Governor Shumlin to refocus state’s relationship with UVM

first_imgUniversity of Vermont,Vermont Governor Peter Shumlin gave the following address regarding the state of Vermont’s relationship with the University of Vermont. The public policy initiative, which would include the state college system, is to better focus the limited financial resources the state has into ‘maximum return on investment,’ as the governor put it, with particular focus on advancing science, engineering, technology and mathematics education.To this end, he announced a working group comprised of prominent Vermonters with ties to UVM and led by Nick Donofrio, a former top executive at IBM in Vermont. They are charged with identifying key issues between the state and the university and making recommendations that will be presented to the governor and the new UVM president next July. UVM Interim President John Bramley is also a member of the group.Shumlin made his remarks Tuesday afternoon at the Hoehl Gallery at the UVM College of Medicine.Remarks by Governor Peter ShumlinUniversity of VermontNovember 8, 2011Good afternoon and thank you for being here. I am here today on the University of Vermont campus to talk about the future of the university and its essential relationship with the state of Vermont. This is a topic that means a lot to me. I am convinced that Vermont can become known nationally as the Education State in the coming years, and that UVM will play a critical role in that evolution.To be clear, the state of higher education in Vermont is already strong. In addition to UVM, our state colleges and independent colleges consistently rank among the top in the nation. Young Vermonters and students from across the country are receiving a world-class education right now in the Green Mountain State. These schools have a $3 billion impact annually on Vermont’s economy.Since my focus today is on UVM, let me say a few words specifically about the University and its unique role in our state. UVM is a state treasure and a huge asset. It is the state’s only research university, contributing $1 billion a year to our economy. It retains and graduates Vermont students at record rates, and attracts thousands of young from across the nation and the world to study and live here. Its research and knowledge creation is key to Vermont’s future. Nearly 30,000 UVM graduates live and work here, contributing every day to our state’s quality of life.Just take a look at UVM’s vision and mission and you will hope, like I do, that the University succeeds in fulfilling them for the benefit of its students, our state, and our nation.UVM’s vision is, and I quote, ‘To be among the nation’s premier small research universities, preeminent in our comprehensive commitment to liberal education, environment, health, and public service.’The university’s mission is ‘To create, evaluate, share, and apply knowledge and to prepare students to be accountable leaders who will bring to their work dedication to the global community, a grasp of complexity, effective problem-solving and communication skills, and an enduring commitment to learning and ethical conduct.’Look around Vermont right now, and you will find the spirit of this mission hard at work. This University produces one of the best trained workforces in the country. Some of you may have heard of UVM graduates Briar and Adam Alpert. Their father, a UVM faculty member, founded BioTek Instruments, a cutting-edge manufacturer of medical equipment right here in Vermont. Briar and Adam have since taken over the company, and as creative entrepreneurs, they have made BioTek one of the best places to work in the state and business has thrived.Similarly, Steve Arms is the founder, President and CEO of MicroStrain, a company which develops and manufactures miniature sensors. Andrew Meyer has been busy since he graduated from UVM, founding the Center for an Agricultural Economy and helping to usher in a new era of innovative, value-added agriculture in Vermont. Other Vermont business leaders produced by this University include Jan Blittersdorf, President and CEO of NRG Systems, David Blittersdorf, President and CEO of AllEarth Renewables, Janette Bombardier, head of IBM’s Essex Plant, and the Pizzagalli brothers, leaders of PC Construction, one of the nation´s largest employee-owned contractors. UVM graduate Rich Tarrant is CEO and founder, with his two brothers, Jerry and Brian ‘ also graduates of the university — of Internet software firm MyWebGrocer. The list is endless.Because the futures of UVM and the state of Vermont are inextricably linked, I believe it is both appropriate and timely to take a hard look at the relationship between the state and the university. Vermont has always had limited resources to fund higher education in general and UVM in particular ‘ a reality