, for example – that can make the digital experience as seamless as possible. Those developments stem from the bedrock fact that people just want to move and manage their money whenever and however it’s most convenient for them. They expect the branch experience to be an extension of their online and mobile interactions, and vice versa. They expect their financial institution to earn their trust at every touch point. continue reading »
In 2000, Blockbuster Video was approached by a much smaller company offering to sell their business for $50 million. The CEO dismissed the offer, saying the company was too tiny, too niche and losing too much money at the time — and so the company passed up the chance to purchase Netflix.Kodak dominated the market for films and photographs for most of the twentieth century. An engineer working for the company designed the first digital camera in 1975 — but Kodak executives brushed it off, prioritizing its then-successful film business instead.In 2005, MySpace CEO Chris DeWolfe met with Mark Zuckerberg. Zuckerberg reportedly offered to sell DeWolfe his year-old company. DeWolfe declined.The world of business can be a ruthless one, and the tides of change are not forgiving. Brands and systems that once dominated the market can collapse in the blink of an eye as the world changes and new ideas take over. continue reading » ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
In order to strengthen the role of the cravat in branding and positioning Croatia in the world, an expert meeting “Tie (diplomacy)” was held in Zagreb, organized by the Academia Cravatica and the Public Diplomacy Club of the Croatian Society for the UN. As part of the expert meeting, the writer Miro Gavran was proclaimed the first Croatian Ambassador of the cravat, with a solemn inauguration in which the military-historical unit Kravat Regiment also participated. Boris Ljubičić presented to the audience the logo of the World Tie Day, which he signed and which has been used for several years as an official logo within the campaign and celebration of the World Tie Day. Along with Frko Petešić and Markotić, in the panel discussion that followed, prof. dr. sc. Goran Bandov, lawyer and political scientist, associate professor and vice dean of the College of International Relations and Diplomacy Dag Hammarskjöld, Milada Privora, mag. ing. arh, former director of the State Protocol of the Republic of Croatia and head of the Protocol of the President of the Republic of Croatia, prof. dr. sc. Božo Skoko, associate professor at the Faculty of Political Science, University of Zagreb, dealing with corporate communication and identity and image management, Darell Šarić, leading strategist in brand management full service marketing agency Hipmedia and Ivica Vidović, a well-known Croatian marketing expert.”The tie should be seen as a global, ubiquitous reminder of Croatia. What the iPhone is for the USA and Samsung for Korea, it should be our tie for Croatia. About the Croatian tie at last we need to tell a story in the world, and it is this professional gathering, which emphasizes the importance of the tie for branding Croatia, that is a step in that direction. “, he said in his presentation mr. sc. Zvonimir Frka Petešić. Academician Reiner emphasized that in 2020 and the period of Croatia’s presidency of the Council Europe sees it as an ideal opportunity to promote neckties around the world. “The tie is a world symbol of diplomacy, dignity and balance, and therefore of democracy in the world” pointed out Reiner, and prof. dr. sc. Božo Skoko and prof. dr. sc. Goran Bandov agreed that Croatia needs a branding strategy in which the tie plays a big role. The decision of all panelists, but also representatives of the present institutions, sponsors and partners of the expert meeting, that already this year a stronger stamp will be given to the celebration of World Tie Day around the world, especially in Croatian embassies and consular offices. It is important to emphasize that with this expert meeting Academia Cravatica, an institution dedicated to researching the history and modernity of the cravat, began its traditional activities in the run-up to the World Necktie Day, which is celebrated on October 18. , European and world cultural heritage. Related news:
SoftBank Chairman and CEO Masayoshi Son said Saturday his technology conglomerate will supply at cost 300 million face masks per month in Japan from May to help overcome shortages caused by a coronavirus epidemic-driven demand spike.In a Twitter post, Son said his group has teamed up with a major Chinese auto and electronics group BYD, which has started making masks.”Softbank will work with the government to supply masks to the medical community, and to as many people as possible,” he said. The deliveries will include 100 million medical or surgical masks to support health care workers fighting the virus on the front lines.Last month, he tweeted that he would donate coronavirus testing kits to 1 million people, but he later said he would donate 1 million masks instead.Topics :
“Some regions have yet to disburse the funds because of difficulties in reaching households, such as in Papua and East Kalimantan, as well as because of changes in village administrations,” he said. “These are the main factors that have made the disbursement relatively slow.”The government expects 1.89 million to 4.89 million individuals to fall below the poverty line amid the COVID-19 outbreak. Meanwhile, 3 million to 5.23 million individuals may lose their jobs as the pandemic brings economic activity to a standstill, according to official estimates.In a fourth stimulus package announced on May 19, the government will roll out a Rp 641.17 trillion economic recovery stimulus to strengthen social safety net programs, help micro, small and medium businesses (MSMEs) and bail out state-owned enterprises (SOEs).“We hope it will soften the economic impacts of the crisis but it will not be sufficient to substitute for all losses in spending,” Finance Minister Sri Mulyani Indrawati said recently.The government plans to increase its spending on village fund cash assistance to Rp 31.8 trillion, after previously allocating Rp 21.2 trillion. It will provide Rp 600,000 per month for three months to families that meet certain criteria, such as having a family member who has lost their job and having not received assistance via the Family Hope Program (PKH) or the staple-food card program. An additional Rp 300,000 may be provided to families for another three months.“We are still considering whether to boost the village funds,” Abdul said. “The regulation has been prepared but we are still waiting for the green light from the President.”Abdul added that the cash assistance would be received by 8 million families in total, far lower than the previous estimate of 12 million families.Topics : The government has disbursed around Rp 2.99 trillion (US$202 million) in cash assistance to almost 5 million families through the village funds program as it mulls increasing the village fund budget to protect households at greatest risk of falling into poverty amid the COVID-19 outbreak.Villages, Disadvantaged Regions and Transmigration Minister Abdul Halim Iskandar said on Wednesday that more than 47,000 villages had disbursed Rp 600,000 to each registered family through both cashless and cash transfers. In total, some 63,000 villages of the nearly 75,000 villages in Indonesia have received village funds from the government, he added.“We will continue to disburse cash transfers despite Idul Fitri [holiday break],” Abdul told reporters during a media briefing. Several challenges had prevented more rapid disbursement, including a lack of infrastructure and changes in village administrations, he said.