Podcasts about spdc

Send us a textIn this episode, we learn about the inner workings of two critical elements of the community-based ecosystem in Trieste:  the community mental health center (CMHC) and the psychiatric unit in the city's general hospital (known as the Psychiatric Diagnostic and Treatment Services or SPDC).  Tommaso Bonavigo, is a psychiatrist at the CMHC Maddalena.  He received his education at the Università degli studi di Trieste, graduating first as a doctor (2010) and then as a psychiatrist (2016).Alessandra Oretti is the interim director of the mental health department for the city of Trieste and also serves as the head of the central hospital's psychiatric unit.  She has worked in the Trieste mental health system dating back to 1994 and received her degree from the Università degli studi di Trieste in 1998. The Azienda Sanitaria Universitaria Giuliano Isontina (ASUGI) is the Health Authority which services the Friuli Venezia Giulia region.  Oretti and Bonavigo  are part of the team of ASUGI experts in the following cooperation projects:RING project (INTEGRATED STRENGTHENING OF THE PALESTINIAN HEALTH SYSTEM) led by the Italian Agency for Development Cooperation (AICS) in the West Bank area (mainly in the psychiatric hospital of Bethlehem)DUSM project (Diritti umani e salute mentale dei detenuti ) in Albania, which means Human rights and mental health of the prisoners in Albania,  led by a consortium of Italian and Albanian NGOsCollaboration with East London Foundation Trust for developing a pilot CMHC which will remain open 24 hours In this interview, you will pick up on these themes:The importance of the therapeutic relationship which is based upon trust built up over time. How services are integrated in Trieste and the ways in which all the various people impacting a service user – the social worker, nurse, psychiatrist, police (if warranted) and others – create a team around a person.How accountability is assured through the designation of catchment areas – which denotes a territory for which the staff in a CMHC feel responsible for the people they serve. Resources: How a small Italian city became a model for mental health care. Financial Times, Sarah Neville, December 2024. Guidance from World Health Organization:  "Comprehensive mental health service networks. Promoting person-centered and rights-based approaches.”   See chapter at page 18.  

Ben Rodgers meets with Jodi Pitts, from the Center of Rural Innovation and the BRC's Program Director. They look at Jodi's role with the Center of Rural Innovation at Tennessee Tech, how long the BRC has been around with services that help small business owners, and her role in helping SPDC with interns that are focused on accounting and marketing. Listen to the latest Local Matters Podcast… Presented by Office Mart. Visit them at 215 S Jefferson Ave in Cookeville to see what they can do for your office News Talk 94.1 · Presented By Office Mart

