Daily Archives: May 15, 2023

Followers, listeners, allies, and supporters, we are proud to introduce Progress Texas Institute Board Chair Kathleen Thompson as our new executive director!

Kathleen is a professional communicator who helps candidates, political action committees, and nonprofits get noticed. She was most recently communications director for the Dallas County Democratic Party, which mobilized precinct chairs, activists, and voters to flip three county seats and nearly 90 precincts red to blue, resulting in a Dallas County government that's nearly all Democratic and more reflective of the county. Shes a former Texas Gun Sense advisory board member, Texas Democratic Party State Executive Committee member, the founder of the Grapevine, TX Veterans Day Parade, and leader of successful local campaigns for public safety and ethics.

Im proud to help write the next chapter for Progress Texas, as we work hard to bring humor and positivity to the political scene and give Texans reliable, timely information, with the progressive side of story. - Kathleen Thompson

As a non-profit media organization, Progress Texas believes that making a serious difference starts with shaping the narrative. News can be overwhelming, and we keep voters energized about the big issues of the day.

We reach millions of Texans each month with smart, funny, and hard hitting content that stands out from the rest of the clutter online. Our work seeks to inspire engagement and give voice to a growing majority of people, with the ultimate goal of leading to a more representative democracy.

Join us in welcoming Kathleen as our new executive director! While campaigns come and go, Progress Texas is here to stay. Help us build a more progressive Texas with a donation of any amount! Progressive media infrastructure is worth your investment!

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Progress Texas' New Executive Director! - Progress Texas

Harvards Board of Overseers has a particular focus on promoting and maintaining academic excellence at Harvard, a quality key in helping the University address a suite of complex global challenges, from climate change to inequality to fighting disease and beyond. For the past year, Paul Choi, a graduate of Harvard College and Harvard Law School, has served as president of the 30-member board, which, established in 1642, is the older of Harvards two governing boards. With the end of the academic year looming, Choi will turn over leadership after Commencement Day to Meredith (Max) Hodges, executive director of Boston Ballet and alumna of both Harvard College and Harvard Business School. The Gazette spoke with Choi and Hodges about their experience on the board and their views of the challenges and opportunities facing the University.

GAZETTE:Paul, youre ending a six-year term on the board, do you have a most striking memory or something that you especially valued about your time there?

CHOI:I had the privilege during my term as president to serve on the Presidential Search Committee that recommended Claudine Gay to succeed Larry Bacow. From June through December of last year, the search committee was pretty intensely engaged. We met nearly every week, by Zoom or in person. And in the course of that work, we had one-on-one consultations with literally hundreds of people: leaders in higher education both inside and outside Harvard and with faculty, with students, and alumni groups. We spoke with the alumni group from every one of the Schools, as well as the Harvard Alumni Association. It was an incredible privilege to be able to serve in that way. Even though Ive been deeply involved with Harvard for decades, during that search process I learned so much about the University, our strengths, our challenges, and the opportunities ahead. Ill also remember how passionate all these constituencies are about Harvard: faculty, students, staff, and alumni. They care very deeply about Harvard, and they care very deeply about where were headed.

GAZETTE:The Board of Overseers seems to draw people from a lot of walks of life. How important is diversity of experience on the board?

HODGES:Diversity of thought and diversity of experience are both highly valued. Certainly, subject matter expertise is valued there are folks on the board with extraordinary, specialized expertise and they are tapped for relevant topics. Breadth is helpful too. The fact that the board members are mapped across so many different, vital professions and so many different geographies means that theres greater insight and greater pattern recognition. And one of the most wonderful things about this board is that differing opinions are welcomed. When I joined the board, I was in awe of my fellow board members. And now, five years in, I continue to be in awe of my fellow board members. The first time I spoke up in a board conversation with a contrary opinion, I was nervous. But I was supported and encouraged. Its a place where thoughtful and committed people can share ideas and disparate opinions in service of making Harvard a better place.

My Harvard education changed my life and gave me opportunities that I couldnt have accessed otherwise, so the opportunity to give back in any small way is thrilling.

Meredith Hodges

GAZETTE:The University itself is striving for diversity and working to put people from diverse backgrounds on equal footing and sometimes those conversations can be difficult. Is that something that you see as a point of emphasis for the board going forward as well?

