Southern elephant seals Mirounga leonina provide a unique opportunity for examination of parental investment because postpartum pup growth is fueled exclusively by energy from stored reserves in fasting mothers, and the seals are extremely sexually dimorphic as adults. We examined the influence of pup sex, maternal size, and other factors on the variation in postpartum maternal mass change and pup growth. Elephant seals (178 mothers and 445 pups) were weighed during four breeding periods at South Georgia Island. Maternal mass change during lactation increased markedly with the mass of the mother at parturition. Postpartum maternal mass accounted for 75% of the variation in mass loss and 62% of the variation of pup mass at weaning. Size of the pup at birth explained <4% of this variation, and the sex of the pup explained virtually none (<0.1%). The duration of lactation was positively correlated with the pstpartumo mass of mothers, but negatively correlated with the rate of maternal mass loss when corrected for the effect of maternal postpartum mass. Mothers giving birth late in the season had shorter lactation periods than those that gave birth early but seemed to compensate for this by increasing the rate of mass transfer. Average transfer efficiency (pup mass gain/maternal mass loss) was 46±0.5%. Mothers lost, on average, 35% of their postpartum mass during lactation and 40% during the whole breeding period. Females whose postpartum mass increased between seasons increased their expenditure on their pups; females whose postpartum mass decreased, decreased their expenditure. These data from mothers with single pups do not clarify whether differences in investment were controlled by mothers or their offspring. However on three occasions, study females raised two pups in a season. Despite the increased demand, these females did not increase their expenditure, suggesting that levels of investment are maternally controlled. These results show that levels of expenditure in southern elephant seals appear to be determined largely by a single variable: female mass at parturition.
Expansion of the krill fishery in the Scotia Sea – Antarctic Peninsula region beyond the current precautionary catch limit requires the development and assessment of methods for subdividing the regional catch limit amongst smaller spatial units. This contribution compiles parameters for use in the ecosystem dynamic models that are needed to assess these methods. These parameters include life history and krill consumption parameters for the fish, whale, penguin and seal species that feed on krill in this region. Maximum krill transport rates are also derived from the OCCAM global ocean circulation model. This parameter set, like most others, is associated with considerable uncertainty, which must be taken into account when it is used. The sources, assumptions and calculations at every stage of the compilation process are therefore detailed and plausible limits for parameter values are provided where possible. The results suggest that fish are the major krill consumers in all SSMUs, with perciform fish taking as much krill as whales, penguins and fur seals combined and myctophid fish taking double that amount. However estimates of krill consumption per unit predator biomass suggest that this is an order of magnitude higher in penguins and seals than in whales and fish.
An £85m investment in fresh food helped Sainbury’s sales improve by 4.6% in its fourth quarter, the supermarket retailer revealed this morning.Chief executive Justin King claimed the investment was “delivering real results”, as sales of its Basics range increased by 10% and its Taste the Difference also improved by 20%.Sainsbury’s also reported that the training of 18,000 staff at its bakery and food colleges was paying off and had “resulted in sales from our counters growing faster than at any other retailer”.Sainsbury’s said its like-for-like sales (LFLs), excluding fuel, increased by 2.6% in the quarter, topping a good year for the retailer, which saw comparable sales for the year up by 2.1%. As well as the returns from the investment in its food offer, Sainsbury’s said its convenience, online and non-food areas were all showing growth “ahead of the market”.Commenting on the company’s performance, King said: “Our strategy of delivering universal customer appeal is succeeding in the current economic climate. Our unique own-label ranges enable customers to save money when they need to and to treat themselves, their friends and families on special occasions. Through Brand Match, customers are increasingly aware of the great value Sainsbury’s offers. They are inspired by Live Well for Less, which helps them find ways to make their money go further without compromising on quality. We continue to outperform the market and gain market share.”He also highlighted the opportunities ahead with the Diamond Jubilee, Olympics and Paralympics.