How can researchers who have developed innovative solutions begin to commercialize? What makes a great research-entrepreneur? And how are universities and organizations helping to bridge the research-to-commercialization gap? We will learn those answers and more in this episode with Laure Haak. A neuroscientist by training, Laure has a BS and MS in Biology and Ph.D. in Neuroscience from Stanford University, and she did postdoctoral work at the National Institutes of Health. Her career includes diverse experiences: serving as founding Executive Director of ORCID; leadership roles at Thomson Reuters, The US National Academies, and Science Magazine. She is currently founder and CEO of Mighty Red Barn, a consultancy that supports impact-based organizations building digital infrastructure, and helping research innovators go from discovery to startup. Laure carries on this work as a Research Scholar at the Ronin Institute, and Board Chair of Phoenix Bioinformatics and the Green Bay Chapter of SCORE. You can learn more about Laure and Mighty Red Barn here: https://www.mightyredbarn.com Learn more about Oracle for Research: http://www.oracle.com/research    --------------------------------------------------------- Episode Transcript 00;00;00;00 - 00;00;26;12 How can researchers who have developed innovative products begin to commercialize them? Why are digital persistent identifiers important to researchers? And who are some of the partners that can help researchers get their products to market? We'll get those answers and more on this episode of Research and Action. Hello again. Welcome back to Research in Action, brought to you by Oracle for Research.   00;00;26;12 - 00;00;47;27 I'm Mike Stiles. And our guest today is Laure Haak. Laure is a neuroscientist by training. She has a B.S. and M.S. in Biology and a Ph.D. in neuroscience from Stanford. And she did her postdoctoral work at the National Institutes of Health. She's done a lot over the course of her career, including serving as founding executive director of ORCID leadership roles at Thomson Reuters,   00;00;48;00 - 00;01;14;09 the U.S. National Academies, and Science magazine. She's currently founder and CEO of Mighty Red Barn. That's a consultancy that supports impact-based organizations that are trying to build their digital infrastructure. And it also helps research innovators like many of our listeners, get from discovery to startup. Laure carries on this work as a research scholar at the Ronin Institute and Board chair of Phoenix Bioinformatics and the Green Bay chapter of SCORE.   00;01;14;09 - 00;01;38;01 Laure you're obviously a very busy person, so I'm really glad you're on the show. Well, thank you for the invitation. I'm really looking forward to this conversation. Us as well. So we're going to talk about innovation to commercialization, because we do have listeners who are researchers and PhDs. They've got the research discovery part down. But starting and leading a startup, that's a whole different thing.   00;01;38;02 - 00;02;02;28 But before we do that, what did you want to be when you grew up and what motivated you at each step from Stanford, to ORCID, to Mighty Red Barn? Yeah. And so, I think whenever people ask about careers, it kind of depends on what you had for breakfast, how you answer the question. So, I think the best way to explain my career is that I never grew out of the childhood fascination with how things work.   00;02;02;28 - 00;02;24;19 I never stopped asking why, which has it's endearing and annoying qualities, depending again on what you had for breakfast. I was and still am fascinated with how the brain works. And after college I started graduate school in neuroscience during what was then the decade of the brain. It was a big deal. So I studied hibernation. I studied sleep wake cycles.   00;02;24;19 - 00;02;51;12 I studied how our bodies internal clock responds to light. I was also at the same time involved in the Association for Women in Science as well as Women in Neuroscience, where I managed a quarterly or a quarterly newsletter back in the day when you actually mailed things using stamps in the Postal Service. You know, we couldn't look at how many people opened, but we had a list of about a thousand people were sending out to.   00;02;51;15 - 00;03;21;14 So during my tenure as president of Women in Neuroscience, that particular group was folded into the Society of Neuroscience. And it is still an active initiative today, which is really awesome to see. So from my postdoc with that portfolio of three years of these newsletters, I joined the Next Wave team at Science Magazine and triple-A US, which is now called Science Careers, and I worked on post-doc policy and career development for science graduate students.   00;03;21;14 - 00;03;39;15 And there's so many really smart people that are so focused on their research, they couldn't see the vast opportunities for applying their passion and skills. I think this gets back to your question, Mike, about, look, there's folks that do research, but how can I be an entrepreneur and start something? And part of it is kind of looking up.   00;03;39;18 - 00;04;04;07 So when I was at the Next Wave team, I helped to support the founding of the National Postdoc Association and then went on to be a study director at the National Academies and working with esteemed scientists to research and produce reports on research workforce issues, including interdisciplinary research, international students. And on the last report I did when I was there was on women in academia.   00;04;04;10 - 00;04;28;15 So from the academies I again moved to something completely different and a tech startup where when I started there was no job description and no job title. It sounds like a tech startup. Yes, but you have to really you know, I came out of academics in that I went to two places where there is a lot of structure, right?   00;04;28;17 - 00;04;53;26 So the tech startup was like, okay. And I was also the only peer there. So I crafted my job and my job title and became the chief science officer. And I help the company build an analytics consultancy that brought the data that they were kind of collecting and munching together to these pressing research policy issues where, you know, you could kind of look at some amount of data.   00;04;53;26 - 00;05;15;07 We didn't have, you know, a lot of it that we needed to really answer these pressing issues. So this was this time was right as compute power was really starting to take off. So I have to admit, during graduate school, we had a computer that took up the size of a room. We had an old one of those things.   00;05;15;09 - 00;05;35;29 And so now a few years later, you can now crunch terabytes of data in hours rather than weeks. And I know these days you can do petabytes in microseconds. But, you know, we're getting there in the machine, sit on a desktop, Right. So this is like this wonderful period of time when people are like, oh, my gosh, what can we do?   00;05;36;01 - 00;05;55;01 And one of the wonderful things we did was work with the National Institutes of Health on a number of program evaluation projects. We had data on grants, we had data on papers, we data on people, we had data on patents. We brought all that together to help the NIH understand what is the impact of their funding in certain portfolio areas.   00;05;55;03 - 00;06;30;27 One of the projects we did was with the NIH leadership, and it was to examine what was thought to be potential bias in the awarding of research grants, a hot button topic and lots of anecdotes. So we were able to bring to bear the compute power and the data that we had to a study which led to a publication of a paper in Science magazine demonstrating a substantial gap in the likelihood of award for black NIH grant applicants, other measures being equal that spurred the NIH to examine their review process.   00;06;30;27 - 00;06;53;26 I'm really, really proud of this work, and I'm proud that the NIH took action, both partnered with us on the work and took action to try to remedy or at least further study and remedy the situation. So some of the stuff I've done, so at the same time all this was happening, startups, right, like to go through and sell and, you know, get money for the investment they've made.   00;06;53;26 - 00;07;24;26 So I was actually part of the startup's management team that was pitching for our acquisition and we were eventually purchased by Thomson Reuters. And overnight we went from a team of about 50 people to a team of about 50,000 people. It is a really big change and I'm the kind of person that really likes the scrappy energy of startups where you can be super nimble and change your mind and oh, maybe we should do this today and started looking for an opportunity to build something new.   00;07;24;26 - 00;07;44;25 So I did the kind of spin in, you know, with the the group. So I did the spin out with the National Post Association. I did the spin in with the evaluation team and analytics team at Discovery Logic, Thomson Reuters. And then it was like, okay, I want to try something else. And this would actually be Let's start a company from the beginning, right?   00;07;44;28 - 00;08;12;29 And I had the phenomenal opportunity to come on board at as ORCID was just starting. And so I became the founding executive director and I was the first staff hire. There was already a board and bylaws and all these other things, but they didn't have any staff. So I became the founding executive director and it was just awesome. I cannot tell you how wonderful that it was, just every day on my hip pinch myself.   00;08;12;29 - 00;08;46;06 I can't believe I have this. Jobs is great. So I helped to. I have to build the operational infrastructure. I built a team and with the team, a globe of community and technology infrastructure for researcher identifiers. So ORCID is essentially a digital name for researchers that connect us with all of our professional activities and contribution. So in eight years we managed to reach financial sustainability is this is a nonprofit and we had over 10 million registered researchers, a thousand members and national consortia in 40 countries.   00;08;46;13 - 00;09;07;28 I was delighted, but it was also time for me to move on because we got where I wanted to get to. It was built and now we had to move into more of a maintenance mode. Then let's build, build, build, right. I was ready for my next build project and I stepped out in 2020 to create Mighty Red Barn, which is, as you said, a consultancy for social impact startups.   00;09;07;28 - 00;09;32;05 So here we are. Well, I'm worried that you're going to go start another company before this podcast is over, but your role at ORCID seems like a pretty big deal when you think about how critical digital persistent identifiers are. Tell me what you're trying to get done at ORCID or what you were working on at ORCID. Why digital identifiers are so important.   00;09;32;08 - 00;09;53;09 Yeah, So I guess the way to explain that is, you know, as you move from print, you know, people going to the library, when I started graduate school, we would go to the library, have a lot of time at the photocopy machine, photocopying stuff from journals. You know, people don't do that anymore. And everyone's looking for stuff on the Internet now.   00;09;53;09 - 00;10;14;06 You can't find things on the Internet unless you have a good key for finding things. Right. And for researchers, anybody with the name notices in my name, I have a fairly unique name, but it's not unique enough to be able to find all of the things that I've done and attach them to me. Even Google still gets me wrong.   00;10;14;06 - 00;10;47;00 I get messages every three weeks saying, Could you please update your record? So what ORCID does is it provides individuals with essentially this digital name, a unique digital persistent identifier that they can use as they're going through their regular workflows. Right. So for example, when you're applying for a grant, when you're registering as a new graduate student, when you're submitting a manuscript or a dataset to a repository, part of that transaction is you including your name and your digital name, your ORCID I.D, as you're going through that workflow process.   00;10;47;06 - 00;11;11;10 So it's not asking you to do any additional work other than basically using ORCID single sign on to go log into these systems, the systems, collect your ID and then attach that ID to the transaction. So now your paper includes your ORCID ID, now your grant includes your ORCID ID, your record at your university, includes your ORCID ID, etc., etc..   00;11;11;10 - 00;11;34;24 So part of that workflow and one of the things I was really, really big on since graduate school was this idea that research outputs are so much more than just journal articles, right? This huge motivation for me, articles are how we talk about the work we do, right? But there's datasets, there's software code, there's instruments made. This committee is mentoring, teaching.   00;11;34;24 - 00;12;05;14 All of these things are integral parts of the research process. So ORCID was not just about, Here's my ORCID IDs. I publish a paper. It was a way to say to the individual, here you have power in determining what to include in your professional body of work. This is your idea. You decide when and where to use it, and you can also decide what is available on your ORCID profile for public view or sharing with trusted parties.   00;12;05;14 - 00;12;34;03 We were all about providing that power and agency to the individual and based on this presupposition, that individual should control what information is shared publicly regarding their digital reputation. And yeah, so I'm I'm proud that ORCID was has been and continues to be part of the story of providing a way for research as an agency over how they are viewed on the Internet and how people can find and see what they've been doing.   00;12;34;06 - 00;12;58;24 Yeah, it sounds like the way an artist would sign their painting, right? Except providing a digital way, a digital recognition of that. Right. And you started to see more artists using digital identifiers at DMS, things like that, to say, this is my work and essentially coded in the back end. So you can't steal or repurpose the art without some recognition or citation of the artist.   00;12;58;24 - 00;13;22;07 That's all of what this is about. Yeah, the applications go way beyond researchers. Yes. Yes. Now, as promised, we need to get these folks from research to commercialization. I've never seen science and research move so fast as it did during the pandemic, and of course, with good reason, we didn't have a lot of time to putz around with red tape and bureaucracy as we had to get a product to the market.   00;13;22;13 - 00;13;46;22 Now it feels like on university campuses around the world, there's a sense of look up our support and resources because we might have to do that again or produce spin outs. What does that framework look like today and what is the level of support? Yeah, and so I think, you know, part of this is how do folks in academics do commercial work, right?   00;13;46;23 - 00;14;14;22 And so I think starting off with how do we talk about ownership? And one of the big differences between academic and commercial research, of course, is intellectual property rights. Who owns the research output shapes how information is shared and how and what can be moved into a product, right? So for me, during COVID, one of the most impressive demonstrations of the power of open collaboration is the National COVID Cohort Collaborative.   00;14;14;22 - 00;14;46;04 Also known as NC three. And I love identifiers. They used open identifiers including ORCID and dyes and organization identifiers to attribute who made what data contribution, which is really awesome. And they also coupled that with this this really strong metadata framework that enabled the combination and the combination of contributed datasets and components of dataset. Talk about awesome. This is not something you could do in one company.   00;14;46;04 - 00;15;33;05 This requires a collaboration across labs and across corporate. This work was instrumental in driving early data sharing during the pandemic, so you couldn't have gotten the product without that data sharing, right? And part of that data sharing happened, at least in part because everyone who contributed data to the collaborative knew they would get credit, even if another group did the analysis and knew that if some missed study that was contributed or some dataset that was contributed was later withdrawn, that that data could be withdrawn from their analysis as well because of the way that persistent identifiers in metadata had been that that framework had been set up at the get go in NC three.   00;15;33;12 - 00;16;00;12 So the group managing the collaborative actually won the inaugural Data Works and Challenge Prize for data sharing earlier this year, and I encourage you to check it out. Is really phenomenal piece of work. And I personally think that's the way we need to start thinking about getting product to market is the step before that which is how do we enable data sharing that allows people to collaborate on these problems?   00;16;00;14 - 00;16;18;28 Yeah, after this, I think you should go work in Hollywood because, you know, you are you see these screenplays that were written by about 11 or 12 people and it's like, okay, who contributed what? Right now that industry kind of has the same problems of people being, you know, the collaborations and what was mine versus what was else's.   00;16;19;01 - 00;16;58;05 Right. But, you know, the world needs solutions. And the younger you are, the more you've gotten used to near instant gratification. We're used to seeing things happen. So have expectations and research shifted as well, or our research institutions moving as fast to commercialization as they can? What's driving that need to commercialize? Yeah, I mean, you've got the by dual act that shifted everything, at least in the US and there's been a strong push ever since then was in the mid-eighties right of where universities set up tech transfer offices and you know have patent attorneys on staff advising people.   00;16;58;05 - 00;17;23;14 There's a number of universities that have spin out incubators, things like that. If I don't think it's getting faster, if anything, I think some universities are realizing there's a huge amount of effort and money that they're putting into these centers that they may not be recouping there. It hasn't been a fast win for many universities in this space, but it's certainly active.   00;17;23;17 - 00;17;49;08 I think, again, coming back to my previous comment, I think in addition to these spin outs and commercialization, where academic IP intellectual property is acquired by a commercial entity, I think what I would love to see is more people considering this collaborative model, right? One in which there is incentive baked in for data sharing by all parties.   00;17;49;08 - 00;18;16;24 Right. And I like to see this civilly. Is it science fiction? Right. We can look at how high energy physics is done, right? There's this large inter-country collaboration at CERN using shared equipment and management. And, you know, researchers can openly access this facility, you know, by applying to work there. And three, this a covered example I just mentioned proved this concept in biomedical sciences.   00;18;16;24 - 00;18;43;18 Right. What I see that similar in both of these models is both the intent to collaborate on big Thorny and of course, expensive like really crushingly. You need to answer the question right now. Problems. There's also the willingness to fund at the highest levels. And I think this might be what is changing a little bit where you see and an agent and a NSF starting to fund these larger collaborative efforts.   00;18;43;18 - 00;19;09;27 I'm really happy to see these things happening. And then also what, NC three and to some extent CERN and others have done is operationalizing attributions using these open and persistent digital identifiers, not just for people, not just for the papers, but for all of the things and the places that are involved in the project so that you can kind of deconstruct and tease apart and understand, Hey, I did this part and I did that part right?   00;19;09;27 - 00;19;35;15 So everyone participating gets credit. Whether you build a detector, develop the methods, collect the samples, perform the analysis, curate the dataset, or even fund the initiative or house the researchers and the equipment. Right? All of that. Everyone understands your different part of it. And I think there is room in this collaborative model for academic and commercial and government entities to work together.   00;19;35;18 - 00;20;02;18 Collaboration. It reduces the upfront development costs for companies, It enables broad talent sharing, which is pretty awesome. It allows, like the postdocs in the academic lab to get some corporate experience working in these collaborations. And it also leverages the strengths of each sector the ideas, the innovation product to market, which most people in academia never think about product to market as well as risk reduction.   00;20;02;18 - 00;20;31;14 Right. Which again, most people in academia are thinking about risk reduction. And I would love to see more research groups looking into these cooperative business structures as an option for bringing products to market. We provide recognition, operational frameworks and I think also really important is this idea of equity for all of the parties involved in this. And you asked for some practical examples and there's actually a co-op accelerator program at START that co-op.   00;20;31;14 - 00;20;52;24 So it's not like you can only get startups through a venture model. You can also get or a venture for profit model. You can also get startups moving through these accelerator programs that are really focused on the co-op structure. So something to look at. If you've met a lot of startup founders, you start to see they have a unique set of talents and drivers.   00;20;52;24 - 00;21;20;16 You know, research entrepreneurs, PhDs may not be like them. That may not come naturally. They've got to learn product market fit, funding strategies, sales, marketing, regulatory compliance, business skills. It's kind of not fair. It's like that, Is it not enough? I'm not a research genius now. I have to be Richard Branson on top of that. Right, Right. So our grad schools, are anyone helping train them to be entrepreneurs or is it assumed they probably don't need to be?   00;21;20;17 - 00;21;42;02 Yeah. And it's funny because, like, our entrepreneurs are actually trained to be entrepreneurs is like, where does that come from? Well, it's almost natural inside me, right? I'm going to say it probably wasn't natural. Looking at any number of things is exposure to certain ideas and concepts and ways of thinking and doing that happen. Right? And so I'm going to tell a story.   00;21;42;02 - 00;22;05;08 I can tell a story here. So back in the day when I was at Science magazine, working on Next Wave, working on postdoc policy, that was when my first kid was born. Okay, fast forward 20 years, several stops later in my career, and I returned to pursue our policy in an early career workforce conference sponsored by the National Bureau of Economic Research.   00;22;05;08 - 00;22;27;04 This is like two years ago. So the very same issues were on the table. And I just like, Oh my God, I feel like I stepped into the Wayback Machine, right? There's perceived poor career prospects by the postdocs. They felt stuck long terms in low paying apprenticeships, no substantive change in the ability to attract and retain diverse talent into science careers.   00;22;27;04 - 00;22;52;28 It was really frustrating even to just sit in the room and listen to the the economist talking about this. I'm like, I can't believe things haven't changed in the last 20 years. This is insane, right? So one of the key skills of researchers is our ability to focus on a problem and give it all we've got. Even if it looks hopeless, we give it all we've got.   00;22;53;04 - 00;23;17;08 And to some degree, that's a parallel skill with entrepreneurs is just like hammer away and make it happen. Right? But it also means it's really hard for us to look up and around and see what else might be good or fun or wise for our career, right? It's even more difficult to do this when the culture of science is driving for speed above all else.   00;23;17;08 - 00;23;39;27 We've got to answer this question right now. Right? Publish or perish. Publishing is so important, right? And because of that, people hold their findings really close for fear. If they're going to be scoops they don't want to share. They're not they're actually disincentivized from sharing. And they're, you know, in their cubbyholes working on their stuff. It's really not a great way to think about how can I be an entrepreneur, right?   00;23;40;04 - 00;24;06;07 So when the structure of science does not prioritize credit for all the people and it doesn't include the necessary components of the research process and what you get credit for collaboration and career development more in your question is not the outcome. So we do need entrepreneurial researchers, whether they spin out a product, run a lab, work in research policy, run a nonprofit.   00;24;06;09 - 00;24;35;06 All of these things are good skills such as team management, data sharing, budgeting, strategy and operations are all essential. And of course, looking at business, these are the same skills. Entrepreneur Sorry, entrepreneurs need to start a business to right? So these you have to have these skills, but it's not what you learn at the university, right? So the big questions are who provides the training and when is this training provided?   00;24;35;06 - 00;24;58;06 And then how? If you have the training, how do you get researchers early career and the supervisor is to prioritize participation in the training. You're supposed to be in the lab. What are you doing outside the lab? How dare you? Right. So one shining light here is the National Institutes of Health launched a program called Best Broadening Experiences in Scientific Training.   00;24;58;06 - 00;25;23;18 And this is one example of a science agency actually providing incentives through a funding program for these training experiences for grad students and postdocs. And I can tell you, I was on the review panel for one of these best sessions, and it was really interesting listening and reading what the universities were trying to do to get people just to come to the training courses that are part of their training program.   00;25;23;18 - 00;25;50;20 As a grad student and a postdoc, it was incredible the amount of resistance that there is in the university setting for having researchers do anything other than their particular experiment. There's a massive cultural challenge there. I mean, it sounds like because you're right, again, the research is doing the research because that's their passion. And it's the old thing of, you know, if I just don't think about this other thing, maybe it'll go away, right?   00;25;50;23 - 00;26;11;20 If I don't think about the fact that there's not a job for me at the end of this, maybe it'll materialize magically. Somewhere in there. Yeah. Okay. So I'm a university dean that could never happen. But just play along with me for a minute. I come to you and I say, Laure, I want to build programs and a culture around turning research into innovative product.   00;26;11;25 - 00;26;34;20 What resources do I need to make available and how do I build a supportive community around that? And I guess that speaks to the challenges of fighting that resistance, you know, getting community to pull people in. Right, Right. And so I think, you know, the other question at universities is anywhere is always cost rate. How much more do I need to invest to create these programs?   00;26;34;20 - 00;26;58;02 I think the great and wonderful answer here is that universities don't really need to invest a whole lot more to create a program. So there's a number of universities. Many, many of them already have something called a small business development centers. These are associated with the Small Business Administration, and they're staffed by business and technical advisors that can help problem solver access capital and help with business planning.   00;26;58;04 - 00;27;20;04 Woo Right. You know, I think anything new, it's already there. And they provide services to people at the university and actually at SCORE are we we collaborate with folks in the SPDC as well and we can send people from the community over to these groups at the university to get the technical assistance they need. That is beyond the scope of what we do in this program.   00;27;20;04 - 00;27;45;13 So I think it's less a matter of the university setting up more resources. It's really more connecting entrepreneurs with the resources that are already in the community. And I mean, frankly, we run into the same challenge with data sharing. There's tons of resources available through the university library, but researchers often have no clue to reach out to the librarian for help with data sharing.   00;27;45;16 - 00;28;18;21 So I think all of us researchers have myopia, but so do research administrators and services like SDB sees and score as well. Right? How do we reach and run the workshops, walk the halls? Right. We have to be really proactive and go out and engage with the researchers, meet them where they're at, and engage with these groups of people about entrepreneurial skills, practices, meeting with mentors, things like that.   00;28;18;21 - 00;28;37;01 So I think all of us need to do better at looking up and out, asking for help, listening. And, you know, it's not just product market fit. It's like the focus groups that we always tell entrepreneurs to do. I think the services that are out there for entrepreneurs also need to do the same thing. I think about biotech and medical research entrepreneurs.   00;28;37;01 - 00;29;09;15 They've got like an extra bucket of problems because they have to work with the health care industry. Highly regulated, very complicated, not big risk takers when where innovation is concerned, can the sharing of data be a difference maker in all that? What data should the researcher bring to the table and how to smooth process? Yeah, so there are two wonderful sets of guidelines that are out there and people are working on implementing them and they have really great acronyms.   00;29;09;15 - 00;29;31;29 One is called CARE and the other is called FAIR. Right? So I think this this comes back my to your question, there is no one way to answer that question. I think the ways you answer this question is by providing a framework that allows people to use a framework to answer the question for their particular situation. Okay, So FAIR stands for findable, accessible, interoperable and reusable.   00;29;31;29 - 00;29;48;27 And it tells us how to share. It tells you how to create your data set, use persistent identifiers, you know, make sure that this is there is some way for people to request access to your data set, whether that it's in a repository of a landing page, make sure it's interoperable, that there is a good set of metadata.   00;29;48;27 - 00;30;10;29 Well, describe to explain what the heck's in your dataset. Right. And then make sure it's reusable, right. That there is some way to pull it down into a file, share it. It's already in a database or our code, whatever it is, right? That that's all there. So that's FAIR. How do I create and curate my data set so that it is accessible and usable by other people?   00;30;11;01 - 00;30;37;02 But there's also another component that is as important, and these are enshrined or encompassed in the CARE principles, and these were developed through the lens of Indigenous data sovereignty, and they provide a framework for what to share, right? So CARE stands for collective benefit authority to control responsibility and optics. And like when you're working with biomedical data, you know you can't share personal level data, period.   00;30;37;08 - 00;30;58;10 That is ethically wrong. To share personal level data, you have to identify it. So that's a component of, for example, what you could put in CARE. Do you have the authority to control the data that you're sharing, or does somebody else have the authority? For what benefit are these data being shared? These are all really important questions to ask when you're when you're sharing data.   00;30;58;10 - 00;31;18;01 So as gets to like, I'm really big on attribution, right? So I think and I don't think it's even I think I'm just going to make the bold statement that we have to recognize the rights of the people from whom data are collected. I think for too long we've only recognized the rights of the people who are collecting the data.   00;31;18;06 - 00;31;42;15 Right. And I don't think that finders keepers should be the ruling ethos for how we share data. I think we can do a lot better and the CARE principles get us there with that collective benefit authority, control, responsibility and ethics framework. And so between CARE and FAIR, we address for people and purpose, and together the guidance is share your data as openly as possible and as closed as necessary.   00;31;42;15 - 00;32;06;28 So there isn't just open data shared with everybody. It's like, let's really think through what's in this data set. Do I have authority to share it? What is my responsibility for protecting the information that's in this data set, and how can I collectively benefit the community by sharing? How can I do this in an effective way? And I really, really love how these two sets of principles work together and foster this way of thinking.   00;32;06;28 - 00;32;35;02 This framework about intellectual property that is intentionally respectful for the full set of stakeholders and rights holders of the data that's represented in the data set. So that may not be as specific as an answer as you want, but I think that's the best way to address this is using these frameworks. It does. It sounds like it. Oracle for Research has actually provided research to commercialization support for a handful of researchers like University of Bristol biotech spin out Halo Therapeutics. Is that a good role for a big old tech company like Oracle to play? Is that appropriate? Oh my God. When I met you guys at the Research Data Alliance meeting, I was so excited to know that there's Oracle for Research exists and that you guys are providing tech support for founders. I think it's awesome.   00;32;54;07 - 00;33;23;23 I do. And this is part of the collaboration I'm talking about. You have skills and resources that startups don't, and to be able to share those resources is for the collective benefit of all the parties. Awesome, right? So I think, you know, this small grant funding and technical support that you guys have done with the community, support those folks that are our need to use or want to use cloud computing, super important community building is also a big one for me, obviously, right?   00;33;23;26 - 00;34;00;19 Bringing together aspiring entrepreneurs to share their stories, to meet with mentors, to meet with other entrepreneurs. It may be a little bit farther along the pathway. Super important to do that and you're starting to do what you're doing that a bit right? Supporting collaborations. One of the things I've heard over and over again in this data space is, yes, there's these cloud computing services, but one of the big challenges is the middleware that's needed to enable access to the data in the cloud server that's respectful of privacy and any like data sharing challenges that you might have.   00;34;00;19 - 00;34;25;28 Right. In that that federated sign and piece is really challenging for a lot of folks building these data infrastructures. So there may be some some role that you can play in helping to support collaborations to answer some of those questions. And it's not saying that there's a particular product that you guys can build, but maybe say, hey, here's some options, here's how they can be implemented, here's some folks doing it right.   00;34;25;29 - 00;34;52;09 Why don't we have a meeting or something to help others figure out how to also implement those? And then the thing you guys have been doing, again, partnering. We talked about research, data Alliance. I think you also participate in these giant and TNC meetings looking for opportunity is to work with research networks and identity federations and data sharing alliances in developing these cross-platform solutions that work on a global scale.   00;34;52;15 - 00;35;22;04 All of those are great. So I think when I look at this, is providing some hope right. We have this great idea as an entrepreneur and is like, Oh my God, how am I going to do this Right? Providing some hope to those of us who who want to start developing a tech-based product for the research community, that someone out there is willing to share some resources to help us test our idea.   00;35;22;04 - 00;35;51;10 I think that that would be the way I would think about it. Yeah, well, technology as a driver, it's an enabler for nearly all research entrepreneurs and biotech founders. There's no way around that. But as we're seeing with AI, technology appears to pop up and move at incredible speed. So what do you think researchers should be doing to make sure they understand what the right technology is and how to use it for things like cost, performance, security, flexibility, scale, those things?   00;35;51;13 - 00;36;14;02 Yeah. And so I was thinking about this and, you know, tech is necessary for everyone, as you know. Right. And, you know, I work with a lot of small businesses through my SCORE mentoring volunteer service. Right. And these are people starting restaurants and hair salons and retail outlets. And, you know, they're like, how do I do this? They also have to use cloud-based solutions, right?   00;36;14;02 - 00;36;38;18 Accounting, e-commerce platforms. They have internal external communication platforms like the storage slack and other things like that, discord on customer management systems out there. All of these things people think of tech and they think of cloud computing and massive compute resources that you need for time. Actually, yes, you need that, but you also need these other cloud solutions.   00;36;38;18 - 00;37;00;14 If you're going to run a business, you have to have all of these other kind of operational pieces as well. Right? And there's other things like, Oh my God, I have to look at mileage tracking and receipts management, inventory control, all the things no one wants to think about, but they're all essential parts of running a company. And all of these to also have cloud-based solutions.   00;37;00;14 - 00;37;20;21 You don't have to do stuff on a spreadsheet that's only on your computer. You can have it in the cloud, you can move around. This information comes with, you can easily share, you can collaborate on documents. And I think Mike, to some degree, I think people need to pay attention to this as well, right? They have to do this as well.   00;37;20;23 - 00;37;42;06 Things like SCORE, right? Used to be only face to face mentoring now is almost I think over 90% of mentors now in the space of three years shifted from face to face to virtual meetings and like it was like, oh, I didn't do this earlier. An orchid was run as a virtual office From the very beginning. We never had a building, never.   00;37;42;10 - 00;38;12;28 And my consultancy is also virtual, right? So it's how do we use these wonderful cloud-based resources to really expand how we can do our work, where we do our work and open up time that we didn't have before because we were running around or trying to share documents through email or trying to collect all these things that the cloud is made possible for us that really enable collaborative work I think is great.   00;38;12;28 - 00;38;34;14 So your question, what tech do you use? And this is a question that can't be answered easily. Again, it depends on the stage of your company, the size and scale of your team where you're operating and of course your product, right? So I will always take an iterative approach, have a conversation. Where are you in your evolution as a company?   00;38;34;14 - 00;38;55;19 What is your product? What are your needs? And then also make sure my big advice is make sure when you pick a technology for whatever it is that, it is something you can evolve and adjust and iterate with. Then, you know, if it's one particular platform, make sure has an API, make sure you can get your data in and out of it.   00;38;55;23 - 00;39;18;21 So as your needs evolve, you can transition to something else if you need to. That better suits you need as a company. Don't get locked into a particular solution because you'll find like if you get locked into one, I don't know, customer relationship management system or fundraising system. And then you can't move as your company gets bigger, you're kind of screwed.   00;39;18;27 - 00;39;44;25 So you have to make sure you you plan for, in my opinion, to plan for flexibility from the very beginning to allow you to grow and evolve as a company. And then that last thing, it comes back to experience at work. It ensuring privacy. What did you actually need to collect? Right? And if you have to collect personal love with data, make sure that you're ensuring the privacy of the people you're collecting it from.   00;39;44;25 - 00;40;06;10 So that's always a big one for me. And that's where Cloud Solutions not putting this stuff on your laptop are. So, so important. Well, we talked a good bit about partners and partnerships. Some people like to try to partner with our friend, the federal government. Federal funding is critical for academic and nonprofit researchers, the NIH as a funder.   00;40;06;17 - 00;40;28;16 It's driving change in the research space with things like the updated data management and sharing policy. And that policy is that researchers now have to plan and budget for the management and sharing of data when they apply for a grant. Are these mandates going to lead to real and meaningful changes or is it window dressing? What's your take?   00;40;28;18 - 00;40;50;25 Oh, another story. So one of the early community stories we did, ORCID had a question about mandates. There are always these conversations about mandates and the folks that would do put in place the mandatory oh, we couldn't possibly put in place the mandates or just irritate the people who would use it like the publishers can't put in place mandate because then the authors won't come to our platform.   00;40;50;25 - 00;41;18;20 We'd want to put up any barriers to, you know, to people using our stuff. But we did the survey and one of the questions on it was, Hey, would you want work it to be mandated by publishers? And since surprisingly, something like 80% of the respondents said mandate organ, we're like, okay. And that in turn, the funders and publishers are like, Oh, I had no idea people would be into this.   00;41;18;20 - 00;41;40;14 So that, you know, it was like researchers asking for a mandate in in a way with the researchers were asking for was would the publishers and funders please use ORCID? Please just use it so we can use it as researchers and gain the benefit. It was an interesting kind of reverse way of doing the mandate. So I think now we see these two stories about mandates.   00;41;40;14 - 00;42;08;28 You know, no one ever mandated Google search, right? It was remains as elegant and easy solution of finding things on the Internet. People still use it in droves, even with problematic privacy frameworks or revenue model. Right. It's because it's so easy. This just does what supposed to do. You get in and out your data, right? So why do we need to resort to mandates to get people to use things and do things that should be good now, which gives me to my second comeback, right?   00;42;09;02 - 00;42;32;21 Things like ORCID and data sharing are usually promoted or marketed as quote unquote good for us. It's like eating broccoli. Some people like broccoli. A lot of people don't like broccoli or they will not go out of their way to eat broccoli like a guy eats broccoli because it's good for me. But given this choice between green vegetables and I don't know, chocolate, I'm sure most people will head for the chocolate.   00;42;32;24 - 00;43;08;16 So why don't we design things and workflows and incent dev structures that provide the sweets that people want? Right? So these research policies that are enforced by mandates are usually ways getting researchers to do things that, you know, I like broccoli, I got to eat my broccoli. And then if they don't work very well because the systems haven't been designed in the workforce, haven't been designed to make it a delicious experience for the researchers, where you might I actually need to use the mandate because everything just works well.   00;43;08;19 - 00;43;47;10 Right. And the other problem here is that the culture of research is also about kind of protecting experts in this. Right. And so when you're talking about data sharing, if there isn't something that's done with data sharing that makes it attractive to share data, not just you must do it, but it's actually, hey, this is going to help me in my career, then the mandate, you know, it's just going to be this that people put up with and will find ways of getting around and delaying because they don't see the benefit to them in actually sharing the data.   00;43;47;16 - 00;44;32;19 And some people actually see harm. And that's a lot of the conversations that are happening at NIH today and over the past couple of years. It's like, what is that, that harm reduction that can be done to kind of reduce the barriers to data sharing. And so one of the projects I worked on that my consultancy was with the Federation for American Societies of Experimental Biology, also known as Faseb, putting together a program that kind of worked side by side with the NIH to see how can we as fast of this Federation of society is support the community in sharing data and make it an attractive prospect for researchers, not a grudging thing to do.   00;44;32;20 - 00;45;04;15 Right. So that gets back to I mean, you guys talk about this all the time, I'm sure. How do we work with our communities to design products and workflows that work for them, that are seamless, that are delicious, that provide a benefit? This is all user centered design. And I feel like sometimes what happens in the research community is people forget some of these basic design principles and they use these sticks through the form of mandates to get stuff accomplished because those design principles just aren't practiced in the community.   00;45;04;15 - 00;45;25;19 And so again, coming back to NC three, that big COVID collaborative, it made data sharing easy for users with this metadata model that was partly automated and also a service to help researchers with the curation process. Instead of saying you must curate your data, they'll say, Hey, you need to curate your data and we'll help you with it.   00;45;25;21 - 00;46;03;14 Huge difference, right? And at facet of this Data works project actually provided a substantial award, $100,000 for two teams that could show their data sharing and the impact that data sharing on a community that's not just a $5,000 prize, it's not just a little ribbon you get. It's a substantial award. And they had over a hundred teams submit applications for these awards and get a fabulous recognition by the NIH and the broader community and can show the way for others, Hey, we made this work.   00;46;03;14 - 00;46;31;16 Here's how made it work. They become ambassadors in the community and provide that incentive and mentoring for other people who are interested in sharing data. So I think that's what needs to happen. So you asked about, you know, what will mandate help? Yes, it has raised the urgency of data sharing in the biomedical community. Right. There's still a gap between this desired state and operationalizing how we share data.   00;46;31;18 - 00;46;54;13 And there is this series of surveys called the State of open data that happen to be going on for four years now. They've found a consistent desire among researchers to share data, but also a consistent need for more and better pathways to do so that also embed this attribution and respect components we've been talking about. So I think that's where we need to go next with the competence will make progress.   00;46;54;20 - 00;47;25;15 We're already making progress. We need to celebrate success and we also need to collaborate on a user design system and mandates like NIH is doing could be part of the solution. But they're not the solution. They're not the only thing we do. I've convinced myself I like broccoli, so self-delusion is very underrated. Yeah, well, Laurie, this has been a great conversation, super useful to those listening that are in that place of I've researched an innovative product.   00;47;25;15 - 00;47;42;14 Now what you know, thank you so much again for making the time. And if people want to know more about you or what Mighty Red Barn does, is there any contact info for you? Yeah. So you can come to my LinkedIn profile. Probably the best way to get me. I mean, I have a Twitter profile ID at Hack Yack.   00;47;42;17 - 00;48;02;11 Probably the best way, however, to get me is through my website at www dot mighty red barn dot com and there's a contact us form on there and I'm happy to talk to folks where you can contact me through LinkedIn and you to send me message that way. So yeah thank you very much I really really enjoyed the conversation today.   00;48;02;11 - 00;50;14;27 Really good questions. That's great. Me too. If you are interested in how Oracle can simplify and accelerate your research, all you have to do is check out Oracle dot com slash research and join us next time on Research in Action.