made more stark by the continuing recession and the devastating impact of Tropical Storm Irene.The limited state resources we have available must be invested in Vermont’s only research university in strategically focused ways that have the maximum return on investment for Vermont and Vermonters. We have debated how UVM is funded and governed, but not taken action in nearly 60 years. The time to do so is now, with a strong sense of creativity, common sense, and focus on what is good for the future of both the state and the university.Before I lay out a proposal to examine the important relationship between the state and UVM, let me offer a brief historical context.The University of Vermont became public in 1955. At that time, there was no Vermont State College System and no Vermont Student Assistance Corporation. Since 1955, state funds for UVM have been spent in three basic ways: tuition offsets for Vermonters, support for the College of Medicine, and funding for Agricultural services. This year’s state appropriation was about $40 million, with an additional $1.8 million for capital expenditures. While these public dollars represent a small fraction of the combined revenues that support UVM’s $600 million plus operation, both UVM officials and I believe that it is very important that these funds be invested wisely and strategically to advance Vermonters job opportunities.I have made no secret of my concerns about some of the spending priorities UVM has made in recent years. Those concerns have been widely reported in the press, and I stand by those observations. I have said throughout some of these recent controversies, however, that my interest is not in criticizing the University for the sake of argument, but because I believe, working together, we can devise strategies for spending state dollars that produce better results for UVM, for our business community, and for the state.I believe these spending strategies should focus on a set of priorities that require making some hard long-term choices. These priorities include:â ¢ Preparing students for the jobs of the future by providing greater focus on the sciences, engineering, technology and mathematics.â ¢ Connecting the power of the research university and its educational programs to support and expand partnerships in the state’s business sector and economy.â ¢ Maintaining and innovating the essential infrastructure in agriculture that supports our economy and way of life, and fosters Vermont’s bright future as a quality food producer.â ¢ Supporting the transition to a health care system that contains costs, takes the burden off employers and strengthens health care delivery to keep Vermonters healthy.â ¢ Capitalizing on UVM’s leadership in environmental and complex systems ‘ systems that address one of my top priorities, the reality of our changing climate – by expanding its academic programs and offerings in climate change. I have long believed that the University can become a top national leader in this arena and am optimistic about the entrepreneurial opportunities in confronting climate change.â ¢ Preparing our students not only to get good jobs in Vermont when they graduate from UVM, but also for students to go out and create those good jobs as burgeoning entrepreneurs.â ¢ Collaborating with the Vermont State Colleges to ensure that our system of higher education is maximizing opportunities for students, limiting duplication, and increasing access, particularly for first generation college students.Since John Bramley became Interim President at UVM this summer, he and I have been engaged in a dialogue about these priorities and the relationship between the University and the state. While we may not agree on all issues regarding that relationship, I believe John and I share very similar views about the need to take a hard and realistic look at how we work together in the coming years and decades.Specifically, John and I agree that the current situation is not sustainable for the University or its students. We can do a better job of investing scarce state dollars in the disciplines and research that will be the economic engines of the next century. In my view, we are falling short of our goal of maximizing our return on state investment.A new strategy is needed, and today I am announcing a framework for developing that strategy.I have asked a group of eight highly skilled individuals with expertise in a wide range of disciplines, all of whom have deep ties with Vermont or the University of Vermont, to serve as an advisory group that develops ways to maximize the relationship between the University and the state.This group will be asked to examine a set of key issues related to that relationship, and provide recommendations to me and the incoming President of the University by July of next year. Their