HODGES:Theres no question that Harvard views inclusion, belonging, and diversity as a foundation for its excellence. And, when we talk about challenges in the future, Harvard is anticipating the outcome of a Supreme Court case challenging affirmative action. Well see how the Court rules, but I know my colleagues on the board care deeply about a climate on campus thats inclusive and that makes it possible for people from different backgrounds to have difficult conversations in respectful ways.

GAZETTE:We often think about what members bring to the board and can give to the University, but rarely the reverse. Has serving on the Board of Overseers provided lessons that perhaps have impacted your lives outside Harvard?

CHOI:The Presidential Search Committee was made up of people with very diverse backgrounds and skills. The Board of Overseers is also incredibly diverse in terms of background and talent. My role in both of these groups has been a wonderful reminder of how diversity enriches the quality of organizations discussion and decision making. Another great benefit Ive enjoyed is the pleasure of working with people like Max and my other fellow board members who bring such dedication and skill to this enterprise of trying to make the University better. So many of them have also become great friends of mine. Finally, my time on the board has made me a student again, learning about whats going on at Harvard, learning about groundbreaking research by the faculty, and learning from my colleagues.

HODGES:Harvard is led by extraordinary people, and serving alongside Larry Bacow during his presidency has been amazing. Each conversation with Larry is like a mini-leadership seminar. He is such a gifted and committed leader and he engages with the board with great candor and a sense of intimacy. He shares University challenges and successes in equal weight. But its not just his communication style, its his insight into running a large, complex, mission-driven organization pursuing inclusive excellence. In my day job, Im the executive director of Boston Ballet certainly not the same scale as Harvard, but still a complex, mission-driven organization pursuing inclusive excellence. What I have learned from watching Harvards leadership informs my own leadership style at the ballet.

GAZETTE:Both of you have committed a great deal of time to the board and to Harvard when you could be doing a lot of other things. What made you decide to do that?

HODGES:My parents are both public school teachers, and I was always raised to believe that education is the No. 1 source of opportunity and advancement. My Harvard education changed my life and gave me opportunities that I couldnt have accessed otherwise, so the opportunity to give back in any small way is thrilling. Of course, its also an extraordinary pleasure to serve on this board. The members of the Board of Overseers are thoughtful and gifted colleagues, serious-minded, but also full of warmth and joy, friendly and engaging. Ive learned so much from these colleagues.

CHOI:Im very grateful to Harvard. My time as a student in the College and in the Law School opened a lot of doors for me. Harvard changed the trajectory of my professional career. and its been a source of lifelong friends. As Ive gotten more involved with Harvard, Ive learned so much more about the University, its breadth of excellence and the exciting work that is being done every day. Im deeply impressed by our outstanding students and world-class faculty, and all of that motivates me to want to contribute my time and effort. Sometimes the advisees and mentees in my law firm will ask me, How should I contribute my volunteer time? I say to them that they should find something that they genuinely enjoy doing. The example that I give is my volunteer work with Harvard. I enjoy it because I like the people that I meet, Im inspired by the mission of the University, and I deeply respect the excellence that it tries to achieve. So, while its been a lot of time, its also something I find really rewarding and fun.

GAZETTE:Could you talk about the visiting committee process and the Overseers broader mission?

CHOI:The Overseers provide oversight over the academic quality of the institution. That covers each of the Schools, each of the FAS departments, and some of the other units. That is done primarily through more than 50 visiting committees, which vary in size from about five to 15 people. A typical committee includes one or more Overseers along with nationally recognized and sometimes internationally recognized experts in the field or School that is being visited. Theyll take two days on campus, meet with the faculty, the dean or department chair, senior administrators, and students. Theyll review the faculty, the direction of that School or department, and make observations that assess the strengths and weaknesses of that department or School and make recommendations for how it can remain a leader in its field or become one. Beyond the visitation process, the Overseers provide advice and counsel to the University and its leadership. We do this in committees, in our plenary sessions, and in informal gatherings. By the way, in those plenary sessions, were joined by most of the members of the Corporation, which provides a wonderful opportunity for both governing boards to work together and discuss important University initiatives. We take up major opportunities and challenges facing the University, often ones that cut across different Schools and departments. And we have an open forum and discussion with University leadership on recent developments of interest. Finally, there are some items where the Overseers have the power of consent. Some are ceremonial for instance, all degrees from Harvard are technically conferred with the consent of the Overseers. Thats why at Commencement, you see each of the deans come up and greet both the president of the University and the president of the Overseers when they present their students for degrees. Some of the boards consent powers are more substantive. A good example is the boards consent when theres an election of a new president of the University, or other members of the Corporation.

