Econet Wireless Zimbabwe Limited (ECO.zw) listed on the Zimbabwe Stock Exchange under the Technology sector has released it’s 2009 annual report.For more information about Econet Wireless Zimbabwe Limited (ECO.zw) reports, abridged reports, interim earnings results and earnings presentations, visit the Econet Wireless Zimbabwe Limited (ECO.zw) company page on AfricanFinancials.Document: Econet Wireless Zimbabwe Limited (ECO.zw) 2009 annual report.Company ProfileEconet Wireless Zimbabwe is a diversified telecommunications group; it is the largest enterprise of its kind in Zimbabwe and the largest company on the Zimbabwe Stock Exchange in terms of market capitalisation. Econet Wireless Zimbabwe provides products and solutions for mobile and fixed wireless telephony, public payphones, internet access and payment solutions. In 2009, Econet Wireless Zimbabwe became the first operator in Zimbabwe to launch data services with 3G capability. This was followed by an extensive project to expand its geographic coverage; building a fibre-optic network, providing financial transaction switching and point-of-sale and value-added retail support services. The company is a subsidiary of a privately-owned group controlled by its founder, Strive Masiyiwa. The group’s subsidiaries include Econet Global, Econet Wireless Africa, Econet Wireless International, Econet Enterprises, Liquid Telecom Group and Econet Media.
KAP – Kapellenhof Residential Complex / AllesWirdGut Architektur + feld72 Projects Photographs: tschinkersten fotografie, 2020Alles Wird Gut Execution Team:Felix Kämpfel, Harald Groll, Jan Schröder, Marta Bimova, Philipp Seitz, Svetla StoyanovaAlles Wird Gut Competition Team:Anna Auwermann, Carla Schwaderer, Jan Schröder, Jessica WannhoffFeld72 Execution Team:Arjan Van Toorenburg, Nora Sahr, Ralph Reisinger, Zsuzsanna BallaFeld72 Competition Team:Elian Trinca, Marino Fei, Ralph Reisinger, Wilhelm ScherüblStatics:Dorr – Schober & Partner ZT GmbHStructural Engineer:Kern+Ingenieure ZT GmbHBuilding Services:IDK EngineeringOpen Space Areas:carla lo LandschaftsarchitekturSocial Sustainability:Sonja GruberCity:ViennaCountry:AustriaMore SpecsLess SpecsSave this picture!© tschinkersten fotografie, 2020Recommended ProductsPlastics / FibersRodecaTranslucent Building ElementsFiber Cements / CementsEQUITONEFiber Cement Facade Panel NaturaDoorsAir-LuxPivoting DoorWood Boards / HPL PanelsLamitechLamitech high pressure plastic laminateText description provided by the architects. Uniquely situated around a spacious urban grove on Kapellenweg in Vienna’s 22nd district is a residential estate which, conceptually and aesthetically, is modeled on the municipal housing of the traditional Viennese Gemeindebau. Conceived as a large courtyard estate, a clear and self-confident ensemble emerges the Kapellenhof.Save this picture!© tschinkersten fotografie, 2020Save this picture!Ground floor planSave this picture!© tschinkersten fotografie, 2020Here 450 new residential units were completed to designs by AllesWirdGut and feld72, whose collaborative planning gave special attention to the potentials of the location—views, and greenery. Small-scale built-up areas on the fringes as well es the courtyard—the size of a soccer pitch—afford each apartment the widest possible view.Save this picture!© tschinkersten fotografie, 2020Laid out as an adventurous, topographically varied urban grove that offers private retreats and open clearings, the courtyard is framed by four buildings, which all have designated community areas with terraces for collective use. The grove as a shared green hub encourages, and lends itself, to good neighborliness.Save this picture!ElevationSave this picture!SectionThe idea of providing sites of encounter and interaction for more than 1,000 new residents is also given expression in a multi-purpose space on the north side and a community pub and diner at the southern intersection. A vital four-sided ensemble where trees and neighborly relations grow!Save this picture!© tschinkersten fotografie, 2020Project gallerySee allShow lessMexican Architects Design 25 New Facilities for Mexico City’s PILARES ProgramArchitecture NewsHigh-Rise Living: 7 Houses Under 65m² in Rooftops and AtticsArticlesProject locationAddress:Vienna, AustriaLocation to be used only as a reference. It could indicate city/country but not exact address. Share Apartments “COPY” ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/948710/kap-nil-kapellenhof-residential-complex-alleswirdgut-architektur-plus-feld72 Clipboard Save this picture!© tschinkersten fotografie, 2020+ 29Curated by Paula Pintos Share Austria ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/948710/kap-nil-kapellenhof-residential-complex-alleswirdgut-architektur-plus-feld72 Clipboard “COPY” Architects: AllesWirdGut Architektur, feld72 Area Area of this architecture project Area: 51680 m² Year Completion year of this architecture project Photographs KAP – Kapellenhof Residential Complex / AllesWirdGut Architektur + feld72Save this projectSaveKAP – Kapellenhof Residential Complex / AllesWirdGut Architektur + feld72 ArchDaily 2019 CopyApartments•Vienna, Austria Year: CopyAbout this officeAllesWirdGut ArchitekturOfficeFollowfeld72OfficeFollow#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousingApartmentsViennaOn FacebookAustriaPublished on October 04, 2020Cite: “KAP – Kapellenhof Residential Complex / AllesWirdGut Architektur + feld72” 04 Oct 2020. ArchDaily. Accessed 10 Jun 2021.
