The symposium focused on the theme “Supporting the Current and Future Capabilities of Naval Aviation” and provided a forum for leaders to share their insights with NAVAIR acquisition professionals, who are responsible for managing product and service procurements for the Department of the Navy — including the design and engineering of its major weapons systems.The event, held in the college’s gymnasium, attracted more than 750 people and featured the Navy’s Vice Chief of Naval Operations Adm. Michelle Howard; Assistant Secretary of the Navy for Research, Development and Acquisition Sean Stackley; Lt. Gen. Jon Davis, deputy commandant for Aviation, Headquarters Marine Corps; Vice Adm. David Dunaway, NAVAIR commander; and retired Vice Adm. Joseph Dyer, a former NAVAIR commander who, after retirement, served as chief operating officer of iRobot and now chairs the NASA Aerospace Safety Advisory Panel.“We must think and respond differently … create safe environments to innovate and experiment, while preserving airworthiness and safety of flight,” Dunaway said in his opening remarks to the audience. “We need leaders to provide context and boundaries to focus creative energy and inspire experimentation and risk taking. It takes good judgment to strike the proper balance between process and innovation.”He also highlighted some of the NAVAIR’s program success stories, which include the Navy’s newest maritime patrol aircraft’s, the P-8A Poseidon, return from its maiden operational deployment in July, the X-47B Unmanned Combat Air System’s ongoing sea trials and the multi-year procurement contract for 25 E-2D Advanced Hawkeye aircraft announced in June.Howard, who recently became the Navy’s first four-star woman admiral, presented “Leadership Challenges and Opportunities” via a history lesson on the evolution of naval aviation. She encouraged today’s leaders to think big and embrace technological change in order to maintain naval supremacy across multiple domains — maritime and subsurface, land, airborne and cyberspace.Former NAVAIR commander Dyer was a crowd favorite as he delivered his presentation with Southern charm and timeless wit. He reviewed his popular 2003 “Pillars of a Good Program” manifesto, which still adorns many office walls at the command. He also shared his “Career Accelerators,” a list of provocative nuggets, such as “Never waste a crisis,” “Safe is risky” and “Get into a little trouble.”[mappress]Press Release, August 20, 2014; Image: Navair View post tag: Symposium View post tag: americas August 20, 2014 Authorities View post tag: leaders View post tag: Navy View post tag: call View post tag: Innovation Share this article View post tag: News by topic View post tag: Naval Naval Leaders Call for Innovation at NAVAIR Symposium Against a backdrop of escalating world conflicts, an all-star lineup of senior naval leaders called for increased innovation and shared the secrets of their success during Naval Air Systems Command’s (NAVAIR) fifth annual Acquisition Leadership Symposium held Aug. 14 at nearby St. Mary’s College of Maryland. View post tag: NAVAIR Back to overview,Home naval-today Naval Leaders Call for Innovation at NAVAIR Symposium
Related Their biggest challenge so far is ensuring that Dear Harvard doesn’t grow too big, too fast, Lou said.The project could be scaled up and spread to other institutions, but Lou and her peers want to first ensure they have a solid foundation and the right partners at Harvard to make it as successful as it can be.They are excited to watch the project evolve as more people share postcards. As someone who is passionate about using technology to build meaningful human experiences, Lou said working on Dear Harvard has been a gratifying way to give back during a lonely and stressful time.“We want to enable each person to contribute to something greater than themselves,” she said. “We hope this is something that is hopeful and positive, and makes people feel connected to Harvard and the broader Harvard community. While we’re not trying to prescribe any reactions or emotions, we hope this has some meaning or sentiment, and some power, for the people who participate.” In the days and weeks following Harvard University’s decision to send students home for the rest of the spring term, it seemed to Katherine Lou ’21 and her friends that nearly every email they received in their school inboxes contained another blow to their spirits. “We were really frustrated that the phrase, ‘dear members of the Harvard community,’ had almost become a preamble for bad news. It seemed like the only thing connecting people across Harvard were these bad news emails,” said Lou, a sociology concentrator pursuing a computer science secondary at the John A. Paulson School of Engineering and Applied Sciences. “So we were really interested in finding innovative ways to build community right now, and in the future.” So Lou, government concentrator Lara Teich ’21, integrative biology concentrator Sophie Webster ’21, and applied math concentrator Vicky Xu ’20 launched Dear Harvard, a website that enables members of the Harvard community to create and share virtual postcards.To create a card, users either upload an image or browse the Dear Harvard photo library and then type a short message (500 characters or less) that is inscribed on the card’s back. They can also sign the postcard, add tags and social media links, and include their current location.Messages can take any form — an emotional reflection on pandemic life, a funny anecdote about social distancing, or words of gratitude for the essential workers who are taking on extra risks to keep everyone safe.,Users can browse the constantly expanding gallery of postcards on the Dear Harvard website (clicking on a card flips it over), but Lou and her peers also intend to use this project to bridge digital and physical Harvard spaces. In collaboration with Harvard Common Spaces, they are planning to set up digital screens facing out from windows in some campus buildings so passersby can see the postcards and their messages of hope and encouragement. The students are also planning to print the postcards and create a physical display when students, faculty, and staff eventually return to campus.“We want people to imagine a future when this crisis is over. We want them to imagine being back in the Smith Campus Center and being with other people again,” Lou said. “And at that time, it will be powerful to have a physical reminder of when we were separated, not just immediately after the crisis, but also so in future years we can look back and remember this time.” “We hope this is something that is hopeful and positive, and makes people feel connected to Harvard and the broader Harvard community.” — Katherine Lou ’21 Wishing there’d been just a little more time to savor senior year on campus Getting handwritten letters make friends feel less far away Feeling renewed connection to family and neighbors
