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Society›
USA - Marriage rate 1990-2018
Published by Erin Duffin, Jan 2, 2020
In 2018, the marriage rate in the United States stood at 6.5 per 1,000 people of the population. This is a decrease from 1990 levels, when the marriage rate was 9.8 marriages per 1,000 people.
Marriage is a union that can legally, culturally, and financially bind two people. Marriage occurs between all genders, races, and cultures. Marriage is drastically different all around the world, due to the diversity of cultures and religions. Marriage can be recognized by a state, religious authority, or an organization. Typically viewed as contract, it brings people together through a multitude of avenues. A part of marriage is the wedding, for which couples can decide to partake in or not. Weddings are also incredibly diverse and vary in time, money, and customs.
Marriage in the United States
Marriage in the United States is viewed differently across all 50 states. The number of married couples in the United States has been steadily increasing since 1960. On the other hand, the divorce rate in the United States has decreased since 1990. Nevada was the state in 2018 that had the highest marriage rate in the United States, due to easy accessibility to get married there. Not only did Nevada have the highest marriage rate that year, they also had the highest divorce rate.
Marriage rate in the United States from 1990 to 2018 (per 1,000 of population)
Marriage rate per 1,000 of population
Data for 1990 to 2000 can be found here.
Weddings and Marriage
U.S. - divorce rate 1990-2018
U.S. - divorce rate by state 2018
Average costs for a wedding in the United States in 2017, by item
Americans' moral stance towards divorce in 2018
Statistics on "Wedding Industry in the U.S."
Estimated amount spent on engagement rings in 2011 and in 2017 in the U.S.
Average costs for wedding attire and accessories in the U.S. in 2012
Minimum costs for wedding beauty and spa services in the U.S. in 2012
U.S. wedding and bridal magazines - advertising revenue 2006-2013
Wedding attire - growth of related industries, by type
Minimum costs for wedding invitations and cards in the U.S. in 2012
Minimum costs for wedding venue, catering and rentals in the U.S. in 2012
Minimum costs for entertainment at weddings in the U.S. in 2012
Minimum costs for flowers and decorations at weddings in the U.S. in 2012
Minimum costs for wedding gifts and favors in the U.S. in 2012
Wedding reception - growth of related industries, by type
Cost of getting married at selected landmarks worldwide as of September 2014
Most attractive resort features for North American honeymooners as of March 2014
Most popular travel seasons for North American honeymooners as of March 2014
Length of honeymoons of North American newlyweds as of March 2014
The most expensive divorces among celebrities, by settlement
Personal acceptability of divorce in the United States 2014
Marriage rate in Ukraine 1990-2017
Maryland - marriage rate 1990-2018
Oregon - marriage rate 1990-2018
New Hampshire - marriage rate 1990-2018
Massachusetts - Marriage rate 1990-2018
Illinois - Marriage rate 1990-2018
Arkansas - marriage rate 1990-2018
Colorado - marriage rate 1990-2018
Idaho - marriage rate 1990-2018
California - marriage rate 1990-2018
Texas - marriage rate 1990-2018
Ohio - marriage rate 1990-2018
Nebraska - marriage rate 1990-2018
Maine - marriage rate 1990-2018
Hawaii - marriage rate 1990-2018
Reasons why people do not want to get married South Korea 2018
Mississippi - marriage rate 1990-2018
Number of marriages in Australia 2018 by month
Marriages below legal age among south Indian men and women 2014
Minnesota - marriage rate 1990-2018
Weddings and Marriage Population Sexuality Families Singles
NCHS. (December 20, 2019). Marriage rate in the United States from 1990 to 2018 (per 1,000 of population) [Graph]. In Statista. Retrieved January 18, 2020, from https://cdn1.statista.com/statistics/195951/marriage-rate-in-the-united-states-since-1990/
NCHS. "Marriage rate in the United States from 1990 to 2018 (per 1,000 of population)." Chart. December 20, 2019. Statista. Accessed January 18, 2020. https://cdn1.statista.com/statistics/195951/marriage-rate-in-the-united-states-since-1990/
NCHS. (2019). Marriage rate in the United States from 1990 to 2018 (per 1,000 of population). Statista. Statista Inc.. Accessed: January 18, 2020. https://cdn1.statista.com/statistics/195951/marriage-rate-in-the-united-states-since-1990/
NCHS. "Marriage Rate in The United States from 1990 to 2018 (per 1,000 of Population)." Statista, Statista Inc., 20 Dec 2019, https://cdn1.statista.com/statistics/195951/marriage-rate-in-the-united-states-since-1990/
NCHS, Marriage rate in the United States from 1990 to 2018 (per 1,000 of population) Statista, https://cdn1.statista.com/statistics/195951/marriage-rate-in-the-united-states-since-1990/ (last visited January 18, 2020)


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The Artwork of John M. Grant
Original Light Music
Original Piobaireachds
Piobaireachd Collections
Personal letters
Letters to the Press
Purchase "A Noble Pursuit" ON SALE!
When Morning Gilds the Skies – CD
A Mighty Fortress Is Our God – CD
NS: 6 July 1946 – "Honoured by King"
June 19, 2012 Alan Armstrong
The Northern Scot & Moray and Nairn Express, 6 July, 1946
Elgin Courant, 10 July, 1946
Honoured by King
Tribute to Moray Author's Work
New Bagpipe Compositions
His Majesty the King has been pleased to accept a work entitled "The Royal Collection Highland Bagpipe Music," the author of which is a Moray man, Mr. John Grant, Lochnagar, 35 Groathill Avenue, Craigleith, Edinburgh.
Mr. Grant joined the Volunteers in 1893 and won the championship gold medal of the 3rd Volunteer Battalion Seaforth Highlanders Pipe Band, in which there were 32 pipers. Since then he has spent his entire spare time furthering the art of piping and especially in helping young pipers.
Mr. Grant, who will be 70 in August of this year, still enjoys good health.
"The Royal Collection of Highland Bagpipe Music" is "Dedicated to the memory of Queen Victoria, by whose Royal patronage and encouragement the great Highland bagpipe and its classical music were, after a period of depression and neglect, restored to that high and exalted position which they now hold."
Beautifully Illustrated
The volume takes the form of a de luxe manuscript, and is bound in Royal blue morocco leather, with gilt title on outside cover surmounted by a crown. It is beautifully illustrated throughout its two hundred and twenty pages, with twenty-five landscape water-colours, and each page has a decorative Celtic outline, while the dedications and the titles of the tunes are given in Gaelic as well as English. The water-colours are the work of Mr. H. T. Wyse, Craigleith Grove, Edinburgh.
There are in all twenty-two original Royal tunes:–twelve piobaireachdan, eight marches, and a Strathspey and reel, which link with the biol mór of the Celt, the names of Queen Victoria, King Edward VII, King George V, King George VI, and Queen Elizabeth, together with the Princess Elizabeth and Princess Margaret Rose, and other members of the Royal family.
Martial Music
Mr. Grant's other compositions commemorate the 1939-45 war and include:–" The Martial Music of the Battle of Britain," comprising for piobaireachdan, and a victory march, Strathspey and reeal; "The Martial Music of the Fall of Germany," containing three marches and dedicated to Field Marshal Viscount Montgomery. Also salutes to "Winston Spencer Churchill," Prime Minister, and President "Franklin Delano Roosevelt," and a "Lament for the Duke of Kent."
Mr. Grant has also prepared during the war years a new and comprehensive work entitled "The Highland Bagpipe Instructor, "the first of its kind ever attempted, which deals with every movement in bagpipe music, and makes them clear and simplifies the mysteries of the Toarluath and Crunluath as well as other very intricate movements whereby no difficulties remain for the ardent student or pupil to solve in the stirring music of the piob mhòr.
The publication of this work has been delayed on account of the excessively high cost of production and the scarcity of paper.
Letters to the Press. permalink.
OT: 30 August 1941 – "Pipe Music Champion Mr. John Grant" [Grant's Retirement]
OT: 20 March 1948 – "Fifty-two Years' Piping Record"
OT: 14 September 1901: [Unsigned] "A Song of Lorn – XXX Oran Luadaidh" [Mus]
OT: 14 September 1901 – [Unsigned] "The Pipes on Board a War Ship"
OT: 7 September 1901 – [Unsigned] "Songs of Lorn – XXVIII: Gille Mo Luaidh and XXIX: Ochoin a Righ! 'S e'n leon an gaol" [Mus]
Opera Class
OT: 31 August 1901 – [Unsigned] "Songs of Lorn – XXVI: Mairi Bhan Og and XXVII: Mo Righinn Donn"
OT: 24 August 1901 – [unsigned] "Inverary Highland Games"
OT: 24 August 1901 – [Unsigned] "Songs of Lorn XXIV: "O Gur Mis' Tha Sona Dheth," Cruachan-Bheann, and XXV: Taobh Mo Theine Fein"
OT: 17 August 1901 – Dr. Keith N. MacDonald "Lament by Mrs. Duncan Campbell of Glenfeochan. . .",
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For more information on this website or the content herein please contact:
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Jalen Coleman will visit Michigan on Saturday September 7th to watch Michigan's football team take on Notre Dame Under the Lights.
Coleman is a consensus top-35 prospect in the class of 2015 and holds offers from Michigan, Indiana, Ohio State, Purdue, Arizona, Illinois, Memphis and a host of other high major schools. Coleman was "ecstatic" to receive a Michigan offer earlier this summer and the Wolverines are thought to be in strong position in his recruitment.
Coleman's father confirmed the visit plans via text message.
Michigan is already set to have a busy visit weekend with class of 2014 forwards Kameron Chatman and Donte Grantham taking official visits. Trevon Bluiett may make it up to campus for his official visit as well, although it's not finalized.
Follow all scheduled fall official visits on our official visit schedule.


