Boxlight introduces ultra short throw interactive projector

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boxlight-projector

Two versions of projector offer finger or pen touch interaction

Boxlight has announced the release of the latest in its interactive projector series — the ProjectoWrite12.
There are two versions in the P12 series, including finger or pen touch interaction. Each are wall mounted ultrashort throw interactive projectors — allowing up to 10 different interaction points. Additions to this series include 2 HDMI ports, simplified installation, and additional variance in whiteboard features.
The P12 has a contrast ratio of 10,000:1 and is rated at 4000 lumens with native WXGA resolution, 2x digital zoom, multiple wall color options for various wall conditions or screens, LAN connection for remote monitoring, fine tune horizontal and vertical image adjustment, 3D capable (when not in interactive mode) and a filter-free design. At a throw ratio of .27:1, an 110” image size can be accomplished by projecting just 18.5-25” from the screen.
“The P12 is the ideal upgrade to our ProjectoWrite interactive line.” says Jeremy Peterson, Boxlight Product Manager. “Boxlight has enhanced their interactive offering and enabled it with (up to) 10 point finger touch, high brightness, high contrast ratio, and easy calibration to present the specification needs that our customers require.” Peterson goes on to say.
 

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App of the Week: PBL management for the iPad classroom

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welearnedit
Ed. note: App of the Week picks are now being curated with help from the editors of Graphite.org, a free service from Common Sense Education. Click here to read the full app review.
What’s It Like? 
With this social-learning platform created by the makers of eduClipper [Adam Bellow], teachers can create project-based assignments complete with rubrics and attachments that can be pulled from DropBox, Google Drive, the device’s camera or camera roll, or the Internet. Content saved on teachers’ eduClipper accounts is automatically accessible in the library, as are resources other teachers have publicly shared. Students can submit projects dynamically through the app — attaching images, videos, documents, and more — and get feedback from peers and teachers delivered by video, audio, or text. Teachers can create unlimited classes, attaching different assignments and students to each. Students join a class with a teacher-generated code, and their work is saved in digital portfolios. With paid versions, parents also get a portal to view student assignments.
Price: Free/paid
Grades: K-12
Pros: Teacher and peer feedback plus portfolios embody valuing process over product learning.
Cons: Teachers can’t edit assignments once created.
Bottom line: Impressive tool for individualized learning and managing projects is best for one-to-

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Texas district upgrades fiber optic network

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New 100G high-capacity network will support 128,000 students and staff across Houston

Cypress-Fairbanks Independent School District (CFISD), the third largest school district in Texas, is deploying a private optical network leveraging high-capacity networking solutions fromPhonoscope LIGHTWAVE, a private fiber optic network service provider, and Ciena.
CFISD is building a 100G network with the vision of providing students and staff ‘Anytime, Anywhere’ broadband access so they can easily interact and collaborate with peers and engage in distance learning initiatives.
With approximately 114,000 students and 14,000 staff across more than 100 campuses and service centers, CFISD plans to utilize this robust fiber optic network to improve access to web-based educational resources while enhancing learning and collaboration.
The network is funded in part by the E-Rate program and is designed in accordance with the Smart Education Networks by Design (SEND) Initiative through the Consortium of School Networking (CoSN).
The Ciena-powered 100G network will enable CFISD to support the growing adoption of mobile devices among students – according to a Pew Research Center study 73 percent of teenagers have smartphones – and connect to the latest educational applications and tools. CFISD’s ownVision 2020 program includes a Bring Your Own Technology (BYOT) policy, which the school district expects will result in the need to support up to three devices for each student (depending on the grade level of the student), teacher and staff member.
Ciena’s 6500 Packet-Optical Platform and 5160 Service Aggregation Switch offers reliable high-capacity connectivity between CFISD’s six main hubs and three data centers through Phonoscope LIGHTWAVE’s extensive dark fiber network footprint. The network will also provide reliable connections between CFISD’s educational campuses and its three data centers, one of which is a collocation facility located outside of the district and used to back up all mission-critical information.
Phonoscope LIGHTWAVE, a CFISD strategic partner of many years, will provide managed services to CFISD over the new network. This deployment builds on Ciena and Phonoscope LIGHTWAVE’s long-standing work together as well.
“Our mission is to maximize every student’s potential through rigorous and relevant learning experiences by preparing students to be 21st century global learners,” said Frankie Jackson, Chief Technology Officer, Cypress-Fairbanks ISD. “To achieve it, we are proactively building a high-capacity network that will support the increased demands of wireless technologies, mobile devices, and high-speed connectivity. The Phonoscope LIGHTWAVE and Ciena solution provides the scalability and security we need to support these innovative programs that facilitate new types of classroom instruction, while also managing our mission-critical data and enabling future growth.”