Facebook ECISD board to consider higher tax rate Twitter A Texas ranger walks outside the ambulance entrance at Medical Center Hospital after three sheriff deputies were shot in the line of duty Monday night in North Odessa. The Ector County Independent School District Board of Trustees will meet at 8 a.m. Friday in the first floor board room of the administration building, 802 S. Sam Houston Ave., to consider approval of a higher tax rate.The current total tax rate is $1.15 per $100 valuation. That includes $1.04 per $100 for maintenance and operations and 11 cents for debt.The proposed tax rate, which will require voter approval, would be a total of $1.22957 per $100 valuation. That would include a maintenance and operation rate of $1.12 per $100 valuation and 11 cents for debt.More Information WhatsApp By admin – June 13, 2018 WhatsApp Pinterest Facebook Twitter Pinterest 2018 Tax Rate Adoption. Local NewsGovernment Previous articleParks office’s sixth Daddy-Daughter Dance set for SaturdayNext articleDAILY OIL PRICE: June 13 admin
Google+ Previous articleCalls for consultation on new Cockhill Bridge nameNext articleAttempt to end Irish Water fails in Dail as Fianna Fail abstains admin Twitter A security alert outside Derry ended last night with nothing serious being found.The Feeny Road was closed at its junction with the Rallagh Road, and the Glenedra Road was also closed at its junction with the Altinure Road for a time while army experts examined a suspicious object.It was later declared to be “nothing untoward”, and both roads reopened. Pinterest Twitter Pinterest Further drop in people receiving PUP in Donegal Google+ 365 additional cases of Covid-19 in Republic By admin – May 26, 2016 Gardai continue to investigate Kilmacrennan fire Security alert ends outside Derry WhatsApp WhatsApp Homepage BannerNews Man arrested on suspicion of drugs and criminal property offences in Derry Facebook Main Evening News, Sport and Obituaries Tuesday May 25th RELATED ARTICLESMORE FROM AUTHOR 75 positive cases of Covid confirmed in North Facebook
RELATED ARTICLESMORE FROM AUTHOR Statement in full -INMO sounds alarm on understaffed Saolta hospitalsOfficials from the INMO have warned that understaffed services must be curtailed for safety in many of the Saolta University Healthcare Group hospitals.The affected hospitals include Galway, Letterkenny, Mayo, Merlin Park, Portiuncula, Roscommon, and Sligo University Hospitals.INMO officials met with senior hospital group management on Monday to establish which services the group planned to withdraw or curtail due to understaffing. They did not receive an answer.The INMO officials warned that Saolta management should be “gravely concerned” due to the high levels of missed care, delayed care and poor patient outcomes arising from the number of nursing and midwifery vacancies. The INMO estimates that there are over 200 such vacancies in the Saolta group alone.INMO staff will be holding similar meetings with local hospital management soon.Anne Burke, INMO officer for Galway, Mayo, and Roscommon said:“The INMO sought this meeting to see how management plan to curtail services, given so many nursing and midwifery vacancies. There are 64 staff nurse vacancies in UH Galway and a further 20 in Mayo UH. Understaffing like this is a recipe for disaster.“Our frontline members tell us that day staffing levels now resemble the night shift. We provided management with specific examples of missed care and impacts on patients, but services have still not been curtailed to ensure safe staffing.“Saolta have failed to offer full-time permanent posts to new graduates in Letterkenny, despite a huge number of vacancies there.“Failure to curtail services or fill posts is having a serious impact on staff and patients alike.”Maura Hickey, INMO officer in the North West said:“Nurses and midwives are struggling daily to deliver safe care in unsafe environments. This cannot continue. Winter is just around the corner, so in the interests of patient and staff safety, services must be curtailed.