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On August 1, 2007, Hahn was charged with larceny in Clinton Township, Michigan for allegedly removing a number of smoke detectors from the halls of his apartment building. [7] [8] [9] His intention was to obtain americium from them. In his mug shot , his face is covered with sores which investigators believe are from exposure to radioactive materials. [10] During a Circuit Court hearing, Hahn pleaded guilty to attempted larceny of a building. The court’s online docket said prosecutors recommended that he be sentenced to time served and enter an inpatient treatment facility. Under terms of the plea, the original charge of larceny of a building would be dismissed at sentencing, scheduled for October 4. [11] He was sentenced to 90 days in jail for attempted larceny. Court records stated that his sentence would be delayed by six months while Hahn underwent medical treatment in the psychiatric unit of Macomb County Jail. [12] [13]

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Pick any attempt to shame people into conforming with gender roles, and you’ll find self-identified feminists leading the way. Transgender people? Feminists led the effort to stigmatize them and often still do. Discrimination against sex workers? Led by feminists . Against kinky people? Feminists again . People who have too much sex, or the wrong kind of sex? Feminists are among the jeering crowd, telling them they’re self-objectifying or reinforcing the patriarchy or whatever else they want to say. Male victims of domestic violence? It’s feminists fighting against acknowledging and helping them.

This is a great article for starting the discussion on sustainable business models for Higher Education with a number of very practical areas to explore for cost containment. The whole concept of containing costs while also improving outcomes is pretty common, the old "Do more with less" mantra has been bandied about inside corporations and government entities for decades, and out of that has sprung a number of methodologies to enable just that. The key, as you have pointed out above, is to find those fundamental drivers of cost, and it's different from institution to institution. It requires detailed modelling of the entire organization and using as much of the corporate source data as possible to build these models (HR, Payroll, Student management, facilities, timetabling etc.) to properly cost the outputs of the university down to individual programs/courses (as primary outputs) and other broader outputs covering research and community engagement. Once the individual university has been fully modelled, the key drivers can be identified, the fully burdened costs of teaching an individual program/course can be illuminated, coupled with the associated revenue from various student types. This will allow the analysis of which courses are subsidizing which other courses, which ones are sustainable, how many students (and student mix) are required to make a course break-even, identify any "spare capacity" - doing more with less could very well be increasing student numbers without increasing academic staff or administrative staff, better management of facilities and use of facilities (a big expense) etc. Once there is an enterprise-wide model and an enduring model (not a one time - throw away analysis spread sheet) then there are a wide range of questions it could answer and scenarios that could be generated. The basic idea is to make the entire financial operation of the university as transparent and as detailed as possible. It might sound complicated but it's certainly doable, and it has been done on numerous occasions.

Closest thing to steroids that work

closest thing to steroids that work

This is a great article for starting the discussion on sustainable business models for Higher Education with a number of very practical areas to explore for cost containment. The whole concept of containing costs while also improving outcomes is pretty common, the old "Do more with less" mantra has been bandied about inside corporations and government entities for decades, and out of that has sprung a number of methodologies to enable just that. The key, as you have pointed out above, is to find those fundamental drivers of cost, and it's different from institution to institution. It requires detailed modelling of the entire organization and using as much of the corporate source data as possible to build these models (HR, Payroll, Student management, facilities, timetabling etc.) to properly cost the outputs of the university down to individual programs/courses (as primary outputs) and other broader outputs covering research and community engagement. Once the individual university has been fully modelled, the key drivers can be identified, the fully burdened costs of teaching an individual program/course can be illuminated, coupled with the associated revenue from various student types. This will allow the analysis of which courses are subsidizing which other courses, which ones are sustainable, how many students (and student mix) are required to make a course break-even, identify any "spare capacity" - doing more with less could very well be increasing student numbers without increasing academic staff or administrative staff, better management of facilities and use of facilities (a big expense) etc. Once there is an enterprise-wide model and an enduring model (not a one time - throw away analysis spread sheet) then there are a wide range of questions it could answer and scenarios that could be generated. The basic idea is to make the entire financial operation of the university as transparent and as detailed as possible. It might sound complicated but it's certainly doable, and it has been done on numerous occasions.

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