2014 University-wide Sustainability Plan released, focused on climate, health, and living lab 2008 Initial climate goal announced at celebration with Al Gore attended by 15,000, targeting 30% reduction in absolute emissions from 2006 to 2016 2004 Sustainability Principles adopted A new Harvard University climate action plan, announced by Harvard President Drew Faust today, clears an ambitious path forward to shift campus operations further away from fossil fuels. The plan includes two significant science-based targets to reduce emissions dramatically: a long-term goal to be fossil-fuel-free by 2050, and a short-term one to be fossil-fuel-neutral by 2026.The plan builds on Harvard’s previous 10-year climate goal, achieved in 2016, to reduce on-campus greenhouse gas emissions by 30 percent, despite a square footage increase of 12 percent during that period. Following this milestone, Faust appointed a climate change task force composed of a multidisciplinary group of faculty experts, senior administrators, and students to help the University envision a new set of climate commitments to define its work on campus over the next several decades.The task force was co-chaired by Rebecca Henderson, the John and Natty McArthur University Professor at Harvard Business School; Bill Clark, the Harvey Brooks Professor of International Science, Public Policy, and Human Development at Harvard Kennedy School; and Harvard Executive Vice President Katie Lapp. The task force recently completed its work and delivered its recommendations to Faust. These recommendations provided the blueprint for the new plan.In an interview, Henderson, Clark, and Lapp talked with the Gazette about the recommendations, the research and thinking behind them, and some highlights of the plan.Q&ARebecca Henderson, Bill Clark & Katie LappGAZETTE: The climate change task force recently delivered its report to President Faust, outlining its recommendations for the next stage of Harvard’s climate commitment. Before we dive into the specific recommendations, can you touch on the broader scientific and societal context in which the group considered them?HENDERSON: I think the most direct answer is that the world is in crisis, that the climate is changing faster than scientists hoped it would. All the projections suggested that there would be impacts, but everything’s happening at the high end of the original scientific consensus. What’s most dramatic, and perhaps most salient, is the huge storms that hit the Caribbean and Texas last summer. And while one can’t ascribe any single storm to the effects of climate change, what the scientists said is these kinds of events would become more frequent and more severe.CLARK: We seem to be edging up on a pivot point in the notion that fossil fuels are an inevitable, necessary evil that you have to stay with. We are facing a time when the notion of shifting the world’s foundations for energy choices in a more sustainable, life-friendly direction is feasible technologically, economically, and politically.Bill Clark of the Kennedy School and Rebecca Henderson of the Business School are faculty co-chairs of the Climate Change Task Force that made recommendations for the next stage of the University’s climate commitment. Rose Lincoln/Harvard Staff PhotographerGAZETTE: So, given this context, can you describe some of the task force’s central findings that were the foundation of the recommendations?CLARK: For any energy choice Harvard makes, the task force found that while there are substantial climate implications, there are also substantial implications through other pollutants for health, ecosystem, agriculture, productivity, and materials. Not only are there climate reasons to shift away from fossil fuels, but there are other reasons that are important to consider when you realize that the same choices you make are going to have broader implications.An analysis done by the task force found that the full scope of damages associated with Harvard using fossil fuels to provide the energy services it needs to perform its mission are at least $25 million a year. Of that total, perhaps three-quarters is due to the impact of fossil fuels on the climate, and the rest is associated with costs related to the human health effects of other pollutants. Nobody questions Harvard’s need for energy services to fulfill its mission, but we found it extremely sobering to think that we’re getting our energy in ways that are creating that much damage to society. Surely, we should be looking for ways to meet our energy needs while reducing those associated damages to the climate, public health, and the environment. “We are facing a time when the notion of shifting the world’s foundations for energy choices in a more sustainable, life-friendly direction is feasible technologically, economically, and politically.” — Bill Clark 2016 Campus Sustainability Innovation Fund and Climate Change Solutions Living Lab course launched GAZETTE: How do you imagine Harvard might begin to operationalize these new goals?HENDERSON: The committee recommended that the University implement