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BlockSocial / News & Articles from BlockSocial / A Deep Dive into Facebook's Digital Currency 'Libra'
A Deep Dive into Facebook's Digital Currency 'Libra'
November 9, 2019 by Alexander Lielacher
Facebook's planned digital currency Libra has been at the center of a regulator and lawmaker-fueled whirlwind since the social media giant announced the project.
In this article, we explore Libra from its secretive inception to its long-awaited reveal. We also discuss the response the project has received as well as the potential changes to the global financial systems that may be inspired by it.
In early 2018, Facebook took a decidedly anti-crypto stance when it revealed that it was banning any and all advertisements related to cryptocurrencies. The global giant cited the 2017 ICO boom and the increased level of cryptocurrency-related fraud, much of which was facilitated or consulted through Facebook products such as Messenger, as the reasons for their action.
As a result, the rumors that Facebook was working on its own digital asset offering came as a surprise to many. It had seemed that the communication giant had decided there was not much of worth within blockchain technology and digital assets. The rumors seemed to hold some water when David Marcus, the head of Messenger at Facebook, announced his departure in May 2018 from the aforementioned position to another post within the organization.
Marcus, who has worked in a number of leading companies in the fintech sector, such as PayPal and Coinbase, explained that he was absconding all current positions to initiate and head an entirely new department at Facebook. This new department would be focused on exploring blockchain technology as well as how it could be leveraged by the social media giant.
In June 2018, Facebook submitted paperwork to the United States Patent and Trademark Office in an attempt to acquire the rights to the name Libra. Filling the paperwork under a subsidiary named JLV, the tendering gave a clue to the concretization of Facebooks' digital asset plans. At the end of the year, a Bloomberg report gave further clue to the project, revealing that the social media giant was working on a digital asset, which would take the form of a stablecoin, for use within its messaging platform Whatsapp. The report claimed that Facebook would trial the project in India.
Despite these revelations, Facebook itself did not give further clarification on its Libra project. The only visible manifestation of a blockchain-based project in conception within the social media giant was the slew of related job postings. Facebook continued to hire blockchain professionals in the last quarter of 2018 and the first half of 2019.
Finally, in June 2019, Facebook announced its long-rumored and long-awaited cryptocurrency project, Libra, to the public through a press release, the social media giant revealed that it had created a new subsidiary named Calibra. Through Calibra, Facebook users would be able to participate in the Libra network.
Enter Libra and Calibra
In the press release, Facebook touted its new offering as an attempt to harness the power of the internet to better the financial accessibility of those who are inadequately served by the global fiscal system.
Facebook explained that though the internet has brought with it myriad advantages for people across the world, these advantages had not transferred to financial services. "If you have an internet connection today, you can access all kinds of useful services for little to no cost — whether you're trying to keep in touch with family and friends, learn new things or even start a business. But when it comes to saving, sending, and spending money, it's not that simple."
Thus, Facebook was attempting to leverage blockchain technology to provide an efficient method of transferring and storing value, especially for those underserved by the global financial system such as women, those in developing countries, and immigrants. "This is the challenge we're hoping to address with Calibra, a new digital wallet that you'll be able to use to save, send and spend Libra."
Calibra would create and develop software through which it would be possible to spend the digital currency Libra. The wallet would be named Calibra and would available through Facebook products Messenger and Whatsapp as well as a stand-alone application. The social media giant stated that the wallet was expected to launch in 2020.
The blockchain-based digital currency that Calibra will support is named Libra. According to its whitepaper, Libra is a stablecoin. However, in a slight rework of the stablecoin paradigm currently in existence, Libra will not be backed by just one fiat currency. Instead, its value will be underwritten by different sovereign currencies in varying percentages. The whitepaper states: "Libra is designed to be a stable digital cryptocurrency that will be fully backed by a reserve of real assets — the Libra Reserve — and supported by a competitive network of exchanges buying and selling Libra."
The decision to back the stablecoin with more than one currency or asset, as is currently popular, was informed by the need to foster a higher degree of stability and reduce volatility. The Libra Reserve refers to a basket of assets that the value of Libra Coin will be backed by. It is made up of a collection of low-volatility assets, such as bank deposits and short-term government securities in currencies from stable, reputable central banks.
At the time of its release, the specific fiat currencies were not included in the whitepaper. However, on September 20, 2019, Reuters published a report claiming that Facebook had divulged the fiat currencies, and the relevant percentages, which would be included in the Libra reserve to a German legislator named Fabio De Masi.
Quoting Der Spiegel, Reuters explained that Facebook had sent a letter to De Masi divulging that the Libra reserve would be composed of fiat currencies in the following proportions. "The dollar would make up 50% of the basket, followed by the euro with 18%, the yen with 14%, the British pound with 11%, and the Singapore dollar with 7%."
Facebook's decision to exclude the Chinese yuan, the sovereign currency of the world's second-largest economy, from the Libra Reserve is likely informed by growing tensions between the Asian powerhouse and the US. Additionally, Facebook itself is facing significant pushback from American authorities and is likely attempting to allay their fears with this decision.
The stablecoin will be available for use within all of the products and services housed under the Facebook umbrella. People will reportedly be able to use Libra to purchase goods and services within Facebook, Messenger, Instagram, and Whatsapp. To access Libra, users will be required to cash in their local currency, after which they will receive a proportionate amount of Libra, to be stored in Calibra, after which they are free to transact or save as they see fit.
Facebook claims that the code underlying the Libra blockchain is open-source, with the only proprietary software being that of the wallet Calibra. The Libra blockchain will initially be structured as a permissioned blockchain, with plans to eventually transition to a permissionless network. According to Facebook, the Libra blockchain possesses a speed of up to 1,000 transactions per second. These speeds are much faster than Bitcoin's seven transactions per second and Ethereum's 15 TPS.
In the initial stages, nodes within the Libra Network will be owned and operated by the members of the Libra Association.
The Libra Association
Facebook hopes to position Libra Coin as the new cryptocurrency of choice for the online consumer. From acquiring goods and services from physical merchants and online vendors, with Libra as a mode of payment, customers will also be able to trade the digital asset to acquire fiat currency through a slew of third-party apps.
It is believed that Facebook settled on the permissioned model of blockchain governance to balance the dual needs of decentralization and coordination. A permissioned model comes with greater levels of control while still leveraging a certain level of decentralization, especially in comparison to structures with a central authority.
Initially, the token's governance will be overseen by the Libra Association. These companies will vote on any and all decisions regarding the Libra digital asset. Companies who signed up as founding members of the Libra Association contributed significant amounts of money, upwards of $10 million, to acquire the right to participate in the governance structure of Libra Coin. These funds went to creating the Libra Reserve. Founding members will be entitled to interest earned on the Reserve in the relevant proportions.
Lastly, Facebook aims to leverage the association to "develop and promote an open identity standard. We believe that decentralized and portable digital identity is a prerequisite to financial inclusion and competition." Though it is unclear how this will come to pass, though it may involve a combination of Libra with a global identity network.
The association is intended to be 100-man strong, with any company able to meet the requirements encouraged to apply. Initially, Facebook announced that the Libra Association would be composed of 28 founding members. These members were composed of big names across a wide berth of industries. Some of the most notable names included Mastercard, PayPal, Stripe, Visa, Lyft, eBay, and Uber, among others. However, recent events have led to a significantly smaller group at the inaugural meeting of the Association.
Since the announcement revealing Libra, the US has shown significant resistance to the idea of a Facebook-backed digital currency. Only days after the announcement, Maxine Waters, the Democratic Head of the House Committee on Financial Services, sent a letter to Mark Zuckerberg, Sheryl Sandberg, and David Marcus asking them to cease and desist with the project pending investigation.
Citing Facebook's global reach, past privacy breaches, and the somewhat secretive whitepaper, Waters and the committee held that Libra a threat saying: "The scant information provided about the intent, roles, potential use, and security of the Libra and Calibra exposes the massive scale of the risks and the lack of clear regulatory protections. If products and services like these are left improperly regulated and without sufficient oversight, they could pose systemic risks that endanger US and global financial stability." The Chairman of the Federal Reserve, Jerome Powell, the Treasury Secretary Steve Mnuchin, and President Donald Trump have also shared concerns on the implications of the digital asset.