“Other hospitals have closed beds due to unfilled vacancies – it’s time for a similar approach in the Saolta group.”Dean Flanagan, INMO officer in the Midlands said:“Nurses and midwives in Portiuncula UH are in a critical situation. The hospital is often crammed full, while patients and staff await a new unit to be built. Bed closures in Tullamore hospital will only increase the pressure on Portiuncula.“These risks can’t continue, which is why the INMO today sought a clear, coherent plan to curtail services until vacancies are filled and safe staffing levels reached.” WhatsApp News, Sport and Obituaries on Monday May 24th The INMO says services must be curtailed and beds closed for safety reasons in a number of Saolta Group hospitals, including Letterkenny and Sligo.INMO officials met with senior Saolta management on Monday to ask which services the group planned to withdraw or curtail due to understaffing. They did not receive an answer.Among the issues raised at that meeting was the fact that Saolta have failed to offer full-time permanent posts to new graduates in Letterkenny, despite a huge number of vacancies there.The INMO’s Maura Hickey says nurses and midwives are struggling daily to deliver safe care in unsafe environments. This cannot continue, and services must be curtailed…………..Audio Playerhttp://www.highlandradio.com/wp-content/uploads/2019/09/wedsmaurah.mp300:0000:0000:00Use Up/Down Arrow keys to increase or decrease volume. Google+ Twitter DL Debate – 24/05/21 Pinterest Services at LUH must be curtailed for patient safety – INMO Facebook Derry draw with Pats: Higgins & Thomson Reaction Google+ By News Highland – September 11, 2019 WhatsApp FT Report: Derry City 2 St Pats 2 Harps come back to win in Waterford Pinterest AudioHomepage BannerNews Twitter Journey home will be easier – Paul Hegarty Facebook Previous article38 people awaiting in-patient beds at LUHNext articleDCC to engage with Rural Water with view towards extending L’Kenny Sewerage system News Highland
Previous Article Next Article Changing timesOn 17 Oct 2000 in Personnel Today With its growing role in managing mergers and acquisitions, large-scaleredundancies or recruitment, the human resources function is fuelling a boomingmarket for interim assignments. For seasoned HR professionals, these arerewarding times, By Rob McLuhan Covering for absence has always been the classic reason for hiring aninterim HR professional, with the more challenging temporary assignmentstending to be in finance and IT. But that has changed rapidly over the pastthree years, as heavyweight skills are increasingly sought for specific HRtasks. “The demand for HR interims now is incredible,” says CarolineBattson, interim team leader at Macmillan Davis Hodes. She sees much of thework arising from EC legislation and the need to update employment practices.But there are a number of other areas where a three- to six-month injection ofexpertise is also valued, for instance to help with change programmes or handlerecruitment and redundancy exercises. Consultancy is the traditional route adopted in these cases but there is nosubstitute for the hands-on approach, advocates argue. “Companies have towake up to the potential of using interim managers,” says Bill Penney,managing director of the Ashton Penney Partnership. “A consultancy willcome in and make a report but the company still has to decide how to implementit. If it has a new technology or market that it wants to get on the roadquickly, an interim is a better alternative.” Interim assignments often arise from mergers and acquisitions, as there willbe a need to harmonise pay and employment policies, particularly if Tupeagreements are in place. Or else a company may be recruiting for a newsubsidiary and needs an expert on a short-term contract to carry out theinterviewing and selection process. Frazer Jones reports that it isparticularly active in that field and has supplied interim heads of recruitmentfor a number of its clients. Redundancy programmes are also often handled by HR managers on a fixed-termassignment. HR Online, formerly Melville Craig, says it recently supplied aninterim manager for three months to a high-tech company. “There arevarious administrative tasks needed to ensure that there is compliance, and thecompany came to us because it didn’t feel it had the necessary skillsin-house,” says senior consultant Jenny Drysdale. The take-off of the telecoms and high-tech sectors in particular has createdopportunities for interim projects. One frequent requirement, according to Executiveson Assignment, is to provide HR expertise for large IT systems suppliers suchas Logica and Siemens in putting a bid together for a large outsourcing orfacilities management contract. Or a cable TV company, having completed the infrastructure engineeringphase, might need to recruit rapidly and train a marketing workforce, anassignment Ashton