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Monday, May 31, 2021

Bassett Healthcare Network outsources IT, RCM operations to Optum - MedCity News

Per a new strategic collaboration, Optum will take over information technology and revenue cycle management operations for Cooperstown, New York-based Bassett Healthcare Network.

The organizations announced the collaboration last week, stating that Eden Prairie, Minnesota-based Optum will provide the health system with a range of services. These include tools and strategies that support the patient journey, from scheduling to payment; new analytic capabilities; modernized revenue cycle processes; and IT strategies that include enhancing infrastructure and network security across all five hospitals in Bassett’s network.

The relationship with Optum enables Bassett Healthcare Network, a rural health system, to provide the communities it serves with advanced services and capabilities while remaining independent as a locally governed system, said Dr. Tommy Ibrahim, Bassett’s president and CEO, in an email.

“The overarching goal of the collaboration is to advance quality care and experiences for patients in an innovative, patient-centric environment,” he said. “To do so, Bassett Healthcare Network and Optum will work together to increase the efficiency of business and clinical administrative operations.”

About 500 Bassett employees performing IT and revenue cycle management functions will have the opportunity to transition to Optum, though the health services company will oversee those operations whether the employees decide to move to Optum or remain with Bassett, Ibrahim said.

“[The health system] wanted to provide this option to its employees but is also encouraging them to transition to Optum as this is an exciting opportunity for these employees to grow and have access to new resources and opportunities while continuing to serve the local Bassett community,” he said.

The collaboration is part of a broader approach that Optum is employing with providers. The company is working with health systems across the country —including John Muir Health in Walnut Creek, California, and Boulder Community Health in Colorado — to create partnerships that allow systems to stay independent, while tapping into the scale, capabilities and capital that Optum has to offer, said Mike Valli, executive vice president and Northeast general manager for Optum’s provider services, in an email.

These partnerships can be especially beneficial for rural health systems, many of which find themselves in dire financial circumstances. Nearly half (46%) of rural hospitals have a negative operating margin, according to a report by The Chartis Center for Rural Health published in February.

“Rural systems, especially, are struggling, and partnering with Optum enables Bassett not only to remain independent, but to thrive in their market,” Valli said.

Though the most recent publicly available tax filings for Bassett Healthcare are from 2018, they do indicate some financial difficulties. The rural health system posted $166,184 in revenue that year, down from $1.2 million in 2017.

“Like all hospitals and health systems, Bassett Healthcare Network faces increasing economic pressures, which require strategic solutions like this [collaboration] to maintain its independence and position the organization for success,” Valli said.

Photo: metamorworks, Getty Images

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MLB Network schedule today: How to watch Mets-Diamondbacks, Cardinals-Dodgers on TV, via live stream - DraftKings Nation

MLB Network will be broadcasting parts two games on Monday, May 31st for out-of-market viewers. The channel will be cutting into Cardinals-Dodgers and Mets-Diamondbacks starting at 11 p.m. ET on Monday evening. First pitch for Cardinals-Dodgers is at 9:10 p.m. while Mets-Diamondbacks gets going at 9:40 p.m. That means MLB Network will be cutting into the two games likely into the back half of each.

If you aren’t around a TV to check out the MLB Network slate, you can stream the games via MLBNetwork.com, via the MLB app, and through MLB.TV. But keep in mind that you need a cable-login subscription for MLB Network or an MLB.TV subscription. If you don’t have a cable login, you can get a free trial from YouTube TV, Hulu with Live TV, AT&T TV Now, FuboTV, or Sling TV to stream the games.

Pitchers: Jack Flaherty vs. Trevor Bauer
First pitch: 9:10 p.m.
Cardinals TV: Bally Sports Midwest
Dodgers TV: SportsNet LA, SNLA Deportes
Moneyline odds: Dodgers -177, Cardinals +148

Pitchers: Jacob deGrom vs. Merrill Kelly
First pitch: 9:40 p.m.
Mets TV: SNY
Diamondbacks TV: Bally Sports Arizona+
Moneyline odds: TBD

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Network slicing: A USD 200 billion opportunity for CSPs - Ericsson

While other reports have discussed the possibilities that network slicing offers, they don’t comprehensively answer the questions communication service providers (CSPs) have about investing in, deploying, and monetizing network slice use cases. The recent in-depth study by Ericsson and Arthur D. Little, Network Slicing: A go-to-market guide to capture high revenue potential, explores the USD 200 billion value potential of network slicing for CSPs. The study conducted market research on network slicing to determine the future market opportunities for CSPs. It also focused on examining the questions CSPs were asking about:

  • The revenue potential of network slicing for CSPs
  • The potential across industries and segments and which specific use cases provided stronger cases for slicing?

Network slicing is important and profitable

The report focused on the macro value of network slicing and the opportunities for CSPs. Results were derived from the total global digitalization revenues from 70+ external reports and a ’bottom-up’ assessment of 400+ use cases from 10 different industry segments.

This analysis revealed the clear business potential for network slicing – a valuation of USD 200 billion by 2030 with a strong CAGR (Compound Annual Growth Rate).

The prime benefit of 5G for CSPs, lies in the opportunity to capture new revenues in services for industries and enterprises. This is opposed to focusing on the consumer market - an area where CSPs typically derive 80 percent of their revenue but shows limited future potential, with growth projected at only 0.1 percent. Here is the big upside and CAGR for the coming years, and network slicing is the key enabler for that. Network slicing will also be highly relevant for many consumer use cases, such as mobile gaming, augmented reality (AR) and virtual reality (VR).

Network slicing vs a private dedicated 5G network

Recently there have been numerous debates about network slicing verses a private network. However, we believe slicing shows enormous potential in terms of cost and wider-area coverage. With slicing there will be less need to invest in  equipment on premises and it will also be possible to extend the usage outside the campus e.g. for tracking goods or in automotive use cases.
Today most industries and enterprises have some type of private network on premise, mostly Ethernet LAN or Wi-Fi. In another study we undertook with Analysys Mason, we found around 75-85 percent of enterprises plan to use a 5G private network of some sort. However, one does not exclude the other, and some 50 percent of enterprises will use 5G both on premises and as a private network slice.