Riflessioni sulla violenza in psichiatria (e, più in generale, in medicina), a margine della tragedia della Dr.ssa Barbara Capovani, la psichiatra ferocemente uccisa a Pisa.Sembra che sia stato un paziente seguito in passato dalla psichiatra, Gianluca Paul Seung, ad essere stato fermato dalla Polizia come possibile autore della terribile aggressione.Questo tremendo episodio di violenza a carico di un operatore della sanità merita realmente una riflessione per pianificare dei cambiamenti radicali sulle modalità con cui viene condotto il lavoro di chi opera in prima linea nel campo della salute.

I ricordi e le riflessioni sono la sostanza astratta della salute mentale di ognuno. Nell'ambito della cura al disagio psichico sono elementi imprescindibili per un percorso di evoluzione. Con Alessandro Stella, utente esperto di salute mentale, abbiamo affrontato questo tema attraverso il racconto della sua storia. I ricoveri in SPDC e i momenti di difficoltà li ha superati grazie al discernimento di ciò che è buono e ciò che della della realtà ci fa star male.

Il primo episodio di "Tutto chiede Salvezza", la nuovissima serie di Netflix, commentata da uno psichiatra (anzi, probabilmente da più psichiatri se riuscirò ad organizzare la presenza di uno o più colleghi....).Mi pareva indispensabile farmi trovare in "prima linea" in presenza di una nuova serie di Netflix che parla esplicitamente di psichiatria e di salute mentale, in particolar modo quando la storia deriva da un bellissimo libro autobiografico di Daniele Mencarelli, un poeta alle prese con un romanzo davvero coraggioso ed autentico.Si parla di gioventù, di trauma, di consapevolezza, di ricerca di salvezza, certamente; il tutto nel contesto di un TSO ("Trattamento Sanitario Obbligatorio") che viene eseguito su Daniele dopo uno scoppio di rabbia verso i genitori....Che cosa è accaduto a questo giovane uomo? Da dove deriva la disperazione? Che cosa ha catalizzato il suo stato d'animo? Cosa ha fatto per lui la psichiatria? Quale significato ha avuto il ricovero in SPDC ("Servizio Psichiatrico di Diagnosi e Cura")?Spero vi farà piacere ascoltare che cosa pensa uno psichiatra, un operatore della Salute Mentale, di questo film che, sono sicuro, vi appassionerà molto.....#netflix #psichiatriaIl Dr. Valerio Rosso, su questo canale YouTube, si dedica a produrre delle brevi lezioni di psichiatria rivolte ai pazienti, agli operatori della salute mentale, ai famigliari dei pazienti, agli studenti di medicina, agli specializzandi in psichiatria e a chiunque sia interessato alla salute mentale, alla psichiatria ed alle neuroscienze.ISCRIVETEVI AL MIO CANALE ► https://bit.ly/2zGIJorVi interessano la Psichiatria e le Neuroscienze? Bene, allora iscrivetevi a questo podcast, al mio canale YouTube e seguitemi sul web tramite il mio blog https://www.valeriorosso.comScoprite tutti i miei libri: https://bit.ly/2JdjocYScoprite la mia Musica: https://bit.ly/2JMqNjZVisitate anche il mio blog: https://www.valeriorosso.comAvete mai sentito parlare del progetto psiq? Andate subito ad informarvi su https://psiq.it ed iscrivetevi alla newsletter.

The oil major says it expects that ongoing essential repairs on the facility would have been completed and begin normal export operations.SPDC's Media Relations Manager, Abimbola Essien-Nelson, says in addition to the repairs, they are working to remove and clamp theft points on the onshore pipelines to ensure full crude oil receipt at the terminal.Essien-Nelson says the active illegal connections to SPDC joint venture's production lines and facilities in the western Niger Delta as well as the inactive illegal connection to the onshore section of the 48.

Insieme al Prof. Giovanni Martinotti parliamo della Psichiatria in Italia, del suo presente e del suo futuro. Quali cambiamenti ci aspettano? Web e Social media, carenza del personale, riorganizzazione dei Servizi, nuove patologie, nuove terapie....La psichiatria e le neuroscienze sono discipline che presentano grandi promesse rispetto al futuro.Ma chi è il nostro ospite? Giovanni Martinotti nato a Roma il 14 Ottobre 1976, è uno medico chirurgo specialista in psichiatria.Si tratta di uno psichiatra molto attivo sul web, sui social e predisposto alla comunicazione sui media.E' professore associato di Psichiatria presso l'Università “G.d'Annunzio” di Chieti, e docente di psichiatria presso l'Università LUMSA di Roma e la University of Hertfordshire nel Regno Unito. Le sue ricerche vertono sull'antropofenomenologia, sulla psicopatologia generale e sulla psicofarmacologia, con particolare attenzione alla diagnosi ed al trattamento delle dipendenze da sostanza.Giovanni Martinotti è autore e coautore di più di 300 articoli scientifici su riviste con Impact Factor, di una monografia e di 4 libri. È citato e riconosciuto dall'Institute for Scientific Information (ISI) e dal database SCOPUS, con un Hirsh-Index di 48. È editor di molte riviste, tra cui Comprehensive Psychiatry, Current Neuropharmacology e Brain Sciences.La sua ricerca universitaria si concentra principalmente sulla psichiatria delle dipendenze, il trattamento farmacologico dei disturbi da dipendenza, le tecniche di stimolazione cerebrale, le nuove sostanze psicoattive e gli psichedelici.#psichiatria #neuroscienze Il Dr. Valerio Rosso, su questo canale YouTube, si dedica a produrre delle brevi lezioni di psichiatria rivolte ai pazienti, agli operatori della salute mentale, ai famigliari dei pazienti, agli studenti di medicina, agli specializzandi in psichiatria e a chiunque sia interessato alla salute mentale, alla psichiatria ed alle neuroscienze.ISCRIVETEVI AL MIO CANALE ► https://bit.ly/2zGIJorVi interessano la Psichiatria e le Neuroscienze? Bene, allora iscrivetevi a questo podcast, al mio canale YouTube e seguitemi sul web tramite il mio blog https://www.valeriorosso.comScoprite tutti i miei libri: https://bit.ly/2JdjocYScoprite la mia Musica: https://bit.ly/2JMqNjZVisitate anche il mio blog: https://www.valeriorosso.comAvete mai sentito parlare del progetto psiq? Andate subito ad informarvi su https://psiq.it ed iscrivetevi alla newsletter.

Whoever it's with, whenever I do these podcasts, some personal link seems to turn up.Something I'd forgotten or been unaware of - Paul Weiland was once my landlord, I judged the One Show with Gerry Graf 15 years earlier, David Holmes drew a poster for me 25 years earlier.This isn't like that, this time it really is personal (isn't that the Jaws 2 strap line?).Malcolm and I started out together; he'd shoot pictures for free, I'd write ads for free.The stuff we created helped us inch forward in our careers.When I finally got into my first good agency (SPDC&J), my new boss Mark Denton said 'it was all that extracurricular stuff that got you hired'.I hope you enjoy it.

Shell Petroleum Development Company will attempt to convince the Court of Appeal, Owerri Division, to upturn an N800 billion judgement against the oil giant by a Federal High Court in the state in 2020. The company however was expected to tell the appeal court that the lower court failed to listen to its argument that the oil spill claim was unsubstantiated. SPDC had appealed against the judgement and applied to suspend its enforcement. SPDC argued that the court was duty-bound to hear evidence to determine, first, if the spill occurred and the alleged cause before proceeding to fix liability and compensation, which it noted, didn't happen in the case.

Shell Petroleum Development Company will attempt to convince the Court of Appeal, Owerri Division, to upturn an N800 billion judgement against the oil giant by a Federal High Court in the state in 2020. The company however was expected to tell the appeal court that the lower court failed to listen to its argument that the oil spill claim was unsubstantiated. SPDC had appealed against the judgement and applied to suspend its enforcement. SPDC argued that the court was duty-bound to hear evidence to determine, first, if the spill occurred and the alleged cause before proceeding to fix liability and compensation, which it noted, didn't happen in the case.

Shell Petroleum Development Company will attempt to convince the Court of Appeal, Owerri Division, to upturn an N800 billion judgement against the oil giant by a Federal High Court in the state in 2020. The company however was expected to tell the appeal court that the lower court failed to listen to its argument that the oil spill claim was unsubstantiated. SPDC had appealed against the judgement and applied to suspend its enforcement. SPDC argued that the court was duty-bound to hear evidence to determine, first, if the spill occurred and the alleged cause before proceeding to fix liability and compensation, which it noted, didn't happen in the case.

Dietro Regina Coeli, lo storico carcere romano, dal 2016 si trovano gli uffici del Garante nazionale dei diritti delle persone detenute o private della libertà personale, organismo statale indipendente in grado di monitorare, visitandoli, i luoghi di privazione della libertà (oltre al carcere, i luoghi di polizia, i centri per gli immigrati, le Residenze per le misure di sicurezza -REMS, recentemente istituite dopo la chiusura degli Ospedali psichiatrici giudiziari, gli SPDC -cioè i reparti dove si effettuano i trattamenti sanitari obbligatori, ecc.). Qui abbiamo incontrato Domenico Schiattone, dirigente dell'Ufficio del Garante, che ci ha raccontato come la pandemia abbia influito sulla vita dei detenuti e delle detenute in Italia.

Dietro Regina Coeli, lo storico carcere romano, dal 2016 si trovano gli uffici del Garante nazionale dei diritti delle persone detenute o private della libertà personale, organismo statale indipendente in grado di monitorare, visitandoli, i luoghi di privazione della libertà (oltre al carcere, i luoghi di polizia, i centri per gli immigrati, le Residenze per le misure di sicurezza -REMS, recentemente istituite dopo la chiusura degli Ospedali psichiatrici giudiziari, gli SPDC -cioè i reparti dove si effettuano i trattamenti sanitari obbligatori, ecc.). Qui abbiamo incontrato Domenico Schiattone, dirigente dell'Ufficio del Garante, che ci ha raccontato come la pandemia abbia influito sulla vita dei detenuti e delle detenute in Italia.

Shell verliest rechtszaak na rechtszaak als het gaat om olielekkages in de Niger-Delta. Zoals onlangs nog de zaak die door Nigeriaanse boeren was aangespannen samen met Milieudefensie. Maar nu slaat het bedrijf terug: dochteronderneming SPDC daagt Nigeria voor een internationaal arbitrage-hof. Omdat het bedrijf vindt dat haar rechten worden geschonden in Nigeria, zoekt het nu heil bij een internationale rechtbank. Maar hoe het precies zit, is de vraag. Want dit soort zaken, van een internationale onderneming tegen een staat, vindt achter gesloten deuren plaats. Collega Nina van Raay zoekt het uit.

If you are starting a business, you need to tune in to this episode. Today we have Bob Stein, Executive Director of the Institute for Entrepreneurial Excellence at the University of Pittsburgh. He has over 15 years of entrepreneurial experience, nationally recognized technology expertise, and visionary leadership serving business owners and entrepreneurs alike. Bob is known for creating a specialized information technology consultancy within the IEE and leading the department in helping dozens of member companies achieve multi-million dollar growth.  Let's dive in together and learn how to open the doors to success with Bob's keys to entrepreneurial communication. In this Episode: [00:01 - 06:12] Opening Segment I introduce and welcome Bob Stein Activities and career  Inclusion and diversity  Bob gives us some background to his entrepreneurial journey  Started business at a young age  Online publication of Microsoft products at 14  Bob talks about building his network Authentic and genuine relationships  Grow overtime  Bring value Examples  Walking up to people  [06:13 - 09:23] Increasing the 5 Key Metrics Bob talks about his work with U Pitt Education, consulting, and networking  Economic development; 5 key metrics  Working to help build businesses  Bob gives an example of success through his work Helping owners get PPP loans  Working through the pandemic  SPDC and IEE  Part of a national network  Resource  Loans, marketing, hiring  [09:24 - 13:18] Keys to Starting a Successful Business Bob gives his insights into what makes an entrepreneur High energy  Risk takers  Refuse to give up  Typical pitfalls  Thinking you know everything  Unwilling to accept help  The importance of networking  Connecting with super networkers  How to communicate with so many different stakeholders  Finding the common theme  Communicate your impact  Follow up on your word  [13:19 - 19:07] Entrepreneurial Communication Bob shares his leadership style Collaborative style  Takes longer but bigger payoff  Finding a good fit for your organization Finding people who are skilled and fit the culture  How to conduct your interviews  Find the ones who are teachable  A willingness to grow and change  Making sure people connect with the topic and gain value  Finding people who are interesting, affordable, and available Speakers with real experience  Bob talks about the importance of communication within innovation  Diversity as a competitive advantage [19:08 - 24:55] Closing Segment The most impactful conversation of your life?  With the senior leader in the university  Insights on leadership  People outside of your bubble  One communication skill that you could have had? Public Speaking  The best communicator that you know?  Bob talks about his colleagues  Each has a different style of communication  How to find Bob Links below  Final Words Tweetable Quotes: "I think the key is to have authentic and genuine relationships, don't be a fake, be sincere in building your relationships. They grow overtime, it's a natural progression.” - Bob Stein “One thing I've always noticed with these business owners is that they're high energy… if you're not a high energy person, I question your ability to keep up with other entrepreneurs.” - Bob Stein “Nothing really bad happens when you have conversations, so I try to have them more often than not.” - Bob Stein Resources Mentioned:  https://americassbdc.org (Americas SPDC) You can connect with Bob on https://www.linkedin.com/in/robertstein2 (LinkedIn) or email rstein@innovation.pitt.edu. Be sure to check out https://entrepreneur.pitt.edu...

"Real college" consists not only the few years spent on a college campus but also the lifelong dividends reaped from the journey. Families often seek out information about career outcomes, but rarely do we connect the dots to learn how a student grows into a professional.What can we learn about the level of service offered by a particular school's career center during the college search? Leigh and Ryan turn to a pro for insights; listen in as they welcome Tom Brinkley to the podcast: Tom serves as Executive Director of the highly-acclaimed Student Professional Development Center at Elon University. The SPDC has flourished under Tom's decade of leadership and ranks consistently at or near the top of the list of undergraduate career service centers. Tom has drawn on a long career In the business world himself to modernize and grow career services at Elon. Accordingly, he offers a rare perspective as he describes how prospective students and parents can assess professional development centers at their colleges of interest.

Da quello che vedo non sono in molte le persone che conoscono bene come è fatto e come funziona un Dipartimento di Salute Mentale in Italia.Parole come CSM, CPS, Centro Diurno, SPDC, Comunità Alloggio e Comunità Terapeutica non vengono sempre inquadrate bene.In questo video, oltre a spiegarvi come funziona la psichiatria in Italia, vi spiego come fare ad ottenere una visita psichiatrica, ovvero un consulto con uno psichiatra, nel Servizio Sanitario Nazionale che mostra maggiori risorse e prezzi molto più abbordabili rispetto all'ambito privato.#psichiatria #DipartimentoDiSaluteMentale #CSMISCRIVETEVI AL MIO CANALE ► https://bit.ly/2zGIJorVi interessano la Psichiatria e le Neuroscienze? Bene, allora iscrivetevi a questo podcast, al mio canale YouTube e seguitemi sul web tramite il mio blog https://www.valeriorosso.comInoltre andate su Amazon a dare un’occhiata ai miei libri:“Psicobiotica” - Un nuovo modo di intendere il rapporto tra la Mente ed il Corpo….andate su: https://amzn.to/2IZwjhm“Psichiatria Rock” - 50 pensieri off line dal mio blog….andate su: https://amzn.to/2IVKKmJIl Dr. Valerio Rosso, su questo canale YouTube, si dedica a produrre delle brevi lezioni di psichiatria rivolte ai pazienti, agli operatori della salute mentale, a famigliari di pazienti ed a chiunque sia interessato alla psichiatria ed alle neuroscienze.