Tensions between Libra and American authorities reached a fever pitch when a duo of senators, namely Brian Shatz and Sherrod Brown, sent a letter to a number of companies who had been named as members of the Libra Association. In the letter, the senators expressed concerns that Libra could be used to facilitate global organized crime, terrorism, money laundering, and child abuse.
In the letter dated October 8, 2019, the senators finalized: "Facebook appears to want the benefits of engaging in financial activities without the responsibility of being regulated as a financial services company. Facebook is attempting to accomplish that objective by shifting the risks and the need to design new compliance regimes onto regulated members of the Libra Association like your companies. If you take this on, you can expect a high level of scrutiny from regulators not only on Libra-related activities but on all payment activities."
On Friday, October 11, several companies announced their exit from the Libra Association. Visa, Mastercard, and Stripe joined eBay, Mercado Pago, and PayPal, who had already left the association in the weeks preceding. Despite its embattled status, the Libra association held its first meeting in Geneva, Switzerland, on October 15, with 21 of the 28 original members.
In Europe, the project has also been heavily criticized by authorities, with both France and Germany threatening to ban it. However, some countries – like Sweden and China – are taking Facebook's foray into the digital asset space as a sign of the times to come, and are reportedly planning to release their central bank backed-cryptocurrency.
Speaking to CNBC, the head of Sweden's central bank Stefan Ingves, explained: "It has been an incredibly important catalytic event to sort of shake the tree when Libra showed up out of the blue, and that forced us to think hard about what we do."
Despite this Ingves was quick to add that Libra may not succeed due to its private sector origins stating: "But the old issues — private sector money or public sector money — they are basically identical, and if history gives us any guidance at all then almost all private sector initiatives have collapsed sooner or later."
What is clear is, if Facebook is able to surmount the large mountains of regulatory resistance that stand before it, its digital asset project is likely to affect the global financial system in a significant manner, and may also result in an influx of people to the cryptocurrency sector, through their interaction with the Facebook-backed Libra.
Filed Under: News & Articles from BlockSocial
Alexander Lielacher
location_on London, United Kingdom
Alex runs Africa's leading blockchain news publication BitcoinAfrica.io and contributes to several international bitcoin publications including Bitcoin Magazine, CryptoNews.com, and Bitcoin Market Journal.
Founded in June of 2012, Coinbase is a digital currency wallet and platform where merchants and consumers can transact with new digital currencies like bitcoin, ethereum, and litecoin. We're based in San Francisco, California.
Bitcoin is the world's most widely used alternative currency with a total market cap of over $100 billion. The bitcoin network is made up of thousands of computers run by individuals all over the world.
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President Astrid Tuminez on UVU's Digital Transformation [podcast]
Astrid Tuminez and John O'Brien
EDUCAUSE Talks Tech
Community Conversations | Season 2, Episode 5 | Originally recorded on July 28, 2021
John O'Brien talks with Astrid S. Tuminez, President of Utah Valley University, about prioritizing digital transformation on her campus.
John O'Brien: Welcome. Thanks for joining another EDUCAUSE Community Conversation. I'm here today with President Tuminez from Utah Valley University. And we're here to talk about digital transformation, not as a well worn phrase or as the rhetorical flourish it sometimes is, but in the concrete context of a president who's prioritizing DX on her campus. Welcome, President Tuminez.
Astrid Tumin: Thank you, John.
John O'Brien: At EDUCAUSE every year we publish a top 10 IT issues, for 2021, nothing was normal, and so we didn't have 10. We instead had three scenarios we explored, three post-pandemic scenarios, asking campuses to think about whether they plan to restore everything as soon as possible, to evolve what they were doing as a campus, or whether to transform? What are you planning for UVU?
Astrid Tumin: I think all three of those are relevant, restore, evolve, and transform. I really like the words that you've chosen. I think you restore some of your old interaction, obviously coming back face-to-face. You restore, hopefully, an optimistic spirit after a very difficult year. Not just because of the pandemic, but the bitter politics in the country. And then I think evolving means, learning from the past year in terms of agility, in terms of new things that we should do. Permanent remote work, it's going to be just a feature of life as we know it.
For me, there's actually nothing new, but it's an evolution, if you will, for many of my colleagues. And because I used to work for Microsoft, a tech company, I was very used to working remotely. And I've emphasized here that it's all a question of trust and clarifying what the expectations and deliverables are. And in many instances, people could do it from wherever they need to do it. It's not always true for all cases. So, that's an evolution. Policies have to evolve, even facilities have to evolve.
So, we are creating new spaces, hoteling spaces, phone booths, conference rooms, that anybody could use if they're working remotely and didn't want to be on campus. And then transform is probably the hardest part. We are never going to restore everything 100% to March 10 2020. We actually have to transform. And it's probably long overdue in the higher education sector. The disruption has been going on for a very long time in higher ed. Our culture is not always known for agility, and I think that transformation, it comes with a mindset that we have, understanding who the people are that we're trying to serve with higher education, and then really putting students more at the center of everything we do. And then, being very accountable for our resources and what is expected of us. We have to deliver for our students, so the transformation, I think, is also very real.
John O'Brien: And higher education, as you say, is not known for its speed, or if its speed is talked about, it's probably recognized as glacial. That's the story we've been telling ourselves for as long as I've been in higher ed. Do you really think and hope that there's a different story being created as we speak?
Astrid Tumin: I certainly hope so, because frankly, the context will not let us keep doing things the way we've been doing them. Anyone who is in higher ed or anyone who follows higher education is well aware of the crisis in enrollment throughout the country, the crisis in funding, the student debt crisis, and the fact that our citizens today question the very value of higher education. So, three decades ago, when I was in college, it would've been unthinkable for anyone to say, "You don't need to go to university." Or, "You don't need a college degree." We still were very much in that post-World War II ethos of getting an education, getting your skills and competencies in your degrees, and then moving on in life and in work.
And so, I think that we would be ignoring the need for agility and transformation at our own peril. And we already see across the country, budget cuts, because enrollment is very low. We have seen colleges closing. We've seen departments closing. Those are very, very painful decisions to make. And with the COVID pandemic, UVU, that was the second year of my presidency, we had a 2% base budget cut from the legislature. That, of course, wasn't drastic. We were able quickly to pivot and very, very few furloughs, single digit layoffs. But we can't always say that the future will look like that. And so, I think the way that we do what we do, we need to feel a sense of urgency.
John O'Brien: I want to pursue your particular sector. I just finished doing a fireside chat at [AskU's 00:05:18] Academic Summer Conference. And your comments make me think everything is harder at state universities, where you're dependent on state support at a time when over the last two decades, where that has just gone in one direction and it's not been good. Do you see digital transformation as an imperative to respond to this ongoing, lingering, but consistent crisis in funding?
Astrid Tumin: Yes, absolutely. So, the context, again, for Utah Valley University, UVU, is that we have a legislature that still appreciates higher education and a citizenry that greatly values education. So, in the State of Utah, the legislature has been generous and still is generous. In fact, our funding went up in the last legislative session and the economy here is strong. So, the legislature funds anywhere from 46% to 68% of the budgets of the eight institutions of higher education in the State of Utah.
So, digital transformation, what role does it play? I think you certainly have online education, virtual. A lot of legislators will talk about that. Students want that. It helps them to finish. At UVU, 80% of our students work while going to school. So, even before the pandemic, the hybrid student, meaning someone who takes a lot of face-to-face classes, but also because of their schedule, because they work, they need to be able to take their other courses online, that was already going on before the pandemic.
And some are hybrid where some of your students are in the classroom and others are remote. So, all of that requires an investment in technology, in training of faculty, and an investment in changing behaviors and in changing thought processes. So, that's digital transformation. In some cases, by the way, it's not always a money savings. Eventually you should save money, but sometimes upfront, you're going to have to spend more investing in the right technology and training. And as I said, a change in culture as well. But eventually, we ought to be able to do the things we need to do, better and faster. And we use at UVU, the phrase delightful, our experiences should be delightful, whether we're using the intranet or revamping the website, or our students paying tuition, or our students trying to change classes.