Penney placed recently. A big new market for temporary HR services has also been stimulated by thegrowth of Internet start-up companies. Many grow rapidly and may suddenly findthemselves with a sizeable workforce but no formal employment structures tospeak of. Alternatively, the company may prefer to have a senior HRprofessional on its team at an earlier stage. “We are getting a lot of requests from start-up companies looking forventure capital, where to be credible their business team needs to includeseniors,” says Penney. The interim will set up employment contracts andscope the recruitment programme, which can then be managed by someone morejunior recruited to a permanent position. For HR professionals themselves interim work can be highly rewarding. To amuch greater extent than a consultant they can identify with the company,becoming a full member of its management team and sharing its ups and downs. Many plainly relish a troubleshooting role where they can quickly applytheir insights and experience to a new challenge, reap the rewards and thenmove on to the next. Although some may find themselves covering for absencerelatively early in their careers, serious project work is often seen as theideal job for seniors, who may want to mix the occasional adrenaline rush of atricky assignment with the time off to travel or write. That suits many organisations, which are prepared to pay slightly over theodds for someone they know will do the job but then not hang around gettingbored. “Suitably overqualified” is a buzz phrase that Mike Dixon,operations director at Executives on Assignment, often hears when companies aremaking known the kind of individual they are looking for. “They wantsomeone who has been there, done that, and will be productive from dayone,” he says. In contrast to the permanent market, a tendency to hop quickly from one jobto the next is seen as a positive advantage. “Short stints are seen asgood background and tend to be preferred to solid long-term involvement withone company, as they show an ability to adapt rapidly,” says JohnAnderson, consultant at Frazer Jones. Nor is having the same industry background necessarily a factor, asemployment issues tend to be similar across the board. “What reallymatters is that they have done that job before,” Anderson says. “Itis easy to move from one sector to another if it is only a matter of Tupe,pensions or redundancy arrangements.” Again, when it comes to finding the right fit, a management team can beseriously disrupted by a poorly considered permanent appointment. But that isless likely to be the case with an interim, who staff know is only there for ashort period and is unlikely to block their promotion prospects. Some interimsmay encounter suspicions at first but soon find their experience being takenfull advantage of by colleagues with requests for advice and coaching. A particular advantage enjoyed by the interim manager is that they can becompletely apolitical. “Diplomacy is a useful characteristic,” saysExecutives on Assignment’s Dixon. But the short-term nature of the task makesthe job of gaining confidence relatively straightforward, he adds, as long as stepshave been taken to ensure buy-in to the appointment from other managers. Thatis achieved by making the rationale clear for bringing in additional expertise.”When you are dealing with sensitive issues, for instance redundancyprogrammes, it is good to have someone from outside who is not emotionallyinvolved,” agrees Mari Roberts, senior HR consultant at HH HumanResources. “That person can work with everyone and be seen as externalconsultant, providing expertise to sort out a specific issue.” An interimmanager can often provide an independent view of the organisation – a usefulbonus which the employer may not have anticipated. On some projects the purpose of bringing in an interim may be to shakethings up, and this may even be one criteria of selection. By contrast, wherethe need is simply to cover for absence or fill in until a permanentreplacement arrives, there will be pressure to adapt rapidly to the company’sstyle and culture. “The last thing a company wants is for someone to turneverything upside down,” says Penney. “Unlike a person who isappointed to make changes, they will be expected to keep the ship on a steadycourse.” As in any temping situation, a stint at a company may act as an introductoryperiod leading to the offer of a permanent job. That happened to Alison Martin,who carried out a three-month assignment at coffee chain Aroma and now works therefull-time in a senior role.According to Frazer Jones, which arranged the appointment, this typicallyhappens in as many as 30 per cent of its temporary hirings of HR officers butthis figure declines gradually the more senior the level. In some casesorganisations may decide