Da quello che vedo non sono in molte le persone che conoscono bene come è fatto e come funziona un Dipartimento di Salute Mentale in Italia.Parole come CSM, CPS, Centro Diurno, SPDC, Comunità Alloggio e Comunità Terapeutica non vengono sempre inquadrate bene.In questo video, oltre a spiegarvi come funziona la psichiatria in Italia, vi spiego come fare ad ottenere una visita psichiatrica, ovvero un consulto con uno psichiatra, nel Servizio Sanitario Nazionale che mostra maggiori risorse e prezzi molto più abbordabili rispetto all'ambito privato.#psichiatria #DipartimentoDiSaluteMentale #CSMISCRIVETEVI AL MIO CANALE ► https://bit.ly/2zGIJorVi interessano la Psichiatria e le Neuroscienze? Bene, allora iscrivetevi a questo podcast, al mio canale YouTube e seguitemi sul web tramite il mio blog https://www.valeriorosso.comInoltre andate su Amazon a dare un’occhiata ai miei libri:“Psicobiotica” - Un nuovo modo di intendere il rapporto tra la Mente ed il Corpo….andate su: https://amzn.to/2IZwjhm“Psichiatria Rock” - 50 pensieri off line dal mio blog….andate su: https://amzn.to/2IVKKmJIl Dr. Valerio Rosso, su questo canale YouTube, si dedica a produrre delle brevi lezioni di psichiatria rivolte ai pazienti, agli operatori della salute mentale, a famigliari di pazienti ed a chiunque sia interessato alla psichiatria ed alle neuroscienze.

Aproveitando a quarentena para trazer pautas importantes: 3x3!!! E com convidado: Mariano Juninho do SPDC. Além disso falamos de campenato de 2k, noticias da NBA, do Chinesão e muito mais. Vem ouvir: 02:38 - Chicago Bulls 10:38 - NBA 17:13 - Chinesao 18:27 - Convidado 41:01 - Seleção brasileira 3x3