As Ive gotten more involved with Harvard, Ive learned so much more about the University, its breadth of excellence and the exciting work that is being done every day.

Paul Choi

GAZETTE:Can you tell me about some of the visits that youve done?

HODGES:My specialty is the Division of Arts and Humanities, and the visits are fascinating. One I completed recently was the Department of Near Eastern Languages and Civilizations [NELC]. What a pleasure it was to get to know the faculty and students of NELC. The idea is that the Overseers need not have deep expertise in a specific academic department because there are other members of the visiting committee who are experts in the field. The Overseer role is a pan-University one: We try to bring a broader perspective on the shared challenges, the shared opportunities, and how each department or School can help advance the Universitys priorities. The academic experts and the Overseers complement each other and can be a powerful mix. But I did ask for a few reading recommendations, and Ive been reading up on the Bronze Age history since.

GAZETTE:What do you see as challenges for the University in the years ahead?

CHOI:I think the challenges for Harvard reflect many of the challenges facing higher education today. There are many, but three come to mind: First, the climate of political polarization, which affects our campus as well as the nation. Related to that is how we preserve and promote open and civil discourse as well as academic freedom. A third challenge is the growing skepticism in the public about the value of higher education and some loss of public trust in higher education. How do we let people know about the important work that research institutions like Harvard perform in the world and how Harvard advances important societal goals?

HODGES:I do think that the challenges are growing. The board has been hearing from faculty and students about a kind of self-censorship happening in the classroom, more so than in the past. Harvard is taking this very seriously, because of its belief that knowledge is produced through free exchange of competing ideas. Its central to Harvards educational mission. As a board, weve been hearing testimony directly from faculty and directly from students having this access allows the board to see the challenges in the most clear-eyed way.

GAZETTE:What do you see as opportunities in the months and years ahead?

CHOI:One thing that came through loud and clear from the consultations as part of the presidential search is that Harvard occupies a special place in higher education because of its breadth of expertise. Were in a particularly strong position to help address some of the problems that are perceived to be the gravest to our society. These would include opportunities in life sciences, addressing climate change, responding to dangerous threats to democracy, the issues around inequality, and the implications of advances in technology like AI and quantum. These are all areas that we are uniquely positioned to tackle. And theyre all areas where we can make a really distinctive contribution by combining the strengths that exist across the different departments and Schools.

HODGES:I would add to that the advances and investments that Harvard has made in financial aid, particularly the commitment to offering a growing number of students an essentially cost-free education. That widens that path of access in a way that I think is crucial. As an alum and as a member of the board, it is so motivating to see Harvard leading the way there. I also think theres a sense of excitement and possibility with Claudine Gays coming inauguration as president. I think Claudine is dazzling. From my view, shes a change-maker, but one who uses the facultys expertise and capabilities in pursuit of solving the Universitys most challenging problems. Weve seen that in her deanship of the FAS so theres every reason to expect that she will harness that same power in her presidency.

GAZETTE:Are there specific things on which youre looking forward to working with her?

HODGES:I know I speak for all of us on the board when I say that were excited to get to know Claudine better in her first year in the presidency, because well be working with her more closely than before. As for her priorities, those are something that she needs to have time to develop on her own, and in consultation with the faculty and others. So, in our role to make Harvard as successful as it can be, were excited to help support Claudines success.

CHOI:Ive known Claudine from her many interactions with the Board of Overseers and with the alumni over the years, but of course I got to know her much more deeply during the presidential search process. What impresses me about her is a truly outstanding quality of mind and an outstanding quality of leadership and experience. When you spend any time talking with Claudine, you get a sense of her infectious energy and passion for Harvard. She has a commitment not just to academic excellence but to how Harvard can make a powerful and positive difference in the world. When I talked to alumni around the country after the announcement, I heard uniformly a sense of excitement about Claudine and the potential that her presidency could bring. As we look forward to Harvards 400th anniversary in the not-too-distant future, I think shes a wonderful choice to help lead us into the start of the next century of the Universitys history.

