University President Fr. John Jenkins lives by two important words: faith and reason. Those principles, he said, informed his at-times controversial decisions, and will continue to guide him into his second term.Reflecting on his first term as University President, Jenkins said it’s difficult to be under the media microscope while working to clearly communicate the goals of a Catholic university.“We live in a time where there are a lot of voices out there and it’s hard in the midst of that to speak over all the noise,” Jenkins said in an interview with The Observer. “I think that one of my roles is to articulate what we are.”Most recently, last spring’s controversy over the invitation to President Barack Obama to receive an honorary degree at Commencement and the football coaching change this fall have thrust the University, and Jenkins, into the spotlight.“I think you try always to do the thing that’s best according to your deepest principles, whether eyes are on you or not, you still do that,” he said. “There’s a lot of noise and a lot of attention, but in the end it’s really simple: you just try to do what’s best, what accords with the mission of Notre Dame.”Adhering to that mission is one of the challenges for Jenkins as University President, a position he did not foresee himself holding.‘A series of steps in life’“I didn’t see myself doing this, and it wasn’t a driving ambition of mine,” Jenkins said. “It was a series of steps in life that led me here and led me to this.”Graduating from Notre Dame with a degree in philosophy in 1976, Jenkins was drawn to the priesthood and was ordained in 1983.“I think with that there’s always an element of mystery. I’ve always felt that desire for something of depth, something meaningful in my life.”That search for something more led Jenkins to “think deeply about faith and about God” and about what he was going to do with his life.“That eventually led me to think about serving people as a priest, someone who strives to bring Christ to people,” he said.After attending graduate school at Oxford and serving on the faculty at Notre Dame, Jenkins moved to the Provost’s Office. In 2004, he was elected president to succeed University President Emeritus Fr. Edward “Monk” Malloy.Jenkins said his studies in philosophy have helped him perform the duties of the Office of the President. He tells his students philosophy is “just thinking hard, thinking clearly” about important issues.“I always found them to my mind the sort of profound issues of life, of human life … and I genuinely enjoyed grappling with those issues … it just resonated with who I was,” he said, “and that’s what we do every day.” Every day challenges“My challenge every day is time,” Jenkins said. “You have all these pressures and people demand your time, so it’s always a struggle.”Serving as president of a university is a balancing act, he said. Daily meetings, traveling and full schedules leave little time for anything else.Though Jenkins no longer interacts with students in the classroom as professor, an aspect of his life he says he misses, “nothing is more important than keeping in touch with the students.”“It is one of the joys of my job to talk to students and I try to make that a part of what I do,” he said.Jenkins’ biggest challenge, however, is a positive one: “to live up to a mission that is distinctive in higher education and to realize the tremendous potential of Notre Dame in the 21st century.”Jenkins said there are three important aspects to Notre Dame’s goal: to provide unparalleled undergraduate education, to be a preeminent research university and to let the Catholic mission “inform everything we do.”“If we do all three, Notre Dame can make contributions to society and the nation and the Church that is really unique,” he said. “And my passion in this job is to make that contribution and to help Notre Dame make that contribution.”These goals will carry into Jenkins’ second term as University president, he said. “You always have to keep striving — if you’re not striving, you’re falling backwards.”He said he hopes progress toward achieving those goals is part of the legacy he leaves behind on the University, as well as making Notre Dame an important venue for debate on “important issues,” even if they’re controversial.“I hope Notre Dame can be a place where we can have those kinds of conversations and can engage people who are the leaders of our nation, the influential people of the world,” Jenkins said. “The University particularly should be a place that’s open to a diversity of views, even views that challenge us.”Jenkins’ decisions in the past, including inviting President Barack Obama to receive an honorary degree from the University, have drawn criticism from Church representatives, including John D’Arcy, former bishop of the Fort Wayne-South Bend Diocese.While he believes “the bishop has a role in the diocese of teaching the faith” and that it’s important that he, as University president, personally remains close to the bishop, Jenkins said some decisions belong to the University.“It’s appropriate the University should make those decisions, as best we can on the principles that guide the institution,” he said. “I’m committed to working with the bishop to help Notre Dame, to help Notre Dame serve the Church and serve the diocese.” A Catholic university for the 21st century Jenkins said establishing these relationships — with the Church and with national leaders — and working toward achieving the University’s central goals, puts Notre Dame in a unique position.“The thing about Notre Dame, we’re sort of inventing a Catholic university for the 21st century,” he said. “There have been great Catholic universities, but history has changed, society has changed, universities have changed.”Undertaking the challenge to create the new Catholic university depends on Jenkins’ guiding principles, drawn from his studies in philosophy and his calling to the priesthood.“I think a Catholic university is the institutional expression of a confidence in the harmony of faith and reason — that’s why we exist. If we didn’t believe that, let’s just shut the doors and go home.”The two are not in conflict with each other, but rather inform every aspect of Notre Dame, he said.“There’s nothing more central to us. That means, the inquiring mind in the search for truth and all the challenges that involves along the way is not in conflict with a faith in God,” Jenkins said. “It is precisely that confidence in that harmony and the strength of the Catholic faith — that’s the reason why Notre Dame exists.”The coming weeks will bring the most rewarding part of Jenkins’ presidency: conferring degrees on graduating students.“Every graduation is my proudest moment, just to send people off to see how they’ve grown,” he said. “That’s why we’re here. They’re going to do great things in the world after being at Notre Dame, and that’s a great accomplishment.”