And we, as a sector, are known as laggards in digital transformation. And so, I think slowly but surely being able to map that and telling our stakeholders, which includes parents, students, and the government, the legislature, the governor's office, that, "Here is how we're trying to change." And by the way, we will not have 100% success here, because in the case of technology and digital transformation, you try to do things faster and you will iterate. And so, you need to prepare people also for failure and making a better effort, but you're not going to have five years of a committee meeting. You're just not, it's wrong.
John O'Brien: UVU seems lucky to have what we always hope for with digital transformation, which is a president who believes in transformative approaches. How do you incorporate that into your mission and goals and strategy?
Astrid Tumin: So, incorporating digital transformation into my strategy, I think, part of this has to go back to where I came from before I became a university president. So, my last job before UVU was as regional director of corporate external and legal affairs in Southeast Asia. I had 15 countries ranging from a very wealthy Singapore, very digitized Singapore, to Myanmar, which had been closed to the world for many, many years. And in Myanmar, a SIM card used to cost $2,000. And then Indonesia, 260 million people and so on.
And what I learned as I was educating leaders in academia, in government and philanthropy in that region, was that leaders had to buy into the strategy of digital transformation. So, that's what I brought to UVU, was to signal at the very beginning, when I started, that we had to leverage technology better, understand it better, buy better. Use your resources, don't buy everything, and you never use them. And then, strip away the things that you don't need, simplify, pick a platform. And ownership at the very top level in the C-suite, if you will, is critical. So, I immediately started looking for a vice president for digital transformation. This university never had one before. And that was both for signaling reasons, that this is very important to the core strategy of the university. And second, to actually have someone who owns it, who knows what she or he would be doing.
John O'Brien: And that leader is Kelly Flanagan, your Chief Information Officer, Vice President Digital Transformation and CIO. Correct? And is Kelly on your cabinet?
Astrid Tumin: That is correct. Kelly Flanagan, Dr. Kelly Flanagan, who he used to be a professor at Brigham Young University and did a lot of research. He is a member of my cabinet. And what's important is the dynamics among cabinet members. So, you have student affairs, you have your provost, you have your vice president for administration and facilities, and strategic relations, and government relations. Essentially, what Kelly is doing in the cabinet is really connecting with every member of the cabinet, because he has to have a clear understanding of the priorities. And then, when you understand the priorities and you understand the dots that need to connect, that is when you can say, "What kind of technology, how do we make it happen?" Both the hardware, software and your people-ware.
And I also make sure that Kelly connects closely with our academic affairs stream. So, all of the deans, the faculty senate, the provost, because at the end of the day, our core workforce is the faculty, you cannot go anywhere without your faculty. And we have to respect that. We have to help them understand. There's a lot of skepticism, which is very natural. And people are always afraid that all you're doing is window dressing. And that is the last thing that I want to happen. So, it's very far from that. It's very serious. It's methodical and systematic, and we massively communicate what we're trying to do. It is all in progress, but the communication is so important. And then again, like I said earlier, preparing people for some frustration and failure, because you don't always ... Everything doesn't happen as smoothly as you would like it to, but it is very transformative across campus.
John O'Brien: It's easy for me to see the benefits of having someone like Dr. Flanagan, providing visible leadership in that role of digital transformation. I can also see somebody arguing on the other hand that you also need digital transformation to be everybody's job. And how do you do both of those things, have a clear single person who goes to sleep at night worrying about digital transformation, but also having everybody else also see that they are a critical role in this as well?
Astrid Tumin: In my cabinet it is pretty clear that yes, we have vice president for digital transformation, but that it is everybody's job. So, let's take, for example, the student experience from recruitment all the way to becoming an alumni. That whole process, Dr. Flanagan would not be the expert on that process. And so, our Associate vice president for enrollment has worked very closely with his team to make sure that the technical solutions coincide or align with the actual needs of the students, because we survey the students every fall. We ask them, "What are the greatest pain points in your experience?" And we try to track if the pain points disappear or get alleviated.
So, the other thing that I mentioned earlier is the importance of communication. So, digital transformation has its own website within the university website. And Kelly is expected to communicate on a regular basis with the deans, with the Academic Affairs Council, and also with the faculty senate and with another council here, the University Executive Council, which includes all of the senior executives and all of the deans. So, it's all of the academic side and the administrative side.
And you can never over-communicate. That's my mantra. People need to what you're doing and why, and that's how they buy in and that's how they understand what the effort is supposed to produce. And then, they'll know who to go to when they're confused or things are difficult. So, it is really ownership across campus. I actually talk about digital transformation in my broadcast, through the community. I do a regular broadcast called Talk with Tuminez, and I've had Kelly there as a guest. We update people on what's happening. So, the bottom line is you have to communicate, communicate, communicate.
John O'Brien: Hearing you talk about the role of the CIO at your university is exactly what we've talked about in terms of the CIO becoming not just a CIO who attends to technology matters, but a CIO who is essentially integrative, who connects the dots, who paints a bigger picture. It sounds like you're in a lucky position to have that at UVU.
Astrid Tumin: What I really want to say is, I want to keep repeating, technology is just a tool. Anything digital is just a tool. At the end of the day, the problems we are trying to solve are only very partially technical. In the lingo of leadership, the problems we're trying to solve are adaptive problems, adapting to new situations, new tools, adapting to new speeds that are required, adapting to new ways of working. And so, that's where the CIO really is a strategic role. The VP for digital transformation, that's a very strategic role at UVU.
John O'Brien: A big part of digital transformation, we talk about a lot is culture. Since you've been focused on digital transformation, how have you seen the culture at UVU change?
Astrid Tumin: Since we launched digital transformation here at UVU, there are many ways that our culture has changed. And it's also partly driven by the pandemic, right? Without the pandemic, I think the speed of culture change may have been a little bit slower. So, I will begin with our core values at this university. There are three of them, exceptional care, exceptional accountability, and exceptional results. So, we always begin with caring for one another and caring for the actual needs of people, and where they are in their own evolution in using digital tools and being innovative, and of being unafraid of tech and being unafraid to fail and unafraid to iterate. So, exceptional care.
And then, exceptional accountability. We are very careful with how we spend resources. We ask questions. With the pandemic, there was so much speed. And that again, driven by the fact that we had to move 6,000 courses, 6,000 sections online within a matter of days. And so, that agility had to come to the fore. And then, we had so many faculty members raise their hands for training. So, we now have over 50% of our faculty fully certified to teach online. And we were trying to achieve 34% of our courses online and we, of course, surpassed that at 100% during COVID. And now it's a matter of triaging which ones will be permanently online and which ones not, because those courses are filling up fast, we're finding, for fall semester.
And the third, value exceptional results. We graduated our largest cohort of graduates in our history during COVID. And part of digital transformation, no commencement anywhere, but we did a massive one in the parking lot, LED screens. It's very exciting. We had a rock band, we had firework. So, not all of that is digital, but we were able to make it work and accommodate thousands of students and their families. And so, I think where we are now, we have professors also raising their hands to be able to do a fuller suite of digitally transformed pedagogy. So, not just going online, because that's quite boring or that can be quite boring, but doing other things in terms of your interaction, synchronous and asynchronous, and doing really creative things with content, you don't even have to generate, because today content is everywhere.
So, the shift in culture has to do with speed, caring for one another, being more accountable for our resources. And then, celebrating some of the things that have brought delight and real results in student success. And then knowing also that things also have not worked out perfectly. All of that is a change in culture. I think it's exciting. It makes us feel more energetic, I think, maybe younger, and we are going through a bit of reinvention.
John O'Brien: That was a beautiful answer. Thank you. As everything digital comes to the fore of our attention, a new question has emerged lately. What does digital ethics look like to you at UVU?
Astrid Tumin: Yes. Thank you for that question. Interestingly, at UVU, we teach ethics across the curriculum. And so, digital ethics certainly is part of that. In fact, I taught a course on leadership in the fall of 2020 and I had a segment where I talked about digital ethics. The first part of that is to address the fact that we have the haves and have nots. And during the pandemic that became even more stark, as we realized that the problem was, students simply didn't have connectivity or didn't have laptops. And we hurried and bought laptops and portable broadband, so that they could take it home, borrow it from the library.