Slicing combines benefits from public and private networks but is more flexible.

Fig 1. Slicing combines benefits from public and private networks but is more flexible.

The top six industries for network slicing

The addressable opportunity for CSPs with network slicing is USD 200 billion. When split by industry, it shows that the top 6 industries account for 90 percent of the revenue potential. Healthcare is the largest industry, followed by government and transportation. The CAGR for the top industries ranges from 23-46 percent during the period 2025 – 2030, which is substantial. See fig 2. This macro data also corroborates an interview study we did in late 2020 with CSPs about their plans to focus on these specific industries

The top 6 industries stand for 90 percent of the addressable market

Fig 2. The top 6 industries stand for 90 percent of the addressable market

The slicing value chain for CSPs

The overall value chain has five parts: 1) Devices 2) Network deployment and provisioning 3) Network management and operations 4) Application platform provisioning 5) Applications and monetization. The CSPs traditionally occupy the network sections 2 and 3 above in the role as network developers. There is a potential to capture 43 percent more from the other parts by e.g. resell devices, provision platforms, provide security and data monetization – a role we call the ‘service creator.’

Use cases and enterprise strategy

Emphasis is often placed on advanced use cases, such as remote surgery and self-driving cars. However, use cases are applicable to all industries and sectors. As we witnessed with 4G and the smartphone app revolution, there will be a plethora of 5G use cases and the industry will initially start offering those that are both needed and easy to deploy. See fig 3.

Examples of network slicing use cases with different deployment readiness

Fig 3. Examples of network slicing use cases with different deployment readiness

The use cases chosen will depend on the CSPs enterprise strategy e.g. automotive, manufacturing, go-to-market, partnerships etc. A natural starting point for CSPs when determining their strategy, is to assess their existing customer relations and local enterprise customers. To act as a relevant partner, it is also key that CSPs understand the needs of the enterprises. Some of our findings from 2020 indicate that CSPs have a good possibility of partnering with enterprises provided they understand their business.

How to get going with network slicing

When working out how to get going with network slicing the main questions usually are:

  • Where is the money in network slicing?
  • How do we deploy and introduce slicing?

As discussed, there is clear business potential in this area, but there are several ways to get there.

The foundation of CSPs’ commercial slicing capabilities should be based on a sound enterprise strategy that includes an understanding of enterprise demands and is derived from a B2B/B2G or B2B2x strategy. This will initially lead to a slicing strategy and eventually a commercial slicing model.

The commercial capabilities are just as important as the technical elements. New processes and operational roles will need to be defined, given the commercial requirements on slicing enablement. Roles will be needed for slice design, based on templates and use-case design to create a service model that can be life cycle managed. Later slice-based services will be possible to self-manage by enterprise users. Slice-based services will require new pricing models based on value.
As enterprises generally don’t understand how to maximize 5G technologies, CSPs will have to inform and educate their enterprise customers.

The technical capabilities will be built on the foundation of Network Functions Virtualization Infrastructure (NFVI) and Virtual Network Functions (VNFs)/Cloud Native Functions (CNFs) like 5G Core and network resource management. The network slicing enablement consists of three main blocks:

  1. Network slice management and orchestration
  2. Management of services, revenue, customer and partners, resources, etc.
  3. Market storefront, customer channel and journey, sales and marketing.

These capabilities will be built in steps - starting with a few static slices with a limited number of customers. The next step is to scale up and introduce more automation, in order to - to handle more granular use cases and customers. The key here will be the Operations Support Systems (OSS) and Business Support System (BSS) integration to manage both service orchestration, ordering and product management of the slices.

Conclusion

Network slicing is a key enabling technology to make 5G use cases profitable beyond today's consumer services. The road to get there will be a step journey - commercially, operationally, and technically. While this journey is an undertaking for the industry, it is needed to most of the 5G investments.

Learn more

Read our report: Network slicing: A go-to-market guide to capture the high revenue potential.

Download report

Listen: In this podcast Pehr Claesson, Marketing Director at Ericsson Digital Services explain how slicing could transform how we experience live gaming experiences.

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Sunday, May 30, 2021

Action Network’s Patrick Keane, a media deal-maker, is riding the sports-betting craze - The Philadelphia Inquirer

Nation's skeletal school mental health network will be severely tested - The Hechinger Report

MLB Network schedule today: How to watch Marlins-Red Sox, Giants-Dodgers, more on TV, via live stream - DraftKings Nation

MLB Network will be broadcasting four games on Sunday, May 30th for out-of-market viewers. It will include a pair of games at 1:10 p.m. including Yankees vs. Tigers and Marlins vs. Red Sox. At 4:10 p.m., viewers will get Giants-Dodgers or Cardinals-Diamondbacks. Both pairs of games will be available depending on your location.

If you aren’t around a TV to check out the MLB Network slate, you can stream the games via MLBNetwork.com, via the MLB app, and through MLB.TV. But keep in mind that you need a cable-login subscription for MLB Network or an MLB.TV subscription. If you don’t have a cable login, you can get a free trial from YouTube TV, Hulu with Live TV, AT&T TV Now, FuboTV, or Sling TV to stream the games.