As a CUSO, Ongoing Operations has a number of former credit union IT managers and CTOs on staff. Collectively, we have built and run dozens of data centers for credit unions, managed core conversions and seen firsthand the growing complexity of the regulatory environment, security management and day-to-day operations. We understand credit union technology, having limited resources to achieve member goals and the fact that the official IT budget isn’t always a complete picture.Through our work with credit unions across the country, we have found that the average annual spend for all IT (people, core related items, and non-core related items) is equal to approximately 11% of a credit union’s total revenue. That’s a big chunk of your total expenses and making sure that it is deployed as effectively and efficiently as possible to help your credit union achieve member goals is critical.Our credit unions prefer to focus more of their IT spend on member facing technology. While infrastructure, compliance, security and DR are also very important, being able to see where the money is going and aligning it with the things that members care about is key. One way to assess current IT spending and begin transitioning resources to achieve member goals is to conduct a TCO or Total Cost of Ownership assessment. The TCO assessment helps credit unions pinpoint efficiency opportunities by analyzing where their technology budget goes and benchmarking how it compares to the overall industry.A TCO assessment should include total credit union IT spend along with key benchmark data around:Disaster Recovery (BIA, BCP, table top, DR Test)Core System and ApplicationsInfrastructure (server and storage)Telecom (branches and phones)Cyber SecurityDirect LaborIn OGO’s experience, once you have conducted a TCO and understand where the money is being spent, credit union leadership can point IT resources in a different direction – focused on making more of a member impact. In addition, credit unions can often reduce Operational IT Expenses from 11, 12 or sometimes even 16% down to below 10% of revenue. Conducting a TCO assessment can help credit unions align their IT spending with their strategic plans and focus on the critical business facing activities that improve ROA, member retention, and loyalty.As a CUSO, OGO is pleased to offer a TCO assessment to credit unions at no charge. If you are interested in seeing how you compare to your peers and learning more about how you can refocus your technology to achieve your member goals – please contact us today for your complimentary assessment. 29SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Kirk Drake Kirk Drake is founder and CEO of Ongoing Operations, LLC, a rapidly growing CUSO that provides complete business continuity and technology solutions. With its recent acquisition of Cloudworks, Ongoing Operations … Web: www.ongoingoperations.com Details
The Mayor of the City of Dubrovnik, Mato Franković, held telephone meetings with the Ambassadors of the United Kingdom, Germany and the Netherlands to the Republic of Croatia. “We don’t stand still and wait for things to happen to us. From the very beginning of the pandemic, we have been very active in communicating with the ambassadors of many countries and informing them about the current situation in Dubrovnik.”Pointed out Franković. Franković: Divide the daily data you send to the European Center for Disease Control COVID 19 by counties or regions Although this seems banal, communication is extremely important. Because communication in this crisis situation is crucial, and on the other hand it says that they are fighting in Dubrovnik, and that is the first precondition for success. All three ambassadors were informed about the initiative of Mayor Franković to divide the numbers of infected in the Republic of Croatia by counties when sending statistics to the European Center for Disease Control, so that the countries, which are emitting tourist markets for Dubrovnik, know the exact number of infected and based on them could report on the fact that Dubrovnik is currently one of the safest European travel destinations. The City of Dubrovnik has proposed to the Civil Protection Headquarters of the Republic of Croatia that the data sent daily be divided by counties, ie, if this is not possible, it is recommended to be divided into five regions. “If European countries start putting us on the list of undesirable countries, there will be a complete breakdown of our primary economic branch – tourism, which most Croatian coastal cities and municipalities, but also our economic entities, cannot survive. Therefore, I ask you to statistically divide Croatia into several regions, and it is up to us, within our regions, to implement all the measures you have recommended with the aim of minimizing the possibility of infection.”, Concluded Mayor Franković addressing the Civil Protection Headquarters of the Republic of Croatia. On that occasion, the Mayor informed the ambassadors about the current situation regarding COVID 19 in the area of the city of Dubrovnik and the Dubrovnik-Neretva County. He also informed the ambassadors about the protocols prepared in case of a major spread of the infection in the area of Dubrovnik. Photo: Ivan Bagić from Pixabay