We kept the library and the computer lab open throughout COVID. It never closed. So, in terms of ethics, technology is a wonderful thing. The Fourth Industrial Revolution is terrific. We have AI. But all of that, sometimes I roll my eyes, because I think, when you think about billions of people in the world and some of them are here in the United States, it's not as if they're all in third world countries. So, addressing the issue of the haves and have nots and how we expand exposure to computers and digital literacy and information literacy. How do you judge information when you finally have access to broadband and the internet? So, all of that, I think has to do with ethics, just the haves and the have nots.
Maybe a second part of that then has to do with morals and values and even democracy. We have these very powerful platforms. What is the proper way of using these platforms? What are the limits of free speech? I lived in Singapore for 10 years, where speech was limited. You can't insult religion or ethnicity, because they never want to have those deadly riots that they had in the late '60s. What is truth? And what is the role of a university in teaching and training students to look at information critically and then be able to make sound judgements?
When there's disinformation on the COVID virus, what do we do? And then of course, maybe finally, one of the things that I would say is just, there is a dark side to our digitized world. I've done a lot of work on cybersecurity. We have a big nonprofit here in Utah that works on trafficking, on preventing trafficking and addressing it directly where it happens. And so, there's the very, very dark side of the internet, and I think at the very least, we ought to be aware of it. Cybersecurity in particular, as a university, we require cybersecurity training here. There are roughly four or five trainings that every staff and faculty member is required to take. And cybersecurity is one of them, because we are only as strong as our weakest link. And so therefore, people have to take that responsibility seriously, because their behaviors could impact all of us. And I think that's ethical, that's part of ethics.
John O'Brien: You mentioned cybersecurity required training for faculty and staff. Are students include in that requirement?
Astrid Tumin: No, we do not train students, because it's very difficult to require and we have 42,000 students. And so, really going after them and requiring that would be very difficult. But the biggest usage of our platform, are faculty and staff, and so I think that is a great place to put our efforts in.
John O'Brien: Yeah. And they have all the access rights, the students don't have. The amount of damage they can do is different from-
Astrid Tumin: Yes.
John O'Brien: And ransomware has us all running these days.
Astrid Tumin: Yes. Yes. The University of Utah had ransomware. I think that was two years ago, and had to pay over half a million dollars order to get their systems back.
John O'Brien: You're a former Microsoft executive, and one of the stories higher ed tells itself is that there's this vast difference between the business world and higher ed. And usually, it's to see higher ed as so slow compared to how quickly ... And what a great chance to ask an executive at Microsoft, what was your impression of higher ed? Is that story that we tell ourselves true, or is there something more complicated going on?
Astrid Tumin: It's very interesting. Coming from the corporate world, it's been very interesting for me to become a university president. Of course, I've had prior academic experience at the National University of Singapore and at Harvard University. But coming here was a little bit of a shock to my system, in the sense that the technology was very different from what I was used to at Microsoft. We just had great technology. And so, immediately I was making a list of what we needed in order to digitally transform.
As far as speed as well, I think I had to get used to the university being slower, but I've tried to address that very directly. I am known to say to my colleagues and to faculty that, "I don't want to have the same conversation three months from now, six months from now." I have very little patience for three years of committee meetings. I believe that the right thing to do is put the committee to rest, if it can't agree on a final set of actions that we should take.
My experience in the corporate world, and I have a decade of experience, both at Microsoft and AIG Global Investment on Wall Street, it's led me to appreciate speed, it's led me to appreciate accountability, and it's led me to appreciate rewards. How do you reward people so that you get the right behaviors? And I think that should not be unique to the corporate world. I think in academia, we could inject some of this culture, if you will, of accountability and rewards and feedback giving.
So, UVU is a performance management system. It is a pioneering effort. And I learned that from Microsoft, that at the end of every year, and we worked so hard that I could sit down with every member of my team and give them clear, direct, honest, but kind, feedback. And I think we're not used to that in academia. So, even when you do retention tenure promotion, we want to be polite. But at the end of the day, we have to do the right thing for the institution and our students.
And so, I think some of these things may be very different, what I'm bringing to the university. And the other thing that I bring, of course, is just exposure to technology, being smart about your technology, understanding cybersecurity. When you purchase things, know what you're purchasing and make sure they don't contradict all the other things you've purchased. And that you actually train people to use what you have. To appreciate simplicity, pick a few platforms, really hold people accountable to learning and using, and being unafraid to feel a little ignorant sometimes. And as academics, we don't like to feel that we are not experts. The culture in universities is built on expertise. And yet, in the Fourth Industrial Revolution age, you've got to be ... You know what? My former ultimate boss, Satya Nadella, at Microsoft, said that, "We have to be the learn-it-all rather than the know-it-all."
John O'Brien: This is fascinating. I'd love to just sit and talk to you about this for a long time. You mentioned speed, accountability, and reward. And it would be easy to see speed as a growth opportunity for higher ed, but I think we tend to see sometimes speed as being blocked by shared governance. And I'm curious, have you discovered some new approaches to shared governance that would allow you to balance that speed, accountability, and reward in a different way?
Astrid Tumin: I'm often asked about shared governance and I think that's a great principle, because at the end of the day, teams and organizations succeed only when they're united. And you can sustain performance only when there's a solid amount of unity. It doesn't have to be 100%, you'll never take everybody with you, but you have to have enough people who believe in the mission and the changes. And so, with shared governance, I'm lucky that I've had a wonderful relationship and with the faculty senate presidents, I've already worked with two in the three years that I've been here at Utah Valley University. I have a great provost, who's an effective communicator and has the right personality that aligns with what faculty want and expect. And we try to really have a civil and very respectful conversation throughout campus.
However, it's also really important to say, what is shared governance? Does it mean that the faculty makes all the decisions and everything? The answer to that is no, you never dictate what the curriculum's going to be, or how they're going to teach it. But when it comes to scheduling, I think there's a lot of leeway there for administrators to say, "If you don't schedule, you will delay students' graduation by a year or a semester."
I think it's also really helpful when I bring to faculty senate facts about our budget, and how I interact with the legislature, because sometimes faculty may not be aware of the numerous stakeholders whose opinions and decisions impact the university. That's everything from the citizenry to parents, to donors, to the governor's office and the legislature, and the Utah Board of Higher Education. So, I think the methodology is really one of fundamental respect, clear and direct communication, and occasionally agreeing to disagree. That will happen at universities. We don't have to be afraid of that. And sometimes it's difficult and stressful, but I think what leads to honest and good decisions is when we ask ourselves, "Is this helping the student, or is this blocking the student?" And we are an open admission university. It is a very complicated mandate.
John O'Brien: Last question. I guarantee that there's a number of CIOs out there who are envious and imagining how great it would be to have a president who understood technology and the transformational promise of technology so well. What advice would you have for a CIO who isn't so lucky?
Astrid Tumin: I think for CIOs, if you don't work for a president or a CEO who more fully understands the powerful nature of technology and how transformative it can be, is you have to begin driving that conversation. And in fact, it would be really negligent of a CIO not to drive that conversation. Technology doesn't sit in a corner anymore, where you can just be reactive because something broke. It's an absolutely wrong way to think about technology.
All businesses today, hospitals, plastics makers, oil and gas, name any industry, everything is a digital industry. And your market, the people you are serving, will move away from you. And I think it's true for universities as well. If we don't understand the strategic nature of digital technologies, we will fail in what we're trying to do, or we will not be as effective. And so I think for the CIO, don't be shy. I think you have to be courageous. You have to be clear. And then, show some initial successes. It's important to show, to demonstrate that there is a very real concrete effect that people would really like. And when you show it to them, you get those converts who will work with you. And you begin with a few and hopefully that expands, but your president and your CEO is a really important person to bring along.
This episode features:
Astrid Tuminez
COVID-19 Digital Transformation (Dx)