Members of the Notre Dame community have long been aware of the University’s continual growth and rise to prominence as a national research university, but now the financial world is taking note as well. Earlier this month, business magazine Forbes ranked Notre Dame No. 12 on its 2012 list of America’s top colleges and universities. According to Forbes.com, this holistic ranking is based on information gathered from five general categories: postgraduate success, student satisfaction, debt, four-year graduation rate and competitive awards. Associate Vice President for Undergraduate Enrollment Don Bishop said the Forbes ranking methodology uses “reality-based outcomes” to measure the quality of American colleges and universities. “Forbes is a financial expert, so not surprisingly, they tend to look at outcomes in what your costs were for going to a school, the productivity of that school in graduation and student satisfaction and the actual success – not perception or prestige – five, 10, 20 years out after graduation,” Bishop said. “It is gratifying that Notre Dame rises even higher in that more realistic, outcomes-based approach.” Bishop said he believes Notre Dame fared well in Forbes’s ranking due to a correspondence between the values outlined in the ranking methodology and those of the University. “We tend to have the same values that Forbes seems to identify, such as the quality of undergraduate education, student access to faculty and the feeling that students are getting attention and inspiration from that faculty,” Bishop said. “We don’t intend to overuse rankings, but this particular ranking is more thoughtful and robust, and when we discuss where Notre Dame’s strengths lie, a lot of attributes [Forbes] articulates, we articulate.” Because the list includes both national research universities and liberal arts colleges, Notre Dame ranked eighth among its research university peers and No. 12 overall. This ranking places the University ahead of half the institutions in the Ivy League as well. “We think that’s a fair assessment,” Bishop said. “This ranking is a very useful tool for Notre Dame because it places us in a more advantaged situation in conversations with students to talk about the benefits of the University. Now you have an external source recognizing that and placing a high value on it, too.” One of those “Notre Dame benefits” acknowledged by the Forbes ranking is the University’s emphasis on financial support for students and its impact on the pool of students applying to Notre Dame, Bishop said. “We think financial support is important in lowering debt, and improvements in our financial aid over the last decade have moved Notre Dame up,” he said. “We’re now getting students to enroll that may not have enrolled 10 years ago because of our more supportive financial aid. That’s a strength that’s only going to get stronger.” The increased financial support for students in recent years has been facilitated by the simultaneous growth of the University’s endowment, which Bishop said now ranks in the top 10 among private universities, compared with its top-15 ranking 15 years ago. “We’re moving up in the success of the University due to the support provided by alumni and the general public,” Bishop said. “We also just completed a $2 billion alumni donation campaign last year, which was a historic accomplishment.” The growth of Notre Dame’s endowment has also allowed the University to invest more heavily in its faculty and campus facilities, Bishop said. “We have one of the top faculty cohorts in the country, and Notre Dame continues to invest in a stronger faculty each year,” he said. “The quality of the faculty and the access students have to that faculty has been a major investment in the last 10 to 15 years that’s only getting stronger each year.” Bishop said the combination of those three factors – faculty, financial aid and facilities – contribute to both the University’s growing reputation and its commitment to providing students with the best education possible. “Not only are we very good at raising money, but we’re very good at investing that money and getting a higher return, which means we can provide better facilities, faculty and aid,” Bishop said. “When you have those three things going your way, you’re going to keep making up ground on others as long as you know where you’re headed.” Although national college rankings like those of Forbes are generally held in esteem by much of the American public, Bishop said the University strives to “be a better Notre Dame” that holds true to its mission, rather than evolving into a “generic” top 10 university. “Notre Dame has a vision of where it’s headed in terms of mission … It is not driven by outside rankings. It’s driven by the belief that it’s our responsibility to get better every year in many different ways,” he said. “More importantly, we value a sense of obligation and service to others. We’re not here just to be No. 1 for our own benefit, but the more successful we are, the more we can serve others successfully, and people believe that here.” Despite the high financial costs of attending Notre Dame and Forbes’s focus on the economic value of a college education, Bishop said he believes enrolling in the University proves to be a “good return on a very expensive investment” in the long run. “Notre Dame has a very strong sense of mission and focus along with expanding resources that make us a better value today than when we charged much less some time ago,” he said. “Yes, it’s more expensive, but it’s worth a lot more.” Overall, Bishop said the Forbes ranking will further the University’s national reputation and attract high-quality applicant pools in the future, but it should not take away from Notre Dame’s unique character. “[The Forbes ranking] improves the conversation, but it should not dominate the conversation. It still needs to be about the unique benefits of Notre Dame,” Bishop said. “We’re No. 1 at who we are, so we need to get students who care about that.”