Eligible Harvard degree holders may vote in this years elections for members of the Universitys Board of Overseers and the Harvard Alumni Association Elected Directors through 5 p.m. (EDT) on May 16. More information on the elections and candidates can be found here.

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Outgoing, incoming Overseers reflect on progress made, challenges ... - Harvard Gazette

One year ago, the White House launched the Global Health Worker Initiative (GHWI), recognizing that a health workforce that is supported, equipped and protected to provide essential public health functions is integral to reclaiming lost ground from the COVID-19 pandemic and preparing for future health threats. This initiative aims to meet an urgent need: the World Health Organization expects a global shortfall of 10 million health workers by 2030, mostly in low- and middle-income countries. Through the GHWI we are better aligning investments in health workers across the U.S. Government, building stronger partnerships on health workforce with bilateral partners, multilateral institutions, including the World Health Organization, and other philanthropic partners, and reorienting our global health programs toward cohesive efforts that build stronger and more resilient health systems.The United States is providing approximately $10 billion in global health program funding with Fiscal Year (FY) 2022 funds. U.S. Government programs such as the U.S. Presidents Emergency Plan for AIDS Relief (PEPFAR), the U.S. Presidents Malaria Initiative (PMI), and U.S. bilateral global health security partnerships in support of the Global Health Security Agenda, contribute more than $1.6 billion annually to support the health workforce across the globe. Building on those ongoing investments, the Presidents FY 2024 Budget requests increased investments across health programs to strengthen health systems and the global health workforce, including $20 million in new resources to directly support the Global Health Worker Initiative.The GHWI has four pillars focused on: 1) protecting and supporting health workers; 2) expanding the global health workforce and accelerating economic development; 3) advancing equity and inclusion; and 4) driving and investing in technological advancements and innovation. One year into our implementation of the GHWI, we have delivered concrete outcomes, including:PROTECTING and SUPPORTING HEALTH WORKERSThe United States has worked to protect health workers by prioritizing their access to vaccines and personal protective equipment, and working to safeguard them from violence, including in conflict and humanitarian settings. For example:

EXPANDING THE GLOBAL HEALTH WORKFORCE AND ACCELERATE ECONOMIC DEVELOPMENT

The United States has worked to expand the global health workforce and accelerate economic development by creating career pathways, expanding paid employment, and better equipping health workers to meet population health needs. For example:

ADVANCING EQUITY AND INCLUSION

The United States is working to advance equity and inclusion by addressing barriers, including gender, racial/ethnic, geographic, age, and others, to build a more diverse cohort of health workers and health leaders who truly reflect their communities. For example:

DRIVING AND INVESTING IN TECHNOLOGICAL ADVANCEMENTS AND INNOVATION

The Biden-Harris Administration is working to drive and invest in technological advancements and innovation to equip health workers with the ability to provide more efficient, quality-integrated service delivery, including through the use of digital platforms. For example:

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FACT SHEET: Biden-Harris Administration Marks Progress On One ... - The White House

Dualyx

Dualyx raises 40 million to progress Treg therapies for autoimmune diseases into the clinic

Use of proceeds will enable the development of the Companys lead autoimmune program DT-001, targeting TNFR2, as well as its pipeline of Treg candidates

Financing co-led by Fountain Healthcare Partners, Forbion and Andera Partners with support from existing investors

Bernard Coulie appointed as Independent Chairman with immediate effect

May 15 2023, Ghent, Belgium Dualyx NV, a Ghent based biotech developing next generation immune modulators, today announces that it has completed a 40 million ($44 million) Series A financing. The fundraise has been co-led by Fountain Healthcare Partners, Forbion and Andera Partners, with support from existing investors V-Bio Ventures, BGV, PMV, VIB, HTGF, and GFF. The funds raised will enable Dualyx to progress its lead autoimmune program DT-001, as well as its pipeline of Treg candidates. Ena Prosser, Partner at Fountain Healthcare Partners, Juliette Audet, Partner at Forbion, and Aneta Sottil, Director at Andera Partners will join Dualyxs Board as non-executive directors.