Pitchers: Michael King vs. Tarik Skubal
First pitch: 1:10 p.m.
Yankees TV: WPIX
Tigers TV: Bally Sports Detroit
Moneyline odds: Yankees -167, Tigers +145

Pitchers: Sandy Alcantara vs. Eduardo Rodriguez
First pitch: 1:10 p.m.
Marlins TV: Bally Sports Florida
Red Sox TV: NESN
Moneyline odds: Red Sox -175, Marlins +143

Pitchers: Kevin Gausman vs. Clayton Kershaw
First pitch: 4:10 p.m.
Giants TV: NBCS Bay Area
Dodgers TV: SportsNet LA, SNLA Deportes
Moneyline odds: Dodgers -180, Giants +150

Pitchers: Kwang Hyun Kim vs. Matt Peacock
First pitch: 4:10 p.m.
Cardinals TV: Bally Sports Midwest
Diamondbacks TV: Bally Sports Arizona
Moneyline odds: Cardinals -113, Diamondbacks -103

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Saturday, May 29, 2021

Howard U. and AWS to equip students with cloud skills to tackle workforce problems - EdScoop

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Howard U. and AWS to equip students with cloud skills to tackle workforce problems  EdScoop

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Friday, May 28, 2021

Colonial Pipeline says experiencing network issues - Reuters

Holding tanks are seen in an aerial photograph at Colonial Pipeline's Dorsey Junction Station in Woodbine, Maryland, U.S. May 10, 2021. REUTERS/Drone Base/File Photo

Colonial Pipeline, the nation's largest fuel pipeline, on Friday said it was experiencing network issues, just weeks after a ransomware attack crippled fuel delivery for several days in the United States.

Communication from Colonial's systems to a third-party scheduling system may be affected, Colonial said. It added that their internal IT department was aware of the issue and working to resolve as quickly as possible.

The reason for the network issues was not immediately clear. Colonial did not immediately respond to a request for comment.

It is unclear how widespread Friday's issues are, as the line said shippers were having problems entering and updating nominations for deliveries.

Colonial's shipping nomination system is operated by a third party, privately-held Transport4, or T4, which handles similar logistics for other pipeline companies.

T4 on Friday said its application is working for all customers and carriers. It did not comment on Colonial's current network issue and said that data between T4 and Colonial was transacting normally.

Friday's network problems are the second occurrence of such issues since the attack earlier in the month. Colonial is the largest fuel system in the United States, accounting for millions of barrels of daily deliveries to the U.S. East Coast and Southeast.

Shortly after Colonial restored operations from the hack, it suffered a brief network outage that prevented customers from planning upcoming shipments on the line. At the time, Colonial said the disruption was caused by efforts by the company to harden its system, and was not the result of a reinfection of its network.

The southeast United States is still recovering from the six-day line outage from earlier this month and the supply issues it caused in the region. Around 6,000 gas stations were still without fuel this week, according to tracking firm GasBuddy, down from a peak of more than 16,000.

Almost 40% of gas stations in Washington, D.C., the nation's capital, were without supplies on Thursday, GasBuddy said. More than 20% of stations in North Carolina, Georgia and South Carolina were also empty.

The hack also boosted gasoline prices earlier than expected this year. Heading into Memorial Day weekend, the traditional start of the summer driving season, U.S. motorists are seeing the highest gasoline prices in seven years. read more

Our Standards: The Thomson Reuters Trust Principles.

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Food Network says it’s dedicated to teaching. But it never let me say ‘slavery’ on air. - The Washington Post

Something special happened when Kardea Brown discussed Jim and Henry Hutchinson on a recent episode of her show, “Delicious Miss Brown” on Food Network.

As she prepared to host a fish-fry fundraiser to refurbish the historic Hutchinson House on Edisto Island, S.C., she said, “They were former slaves and they built a house … and it’s the only house owned by a freedman that’s still standing on Edisto.” Later, she said: “Coming from being former slaves and probably living in slave quarters, to them this was a mansion. But to me, even though it’s a little smaller, it feels big, it feels large because you know the story behind it.” She even talked about how her own great-great-great-grandmother was the last person to own the house.

I was delighted to see and hear this, and not just because of the convergence of culinary content and American history — my own wheelhouse. But I was amazed that she talked about enslavement at all, because for years, Food Network and its associated properties (Cooking Channel and Food Network Kitchen) wouldn’t let me make any such mention on its outlets.

Over the past four years, producers working with the network, owned since 2018 by Discovery Inc., have repeatedly asked for my silence on the topic of enslavement. And just in case you think I’m the only one, just last year, Brown — one of the few Black hosts on the network — told Southern Living magazine that she had experienced the same resistance.

I began working on a pilot for Cooking Channel with Food Network executives in spring 2017. I’m an amateur food historian, and my specialty is building interactive maps that track where foods originate and how they spread around the world. You will not be shocked to learn that the reasons foods travel are often unsavory: enslavement, conquest, climate change and war. Nonetheless, one network executive loved my maps, so we set out to make a pilot exploring the international roots of American dishes.

In the second production meeting for the pilot, I said something like this: “Let’s have a difficult conversation now, so we don’t get hung up on problems later. As we build this pilot and look forward to a full series, how do we address the role that the enslavement of folks plays in the ways foods spread around the world?”

I was greeted with polite laughter, and then the admonishment from one of the producers, “Oh, you’ll never say ‘slavery’ on air.”

I replied: “But how do we explain marinara when we get to an episode on red sauce? Tomatoes don’t arrive in Italy until after Europeans start packing folks against their will into the bottom of ships and sailing them back and forth across the Atlantic Ocean.”

Another producer smiled and said, “Well you can talk about the ships, but we’ll just call them 16th-century cruise liners.”

I tabled the conversation, and then we made the pilot.

Throughout the process, I watched as a network executive and the executive’s handpicked production company cut anything they thought might be “controversial.” We were still in preproduction, so the snipping was either in our scripts or on the phone, where I was encouraged to acquiesce to reach the ultimate goal: a series order from the network.

They removed watermelon from the script because it meant we had to discuss its origination in the Kalahari Desert and also the way its image has been used as a vehicle of discrimination in this country. They removed ketchup because the network wanted to tell only the story of Heinz, instead of the 2,000 years leading up to that blood-red final chapter (a story that begins in Vietnam and helps explain why some spell the word “catsup” and others “ketchup”). They asked me to pretend the Middle Eastern owner of a Hawaiian restaurant was of Hawaiian descent, assuming viewers wouldn’t know the difference.

In September 2019, after the pilot failed to garner a series pickup on Cooking Channel, I submitted a post-mortem report to the network. I documented the “cruise ship” comment, the watermelon and ketchup removals, and a few other moments that painted a picture no one would want hung in their living room.

No one ever responded.