Alumni donors, along with the University, have pledged $50 million to support Notre Dame and the Congregation of Holy Cross, the University announced in a press release Thursday.According to the press release, members of the class of 1979 Mary and Jay Flaherty — the benefactors of Flaherty Hall — will donate $20 million to Notre Dame for the renovations of Corby Hall, as well as “a separate $5 million gift to the Congregation [of Holy Cross] to benefit its aging religious.” The press release said Corby Hall’s name will remain unchanged.The University will supplement the Flahertys’ gift with an additional $10 million to refurbish Corby Hall and will donate $15 million to the Congregation as part of “a long tradition of supporting its founding order,” the press release said. Part of the donation will be put toward general needs, while $5 million will establish an endowment in the University’s Office of Mission Engagement and Church Affairs to “strengthen collaboration between the University and Congregation throughout the world.”Tags: Congregation of the Holy Cross, Corby Hall, donation, Flaherty family
CHITTENDEN BANK APPOINTS NEW PRESIDENTBurlington — Chittenden Bank’s Board of Directors announcedtoday, the appointment of John W. Kelly as President and CEO of ChittendenBank. As President and CEO, Mr. Kelly will oversee all aspects ofChittenden Bank’s retail, commercial and wealth management operations.Mr. Kelly has been serving as interim president for Chittenden sinceLawrence W. DeShaw retired in April. Mr. Kelly assumes the role ofPresident and CEO immediately.Mr. Kelly began his banking career in 1973 working for The PoughkeepsieSavings Bank as the Assistant Vice President. In 1983, he joined Bank ofNew England – Old Colony as the Executive Vice President. In December of1990, Mr. Kelly joined Chittenden as the Executive Vice President incharge of Commercial Banking. He served most recently as Chief BankingOfficer from January 2003 through the present.”John is an accomplished banking professional who has over 30 years offinancial experience, ” commented Paul Perrault, Chairman of ChittendenCorporation. “We are fortunate to have John lead Chittenden in the yearsahead with his vast local financial services experience. I am confidentJohn will continue to build momentum and provide our customers with theservice that they have come to expect from Chittenden.””On behalf of Chittenden Bank’s Board of Directors, I am pleased to makethis announcement today. With John’s experience and commitment he is agreat match for Chittenden’s team of financial experts and theircustomers. Chittenden is committed to the communities of Vermont and hasbeen servicing the financial needs of Vermonters for 100 years. John hasthat same drive and commitment to continue to build an institution thatthinks about the customer and their needs first,” commented Chairman ofthe Board, Fred Bertrand.ABOUT CHITTENDEN BANKChittenden Bank is a full-service, Vermont-headquartered and managed bankproviding a wide range of financial services and products to individualsand businesses. As the largest Vermont-based bank in the state, Chittendenoffers 51 locations. To find out more about Chittenden, visit our websiteat www.chittenden.com(link is external) or call your local branch.ABOUT CHITTENDEN CORPORATIONChittenden Corporation is a bank holding company headquartered inBurlington, Vermont. Through its subsidiary banks, the Company offers abroad range of financial products and services to customers throughoutNorthern New England and Massachusetts, including deposit accounts andservices; commercial and consumer loans; insurance; and investment andtrust services to individuals, businesses and the public sector.