a surcharge on fossil-fuel consumption on the campus in order to fund becoming fossil-fuel-neutral by 2026. A surcharge is conceptually equivalent to what many people have talked about as a carbon tax. One way to think about it is: Every time I turn on a light, I’m not only lighting the room, but I’m creating some damages. The goal of a surcharge or a carbon tax would be to ask you to pay a little bit toward that.Now, if you simply were to impose a surcharge on fossil-fuel use that was equivalent to the damages we were causing, that’s a very big number — we’re certainly not recommending anything like that.CLARK: In terms of how to implement a surcharge on campus, there are a set of questions that will need to be answered through ongoing research and in close coordination with the University’s Schools and departments. These include what the size of this surcharge should be and how the revenues might be used, for example, in stimulating or incentivizing the development of low-fossil-fuel, low-emissions technologies and practices on campus. There are many faculty experts on our campus who are well-positioned to contribute to this research endeavor.GAZETTE: Katie, the University faces competing demands on shrinking resources, especially in light of the tax on endowments included in the recent federal tax bill. How will these new climate goals fit into the difficult decisions that Harvard administrators are making and will need to make about how to spend our limited resources?LAPP: As with any major goals set by the University, we will strive to meet the commitments set forth in the task force’s recommendations. While ambitious, I think they are achievable. The fact is, we met our previous climate goal through smart investments in energy conservation that reduced emissions and resulted in millions of dollars of cost savings to the University. We will continue our focus on energy efficiency, particularly as new technology becomes available. And as we did with the previous goal, we will undergo a process of quadrennial reviews that will allow us to explore the question of whether or not it is still viable to meet our goals and what adjustments may need to be made given the demands on our resources.“As with any major goals set by the University, we will strive to meet the commitments set forth in the task force’s recommendations. While ambitious, I think they are achievable,” said Harvard Executive Vice President Katie Lapp. Stephanie Mitchell/Harvard Staff PhotographerGAZETTE: The findings and recommendations of the climate change task force were unanimously agreed upon, and while you three served as co-chairs, it was composed of many other members. Can you tell us a little bit about the dynamic of the full group?CLARK: The task force was named to include a broad cross-section of faculty, students, and senior administrative staff from around the University — they were spectacular. I think we came out of this in a place that was quite unlike what anybody walked in expecting. Almost everybody at the table gave a little on something they might have liked to see featured more. But, crucially, we simply came out with a view or vision of what was achievable and what the motivations were for achieving it. And that, to put it mildly, is not something that always happens in this society.HENDERSON: Conversations were lively, sometimes difficult, but always productive. I gained so much respect for the diversity of expertise across the campus.GAZETTE: I’d like to wrap it up by asking you how you individually take action to reduce the climate impact of your own lifestyles?LAPP: As many people who interact with me on campus know, I’m always turning off lights, adjusting the thermostat, and I try to avoid drinking bottled water. I also walk to work, drive a Prius, compost, and try in my small way to reduce my carbon footprint wherever possible.CLARK: I try to keep up with Katie, but bike rather than walk to work. And for the last decade, I’ve been running the Sustainability Science Program at the Harvard Kennedy School, which has brought in several hundred sharp young researchers and early career professionals. I have worked very hard to bring down by a factor of at least 60 percent my air travel over that period, simply in response to these folks saying: Really, how much of that travel is essential to you achieving your mission? How much of it can you do in other ways? How much of it do you need to do at all?HENDERSON: I don’t eat beef. If you were to identify one single element in the food chain that generates disproportionate carbon emissions, beef would be it. When I construct my own carbon portfolio, it’s overwhelmingly the flights I take, so, like Bill, I’ve been very much trying to cut down my amount of flying. And, last but not least, I’ve invested in insulation in my house. The numbers are very striking. The easiest way to make money usually is to insulate your house. And that’s had a very positive rate of return and makes a big difference. 