Pinterest Twitter IndianaLocalNationalNewsSouth Bend MarketSports Peyton Manning now a finalist for possible Hall of Fame enshrinement WhatsApp Google+ Twitter WhatsApp Facebook Facebook Previous articleNew men-only homeless shelter opens in GoshenNext articleMishawaka is now home to a private school for young soccer players Tommie Lee Google+ An iconic quarterback from the Indianapolis Colts is now a finalist for the Hall Of Fame.In a surprise to no one, Peyton Manning is one of the 15 modern-era finalists for the Hall’s Class of 2021.Manning, a five-time NFL MVP was announced Tuesday evening as a finalist in his first time on the Hall of Fame ballot. It’s widely believed that Manning, who left the Colts for Denver during his 18-year career and Super Bowl rings with both teams, is a shoe-in for enshrinement.He rewrote most of the record books during his career. The Class will be announced during Super Bowl Week in Tampa, Florida next month. Pinterest By Tommie Lee – January 5, 2021 0 207
When Harvard Alumni Association (HAA) President Teresita Alvarez-Bjelland ’76, M.B.A. ’79, took office last year, she had a specific goal in mind: bring together the network of Harvard alumni worldwide to highlight the important role that public service plays in the Harvard community. Over the past year, the HAA joined with thousands of alumni, students, and faculty to celebrate Harvard’s long-standing commitment to public service.“Service is a unifying cause for alumni,” said Alvarez-Bjelland. “As the umbrella organization for all Harvard alumni, the HAA focuses on public service that enables us to participate in worthy projects while also showcasing University-wide initiatives.” Alvarez-Bjelland, who is the HAA’s first Hispanic president and only the second international leader in the role, emphasized the need for Harvard’s continued commitment to service, not just in Cambridge, but nationally and abroad. During her tenure, she met with alumni around the world and spoke with students on campus, spreading the message about public service opportunities available through the HAA.Under the banner “Harvard Serves,” the HAA worked through the year on public service initiatives, including a “Global Month of Service” in April. The HAA travel office integrated this theme into its activities, collaborating with the Phillips Brooks House Association-Alumni (PBHA-A) on a service trip to New Orleans. In addition, the HAA Alumni Education office partnered with the PBHA-A to develop a series of Cambridge-based panel discussions that featured Harvard alumni working toward positive social change.To spotlight Harvard’s commitment to public service while making use of new technologies, the HAA partnered with the Harvard Office of Public Affairs and Communications to create “Public Service on the Map” an interactive Web site where members of the Harvard community list their public service activities and connect with others engaged in public service. Launched as a beta test in April, the map already lists hundreds of public service activities, from all Schools, and on six continents.“For me,” said Alvarez-Bjelland, “it has truly been an inspiring year. Alumni around the world embraced the theme of public service, from recent graduates to alumni who have never been actively engaged with the HAA before.”Incoming HAA President Robert R. Bowie Jr. ’73 plans to continue strengthening the alumni community by exploring some untapped power in the Harvard network. He believes that members of Harvard’s alumni community “are instantly part of a worldwide network of shared experiences and a common history. The HAA is a platform for leveraging the power of that network to help one another, to support lifelong learning, and to engage with the University.”Bowie, a founding member of the law firm Bowie & Jensen LLC and an active participant in the HAA, has served as vice president of both the University-wide and College clusters, as a member-at-large of the executive committee, and as co-chair of the schools and scholarship committee. He is the current first vice president of the HAA. He is also a playwright and poet.Alvarez-Bjelland highlighted key attributes that Bowie will bring to the HAA. “Bob is a loyal alum with years of involvement,” she said. “His dedication and his drive will strengthen the HAA and bring the alumni closer together.”Bowie looks forward to continuing his collaboration with Alvarez-Bjelland in the coming year, as well as with the other past HAA presidents on the executive committee, the HAA board, committees, and staff. “Teresita has included me in a very generous way throughout the past year,” said Bowie, “and I am grateful to be able to draw on the wealth of resources that she and all of the past HAA presidents bring to the HAA.”Bowie plans to combine his commitment to Harvard with his passion for storytelling in the coming year, collecting and sharing alumni experiences through engagement activities across the HAA. These stories will highlight the unique, yet inextricably linked, threads that alumni contribute to Harvard’s social fabric and emphasize the untapped resources that each alumnus/alumna’s experience can provide. The HAA will serve as a conduit through which the diverse members of the alumni community can enrich their own connections with the University and with one another.