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“I’m not that worried about myself and the virus […] But I know there are some other workers nearby who aren’t provided with face masks and hand sanitizer by their employers. Now that employers and their children are home all the time, they are bound to have an increased workload, too,” she said on Wednesday.As Indonesia reports increasing confirmed COVID-19 cases since the first two cases were recorded on March 2, fears have mounted, prompting panic buying and hoarding of face masks and hand sanitizer that has led to massive shortages and surging prices.This situation has made it difficult for lower-income groups, which already lack access to health care, to purchase their basic needs.”I hope the government prevents rich people from hoarding because the poor are the most affected,” Asri said. When President Joko “Jokowi” Widodo made a televised appeal for Indonesians to work from home on Sunday as part of coronavirus disease (COVID-19) containment efforts, 40-year-old Asri knew the message was not for her.Rather, it might even mean longer working hours for her and millions of fellow domestic workers across the country.Asri, who has been working as a domestic worker for 16 years, often stays in an apartment owned by her employer, a British woman, in South Tangerang on the outskirts of Jakarta, although she mostly stays at a rented place nearby. South Tangerang has recorded five confirmed COVID-19 cases so far, with one person recently dying from the disease. The social distancing called for by the President appears to be possible only for some white collar workers, given that as many as 74.1 million Indonesians work in the informal sector, further limiting their chances of working from home.At least 4.2 million domestic workers take care of almost all the housework for their employers, but their unclear work contracts and weak bargaining positions have often led to long working hours, low salaries and few or no days off. The long-stalled deliberation of a bill on domestic workers protection, drafted in 2004, does not help either.Advocacy group the National Network for Domestic Worker Advocacy (Jala PRT) polled 668 domestic workers in seven regions in 2019 and found that 98.2 percent of the respondents earned only between 20 and 30 percent of the respective regional minimum wage.Only 42 percent of those surveyed are contribution assistance recipients under the national health insurance scheme — low-income patients who have their premiums paid by the government — and almost none of them are recipients of social security from the Workers Social Security Agency.”I’m brave enough to negotiate with my employer on my earnings and working conditions. Not all domestic workers have the same courage. It’s the government’s job to require employers to fulfill domestic workers’ rights,” said Asri, who said her employer had ensured her wellbeing amid the outbreak.She said she was relying on information from Jala PRT network on how to mitigate the risks of COVID-19, believing it would prompt other domestic workers to be more aware of their rights amid the pandemic.”The government only thinks of office workers,” she said.Domestic workers can no longer rely on the government and their employers, Lita of Jala PRT said, but rather on each other at times like this.She said an apartment complex in Jakarta was barring entry to domestic workers who did not stay with their employers, adding that her organization was now preparing for domestic workers suddenly having their contracts terminated in the near future.Jala PRT is preparing its members on how to negotiate with their employers and promises to provide them with legal assistance when necessary, given that the majority of employers still adopted an approach of no work, no pay.”Domestic workers don’t even have the courage to ask if their employers have symptoms of the disease, because there’s a power imbalance. It’s always the workers who are suspected of bringing the diseases,” Lita said.The concept of social distancing might also not fit the nature of their job, given that droplets can remain on surfaces for quite a long time, especially as some workers have to share a room with their employers, Lita said.Jala PRT urged the government and employers to ensure that not only domestic workers, but also middle- and lower-class