2016 Short-term climate goal achieved; campus energy use reduced by 10%, inclusive of 12% campus growth A decade of climate action 2018 New Climate Action Plan announced signaling transition to a fossil-fuel-free campus by 2050 2014 $20 million Climate Change Solutions Fund created to support cutting-edge climate research To those who say Harvard’s going to buy its way out of our trouble, I would reiterate that our first and most central recommendation is that Harvard should pursue all available opportunities to reduce fossil fuel use on campus, and that we should get to zero by 2050.GAZETTE: How would you address concerns about the cost of reaching these commitments, especially the short-term, fossil-fuel-neutral goal?HENDERSON: We believe that the current state of technology and science suggests that we could become fossil-fuel-neutral for relatively small amounts of money, on the order of 1 to 3 percent of energy costs. We have every reason to believe that those costs will go down over time. We think the other nice thing about this is that these small percentages are within the margin of the natural variability of energy prices. So just as energy prices rise when oil prices rise or there are geopolitical events, what this would look like to the community is a small increase in the price of energy.People are sometimes concerned that there are poor-quality offsets out there, or that our money might go down a drain. Clearly, investing these funds in a way that helps us reduce damages and ultimately achieve fossil-fuel neutrality while ensuring our money isn’t wasted is an important task. Our hope is to use some of these issues and discussions as input to active research leading to insights into how organizations can optimally reach fossil-fuel neutrality in the way that has the most impact for the lowest cost.GAZETTE: Beyond the emissions directly associated with energy production or use on campus, there are a host of so-called Scope 3 emissions, those emissions that are associated with purchased goods or services that support campus operations. How did the task force think about these emissions?CLARK: It’s not a surprise to people that the purchase of food or of transportation services is responsible for emissions. What surprised us, as the Office for Sustainability began to actually calculate the magnitude of those emissions using preliminary estimates, was that they were far larger than most of us had expected.We believe the University needs to move forward, in conjunction with other groups doing this work, to ensure that we have scientifically grounded, reliable metrics that can give us insights into the climate, health, and environmental impacts of purchased services, particularly for air travel, food, investment, and the like. As part of the process of getting more accurate measurements, we can then better understand what the options are for reducing those impacts, and begin to pursue those options consistent with Harvard’s mission. As part of the fossil-fuel-free by 2050 goal, we suggest that the University make more than due-diligence efforts to ensure that the purchased goods and services are also purchased from sources that are fossil-fuel-free. Because we don’t completely control what outside companies do, we’re going to work as hard as we can to send signals and create demand for such goods and services. “We think that in Harvard making this commitment, we can learn more about what it means to make this transition and develop the kind of research and analysis that will support other institutions in making the choice to accelerate this change.” — Rebecca Henderson GAZETTE: One of the task force’s core mandates was to recommend a new set of emissions-reductions targets for the University. What were those goals?HENDERSON: The last 10 years have seen enormous progress on campus. Emissions have gone down by 30 percent overall, including campus growth, which is fantastic and absolutely the leading edge of what most other institutions and firms have accomplished.So, what next? The task force focused hard on the question of what Harvard could continue to do on campus in terms of a short-term goal and a long-term goal. The long-term goal is to make the campus fossil-fuel-free by 2050. That means, to the maximum extent possible, our operations will not rely on the use of fossil fuels.Now, why do we say “go to zero” by 2050? Well, the most immediate reason is both Boston and Cambridge have announced that that’s the standard they’re expecting of institutions and companies by 2050. The second reason is that we know from the science that that’s at least what we need to do if we’re going to help solve the problems that we as a society face.And, in fact, we thought we needed to do more than that. So, we also recommended a short-term goal that Harvard become fossil-fuel-neutral by 2026. What we mean by fossil-fuel-neutral is that we invest in other projects — things like power purchase agreements, things like buying renewable energy certificates — so that, although we will continue to be responsible for fossil-fuel emissions here in Cambridge, we will be making sufficient investments that would take our net use of fossil fuels to zero by 