By Dialogo April 01, 2010 Beginning in 2003, Ecuador and Chile formed the Chiecuencoy engineering company as their contingent for the United Nations Stabilization Mission in Haiti, or MINUSTAH, performing construction work and providing support to civil organizations.The company of Ecuadorean blue helmets is made up of The company of Ecuadorean blue helmets is made up of a contingent of 66 individuals, including four engineering officers and 62 troops specialized in operating machinery and heavy equipment. Up to now, 11 military contingents have provided services, becoming carriers of a message of peace and progress for the Haitian population. Immediately following the earthquake, the Ecuadorean company of engineers, as part of MINUSTAH, participated actively in search and rescue operations, medical care, humanitarian aid, debris removal and water distribution, obtaining the following results: Rescue/Recovery Activities: Ecuadorean Company of Engineers The rescue operations were carried out around the clock, with the personnel organized into groups and working eighthour shifts, focused primarily in the vicinity of the Hotel Montana, where there were about 200 people at the time of the disaster. The Ecuadorean contingent administered first aid to the injured, while other teams searched among the ruins in the hope of finding people alive. These tasks extended for approximately two weeks, followed by debris removal using heavy machinery and the recovery of the remains of those who regrettably perished in the disaster. Likewise, the country formed the Ecuador Task Force- Humanitarian Mission to Haiti, made up of specialized personnel from the Red Cross, firefighters, the Armed Forces and the national police, who had the necessary equipment for search and rescue operations; the task force arrived in Port-au-Prince 48 hours after the earthquake. In coordinattion with rescue teams from other countries, members conducted searches for trapped victims, supported by trained dogs, but despite the effort made, only corpses could be recovered. The task force not only put its contingent at the service of the Haitian people but also delivered provisions to local humanitarian aid organizations for distribution to the victims. Hotel Montana (day 1), Persons alive: 7, Persons deceased: 1, Total: 8 Housing behind the base, Persons alive: 5, Persons deceased: 2, Total: 7 Hotel Montana vicinity, PErsons alive: 4, Persons deceased: 0, Total: 4 Pan-American House Delmas 60, Persons Alive: 1, Persons deceased: 0, Total: 1 Hotel Montana (after day 1), Persons Alive: 10, Persons decease: 17, Total : 27 Total Alive: 27, Total deceased: 20, Total: 47
Another gadget showcased as part of the demonstration was a remote-controlled, helicopter-like aircraft that weighs approximately one pound, reaches up to 1,200 feet and can fly continuously for about 30 minutes. Known as InstantEye, the system offers birds eye views of a disaster area, without risking the lives of rescue personnel. Other technologies demonstrated were three mobile applications that are part of the GlobalMedAid kit developed by the U.S. Army Medical Research & Materiel Command’s Telemedicine & Advanced Technology Research Center. The kit includes an English to Spanish simultaneous translation application that facilitates the communication between healthcare personnel and disaster victims, a data capture solution for documenting care and treatment of the injured, and an application designed to improve training of medical personnel while deployed. Besides the display of innovative technologies for disaster relief, Mr. Hurtado also saw this demonstration as a venue for creating and tightening links between organizations and countries. “The relationships and contacts we develop and hone through science and technology engagements create networks that will be invaluable when something happens and we actually know who to call,” said Hurtado. In late September, after the U.S. Naval Postgraduate School releases a final assessment of GeoSHAPE and its operational utility, the tool will be integrated with the Pacific Disaster Center’s DisasterAWARE platform, and the U.S. Department of State Humanitarian Information Unit’s CyberGIS project, an existing effort to build web mapping and geographic data sharing applications focused on complex humanitarian emergencies. Looking further ahead, Hurtado envisions a myriad of initiatives and applications spinning off this geospatial information sharing tool, which can complement other USSOUTHCOM’s efforts to improve support to the response to natural disasters and humanitarian assistance crises in the region. It inform us plenty. It’s good to know what really happens in our country. Pray to God for the needs of the country. It’s very interesting. The initiatives are excellent in order to be somewhat prepared when a disaster occurs EXCELLENT NEWS COVERAGE! THE ACTIONS OF DRUG TRAFFICKERS SHOULD BE FOUGHT ON ALL LEVELS…EVEN AT A GOVERNMENT LEVEL. This is very well explained THE INITIATIVE AND APPLICATION ARE VALID, AND YOU HAVE KNOWLEDGE OF THEM. By Dialogo September 05, 2014 The main players in the simulated hurricane created to test GeoSHAPE were Honduras-based U.S. Joint