By Dialogo October 08, 2010 On 6 October in Montevideo, the Inter-American Development Bank (IDB) and the Multilateral Investment Fund (MIF) signed several agreements intended to increase private-sector investment and competitiveness in Uruguay and Bolivia, respectively. The president of the IDB, Luis Alberto Moreno, and the Uruguayan economic and finance minister, Fernando Lorenzo, signed a non-reimbursable technical-cooperation agreement worth up to 1.2 million dollars to develop public-private partnerships. The project’s objective is to create incentives to increase private investment in public infrastructure and strengthen the management of the tourism industry. For her part, IDB executive vice-president and MIF general manager Julie Katzman announced the signing of agreements to widen access to financial and non-financial services for small producers in the agricultural and livestock sectors in Bolivia, which will benefit twenty thousand low-income micro- and small-business owners. The agreements were signed in the context of the Thirteenth Inter-American Microenterprise Forum (Foromic), underway in Montevideo with the participation of representatives from forty-three countries. The conference, the opening ceremony of which was attended by Uruguayan President José Mujica, also awarded the 2010 ‘Prize for Microenterprise Development’ to two microfinance institutions from the Dominican Republic and Bolivia and a renewable-energy firm from Nicaragua. Tecnosolución SA received the award for excellence in business development services for bringing electricity to remote areas of Nicaragua by means of solar energy. For their part, Banco de Ahorro y Crédito ADOPEM, a Dominican bank, was selected for its offer of innovative products for segments of the population underserved by the formal financial sector, while Banco FIE S.A., a Bolivian bank, stood out for its best practices in the area of social performance.
continue reading » A Florida federal judge ruled last month that the $2.3 billion Grow Financial Federal Credit Union has alleged sufficient facts to pursue a lawsuit that the $1.8 billion GTE Financial Federal Credit Union and an employee allegedly misappropriated Grow’s trade secrets and other confidential and proprietary information under state and federal laws.U.S. District Judge James S. Moody Jr., however, dismissed Grow’s claims that GTE and its employee, Erica Pierson Holliday, allegedly violated federal and state computer fraud and abuse laws.“We are pleased with the decision made by Judge James Mooney to allow the lawsuit filed by Grow Financial to move forward against GTE Financial and Erika Pierson,” Grow Financial said in a prepared statement through its lawyers. “We believe that the protection and security of member data is the most essential business practice in the credit union industry and employees should be held to the highest standard of ethical and trustworthy behavior.” 11SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
Bob Good, a self-described “biblical conservative” who tied himself closely to President Trump, maintained Republicans’ hold on Virginia’s largest House district early Wednesday, beating back an aggressive challenge by a University of Virginia doctor focused on the coronavirus pandemic.The victory over Dr. Cameron Webb, a Democrat, as called by The Associated Press, was welcome news for Republicans, who had feared they could lose the seat after Mr. Good, a far-right conservative who struggled to raise money, defeated Representative Denver Riggleman in a bitter primary this summer. It demonstrated the party’s continued support in rural America, even in states like Virginia where Mr. Trump is deeply unpopular.- Advertisement – – Advertisement – He tried to tie Dr. Webb, who is Black, to both, falsely charging that he supported defunding the police and insinuating that he would advocate a government takeover of the health care system. One ad superimposed Dr. Webb’s face over menacing images of fires and confrontations with police and urged voters to “look past the smooth presentation.” Democrats denounced it as a “racist dog whistle.” Dr. Webb, whose father was in law enforcement, never supported defunding the police.- Advertisement – – Advertisement – A first-time candidate, Dr. Webb tried to capitalize on discontent with Mr. Trump and the government’s handling of the coronavirus pandemic. He continued to treat patients with the disease throughout the campaign and presented himself as a mainstream doctor who would stay above the political fray while steering the country toward a more effective response to the coronavirus pandemic and better health coverage.Political donations to Dr. Webb poured in. But in the end, it was not enough to flip a district with so much conservative DNA.The mostly white district had been relatively safe for Republicans until 2018, when antipathy toward Mr. Trump and growth around Charlottesville and in the outlying suburbs of Washington put it into play. Mr. Trump carried it by 11 points in 2016, but Democrats came within seven points of winning in 2018, and polling in recent weeks had suggested a dead heat. Mr. Good, a former athletics official at Liberty University, defeated Mr. Riggleman in a bizarre drive-through convention in June, capitalizing on the conservative outrage after the congressman officiated at the same-sex wedding of two of his former campaign volunteers.In the general election, Mr. Good ran an unabashedly conservative campaign appealing to the rural heart of the sprawling district, which stretches from the outskirts of Washington, through the liberal university town of Charlottesville, to the far southern reaches of the state. He pledged to fight for “Judeo-Christian” values in Washington and defend the district from what he said was encroaching socialism and radicals like the Black Lives Matter movement.