2026.GAZETTE: How do you see these goals and the task force’s other recommendations mixing with the extensive research and teaching on climate change and sustainability that’s going on at the University?HENDERSON: We think this is one of the most exciting aspects of this new commitment. It is a very real opportunity to use Harvard’s campus to engage our faculty, our researchers, and our students in tackling the very toughest challenge we face in the necessary transition to a fossil-fuel-free future. The task force’s recommendations present research questions, which our faculty can use to further their research and engage students as part of the teaching and learning experience.CLARK: It’s worth emphasizing that, yes, our recommendations are fundamentally about how we might engage our entire community in figuring out solutions to the global problems society faces when it comes to sustainable development and climate change. These are topics in which Harvard has in the past and needs to in the future play a really fundamental role.LAPP: In addition to prioritizing institutional action on climate over the past decade, President Faust has made a strong commitment to funding climate change research with an eye toward long-term global solutions. For example, since 2014, more than $11 million has been invested in 41 multidisciplinary research projects through the Climate Change Solutions Fund and the Harvard Global Institute. Additionally, a new Campus Sustainability Innovation Fund is supporting faculty research that uses our campus or surrounding communities to test or prove promising new solutions.,GAZETTE: Why did the committee feel it was important to set the short-term, fossil-fuel-neutral goal, and what would you say to people who say we will just be buying our way out of the problem?HENDERSON: The first and most important reason is because we now have an even better sense of the damages — the very real damages — that our energy choices are causing. We are directly contributing to the burning of fossil fuels, and that’s causing very real damages. We believe we have a moral duty to stop doing that as soon as we can. The second reason we made this recommendation is that we think that Harvard adopting this target will have real effects on the world around us, and that is consistent with our goal to be a leader in the world and in our community.There are really two kinds of impacts that we’re hoping that this move can have. First, we can contribute to generating real demand for fossil-fuel-free energy, which in turn will drive down the costs. My own research explores the effect of strong demand signals on technical innovation, and one of the things I think economists are most certain about is that if consumers want it, they will build it. Second, and very importantly, we think that in Harvard making this commitment, we can learn more about what it means to make this transition and develop the kind of research and analysis that will support other institutions in making the choice to accelerate this change.
By Roberto Caiafa/Diálogo February 22, 2017 Brazil’s Integrated Border Monitoring System (SISFRON, per its Portuguese acronym) is not just a military necessity; it is one of the policies outlined in the government’s National Defense Strategy, which went into effect in 2008. SISFRON clearly has a multidisciplinary dimension that includes various government agencies. SISFRON’s construction and management will be the responsibility of its main user – the Brazilian Army. The Army is the national institution with the greatest penetration across Brazilian territory, especially along the country’s 16,886 kilometers of border, where 87 military units are present. The legal basis for this system is tied to Brazil’s Federal Constitution, which establishes the Armed Forces’ preventive and repressive actions along the border area, against cross-border and environmental crimes as a secondary responsibility. It is also linked to Decree 6703, which established Brazil’s National Defense Strategy. SISFRON constantly monitors along the border, covering the state of Rio Grande do Sul to the state of Amapá. It is based on an optimization of existing systems, and one of its main features is integrating the Armed Forces’ projects with those of different Brazilian government agencies, particularly the Amazon Protection System, the Brazilian Aerospace Defense Command, the Brazilian Intelligence Agency, the Ministry of Agriculture, the National Weather Institute, the Ministry of Health, civil defense units and border state governments, the Ministry of Justice with the Federal Police and the Federal Highway Police, the Ministry of the Environment and, at the transnational level, the armed forces of neighboring countries. “SISFRON is aimed at expanding our official presence in the border zones, giving the Brazilian Army the resources it needs to conduct the continuous and permanent monitoring over areas of interest in Brazilian territory, while ensuring the steady and secure flow of accurate and timely data so that command and control can be carried out, and joint