text:
builder::~builder() {}

// builders raison-d'etre: enable mem-consuming builders to not be constructed
// until needed.  the lazy construction is done in score, so that larger constructions
// can be formed but the data and buffers for the generators are only present when
// generated and then destructed.  it seems they could be generators, and take care
// of the lazy data and destruction of inputs themselves.  then the technical lazy
// generator would not be needed, and replaced by some internal helpers.
// there is however a conceptual difference, as builders combine other generators only
// and do not manipulate the data themselves.  with c++17 move-capture support
// in lambdas, a generic builder can be provided, where the user specified the delayed
// generator-setup at the call-site.  this generic builder could still also itself
// be a generator.  there might be a pre-c++17 trick using std::bind and references
// to the unique-pointer providing a movable std::function.

sound::sound(bu_ptr && b, double t, en_ptr e)
    : e(e), t(t), b(std::move(b))
{}

ug_ptr sound::build()
{
    return U<genv>(b->build(), t, e);
}

wave::wave(en_ptr freq, en_ptr e) : freq(freq), e(e) {}

ug_ptr wave::build()
{
    en_ptr period = P<shaped>(freq, inverts());
    const double z = period->y(0);
    gent w(P<stretched>(e, z), z);
    return U<periodic>(U<record>(w, period));
}

cross::cross(bu_ptr && a, bu_ptr && b, double t, en_ptr c)
    : a(std::move(a)), b(std::move(b)), t(t), c(c)
{}

ug_ptr cross::build()
{
    mg_ptr mx = U<sum>();
    en_ptr d = P<shaped>(c, [](double x){ return 1 - x; });
    mx->c(U<genv>(a->build(), t, c, true), 1);
    mx->c(U<genv>(b->build(), t, d), 1);
    return std::move(mx);
}

harmonics::harmonics(en_ptr freq, double m, en_ptr e, double even)
    : freq(freq), e(e), m(m), even(even)
{}

double harmonics::a(double f, unsigned i)
{
    double y = e->y(f);
    if (i & 1) y *= even;  // note: i is odd, overtone even.
    return y;
}

double harmonics::p(double b)
{
    double s = 0;
    for (unsigned i=0; ; i+=2) {
        const double f = b * (i + 1);
        if (f >= m) break;
        s += a(f, i);
    }
    return s;
}

ug_ptr harmonics::build()
{
    const double b = freq->y(0);
    const double k = 2.71828 / p(b);  // puzzled: how to adjust
    sum s;
    for (unsigned i=0; ; i++) {
        const double f = b * (i + 1);
        if (f >= m) break;
        // quality: instead of 0, make possible to phase-shift all
        //          but having them phase-synced to some t.
        //          this is not realized by having non-zero as of now
        //          -- figure out what semantic of sine argument
        //          (the phase-sync is consistent with wave-phenomena)
        //          also, make shure odd/even semantics is sane; specifically
        //          not permit even-only if not physically occurs
        s.c(wave(P<constant>(f), P<sine>(0)).build(), a(f, i) * k);
    }
    return U<periodic>(U<record>(s, P<shaped>(freq, inverts())));
}

chorus::chorus(en_ptr freq, en_ptr t, en_ptr w, unsigned n)
    : freq(freq), t(t), w(w), n(n)
{}

ug_ptr chorus::build()
{
    const double k = 1 / log2(n);
    mg_ptr s = U<sum>();
    for (unsigned i=0; i<n; i++) {
        const double m = (2 * i - double(n)) / n;
        en_ptr h = P<added>(freq, P<shaped>(t, scales(m)));
        ug_ptr g = wave(P<constant>(h->y(0)), w).build();
        record * r = new record(*g, P<shaped>(h, inverts()));
        std::vector<double> & w = r->buffer_.w;
        std::rotate(w.begin(),
                w.begin() + unsigned(rnd(0, w.size())),
                w.end()); // note: ensure not phase-sync on start
        s->c(U<periodic>(pg_ptr(r)), k);
    }
    return std::move(s);
}

am::am(bu_ptr && a, bu_ptr && b) : a(std::move(a)), b(std::move(b)) {}

ug_ptr am::build() { return U<multiply>(a->build(), b->build()); }

fm::fm(bu_ptr && m, double t, en_ptr i, en_ptr carrier_freq)
    : m(std::move(m)), t(t), i(i), carrier_freq(carrier_freq)
{}

ug_ptr fm::build()
{
    return U<modulation>(
            U<genv>(m->build(), t, i),  // obs: this is sound().  let caller provide it
            U<sine>(rnd(0, 1)), carrier_freq);
}

karpluss_strong::karpluss_strong(en_ptr freq, double a, double b)
    : freq(freq), a(a), b(b)
{}

ug_ptr karpluss_strong::build()
{
    noise n(1);
    return U<periodic>(U<karpluss>(P<strong>(a, b),
                n, P<shaped>(freq, inverts())));
}

timed_filter::timed_filter(bu_ptr i, fl_ptr l, double t)
    : i(std::move(i)), l(l), t(t)
{}

ug_ptr timed_filter::build()
{
    return U<filtration>(i->build(), l, t);
}

score::event::event(bs_ptr b, double t, unsigned i)
    : b(b), t(t), i(i)
{}

bool score::event::operator<(event const & e) const
{
    return t < e.t || (t == e.t && i < e.i);
}

score::score() : i() {}

void score::add(double t, bs_ptr b)
{
    v.emplace_hint(v.cend(), b, t, i++);
}

ug_ptr score::build()
{
    mg_ptr m = U<delayed_sum>();
    for (auto & e : v) m->c(U<lazy>(e.b), e.t);
    return U<limiter>(std::move(m));
}

redpajama_set_name: RedPajamaGithub


text:
Oolambeyan is a 22,231 hectare national park located south of Carrathool and  south east of Hay in the Riverina region of south western New South Wales, Australia.

Oolambeyan Station was once a grazing property for its merino stud which was purchased by the Government of New South Wales in November 2001.

Park provides a great opportunity for day visitors to activities such as bushwalking, picnicking and bird watching, near Hay and Griffith.

Among the animal species, carpet snakes, shingle-backed lizards, lace monitors, gray and red kangaroos can be found here.

See also
 Protected areas of New South Wales

References

National parks of New South Wales
Protected areas established in 2001
2001 establishments in Australia

redpajama_set_name: RedPajamaWikipedia


Beneteau Oceanis 381 sailing boat, the model from 1998. is situated in Athens, Greece. With 7 berths and 3 cabins, you can enjoy your 2019 holidays in Greece with your family or friends. Beneteau Oceanis 381 is an excellent choice for one or more week charter hire in Greece on the sailing boat.