Ken Vennera is a man of many hats.Wharton educated, corporate lawyer, and mentor, he is also involved with Warrior Rising as Chief of Staff — a veteran nonprofit that helps veteran entrepreneurs get off the ground and positioned for success. Show Notes For more: LinkedIn | Warrior Rising | Operation Homefront | Vets2Industry Theme music by: Ruel Morales Audio Transcript Brian Schoenborn 0:01 Hello, hello. Hey everybody. Our guest today is a man of many hats. Wharton educated. He's a lawyer, also involved with Warrior Rising as Chief of Staff, veteran nonprofit that helps veteran entrepreneurs get off the ground and get to where they need to be. Give it up for my friend, Ken Vennera. Brian Schoenborn 0:25 My name is Brian Schoenborn. I'm an explorer of people, places and culture. In my travels, spanning over 20 countries across four continents, I've had the pleasure of engaging in authentic conversations with amazingly interesting people. These are their stories, on location and unfiltered. Presented by 8B Media, this is Half the City. Brian Schoenborn 0:52 So what's up, Ken, how's it going? Ken Vennera 0:54 Much Brian, thanks for having me on the show. Brian Schoenborn 0:56 Yeah, no problem, man. So listeners where we're sitting You're on location in Philadelphia, beautiful Philadelphia Ken Vennera 1:03 City of Brotherly Love. Brian Schoenborn 1:04 That's right. And we are. We're in the peak of the coronavirus madness, but we're not going to talk about it. We're going to give you guys something else to talk about. Ken Vennera 1:14 Thank you. Brian Schoenborn 1:14 Yes. So can tell me a little bit. Um, one of the things I like to do is kind of discuss origin stories a little bit. Ken Vennera 1:22 Sure. Brian Schoenborn 1:22 You know, how people that have been that have seen a lot of success and things like that, how they got to where they, where they got, so maybe you could maybe you could start with like, just a little, maybe a little bit more of an in depth intro than what I provided, what you're up to. And then we can go back and like kind of dig in like how you got from point A to point B? Ken Vennera 1:40 Sure. Sounds good. So I as you mentioned, I have a bachelor's degree from the Wharton School, the University of Pennsylvania, my undergrad, for that. I have a law degree, JD, from Widener University School of Law, which Used to be the Delaware School of Law, and also have a master's degree in law in taxation from Villanova University. Brian Schoenborn 2:07 Oh, wow, okay. Yeah, a lot, a lot of time in class. Ken Vennera 2:10 a lot of time in school for sure, for sure, much too much time as my grandmother would probably. I've been involved in a lot of veteran nonprofit space. You know, we could talk about that a little bit later, if you like, as well. But, you know, currently Chief of Staff with Warrior Rising. A super, super organization that, as you mentioned, you know, helps veterans who are looking to start businesses, you know, and accelerate them. You know, and earn, basically, you know, their future. And you know, a few others as well. I'm involved with Vets2Industry, sit on the foundation board for them, and others that I've been involved with along the way. You know, I can give you a little bit more background about that. I'm on the advisory board of Operation Homefront of Pennsylvania, Delaware, New Jersey, for example, Brian Schoenborn 2:13 What is Operation Homefront? Ken Vennera 2:58 So Operation Homefront was founded probably about 15 years ago, roughly, I want to say, to provide sort of emergency assistance to active duty military while they were deployed in order to keep their families stable and things like that. You know, they've since changed, not change their mission, but morphed their mission a little bit more, you know, they help with, you know, veterans that need housing. They still help with some mergency financial assistance and things like that. I mean, they're nationwide. But they're all about, you know, really maintaining the families for the military, you know, in times of, you know, crisis and things like that. Brian Schoenborn 3:38 Gotcha. Ken Vennera 3:38 They've expanded out a little bit towards, you know, National Guard space and things like that, and some veterans up to a certain point, but, you know, some some great work. Yeah, as I mentioned, I was I was very active many, many years ago with them probably during the height of deployments from about, you know, 2006 to roughly 2010 or so. I was chairman when they had independent chapters did a lot to really grow the Pennsylvania, Delaware, New Jersey chapter into an actual, you know, operating entity from what it was. And, you know, proud to say that it's still successful. I mean, national national organization is nationalized all of the chapters now into basically field offices. But some of the people, you know, some of the key people that I put in place like Pete Stenson, for example, who was chapter president under me, is now a regional director for them. So you know, his territory pretty much covers all the way from Maine down to Maryland. Brian Schoenborn 4:44 Oh, wow, okay. A huge chunk. Ken Vennera 4:46 Yeah. So, you know, so there's that, you know, try and do you know, what I can, I mean, not having served myself. I mean, it's pretty important for me to, you know, help out, you know, the military. There's large military presence in my family as well. And a lot of friends of mine and things and Brian Schoenborn 5:01 yeah, so I mean, I'm a veteran, obviously, and I appreciate everything you've done that you do for us. Just curious. I mean, where does where does all that come from? Like, the desire to? Ken Vennera 5:13 Sure. Brian Schoenborn 5:13 You know? Yeah, so be more respect, you know, be with as involved with the military and vets as you are. Ken Vennera 5:19 Um, you know, I'd say a lot of things. My grandparents were, you know, an immigrant generation, you know, coming from Italy. But, you know, they left Italy because there was not opportunity. I don't mean to sort of sound cliche about it, but that's really, you know, the truth of it. You know, they came to this country, and we're extremely, extremely proud of it. My grandparents themselves, were the sort of oldest of their generation so and they came from very large families. So, the younger members of the family were born here, and were proud to have served in the military. I had a great uncle, my grandmother's brother that, among others, I mean, others of her brothers served in World War Two as well. But her youngest brother just passed away about six months ago now. Yeah, and he was in the Battle of the Bulge and you know, he's 95, 96 years old when he passed away. So, there was a, there was a huge patriotic feeling in the family even though you know, again, they came from, you know, a different background, you know, ethnically, etc. but very, very much in support of, you know, the military in this country, etc. And so, you know, very much loving the country and what, you know what was done. My grandmother, it was very funny, saved my uncle's letters when he would write them from every place. From like, France, from Belgium, from Germany, Brian Schoenborn 5:35 That's cool. Ken Vennera 6:24 Even uncle Yeah, and I still have them to this day because she cherished you know, like every one of those letters that you know, he wrote. I think their last stop To be honest, he And after that being, you know, part of the Battle of the Bulge. Their last stop in Germany was Fürstenfeldbruck, which is right near Dachau concentration camps. So I'm sure that, you know, they're probably involved in liberation, you know, Dachau as well, Brian Schoenborn 7:14 That's amazing. Ken Vennera 7:14 Yeah, it's pretty awesome. Brian Schoenborn 7:16 You ever pull out those letters and like, read them, like, get an idea of like, Ken Vennera 7:19 I've looked at him with friends. You know, it's very funny to see, like that first perspective and know that it's sort of a family member that experienced that, you know, you know, you see things from like that era. And you think, again, you know, it's a little bit cliche, but, you know, there's there's mentions of, you know, we really have Hitler's boys on the run now and things like that. Yeah. And it's just, you know, just crazy to think that they were experiencing that firsthand and relating it, you know, back as best they could, you know, back in those days, there was no internet or things like that. You couldn't even really pick up the telephone call family or anything. So Brian Schoenborn 7:55 It's literally just letters and who knows how long it took a day and some of them on a ship or whatever else, right? Ken Vennera 8:01 And some of them worst are centered, you know, things like that as to what was said, so that you weren't giving away like locations and things like that, while they're removing, I mean, it's pretty, it's pretty cool. I mean, you know, to feel like that part of history and things like that. So, you know, even subsequent to that, I mean, my father's generation, you know, I've uncles that, you know, served in Korea, and then thereafter, you know, mementos that they brought back from, you know, Japan and other places and so forth, you know, from their, from their tours. You know, a lot of friends of mine, served in the military as well. Both, you know, ahead of me and even slightly younger than me, you know, and I just have a great respect for them seeing what you know, they were dealing with while they're in and, you know, the sacrifices that they made, being away from family, crucial times and things like that in places that they didn't necessarily want to be to do what they had to do, you know, so, it bred a lot of respect, you know, for that, but the real sort of impetus to help me, and I'm sorry if I'm talking too much. Brian Schoenborn 9:04 No, no, please. This is for you man. Ken Vennera 9:06 I appreciate that. Brian Schoenborn 9:07 This is for you to talk. Listen, it's all good. Yeah. Ken Vennera 9:10 So I was working in Manhattan when 911 happened. And, you know, to tell you it was, in all honesty, one of the most impactful kind of situations I ever been involved with, I mean, Brian Schoenborn 9:25 How close were you to ground zero? Ken Vennera 9:27 so I wasn't thankfully, you know, at the World Trade Center site or even, you know, close to it in lower Manhattan, but, um, you know, it's still extremely traumatic. I actually was coming in on the train that day. And, you know, the first tower, we were coming up along the Meadowlands you know, areas like you know, in the train pretty much comes up at lower Manhattan right at the tip. So you're facing right at the World Trade Centers and World Trade Center and the first tower at 8:48 was already on fire. You then take a turn And start going up along Manhattan before you turn into the tunnel and Penn Station. Yep. But so you know, we probably hit that point at nine o'clock so as you know, at 9:02 the second tower was hit so we literally saw the second we didn't see the plane itself. But yeah, we saw the second tower explode man. And I can recount to you Brian, in all honesty, every word that was said on that train by everybody around me as to what was going on. Things like that the confusion, the the craziness of not understanding, thinking that it was a rogue plane and a pilot problem and all that kind of stuff all the way to, you know, no, we're at war and things like that. And then getting into a city, you know, one of the largest cities, you know, on the face of the earth and having it completely abandoned. I mean, I don't even want to talk about coronavirus but it's like a lot like that. Ken Vennera 10:56 Apocalytic. You know, scenes of streets that are using Full of, you know, hundreds and thousands of cars like completely devoid of cars and people and all that kind of stuff. And then, you know, just the horror of you know, the towers falling. You know, these are like, they were largest buildings, the tallest buildings in the world at one time. And here they are collapsing with thousands of people that you knew were trapped, you know, just the horror of that and, you know, everything that that came from that us not being able to leave the city. Now that feeling of being told that you can't leave somewhere. I mean, it's not like being in prison, but it's very much a traumatic thing. Brian Schoenborn 10:56 Yeah yeah yeah, mmhmm. Brian Schoenborn 11:37 It's unsettling, for sure, yeah. Ken Vennera 11:38 Like to say, you know, you can't leave you can't go home. You know, it's it's, it's very odd feeling and then, you know, having, you know, fighter jets flying over overhead that you don't know that, you know, you can't see from the ground that they're necessarily US planes, you know, not knowing. Yeah, right. What's going on and? Brian Schoenborn 11:56 It's like Pearl Harbor all over again. Ken Vennera 11:57 Oh, yeah. Like really, I mean, like it was, you know, trauma after trauma like experiences, I mean, there were a Grand Central Station was at the end of 44th Street, which was the street in which my office was you know, there were bomb scare so they would get evacuated and you would see hundreds of people running down 44th Street, which is a very narrow street, two lanes, but, um, you know, to see people running for their lives, man like it's a strange feeling. And then, you know, to cap that off. You know, we were finally able to leave Manhattan that day. And, you know, not until about three o'clock in the afternoon the George Washington Bridge finally opened up. Brian Schoenborn 12:38 Hmm. Ken Vennera 12:38 We it took us about three hours to get from where the parking was all the way up to the George Washington Bridge, which was only about 70 blocks. Brian Schoenborn 12:48 Yeah. Ken Vennera 12:49 But literally just got across the George Washington Bridge and a van had pulled onto the lower deck and they closed it down again. So it was that kind of day where it was like you literally felt like you were trying to escape, you know what was going on and then to see hundreds, hundreds Brian, I'm not even exaggerating, but hundreds of rescue EMT, ambulances parked in the center lanes of the New Jersey Turnpike all the way down almost to lower Manhattan. I mean, it's just the, you know. Brian Schoenborn 13:21 The first responders. Ken Vennera 13:22 Yeah, the first responders from areas that were even further south than Philadelphia have, like my areas that I like to recognize names of, like to realize the kind of response it you know, was drawn by the horrible things that were happening that day. I mean, it was just, it just was a tremendous, you know, and I managed to come back into the city Two days later, you know, 911 was on a Tuesday. That Wednesday, nobody was allowed back in, but that Thursday, I made a journey back just to see what was going on to check in on you know, clients or just to get some handle on the chaos and you Imagine being on a 10 car rail train and you know, the the total number of people on those all 10 cars was probably 20 people you know, and and Brian Schoenborn 13:37 It was a ghost town. Unknown Speaker 14:15 it just totally was crazy and you know, I distinctly remember the car that I was in there were four other people on that car with me and they had photographs of family members that they were going to try and go find now this is two days later, Brian, and all I could think to myself is like oh my god, man. Like it's two days later like you know, if they're in trouble or like they're they're gone right like and but like feeling like in that position of like, if that were me going to try and find loved ones two days later. I mean, like, how horrible would that be? You know what I mean? Like so again, like if just trauma after trauma in terms of in those kinds of things, I mean, Bryant Park and others big gathering, you know, open areas and things like that would have huge pieces of plywood joined together with hundreds of photos on them, like in makeshift memorials like all over the city man, like it was just, it was just crazy. And then, you know, you would go back to like Penn Station and you would see firemen that like days after were covered in soot and stuff like that and just collapsed on the ground pretty much from exhaustion. You know, and seeing National Guardsmen in the station with machine guns and things like that. I mean, it's just not things you're used to, in this country man, and to have all of that happen at one time was, you know, fairly impactful to me. And that, you know, that was Brian Schoenborn 15:41 That changed everything, man. Ken Vennera 15:42 Yeah. And you know, and so that was the genesis for me of like, understanding why a lot of people would want to sign up, you know, after seeing those kinds of things. You know, I was a little bit past probably, maybe the waiver age, you know, even at that time, but still was interested in doing some way to try and help You know, and like I said, and then supporting friends of mine that were in because of it. You know, it just changed my outlook as to how I could play a part, you know, and helping out and things like that. And so, Brian Schoenborn 16:11 You know, I, I was active duty when 911 happened. Ken Vennera 16:15 Yeah? Brian Schoenborn 16:15 Yeah, I was, you know, 50 caliber machine gunner. active in the Marine Corps. I was stationed in Camp Pendleton, so I was in San Diego. Ken Vennera 16:22 Yeah. Brian Schoenborn 16:23 I'll never forget, you know, eating morning chow. I was in the chow hall eating breakfast. I'm sitting at this table by myself. I had already had PTSD at this point. So I was in the process of being medically discharged. But I was sitting there by myself. And I looked up, you know, there's these, you know, TV screens, right monitors or whatever, up in the corners. And usually there's like the news or something on, right? And I'm like eating I'm eating an omelet and green pepper onion, and cheese omelet. Ken Vennera 16:54 Nice. Brian Schoenborn 16:55 And I look up and then the computer screen or on the on the TV screen, rather, I see these two buildings that are burning? And I'm like, What the fuck? I'm like this guy just like a commercial, like a movie trailer or some shit like that. Right? Ken Vennera 17:06 Yeah. Brian Schoenborn 17:07 And then then the entire chow hall got quiet. And I looked up again and it said, CNN on one corner and live on the other one. Ken Vennera 17:15 Yeah. Brian Schoenborn 17:15 The trade. The Trade Towers have been hit. Ken Vennera 17:17 Yeah. Brian Schoenborn 17:18 And it was at that point, you know, like I said, everyone got all quiet. Finished my, I finished my omelet. And as I left to go back to my barracks and get ready for formation, I heard this guy just screams just goes, we're going to war. Ken Vennera 17:34 Yeah. Brian Schoenborn 17:34 And I was like, you know, like, my patriotism shot through the roof at that point, man. Ken Vennera 17:37 Of course. Brian Schoenborn 17:37 Like, you know, if I wasn't already dealing with my PTSD, I would have been Ken Vennera 17:44 deployed Brian Schoenborn 17:44 more than more than ready, willing and able to be deployed. Ken Vennera 17:47 Sure. Brian Schoenborn 17:47 In fact, you know, my unit was the first to go to Iraq after after 911. Yeah. And they fought in Fallujah, stuff like that. Ken Vennera 17:55 No doubt. Brian Schoenborn 17:55 It really tore me up for a long time actually, afterwards that I couldn't be there for my brother's. Couldn't be able to protect and defend Ken Vennera 18:02 pretty common Brian Schoenborn 18:03 our country and, or retaliate for it. Ken Vennera 18:05 Sure. But you find other ways to do it. I mean, that's sort of, you know, me to a much lesser extent, obviously, in you. I mean, you're already wearing, you know, the cloth of the country that point. But, you know, you try and find other ways. I mean, that's sort of what it's all about, you know, being part of a team, you know, you you make do with what you can do. Brian Schoenborn 18:24 Yep. Ken Vennera 18:24 You know, so. Brian Schoenborn 18:25 So, so that's what led you to doing Ken Vennera 18:28 a lot of military involvement Brian Schoenborn 18:30 philanthropic work and stuff like that Ken Vennera 18:31 Yeah, with that military, you know, direction. Sure. Brian Schoenborn 18:35 Mm hmm. So, you were Ken Vennera what? Corporate lawyer, corporate hack? Ken Vennera 18:40 Corporate lawyer. Not corporate hack. Thanks a lot, Brian. Geez. Corporate lawyer, for sure. Brian Schoenborn 18:47 okay. Sure. Okay. And then you started moving into this doing some of those volunteer or Ken Vennera 18:53 totally on the volunteer side. I mean, anything I was doing even with operational front at that time was all volunteer time. I still working full time. And, you know, taking care of other things. I mean, I'm involved very much in my local community, you know, as well like my HOA and things like that. But yeah, just doing it on the side and, you know, trying to make a difference as much as possible. Brian Schoenborn 19:15 How do you have time for all that? That's my question. Ken Vennera 19:18 I don't sleep much. I don't sleep much. You know, you guys in the military, you probably understand this more so right, is that, you know, sleep asleep enough when I'm dead, right. Brian Schoenborn 19:27 That's what the old gunny says, for sure. Ken Vennera 19:29 That's it. So you know, I kind of living proof of that. So, yeah, I just try and do as much as I can, you know, and I'm pretty efficient when I do things, you know, for sure. When I have the sport to be able to do it. Brian Schoenborn 19:41 But so So tell me a bit about I'm gonna keep talking about this veteran stuff for sure. Tell me a little bit about Warrior Rising. So I know a little bit I've gotten involved with warrior rising about six months ago, roughly. Ken Vennera 19:53 Yep. Brian Schoenborn 19:54 Something like that. That's how we met actually. Ken Vennera 19:55 Sure. Brian Schoenborn 19:56 But for the listeners, maybe you can kind of give a little high level view and then You know, I can talk about our involvement how how we got connected as well. Ken Vennera 20:03 Absolutely. So, Jason van Camp, he was a major in the US Army, he was Green Beret and Ranger. Brian Schoenborn 20:12 Yep. Ken Vennera 20:14 He was, you know, medically retired from the military, but still, you know, fairly young guy and said, you know, look, I have a lot of life ahead of me, got involved in starting a business himself, because that's what a lot of his peers that had gotten out were doing. And quite a few people that were colleagues of his would, you know, want to sort of emulate what he was doing and you know, got the idea of asking you know, him for assistance and he said, Well, you know, maybe it's a good idea to create a an organization or program whereby, or program within an organization, whereby we could help veterans who are looking to start their businesses and support themselves basically, you know, and and reestablish the purpose that existed in the military, reapply that ambition etc that existed there. Restore, you know, sort of that dignity of being, you know, receiving benefit from what you know their own hands and their own work and things like that. So he did you know, he created about five years ago, back in 2015, stood it up, put together a program. At first it was live instruction, but then converted to video instruction, etc. And basically, the program is evolved into a four pillar program that provides instruction, mentorship, funding opportunities, and then last part we're a community, which recognizes the fact that even coming out of the military, one of the things most people miss is that sense of team that existed around the military people. So it's reestablishing that being the local face of you know, Warrior Rising in locations throughout the country. You know, the organization is really, really prospered you know, quite a bit. Thanks to, you know, a lot of what, you know, Jason and the team have put together. They are getting or we're getting approximately, you know, last year, over 1000 applicants. Yeah. Brian Schoenborn 22:13 That's huge. Ken Vennera 22:13 Yeah. And, you know, pretty steady clip of, you know, 20 to 25 applicants every week. Brian Schoenborn 22:18 Wow. Where are they coming from all over the country? Ken Vennera 22:22 All over the country. Yeah, I can tell you probably the top five states. Number one absolutely is Texas. There's a good 13% of all the applicants are coming from Texas. Brian Schoenborn 22:33 It's a big veteran state too. Ken Vennera 22:34 Sure, sure. And and they all follow pretty much that pattern as well. California is second, probably with like close to 9% of all come from California. Florida is probably a close third with about you know, 7% and then of course, you know, Georgia, North Carolina, South Carolina, Pennsylvania, New York, believe it or not. You know, but, you know, as of last count, I think we had applicants from all All all but one state I think we had 49 states that we had applicants from. Vermont being the lone holdout of all places. Brian Schoenborn 22:57 Really? Vermont? Ken Vennera 23:07 I know, Vermont, I know you would figure you think it'd be like Alaska or Hawaii. No, Vermont was the lone holdout. Although, you know, that that might have that gap might have closed since then. I mean, this probably a month or so two ago. But yeah, so, you know, the organization really, you know, it focuses on being a full lifecycle. I mean, there's lots of organizations that do parts of it that are very similar, you know, mentoring and things like that, as well as government programs through the SPDC or SBA programs and things like that as well. But, you know, Warrior Rising, really proud that prides itself on being a full lifecycle for that so that somebody comes in at any given stage, whether it's concept or whether, you know, they're further along as well, they could have, you know, being an MBA program even, it pretty much looks at that individual and says, here's where you are, here's where you need to be to move on to the next step. And then we'll shepherd you, you know, through all those stages, whether it's funding, whether it's again, maintaining that community on the back end, you know, etc. It's not just sort of a one and done, you know, yeah, we mentor, no, we're doing everything, you know, that's part of that program to make sure that people are feel like they're treated, you know, individually, you know, with what their needs are, and then where they need to move on to to achieve you know, viability, sustainability, which are to pill, you know, to guidestones, guideposts sorry, and, and be able to sustain themselves, you know, in business so. Brian Schoenborn 24:34 I'll tell you guys, you guys got me man, I, we had this discussion The other day you and I did and I forget, I forget exactly how I came across Warrior Rising but I but I did, right? I came across it and I put in my application, you know, so I had to submit my business plan. I submit my pitch deck, right, that kind of stuff. You know what kind of funding I'm looking for. And you had me when you got a hold of me and you said Brian, I think you're one of the most prepared guys I've ever seen. Ken Vennera 25:00 Yeah, it's true, though it's true. You know, I see a lot of applicants for sure. Yeah. And listen, you know, even those that aren't as well prepared. I mean, we do our best to try and you know, help them as well. Brian Schoenborn 25:10 Well, that's the thing though, cuz I mean, like, I get nervous because, you know, I don't want to fly by the seat of my pants. Ken Vennera 25:14 Sure. Brian Schoenborn 25:15 I want to make sure that I'm gonna do something that I'm gonna put all my heart and soul into it. Ken Vennera 25:18 Sure. Brian Schoenborn 25:20 Especially given some of these other opportunities in the past that I'd gotten the short end of the stick on. Yeah. I want to make sure that I built my, my media company, on a solid foundation. Ken Vennera 25:32 Sure. Brian Schoenborn 25:32 Right? But it's, I think it's good to have that. But you also have to recognize at what time are you ready to take the leap and start executing? Ken Vennera 25:38 Sure. Brian Schoenborn 25:39 Right? So like for me, I had plan and plan and plan and plan and I recorded some interviews and you know, stuff like that. And I was nervous to hit submit. Ken Vennera 25:48 Sure. Brian Schoenborn 25:49 Right? It wasn't until a friend of mine she she put a big boot in my eyes and said fucking do it. Do this, Brian. Submit right? Ken Vennera 25:58 Do it. Do it exactly. Brian Schoenborn 25:59 No more. There's no more pussyfooting around what I you know, like, just do it. And so I have, yeah. And you know, it's been going all right. But um, you know, but the point being is that, you know, there's other applicants out or entrepreneurs in general, veteran entrepreneurs that that well, even just regular entrepreneurs, like in general veteran or otherwise, you know, there has to be a point in time where you have to say, okay, let's execute. Ken Vennera 26:24 Yeah, I'll tell you the biggest two problems, Brian, that I see. And, and it's pretty typical, as you mentioned, across the board, whether military, you know, ex military or not, is, you know, people either follow one of two routes, and that is they either plan and don't execute, or they execute without planning. Brian Schoenborn 26:42 Yes. Ken Vennera 26:42 Which is also a big problem as well. Brian Schoenborn 26:44 Yeah, they could both be recipes for disaster. Ken Vennera 26:46 Yeah. And they and they are because you know, they executing without planning is definitely a recipe for driving off a cliff. Brian Schoenborn 26:51 That's where you're just making shit up. Right? Ken Vennera 26:53 Yeah. Exactly. Just it doesn't work. It might work for a short time. Yeah. But you know that and that's why all You know, we strive for, again, its viability and sustainability, right, like viability meaning, you know, will it work and sustainability, you know, will it last, you know, kind of thing. Because they're very, they're they're both very important. You can't have one without the other. Brian Schoenborn 27:13 Yep. Ken Vennera 27:14 Yeah, it's a little bit hard. I will tell you sometimes especially, you know, trying to have people who put a lot of their effort into something and they've worked very hard, either in the military or, you know, in trying to stand up their business, you know, it's hard to tell people that are entrepreneurially minded, and a little bit of ego, you know, behind it, that, you know, where they have gaps and identify, you know, where their flaws. You know, that sometimes is a stumbling block, because people take it as criticism, but it's never intended that way. It's really just intended to say, look, you know, we don't need to help you where you're strong, but we need to help you where you have gaps, you know, where you're missing things. And, yeah, it's a little bit hard, but I think once people understand that, they don't see it then as criticism. They see it as, you know, helping you in the areas where you're weak, you know? And that's what a team does, right? I mean, that's what your teammates do is they pick you up where you're weak, you know, and help you Brian Schoenborn 28:08 Talk about egos man, because not only not only are these people entrepreneurs, so they believe in themselves enough that they have something that people want to buy. Sure. But they're also veterans, which means they've gone through hell and seen a lot of things that other people haven't seen for sure. Ken Vennera 28:24 Yeah, sure. So it is hard. It's hard to tell somebody like here's what you don't know. Brian Schoenborn 28:30 Yep. Oh, no. I mean, even in our first couple of conversations, I'm like, What the hell, I'm like, you don't know what you're talking about, Ken. Just like, you know, you're kind of like, you know, talk to me off the ledge a little bit, you know, shit like that. So I want to know, um, so you mentioned I just want to talk a little bit about your partner Jason are, you know, the leader of this? Ken Vennera 28:49 He's Executive Director, I work for him. Brian Schoenborn 28:50 Right. Right. Right. He's the leader. Yeah. Jason van Camp. So you're saying he's a Green Beret officer? Ken Vennera 28:58 He was he was a major major. Yeah. Brian Schoenborn 29:00 Nice. I wonder if he knows my or if he knows my friend Chris. I bet he does. He was a lieutenant colonel Green Beret. He was 30, 30. Ken Vennera 29:06 What's his last name? Brian Schoenborn 29:07 Schmidt. Ken Vennera 29:08 I don't know possibly. Brian Schoenborn 29:09 He was a an army in the army for like 30 years and 18 of it as a Green Beret. Yeah, pretty long, significant career as well, that asides and I'm just kind of mumbling out about that. But I'm just curious. Like, what if any types of values or frameworks, maybe that Jason got from his time in the Special Forces does he carry over? Ken Vennera 29:37 That is well, it's not if any, there's certainly certainly a lot of them I mean, that's that could be probably show but our program all by itself, Brian, to be honest with you. Brian Schoenborn 29:46 It'd be awesome to get him on. Ken Vennera 29:49 Definitely. He definitely should. I'd highly recommend it, man. I'll tell you what, you know, Jason is one of the most, you know, inspiring guys that I've ever cross, you know, come across in my life. He looks at things with that, you know, intense drive towards, you know, success. I mean, you know, he he will tell you no, no rush, you know, don't rush to failure, you know, you know, he's very selfless guy very interested in helping other people. You know, even when he you know, he just wrote a book, Deliberate Discomfort, which, you know, is now out on Amazon, etc. But you know, even doing that, I mean, you know, there's people out there, especially in the military community that write books and other people, you know, people have different opinions about former military people that write books and things like that. But I can tell you, you know, in all honesty, I mean, Jason is definitely a guy that is about helping people, you know, like, it's, it's first about, you know, teaching and driving you to be a better person, before even himself. I mean, he's definitely a guy that's you know, about team creating that you know, sort of team spirit and you know, his concept of, you know, deliberate discomfort, you know, from Special Forces times, you know, his training, etc. revolves, you know, around that whole idea of, you know, putting yourself into situations where you're not comfortable and getting used to that and making yourself a stronger person. Brian Schoenborn 31:19 Hell yeah. Ken Vennera 31:20 Um, and, you know, I can tell you, I mean, that's the theme of his book. He tells it through stories of individual, you know, individuals in different situations to, you know, as examples and then gives you sort of the science behind it. I mean, it's a tremendous, tremendous book. I mean, there's a lot of great lessons, you know, that he has there, but he as a person, man. It's, it's way beyond even what's you know, in that book, I mean, he is definitely the type that inspires people to do better. Which is obviously one of the main characteristics of you know, being a leader. Brian Schoenborn 31:54 Yep. Ken Vennera 31:55 You know, again, it's all about creating something above himself. Putting himself out there all the time. I mean, I can't even tell you all the sacrifices, I could tell you. But again, it would probably be its own show. All the sacrifices that he makes, I mean, you know, he's got his own business, running, you know, Warrior Rising, he's got a family, a young family, you know, besides that, you know, requires and demands, you know, his attention and things like that. And he really gives his all to all of those things. And it's just amazing. It's just amazing to me, you know, how he's able to do you know, that stuff. And like I said, I mean, you know, I'm a pretty smart guy. I have a pretty solid background myself, but I definitely consider Jason one of the most, you know, inspiring and admirable guys I've ever come across, you know, in terms of having those qualities of leadership but also that side that, you know, cares about people, you know, things like that. I mean, he's definitely not the typical hard nosed military, when it comes to the interpersonal side, but surely, in terms of the values and characteristics that he carries over from his training that you asked about. He's definitely, you know, all about, you know, carrying them over in the best way possible to help people be better people, you know, kind of thing, so. Brian Schoenborn 33:10 That's, that's interesting. I want to talk a little bit about the, the concept of deliberate discomfort. Ken Vennera 33:16 Sure. Brian Schoenborn 33:17 I think I think he and I kind of share that ethos. Now for years. I've said about getting comfortable outside your comfort zone. Right? So we word it a little bit differently. But I you know, I consider myself very comfortable. being uncomfortable. You know, it's the things that are unfamiliar the things that you don't know you haven't done, you haven't eaten. People you haven't interacted with, whatever. You know, it's part of the reason why I dropped everything in New York and moved to China. Right? Ken Vennera 33:47 There you go. Brian Schoenborn 33:47 I didn't know anybody. I just never been there. Ken Vennera 33:49 Yeah. Brian Schoenborn 33:50 I didn't know what to expect. You know, nevermind the language, right? Ken Vennera 33:54 Yeah. Brian Schoenborn 33:55 But until you until you get out there and do something, you know, like getting getting in that discomfort zone or getting outside of your comfort zone. I mean, that's, I feel like that's where you that's where the learning happens. Ken Vennera 34:09 Sure. Brian Schoenborn 34:09 That's where the growth happens. Ken Vennera 34:11 Exactly. Brian Schoenborn 34:11 Like that's where, you know, you and there's nothing wrong with like staying in your little bubble your entire life either necessarily I mean some people can live nice comfortable lives. Ken Vennera 34:22 Different strokes, different strokes for different folks, you know, as they say, right but you know, the real genesis of creativity comes from, you know, stressful situations, unfortunately, you know, I mean, I know you didn't want to talk about Corona virus, Brian Schoenborn 34:36 but whatever we can talk about it. Ken Vennera 34:36 But not too much. Thankfully, there's too much talk about it as it is. But, you know, the thing I find is that, you know, innovation comes from stressful sit, you know, from problems, you know, like, look at all the inventions that were throughout history has created, you know, a lot of innovation has come from, you know, technology and things like that have come from, you know, being in those kinds of situations. We're like, look, we have to do something about this. You know, whereas people are just comfortable they're never really going to look outside, there's no, there's no reason to look outside their comfort zone, as you mentioned, like their little bubbles. So, I would look at that discomfort kind of concept as being the genesis for creativity and innovation, you know, for sure in society. So, you know, it's the force to move, you know, past where somebody might exist at any given time. And certainly, you know, as I said, I mean, you know, that's the credo that that Jason follows, you know, for sure. Brian Schoenborn 34:37 What was the thing you're telling me? So we went for a walk earlier today. Kind of, you know, meeting of the minds kind of shit. Ken Vennera 35:41 Two philosophy, two philosophers walking along. Brian Schoenborn 35:44 It was a little philosophical. Yes. Good. Walking meeting. But you were talking something about? There's like a loop like a cycle. Ken Vennera 35:53 Yeah. Brian Schoenborn 35:53 About that good people are strong people. Ken Vennera 35:56 Yeah, so the saying goes that weak men make bad times. Bad times make strong men. Strong men make good times. Good times make weak men. So yeah, that's pretty much the cycle. I didn't originate that, obviously. But clearly, it's pretty accurate. Brian Schoenborn 36:14 But that stood out to me because I'm like, it's you know, it's all about the hustle, right? It's about the struggle, the struggle is real, right? Like, um. Ken Vennera 36:20 For sure. Brian Schoenborn 36:21 For example, I was basically homeless for two years. And I was out surfing, fucking. I was living in a hostel for the last six months and just got into my own place. You know, fighting with the VA trying to get my disability benefits and all that shit. And it took me like they were just sitting on it, man, like it took me going into the VA triggering the shit out of myself. I was I was so triggered. I was like, convulsing in this place. Ken Vennera 36:45 Shame. Brian Schoenborn 36:46 If I wasn't struggling like that. You know what? I was doing all that while I'm building a company. Ken Vennera 36:51 Sure. Brian Schoenborn 36:51 You know, while I'm managing a restaurant, right? Shout out to Chipotle woot. You know, keeping myself extremely busy. Do you like sure working like 100 hours a week? Right? Ken Vennera 37:02 Sure. Brian Schoenborn 37:02 You know, but still taking myself into a place of extreme discomfort. Ken Vennera 37:08 Yep. Brian Schoenborn 37:09 Where I was extremely triggered and I had to go there numerous times over the first month or so, just to make sure that the paperwork was right. You know, I'm getting they understand my situation, right? Finally was able to get some some VA treatment, which I've been denied for for so long. Started getting that thing going. If it wasn't me taking that action when I was struggling, I would not have seen any sort of success. Ken Vennera 37:40 Mm hmm. Brian Schoenborn 37:40 Right? As a result of me going there and taking matters into my own hands. It sped the process along. Ken Vennera 37:46 Sure. Yeah. And Necessity is the mother of invention. You know, like they say, I mean, it's unfortunate but you know, that's what spurs on that creativity to want to get out of that situation, right. Like most people if they're in a good situation. Don't look for ways to get out of it. Brian Schoenborn 38:01 Right, exactly. I mean, I think about I think about the innovations, it'd be interesting to see a study and innovations between people coming from cold weather versus people coming from, like the tropics. Ken Vennera 38:13 Yeah. Brian Schoenborn 38:13 You know, it's like a beach life, man. That's Ken Vennera 38:15 Right! Who wants to leave San Diego right? Brian Schoenborn 38:18 Got a coconut. You got a beach. Ken Vennera 38:19 exactly what do I need to go anywhere? It's for sure. Yeah, yeah, it was funny. You mentioned you go into China, you know, and speaking, you know, not knowing the language very well or things like that. I mean, being placed in completely foreign culture, you know, etc. You know, I often think it just reminds me of hearing you say a few those things that you know, one of the things I admire most about my grandfather, my dad's dad, was, you know, he left you know, Italy at 17 years old to come to this country. Did not Brian Schoenborn 38:53 That's a bold move, man. Ken Vennera 38:54 Totally a bold move without his family. But not didn't even have. I mean, if you have a certain level of education, even if you're still not educated in that language, you understand how it is sort of get around a little bit better, how to ask different questions, etc, that might help you in that situation. But, you know, he hardly had any education in Italy came here at 17 years old, you know, started a family, um, you know, within two generations, you know, here I am going to an Ivy League school, you know, and then law school, you know, even beyond that. So, I mean, it's real, a real testament again, to, you know, that pioneering spirit or, you know, putting yourself like you said, and, you know, or as Jason would even say, you know, in that situation of discomfort, you know, and then forcing yourself to excel, you know, to to get yourself out of it. Brian Schoenborn 39:42 Well, that's the dream right? Move to America. You know, work hard, work hard, and hopefully your children or your children's children can see, the fruits of the labor. Ken Vennera 39:52 As long as that as long as that element of sacrifice is there. Absolutely. Brian, I mean, I think in some ways, though, what's been lost on many a younger generation than you and I, is people want immediate gratification. Brian Schoenborn 40:05 Sure. Ken Vennera 40:06 And that's the thing that I think has changed the most. Brian Schoenborn 40:08 They don't want to work for it. Ken Vennera 40:10 Yeah, or they're there. It's not even so much, they don't necessarily want to work for it. They're not willing to sacrifice their own gratification for the benefit of future generations necessarily. So in other words, they're not willing to postpone their gratification in order to set the, you know, children that the, you know, the future generations up for that success. And I think that hurts because my grandfather's generation, in and of itself, you know, yeah, they would be considered successful maybe by the standards of where they came from, etc. But they wouldn't be considered necessarily successful in this country. I mean, they were blue collar factory type workers in this country. I mean, my, my grandfather worked in an asbestos plant, you know, which, who would take a job in an asbestos plant today, like you would never do that, right. So it wasn't like He, you know, in his own generation was successful. But you know, in a way, that mentality of sacrificing, you know, for the benefit of, you know, his children and then their children, you know, and so forth, creates that opportunity. And I think that's what's you know, gotten lost a little bit is, you know, it's, it's not that people don't necessarily want to work hard. I think if people understood that how things worked a little bit better, they probably would be more willing to do that. But I think what's gone is the putting off, you know, the self denial kind of aspect in favor of, you know, helping the future generations kind of thing a little bit so, Brian Schoenborn 41:38 Yeah, I kind of I kind of waffle on that one. I mean, no, cuz I mean, cuz I, in one sense, I agree with you. Right? I think that sounds fairly accurate. And the other side of that coin, it does sound a lot like, you know, millennial bashing. Ken Vennera 41:55 I didn't make any group. Brian Schoenborn 41:56 I know, but I'm a millennial. I'm an elder, millennial. Ken Vennera 42:01 but but actually that's in favor of, you know millennials and the generation because that's one of the things if you look at a lot of commentators, they'll say like, you know, the millennials or generation without hope of doing those things. Brian Schoenborn 42:13 And I think they're also saying they're spending all their savings on avocado toast. Ken Vennera 42:17 And that wasn't me. That wasn't me saying that. Brian Schoenborn 42:19 I know. Ken Vennera 42:20 I don't think that I think, you know, I think that a lot of people, if they're guided in the right direction, you know, will do the right thing. I mean, I think, I don't think anybody wants to be lazy or do bad things or anything like that, you know, by far. I think that was the appropriate kind of direction, though. And it's like anything else, I mean, you know, to sort of go back to where you're rising a little bit. Again, you know, you have people that are talented, sort of, you know, former military in a certain direction. He needs need the guidance in other directions to, you know, create that analogy to create that bridge sometimes, and you need people willing to do that and You know, kudos to, you know, people like Jason that are willing to, you know, sort of show that path to people. You know, I think that's what's really important. I think that's what's missing very often, you know, in today's society. Brian Schoenborn 43:12 Yeah, I hear that. So I hear that, you know, it can be hard to connect all the dots. Sure. Quick, quick question. How did like how did you guys, how did you two come into like Ken Vennera 43:23 Contact? Brian Schoenborn 43:23 How did you how did you come into being? Ken Vennera 43:25 so very funny, like I said, I was doing a lot of, you know, veteran related activities and things like that. I was doing a lot of sort of freelancing on the internet in terms or on LinkedIn, specifically, helping guys find jobs, because when I went into, you know, more of an advisory board role with Operation Homefront, I was really looking for an organization that would help former military find, you know, jobs. To be, you know, again, sustainable you in that way. I couldn't really find at the time a group that I thought was Being very effective in that regard. I mean, there were lots of groups that were trying to educate, you know, employers about how to hire military and all kinds of things, you know, around surrounding sort of that but, but never anyone that was really sort of directly doing that. So, I was trying to help people as I could with, you know, mock interviewing or looking at the resumes and all these kinds of things, and, you know, made friends with a lot of people along the way. In particular, one guy, former Navy guy, you know, he said to me one day, he's like, you know, you should really get in touch with this guy, Jason van Camp. And see what Warrior Rising is all about, you know, that they're helping guys, you know, start businesses and I thought about it for quite a bit and said, you know, that's probably even better than trying to find people jobs because you start a business I mean, you can possibly employ a Brian Schoenborn 43:27 It's multitudes of jobs. Ken Vennera 43:42 Right, exactly. It's a force multiplier, you know, kind of thing in a way and I'm like, you know what, like, maybe I haven't been I've been narrowing my focus too much. In that, you know, going into this arena of helping, you know, military start start businesses is actually probably even a better thing and, you know, got involved with Warrior Rising got involved with Jason and you know, I'll tell you like I said, you know, Jason's charisma man like his drive towards you know what he's doing i mean you know again you look at like traits of leadership man you know if people inspire that's one of the key traits of being a good leader and Jason definitely inspires me. Clearly inspired me to, you know, want to put my efforts towards doing what you know what Warrior Rising's doing and making it into a success. So yeah, that's that's pretty much how it came about. Well, so two years now almost just about a couple months short, but pretty close. Brian Schoenborn 45:46 Nice. Ken Vennera 45:46 Yeah. Brian Schoenborn 45:47 Um. Sorry. I kind of bounced around a little bit but a Ken Vennera 45:50 Bounce all you want. Brian Schoenborn 45:51 Yeah. I just you know, as you're speaking things are things trigger, right. Ken Vennera 45:56 Sure. Brian Schoenborn 45:57 Because I connect dots as well, right? Ken Vennera 45:59 Yes. Brian Schoenborn 45:59 Reminds me of, you're talking about helping people connect the dots, helping helping entrepreneurs get going that kind of stuff. Veteran entrepreneurs reminds me, the weird thing is like, when you're in the military, everything's laid out for you. Right? You're part of this machine. And you do, as you're told, and you know, but you know, by the time you get through boot camp, or basic training, or maybe your school afterwards, you pretty much know how to conduct yourself and what is expected basically every day. Ken Vennera 46:29 Sure. Brian Schoenborn 46:30 Right. So you're in this Ken Vennera 46:33 Mode? Brian Schoenborn 46:34 Sure. That's what's the word I was thinking. Whenever you're in this, you're in this fucking mode, where every single day you know exactly what you have to do. Ken Vennera 46:42 Sure. Brian Schoenborn 46:43 On the entrepreneurial side, every day, it's a blank slate, right? It's a clean slate. Like you you got to figure out everything that you're doing. You know, you write the script, basically, right. It reminds me when I went to grad school, when I went to business xchool the first day of orientation. One of our think she was a career services. Barbara Hyle, shout out to Barb. She wrote two words on the board on this white board said embrace ambiguity. Ken Vennera 47:15 Flexibility, name of the game for sure. Brian Schoenborn 47:17 That's something that's kind of stuck with me. That's kind of what what it made me think of there when you're like, Oh, you know, helping people connect the dots and the circles and stuff because you're, you know, again, when you're when you're going from something where everything is regimented, like that's, that's the whole reason that term is there, right? It's regimented routine, basically every single day to what the hell am I doing? I'm creating something out of nothing. Right. That can be a big change, man. And people Ken Vennera 47:42 Well, so I think, you know, again, and forgive me for characterizing, you know, never served in military myself, but I think a lot of what you're talking about in the military is not necessarily that overall, everything is regimented. Right, what's regimented? His training right and whenever you're in a and execution to a certain extent, like certain operations, right? But that's because like in life, you can only control the things you can control. Brian Schoenborn 48:12 Right. Ken Vennera 48:14 I think the thing again piecing together from a military perspective that people they understand when they're in that that situation but then don't understand it necessarily once they get out because they're not within that framework is that that basis right that foundation for that kind of regimented training, etc. And that following orders in a certain way following you know, standard operating procedures, etc, is because eventually in many situations, especially in combat, you end up not seeing, you know, the the regimentation, right. In other words, you end up seeing the things that go off the reservation, right, like, Brian Schoenborn 48:54 You're living life in the margins, on the battlefield. Ken Vennera 48:56 So you know it What's that expression that you know, no place survives first contact with the enemy, you know kind of thing right? Brian Schoenborn 49:02 Like Mike Tyson said, everyone has a plan to get punched in the face, right, like so. Ken Vennera 49:09 So, you know, but that's the whole idea is that it's, it's, you know, one of the beautiful things about military training is saying, like, Look, we're going to create this foundation from you. So that when you're placed into these situations where you're not sure, again, going back to the whole, deliberate discomfort, you know, concept, you know, Jason, you know, it's training yourself to constantly react in a certain way so that when you're faced with that ambiguity, when you're faced with that uncertainty, when you're faced with, you know, the enemy in your face, it's, you know, 50 meters, you know, kind of thing, you're now able to deal with that because of all of that muscle memory, regimentation, etc. Like, you know, calming yourself down thinking in a certain direction. You know, is is extremely valuable, you know, it's extremely valuable when you're facing You know, uncertainty and things like that. I tell people very often, you know, if I asked you, for example, to navigate from your bedroom door of your house to your front door, you're gonna be like, not a problem, right? Piece of cake. But, right, but but all of a sudden, if you're blindfolded and it's dark, right, you know, you're gonna start employing tactics that you know about your training, right, you're gonna put your arm out and reach certain distance and feel around to get your bearings for what your environment holds. Again, all of these things from training, etc. to understand, like, I need to know what my environment is, I need to know what the weather is, I need to know assess the situation. All those things for training come in handy now, because what you're doing is reducing the number of variables down to the minimum number so that you have the best chance, you know, an opportunity of success. Ken Vennera 50:49 You know, the other analogy I use a lot when like mentoring is that it's a lot like putting together a jigsaw puzzle. You know, when you first start out with a jigsaw puzzle, you know, you dump the box. Have 1000 pieces and they're all over the place summer the backside, you know, that's all brown without the picture and summer, the you know, the the picture side, you have edge pieces, etc, you know. So the first thing you do is turn all the pieces over. So you can see that, you know, they're all facing the same way. Why again, reduce those numbers of variables of unknowns and things like that you have to, you know, smaller number, then what do you do you put all the edge pieces together first, why? Because there's a clue with the edge pieces that all the other pieces don't have and that is they have an edge. Right? Brian Schoenborn 51:33 Right. Ken Vennera 51:34 So you you again, you put them all together and now you've reduced the variables down, you know, to a smaller number, then you start to put like pieces with like pieces, right? Again, utilizing as much information as you possibly have to reduce those numbers of variables and so forth. And little by little man, you put those things together and you end up with a complete, you know, picture from that. Brian Schoenborn 51:55 Hell yeah. Ken Vennera 51:56 And that's what it's a lot like i think you know, so yes, there is that aspect of regimentation in the training and always go into battle. So you develop that muscle memory, but it's the application of that in those situations like in combat or otherwise, where you're facing unknowns, and very much so like when you're in business, you know, of course, the consequences aren't quite as dire as being in combat, but you know, you're facing pretty, you know, dire consequences if your business is going to fail and things like that. And you have to support your family well, and and your employees if you haven't, right, and your employees lives, etc. So, you know, there's a lot of situations like that, I mean, look, look at all of the things that come up in business where, you know, all of a sudden, there, you know, a regulation is passed, for example, that you didn't have to do X, but now you have to do it, and that's gonna cost you three times as much, and possibly, you know, you don't have a margin left anymore, you know? Or look at what's going on with this. Sorry, like the coronavirus. And I know he didn't want to talk about that. I'm so sorry. Brian Schoenborn 53:01 That's all everyone's talking about. It's all right though. Ken Vennera 53:03 But but it's such a good example. And because if you think about it, you know, what, who was who was planning for this in their business three months ago? Brian Schoenborn 53:11 Oh, nobody. Ken Vennera 53:12 Right, who was creating that reserve to carry them over this, you know, situation three months ago? And and that's this, you know, that's the kind of stuff it's like, what do you do when something hits you that you really didn't expect? Well, now you revert back to your training, your muscle memory, your things that like, you know, work in these kinds of situations to help guide Brian Schoenborn 53:32 Sanitize your hands. Ken Vennera 53:33 Right, wash your hands. Brian Schoenborn 53:34 Not traveling on an airplane, Brian? Ken Vennera 53:36 Right. So, I mean, but it's all of those things, then help the situation reduce the number of variables make it more manageable, I mean, nobody has a crystal ball, right? Nobody has a crystal ball ever, you know, kind of thing. So what do you do man, you reduce the number of things, the unknowns down to a manageable level, you know, and you do that, you know, by utilizing that training and so forth. So, so I agree with you I mean there's a lot of regimentation etc to the military but it's there for a reason. Brian Schoenborn 54:05 Yeah it's for a purpose for sure. Ken Vennera 54:06 Exactly and and the same reason that it is there you know in the military is the same reason it's effective and useful even in the business world or in life in general, you know, in terms of developing ways to cope with situations and the unknowns and so forth so. Brian Schoenborn 54:23 Huh. Habits. We are habitual animals. Ken Vennera 54:27 Good habits well good habits developing good habits you know for sure and that's again training right in the military develop good habits right you know and do things the right way all the time you know what I mean? Brian Schoenborn 54:36 Getting up at 06, creasee cammies, spit-shine shoes, you're cleaning a rifle every second you get. Ken Vennera 54:44 Sure. Responsibility, dedication and all those factors that again, will get you through tough situations. You know? Brian Schoenborn 54:50 Focus. Ken Vennera 54:51 Focus exactly. Brian Schoenborn 54:52 Laser like focus. Ken Vennera 54:53 Yep. Brian Schoenborn 54:54 Yep, do it for sure. It's been a pretty good chat so far. Ken Vennera 54:58 Think so I listen. I enjoy talking man, I can talk to you probably for another three hours if you wanted to, but Brian Schoenborn 55:02 We could, we could filibuster this shit. Ken Vennera 55:07 And it's been good man I really love you know, being on the show for sure, man, I love I love the thoughts, you know, that we're talking about, you know, because I think it'll help a lot of people, you know, it helps a lot of people to hear, even if they already know it, it helps to hear sometimes. Brian Schoenborn 55:20 I think, you know, I think one of the important things is, this is a this is a podcast, so it's not visibility, but you know, what I mean, like accessibility, maybe like when people have an opportunity to hear or see things that, you know, they might not know, they might not know otherwise, or to see it again, maybe something they haven't thought about in a while. Ken Vennera 55:40 Reinforcement. Sure. Brian Schoenborn 55:40 Reinforcement. Ken Vennera 55:41 Yeah. Brian Schoenborn 55:42 You know, I could help a lot of people and that's to be honest like that's why that's why I get people on that have interesting stories and are doing are doing some really cool things sure of yourself. But that's also why I'm so like, open and vocal about like, you know, my like my PTSD experience and stuff like that, know? Because the more you can talk about things, the more people can understand. Ken Vennera 56:05 Sure. Brian Schoenborn 56:06 And the more people can understand things, the more people can be helped. Ken Vennera 56:10 Absolutely. Brian Schoenborn 56:10 You know, because whether whether you have like a like a thing like a mental illness like PTSD, or whether you're running a business, right? A lot of times you can feel like you're on your own. Ken Vennera 56:21 Sure. Brian Schoenborn 56:22 Being an entrepreneur, it can be lonely man. Ken Vennera 56:23 It can be, for sure. Brian Schoenborn 56:25 You hear other people's voices and hear that there's support out there. And there's resources, Ken Vennera 56:31 Absolutely. Brian Schoenborn 56:31 you feel a little bit less, less lonely. Ken Vennera 56:34 You know, I'll tell you to Bri just to, you know