Dualyxs lead program DT-001 targets the highly attractive TNF receptor 2 (TNFR2), widely regarded as a master control switch in immune modulation. Through state-of-the-art antibody development, Dualyx has developed an agonist to the receptor which shows highly selective activation of regulatory T cells (Tregs).

To date, promising results have been observed from pre-clinical research with DT-001 and investigational new drug (IND)-enabling studies have begun. DT-001 holds promise to be a game-changing treatment option for a broad range of autoimmune diseases. The funds will be used to progress Dualyxs DT-001 program into its early clinical proof-of-concept phase. The company has a pipeline of additional Treg focused programs in early-stage development.

Alongside the financing, Bernard Coulie, CEO of Pliant Therapeutics, joins the company as Independent Chairman with immediate effect. Bernard brings with him a wealth of experience in founding and leading successful biotech companies.

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Its clear to me that TNFR2 is a validated and exciting target for autoimmune therapies, and I am confident that Dualyx has all the ingredients for success with its lead program. Im therefore delighted to join the Board as Chairman while Dualyx heads towards the clinic, commented Bernard Coulie, Independent Chairman of Dualyx. I look forward to working closely with Wouter, Luc and the rest of the Dualyx management team over the coming years.

Attracting the expertise and support of top tier investors to Dualyx highlights the potential of the work to date in our DT-001 program and more importantly, completes our high-quality international investor base. We extend a warm welcome to Bernard as Chairman and I am confident that the combined support of our new board will enable progress with our highly promising TNFR2 program, and ultimately our goal of addressing hard-to-treat autoimmune diseases, added Wouter Verhoeven, CEO of Dualyx.

Dualyx was founded two years ago by CSO Luc Van Rompaey, in a collaborative model with Wurzburg University, Argenx, VIB, Ghent University and KU Leuven. The company has been supported to date by a EUR 7 million seed round from V-Bio Ventures, BGV, PMV, VIB, HTGF, and GFF.

*ENDS*

Contact UsDualyxWouter Verhoevencontact@dualyx.com

Consilium Strategic CommunicationsLucy Featherstone, Kris LamDualyx@consilium-comms.com

About DualyxDualyx is a Ghent-based biotech company dedicated to the development of novel Treg based therapies to address the needs of patients with difficult-to-treat autoimmune diseases. The company was founded in 2020 by Luc van Rompaey in a collaborative model with Wurzburg University, Argenx, VIB, Ghent University and KU Leuven. Dualyx has developed a pipeline of highly promising immune modulating programs including DT-001, an antibody agonist program targeting the TNF receptor 2 (TNFR2) which is currently in IND-enabling studies. TNFR2 is widely regarded as a master control switch in for immunosuppression, making it highly attractive for Treg therapies. Dualyx also has a pipeline of additional Treg programs in early development. Dualyx is backed by a group of well-respected investors including: Fountain Healthcare Partners, Forbion, Andera Partners, V-Bio Ventures, BGV, PMV, VIB, HTGF and GFF.

About Fountain Healthcare PartnersFountain Healthcare Partners is a European life science focused venture capital fund with over EUR 300 million under management. Within the life science sector, specific areas of interest to Fountain include biotechnology, medical devices, specialty pharma and diagnostics. Fountain invests in entrepreneurs and companies with disruptive technologies or products that have a clear pharmacoeconomic benefit and a defined pathway to commercialisation, value enhancement and exit. Fountains main office is in Dublin, Ireland, with a second office in New York. http://www.fh-partners.com

About ForbionForbion is a dedicated life sciences venture capital firm with offices in The Netherlands, Germany and Singapore. Forbion invests in life sciences companies that are active in the (bio-) pharmaceutical space. Forbion manages 3 billion across multiple fund strategies that cover all stages of (bio-) pharmaceutical drug development. Forbions current team consists of over 30 life sciences investment professionals that have built an impressive performance track record since the late nineties with investments in 95 companies across 8 funds. Forbions record of sourcing, building and guiding life sciences companies has resulted in many breakthrough therapies and valuable exits. Portfolio company successes include NewAmsterdam Pharma (NASDAQ: NAMS), Gyroscope (acquired by Novartis) and Replimune (NASDAQ: REPL). Besides financial objectives, Forbion selects investments that will positively affect the health and well-being of patients. The firm is a signatory to the United Nations Principles for Responsible Investment. Forbion operates a joint venture with BGV, the manager of seed and early-stage funds, especially focused on Benelux and Germany.