areas of focus will include, but not be limited to, the following areas:1. The differing roles of the University of Vermont and the Vermont State Colleges, and the implications and opportunities for program consolidation, reduction in duplication, and cost savings.2. Opportunities for public investment in high state priority programs and targeted scholarships at UVM with maximum return on investment, such as science, technology, engineering, and math.3. Directed scholarships in certain disciplines, incentives to stay in Vermont or return to Vermont.4. Other alternative, strategic approaches to focus and strengthen the relationship between UVM and Vermont for mutual benefit, including maximizing spires of excellence, innovation and job growth.The goal of this process is to engage in a strategic, data-driven dialogue that leads to specific, workable, and realistic outcomes.The group will meet regularly, both in person and virtually, and submit their recommendations to me and to the new UVM president taking office next summer. It will include the following individuals:â ¢ Nick Donofrio, chair. Nick is an innovator and entrepreneur and is the former Executive Vice President for Innovation and Technology at IBM and former General Manager of IBM’s plant in Essex.â ¢ Deb Granquist. Deb is a former banker and retired attorney who runs a consulting company to support non-profits. She is active in philanthropy and civic affairs and chairs several local and state boards.â ¢ Bill Wachtel. Bill is a UVM grad, attorney and founding partner of Wachtel & Masyr in New York. He is also the founder of several progressive organizations such as ‘Why Tuesday?, a non-partisan organization to increase voter turnout.â ¢ Peggy Williams. Peggy is President Amerita of Ithaca College and also served as President of Lyndon State College. Another UVM graduate, she holds several leadership positions in national organizations and promotes volunteerism, sustainability, diversity, and civil rights.â ¢ Emerson Lynn. Emerson is the editor-co-publisher of The St. Albans Messenger and co-publisher of The Milton Independent, The Essex Reporter and The Colchester Sun.â ¢ Bill Gilbert. Bill has served as a Trustee of the University of Vermont and has also served Vermont in a variety of notable public positions including Secretary of Administration for the late Gov. Richard Snelling.â ¢ Alma Arteaga. Alma is a junior at UVM majoring in Economics and Environmental Policy and Development and is active on issues impacting UVM and its students.â ¢ John Bramley will also serve as an ex-oficio member of the group.I am confident that these eight outstanding leaders in their fields will produce a thoughtful, provocative, compelling set of recommendations that the state and the University can implement in a timely manner.Let me close by reiterating my strong belief that the partnership between the University of Vermont and the state of Vermont is one that will continue to strengthen in the years ahead. UVM is an essential part of the Vermont culture, economy, and identity and will remain a top priority of the state of Vermont for my administration and many administrations to come.It is with tremendous optimism that I propose this re-examination of the relationship between the state and the University. We have a great opportunity to strengthen an already vibrant relationship. Working together, we will seize it.- 30 –last_img read more

Cronut Craze Sparks LI Donut-Pastry (R)Evolution

first_imgSign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York The craze that ensued after Scott Bollman introduced his latest magical pastry concoction at The Cheese Emporium & Cafe was totally unintended, he swears.The shop, known for, well, its cheese and other delectable delights, introduced the Sconut as a spoof on the immensely popular Cronut, a crunchy donut-croissant hybrid ingeniously imagined by Chef Dominique Ansel in Manhattan.The staff unveiled the scone-donut combination during the summer of 2013, and the donut on steroids—figuratively speaking, of course—flew off his shelves by the dozens, every day. Bollman, who now laughs about the Sconut obsession, has firmly entrenched himself in the donut-hybrid craze gripping America.“How many people have done this already?” he asks, excitedly. “It was just a silly trend that took notice; I don’t know how it came to be something so blown up.”Actually, while Bollman was in the process of introducing the Sconut to the masses, he turned to his father one day, and jokingly or not, prophesized: “‘Watch people go crazy over this.’”