Theresa Betancourt, Sc.D. ’03, associate professor of child health and human rights, directs the Research Program on Children and Global Adversity, based at the Harvard T.H. Chan School of Public Health’s Department of Global Health and Population. She has spent more than a decade working in Sierra Leone studying the mental health and well-being of former child soldiers and other war-affected youth, the subject of this recent study. Betancourt is now taking a deeper look at another public health crisis that has ravaged the country — Ebola.What is the goal of this study?We want to understand more about people’s knowledge and perceptions and misperceptions related to Ebola, and relate this to past trauma and current mental health and social trust.Issues around the social context of Ebola are very pressing right now in Sierra Leone, because you have thousands of affected individuals and a growing number of orphans and children affected by Ebola more broadly. We are particularly interested in learning how issues we’ve been studying for some time — such as stigma and social trust in communities — relate to knowledge, attitudes, and behaviors around Ebola prevention. We’re also looking at the mental health consequences of living in Ebola-affected communities and the interplay between past traumas and present-day stressors. Read Full Story
WASHINGTON (AP) — President Joe Biden has signed an executive order revoking a Pentagon policy that largely barred transgender individuals from joining the military. The new order, which Biden signed during a meeting Monday with Defense Secretary Lloyd Austin, overturns a ban ordered by President Donald Trump. It also immediately prohibits any service member from being forced out of the military on the basis of gender identity. Biden’s order says gender identity should not be a bar to military service. “America is stronger, at home and around the world, when it is inclusive. The military is no exception,” the order says.
The eighth-annual Saint Mary’s Dance Marathon, a student-led fundraiser for Riley Hospital for Children in Indianapolis, raised an all-time high amount of funds at this year’s event. Committee members said Saturday’s event in the Angela Athletic Facility raised $104,374.83 for the Hospital. “Seeing the total reveal at the end was so exciting and unexpected,” Dance Marathon president Amy Tiberi said. Tiberi said she first became involved with the event in her high school and developed a passion that she wanted to carry over to her college experience. “I am from the Indianapolis area and was involved with Dance Marathon all throughout high school,” Tiberi said. “It was a very natural transition for me to be a part of the committee here at Saint Mary’s. I have had close friends treated at Riley Hospital, so there is that personal connection, but really just seeing how much this hospital positively affects lives is enough for me to want to be involved.” She said the committee hosts several fundraisers throughout the academic year, but the marathon is its most well-known campus fundraiser. “Each year we pick a theme for Dance Marathon and throughout the year we raise money through sponsors and local business support,” Tiberi said. “This year the theme was ‘Rock of Ages’ and we went in with the goal of raising $88,000.” Tiberi said the event gives students who are not on the committee the chance to fundraise for the cause. “I knew I couldn’t be a board member, but at the same time I wanted very much to be a part of this marathon because it is for such a great cause,” senior Gabriell Sabatini said. “I was able to sign up as a dancer and raise about $200 for the Riley Hospital”. This year the marathon featured music, dancing, games, crafts and other entertainment. Tiberi said she encouraged students from other area colleges to come, as well as members of the community. An estimated 300 people attended the event. Salon Rouge, a local salon, sponsored a table at the event giving away gift bags and offering services for a low price. “We are a small business in town and we want the community to know we are here to help,” manager Ann Malencia said. “We are not just here to make money. You never know the background of the person walking through the door of the salon and we want to show the community we are here to listen and we are here to help.” Tiberi said most participants’ favorite part of the marathon is when local Riley families come in and share their stories to the crowd. Gary Newcomb, whose child receives treatment at Riley, publicly shared the story of his daughter, Emily, for the first time. “About eight months ago, after a misdiagnosis from a local hospital, Emily had to be rushed to Riley Hospital where they found out her liver was very enlarged and tumors were on it,” Newcomb said. “A couple of months later we received a phone call saying Emily had fluid in her brain.” Newcomb said he and his