Flash-forward to January 2020. I was hired to appear on a few episodes of the network’s new cooking app, Food Network Kitchen. In my fourth appearance, I made seasoned peanuts. Since this was a live cooking demonstration, there would be no swap-outs to save time like you’d have on edited TV, and I’d have to vamp while I was toasting seeds and spices in a skillet. At the end of my explanation detailing the circuitous path that peanuts took to reach North America, I said, “Finally, peanuts arrive in North American cuisine only after Western Europeans enslave Northern and Western Africans and bring them across the ocean in a ship.”

When the segment was over, a producer pulled me aside, became visibly nervous, then told me, “We try to keep things light here.” I knew what the producer was trying to say, but I wasn’t going to help it be said.

I responded, “I did keep things light, I just made peanuts!”

The producer then exhorted me not to talk about “the difficult stuff.”

Very loudly (because I wanted to make witnesses of all the staff on the studio floor), I replied that the network knows who I am, we’ve worked together for years. I’m a professional nerd. If you hire me to be me, then you’re going to get a dose of history along with everything I put on a plate. I offered a deal: I would promise not to say any of the words that the network had banned, as long as the network put them in writing.

The next day I emailed to say thanks for handling a difficult situation so delicately. I reminded the producer to “send me that list!” The response: “No worries, all good!” We have never worked together again.

In May 2020, with the nation engulfed in protests, I asked four producers who worked for either Food Network, Cooking Channel or Food Network Kitchen if we could talk about disagreements we’ve had over my attempts to refer to slavery. I suggested that, as White people in culinary media, we have the power, privilege and responsibility to be anti-racist in our work. No one responded. Instead, I heard from the network’s legal department.

Their lawyer assured me she’d speak with the necessary parties on her end and get back in touch. That was June 2020. From my side of the computer, it felt like they were waiting for the country to move on, or for me to forget.

I haven’t forgotten. And apparently neither has Kardea Brown.

Brown did not respond to a request for comment for this article, but in the June 2020 article in Southern Living, she recounted filming an episode of her show. “I started talking about slavery, and people said, ‘We don’t know if we can say this,’ ” she told the magazine. “I was like, ‘Why not? It’s the truth!’ … Sadly, it is 2020, and we are still not ready to have that conversation.” The Southern Living piece went on to say, “So her goal for the next season, which begins filming soon, is to have those in-depth conversations and give people an even more thorough education on Gullah cuisine; African American history; and yes, slavery.”

When The Washington Post requested a response to the Southern Living piece, a Food Network spokesperson said, “This is not something that either Kardea or her executive producer recall as ever happening/being said on the set.” Pasquale DeFazio, executive producer of “Delicious Miss Brown,” issued a statement: “No one ever directed us to avoid talking about any subject, nor did we ever direct Kardea to avoid talking about any subject. In fact, we encouraged Kardea to be open and honest about anything she wanted to talk about, including the history of the Gullah people. As the show has developed from pilot to present (85 episodes in) there has been a natural progression and exploration of Kardea’s personal history, as well as the history of her culture and the Gullah people.”

The network also disputed my other points. “This is inconsistent with what producers who have worked with Dan recall,” the spokesperson wrote. “Creative discussions happened on many points and there was never any intent to silence any topic.”

While it looks like the tides may have turned, it makes me wonder what else the network has banned from its content and how we might ever learn what’s being hidden. The obfuscation over slavery eroded my trust in the network as a valuable storyteller and teaching entity.

Over the years, producers’ most common argument to me against talking about slavery was that the network isn’t political. They’d tell me that viewers didn’t want to be reminded of the outside world when they tuned in, that “they’re just here for the food.” And producers of all stripes have said some version of: “Dan, we agree with you, we’re liberal, too, but sometimes you’ve got to play the game. Don’t you want the show to get greenlit?” It’s the “just be a good boy and eventually you’ll get what you want” argument that insidiously ripples through all industries.

As an amateur historian, let me point out that any decision to pointedly not talk about slavery is as political as you think speaking it aloud might be, if not more so in its tacit denial of facts.

I say this not because I want to tear Food Network, Cooking Channel and Food Network Kitchen down, but rather because I think the network represents our best shot at making a significant change in the food world. Distributed to nearly 100 million households and with more than 46 million monthly unique Web users, Food Network is one of largest arbiters of culinary taste in this country. In the fourth quarter of 2020, the network was ranked the top non-news, non-sports cable channel among women age 18 to 49. That same year, Cooking Channel was on track to have its highest-rated year in network history for all viewers between 25 and 54. Food Network Kitchen has a 4.9-star rating in the Apple app store, with 501,000 reviews. These outlets have incredible power over our plates. And as every iteration of Spider-Man reminds us, “with great power comes great responsibility.”

Recently I noticed an Instagram post by TV host and food stylist Megan Hysaw, who describes herself as Black and Korean. “@FoodNetwork and @FoodNetworkKitchen have been actively putting in the work to remedy the institutional racism within the company structure and are implementing a workplace cultural transformation,” she wrote. “As a result, I have re-signed my contract with them as talent, and have some fun projects coming your way soon!” Though they’re late to the game, I am thrilled to know that Food Network appears to be putting in place some guiding principles that will hopefully help improve the way it produces content. (The network declined to respond to a question about Hysaw’s post.)

On its website, Food Network proudly proclaims that it “strives to be viewers’ best friend in food and is committed to leading by teaching, inspiring, empowering, and entertaining through its talent and expertise.” For too long it seems to have forgotten its own mission statement. Best friends are supposed to be the folks in life you can trust to tell it like it is, not hide the truth under the varnish of “entertainment.”

Kohler is the senior culinary producer of Hallmark Channel’s “Home & Family.”

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Honolulu police plan to equip plainclothes officers with bodycams, union says it’s not that easy - KHON2

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Honolulu police plan to equip plainclothes officers with bodycams, union says it’s not that easy  KHON2

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COVAX Joint Statement: Call to action to equip COVAX to deliver 2 billion doses in 2021 - World Health Organization

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Countries that are advanced in their vaccination programmes are seeing cases of COVID-19 decline, hospitalisations decrease and early signs of some kind of normality resume.