“I didn’t think it would get any press!” he laughs.Bollman, chef and co-owner of The Cheese Emporium, which will celebrate its 40-year anniversary in idyllic Greenport Village, admits his creation was born from Ansel’s Cronut.Fiorello Dolce’s French Donut, a croissant-donut hybrid, became an instant favorite when baker Gerard Fioravanti introduced them eight months ago.But he’s not the only Long Islander developing specialty donuts that have customers yearning for more. Over in Huntington at Fiorello Dolce, owner Gerard Fioravanti finally granted his customers’ wishes and introduced his own croissant-donut pastry, which he calls the French Donut. It comes in about a half-dozen different styles, and all are absolutely mouthwatering. Shoot out to Spiga Bakery in Bellmore and ask co-owners/brothers Robert and Luca Caravello for the Inis—a heavenly Sicilian-Zeppoli donut stuffed with cannoli cream and Ricotta and coated in sugar. Mangia, mangia!Their creativity shines in these tasty creations.“I didn’t even want to make rainbow cookies,” says Fioravanti, who grew up in the Bronx, studied at the French Culinary Institute in Manhattan, worked at a French pastry shop in the city, and visited France, where he soaked in the culture. “I didn’t want to be the typical baker.”“We decided to bring that here to Huntington,” he says on a brisk afternoon inside his cozy bakery, a jubilant aroma of desserts wafting joyously throughout the small shop.Fiorvanti’s French Donuts made its way to the shelves about eight months ago, after customers familiar with the Cronut inquired if he made them.The Cheese Emporium’s Sconut has become wildly popular, selling by the dozens. each day. (Photo credit: The Cheese Emporium)They became a crowd-pleaser almost immediately.Fiorvanti’s favorite is the Salted Caramel French Donut, a palate-pleasing crunch of salty-and-sweet flavors that mingle and dance upon the taste buds like soul mates who’ve at long last found one another after eternities apart.On any given day, customers can walk in and find a host of other flavors: Caramel with Pears and Candied Ginger, Chocolate Raspberry (he only uses raspberry jam from Switzerland), Belgium Chocolate, Nutella with Applewood Smoked Bacon and Vermont Maple Syrup, and Peanut Butter and Jelly with Banana, drizzled with chocolate (affectionately known in the Press newsroom as “The Elvis”).Fiorvanti follows the same strict philosophy with his French Donuts as with the dozens of other items served at Fiorello Dolce: Nothing is fried.“Baking is healthier for you,” he adds.The homely Italian Spiga Bakery, run by the Caravello Brothers and nestled in a small shopping center in Bellmore, is known for its prosciutto bread, among other fresh, inviting baked goodies. Robert and Luca have been baking since they were children.Robert Caravello, 41, majored in American Literature in college but was drawn to the family business.“Because it’s a family-run business, because it’s something that’s been passed down, we take a lot of pride in it,” Caravello says. “If we don’t like something or if we don’t like the way it came out, we don’t look at the cost of throwing it out. We look at the cost of putting it out and people not liking it.”Spiga offers about a dozen types of donuts at any given time—Banana Custard and Nutella, Italian Custard with Ganache (their take on the Boston Cream), Vanilla Sprinkles, and everyone’s favorite, the venerable Jelly Donut—including seasonal donuts that allow the baking brothers to get their creative juices flowing.During New Year’s they sold a champagne-glazed donut coated in edible glitter, a glitzy dessert that turned heads and became an immediate hit.But it’s the Inis that is well on its way to surpass Spiga’s Banana Nutella option as the top-selling donut on the menu.The donut is fried on the outside, yet the dough is soft and moist inside. Every bite is a glorious awakening that shocks the body and hangs around until the journey takes you to the delicious cannoli cream-filling finale heaven.“It goes down better, it feels better, it tastes better,” says Caravello, comparing Spiga’s donuts to the mass-produced varieties. “You can tell it’s a custard that hasn’t been sitting in a refrigerator. It’s been taken care of properly.”Spiga Bakery co-owner Luca Caravello and his brother Robert have become known for their delicious donuts, most notably, the Inis, a Sicilian Zeppoli delight. (Rashed Mian/Long Island Press)But those wanting to relish the Inis’ supreme hybrid glory must arrive early, warns Caravello, for the magic pastries vanish almost as soon as they are laid out for sale!Out on the North Fork, Greenport’s The Cheese Emporium had been churning out scones for years before Bollman combined it with donuts.Visitors of the four-decade-old shop can try a variety of Sconuts: Chocolate Chip, Cinnamon Raisin, or a fruit-based option.“People enjoy it; we glaze it, we do different types, different flavors…and it became very popular,” Bollman says. “We pretty much make any type.”It’s become so popular that the shop now offers deliveries through Bollman’s wife’s online business (Farm2KitchenLongIsland).When he first launched his superstar hybrid donut, he started fielding calls from NPR and other media outlets, hungry to hear its scrumptious history (and undoubtedly sample a few). An idea born out of a spoof has turned his family-run business into a must-visit shop in Greenport, and the Sconut craze doesn’t seem to be going away anytime soon.“It became a mainstay,” he says.last_img read more