The sweetness and agony of love is depicted by Stravinsky in his ballet music about the doll Petrushka and the ballet dancer, with the Moor as the hated rival. This love triangle is a lush burlesque at a spirited spring market in Russia, and Stravinsky's music is as colourful as it is inventive.
New sounds are delivered by Swede Daniel Nelson of Steampunk Blizzard who, with motoric rhythms and an industrial feel, takes us on a musical roller coaster ride.
Previously announced piano concert by Grieg has been changed for artistic reasons.
Hailed by The Guardian as "the latest sit-up-and-listen talent to emerge from the great Finnish conducting tradition," the 2018/19 season will see Santtu-Matias Rouvali continuing his positions as Chief Conductor of the Gothenburg Symphony and Principal Guest Conductor of the Philharmonia Orchestra, alongside his longstanding Chief Conductor-ship with the Tampere Philharmonic Orchestra close to his home in Finland. Rouvali has regular relationships with several orchestras across Europe, including the Orchestre Philharmonique de Radio France, Oslo Philharmonic Orchestra, Bamberger Symphoniker and the Deutsches Symphonie-Orchester Berlin. As well as making his debut with the Münchner Philharmoniker this season, he also returns to North America for concerts with the Minnesota Orchestra and Detroit Symphony Orchestra. Following a very successful Nordic tour with Hélène Grimaud last season, the Gothenburg Symphony is back on the road in February 2019 for a tour hitting major centres in Germany and Austria with pianist Alice Sara Ott, and percussionist Martin Grubinger who premieres a new percussion concert by Daníel Bjarnason. Rouvali looks forward to other ambitious touring projects with his orchestras in the future, including appearances in North America and Japan. In addition to the extensive tour, Rouvali's season in Gothenburg opens with Strauss' Alpine Symphony accompanied by Víkingur Ólafsson Mozart Piano Concerto No.24, and he looks forward to collaborations with Janine Jansen, Patricia Kopatchinskaja and Baiba Skride throughout the rest of the season. As another cornerstone to his tenure in Gothenburg, he is adding his mark to the Orchestra's impressive recording legacy. In partnership with Tampere Philharmonic Orchestra and violinist Baiba Skride, a recording featuring concertos from Bernstein, Korngold and Rozsa is released in autumn 2018.This continues his great collaboration with Baiba Skride following their hugely successful recording of Nielsen and Sibelius' violin concertos with the Tampere Philharmonic Orchestra in summer 2015. Rouvali has been Artistic Director and Chief Conductor of the Tampere Philharmonic Orchestra since 2013. Highlights of the tenure so far include a Sibelius symphony cycle in autumn 2015, and the Orchestra's first tour to Japan in spring 2017 where they were accompanied by an exhibition of original Moomin drawings by Tove Jansson to mark the opening of the new museum at the Tampere Hall. He opens the 2018/19 season with a Beethoven programme with pianist Javier Perianes. Alongside an extremely busy symphonic conducting career, as Chief Conductor in Tampere he has conducted Verdi's La forza del destino and most recently world premiere of Olli Kortekangas's My Brother's Keeper (Veljeni vartija) with Tampere Opera in spring 2018.
Hon imponerade på GP's recensent i november (2018). Nu är hon tillbaka med nya underverk.


Home » News & Events » News » Buying fertility on the internet: fair play or risky business?
Buying fertility on the internet: fair play or risky business?
The evening will be dedicated to the topic of accessing fertility outside of the regulated UK IVF clinics, and will feature Laura Witjens, CEO of the National Gamete Donation Trust and Lucy Van de Wiel, a Cambridge sociologist specialising in issues in fertility. Chaired by Dan Reisel, research associate at UCL's Institute for Women's Health, the debate will cover the pros and cons of buying fertility on the internet.
However, there is a voice missing in this debate, and that is the experience of people who have actually done this themselves. As the chair of the debate, I feel strongly that the evening would do the topic a disservice unless someone whose life had been affected by ex-clinic donations was part of the conversation.
In particular, it would be important to ensure that we had represented on the panel LGBT people and their experience of accessing fertility services. There are structural inequalities and discriminatory processes that mean that same-gender couples have to pay considerably more at present, and this is one of the main drivers for excellent internet sites such as prideangel.com. In healthcare there is a motto, 'no decision about me without me' and this applies to the policy debates concerning assisted fertility as well.
The debate is free and open to the public, and will be followed by drinks at UCL's venerable North Cloisters. Please come along to attend and, if you feel able to, please contact Dan Reisel (d.reisel@ucl.ac.uk) if you want to join us as a panellist. Your personal story is vital and would enrich the panel immeasurably.


text:
The Hand of the Lord in Scripture
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The Hand of the Lord: 1. is mighty. 2. is dangerous and deadly against His enemies. 3. empowers His servants. 4. can be heavy to discipline His people. 5. will help His people. 6. will always be with His people today.
Exodus 9:1–1 Peter 5:7
Hand Of The Lord
7 Principles Of Dynamic Team Work
C.L. Thomas • Sermon • 12 years ago • 15,142 views
Cedric Thomas October 19, 2006 The Lord Jesus Christ says that teamwork is many members and yet one body. Webster defines teamwork as a joint action by a group of people, in which individual interests are subordinated to group unity and efficiency; coordinated efforts, as of an athletic team. Teamwork…
Why Serving in the Church is Important
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GPS: Serving Thesis: The church is crippled if people do not serve.. Goal: Inspire people to service with joy, unity and according to their SHAPE Text: Topical Introduction Title Slide A. FCCH Response Cards B. GPS Series 1. We're in the third week of a three week mini-series. 2. At FCCH, we believe…
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1 Corinthians 12:31–13:13
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Brian Thiessen • Sermon • 14 years ago • 6,476 views
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Alec Rowlands • Sermon • 14 years ago • 4,936 views
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Bridged
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GLENN PEASE • Sermon • 7 years ago • 4,663 views
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Acts 26:16–18
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Steve Caswell • Sermon • 11 years ago • 3,753 views
Nehemiah 3:1-32 Stephen Caswell © 2000 I Can Watch Work All Day British humorist Jerome K. Jerome said, I like work, it fascinates me. I can sit and look at it for hours on end. When it comes to the work of the Lord, there is no place for spectators or self-appointed advisors and critics; but there is…
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Holy Living - Colossians 3 1-17
Robert J Smith • Sermon • 15 years ago • 3,516 views
The Principles Holy Living Colossians 3:1–17 (READ V.1) This is not the if of condition; it is really the if of argument. The lives of these Colossian Christians evidenced their salvation. What was the evidence? (Col 1:3-5) 3 We give thanks to God,  the Father of our Lord Jesus Christ, praying always…
Colossians 3:1–17
A Contextual Look At Peter And Cornelius
Curtis Ray Lucas • Sermon • 15 years ago • 3,222 views
A CONTEXTUAL LOOK AT PETER AND CORNELIUS ACTS 9:36-10:48 9:36-38. While Peter was at Lydda, a well-beloved Christian woman (a disciple) in Joppa by the name of Dorcas . . . died. Her name means "gazelle" in Greek as does its counterpart Tabitha in Aramaic. She was known for her help to the poor. Because…
Acts 9:36–10:48