However, the global picture is far more concerning.

At no point in this pandemic have we seen such an acute need to look to the future challenges and not rest on the patchy achievements made so far.

We are seeing the traumatic effects of the terrible surge of COVID-19 in South Asia – a surge which has also severely impacted global vaccine supplies.

We are also witnessing why access to vaccines before a surge occurs is so important. For that reason, we must focus on ensuring countries who have not benefitted from these life-saving tools do so now, and with urgency.

As the global mechanism for equitable access to COVID-19 vaccines, COVAX has proven it works. Designed and implemented in the midst of an unprecedented global public health crisis, it has delivered over 70 million doses to 126 countries and economies around the world since February – from remote islands to conflict settings – managing the largest and most complex rollout of vaccines in history. Over 35 countries received their first COVID-19 vaccine doses thanks to COVAX.

However, the terrible surge of the virus in India has had a severe impact on COVAX’s supply in the second quarter of this year, to the point where, by the end of June we will face a shortfall of 190 million doses.

Even though COVAX will have larger volumes available later in the year through the deals it has already secured with several manufacturers, if we do not address the current, urgent shortfall the consequences could be catastrophic.

But we can meet this challenge with concerted action and global leadership.

Millions of dollars and doses were committed to COVAX on 21 May, bringing the total of doses pledged so far to more than 150 million. At the World Health Assembly, governments have been united in recognising the political and financial urgency of supporting COVAX with doses and dollars. It is now imperative to build on this momentum to secure full funding for COVAX and more vaccines right now – for lower income countries at the Advance Market Commitment Summit on 2 June.

If the world’s leaders rally together, the original COVAX objectives – delivery of 2 billion doses of vaccines worldwide in 2021, and 1.8 billion doses to 92 lower income economies by early 2022 are still well within reach.

But it will require governments and the private sector to urgently unlock new sources of doses, with deliveries starting in June, and funding so we can deliver. COVAX has the infrastructure in place to facilitate and coordinate this complex global effort.

To enable COVAX to deliver on the promise of global equitable access, we call for the following immediate actions:

  • Fund the Gavi COVAX Advance Market Commitment (AMC). The AMC mechanism is how COVAX provides doses to lower income economies. Thanks to the generosity of its donors, the AMC has already secured 1.3 billion doses for delivery in 2021. This is enough to protect the most at-risk population groups: health workers, the elderly and those with underlying health conditions. We need an additional $2 billion to lift coverage in AMC countries up to nearly 30%, and we need it by June 2 to lock in supplies now so that doses can be delivered through 2021, and into early 2022.

  • Share doses, now. The pandemic has just taken a frightening new turn, as a deadly surge of cases rages across South Asia and other hotspots. Countries with the largest supplies should redirect doses to COVAX now, to have maximum impact. 

    We are starting to see countries stepping forward with doses, with the United States and Europe collectively pledging to share 180 million doses. But we still need more, we need them to go through COVAX, and we need them to start moving in early June. At least one billion doses could be shared by wealthy countries in 2021.

    COVAX’s need for doses is greatest right now. Countries with higher coverage rates, which are due to receive doses soon should swap their places in supply queues with COVAX so that doses can be equitably distributed as quickly as possible. 

  • Free up supply chains by removing trade barriers, export control measures, and other transit issues that block, restrict or slowdown the supply and distribution of COVID-19 vaccines, raw materials, components and supplies.

Now more than ever, at the peak of the pandemic, we need ambitious, global solutions. When it comes to worldwide vaccine distribution, COVAX is the only initiative capable of rising to the challenge of this moment.

It’s understandable that some countries want to press ahead and vaccinate all of their populations. By donating vaccines to COVAX alongside domestic vaccination programmes, the most at-risk populations can be protected globally, which is instrumental to ending the acute phase of the pandemic, curbing the rise and threat of variants, and accelerating a return to normality.

COVAX is hugely appreciative to France, Germany, Italy, New Zealand, Spain, Sweden and the UAE for their initial commitments to donate doses through COVAX, and to Canada for funding to support the design and operationalization of the COVAX dose sharing mechanism. We also welcome announcements by the USA, Norway, Croatia, Romania, Australia and Portugal to donate doses to countries in need and we put COVAX forward as the proven mechanism for global, rapid and equitable distribution to facilitate this.

Since COVAX was established in mid-2020, it has had the support and resources of 192 of the world’s economies. This tremendous vote of confidence has enabled us to demonstrate our ability to deliver an unprecedented global rollout. It’s time to finish the job.

Dr Richard Hatchett Chief Executive Officer, Coalition for Epidemic Preparedness Innovations (CEPI)

Dr Seth Berkley Chief Executive Officer, Gavi, the Vaccine Alliance            

Dr Tedros Adhanom Ghebreyesus Director-General, World Health Organization (WHO)

Ms Henrietta Fore Executive Director, UNICEF

Notes to editors

The goal of sharing at least 1 billion excess doses by the end of 2021 is based on a Bill & Melinda Gates Foundation analysis of current projections of excess doses globally. Even under conservative estimates, the analysis finds that after sharing 1 billion doses, wealthy countries would have sufficient doses to vaccinate 80% of their populations 12 years and older in 2021.

About COVAX

COVAX, the vaccines pillar of the Access to COVID-19 Tools (ACT) Accelerator, is co-convened by the Coalition for Epidemic Preparedness Innovations (CEPI), Gavi, the Vaccine Alliance (Gavi) and the World Health Organization (WHO) – working in partnership with UNICEF as key implementing partner, developed and developing country vaccine manufacturers, the World Bank, and others. It is the only global initiative that is working with governments and manufacturers to ensure COVID-19 vaccines are available worldwide to both higher-income and lower-income countries.