How to mentally recharge when you can’t get away

first_img 26SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Wendy Moody Wendy Moody is a Senior Editor with Wendy works with the editorial team to help edit the content including current news, press releases, jobs and events. She keeps … Web: Details Let’s face it: we all need to get away once in a while. Unfortunately sometimes we don’t have the luxury of taking time away from the office. Whether it’s because you’ve used up your vacation days or you’re just too busy at work, not getting in real time away from the office can be a drag. Even if an actual vacation isn’t in the near future, follow these tips for mentally recharging when you can’t get away.Change your sceneryAlthough you can’t be on the beach with your toes in the sand, you can still do certain things to your surroundings to positively affect your mood. Start small and rearrange your work space for a clear head and a fresh start. De-clutter your desk, add a small plant, or bring in a personal photo to brighten your day. If you are able to move around the office more freely, grab a seat by the window or work outside in the sunshine.Reset your scheduleIf you’re feeling burnt out and in need of a vacation, chances are it’s a result of your monotonous schedule. We thrive on regime and structure, but everyone needs a break from time to time. If you can’t take a trip out of town, do little things in your life to break up your routine. Take your lunch break at a different time each day. Work out in the morning instead of after work. Moving your routine around ever so slightly can help you to feel refreshed and can break you out of the predictable patterns that are causing you to feel unmotivated.Get unpluggedFor most of us, turning off our devices and really stepping away from technology are major perks of vacation time. But, just because you can’t take a trip doesn’t mean you can’t unplug at various times during the day. Constantly feeling connected can make us feel overwhelmed and edgy. So, instead of scrolling through social media during downtime, get outdoors! Enjoy quality family time and engage with one another personally. You’ll be amazed how much better you’ll feel just by simply stepping back from the swiping and scrolling.last_img read more

Hampshire seeks managers for £660m multi-asset credit mandates

first_imgThe £6.6bn (€7.5bn) Hampshire Pension Fund is seeking three managers to run a new 10% allocation to multi-asset credit.The fund – part of the UK’s Local Government Pension Scheme (LGPS) – is looking to invest primarily in high-yield fixed income and floating-rate corporate debt of North American and European companies, including loans and bonds, according to a tender notice. Managers could invest on an opportunistic basis in other debt instruments, such as debt and equity tranches of collateralised loan obligations, mortgage-backed securities and other asset-backed securities, Hampshire said. This would be limited to 25% of the portfolio.Exposure to lower yielding investment grade credit will be a function of volatility management rather than for income generation, the pension fund said. The cathedral in Winchester, seat of Hampshire County CouncilThe local authority scheme said it would consider investing on either a segregated or pooled fund basis. Any pooled fund must have a minimum of monthly liquidity.Interested parties should manage at least £3bn in actively managed multi-asset credit mandates and, at a minimum, have a lead manager who has managed global multi-asset fixed income mandates for more than 10 years and have a track record of more than three years within the applying firm.Management fees including all other fees and expenses should be below 50 basis points a year.As at 31 March 2017 Hampshire had a 58% allocation to equities and a 27.5% allocation to fixed income. It is also invested in UK and European property (6.7%) and alternative investments (7.3%).The pension fund was valued at £6.6bn at the end of March this year.Hampshire is part of the ACCESS asset pool formed by 11 LGPS funds. In March the £41bn group appointed Link Fund Solutions to run its pooled assets. UBS was awarded a £11bn passive management mandate for ACCESS in October last year. All currency exposure is to be hedged back to sterling. Interest rate duration should be around two years.last_img read more