Task Force-Bravo (JTF-B) – a task force able to dispatch airlift, logistical, medical, firefighting and other capabilities to support disaster relief missions –, and COPECO. Similar to U.S. Federal Management Agency (FEMA), COPECO is a government organization charged with providing the national response to disasters in the Central American country. Other participants were the Honduran Red Cross and Green Cross; representatives from the Military, Police and Firefighters; non-governmental organization World Vision, and the U.S. Agency for International Development (USAID). Working simultaneously from their respective locations 52 miles away, JTF-B and COPECO’s operators used Android tablets and cell phones to enter hurricane-related events. Symbols for helicopter landing zones, water distribution points, hospitals, blocked roads, flooded towns… started crowding the maps at both sites. “The simulation tested how GeoSHAPE can enable organizations to collaboratively edit information from their locations and synchronize it across geographically dispersed servers to create a common picture of the disaster and the resources at hand,” says Scott Clark, director of geospatial programs at LMN Solutions, a Virginia-based IT company commissioned by the U.S. Army Corps of Engineers to develop the software. Clark also underscored the open source, open standard nature of GeoSHAPE, which makes it possible for organizations to easily adapt the software to their needs without incurring great licensing expenses. The operational demonstration also offered the opportunity to showcase other technologies that might prove useful in the response to disasters. Among those was the CommCube, a portable Internet hotspot designed to support voice and data communications for up to 50 users in a 1,000 feet radius. A category 5 hurricane hits Honduras just before sunset, tormenting towns and people along its path. Behind, it leaves a toll of roofless houses, truncated lives, and thousands left with nothing but the hope of getting help quickly… now. Fortunately, Hurricane Gonzalo was only a figment of the imagination, the “perfect storm” crafted by the Science, Technology and Experimentation Division at the United States Southern Command (USSOUTHCOM) and Honduras’ Permanent Contingency Commission (COPECO) to demonstrate and assess GeoSHAPE, a software application designed to revolutionize the way organizations collaborate in response to disasters. Take the earthquake that devastated Haiti in 2010, for example. Tons of supplies were flown in and hundreds of organizations came to lend a helping hand, but they lacked an unclassified geospatial information exchange tool to coordinate relief efforts. “Operations like the response to the earthquake in Haiti revealed gaps in the methods for creating and sharing map data on critical aspects of the emergency response,” said Juan Hurtado, USSOUTHCOM’s Science Advisor. Where are water and food distribution points? What’s the condition of roads and bridges? Where are the locations of personnel and resources deployed in support of the rescue efforts? USSOUTHCOM’s quest for a technology solution that could answer that type of questions and close those gaps started in August 2012, when the Office of the Assistant Secretary of Defense-Rapid Fielding, funded the Rapid Open Geospatial User-driven Enterprise (ROGUE) Joint Capability Technology Demonstration (JCTD) project to develop a geospatial information sharing capability. GeoSHAPE, which stands for Geospatial Security Humanitarian Assistance and Partnership Engagement, was created under the ROGUE project as a combination of a web-based application that sits on a server, and a portable application called Arbiter for the collection of data and images in the field. “With GeoSHAPE, geotagged information can be shared almost in real time when an internet or cell phone connection is readily available. Otherwise, the information is sent as soon as a connection is established,” said Donald Jones, who managed the development of ROGUE for USOUTHCOM. GeoSHAPE can display disaster-relevant information in a map that anybody with a web browser and the appropriate permissions can see from anywhere in the world. “The outcome is improved situational awareness and fact-based decision making, hopefully bringing the response to people faster, more effectively,” he added. Progress on the program moved quickly and two years after the beginning of the JCTD, the software was ready to be demonstrated in an operational setting. The location chosen: Honduras. “Central America is often battered by hurricanes, mudslides, floodings… and our command has a long history of collaboration with Honduras in many areas”, said Hurtado, who early in his career spent a tour in the country. The Science, Technology and Experimentation Division that he heads at USSOUTHCOM was established in 2002 and since then has endeavored to develop technology solutions to regional challenges and to provide capabilities that address U.S. military operational requirements and also build U.S. and partner nation capacity to disrupt illicit trafficking, counter transnational organized crime and provide humanitarian assistance and disaster relief.