to arrange for locum cover to give them more time tofind the right person for the role but then end up offering it to the interimmanager. This does not affect the financial arrangements, since the companywill simply pay the supplier the difference in commission rather than payingtwice. The ability for seasoned professionals to resolve organisation’s problems inthis way is still not as widely recognised as it could be, argues Penney at theAshton Penney Partnership. “One view of interim management, which I hopethe CIPD will adopt, is of a new and extremely proactive resource that candrive forward an organisation’s strategy”, he says. HR directors too should be willing to use it not just to fill a gap but as ameans of accessing the expertise needed to surmount a particular problem, hebelieves. “Interim management is beginning to be seen as a creative investmentfor the future, a way of managing change, and it is time the HR professionbegan to see it as such.” Case Study: Rhiannon Chapman, South West of England Regional DevelopmentAgency (SWERDA).The South West of England Regional Development Agency, based in Exeter, wasset up in April 1999 from six existing regional bodies. The 170 staff had beentransferred on Tupe arrangements and there was a consequent lack ofcoordination.Executives on Assignment organised the interim appointment of RhiannonChapman, a well-known senior HR specialist who had been HR director of theStock Exchange at the time of its transition to electronic trading, and laterCEO of the Industrial Society. Chapman arrived at the beginning of March for afour-month assignment, working three days a week in Exeter and one in London.Chapman brought with her a wealth of expertise in managing projects, whichreassured the organisation that her ideas would work. A five-year stint on theboard of the Welsh Office had given her an understanding of economicdevelopment, which was to prove particularly useful.When Chapman arrived she found the HR department struggling to cope with avariety of different contracts. “Whenever there was an issue on holidayentitlement, managers had to refer back to the employee’s originalorganisation, which was a nightmare to administer,” she says.One of her first moves was to persuade staff to prioritise. “The HRdepartment was staffed by individuals from a public-sector background whotended to do everything by the book. What they needed was someone who knewwhere to cut corners.”For instance, many staff had carried over holiday leave which, because ofthe pressure of work, was becoming a big problem. Chapman dealt with that bysuggesting, against convention and practice, that this be paid off. “Theywere horrified but I said that in the circumstances it was the only thing todo,” she recalls.Chapman went on to complete in three months a job evaluation structure begunby consultants and get managers up to speed in administering it, a job thatother companies might have taking considerably longer over. She also recruitedthe head of a new department set up to help local businesses meet the needs of organisationswilling to invest in the area.Flexibility is important in order to establish trust, Chapman says.”You have to go in with an open mind and be sensitive to what their needsactually are rather than what you think they should be. That means a lot oflistening and not jumping to conclusions.”Concerned not to step on any toes, Chapman suggested she be called HRconsultant rather than having a job title, and declined an offer to use thechief executive’s office in his absence, realising that it might be takenamiss.Like many successful interim managers, she derived great satisfaction fromachieving fast results. “You can have an impact very quickly because youknow immediately what do with problems that are stumping people,” shesays.Chapman’s appointment was in fact a lucky accident, explains director ofcorporate services Nick Lewis. The organisation had originally sought aninterim to fill in for an HR manager who was to go on jury service, rather thanfor a specific project. In the event the jury service was cancelled but by thenChapman had expressed an interest in the assignment, realising there was muchthat someone of her experience could contribute.”We would never have got the outcome we achieved without her,” hesays. “Apart from pursuing successively high-level projects, she helped torestructure the marketing, assisted in high-level recruitment and providedmentoring to staff, leaving behind a more experienced and able HRdepartment.”Case Study: Alison Martin, senior HR manager at AromaAlthough the emphasis in the interim market is on age and experience, thereare opportunities for younger HR professionals too. Alison Martin, a graduateof Middlesex University, worked for three years at Sainsbury’s, which shefollowed up with contract