people, would still earn their income and have equal access to healthcare services and that their children would have access to education. Many classes are running online now, while only about 60 percent of Indonesians have access to the internet.Calls for the government to impose a lockdown are mounting amid a spike of cases, with a 2018 law requiring the central government to provide basic needs for the people once they are imposed.Low-income households would be the worst-hit by a lockdown given that most of them could not put money aside for emergency savings, Institute for Development of Economics and Finance (INDEF) researcher Eko Listiyanto said.The government must disburse direct and non-direct assistance to informal workers by making use of existing data from the government-funded social assistance Family Hope Program (PKH), he said.Topics :
Papuan People’s Assembly chairman Timotius Murib emphasized that restricting access to Papua was needed to prevent a surge of COVID-19 cases.“We appreciate this decision. It is the right course of action to protect indigenous Papuans from the threat of death,” he told The Jakarta Post on Monday.Timotius hoped this was a positive sign that Papua could overcome the spread of the novel coronavirus and asked for the public’s participation to fight the disease.“This does not mean that the people [in Papua] are free to move around. [They should] adhere to the government’s appeal not to gather and to stay at home,” he said.Papua has limited daily community activities to eight hours, from 6 a.m. to 2 p.m. Meanwhile, large gatherings, including religious worship, were restricted starting on Wednesday.Separately, Papua COVID-19 response team spokesperson Silwanus Sumule conceded that the handling of COVID-19 in Papua was a cause for concern because the province lacked the necessary medical equipment, including rapid testing kits to examine swab samples from suspected patients.Read also: Greater Jakarta failing as floodgate to nationwide COVID-19 epidemic“We need seven to 10 hours to examine a sample. Indeed, we have received information that the Health Ministry will send us as many as 2,400 rapid testing kits. This is what we are expecting,” Sumule said.He added that Papua had only 45 hospitals, 15 of which were referral hospitals for coronavirus cases. Combined, they have 202 isolation rooms and can accommodate up to 4,500 patients.“If [COVID-19] affected 20 percent of Papua’s populations, that means 800,000 people would be infected. Of those, perhaps 160,000 would need to be treated in hospitals and 8,000 treated in isolation rooms,” he said.In such a scenario, Papua would struggle to treat its own residents, let alone visitors from outside the province, he added.Papua has recorded three confirmed COVID-19 cases as of Tuesday, with at least 19 people under surveillance and 716 people under monitoring.“Five among the 716 people are foreigners. Meanwhile, the 19 people under surveillance comprise six in Merauke, two in Biak, one in Mimika, nine in Jayapura city and one in Jayapura regency.” (syk) Papua is set to restrict entry into the province both through sea and air travel in an effort to stem the spread of COVID-19 in Indonesia’s easternmost region.Papua Governor Lukas Enembe, together with members of the Regional Leadership Communication Forum, announced the measure shortly after the province’s first two COVID-19 positive cases were revealed on Sunday.”This is not a lockdown; only a restriction. However, we are considering whether it is necessary to completely block [access to] Papua to protect Lapago, Meepago and Animha because they are particularly vulnerable,” Lukas said during a meeting in Jayapura on Monday. The three areas are Papua’s indigenous territories. Lapago and Meepago have nine regencies and five regencies, respectively, both located in the Central Highlands of Papua, while Animha, located in South Papua, has four regencies. The travel restrictions exclude the transportation of goods into the province, Lukas said, asserting that the distribution of various supplies would continue as usual.“The policy takes effect on Thursday and will be in place for the next 14 days,” he said, adding that the provincial administration would evaluate the policy at the end of the two-week period.Read also: Explainer: Will Indonesia be Southeast Asia’s Italy? A review of how the nation is battling COVID-19 Topics :