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York XKCDThe Heartbleed computer security bug is many things: a catastrophic tech failure, an open invitation to criminal hackers and yet another reason to upgrade our passwords on dozens of websites. But more than anything else, Heartbleed reveals our neglect of Internet security.The United States spends more than $50 billion a year on spying and intelligence, while the folks who build important defense software—in this case a program called OpenSSL that ensures that your connection to a website is encrypted—are four core programmers, only one of whom calls it a full-time job.In a typical year, the foundation that supports OpenSSL receives just $2,000 in donations. The programmers have to rely on consulting gigs to pay for their work. “There should be at least a half dozen full time OpenSSL team members, not just one, able to concentrate on the care and feeding of OpenSSL without having to hustle commercial work,” says Steve Marquess, who raises money for the project.Is it any wonder that this Heartbleed bug slipped through the cracks?Dan Kaminsky, a security researcher who saved the Internet from a similarly fundamental flaw back in 2008, says that Heartbleed shows that it’s time to get “serious about figuring out what software has become Critical Infrastructure to the global economy, and dedicating genuine resources to supporting that code.”The Obama Administration has said it is doing just that with its national cybersecurity initiative, which establishes guidelines for strengthening the defense of our technological infrastructure—but it does not provide funding for the implementation of those guidelines.Instead, the National Security Agency, which has responsibility to protect U.S. infrastructure, has worked to weaken encryption standards. And so private websites—such as Facebook and Google, which were affected by Heartbleed—often use open-source tools such as OpenSSL, where the code is publicly available and can be verified to be free of NSA backdoors.The federal government spent at least $65 billion between 2006 and 2012 to secure its own networks, according to a February report from the Senate Homeland Security and Government Affairs Committee. And many critical parts of the private sector—such as nuclear reactors and banking—follow sector-specific cybersecurity regulations.But private industry has also failed to fund its critical tools. As cryptographer Matthew Green says, “Maybe in the midst of patching their servers, some of the big companies that use OpenSSL will think of tossing them some real no-strings-attached funding so they can keep doing their job.”In the meantime, the rest of us are left with the unfortunate job of changing all our passwords, which may have been stolen from websites that were using the broken encryption standard. It’s unclear whether the bug was exploited by criminals or intelligence agencies. (The NSA says it didn’t know about it.)It’s worth noting, however, that the risk of your passwords being stolen is still lower than the risk of your passwords being hacked from a website that failed to protect them properly. Criminals have so many ways to obtain your information these days—by sending you a fake email from your bank or hacking into a retailer’s unguarded database—that it’s unclear how many would have gone through the trouble of exploiting this encryption flaw.The problem is that if your passwords were hacked by the Heartbleed bug, the hack would leave no trace. And so, unfortunately, it’s still a good idea to assume that your passwords might have been stolen.So, you need to change them. If you’re like me, you have way too many passwords. So I suggest starting with the most important ones—your email passwords. Anyone who gains control of your email can click “forgot password” on your other accounts and get a new password emailed to them. As a result, email passwords are the key to the rest of your accounts. After email, I’d suggest changing banking and social media account passwords.But before you change your passwords, you need to check if the website has patched their site. You can test whether a site has been patched by typing the URL here. (Look for the green highlighted ” Now Safe” result.)If the site has been patched, then change your password. If the site has not been patched, wait until it has been patched before you change your password.A reminder about how to make passwords: Forget all the password advice you’ve been given about using symbols and not writing down your passwords. There are only two things that matter: Don’t reuse passwords across websites and the longer the password, the better.I suggest using password management software, such as 1Password or LastPass, to generate the vast majority of your passwords. And for email, banking and your password to your password manager, I suggest a method of picking random words from the Dictionary called Diceware. If that seems too hard, just make your password super long— at least 30 or 40 characters long, if possible.