actions conducted at all levels,” explained Lieutenant General (R) João Roberto de Oliveira, who has managed this project from the beginning. Rapid threat response The system will have appropriate data links for communication at all levels (simultaneous networking), facilitating their responses to any threat or aggression through high mobility tactics and logistical support, irrespective of the different environments where it is installed. “This also requires the Brazilian Army to prepare its combat soldiers to operate in a highly complex, technological environment — an investment in training specialized personnel — where broader situational awareness predominates, and there is a concept of network-centric warfare, thereby reinforcing Brazil’s capabilities with monitoring, surveillance, and reconnaissance systems,” noted Major General Carlos Roberto Pinto de Souza, who ran the Brazilian Army’s Military Communications and Electronic Warfare Center in 2014. “These goals involve mobilizing the defense industry and its constituent organizations to ensure technological independence in the maintenance, expansion, and use of this system as an all-encompassing network. All of that planning will serve to ramp up government actions in the interests of national security, public safety, and socioeconomic development,” he elaborated. The SISFRON Strategic Project is the direct result of two subprojects that have been implemented: “Sensing and Decision Support” and “Infrastructure Projects and Performance Support.” Each of these projects involves specific actions. Sensing includes specialized resources that support surveillance, reconnaissance, and data gathering operations for intelligence. There are plans to acquire air and land surveillance radars, optical and electromagnetic signal sensors in portable, transportable, mobile, or stationary versions, as well as the platforms for their installation. There is even the possibility of using government systems and hardware that have been developed for operating within the special conditions of the Amazon environment, such as synthetic aperture radars that can be operated in X and P bands and can detect targets under the dense cover of vegetation. As for “decision support,” these are the capabilities of merging data collected by sensors and using data integration segments and information visualization to provide the decisive element at each level an integrated situational awareness in the theater of operations. As a result, a better line of action can be selected, planned, set up, and sent out for execution in real time to those in charge of providing an effective response to current or future threats. “This is a critical and strategic link that will benefit the use of government systems and hardware that hold core relevance not only for autonomous training and execution but also for the future systems integration with other government agencies, with the new hardware and functionality that they entail,” noted Marcus Tollendal, CEO of Savis, a Brazilian company dedicated to designing, developing, industrializing, certifying, integrating, and installing systems and services in the areas of border monitoring and the defense of strategic structures, as set forth by National Defense Strategy directives. In terms of “performance support,” the goal is to develop and implement an actuator subsystem that includes platforms, hardware, and other military equipment that a combat soldier needs, as well as providing the soldier a rapid-response capability that is always in synergy with the platforms and resources used by other government agencies (interoperability). The infrastructure projects are aimed at the construction, expansion, adaptation, adjustment, recovery, and remodeling of the facilities needed for operating the system. Among other architectural subsystems in this project is the “Information Technology and Communications” subsystem, which includes all of the resources needed for enabling tactical and strategic data traffic between elements within SISFRON, and between SISFRON and its related systems. SISFRON infrastructure will include data and voice communication networks aimed at integrating the various agencies involved while ensuring the uninterrupted and ongoing dissemination of information relevant to the functions and features of each part of the system, whether stationary or in motion. SISFRON will use direct links between terrestrial and space stations. Works in progress Within the area of infrastructure, there are innumerable projects being carried out to adapt and improve systems and hardware, as well as the physical facilities for the troops. “From an industrial perspective, SISFRON represents the best opportunity for viability, integrated development, and project completion related to national defense. The increasingly indispensable unmanned aerial vehicles, command and control systems, information security systems, radars, different types of hardware, optical and electro-optical sensors, and many other instruments are meeting these National Defense Strategy directives,” Tollendal concluded.