About Andera PartnersCreated over 20 years ago, Andera Partners is a major player in private company investments in France and internationally. Its teams manage over 3.8 billion in investments in life sciences (Andera Life Sciences), growth and buyout capital (Andera MidCap, Andera Expansion, Andera Croissance, Andera Co-Invest), sponsorless transactions (Andera Acto) and ecological transition (Andera Infra).

Based in Paris, with offices in Antwerp, Milan, and Munich, Andera Partners is wholly owned by its teams, which count nearly 100 professionals, of which 60 are investment professionals. It is structured as a partnership and managed by a board of 12 partners. Responsible and committed, the management company regularly forms partnerships with non-profit sector entities and takes concrete action in the fight against global warming.

Anderas 15-person life sciences team brings together extensive experience in the life sciences industry, private equity and venture capital. Active since 2000, the team has raised over 1.1 billion through its BioDiscovery family of funds and is currently investing from its new BioDiscovery 6 fund. Since inception, the BioDiscovery funds have invested in more than 75 European and U.S. biotech and medtech companies. Further information: http://www.anderapartners.com.

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Dualyx raises 40 million to progress Treg therapies for autoimmune diseases into the clinic - Yahoo Finance

The global energy landscape is undergoing significant changes, and in the midst of this transformation, the role of nuclear power is being revisited with renewed vigor. The advent of small modular nuclear reactors (SMRs) promises a safer, less waste-intensive, and cost-effective approach to nuclear energy, with major international players developing their own footprint of SMRs. What recent progress is the U.S. making on new deployment of nuclear reactors and general nuclear energy developments?

Public support for nuclear power in the U.S. is reaching new heights, with a recent Gallup survey revealing that 55% of adults now back the energy source, the highest figure since 2012. With no carbon emissions and greater consistency than renewable sources like wind and solar, nuclear power is increasingly recognized for its reliability, leading the Biden administration to champion nuclear energy, particularly advanced nuclear reactors with enhanced safety and efficiency features, as a key strategy in achieving a stable, net-zero emissions future.

Projects and research surrounding deployment of nuclear reactors are gaining traction in the U.S., too, some new and some several years in the making. Colorado, for example, is close to deploying research funds toward nuclear energy projects as part of its Assess Advanced Energy Solutions in Rural Colorado. Southern Co.s Vogtle nuclear project in Georgia, despite being seven years overdue and $16 billion over budget, is also nearing completion and is set to become the largest single power source in the U.S. Although currently no other U.S. company plans a project on Vogtles scale, experts suggest this could change with up to five similar reactors potentially being built in the next 35 years.

Still, though, if the U.S. is serious about nuclear energy adoption, certain red tape will need to get cut for getting new sites developed and in time to meet the countrys and worlds climate goals. Sarah Kurtz, professor at UC Merceds School of Engineering and a renowned next-gen energy researcher and expert, gives her analysis of the current conversations surrounding nuclear energys return and the promise for future deployment of nuclear reactors.

In my class this semester, we had debates about nuclear power with opinions ranging from no way to nuclear is a great option. We found that the promises made for the new small modular nuclear reactors are like a dream come true. No worry of a meltdown, hazardous waste reduced or eliminated, lower costs by being assembled cookie cutter fashion, much like prefab houses. So is this hype or is it real?

Small modular reactors are progressing at a snails pace in the U.S., but China has already one operating and a second planned. China is also implementing this technology in developing countries like Argentina. In the U.S., the permitting process effectively blocks nuclear. In developing countries, the need for reliable power enables permitting and a much shorter timeline. From what Ive read, Chinas likely to be a leader with small modular reactors.

I expect that not all of the promises will be realized, but small modular nuclear reactors are making good progress. While large scale nuclear is stalled in the U.S., alongside of solar and wind, small nuclear reactors are worth looking at for the future. Theres a snag or problem with every energy solution, but together the solutions we have on the table can deliver a much better world than what we have today. We have to stop being against the things we arent 100% for.

Article written by Daniel Litwin.

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New Nuclear Reactors Make Progress in U.S. The Permitting ... - MarketScale