by: Dan BergerAs much as I like quick lists and tips on improving skill sets and becoming a better person, achieving those ends also involves a journey of self-discovery that isn’t so black and white.Leadership Coach David Roppo says in a LinkedIn article, “Leadership, especially the legendary type, requires a journey. There isn’t a shortcut, quick fix approach, or an effective method for micromanaging life and/or personal behavior.”He explains that legendary leadership “is a product of internal development on both emotional and spiritual levels.” In other words, what you see is what you get: The characteristics you exhibit on the outside come from who you are on the inside. continue reading » 3SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr Weak leadership is commonplace among CEO’s across all industries and credit unions are no exception. The financial and emotional impact on the credit union, its stakeholders (members) and the community that relies upon the credit union is problematic to quantify; however, the costs must include reputation risk, high-staff turnover, inability to accomplish approved strategies and low morale. All drain limited resources and hit the bottom-line.Reputation risk displays itself in declining membership growth, increased scrutiny by the local press and examiners, and staff turnover costs are estimated to be in a range of 25% to 200% of annual salary. As the credit union fails to grow loyal members, productivity ratios decline and so begin a downward spiral placing undue stress on staff, the board of directors and you, the CEO.In my 29 years as a credit union executive, here is what I observed as common causes of poor leadership and how you can avoid them:1. Be passionate about your role awareness and self direction as a leader. What does that look like? continue reading »
5SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Alisha Stair Alisha Stair is the Member Relations Consultant forLeague of Southeastern Credit Unions & Affiliates. Her experience as a 2018 GAC Crasher and ICUL Young Professional Advisory Board Member has allowed … Web: www.lscu.coop Details Attracting young talent is a hot topic in every industry, but credit unions have taken a special interest in attracting the millennial workforce. The financial services industry is unique in that its products are used by a mix of generations and as such, must appeal to varying preferences when it comes to personal finance management. For example, a credit union without the insight of a young professional may overlook or undervalue the importance of mobile banking tools and alerts. Having a young professional on staff may also benefit the credit union by bringing fresh ideas to combat the phrase “We’ve always done it that way” and serve as a catalyst for innovation. With the fresh ideas and a knack for technology that come from growing up in the digital age, it’s clear that credit unions can use millennial talent to attract their next generation of members. But how do credit unions attract the next generation of their executive team in the first place?Explain the credit union philosophy and differentiate the industry from banking. The millennial workforce values organizations that take a stance on social issues, which puts credit unions in the perfect position to leverage their cooperative business model. Providing specific examples of exceptional member service and community development activities can help drive these ideas home.Prioritize leadership development and offer career pathing resources. Showing interest in developing internal talent serves as a retention tool and highlights the organization’s investment in its greatest resource: its people. Coaching sessions can be used to uncover opportunities for growth and other areas of interest within the credit union. Setting goals and providing the resources to grow leadership skills will increase employee engagement and provide your credit union with a solid future. Participate in networking events and encourage YP program participation. Credit unions utilize their networking resources more than almost any other industry and is a major part of the fundamental difference that sets them apart from banking. The state League system provides credit unions with chapter meetings and networking events to share best practices and frustrations, as well as new ideas and community service opportunities. Many states also offer programs specific to young professionals that focus on mentorship and professional development. Encourage participation from all levels of the organization and watch your staff thrive!
ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr continue reading » NAFCU’s Kaley Schafer offered the association’s general support for the NCUA’s proposed rulemaking on supervisory committee audits and verifications, thanking the agency for its “commitment to providing supervisory committees flexibility in performing their audit duties.”Schafer, NAFCU’s regulatory affairs counsel, said the association was supportive of the following provisions within the proposal:removal of the “report on examination of internal controls over call reporting” alternative audit option;removal of the 120-day language in engagement letters to outside compensated auditors regarding the required written report; andthe flexible and streamlined Appendix A to Part 715 alternative audit option.In addition, Schafer asked the agency to preserve the Supervisory Committee Guide to allow credit unions to continue to access it as a resource, and to not include any additional areas of review in Appendix A at this time.