CEPI’s role in COVAX

CEPI is leading on the COVAX vaccine research and development portfolio, investing in R&D across a variety of promising candidates, with the goal to support development of three safe and effective vaccines which can be made available to countries participating in the COVAX Facility. As part of this work, CEPI has secured first right of refusal to potentially over one billion doses for the COVAX Facility to a number of candidates, and made strategic investments in vaccine manufacturing, which includes reserving capacity to manufacture doses of COVAX vaccines at a network of facilities, and securing glass vials to hold 2 billion doses of vaccine. CEPI is also investing in the ‘next generation’ of vaccine candidates, which will give the world additional options to control COVID-19 in the future.

Gavi’s role in COVAX

Gavi is leading on procurement and delivery at scale for COVAX: coordinating the design, implementation and administration of the COVAX Facility and the Gavi COVAX AMC and working with its Alliance partners UNICEF and WHO, along with governments, on country readiness and delivery. As part of this role, Gavi hosts the Office of the COVAX Facility to coordinate the operation and governance of the mechanism as a whole, manages relationships with Facility participants, and negotiates advance purchase agreements with manufacturers of promising vaccine candidates to secure doses on behalf of the 190 economies participating in the COVAX Facility. It also coordinates design, operation and fundraising for the COVAX AMC that supports 92 lower-income economies, including a no-fault compensation mechanism that will be administered by WHO. As part of this work, Gavi supports governments and partners on ensuring country readiness, providing funding and oversight of UNICEF procurement of vaccines as well as partners’ and governments work on readiness and delivery. This includes support for cold chain equipment, technical assistance, syringes, vehicles, and other aspects of the vastly complex logistical operation for delivery.

WHO’s role in COVAX

WHO has multiple roles within COVAX: It provides normative guidance on vaccine policy, regulation, safety, R&D, allocation, and country readiness and delivery. Its Strategic Advisory Group of Experts (SAGE) on Immunization develops evidence-based immunization policy recommendations. Its Emergency Use Listing (EUL) / prequalification programmes ensure harmonized review and authorization across member states. It provides global coordination and member state support on vaccine safety monitoring. It developed the target product profiles for COVID-19 vaccines and provides R&D technical coordination. WHO leads, together with UNICEF, the Country Readiness and Delivery workstream, which provides support to countries as they prepare to receive and administer vaccines. Along with Gavi and numerous other partners working at the global, regional, and country-level, the CRD workstream provides tools, guidance, monitoring, and on the ground technical assistance for the planning and roll-out of the vaccines. Along with COVAX partners, WHO has developed no-fault compensation scheme as part of the time-limited indemnification and liability commitments

UNICEF’s role in COVAX

UNICEF is leveraging its experience as the largest single vaccine buyer in the world and working with manufacturers and partners on the procurement of COVID-19 vaccine doses, as well as freight, logistics and storage. UNICEF already procures more than 2 billion doses of vaccines annually for routine immunisation and outbreak response on behalf of nearly 100 countries. In collaboration with the PAHO Revolving Fund, UNICEF is leading efforts to procure and supply doses of COVID-19 vaccines for COVAX. In addition, UNICEF, Gavi and WHO are working with governments around the clock to ensure that countries are ready to receive the vaccines, with appropriate cold chain equipment in place and health workers trained to dispense them. UNICEF is also playing a lead role in efforts to foster trust in vaccines, delivering vaccine confidence communications and tracking and addressing misinformation around the world.

About ACT-Accelerator

The Access to COVID-19 Tools ACT-Accelerator, is a new, ground-breaking global collaboration to accelerate the development, production, and equitable access to COVID-19 tests, treatments, and vaccines. It was set up in response to a call from G20 leaders in March and launched by the WHO, European Commission, France and The Bill & Melinda Gates Foundation in April 2020.

The ACT-Accelerator is not a decision-making body or a new organisation, but works to speed up collaborative efforts among existing organisations to end the pandemic. It is a framework for collaboration that has been designed to bring key players around the table with the goal of ending the pandemic as quickly as possible through the accelerated development, equitable allocation, and scaled up delivery of tests, treatments and vaccines, thereby protecting health systems and restoring societies and economies in the near term. It draws on the experience of leading global health organisations which are tackling the world’s toughest health challenges, and who, by working together, are able to unlock new and more ambitious results against COVID-19. Its members share a commitment to ensure all people have access to all the tools needed to defeat COVID-19 and to work with unprecedented levels of partnership to achieve it.

The ACT-Accelerator has four areas of work: diagnostics, therapeutics, vaccines and the health system connector. Cross-cutting all of these is the workstream on Access & Allocation.

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COVAX Joint Statement: Call to action to equip COVAX to deliver 2 billion doses in 2021 - UNICEF

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Joint statement by Dr Richard Hatchett, Chief Executive Officer, Coalition for Epidemic Preparedness Innovations (CEPI), Dr Seth Berkley Chief Executive Officer, Gavi, the Vaccine Alliance (Gavi)Dr Tedros Adhanom Ghebreyesus Director-General, World Health Organization (WHO) and Henrietta Fore, Executive Director, UNICEF

NEW YORK/GENEVA/OSLO, 27 May 2021 - "Countries that are advanced in their vaccination programmes are seeing cases of COVID-19 decline, hospitalisations decrease and early signs of some kind of normality resume.

"However, the global picture is far more concerning.

"At no point in this pandemic have we seen such an acute need to look to the future challenges and not rest on the patchy achievements made so far.

"We are seeing the traumatic effects of the terrible surge of COVID-19 in South Asia – a surge which has also severely impacted global vaccine supplies.

"We are also witnessing why access to vaccines before a surge occurs is so important. For that reason, we must focus on ensuring countries who have not benefitted from these life-saving tools do so now, and with urgency.

"As the global mechanism for equitable access to COVID-19 vaccines, COVAX has proven it works. Designed and implemented in the midst of an unprecedented global public health crisis, it has delivered over 70 million doses to 126 countries and economies around the world since February – from remote islands to conflict settings – managing the largest and most complex rollout of vaccines in history. Over 35 countries received their first COVID-19 vaccine doses thanks to COVAX.

"However, the terrible surge of the virus in India has had a severe impact on COVAX’s supply in the second quarter of this year, to the point where, by the end of June we will face a shortfall of 190 million doses.