work before becoming pregnant. She then undertook aninterim assignment arranged by Frazer Jones.The need was for a locum HR officer at coffee house chain Aroma which,having been acquired by McDonalds in March 1999, needed to get its HRprocedures up to a professional standard. The assignment was intended to lasteight weeks. That seemed ideal for Martin who, being pregnant, would not beavailable for more than a short period. In the event the assignment stretchedto over 12 weeks, the maximum before she had to leave.The company has doubled in size since the acquisition, with a total of 36cafes and 500 staff, and a presence in several cities besides London. “Ithad been family-based and there were no formal procedures, so everything had tobe set up from scratch,” Martin says. “I was asked to help withsalary management policy for everybody, including corporate and operationsemployees, as well as produce a salary appraisal for cafe managers.”For an interim this proved to be a challenge. “It is quite difficult tocome in and write policies that are intended to be long-standing and mould thedirection of the company,” she says. “You have to assess itsdirection in a short time.”Although Martin had been recruited for a specific assignment it soon becameclear that a permanent position was needed. “There was obviously a gap inthe department, as I was getting involved in the day-to-day running of thedepartment, advising operations consultants who have a group of caf‚s tosupport,” she says. “If they had any disciplinary issues orgrievances to deal with, they would come to us for advice. That highlighted aneed for a more structured approach.”The position was offered to Martin, who returned to find the policies shehad created successfully launched and working effectively. She is preparing toset up an appraisal system for corporate and operations staff to add to theoriginal brief for cafe managers.”Martin was essential in getting us to where we are now,” sayshead of HR Sally Winter, who had herself been hired in a permanent role tocreate an HR function. Although this was originally only a locum appointment,Winter took as much care over the selection as if it had been for a long-termrole.”I still wrote a job description and candidate profile as I would forany recruitment exercise,” she says. “You need someone who will fitin with the team and has the right experience, as well as the legislativebackground and understanding of confidentiality.”Case Study: Robert Purse, head of HR, ADP ChessingtonWhen payroll bureau Chessington Computer Services was taken over by ADP lastyear it was found to have an uncompetitive cost base that would requiresubstantial restructuring. A number of contracts were unexpectedly about to beterminated, and savings of up to 30 per cent would be necessary as a result.Since the HR director was leaving, it was decided to appoint an interim HRmanager to oversee a voluntary redundancy programme.The company approached Executives on Assignment which brought in Robert Purse,a senior HR professional with extensive interim experience, for what was to bea six-month assignment.Purse found that the company was in the middle of a round of pay talks,complicating the task of making redundancies. It was also discovered that officesthat the firm had inherited from the government, were on a short lease andabout to expire, which meant it would have to relocate.Realising that the issue of redundancies would interfere with the paybargaining, Purse made a quick wage deal his first priority. He opted for atake-it-or-leave-it approach, sweetened with more cash than the company hadoriginally been willing to contemplate, which the unions accepted. “Itcost an extra half percent, but I thought I could factor that into staffreduction anyway,” he recalls.The original intention had been to carry out the redundancy programme in twophases, in order to allow time for effective internal communications to takeplace and to carry out the relocation. “During the consultation werealised that going back for a second bite of the cherry would have had adisastrous impact on staff morale, destroying our good relationships withunions,” Purse says. “It was better to be honest, so at the firstformal meeting with them we went through a full review, advising them of needof reduction of £1.7m per annum.”Fortunately, Purse was able to establish a productive working relationshipwith union officials and the programme passed off smoothly. “It wasanticipated there would be no savings until the first quarter of this year, butby dint of hard work from all concerned, we generated all the necessary cutsvery quickly,” he says. Ironically that had the effect of halving his ownassignment, since the job was effectively complete after only three months. Comments are closed. Related posts:No related photos.