A housing and transportation appropriations bill with a CUNA-backed amendment that would prohibit the use of funds to enforce the “disparate impact” concept in providing housing services was adopted late Tuesday night by the U.S. House of Representatives.The House voted 216-210 to adopt the Transportation, Housing and Urban Development and Related Agencies Appropriations Act for Fiscal Year 2016 (H.R. 2577), which contains the amendment.The amendment would prohibit Department of Housing and Urban Development (HUD) funding to implement, administer or enforce the disparate impact concepts contained in the final rule. The House originally voted 231-195 to include the amendment, sponsored by Rep. Scott Garrett (R-N.J.) in the bill.CUNA and a coalition of housing and financial services groups sent a letter last week to lawmakers citing their unflagging support for the Fair Housing Act and the amendment (News Now June 5).The act has prohibited discrimination in the sale, rental or financing of dwellings and in other housing-related activities on the basis of race, color, religion, sex, disability, familial status or national origin since 1968. continue reading » ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
110SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Tyler Atwell Web: www.cuinsight.com Details Staying motivated has become more of task for most than the actual goal they are trying to accomplish. When your to-do list is pushing novel length, creating sustainable motivation is key in keeping sanity and achieving goals in a timely matter.Remember why you’re doing itThis could be a number of reasons, depending on your situation, but take a moment to really analyze why it is you are doing a task and focus on a few good motivators. Some of the most powerful reasons are personal gain, material reward, achieving more or simply the feeling of accomplishment.Make it funDifferent people may have completely opposite feelings toward the same task. It is all about preference, but when it comes to things having to get done you don’t always get to pick what you want to do. What you can do even before you start working on the task is ask yourself how you can make it enjoyable. We all know that something fun never lasts long enough and when that something is work, there is nothing wrong with that.Break it down into stepsThis is the easiest and most effective way to stay motivated. Looking at a goal in smaller more manageable pieces is not only a good way to prioritize certain tasks, but is a great way to keep up momentum on a chemical level. That’s right, science tells us that each small success we have triggers a release of dopamine that can help with our concentration and motivation to continue.Reward yourselfI said the last point was the easiest, but I realize now I was lying. Let’s be honest, there is nothing easier than rewarding ourselves. It can also be very effective. Before you start a task define what will justify you getting a reward and what that reward might be. In the mornings I often reward myself with another cup of coffee after finishing an edit. But, were I to start making exceptions from time to time, (I’m not done yet, but coffee would help me finish faster”) then I would be in trouble.Know when it’s not workingFailing to stay motivated happens and there is no shame in it, but it is not a good excuse to not reach your goal. It is however, the opportunity you need to readdress your motivation. Learning to create your own motivation takes time, but refer back to my earlier points until you get the job done.
When you hear someone discussing their experience with banks, its common to hear frustration in their commentary. Loan denial, not meeting their financial needs, poor mobile capabilities, selling their loans and of course, the fees. These are many of the frustrations that traditional banking customers name when they think of their primary financial institution. They feel at the mercy of this giant institution that they have no choice but to interact with and yet have no input in how it runs. Now imagine if you had to work at a big bank!Just as customer satisfaction takes a hit when they feel no loyalty and begin to look elsewhere for their banking needs, shortfalls in employee satisfaction lead to employee attrition, which in turn further erodes customer satisfaction. This is where being with a credit union makes all the difference. In a credit union, customers are not just customers, they are members, and have an active role in their financial experience. And running a credit union becomes more than just a job; a credit union CEOs role encompasses relationship building and a responsibility to know your members’ individual needs and deliver products and services to meet those needs.Providing modern and capable member services will not only assist in keeping members happy and satisfied but provide a personal satisfaction for you and your employees as well. Additionally, with efficient technology and competent staff, CEOs will be able to focus on higher level initiatives and identify fresh opportunities. continue reading » 25SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
Would you like to read more?Register for free to finish this article.Sign up now for the following benefits:Four FREE articles of your choice per monthBreaking news, comment and analysis from industry experts as it happensChoose from our portfolio of email newsletters To access this article REGISTER NOWWould you like print copies, app and digital replica access too? SUBSCRIBE for as little as £5 per week.
Aon Hewitt, ATP, KirsteinAon Hewitt – Werner Hertzog has left his position as managing director at Aon Hewitt Switzerland. No replacement has yet been named. Hertzog took on the role in the summer of 2011 after he resigned as head of the largest Swiss pension fund Publica, where Dieter Stohler took over. Separately, Koray Yesildag has joined the global asset allocation team in Aon Hewitt’s London office. He joins from GAM, where he was an economist and member of the asset allocation team. Before then, he worked at Dresdner Kleinwort Wasserstein.ATP – Four new members are joining ATP’s supervisory board. Jan Walter Andersen, bank director at Arbejdernes Landsbank, has been appointed to the ATP supervisory board by the Danish Confederation of Trade Unions (LO), replacing economist Ingerlise Buck. Anne Jæger, chief risk and compliance officer at Danish insurance company Codan, has been appointed by the Finance Ministry, replacing Niels Gotfredsen. Finn Larsen, the chairman of the Danish Confederation of Professional Associations (AC), has been appointed by AC and replaces former AC president Erik Jylling. Anne Broeng, whose move to the ATP board has already been reported by IPE, has been appointed by the Confederation of Danish Employers (DA) and is taking a vacant position on the board. The ATP supervisory board consists of six employer representatives, six labour representatives and an independent chairman.Kirstein – Bodil Nyboe Andersen, former director of the Danish National Bank, has been appointed chairman at the Danish consultancy, effective 1 May. Nyboe Andersen continues the work of former permanent secretary of state for Foreign Affairs, ambassador Eigil Jørgensen, who will remain on the board of directors. She has also served as director at Andelsbanken and executive vice-president at Unibank.