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Changes make SAT shorter, better aligned to what students learn

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A new version of the SAT makes writing optional and reflects student coursework

To the casual observer, the SAT looks the same — questions on math and English, an essay, a set amount of time to finish each question.
But the college entrance exam has gotten a makeover. High school students are taking a new version of the SAT, which incorporates the first changes to the test since 2005. March 5 marked the first national testing date when students could take the new SAT.
The nearly four-hour exam drops to three hours if students decline the now-optional writing portion. Critical reading and writing have now been combined into a single evidence-based writing and reading portion. The range of possible scores changed, as well.
Students, meanwhile, no longer get penalized for guessing.
While the SAT did not change because of Common Core state standards and other recent state standards adoptions, designers researched just what was changing in the classrooms to better align the test with what students know and needed to know.
“We know many students went through similar exercises,” said Scott Hill, vice president of the College Board’s western regional office. The College Board organization runs the SAT. “It’s not surprising them what they experience in the classroom is what they experience in the SAT.”

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Hospital Marketing is Becoming Increasingly Important

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How a Well-Planned and Well-Implemented Marketing Strategy Can Attract New Clients

 
Changing health systems and uncertain financial situations are forcing hospitals around the world to better promote themselves to patients and referrers in order to stay competitive. However, marketing measures vary greatly across institutions and countries.

Fotos: Sebastian Forkath
In a competitive healthcare market, hospital marketing strategies are becoming increasingly important.
Promotional newspaper at Jianhe County Hospital in China
A Growing Global Trend
A freeway winding through the lush mountains of China’s remote Guizhou Province is flanked by brightly colored billboards advertising care in private hospitals. They are mostly about andrology – medical services for men – but some showcase skin or diabetes treatments. Most of the other billboards praise the region’s famous liquors. High-profile hospital advertisements like these are still a rare phenomenon in China, but they are part of a growing global trend.

While healthcare institutions have been rather reluctant to adopt promotional activities in the past, attitudes are changing. “Most hospitals in the U.S. still spend less than one percent of their total operating revenues on marketing, whereas most retail businesses spend upward of 10 percent,” said Patrick Buckley, a leading U.S. healthcare marketing expert. However, the share of hospital income spent on promotion is very likely to rise in the coming years.
 

“Most hospitals in the U.S. still spend less than one percent of their total operating revenues on marketing.”

Patrick Buckley, U.S. healthcare marketing expert
Directing Patient Flows Towards Your Hospital
Buckley sees marketing as an “absolute necessity,” especially for U.S. hospitals: “The U.S. healthcare system is more competitive than many others.” And competition is what drives marketing. Ironically, patients are rarely eager buyers. Most would rather stay away from what hospitals offer. “However, when a person does have a health-related event that requires treatment, you definitely want your hospital to be at the top of his or her mind,” writes Buckley in his book.1 “Moreover, hospitals and health systems are continually affected by external forces over which they have no control: politics; changes in government regulations; declines in reimbursement; the growth of alternative medicine; the rise of consumerism.” In this changing environment, marketing is one way for hospitals to control patient flows.

Hospitals can attract new patients with well-planned advertising campaigns and well-implemented marketing strategies.
Jianhe County Hospital uses flyers to build its image.
Different Styles of Raising Awareness 
This is also true outside of the U.S. A study on private hospitals in Brazil, for example, found that administrators think marketing is highly important. A well-planned and well-implemented marketing strategy might lead to “the attraction of new clients, which generates higher billing and a higher capacity of investment,” say the study’s authors.2 Another study carried out recently in India suggests that marketing in developing countries could influence patients’ hospital choices by addressing such issues as quality of treatment, transport convenience, and cost.3 In many European countries, however, practitioners are a key target group because they act as gatekeepers by referring patients to hospitals.

Of course, the way marketing is conducted varies greatly. The Brazilian study found that clinics with inferior infrastructure and less equipment employ simple forms of promotion, such as direct mailing or newspaper advertisements. Only hospitals with better infrastructure can use more expensive media, such as television. This is different in a richer country like the U.S., as Buckley observes: “Typically, the biggest component of a hospital’s advertising is TV, as it provides an opportunity to convey emotion and to build image. Yet, online advertising is definitely increasing.” Numbers are hard to track, says Buckley, but he estimates that digital advertising makes up around a quarter of hospital advertising spending in the U.S.

                                                                                                                                                                                                                          "People want content.”

Patrick Buckley, U.S. healthcare marketing expert

What Matters Most To Customers
In addition to experimenting with shiny billboards along highways, private hospitals in China are also trying out media advertising and social media. Public hospitals, on the other hand, are not allowed to advertise directly. Instead, they try to cooperate with local media so that they receive positive coverage (such cooperations between public institutions and state media are common throughout China) or they promote themselves via their own websites – though the results are sometimes underwhelming.