Modern meets minimalist.“We built it about four and a half years ago, we bought the land off my in-laws who owned the property next door,” said Mrs Dray.The finished residence, given the moniker ‘The Little Tree House’ by the Drays, is built around its very own magnificent fig tree and features an innovative and stylish design, accentuated by polished timber finishes and flowing living spaces. The 6,474sq m property features polished timber.More from news02:37Purchasers snap up every residence in the $40 million Siarn Palm Beach Northless than 1 hour ago02:37International architect Desmond Brooks selling luxury beach villa20 hours agoIt has a master retreat.It features a secluded master retreat, with ‘his and hers’ walk-in robes, a modern ensuite and separate access to the pool. “My favourite feature is definitely the swimming pool area, it’s got the sunken bar and bar stools in the pool itself,” said Mrs Dray.“It has a resort feel and is great for outdoor entertaining.”The couple has decided to list the property, midway through their fifth personal house build in Bonogin. Lot 2/2 Stockyard Crt, Tallebudgera is on the market for offers over $1.299 million.A TREE HOUSE with a swim up bar and flawless finish has been designed to blend in with its surrounds, but it’s a standout on the property market.The sprawling ranch-style retreat with hints of resort living wasn’t the Dray couple’s first rodeo.It was the fourth residence Clint and Alaana Dray of local family building company Creative Homes built for themselves. The couple who built the home favour timber pole designs.“We build all the time for clients, so when we do it for ourselves it’s exciting,” said Mrs Dray, who works in the administration side of the business. The couple, who have two young children, design their clients’ homes and favour timber pole designs that suit the block of land.“We try to have as much of a minimal impact to the site as possible, and design the property to fit in with the natural environment and its surrounds,” Mrs Dray said. This property, situated in the Tallebudgera Park estate and nestled in Hinterland surrounds, nails that brief. It even has its own tree house in the backyard.It’s kitted out with 20 solar panels and a charming tree house and swing, and the timber influences, including a large timber breakfast bar, ensure the tranquillity of the tropical environment flows throughout.The entertainer’s kitchen also features a gas cooktop and butler’s pantry, and overlooks the open plan lounge and dining area, complete with a fire place.There’s also a second living space, suitable for a rumpus room or kid’s play room, and a powder room adds to the three bathrooms on offer.Outside, landscaped lawns sprawl over a quarter of a hectare and border a garden shed, that could be used as a workshop space, and a single carport. The property is close to top Gold Coast schools, shopping and centres, while still maintaining a secluded sanctuary location.
Roads and residential blocks are starting to take shape at Paradise Waters’ new estate, Sovereign Shores.ROADS and residential lots are starting to take shape at Paradise Point’s new Sovereign Shores estate.Metacap Developments is behind the 58 block estate, which overlooks Sovereign Islands.Ray White Sovereign Islands principal Ali Mian, who is marketing the estate, said 14 of the 35 vacant lots in stage 1 had already sold.“Once stage 1 is sold out, then stage 2 will take place,” Mr Mian said.“Stage 2 will be another 23 lots.”He said the estate was expected to be finished by the end of July, subject to weather conditions.More from news02:37International architect Desmond Brooks selling luxury beach villa18 hours ago02:37Gold Coast property: Sovereign Islands mega mansion hits market with $16m price tag2 days agoThe new estate will overlook Sovereign Islands. Picture Mike Batterham“The construction has commenced, the whole land sale division is taking place,” Mr Mian said.“It’s a very exciting time (because) this land has been sitting there for such a long time.”The lots range in size from 425sq m to 728sq m with prices starting from $589,000 up to more than $1 million.Mr Mian said it was attracting local and interstate buyers, including those from Brisbane, Melbourne and Sydney.He said buyers could build up to three dwellings per lot and as high as three levels plus a rooftop entertainment area.“This estate is beautiful,” Mr Mian said.“You are right next to the beach.”Residents will be able to access the established resort-style facilities of Salacia Waters, including the residents’ club with library and meeting room, 12-seat cinema room, gym, sauna, two pools and a spa, three barbecue areas and a function room with entertainment deck. Mr Mian said 22 marina berths were also up for grabs.