text:
university college cork medical school ranking
Medicine & Health Programmes. The Dental School was initially staffed by local volunteer dentists, followed quickly by full-time staff. Study. UCL (University College London) UK. Study; Research; Discover UCC; Schools & Departments; Business & Enterprise; Alumni; MyUCC. 11 in Best Medical Schools: Research and No. It supports a rich tradition of research, scholarship and teaching. The University College Cork, popularly known as the UCC, was established in the year 1845 and is one of Ireland's leading research institutes. Wide range of facilities including, gymnasiums, swimming pool, indoor and outdoor running trac... UCC is a short work from the heart of Cork city. The university was founded in 1845 as one of three Queen's Colleges located in Belfast, Cork… UCC is steeped in history. Business school rankings, including MBA, MSC, and European MBA rankings from the Financial Times The graduate medical school of Harvard University has three missions: to educate, research and provide clinical care. The School of Medicine Trinity College Dublin, the University of Dublin, is a unique institution. University College Cork QS Ranking 2021 Global Ranking: #286. LTD. ALL RIGHTS RESERVED. University College Cork is in top 5 universities of Ireland according to the national rankings. Financial Mathematics & Actuarial Studies, BE Civil, Structural and Environmental Engineering, Digital Humanities and Information Technology, Economics (through Transformational Learning), Commerce International with Chinese Studies, Commerce International with Hispanic Studies, Law (Pathways into International & Clinical Law), Financial Mathematics and Actuarial Science, International Development and Food Policy, Applied Coastal and Marine Management (MSc), Applied Psychology (Mental Health Psychology) (MA), Art History - Modern and Contemporary Art History, Theory and Criticism (MA), Comparative Aesthetics and the Arts (PG Dip), Contemporary Chinese Culture & Business Studies, Contemporary Migration and Diaspora Studies, Economics (Competition, Governance & Society), Education (Professional Master of Education), English (Modernities: Romanticism, Modernism, Post-modernism), English (Texts and Contexts: Medieval to Renaissance), Geography – Cities Space and Culture (MA), Irish Studies: Identities and Representations, Landscape, Built Heritage and Design (MA), Languages - Advanced Languages and Global Communication, Sociology of Development and Globalisation, The Beginnings of Irish Christianity (MA), Youth Work with Community Arts and Sports Studies (MSocSc), Economics – Health Economics Practice (Online), LLM (International Human Rights Law and Public Policy), MA - Chinese - Contemporary Chinese Culture and Business, Masters Qualifying Examination (Business), MSc (Co-operative and Social Enterprise) (by distance learning), MSc (Information Systems for Business Performance), MSc (Innovation, Commercialisation and Entrepreneurship), MSc (International Public Policy & Diplomacy, MSc (Management Information and Managerial Accounting Systems), Nursing - Cardiac and Intensive Care Nursing (PG Dip/MSc), Nursing - Gerontological Nursing (PG Dip/MSc), Nursing - Medical Surgical Nursing (PG Dip/MSc), Nursing - Orthopaedic Nursing (PG Dip/MSc), Nursing - Peri-operative Nursing (PG Dip/MSc), Biology - Bioinformatics with Computational Biology, Chemistry – Analysis of Pharmaceutical Compounds, Cooperative Organisation, Food Marketing and Rural Development, Electrical and Electronic Engineering (MEngSc), Geographical Information Systems & Remote Sensing, Information Technology in Architecture Engineering & Construction, Mathematical Modelling & Scientific Computing, Mechanical Engineering (Manufacturing, Process and Automated Systems), Molecular Cell Biology with Bioinnovation, Pharmaceutical and Biopharmaceutical Engineering (MEngSc), LLM (Environmental and Natural Resources Law), An extensive range of highly ranked undergraduate and postgraduate courses to choose from, Excellent student services and peer to peer support throughout your time at UCC to ensure your success, A truly international student and alumni community that you will be part of for life, with over 130,000 alumni worldwide, Career guidance and support with an exceptionally high number of graduates securing employment within three months of graduation, A well rounded student experience with first class facilities and services, A highly respected university in the top 2% of universities in the world, A vibrant student experience, with over 100 sporting clubs and societies to choose from, A beautiful campus that is recognised by Tripadvisor's site, Flipkey, as one of the top-40 'must-see' universities in the world, An extensive range of modern, purpose built campus accommodation for international students, In 2019 UCC maintained its position in the top 50 universities in Europe for learning and teaching as measured by Times Higher Education, In 2019 UCC ranked number 21 in the world for 'Impact' as measured by Times Higher Education including being 1st in the world for responsible production and consumption, UCC maintained its 9th place globally for sustainability as measured by the UI Green Metric Global university ranking. University College Cork (Coláiste na hOllscoile Corcaigh), or UCC, is one of the constituent universities of the National University of Ireland. *All distance are measured radially. Master of Public Health MPH University College Cork, ranked n°82 at Eduniversal Bests Masters Ranking It's a great combination of projects, field trips, workshops. The uniRank University Ranking ™ is not an academic ranking … Reform academic governance such that innovation is enabled, coherence is restored and risk is reduced. About Us. Following the establishment of the NUI, D. J. Coffey, Professor of Physiology, Catholic University Medical School, became the first president of UCD. University College Cork – National University of Ireland, Cork (UCC) (Irish: Coláiste na hOllscoile Corcaigh) is a constituent university of the National University of Ireland. The first recorded lessons in subjects like Anatomy, Physiology and Surgery date back to 1828, when a Medical School was founded by Henry Augustus Caesar. As a socially-minded, civically-engaged institution, our core values and graduate attributes are the bedrock of our student experience. University College Cork has been ranked fourth in the world in a list of the world's most sustainable universities, achieving the highest result in Ireland. See all 1 University College Cork (UCC) tours on Tripadvisor Disclaimer: This University profile has not been officially reviewed and updated by University College Cork's representatives yet; we cannot guarantee the accuracy of all the above University information. See each school's entry requirements in the table below. University College Cork is ranked #437 in Best Global Universities. © QS Quacquarelli Symonds Limited 1994 - 2021. Providing one to one and group career advice and coaching to students. For more in-depth information about QS Stars, please, 4 Cross-Disciplinary Skills All Engineers Need. We have created a 2021 ranking of the best colleges in Texas that offer Medicine degrees to help you find a school that fits your needs. Cork University Business School West Wing, Main Quadrangle, University College Cork, Ireland, T12 K8AF +353 (0)21 490 3252 [email protected] show location map Study Abroad Expert The University College Cork (UCC) was founded in the year 1845 and stands one of the leading University in Ireland to provide 3 rd level education. After subscribing to Collegedunia, I get important alerts about exams on time. Medicine was taught at Trinity College Dublin in some form since at least the early 1600s, but it was not until 1711 that the School of Medicine was officially founded. A recognized Medical School was established in Cork in the 18th century, variously dated between 1722 and 1775. Transition In initiatives will guide students into the right programme of study for them, whilst simultaneously widening access of under-represented cohorts and improving first year retention rates. These universities in Ireland have been numerically ranked based on their positions in the overall Best Global Universities rankings. This new University was brought into existence with three constituent University Colleges – Dublin, Galway and Cork . Faculty of the school also teach in other science departments at Harvard, as well as working in clinical departments at some of the hospitals affiliated to the university. Presence Rank* Impact Rank* Openness Rank* Excellence Rank* 1: 228: Trinity College Dublin: 788: 199: 204: 327: 2: 250: University College Dublin The University has been named Irish University of the year five times and UCC offers over 120 degrees in Humanities, Business, Law, Architecture, Science, Food and Nutritional Sciences, Medicine, Dentistry, Pharmacy, Nursing and the Clinical Therapies, with over 20,000 students currently enrolled. Aichi Medical University ja; Dokkyo University School of Medicine ja; Fukuoka University ja; Fujita Health University ja; Hyogo College of Medicine ja; Iwate Medical University ja; Jichi Medical School ja; Jikei University School of Medicine ja; Juntendo University ja; Kawasaki Medical School ja; Kanazawa Medical University ja; Kansai Medical University ja Fee Structure of University College Cork : Without any further adieu, I filled the application form €50 to start the process of my admission. The Medical School is currently ranked 10th in the world in the QS World University Rankings (2018) and 7th in the UK by the Complete University Guide 2018. It was given the University of the Year for Ireland award for the years 2003-2004 and 2005-2006. Medicine (Graduate Entry) - CK791. It provides a detailed look at an institution, identifying which universities rate highest in the specific topics that matter to you, like facilities, graduate employability, social responsibility, inclusiveness, and more. Industry Associations: Cork Chamber, Cork Business Association, Ibec, Construction Industry Federation, Irish Hotels Federation. A recognized Medical School was established in Cork in the 18th century, variously dated between 1722 and 1775. The Ogham stones on display in the stone corridor date from 300AD. A person who can be contacted for any further enquiry. Constructively align effective assessment practices with learning outcomes. University College Cork or Coláiste Na Hollscoile Corcaigh (UCC) - public higher education institution in Ireland.UCC began its academic activity in1845. BA MB BCh BAO University College Cork School of Medicine: Cork: 1849 The first intake to the medical school was 20 students. Irish medical school entry requirements vary between universities. It is ranked #286 in QS Global World University Rankings 2021. The University College Cork, popularly known as the UCC, was established in the year 1845 and is one of Ireland's leading research institutes. One of the eight prestigious Ivy League schools, Columbia University is also home to one of New York State's best medical schools. Establish a student enrolment plan that aligns with student recruitment targets. You can compare the universities you've saved at any time. Main content ; get advice find a course for prospective undergraduate and attributes! 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One Taken To Hospital In Critical Condition After Tulsa Shooting
Wednesday, August 22nd 2018, 4:46 pm
By: Amy Avery
Tulsa Police are investigating after a shooting victim was found lying in the street near 19th and Riverside.
One suspect is still outstanding.
Police said they believe the victim was driving and was shot in the leg through the driver's side door, then, continued driving until he got to a park at 19th and Riverside. There, police believe he got out of the car and started bleeding out on the road.
EMSA was originally the one who notified police about the shooting.
Officers said the man was unresponsive and transported to the hospital in critical condition.
Tulsa Police said there were two other people in the truck with him, a man and a woman, and when they got to the park, they got out and started walking away. Officers were able to find the two witnesses and took them to the station for statements.
Tulsa Police Department is investigating a shooting near 18th and Denver. They say one victim was transported to the hospital and two people were taken in for questioning. Right now they are looking for a gun at the park near 19th and Riverside. @NewsOn6 pic.twitter.com/WDcemmrAvC
— Amy Kauffman (@amykauffmanTV) August 22, 2018
Tulsa Police are looking for a suspect but can't give a description at this time, however, they do believe this could be connected to another shooting.
"They are trying to link this up with another call that we have that could be related. The investigation is ongoing," Captain Shellie Seibert said.
Police are asking people who live nearby to avoid the area while they investigate.
They ask anyone with information to call Crime Stoppers at 918-596-COPS.
Amy Avery
Police responded to 18th and Denver around 3:00 p.m. Wednesday, August 22, 2018. They said one victim was taken to the hospital and was unresponsive.