General Description: Biostatistician position candidate will devoteprimary effort to collaboration on a large NIA-funded project tostudy resiliency in older adults, and secondary effort tostatistical consultation within the Johns Hopkins BiostatisticsCenter. An 80%/20% allocation of primary / secondary roles isenvisioned.In the primary project, the candidate will work under thesupervision of PhD statisticians who co-direct the overall projectto conduct analyses of data being collected in the study, as wellas data already available from epidemiological cohort and clinicalstudies. Data being collected will evaluate older adults’ real-timeresponses to experiments providing a mild physiological challenge,and then use these to forecast their recovery and long termoutcomes following three major stressors: knee replacement surgery,initiation of hemodialysis, and bone marrow transplant in treatmentof hematological cancers. Analyses needed will range fromdescriptive summaries and displays to longitudinal andtime-to-event analyses, latent variable analyses focused onconstruct measurement, analyses to develop predictions, andanalyses to fit biomathematical models characterizing dynamicalsystems to human data. This project is funded for five years.In the secondary role, the candidate will provide biostatisticalconsultations to researchers at the Johns Hopkins MedicalInstitutions (JHMI) as well as external organizations. Theseconsultations range from short in-person sessions to longer-termprojects and focus on sample size/statistical power calculations,data analysis, assistance with manuscripts and report writing.Substantive areas include methods for treating and preventingdevelopmental disorders, role of immune system in reproductivecycle transition and ophthalmology research. The candidate isexpected to work as part of a team of data managers andbiostatisticians and under the supervision of a seniorbiostatistician consultant. Incorporation of this role is expectedto enhance the candidate experience through regular interactionwith a community of consultative statisticians and the opportunityfor exposure to a broad range of projects.Master’s degree in biostatistics or statisticsExpertise with standard statistical packages, such as R, STATA andSASTwo or more years of experience in applied statistical analyses ofprospective and retrospective data, including longitudinal,multi-level/hierarchical data, survival analysis, methods forclassification and prediction and approaches to missing data.Experience with statistical analysis of clinical trial data ispreferredDemonstrated excellence in statistical consultingAdept at cross-disciplinary collaborationEffective team player and ability to work independentlyExcellent oral and written communication skillsApplications must be submitted via the Interfolio website. Toapply, please submit a cover letter and CV by clicking the “ApplyNow” button. This is a free service. Should you have any questionsregarding this opening, please direct your inquiry to Johns HopkinsBiostatistics Center Director, Dr. Gayane Yenokyan,[email protected] Johns Hopkins University is committed to equal opportunity forits faculty, staff, and students. To that end, the university doesnot discriminate on the basis of sex, gender, marital status,pregnancy, race, color, ethnicity, national origin, age,disability, religion, sexual orientation, gender identity orexpression, veteran status or other legally protectedcharacteristic. The university is committed to providing qualifiedindividuals access to all academic and employment programs,benefits and activities on the basis of demonstrated ability,performance and merit without regard to personal factors that areirrelevant to the program involved.The successful candidate(s) for this position will be subject to apre-employment background check.If you are interested in applying for employment with The JohnsHopkins University and require special assistance or accommodationduring any part of the pre-employment process, please contact theHR Business Services Office at [email protected] For TTYusers, call via Maryland Relay or dial 711.The following additional provisions may apply depending on whichcampus you will work. Your recruiter will adviseaccordingly.During the Influenza (“the flu”) season, as a condition ofemployment, The Johns Hopkins Institutions require all employeeswho provide ongoing services to patients or work in patient care orclinical care areas to have an annual influenza vaccination orpossess an approved medical or religious exception. Failure to meetthis requirement may result in termination of employment.The pre-employment physical for positions in clinical areas,laboratories, working with research subjects, or involvingcommunity contact requires documentation of immune status againstRubella (German measles), Rubeola (Measles), Mumps, Varicella(chickenpox), Hepatitis B and documentation of having received theTdap (Tetanus, diphtheria, pertussis) vaccination. This may includedocumentation of having two (2) MMR vaccines; two (2) Varicellavaccines; or antibody status to these diseases from laboratorytesting. Blood tests for immunities to these diseases areordinarily included in the pre-employment physical exam except forthose employees who provide results of blood tests or immunizationdocumentation from their own health care providers. Anyvaccinations required for these diseases will be given at no costin our Occupational Health office.Equal Opportunity EmployerNote: Job Postings are updated daily and remain online untilfilled.EEO is the LawLearn more:https://www1.eeoc.gov/employers/upload/eeoc_self_print_poster.pdfImportant legal informationhttp://hrnt.jhu.edu/legal.cfm