A sample study conducted by experts from Shanghai's Fudan University found that only a third of China’s public hospitals currently have their own websites, and that information on medical care and insurance policies often fails to meet the demands of increasingly aware consumers.4
“People want content,” Buckley agrees. Therefore, hospitals should not cling to “vanilla” campaigns, as he calls them (advertising only their advanced technology and concern for patients), but rather should talk about what matters most to their clients: quality and safety.

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A Closer Look at Financial Performance in Healthcare

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Managing Costs, Risk, and Financing to Create an Economically Sustainable Business

 
Healthcare providers around the world face resource shortages, economic and regulatory uncertainty, and increasing volatility. Market trends such as alternative compensation models and public-private partnerships are making people rethink established business models and adapt their investment strategies.
Individual and collective healthcare expenditure in % of the GDP
Investing during Difficult Times
The lion’s share of medical costs is incurred during treatment. Rapid, accurate diagnoses, and effective therapy management and control can significantly reduce these costs. They indicate optimal treatments, reduce unnecessary readmissions, and are a valuable aid in prevention. The use of modern diagnostic technologies in imaging and the laboratory can help achieve this goal.

At first glance, the required investment may appear to be a financial hurdle. But investing in medical technology and in systematic and continuous training for staff can contribute to the proper management of diagnosis and treatment. This could help hospital operators reduce costly mistakes and opportunity costs, and thus substantially improve their cost structure for the long term.
Many hospital operators have either no or very limited possibilities for obtaining financing from the capital market. Flexible, off-balance-sheet and usage-based financing models such as leasing, hiring, or purchasing increasingly offer scope for converting capital expenditures (Capex) to operational expenditures (Opex). This allows operators to make planned investments promptly and with minimal strain on liquidity.

Increased or high risk of insolvency in European hospitals
A Growth Market under Cost Pressure
Global healthcare expenditure amounted to approximately US$7.2 trillion in 2013, which equated to 10.6 percent of global gross domestic product (GDP). Global expenditure continues to rise — albeit with regional differences.
The growing and aging world population, the rise in chronic diseases, a growing middle class in emerging markets, and advances in diagnosis and therapy are all key drivers of rising global healthcare expenditure.
However, for hospital operators, rising healthcare expenditure does not automatically translate to an increase in revenues and profits. Rather, faced with more patients, they come under pressure to reduce the cost of treatment as health systems increasingly respond to higher overall expenses with cost-capping measures. In the U.S., for example, financial challenges are still the biggest headache for hospital managers.1

Today, hospital operators take on risks formerly managed by insurance companies. This reversal of the value-added mechanism, away from a “fee-for-service” model and toward a “fee-for-outcome” model, changes the significance of investments in medical technology.
In Europe, as well as in the U.S., cost pressure and commercial risks dominate. Nearly half of all European hospitals are in financial difficulties, especially in countries such as Greece and Portugal. The high risk of bankruptcy within the industry makes it harder for hospital operators to access the capital market. According to a study by consultancy firm Accenture, the average EBITDA margin of selected European hospitals amounted to approximately 5 percent in 2014.2
Given increasing patient numbers and overall costs in both Europe and the U.S., increased efficiency is becoming an existential concern for hospital operators. Meanwhile, financially sound healthcare companies can consolidate their market position through strategic investments.

Growth in healthcare expenditure 2014 - 2018
Cost Efficiency in Asia
In the search for innovative business approaches, it is worth taking a look at the Far East. In countries like China and India, low per-capita income, a rapidly growing population, uncertain economic prospects, and a shortage of beds and doctors in rural regions in particular make efficient and affordable healthcare provision a special challenge. For example, in India, the out-of-pocket spending rate is the highest in the world, standing at about 70 percent. At the same time, India is one of the poorest nations in the world.

Narayana Health (NH), one of the world’s least expensive and most rapidly expanding hospital companies, was established in this environment. Since it was founded in 2001, NH has grown from a small cardiology clinic into an internationally renowned, major medical company with approximately 6,500 beds in 30 hospitals. Its success is mainly based on a systematic low-cost strategy. This includes the efficient use of modern technology and optimized surgery capacity. In 2014, the Boston Consulting Group named NH as one of the 50 most successful companies in the emerging markets.3
 
Market size of medical tourism
The Medical Tourism Trend
Many of NH’s patients come from abroad, which means NH is participating in the worldwide medical tourism trend. Many successful hospital operators secure lucrative patient flows from abroad thanks to excellent low-cost services, a good international reputation, and a focus on foreign target groups, especially wealthy private patients.

The huge market for medical tourism is fueled by a variety of motives: many who travel for care do so because treatment is much cheaper in other countries. For instance, the cost of heart surgery at NH averages less than €1,700; in the U.K., it is 7 to 10 times higher.4 By the same token, wealthy patients from places like the Middle East and Eastern Europe often seek better medical care abroad.

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