It is a fast-growing IT company founded in Šibenik and with an office in Zagreb, which has more than 130 users on all continents, except Antarctica, of course, and covering companies ranging in size from 20 to over 700 employees. Mate Kostovski, director of Lemax / Photo: Lemax Two contracts cover the Croatian market, and the remaining nine are global markets that include Iceland, Thailand, the United Arab Emirates, New Zealand, Denmark, the United States, Italy and Mexico. The increase in the number of users enabled the employment of new experts, ie 34 new jobs, and at the end of 2018 they reached the number of 67 employees, while by the end of 2020 they expect growth to 130 employees. An interesting fact is that Lemax has only one product of its own, called Lemax, which helps customers, travel agencies and tour operators to increase efficiency and sales. With complete management of the reservation process, it covers a wide range of activities as it contains specialized modules for marketing, sales, accounting, finance and logistics. The biggest advantages of such a comprehensive system are the significant acceleration and automation of all operational processes on which users typically spend a lot of time and resources. By applying the software, customers are committed to business development and customer relationships, with the ultimate benefits of increasing sales and profits. Rastu prihoda svakako je pridonijelo i veliko širenje na globalno tržište, te trenutno čak 88% prihoda dolazi iz izvoza prodaje proizvoda. Lemax pje rošle godine potpisala najveći pojedinačni ugovor s turističkom agencijom Asian Trails iz Tajlanda kojim podržava rad više od 700 zaposlenika s preko 4000 partnera i 8 tržišta koja zajednički pokrivaju gotovo trećinu stanovnika planete, što je veliki korak prema otvaranju azijskog tržišta. Unique proprietary software solution Lemax, a leading global software provider for travel agencies and tour operators, ended the 2018 business year with revenues of 1,85 million euros, an increase of 85% compared to 2017. “At Lemax, we have only one, our own product, simultaneously recognized in the global market as an industry leader. This allows us to grow continuously and rapidly in all areas of work, which means that we will employ all profiles of experts and continue to make further breakthrough in all world markets. An outbound sales team is being formed to ensure a more precise reach to potential customers, which is a departure from our previous sales based on inbound sales tactics. This year we expect continued growth as in the previous year, stronger market recognition and increased exports.” said Mate Kostovski, director of Lemax, adding that last year was marked by the rebranding of the company and the change of the software name from iTravel to Lemax software. Lemax ended the 2018 business year, with eleven new contracts.
More than three billion people around the world were living under lockdown on Wednesday as governments stepped up their efforts against the coronavirus pandemic, which has left more than 20,000 people dead.As the number of confirmed cases worldwide soared past 450,000, UN Secretary General Antonio Guterres warned that only a concerted global effort could stop the spread of the virus.In Spain, the number of fatalities surpassed those of China, where the novel coronavirus first emerged three months ago, making it the hardest-hit nation after Italy. A total of more than 20,800 deaths have now been reported in 182 countries and territories, according to an AFP tally.Stock markets rebounded after the US Congress moved closer to passing a $2.2 trillion relief package to prop up a teetering US economy.In Washington, President Donald Trump said New York, the epicenter of the US outbreak with over 30,000 cases, likely has a few “tough weeks” ahead but he would decide soon whether unaffected parts of the country can get back to work.”We want to get our country going again,” Trump said. “I’m not going to do anything rash or hastily. “By Easter we’ll have a recommendation and maybe before Easter,” said Trump, who had been touting a strong US economy as he faces an election in November.UN chief Guterres said the world needs to ban together to stem the pandemic.”COVID-19 is threatening the whole of humanity — and the whole of humanity must fight back,” Guterres said, launching an appeal for $2 billion to help the world’s poor.”Global action and solidarity are crucial,” he said. “Individual country responses are not going to be enough.” Topics : ‘People dying alone’At La Paz University Hospital in Madrid, nurse Guillen del Barrio sounded bereft as he related what happened overnight.”It is really hard, we had feverish people for many hours in the waiting room,” the 30-year-old told AFP.”Many of my colleagues were crying because there were people who are dying alone, without seeing their family for the last time.”Coronavirus cases are also spreading in the Middle East, where Iran’s death toll topped 2,000, and in