Jefferson e gli altri “Ieri sera ho avuto un problema con mio figlio (…) adesso ha un coltello, voglio un aiuto perché si sta facendo tanto male, si vuole ammazzate”...Con queste parole la madre di Jefferson Garcia Tomala, nato in Equador 20 anni fa, chiede l’aiuto di un medico e chiama il 112. Dopo l’ultimo litigio con la fidanzata, che il giorno prima aveva lasciato la casa, Jefferson aveva bevuto molto e minacciava di suicidarsi se la fidanzata non tornava con lui. Arrivano due volanti della polizia; dopo un'ora gli agenti spruzzano del peperoncino, il ragazzo ferisce con un coltello un agente, il suo collega spara 5 colpi che uccidono Jefferson. Abbiamo parlato di questa vicenda tragica con Catia Nicoli, psichiatra e responsabile della formazione dell’SPDC di San Giovanni in Persiceto, (il luogo in cui vengono portate le persone per eseguire il Trattamento Sanitario Obbligatorio) e con Giovanni Rossi membro del Forum sulla Salute Mentale e di Stop Opg..... ....Alla psichiatria si chiede sempre più spesso di svolgere funzioni di controllo sociale: ci dice il dott. Nicoli “Ormai in generale si dice TSO per richiedere un intervento violento di custodia di uno che viene ritenuto matto; questo non corrisponde per niente a quello che dovrebbe essere un intervento sanitario obbligatorio (…) purtroppo nell’opinione pubblica si ricorre a questo termine per dire “mettetelo via, pensateci voi, è matto”, ma è sbagliatissimo”. Continua la dott.ssa Nicoli spiegandoci che il TSO deve essere effettuato dai vigili urbani e dagli operatori del servizio di salute mentale, lavorando assieme, una disponibilità di presa in carico sanitaria non può diventare un’operazione di polizia. Ma cosa si deve fare (e cosa non si deve fare) nell’avvicinarsi a una persona molto agitata? “Sicuramente non bisogna farla sentire blocca, braccata, - dice la dott.ssa Nicoli - non ci deve essere un atteggiamento di uguale reattività. Invece, gli si deve chiedere cosa si può fare per farlo stare meglio”..Per evitare che il TSO si trasformi in tragedia, continua la dottoressa, la strada da seguire è la formazione: sia del personale sanitario, che di vigili, polizia, carabinieri, come si sta cercando di fare a Bologna