wife “literally thought we were watching her [Emily] pass in front of us”. But after two brain surgeries, Newcomb said Emily is in the recovering process thanks to the compassion and care of the staff at Riley Hospital. “Her brain surgeries were right around Christmas time and we mentioned to the staff we were unable to get a family picture with Santa,” Newcomb said. “After Emily was out of her second surgery a nurse came and got us. One of the doctors, not even Emily’s, drove to his house to pick up a Santa costume and came back to the hospital so we could get our family picture. This is just one example of the compassion of the Riley staff.” Newcomb thanked the crowd and said Riley families hugely appreciate fundraising events like Dance Marathon. “Emily is easily over a million-dollar baby,” Newcomb said. “Without this type of monetary support we really don’t know what we would have done.” Mother Brooke Young also spoke about her son, Seth, and his experience with the hospital. “One minute we were packing for a family vacation to Texas and the next minute our world was turned upside down,” Young said. “We received a phone call from Seth’s doctor saying there were abnormalities in Seth’s bloodwork. He was admitted to Riley hospital and we were told our 12-year-old son has Acute Lymphoblastic Leukemia.” Young said her family was “forced to endure a journey they never thought they would be taking”, but the hospital staff at Riley was there to throughout its duration. “We have developed loving relationships with the nursing staff at Riley hospital,” Young said. “They have become what we consider parts of our extended family.” Young ended her story by thanking the crowd and the Saint Mary’s organizers of Dance Marathon. “Know what you are doing is absolutely amazing,” Young said. “You are truly helping families. Never doubt the Riley staff. They are an army of amazing people and have a true compassion for the children they care for.” Tiberi said these are the stories and the people her committee works for. “It truly is a good cause,” Tiberi said. “I can’t wait to see the passion for Dance Marathon continue to pour out next year.”
Since taking office April 1, student body president and vice president Alex Coccia and Nancy Joyce have checked off items left and right. Recent initiatives included supporting University admissions policies to welcome undocumented students to campus, a week of awareness for mental health issues facing students and a coffee cart installed in DeBartolo Hall, all of which were goals included in their campaign platform. Though they have made progress through the concrete to-do list, Joyce said they are most proud of their success in engaging students who were not typically involved in student government. “I’m really proud of the fact that we’ve gotten a lot of involvement from people, even outside of any sort of formalized committees,” Joyce said. “I think we’ve done a pretty good job of trying to involve people who have opinions but who aren’t necessarily interested in being involved with student government, and that’s really what we wanted to do from Day One.” Coccia said personal, one-on-one interaction with members of the Notre Dame community has been key to his administration’s policy-making. “Even at the very beginning, we focused on how we approach one-on-one meetings and making sure we’re doing a lot of those with students and administrators, to not only get initiatives going, but also to build important relationships,” he said. “We do that every week with both administrators and students, and that has just come in immensely handy and has just been a powerful, powerful method for really working with students to get change going and build trust.” Setting a standard Engaging in social media and working to reach students where they are has been a crucial aspect of the administration’s leadership, Coccia said. Joyce said during their term, they have been trying to “raise the expectations of what student government should be on campus.” “I think we’ve made a very concerted effort to engage freshmen, which is really important because now, for the next four years, the expectation of that and of every successive class is for a student government that reaches out to them and gives personal invitations to various invitations, a group that is known to them,” she said. “On a more macro level of what student government is, we’ve really tried to make it something that people can expect a lot from, and that we deliver on it. “Hopefully going forward, that bar has been raised a little bit.” Juan Rangel, chief of staff for this year’s administration, said he has been “pleasantly surprised” by the level of student involvement and cooperation on campus. “Students are really engaged on campus, not necessarily in a formalized way, but even just in the ways that we can reach them, whether through social networks like Facebook