Israeli carrier Israir said on Sunday it had reserved slots for commercial flights from Tel Aviv to the United Arab Emirates, preparing for potential tourism as the two countries move to normalize relations.An Israir spokeswoman said that they applied for permission from civil aviation authorities for the flights, and booked departure and arrival slots at Tel Aviv’s Ben Gurion Airport while they await approval.The carrier booked eight round-trip flights from Tel Aviv to Dubai International Airport throughout October, according to a flight timetable on the Israel Aviation Authority’s website. While Israel’s flag carrier El Al Airlines has announced it will operate cargo flights to the UAE, it has not yet applied for permits for commercial flights, a spokesman said.Last week, El Al made history by operating the first official flight by a Israeli commercial carrier to the UAE, where officials held US-brokered talks to finalize a pact to open relations.Planes flying between the two countries will be able to fly over Saudi Arabia, significantly cutting down travel time, after the kingdom last week announced all services to and from the UAE can cross its airspace. Topics :
Badminton’s ruling body on Tuesday defended postponing the season’s finale until January — a decision that has sparked an outcry from players — saying it was the “best possible solution” given the coronavirus pandemic.The virus has thrown the badminton calendar into chaos, with officials forced to repeatedly postpone competitions. In the latest change, officials announced last week the three tournaments that make up the Asian leg of the world tour will take place in the Thai capital Bangkok in January. The final tournaments of the 2020 season were originally scheduled for November.Badminton World Federation (BWF) president Poul-Erik Hoyer insisted Tuesday it was the best outcome in a difficult year. “Given the challenges we faced, this was the best possible solution under the circumstances,” he told a press conference.”I am confident that with our safety protocols in place, the three events will kickstart badminton’s successful return in 2021.” Several Danish players — including leading men’s doubles players Anders Skaarup Rasmussen and Kim Astrup — were reported to have reacted angrily to the news of the postponement.Officials have acknowledged that changing the dates could affect world rankings and the 2021 season’s calendar. Still, Badminton Association of Thailand president Patama Leeswadtrakul said strict measures would be in place to ensure the safety of players and officials at the Bangkok tournaments.They included putting a “bubble” in place — like those implemented for the restart of other sports — and requiring players to take virus tests before flying to Bangkok and on arrival.Earlier this month the BWF postponed the showpiece Thomas and Uber Cup after a string of countries withdrew.Topics :
There are polished wooden floorboards throughout.Several years later and before the birth of their second child, the couple added a fourth bedroom, an ensuite, a new living room and a deck.“We’ve put a lot of blood, sweat and tears into this home and created something we think is beautiful,” Mrs Lambert said.The house has living spaces across one level, with four bedrooms, two bathrooms and two separate living areas.Underneath the home is a single lockup garage, a storage area and a water tank. The lounge room opens out to the back deck.More from newsDigital inspection tool proves a property boon for REA website3 Apr 2020The Camira homestead where kids roamed free28 May 2019The couple renovated the home in blocks at a time, initially starting with making the existing home liveable and putting in a new kitchen and bathroom.The home has polished wooden floorboards throughout, and the kitchen has stone benchtops and 2 Pac soft-close cabinetry. This home at 98 Clough St, Mount Gravatt, is up for sale.This 1950s Mt Gravatt home is barely recognisable after more than a decade of renovations. The kitchen has been completely replaced.Sellers Stephen and Angie Lambert had to do a complete overhaul of the 98 Clough St home when they bought it 14 years ago.“It was a deceased estate and the roof and walls were stained from nicotine,” Mrs Lambert said.“We stripped the entire inside.” The pool has a feature glass panel in the side.In 2016, the couple finished the final round of works on the property, landscaping and building the pool.“The pool was finished the day before Christmas so we all jumped in,” Mrs Lambert said.“It’s got a glass panel in the side and the kids like to swim up and do blowfishes on it.”Mrs Lambert said the location of the home was one of the drawcards, with major shopping centres close by, and cafes just a walk away.