Jefferson e gli altri “Ieri sera ho avuto un problema con mio figlio (…) adesso ha un coltello, voglio un aiuto perché si sta facendo tanto male, si vuole ammazzate”...Con queste parole la madre di Jefferson Garcia Tomala, nato in Equador 20 anni fa, chiede l’aiuto di un medico e chiama il 112. Dopo l’ultimo litigio con la fidanzata, che il giorno prima aveva lasciato la casa, Jefferson aveva bevuto molto e minacciava di suicidarsi se la fidanzata non tornava con lui. Arrivano due volanti della polizia; dopo un'ora gli agenti spruzzano del peperoncino, il ragazzo ferisce con un coltello un agente, il suo collega spara 5 colpi che uccidono Jefferson. Abbiamo parlato di questa vicenda tragica con Catia Nicoli, psichiatra e responsabile della formazione dell’SPDC di San Giovanni in Persiceto, (il luogo in cui vengono portate le persone per eseguire il Trattamento Sanitario Obbligatorio) e con Giovanni Rossi membro del Forum sulla Salute Mentale e di Stop Opg..... ....Alla psichiatria si chiede sempre più spesso di svolgere funzioni di controllo sociale: ci dice il dott. Nicoli “Ormai in generale si dice TSO per richiedere un intervento violento di custodia di uno che viene ritenuto matto; questo non corrisponde per niente a quello che dovrebbe essere un intervento sanitario obbligatorio (…) purtroppo nell’opinione pubblica si ricorre a questo termine per dire “mettetelo via, pensateci voi, è matto”, ma è sbagliatissimo”. Continua la dott.ssa Nicoli spiegandoci che il TSO deve essere effettuato dai vigili urbani e dagli operatori del servizio di salute mentale, lavorando assieme, una disponibilità di presa in carico sanitaria non può diventare un’operazione di polizia. Ma cosa si deve fare (e cosa non si deve fare) nell’avvicinarsi a una persona molto agitata? “Sicuramente non bisogna farla sentire blocca, braccata, - dice la dott.ssa Nicoli - non ci deve essere un atteggiamento di uguale reattività. Invece, gli si deve chiedere cosa si può fare per farlo stare meglio”..Per evitare che il TSO si trasformi in tragedia, continua la dottoressa, la strada da seguire è la formazione: sia del personale sanitario, che di vigili, polizia, carabinieri, come si sta cercando di fare a Bologna

E' la denuncia dalla SIEP (Società Italiana di Epidemiologia Psichiatrica), che parla anche di psicofarmaci, contenzione, e delle paure di pazienti e familiari. Nella trasmissione le interviste al dottor Fabrizio Starace, presidente della Siep, e a Teresa di Fiandra, tecnico del Ministero della Salute. Una persona con un disturbo psichico potrà stare meglio o peggio, essere curata più o meno bene, anche a seconda del luogo in cui vive. Lo suggeriscono i dati presentati nella 14° riunione scientifica della SIEP (Società Italiana di Epidemiologia Psichiatrica) che si è tenuta a Bologna il 18 e 19 maggio. La Siep ha rielaborato i dati del Rapporto salute Mentale del Ministero, analizzando la situazione del personale dei Dipartimenti di salute mentale. La fotografia che emerge è davvero allarmante perché evidenzia enormi differenze di condizioni tra le Regioni, e descrive un Sud che spesso non raggiunge gli standard minimi di un servizio efficiente. I Dipartimenti di Salute Mentale della Val d'Aosta, per esempio, hanno a disposizione quasi 19 medici ogni 100.000 abitanti; in Umbria per lo stesso numero di abitanti i medici sono solo 5. E siccome la psichiatria è un lavoro che dovrebbe basarsi principalmente sulla relazione, è un campo in cui le persone non possono essere sostituiti dalle tecnologie. Quindi, se non ci sono psichiatri in numero sufficiente, sostanzialmente viene a mancare la possibilità di una cura adeguata. In nove regioni italiane i DSM non garantiscono uno psichiatra ogni 10.000 abitanti, e solo Emilia Romagna, Liguria e Sicilia riescono a soddisfare gli standard di personale. “Psichiatria, KO in mezza Italia” titolava un articolo del Sole 24ore degli inizi di marzo, a cura del dott. Fabrizio Starace, commentando i dati del Ministero. In questa mappa del personale della salute mentale che vede il Sud così sfavorito, la Sicilia costituisce una eccezione: essendo anch'essa una Regione Autonoma gode di una condizione economica speciale e si colloca tra le Regioni con più personale. Una situazione così disomogenea non riguarda solo, i medici ma tutto il personale psichiatrico: in Val d'Aosta le persone impegnate nei DSM sono 109,3 ogni 100.000 abitanti, 94,6 nella provincia autonoma di Bolzano, ma nel Molise sono percentualmente solo 20,6, e in Umbria 33,6. Tutte le altre regioni del Sud Italia hanno a disposizione circa la metà del personale ogni 100.000 abitanti che opera in Val d'Aosta. Regioni come la Campania o il Molise non riescono a garantire la presenza di uno psicologo ogni 50.000 abitanti. Un altro dato interessante è quello del carico di pazienti per ciascuna persona, il cosiddetto “impegno assistenziale teorico”. Viene calcolato dividendo il numero dei pazienti presenti in un DSM per il numero dei medici (ma si può fare per ogni funzione: psicologi, infermieri, ecc.) in servizio; fornisce un risultato necessariamente teorico e impreciso ma comunque indicativo delle tendenze. Risaltano di nuovo i dati di Umbria e Molise, dove rispettivamente uno psichiatra dovrebbe assistere 319 e 245 pazienti; il minimo è costituito dai 109 pazienti della Toscana, mentre il valore medio in Italia è di 157 pazienti ogni psichiatra. Anche per gli psicologi l'impegno (teorico) è molto variabile, e va dai 146 pazienti per ciascun psicologo della p.a.di Trento, ai 1.036 pazienti che ogni psicologo dovrebbe trattare nelle Marche, con il clamoroso record dei 1.470 pazienti a testa che toccherebbero ad ogni psicologo del Molise! E' evidente che il termine “teorico” in questo caso sta a significare che ci sono migliaia di pazienti che non riusciranno mai a parlare con uno psicologo, e che vedranno i loro psichiatri solo molto molto raramente, per pochi minuti, il tempo di uno psicofarmaco somministrato in fretta, mentre una lunga coda di pazienti aspetta il suo turno. Psicoradio ha intervistato il dottor Fabrizio Starace, presidente della Siep, e a Teresa di Fiandra, tecnico del Ministero della Salute. PSICOFARMACI, STIGMA, CONTENZIONE, PAURE Oltre ai numeri del personale psichiatrico, il congresso Siep di Bologna ha affrontato molte altre questioni importanti per la vita quotidiana dei pazienti. Sul tema di “trattamenti non coercitivi” - che non leghino i pazienti - gli psichiatri Giovanni Rossi e Alessio Saponaro hanno presentato i risultati di 6 anni di monitoraggio negli SPDC dell'Emilia Romagna ( i luoghi in cui vengono curate le persone con disturbi psichici in situazione di crisi). La situazione varia molto: a Modena gli standard appaiono ancora elevati, mentre è stato sottolineato il caso di San Giovanni in Persiceto, in provincia di Bologna, dove non è mai stata legato nessun paziente. E mentre viene riaffermato l'obiettivo di giungere a “contenzione zero”, il monitoraggio mostra come in 6 anni (2011-2016) in Emilia-Romagna la contenzione è diminuita del 41%. “La contenzione è proibita e nessuno viene legato all'interno delle REMS, dove ci sono persone che hanno commesso reati anche molto gravi - sostiene Franco Corleone, (Commissario per il superamento degli Ospedali Psichiatrici Giudiziari) che ha presentato una relazione dal titolo “Mai più OPG” - non si vede perché non sia possibile smetterla negli SPDC”. Lorenza Magliano, professore di psichiatria dell'Università della Campania, ha presentato una ricerca effettuata sui medici di base di Napoli che si interroga sulle numerose conseguenze dello stigma, dei pregiudizi nei confronti dei pazienti psichiatrici. La parola “schizofrenia” evoca scenari di pericolosità e fa paura anche a loro: molti medici infatti considerano pericolosi i loro pazienti, e solo il 27%degli intervistati dichiara che è possibile instaurare con loro relazioni di fiducia. Un aspetto conseguente è che i medici di base tendono a sottovalutare i problemi fisici dei pazienti psichiatrici, attribuendo i disturbi che i pazienti denunciano alla malattia psichica, e non prendendoli in considerazione. Di conseguenza, per i pazienti psichiatrici vengono richieste dai medici di base meno analisi “comuni” (colesterolo, glicemia, ecc.). ed i pazienti psichiatrici rischiano un 50% in più di disturbi non diagnosticati. Un progetto della Regione Emilia-Romagna presentato dalla dottoressa Antonella Piazza, e realizzato assieme ad alcune associazioni di familiari e utenti, si interroga sull'appropriatezza dell'uso di antipsicotici nei disturbi schizofrenici. Una parte della ricerca ha indagato il tema delle paure. I pazienti temono che una volta che viene prescritto loro uno psicofarmaco, non lo smetteranno mai; altri temono di diventarne dipendenti. Contemporaneamente, però, c'è anche chi denuncia la paura che gli psicofarmaci possano far perdere una parte importante di se stessi, della propria identità, di cui la sofferenza costituisce una parte rilevante, anche se problematica. “E' vero. – conferma Morena, psicoredattrice - Io sento le voci da quando sono bambina, e durante la mia vita le voci mi hanno anche aiutato. All'inizio, quando mi hanno dato dosi massicce di psicofarmaci, forse perché non le sentissi più, ho avuto paura: di perdere una parte di me, di non essere più io. Di sentirmi più sola, più vulnerabile”. La ricerca ci dice che per i familiari dei pazienti, invece, i timori più presenti sono due: la paura di un decadimento cognitivo, di un intorpidimento della prontezza e dell'intelligenza, e quella del forte ingrassamento provocato dagli antipsicotici, con i conseguenti problemi di salute fisica. Queste paure, secondo la ricerca, sono aggravate dal fatto che i medici tendono a non ascoltare davvero quello che dicono pazienti e familiari quando esprimono un timore o si lamentano di un effetto secondario. A proposito dell'uso degli psicofarmaci, secondo la dottoressa Piazza sono gli stessi psichiatri a denunciare la mancanza di una formazione adeguata: nel corso degli studi viene loro insegnato a scegliere e dosare gli psicofarmaci, ma non a diminuirli o a toglierli. Possiamo pensare che questa lacuna nella formazione in psichiatria sia il lascito di una cultura che per troppo tempo ha considerato la malattia psichica una specie di condanna incurabile, e non ha creduto nella possibilità di un miglioramento, di una evoluzione né tantomeno di una recovery. Per fortuna, molte realtà stanno dimostrando con i fatti che queste concezioni del disturbo psichico sono antiche, sbagliate e ignoranti.

E' la denuncia dalla SIEP (Società Italiana di Epidemiologia Psichiatrica), che parla anche di psicofarmaci, contenzione, e delle paure di pazienti e familiari. Nella trasmissione le interviste al dottor Fabrizio Starace, presidente della Siep, e a Teresa di Fiandra, tecnico del Ministero della Salute. Una persona con un disturbo psichico potrà stare meglio o peggio, essere curata più o meno bene, anche a seconda del luogo in cui vive. Lo suggeriscono i dati presentati nella 14° riunione scientifica della SIEP (Società Italiana di Epidemiologia Psichiatrica) che si è tenuta a Bologna il 18 e 19 maggio. La Siep ha rielaborato i dati del Rapporto salute Mentale del Ministero, analizzando la situazione del personale dei Dipartimenti di salute mentale. La fotografia che emerge è davvero allarmante perché evidenzia enormi differenze di condizioni tra le Regioni, e descrive un Sud che spesso non raggiunge gli standard minimi di un servizio efficiente. I Dipartimenti di Salute Mentale della Val d'Aosta, per esempio, hanno a disposizione quasi 19 medici ogni 100.000 abitanti; in Umbria per lo stesso numero di abitanti i medici sono solo 5. E siccome la psichiatria è un lavoro che dovrebbe basarsi principalmente sulla relazione, è un campo in cui le persone non possono essere sostituiti dalle tecnologie. Quindi, se non ci sono psichiatri in numero sufficiente, sostanzialmente viene a mancare la possibilità di una cura adeguata. In nove regioni italiane i DSM non garantiscono uno psichiatra ogni 10.000 abitanti, e solo Emilia Romagna, Liguria e Sicilia riescono a soddisfare gli standard di personale. “Psichiatria, KO in mezza Italia” titolava un articolo del Sole 24ore degli inizi di marzo, a cura del dott. Fabrizio Starace, commentando i dati del Ministero. In questa mappa del personale della salute mentale che vede il Sud così sfavorito, la Sicilia costituisce una eccezione: essendo anch’essa una Regione Autonoma gode di una condizione economica speciale e si colloca tra le Regioni con più personale. Una situazione così disomogenea non riguarda solo, i medici ma tutto il personale psichiatrico: in Val d’Aosta le persone impegnate nei DSM sono 109,3 ogni 100.000 abitanti, 94,6 nella provincia autonoma di Bolzano, ma nel Molise sono percentualmente solo 20,6, e in Umbria 33,6. Tutte le altre regioni del Sud Italia hanno a disposizione circa la metà del personale ogni 100.000 abitanti che opera in Val d’Aosta. Regioni come la Campania o il Molise non riescono a garantire la presenza di uno psicologo ogni 50.000 abitanti. Un altro dato interessante è quello del carico di pazienti per ciascuna persona, il cosiddetto “impegno assistenziale teorico”. Viene calcolato dividendo il numero dei pazienti presenti in un DSM per il numero dei medici (ma si può fare per ogni funzione: psicologi, infermieri, ecc.) in servizio; fornisce un risultato necessariamente teorico e impreciso ma comunque indicativo delle tendenze. Risaltano di nuovo i dati di Umbria e Molise, dove rispettivamente uno psichiatra dovrebbe assistere 319 e 245 pazienti; il minimo è costituito dai 109 pazienti della Toscana, mentre il valore medio in Italia è di 157 pazienti ogni psichiatra. Anche per gli psicologi l’impegno (teorico) è molto variabile, e va dai 146 pazienti per ciascun psicologo della p.a.di Trento, ai 1.036 pazienti che ogni psicologo dovrebbe trattare nelle Marche, con il clamoroso record dei 1.470 pazienti a testa che toccherebbero ad ogni psicologo del Molise! E’ evidente che il termine “teorico” in questo caso sta a significare che ci sono migliaia di pazienti che non riusciranno mai a parlare con uno psicologo, e che vedranno i loro psichiatri solo molto molto raramente, per pochi minuti, il tempo di uno psicofarmaco somministrato in fretta, mentre una lunga coda di pazienti aspetta il suo turno. Psicoradio ha intervistato il dottor Fabrizio Starace, presidente della Siep, e a Teresa di Fiandra, tecnico del Ministero della Salute. PSICOFARMACI, STIGMA, CONTENZIONE, PAURE Oltre ai numeri del personale psichiatrico, il congresso Siep di Bologna ha affrontato molte altre questioni importanti per la vita quotidiana dei pazienti. Sul tema di “trattamenti non coercitivi” - che non leghino i pazienti - gli psichiatri Giovanni Rossi e Alessio Saponaro hanno presentato i risultati di 6 anni di monitoraggio negli SPDC dell’Emilia Romagna ( i luoghi in cui vengono curate le persone con disturbi psichici in situazione di crisi). La situazione varia molto: a Modena gli standard appaiono ancora elevati, mentre è stato sottolineato il caso di San Giovanni in Persiceto, in provincia di Bologna, dove non è mai stata legato nessun paziente. E mentre viene riaffermato l’obiettivo di giungere a “contenzione zero”, il monitoraggio mostra come in 6 anni (2011-2016) in Emilia-Romagna la contenzione è diminuita del 41%. “La contenzione è proibita e nessuno viene legato all’interno delle REMS, dove ci sono persone che hanno commesso reati anche molto gravi - sostiene Franco Corleone, (Commissario per il superamento degli Ospedali Psichiatrici Giudiziari) che ha presentato una relazione dal titolo “Mai più OPG” - non si vede perché non sia possibile smetterla negli SPDC”. Lorenza Magliano, professore di psichiatria dell'Università della Campania, ha presentato una ricerca effettuata sui medici di base di Napoli che si interroga sulle numerose conseguenze dello stigma, dei pregiudizi nei confronti dei pazienti psichiatrici. La parola “schizofrenia” evoca scenari di pericolosità e fa paura anche a loro: molti medici infatti considerano pericolosi i loro pazienti, e solo il 27%degli intervistati dichiara che è possibile instaurare con loro relazioni di fiducia. Un aspetto conseguente è che i medici di base tendono a sottovalutare i problemi fisici dei pazienti psichiatrici, attribuendo i disturbi che i pazienti denunciano alla malattia psichica, e non prendendoli in considerazione. Di conseguenza, per i pazienti psichiatrici vengono richieste dai medici di base meno analisi “comuni” (colesterolo, glicemia, ecc.). ed i pazienti psichiatrici rischiano un 50% in più di disturbi non diagnosticati. Un progetto della Regione Emilia-Romagna presentato dalla dottoressa Antonella Piazza, e realizzato assieme ad alcune associazioni di familiari e utenti, si interroga sull’appropriatezza dell’uso di antipsicotici nei disturbi schizofrenici. Una parte della ricerca ha indagato il tema delle paure. I pazienti temono che una volta che viene prescritto loro uno psicofarmaco, non lo smetteranno mai; altri temono di diventarne dipendenti. Contemporaneamente, però, c’è anche chi denuncia la paura che gli psicofarmaci possano far perdere una parte importante di se stessi, della propria identità, di cui la sofferenza costituisce una parte rilevante, anche se problematica. “E’ vero. – conferma Morena, psicoredattrice - Io sento le voci da quando sono bambina, e durante la mia vita le voci mi hanno anche aiutato. All’inizio, quando mi hanno dato dosi massicce di psicofarmaci, forse perché non le sentissi più, ho avuto paura: di perdere una parte di me, di non essere più io. Di sentirmi più sola, più vulnerabile”. La ricerca ci dice che per i familiari dei pazienti, invece, i timori più presenti sono due: la paura di un decadimento cognitivo, di un intorpidimento della prontezza e dell’intelligenza, e quella del forte ingrassamento provocato dagli antipsicotici, con i conseguenti problemi di salute fisica. Queste paure, secondo la ricerca, sono aggravate dal fatto che i medici tendono a non ascoltare davvero quello che dicono pazienti e familiari quando esprimono un timore o si lamentano di un effetto secondario. A proposito dell’uso degli psicofarmaci, secondo la dottoressa Piazza sono gli stessi psichiatri a denunciare la mancanza di una formazione adeguata: nel corso degli studi viene loro insegnato a scegliere e dosare gli psicofarmaci, ma non a diminuirli o a toglierli. Possiamo pensare che questa lacuna nella formazione in psichiatria sia il lascito di una cultura che per troppo tempo ha considerato la malattia psichica una specie di condanna incurabile, e non ha creduto nella possibilità di un miglioramento, di una evoluzione né tantomeno di una recovery. Per fortuna, molte realtà stanno dimostrando con i fatti che queste concezioni del disturbo psichico sono antiche, sbagliate e ignoranti.