and Twitter or in events that we host,” Rangel said. “Students are more aware that student government is active and that we’re actively trying to meet their needs in any way. I think that’s definitely something to be proud of.” ‘Using the momentum’ Coccia said he attributes much of the group’s success in tackling the initiatives on the platform to the constant connection and interaction between members of the executive cabinet and with students outside the organization. “If someone sends us an idea, we’re typically going to follow up on that and try to get a better sense of what their thoughts are and how they see student government fitting into that,” he said. “I think the sexual assault [initiatives] are a great example of that. We definitely had that on our platform, but as something that we wanted to work on in whatever capacity we could.” Joyce said when examining ideas and reviewing priorities, at the end of the day, they “always go back to the platform.” “But at the same time, I think there’s been a lot that’s come up since we’ve been in office that had been generated by people coming up to us and saying ‘Look, I have this idea’ or ‘I see this happening this way,’ and I think we need that,” she said. “We make that a priority.” The relationships built between administrators and student government have proven “really encouraging,” Coccia said. “Ultimately, I think administrators are impressed by student ideas, and so when we bring something to them like the coffee cart idea, more often than not, they want to get it done,” he said. “Where student government comes in is just to be the best partner we can.” Rangel said their work often opens their eyes to the inner workings of the University, providing a unique view on the behind-the-scenes action. Coccia said he finds the activity across the strata exciting. “It’s certainly been encouraging for me to see on all levels of the University the number of moving parts on various initiatives,” he said. “It really does become kind of a team effort across the University, because as students, we’re all here to have a great learning experience and learning environment, and the administrators know that students are the reason they’re here as well.” Reviewing the semester Although the group members are pleased with their work to date, Joyce said they will revisit and review their remaining agenda items to pick up after winter break. “When we started, we had this huge platform of things we wanted to get done, and we have gotten a lot done, but we certainly think that there are more things for us to accomplish,” she said. “Part of being efficient in the next three months will be picking some of those things and prioritizing some of them. “I think that we may not get every single thing checked off of our platform, so we want to make sure that we’re getting as much done as we can and doing the most things that students feel are important.” Coccia said he hopes the recommendations made in the Oct. 17 report to the Student Affairs Committee of the Board of Trustees will help sustain some of the long-term projects beyond the one-year time frame in which they will hold office. “Hopefully, this and the next board report in May will lay a blueprint of recommendations for future administrations,” he said. “Ultimately, what we’re trying to do is address the issues and bring the conversation up in a way that is going to prolong it and make sure it is sustained.” To increase the scope of projects, collaboration with groups outside student government has been a “huge success,” Joyce said. “We’ve really tried to reach out to lots of different people, in the dorms, all the clubs and the administration,” she said. “I think it’s important to realize that student government can work with other people.” ‘Above and beyond’ In addition to representing the student body, Coccia was a 2013 Truman scholar and a finalist for both the Rhodes and the Marshall scholarships. Joyce said his leadership so far has exemplified “setting the tone at the top.” “Alex would never say this because he’s too humble, but the leadership comes from the top, and his get-it-done attitude and his ability to really go out and figure out what it is that we can be doing is where the inspiration comes from for everybody else,” she said. “I doubt that there are very many people on campus who don’t recognize Alex, and I think that really says a lot. “He’s done such an incredible job of getting out and talking to people one-on-one and making people feel like their concerns are our concerns, because they are. I know as a team, there’s a lot that we’ve done, but it certainly would not be the same without him, so I hope people know that.” Coccia said the group is “enjoying every day” and is excited to return to campus in January to finish the term strong. “We’re loving it. We’re having a lot of fun,” he said. “There are certainly frustrating days, and I think we recognize that things sometimes take more time than what we want, but it’s been really fun.” Grade: A The Coccia-Joyce administration has exceeded their goal of “raising the expectation of what student government should be on campus,” as Joyce said. Having enacted tangible changes, they have already left a unique legacy on Notre Dame and have set a new standard of excellence in the student government office. The accessible and energetic leadership style exemplified by Coccia, Joyce and their cabinet makes them effective leaders and connects them to their constituents’ needs. Contact Ann Marie Jakubowski at [email protected]
57SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Elizabeth Rowe Elizabeth Rowe is PSCU’s financial services strategist and has been engaged by the intersection of technology, financial services, and household finance for over 20 years. Web: www.pscu.com Details Credit unions have access to an enormous trove of analytical inputs that can help them better understand their own members’ purchasing behaviors. After all, we need only crunch checking account, debit card and credit card activity to see members’ monthly bill payment patterns and a large chunk of members’ retail purchasing behaviors. However, we are still missing cash. Since cash is still used for almost all purchases under $2 and approximately half of all purchases under $50, clearly, there is an entire world of members’ commercial behavior that is largely invisible to credit unions. Having access to actual consumer payments activities at a retailer is enormously helpful to credit unions looking to better understand how their members use cash or plastic in their own geographical footprint, the timeframes during which those members make larger ticket purchases and how payment method preferences change over time.PSCU is leveraging recent research from the Federal Reserve Bank of Richmond that tracks actual transaction level data of billions of transactions at the thousands of locations of a national discount retailer. The two tranches of research have examined five years of activity (2010 to 2015). Here are the key findings:Your realtor was right – location is everything. While there was almost no variation in the use of cash for purchases under $2, there was significant variation in the use of cash for larger purchases. For transactions over $50, cash use ranged from 30 percent at one location to over 55 percent at another. One of the findings is that consumers in rural zip codes were less likely to use cash if a financial institution’s branch was near by (they found it easy to make deposits and then to access funds via a debit card). The consumers most likely to use cash were urban and suburban and living in branch- and ATM-rich neighborhoods. The researchers determined that having ready access to ATMs made it easier to always have cash on hand and to use cash even for more expensive purchases. For credit unions, the problems with cash are that it doesn’t provide transaction level data that can be used to enhance relationships with members, it does not generate interchange and most importantly, it provides absolutely no protections for members against loss or theft of their funds. It’s incumbent on credit unions to create and communicate a narrative emphasizing the value and safety of debit transactions if the retail financial services system is to supplant cash at POS. Days of the week have a huge impact on the amount of money consumers spend during shopping trips. Researchers found that consumers were least likely to spend $50 or more on Sunday, Monday and Tuesday and were 40 percent more likely to spend that amount on Friday and Saturday.Days of the month also impact spending patterns, with larger dollar purchasing concentrated towards the beginning of the month. The slowest days for larger ticket purchasing are the last five to six days of the month, and the difference between the most and the least active days for those purchases over $50 is greater than 50 percent.The overlay of these two calendar trends is that the first Friday and Saturday of every month are the most popular days for spending on larger purchases, while the last Monday and Tuesday of a month have the lowest spending activity.Bottom line? Fintech and banks are not credit unions’ only competitors. Cash remains the largest payments competitor credit unions have for purchases under $50. While there has been a payments system migration from cash to debit (that rate is approximately 3 percent a year), cash is still used for 70 percent of smaller dollar transactions (at the retailer studied by the Richmond Fed economists), which means credit unions still have an enormous opportunity to move cash transactions to debit. Emphasizing the ubiquity of debit card acceptance, debit rewards and the safety and security of debit cards and debit transactions remain key to payment strategies.