Africa, where Mali declared its first case and several nations announced states of emergency.In Japan, which has postponed this year’s Olympic Games, Tokyo’s governor urged residents to stay home this weekend, warning of a possible “explosion” of the coronavirus.Jerusalem’s Church of the Holy Sepulchre, believed by Christians to house Christ’s tomb, was shut as Israel tightened movement restrictions.The impact of the pandemic is also hitting European football, with leagues and tournaments cancelled, while the fate of the Wimbledon tennis tournament could be decided next week.The economic damage of the virus — and the lockdowns — could also be devastating, with fears of a worldwide recession worse than the financial meltdown more than a decade ago.But financial markets rose after US leaders reached agreement on a stimulus package worth roughly 10 percent of the US economy, an injection Senate Majority Leader Mitch McConnell said represented a “wartime level of investment.”Meanwhile, more than half of all Americans have been told to stay at home, including residents of the largest state, California.The United States has at least 65,700 cases and 942 people have died. Two deaths in RussiaIndia’s stay-at-home order for its 1.3 billion people is now the biggest, taking the total number of individuals facing restrictions on their daily lives to more than three billion.Anxious Indians raced for supplies after the world’s second-biggest population was ordered not to leave their houses for three weeks.Russia, which announced the death of two patients who tested positive for coronavirus on Wednesday, is expected to follow suit.President Vladimir Putin declared next week a public holiday and postponed a public vote on controversial constitutional reforms, urging people to follow instructions given by authorities.In Britain, heir to the throne Prince Charles became the latest high-profile figure to be infected, though he has suffered only mild symptoms.The G20 major economies will hold an emergency videoconference on Thursday to discuss a global response to the crisis, as will the 27 leaders of the European Union, the outbreak’s new epicenter.China has begun to relax its own draconian restrictions on free movement in the province of Hubei — where the outbreak began in December — after the country reported no new cases.Crowds jammed trains and buses in the province as people took their first opportunity to travel.But Spain saw the number of deaths surge to more than 3,400 after 738 people died in the past 24 hours and the government announced a 432-million-euro ($467 million) deal to buy medical supplies from Beijing.The death toll in Italy jumped in 24 hours by 683 to 7,503 — by far the highest of any country.The number of French deaths was up by 231 on Wednesday to more than 1,330, and metro and rail services in Paris were cut to a minimum.Spain and Italy were joined by France and six more EU countries in urging Germany and the Netherlands to allow the issue of joint European bonds to cut borrowing costs and stabilise the eurozone economy.The call is likely to fall on deaf ears when EU leaders talk on Thursday — with northern members wary of pooling debt with big spenders — but they will sign off on an “unprecedented” recovery plan.
“Blocks A, B, F and G are now open,” Arief said on Monday. He added that the market resumed operations under COVID-19 prevention protocols, with a limited number of shoppers and vendors allowed each day. Everyone is required to wear protective masks, with vendors having to also wear face shields and one main entrance accessible to visitors.“We already distributed 80,000 face shields to the sellers,” Arief said as quoted by kompas.com.Read also: Indonesian wet markets carry high risk of virus transmission The largest textile market in Southeast Asia, Tanah Abang Market in Central Jakarta, fully reopened on Monday after being closed for around three months with COVID-19 mobility restrictions in place in the capital city.The president director of Jakarta-owned market operator Pasar Jaya, Arief Nasrudin, said all areas of the market, which had to suspend operations during large-scale social restrictions (PSBB), are now allowed to operate. The market also implemented an odd-even policy for vendors to operate every day as an attempt to limit the number of sellers and shoppers during the so-called new normal period.Arief explained that vendors whose kiosk number was odd would only be allowed to operate during odd dates and vice versa. Vendors who own more than one kiosk with odd and even numbers are required to only open one kiosk and take turns operating them.The Jakarta administration is set to implement this policy in other markets. All traditional markets operated by Pasar Jaya will gradually implement this system starting on Monday.Pasar Jaya personnel will be deployed to monitor the markets’ operations. Vendors who are found violating the rules will be given a strict warning and asked to close their store. (dpk)Topics :