E' la denuncia dalla SIEP (Società Italiana di Epidemiologia Psichiatrica), che parla anche di psicofarmaci, contenzione, e delle paure di pazienti e familiari. Nella trasmissione le interviste al dottor Fabrizio Starace, presidente della Siep, e a Teresa di Fiandra, tecnico del Ministero della Salute. Una persona con un disturbo psichico potrà stare meglio o peggio, essere curata più o meno bene, anche a seconda del luogo in cui vive. Lo suggeriscono i dati presentati nella 14° riunione scientifica della SIEP (Società Italiana di Epidemiologia Psichiatrica) che si è tenuta a Bologna il 18 e 19 maggio. La Siep ha rielaborato i dati del Rapporto salute Mentale del Ministero, analizzando la situazione del personale dei Dipartimenti di salute mentale. La fotografia che emerge è davvero allarmante perché evidenzia enormi differenze di condizioni tra le Regioni, e descrive un Sud che spesso non raggiunge gli standard minimi di un servizio efficiente. I Dipartimenti di Salute Mentale della Val d'Aosta, per esempio, hanno a disposizione quasi 19 medici ogni 100.000 abitanti; in Umbria per lo stesso numero di abitanti i medici sono solo 5. E siccome la psichiatria è un lavoro che dovrebbe basarsi principalmente sulla relazione, è un campo in cui le persone non possono essere sostituiti dalle tecnologie. Quindi, se non ci sono psichiatri in numero sufficiente, sostanzialmente viene a mancare la possibilità di una cura adeguata. In nove regioni italiane i DSM non garantiscono uno psichiatra ogni 10.000 abitanti, e solo Emilia Romagna, Liguria e Sicilia riescono a soddisfare gli standard di personale. “Psichiatria, KO in mezza Italia” titolava un articolo del Sole 24ore degli inizi di marzo, a cura del dott. Fabrizio Starace, commentando i dati del Ministero. In questa mappa del personale della salute mentale che vede il Sud così sfavorito, la Sicilia costituisce una eccezione: essendo anch’essa una Regione Autonoma gode di una condizione economica speciale e si colloca tra le Regioni con più personale. Una situazione così disomogenea non riguarda solo, i medici ma tutto il personale psichiatrico: in Val d’Aosta le persone impegnate nei DSM sono 109,3 ogni 100.000 abitanti, 94,6 nella provincia autonoma di Bolzano, ma nel Molise sono percentualmente solo 20,6, e in Umbria 33,6. Tutte le altre regioni del Sud Italia hanno a disposizione circa la metà del personale ogni 100.000 abitanti che opera in Val d’Aosta. Regioni come la Campania o il Molise non riescono a garantire la presenza di uno psicologo ogni 50.000 abitanti. Un altro dato interessante è quello del carico di pazienti per ciascuna persona, il cosiddetto “impegno assistenziale teorico”. Viene calcolato dividendo il numero dei pazienti presenti in un DSM per il numero dei medici (ma si può fare per ogni funzione: psicologi, infermieri, ecc.) in servizio; fornisce un risultato necessariamente teorico e impreciso ma comunque indicativo delle tendenze. Risaltano di nuovo i dati di Umbria e Molise, dove rispettivamente uno psichiatra dovrebbe assistere 319 e 245 pazienti; il minimo è costituito dai 109 pazienti della Toscana, mentre il valore medio in Italia è di 157 pazienti ogni psichiatra. Anche per gli psicologi l’impegno (teorico) è molto variabile, e va dai 146 pazienti per ciascun psicologo della p.a.di Trento, ai 1.036 pazienti che ogni psicologo dovrebbe trattare nelle Marche, con il clamoroso record dei 1.470 pazienti a testa che toccherebbero ad ogni psicologo del Molise! E’ evidente che il termine “teorico” in questo caso sta a significare che ci sono migliaia di pazienti che non riusciranno mai a parlare con uno psicologo, e che vedranno i loro psichiatri solo molto molto raramente, per pochi minuti, il tempo di uno psicofarmaco somministrato in fretta, mentre una lunga coda di pazienti aspetta il suo turno. Psicoradio ha intervistato il dottor Fabrizio Starace, presidente della Siep, e a Teresa di Fiandra, tecnico del Ministero della Salute. PSICOFARMACI, STIGMA, CONTENZIONE, PAURE Oltre ai numeri del personale psichiatrico, il congresso Siep di Bologna ha affrontato molte altre questioni importanti per la vita quotidiana dei pazienti. Sul tema di “trattamenti non coercitivi” - che non leghino i pazienti - gli psichiatri Giovanni Rossi e Alessio Saponaro hanno presentato i risultati di 6 anni di monitoraggio negli SPDC dell’Emilia Romagna ( i luoghi in cui vengono curate le persone con disturbi psichici in situazione di crisi). La situazione varia molto: a Modena gli standard appaiono ancora elevati, mentre è stato sottolineato il caso di San Giovanni in Persiceto, in provincia di Bologna, dove non è mai stata legato nessun paziente. E mentre viene riaffermato l’obiettivo di giungere a “contenzione zero”, il monitoraggio mostra come in 6 anni (2011-2016) in Emilia-Romagna la contenzione è diminuita del 41%. “La contenzione è proibita e nessuno viene legato all’interno delle REMS, dove ci sono persone che hanno commesso reati anche molto gravi - sostiene Franco Corleone, (Commissario per il superamento degli Ospedali Psichiatrici Giudiziari) che ha presentato una relazione dal titolo “Mai più OPG” - non si vede perché non sia possibile smetterla negli SPDC”. Lorenza Magliano, professore di psichiatria dell'Università della Campania, ha presentato una ricerca effettuata sui medici di base di Napoli che si interroga sulle numerose conseguenze dello stigma, dei pregiudizi nei confronti dei pazienti psichiatrici. La parola “schizofrenia” evoca scenari di pericolosità e fa paura anche a loro: molti medici infatti considerano pericolosi i loro pazienti, e solo il 27%degli intervistati dichiara che è possibile instaurare con loro relazioni di fiducia. Un aspetto conseguente è che i medici di base tendono a sottovalutare i problemi fisici dei pazienti psichiatrici, attribuendo i disturbi che i pazienti denunciano alla malattia psichica, e non prendendoli in considerazione. Di conseguenza, per i pazienti psichiatrici vengono richieste dai medici di base meno analisi “comuni” (colesterolo, glicemia, ecc.). ed i pazienti psichiatrici rischiano un 50% in più di disturbi non diagnosticati. Un progetto della Regione Emilia-Romagna presentato dalla dottoressa Antonella Piazza, e realizzato assieme ad alcune associazioni di familiari e utenti, si interroga sull’appropriatezza dell’uso di antipsicotici nei disturbi schizofrenici. Una parte della ricerca ha indagato il tema delle paure. I pazienti temono che una volta che viene prescritto loro uno psicofarmaco, non lo smetteranno mai; altri temono di diventarne dipendenti. Contemporaneamente, però, c’è anche chi denuncia la paura che gli psicofarmaci possano far perdere una parte importante di se stessi, della propria identità, di cui la sofferenza costituisce una parte rilevante, anche se problematica. “E’ vero. – conferma Morena, psicoredattrice - Io sento le voci da quando sono bambina, e durante la mia vita le voci mi hanno anche aiutato. All’inizio, quando mi hanno dato dosi massicce di psicofarmaci, forse perché non le sentissi più, ho avuto paura: di perdere una parte di me, di non essere più io. Di sentirmi più sola, più vulnerabile”. La ricerca ci dice che per i familiari dei pazienti, invece, i timori più presenti sono due: la paura di un decadimento cognitivo, di un intorpidimento della prontezza e dell’intelligenza, e quella del forte ingrassamento provocato dagli antipsicotici, con i conseguenti problemi di salute fisica. Queste paure, secondo la ricerca, sono aggravate dal fatto che i medici tendono a non ascoltare davvero quello che dicono pazienti e familiari quando esprimono un timore o si lamentano di un effetto secondario. A proposito dell’uso degli psicofarmaci, secondo la dottoressa Piazza sono gli stessi psichiatri a denunciare la mancanza di una formazione adeguata: nel corso degli studi viene loro insegnato a scegliere e dosare gli psicofarmaci, ma non a diminuirli o a toglierli. Possiamo pensare che questa lacuna nella formazione in psichiatria sia il lascito di una cultura che per troppo tempo ha considerato la malattia psichica una specie di condanna incurabile, e non ha creduto nella possibilità di un miglioramento, di una evoluzione né tantomeno di una recovery. Per fortuna, molte realtà stanno dimostrando con i fatti che queste concezioni del disturbo psichico sono antiche, sbagliate e ignoranti.

The longest podcast to date and one that gives us just a glimpse into a very important portion of our modern pipe world: SmokingPipes.com. It was a real pleasure to hang out at the SPDC headquarters and chat with Sykes and some of the staff back on December 5th, 2014. I learned a good bit about the history behind the institution and had a great time to boot. I think you will love this one.

Judging by the compelling number of innovations based on taming quantum mechanical effects, such as the development of transistors and lasers, further research in this field promises to tackle further technological challenges in the years to come. This statement gains even more importance in the information processing scenario. Here, the growing data generation and the correspondingly higher need for more efficient computational resources and secure high bandwidth networks are central problems which need to be tackled. In this sense, the required CPU minituarization makes the design of structures at atomic levels inevitable, as foreseen by Moore's law. From these perspectives, it is necessary to concentrate further research efforts into controlling and manipulating quantum mechanical systems. This enables for example to encode quantum superposition states to tackle problems which are computationally NP hard and which therefore cannot be solved efficiently by classical computers. The only limitation affecting these solutions is the low scalability of existing quantum systems. Similarly, quantum communication schemes are devised to certify the secure transmission of quantum information, but are still limited by a low transmission bandwidth. This thesis follows the guideline defined by these research projects and aims to further increase the scalability of the quantum mechanical systems required to perform these tasks. The method used here is to encode quantum states into photons generated by spontaneous parametric down-conversion (SPDC). An intrinsic limitation of photons is that the scalability of quantum information schemes employing them is limited by the low detection efficiency of commercial single photon detectors. This is addressed by encoding higher dimensional quantum states into two photons, increasing the scalability of the scheme in comparison to multi-photon states. Further on, the encoding of quantum information into the emission-time degree of freedom improves its applicability to long distance quantum communication schemes. By doing that, the intrinsic limitations of other schemes based on the encoding into the momentum and polarization degree of freedom are overcome. This work presents results on a scalable experimental implementation of time-energy encoded higher dimensional states, demonstrating the feasibility of the scheme. Further tools are defined and used to characterize the properties of the prepared quantum states, such as their entanglement, their dimension and their preparation fidelity. Finally, the method of quantum state tomography is used to fully determine the underlying quantum states at the cost of an increased measurement effort and thus operation time. It is at this point that results obtained from the research field of compressed sensing help to decrease the necessary number of measurements. This scheme is compared with an adaptive tomography scheme designed to offer an additional reconstruction speedup. These results display the scalability of the scheme to bipartite dimensions higher than 2x8, equivalent to the encoding of quantum information into more than 6 qubits.

Puntata dedicata alla Salute Mentale. Presentiamo e parliamo dell'importante incontro che ci sarà al Senato sugli OPG il 27 marzo 2014, mentre nella seconda parte ci confrontiamo sulla situazione degli SPDC condividendo importanti testimonianze e spunti di riflessione. OPG e SPDC sono accomunati nelle difficoltà e nei diritti spesso negati agli utenti che vi accedono.

Presentazione di Storia della follia nell'età classica, Rizzoli, Milano 2010. Bartleby, Bologna, 28 ottobre 2011 Loris – Breve domanda di Wu Ming 2 – Pino De March – Galzigna: la resistenza in manicomio – Atemporalità dell’inconscio e cronometria della seduta analitica – La camicia di forza chimica: il neurolettico come “assolutore simbolico della relazione” – Dall’esperienza negli SPDC: “pillole e pedate in culo” la mattina, inchieste sulla famiglia il pomeriggio – Tragedia della frammentazione psichica – La nosografia insegue i comportamenti, ma questi le sfuggono – La dipendenza da Internet – Mi hanno cacciato da una chat sadomaso – Dialoghi della “Sala cancro”: i quadri a olio di Marco – Foucault e Basaglia – Non basta distruggere l’apparato di potere.

Efficient Generation of Entangled Photon-Pairs The first experiments with correlated photons have been performed in the context of EPR-Bell experiments on the realistic and local properties of quantum mechanics. The source used there produced pairs of polarization entangled photons from a 2-photon decay of Calcium atoms. The technical requirements of these experiments were high (vacuum systems, stronge dye-lasers, etc.) whereas the efficiency of the source was quite low. An important step forward was the introduction of spontaneous parametric down conversion (SPDC), which has become the most common source in quantum optics for generating correlated or entangled photon pairs. In this process photons of an intense pump laser convert to photon pairs in an optical nonlinear crystal. Conservation of energy and momentum leads to strong correlations between the generated photons. With this kind of two-photon source it was possible to realize or improve many experiments on the foundations of quantum mechanics addressing the EPR-Paradoxon and in the new field of quantum information. But again, more advanced experiments and applications suffer from the limited ef- ficiency of the fluorescence process. Many photon pairs are lost by spatial and spectral filtering, which is necessary to achieve polarization entanglement and long coherence times. Different techniques have been implemented to increase the number of photon pairs using two-crystal arrangements, focusing techniques or periodically poled crystals. Most of these methods have the disadvantage that no entangled photons have been observed. It is the aim of this work to increase the yield and to improve the mode definition of entangled photon pairs generated by resonant enhancement of the pump mode and the fluorescence modes. As a first step a linear cavity for the pump mode was realized. Since the conversion probability is proportional to the pump power it was possible to increase the photon pair count rate by factor of 7 over the previous source. Besides the possibility of further improvement on already established pair correlation experiments, such an enhancement allows to build a compact source for photon pairs, in which an expensive argon-ion laser is replaced by a cheap diode laser. Among other applications such sources are of strong interest for quantum cryptography. 3 In many quantum information experiments optical fibers are use to carry the photons over long distance. Therefore, light from the parametric down-conversion source has to be efficiently coupled into fibers. In the second part we report on a new method to optimize collection efficiency by matching the angular distribution of the parametric fluorescence to the spatial mode of an optical fiber. By using this technique, we detected 366500 polarization-entangled photon pairs per second in the near-infrared region in single-mode optical fibers for 465 mW pump power (at 351.1 nm) with a 2 mm BBOcrystal. The entanglement of the photon pairs was verified by measuring polarization correlations of more than 96% in a HV-basis and in a ±45◦-basis. To our knowledge, such enormous count rates of highly entangled photon pairs have not been reached yet with any other technique. In the third part of this thesis we investigated the process of parametric downconversion in a cavity which is resonant to certain longitudinal down-conversion modes only. The idea of placing the parametric down-conversion source inside a cavity is not new. Such a device is usually referred to as a single or double resonant optical parametric oscillator (OPO) and is mainly used to generate squeezed quantum states. In that kind of application the system is operating close to but still under the threshold of oscillation. In our application the situation is quite different. The system is operating far below threshold so that mainly spontaneous emission occurs. In that mode correlations between single photons can still be observed. But bouncing the light back and forth inside the cavity increases the interaction length and hence enhances the signal levels of the down-conversion fields. Further, by resonating two certain modes only, the bandwidth is reduced by orders of magnitude and the coherence time is found to be inverse proportional to the bandwidth. A similar experiment has already been realized with a type-I parametric down-converter in the resonator. We have tried to realize a compact double resonant OPO far below threshold with a type-II parametric down-converter in a high-finesse cavity to realize a bright source of entangled photon pairs with extremely narrow bandwidth.