"Even though COVAX will have larger volumes available later in the year through the deals it has already secured with several manufacturers, if we do not address the current, urgent shortfall the consequences could be catastrophic.

"But we can meet this challenge with concerted action and global leadership.

"Millions of dollars and doses were committed to COVAX on 21 May, bringing the total of doses pledged so far to more than 150 million. At the World Health Assembly, governments have been united in recognising the political and financial urgency of supporting COVAX with doses and dollars. It is now imperative to build on this momentum to secure full funding for COVAX and more vaccines – right now – for lower-income countries at the Advance Market Commitment Summit on 2 June.

"If the world’s leaders rally together, the original COVAX objectives – delivery of 2 billion doses of vaccines worldwide in 2021, and 1.8 billion doses to 92 lower-income economies by early 2022 are still well within reach.

"But it will require governments and the private sector to urgently unlock new sources of doses, with deliveries starting in June, and funding so we can deliver. COVAX has the infrastructure in place to facilitate and coordinate this complex global effort.

"To enable COVAX to deliver on the promise of global equitable access, we call for the following immediate actions:

  • Fund the Gavi COVAX Advance Market Commitment (AMC). The AMC mechanism is how COVAX provides doses to lower-income economies. Thanks to the generosity of its donors, the AMC has already secured 1.3 billion doses for delivery in 2021. This is enough to protect the most at-risk population groups: health workers, the elderly and those with underlying health conditions. We need an additional $2 billion to lift coverage in AMC countries up to nearly 30%, and we need it by June 2 to lock in supplies now so that doses can be delivered through 2021, and into early 2022.
  • Share doses, now. The pandemic has just taken a frightening new turn, as a deadly surge of cases rages across South Asia and other hotspots. Countries with the largest supplies should redirect doses to COVAX now, to have maximum impact. 

"We are starting to see countries stepping forward with doses, with the United States and Europe collectively pledging to share 180 million doses. But we still need more, we need them to go through COVAX, and we need them to start moving in early June. At least one billion doses could be shared by wealthy countries in 2021.

"COVAX’s need for doses is greatest right now. Countries with higher coverage rates, which are due to receive doses soon should swap their places in supply queues with COVAX so that doses can be equitably distributed as quickly as possible. 

  • Free up supply chains by removing trade barriers, export control measures, and other transit issues that block, restrict or slow down the supply and distribution of COVID-19 vaccines, raw materials, components and supplies.

"Now more than ever, at the peak of the pandemic, we need ambitious, global solutions. When it comes to worldwide vaccine distribution, COVAX is the only initiative capable of rising to the challenge of this moment.

"It’s understandable that some countries want to press ahead and vaccinate all of their populations. By donating vaccines to COVAX alongside domestic vaccination programmes, the most at-risk populations can be protected globally, which is instrumental to ending the acute phase of the pandemic, curbing the rise and threat of variants, and accelerating a return to normality.

COVAX is hugely appreciative to France, Germany, Italy, New Zealand, Spain, Sweden and the UAE for their initial commitments to donate doses through COVAX, and to Canada for funding to support the design and operationalization of the COVAX dose sharing mechanism. We also welcome announcements by the USA, Norway, Croatia, Romania, Australia and Portugal to donate doses to countries in need and we put COVAX forward as the proven mechanism for global, rapid and equitable distribution to facilitate this.

"Since COVAX was established in mid-2020, it has had the support and resources of 192 of the world’s economies. This tremendous vote of confidence has enabled us to demonstrate our ability to deliver an unprecedented global rollout. It’s time to finish the job."

#####

Notes to editors:

The goal of sharing at least 1 billion excess doses by the end of 2021 is based on a Bill & Melinda Gates Foundation analysis of current projections of excess doses globally. Even under conservative estimates, the analysis finds that after sharing 1 billion doses, wealthy countries would have sufficient doses to vaccinate 80% of their populations 12 years and older in 2021.

About COVAX

COVAX, the vaccines pillar of the Access to COVID-19 Tools (ACT) Accelerator, is co-convened by the Coalition for Epidemic Preparedness Innovations (CEPI), Gavi, the Vaccine Alliance (Gavi) and the World Health Organization (WHO) – working in partnership with UNICEF as key implementing partner, developed and developing country vaccine manufacturers, the World Bank, and others. It is the only global initiative that is working with governments and manufacturers to ensure COVID-19 vaccines are available worldwide to both higher-income and lower-income countries.

CEPI’s role in COVAX

CEPI is leading on the COVAX vaccine research and development portfolio, investing in R&D across a variety of promising candidates, with the goal to support development of three safe and effective vaccines which can be made available to countries participating in the COVAX Facility. As part of this work, CEPI has secured first right of refusal to potentially over one billion doses for the COVAX Facility to a number of candidates, and made strategic investments in vaccine manufacturing, which includes reserving capacity to manufacture doses of COVAX vaccines at a network of facilities, and securing glass vials to hold 2 billion doses of vaccine. CEPI is also investing in the ‘next generation’ of vaccine candidates, which will give the world additional options to control COVID-19 in the future.

Gavi’s role in COVAX

Gavi is leading on procurement and delivery at scale for COVAX: coordinating the design, implementation and administration of the COVAX Facility and the Gavi COVAX AMC and working with its Alliance partners UNICEF and WHO, along with governments, on country readiness and delivery. As part of this role, Gavi hosts the Office of the COVAX Facility to coordinate the operation and governance of the mechanism as a whole, manages relationships with Facility participants, and negotiates advance purchase agreements with manufacturers of promising vaccine candidates to secure doses on behalf of the 190 economies participating in the COVAX Facility. It also coordinates design, operation and fundraising for the COVAX AMC that supports 92 lower-income economies, including a no-fault compensation mechanism that will be administered by WHO. As part of this work, Gavi supports governments and partners on ensuring country readiness, providing funding and oversight of UNICEF procurement of vaccines as well as partners’ and governments work on readiness and delivery. This includes support for cold chain equipment, technical assistance, syringes, vehicles, and other aspects of the vastly complex logistical operation for delivery.