Position SummaryAs a Counselor, you will provide counseling services within aneducation, vocational, social service or health care fields. Tasksmay include:• Conduct preliminary interviews with students, clients or patientsdetermine specific needs and problems• Determine the best course of action and make referrals asnecessary• Collaborate as team members as well as provide personalcounselingThis is a pooled posting positions are filled on an as neededbasis.About UBThe University at Buffalo is SUNY’s most comprehensive publicresearch university, and an outstanding place to work. UB amplifiesambition for faculty and staff by offering endless possibilities toachieve more. Here, people from all backgrounds and cultureschallenge and inspire each other to discover, learn and succeed.Dedicated staff and engaged faculty collaborate to furtherknowledge and understanding, and develop tenacious graduates whoare valued for their talents and their impact on global society.Visit our website to learn more about the University at Buffalo .As an Equal Opportunity / Affirmative Action employer, the ResearchFoundation will not discriminate in its employment practices due toan applicant’s race, color, religion, sex, sexual orientation,gender identity, national origin and veteran or disabilitystatus.Minimum Qualifications• Master’s degree in appropriate discipline• Dependent upon the nature of the position, New York State licensemay also be required• Requires specific human relations skills in assisting clientsincluding interviewing, gathering and evaluating sensitive dataabout the client, and mutually developing options for action by theclient• General knowledge of resources available and processes necessaryto carry out counseling plan.Preferred QualificationsFor more information, click the “How to Apply” button.
Black Eyed Peas singer Will.i.am has been criticised for travelling to a climate change meeting in Oxford in a private helicopter.The 37 year old pop star’s 286 mile round trip is estimated to have used about 72 gallons of fuel, emitting three quarters of a tonne of carbon dioxide into the atmosphere. The judge on ‘The Voice’ tweeted pictures of his “hip.hop.copter” upon landing in Oxford University Parks.The Black Eyed Peas star later spoke at the Radcliffe Observatory Weather Centre as a guest speaker alongside Dr Myles Allen, Professor of Geosystem Science at Oxford University’s School of Geography and Environment and the Department of Physics. The talk focused on the use of creative technology to understand climate change.Will.i.am called for clarity during the hour long event, slamming public confusion over environmental issues.The star argued, “[Climate change] should be the thing that we all should be worried and concerned about as humans on this planet – how we affect the planet, our consumption, and how we treat the place that we live in.’“So you would think that it would be the most important thing. But it is confusing that it is not. If you ask a random person walking down the street how important climate change [is], they have been given five different versions of why it is not even an issue. That’s confusing. Who is causing the confusion and why isn’t it a priority?’Will.i.am, who is Director of Creative Technology at Intel, came to Oxford to promote the computer giant’s ‘Progress Thru Processors’ initiative, which enables computer users to donate their processing power while their computers are idle. In talks with Dr Allen, the musician discussed ‘weatherathome’, an initiative examining the effects of climate change around the world.Dr Allen defended Will.i.am against accusations of hypocrisy, praising the singer’s environmental knowledge. He said, “It was inspiring to see that Will was so enthusiastic and well informed about how we are trying to use computer technology to improve our understanding about our climate futures.”“A better understanding of the problems is probably more important than whether Will flies a helicopter from London to Oxford.”Will.i.am has previously voiced his support for environmental causes, encouraging the use of technology to slow climate change. In his 2009 song ‘Take our Planet Back’, he asked, “If we’re so technological / Why’re we still burnin’ oil? / Cause I got a car you plug into the wall.”Vicky Clayton, New College’s Environment and Ethics Rep-Elect said, ‘Of course arriving in a helicopter (and tweeting pictures of the ‘hip.hop.copter’) does not send the right message at all and Will.i.am should practise what he preaches but it’s a shame that all that will be remembered about such a great discussion of the role of technology in climate change is a guest speaker’s hypocrisy.’The star later flew to Taunton to carry the Olympic torch as it travels around Britain before the Games. He tweeted, ‘It’s nuts here in taurnton [sic]…so much excitement…’