“If you walk 50m just down to the end of the street there’s a popular cafe called Kith ’n’ Chow,” Mrs Lambert said.Video Player is loading.Play VideoPlayNext playlist itemMuteCurrent Time 0:00/Duration 13:43Loaded: 0%Stream Type LIVESeek to live, currently playing liveLIVERemaining Time -13:43 Playback Rate1xChaptersChaptersDescriptionsdescriptions off, selectedCaptionscaptions settings, opens captions settings dialogcaptions off, selectedQuality Levels576p576p480p480p256p256p228p228pAutoA, selectedAudio Tracken (Main), selectedFullscreenThis is a modal window.Beginning of dialog window. Escape will cancel and close the window.TextColorWhiteBlackRedGreenBlueYellowMagentaCyanTransparencyOpaqueSemi-TransparentBackgroundColorBlackWhiteRedGreenBlueYellowMagentaCyanTransparencyOpaqueSemi-TransparentTransparentWindowColorBlackWhiteRedGreenBlueYellowMagentaCyanTransparencyTransparentSemi-TransparentOpaqueFont Size50%75%100%125%150%175%200%300%400%Text Edge StyleNoneRaisedDepressedUniformDropshadowFont FamilyProportional Sans-SerifMonospace Sans-SerifProportional SerifMonospace SerifCasualScriptSmall CapsReset restore all settings to the default valuesDoneClose Modal DialogEnd of dialog window.This is a modal window. This modal can be closed by pressing the Escape key or activating the close button.Close Modal DialogThis is a modal window. This modal can be closed by pressing the Escape key or activating the close button.PlayMuteCurrent Time 0:00/Duration 0:00Loaded: 0%Stream Type LIVESeek to live, currently playing liveLIVERemaining Time -0:00 Playback Rate1xFullscreenPrestige property with Elizabeth Tilley13:44
Insurance Ireland set out a relatively ambitious timescale for launching the reform, suggesting employers begin by contributing 1% of salary – a payment matched by workers – with each group’s contribution rising by one percentage point a year until contributions total 10%.The five-year timeline is more aggressive than in the UK, where minimum contributions will not rise to 8% until 2019, nearly seven years after auto-enrolment was introduced.Australia’s minimum contribution rate only rose to 9.5% in 2014, 20 years after pension saving was made compulsory.However, both union and employer umbrella groups have previously urged the government to forego planned tax cuts and instead divert the money to the proposed pension system, allowing for its introduction to take place without workers seeing a significant decrease in after-tax pay. The report, which set out a replacement rate of at least 50% when combined with the state pension, also called for a focus on “value for money” rather than low cost at the expense of innovative investment.“Excessive pressure on fees and charges may work against the long-term objective of the universal pension to build adequate savings,” the report noted.It added that a simple pension system would be needed to avoid “unnecessary” costs and achieve “cost containment”.In line with the model employed by New Zealand, where new KiwiSaver accounts are assigned to a panel of providers by the revenue office, the report also backed such a ‘carousel’ option.It called on the industry to ensure the administration of the new system is as simple as possible by funding the development of an administration hub, which could help allow pension savings to follow workers to their new employer, removing the risk of stranded savings.It noted that New Zealand and the UK had decided against such a hub approach and suggested the decision had led to increased costs in the long term.“The Hub could also be used by small employers that do not have a pension provider to collect contributions and transmit them to an investment fund chosen by an employee – or allocated by ‘Carousel’ method,” it said. An additional benefit of the ‘carousel’ option would be removing the need for a provider of last resort – in the UK the National Employment Savings Trust (NEST) – which the report said had been launched by the UK government at “considerable” cost.The recommendations come as Ireland’s minority government, in power since February’s election, pledged to push ahead with pension reform.The Irish regulator, the Pensions Authority, is working on reform proposals in parallel to the work undertaken by the URSG, and is set to discuss its ideas at an industry forum attended by minister Leo Varadkar later this week.,WebsitesWe are not responsible for the content of external sitesLink to ‘Universal Pension For Ireland’ report Ireland’s insurance industry has urged its government to learn from New Zealand and Australia when introducing auto-enrolment and backed contributions rising to 10% within five years.In a wide-ranging report, published as the Universal Retirement Savings Group continues to deliberate on the design of any future supplementary pension scheme, Insurance Ireland called on the government to push ahead with the auto-enrolment reform.Kevin Thompson, the industry group’s chief executive, said the report’s proposals could increase pension coverage dramatically – with estimates that approximately 600,000 Irish workers could end up saving as a result of soft compulsion.“Given our demographics and coverage rates, we urgently need a policy approach that maximises participation, achieves simplification of offering and reduces costs,” Thompson said.