FaithLifestyleLocalNews Dominica Catholic Men host novena in preparation of parish feast by: – July 18, 2011 Tweet St. Anne’s Catholic Church in Massacre. Photo credit: dioceseofroseau.orgHundreds of pilgrims congregated at the St. Joahcim and St Ann Parish Church in Massacre on Sunday for the beginning of the Annual Novena in preparation for the Parish Feast to be celebrated next week Tuesday.Catholic Priest Father Franklyn Cuffy says today more than ever, the Christian family life is under tremendous attack, and Joachim and St Ann, the grand parents of Jesus are needed more than ever.“There is violence against the family in very subtle ways. We are promoting the responsible family. We are being called by God for a particular responsibility. He is also equipping us to undertake our responsibility,” he said.Evangelist Monsignor William Jno Lewis who is blessed with many talents will preach at the Novena which runs until July 25th.Day two will be hosted by the Dominica Catholic Men Association. Catholic men from all the Diocese of Roseau and the entire country are expected to join the proceedings.Dominica Vibes News Sharing is caring! Share Share 133 Views 3 comments Share
Eleanor L. Helms, age 86, of Brookville, Indiana died Thursday, February 25, 2016 at her residence.Born July 25, 1929 in Conersville, Indiana she was the daughter of Hubert & Ruth (Senour) Hornung. She was a graduate of the former Brookville High School, and had attended Depauw University, and also the University of Cincinnati Conservatory of Music.On June 10, 1951 she was united in marriage to Merle Helms, and he survives.Eleanor was retired, and had previously worked for Bob Evans Nationwide Insurance for over 17 years. She had also taught piano in her home for many years.She was a member of the Brookville United Methodist Church, where she served as the Church Organist for over 60 years; she was a member of the Tri Kappa Sorority; the United Methodist Women; and the M. Louisa Chitwood Club.Besides Merle, her husband of nearly 65 years, survivors include four daughters. Rebecca Helms of Madison, Indiana, Sara Weisbrodt and Martha Rosenberger both of Brookville, Indiana and Rachel Treadway of Bath, Indiana; one son, Mark Helms of Columbus Indiana; a brother & sister-in-law, Jim (Charlotte) Helms of Logan, Indiana; six grandchildren, one great-grandchild, and nieces & nephews.Rev. Curtis Bond, Pastor of the Brookville United Methodist Church, will officiate the Funeral Services on Tuesday, March 1, 2016, 1:00 P.M. at the Brookville United Methodist Church, 150 East 8TH Street, Brookville. Burial will then follow in Sims Cemetery in New Fairfield, Indiana.Family & friends may visit from 11:00 A.M. until 1:00 P.M. on Tuesday, March 1, 2016 at the Brookville United Methodist Church, 150 East 8TH Street, Brookville.Memorial contributions may be directed to the Brookville United Methodist Church or the Franklin County E.M.S.. Phillips & Meyers Funeral Home is honored to serve the Helms family, to sign the online guest book or send personal condolences please visit www.phillipsandmeyers.com .
read also:Messi not just about scoring goals alone – Setien Currently contracted until 2021, it’s now expected Messi will soon sign a new deal that will tie him to Barca until 2023 but allow him to move on sooner should he want to. FacebookTwitterWhatsAppEmail分享 Lionel Messi is expected to re-sign with Barcelona until 2023, according to Mundo Deportivo. Lionel Messi was on target in Barca’s first game back. The Argentina star could have been playing elsewhere next season but the clause that would have allowed him to leave Camp Nou has now expired.Advertisement Loading…