WHO’s role in COVAX

WHO has multiple roles within COVAX: It provides normative guidance on vaccine policy, regulation, safety, R&D, allocation, and country readiness and delivery. Its Strategic Advisory Group of Experts (SAGE) on Immunization develops evidence-based immunization policy recommendations. Its Emergency Use Listing (EUL) / prequalification programmes ensure harmonized review and authorization across member states. It provides global coordination and member state support on vaccine safety monitoring. It developed the target product profiles for COVID-19 vaccines and provides R&D technical coordination. WHO leads, together with UNICEF, the Country Readiness and Delivery workstream, which provides support to countries as they prepare to receive and administer vaccines. Along with Gavi and numerous other partners working at the global, regional, and country-level, the CRD workstream provides tools, guidance, monitoring, and on the ground technical assistance for the planning and roll-out of the vaccines. Along with COVAX partners, WHO has developed a no-fault compensation scheme as part of the time-limited indemnification and liability commitments

UNICEF’s role in COVAX

UNICEF is leveraging its experience as the largest single vaccine buyer in the world and working with manufacturers and partners on the procurement of COVID-19 vaccine doses, as well as freight, logistics and storage. UNICEF already procures more than 2 billion doses of vaccines annually for routine immunisation and outbreak response on behalf of nearly 100 countries. In collaboration with the PAHO Revolving Fund, UNICEF is leading efforts to procure and supply doses of COVID-19 vaccines for COVAX. In addition, UNICEF, Gavi and WHO are working with governments around the clock to ensure that countries are ready to receive the vaccines, with appropriate cold chain equipment in place and health workers trained to dispense them. UNICEF is also playing a lead role in efforts to foster trust in vaccines, delivering vaccine confidence communications and tracking and addressing misinformation around the world.

About ACT-Accelerator

The Access to COVID-19 Tools ACT-Accelerator, is a new, ground-breaking global collaboration to accelerate the development, production, and equitable access to COVID-19 tests, treatments, and vaccines. It was set up in response to a call from G20 leaders in March and launched by the WHO, European Commission, France and The Bill & Melinda Gates Foundation in April 2020.

The ACT-Accelerator is not a decision-making body or a new organisation, but works to speed up collaborative efforts among existing organisations to end the pandemic. It is a framework for collaboration that has been designed to bring key players around the table with the goal of ending the pandemic as quickly as possible through the accelerated development, equitable allocation, and scaled up delivery of tests, treatments and vaccines, thereby protecting health systems and restoring societies and economies in the near term. It draws on the experience of leading global health organisations which are tackling the world’s toughest health challenges, and who, by working together, are able to unlock new and more ambitious results against COVID-19. Its members share a commitment to ensure all people have access to all the tools needed to defeat COVID-19 and to work with unprecedented levels of partnership to achieve it.

The ACT-Accelerator has four areas of work: diagnostics, therapeutics, vaccines and the health system connector. Cross-cutting all of these is the workstream on Access & Allocation.

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Big Ten Network, ESPN and FOX Announce Early-Season Football Schedules - Big Ten Conference

[2021 Composite Football Schedule]

Big Ten Network, ESPN and FOX Sports announced their coverage for games during the first three weeks of the 2021 Big Ten football season and other select games later in the season. Details for those games can be found below.
 
In addition, start times for all 14 schools’ Homecoming contests were announced, along with the Big Ten Football Championship Game on FOX and bowl games televised by ESPN. Television designations not announced for homecoming contests will be released at a later date and may carried on Big Ten Network, ESPN, FOX or FS1.
 
Saturday, Aug. 28
Nebraska at Illinois | 1 p.m. | FOX
 
Thursday, Sept. 2
Temple at Rutgers | 6:30 p.m. | Big Ten Network
Ohio State at Minnesota | 8 p.m. | FOX
 
Friday, Sept. 3
Michigan State at Northwestern | 9 p.m. | ESPN
 
Saturday, Sept. 4
Western Michigan at Michigan | 12 p.m. | ESPN
Fordham at Nebraska | 12 p.m. | Big Ten Network
Penn State at Wisconsin | 12 p.m. | FOX
Indiana at Iowa | 3:30 p.m. | Big Ten Network
West Virginia at Maryland | 3:30 p.m. | ESPN
Oregon State at Purdue | 7 p.m. | FS1
UTSA at Illinois | 7:30 p.m. ET | Big Ten Network
 
Saturday, Sept. 11
Illinois at Virginia | 11 a.m. | ACC Network
Youngstown State at Michigan State | 12 p.m. | Big Ten Network
Miami (OH) at Minnesota | 12 p.m. | ESPNU
Indiana State at Northwestern | 12 p.m. | Big Ten Network
Oregon at Ohio State | 12 p.m. | FOX
Rutgers at Syracuse | 2 p.m. | ACC Network
Purdue at UConn | 3 p.m. | CBS Sports Network
Iowa at Iowa State | 3:30 p.m. | ABC
Buffalo at Nebraska | 3:30 p.m. | Big Ten Network
Ball State at Penn State | 3:30 p.m. | FS1
Eastern Michigan at Wisconsin | 7 p.m. | FS1
Idaho at Indiana | 7:30 p.m. | Big Ten Network
Howard at Maryland | 7:30 p.m. | Big Ten Network
Washington at Michigan | 7:30 p.m. | ABC
 
Friday, Sept. 17
Maryland at Illinois | 9 p.m. | FS1
 
Saturday, Sept. 18
Cincinnati at Indiana | 12 p.m. | ABC or ESPN
Northern Illinois at Michigan | 12 p.m. | Big Ten Network
Michigan State at Miami (FL) | 12 p.m. | ABC or ESPN
Nebraska at Oklahoma | 12 p.m. | FOX
Minnesota at Colorado | 1 p.m. | Pac-12 Network
Purdue at Notre Dame | 2:30 p.m. | NBC
Kent State at Iowa | 3:30 p.m. | Big Ten Network
Tulsa at Ohio State | 3:30 p.m. | FS1
Delaware at Rutgers | 3:30 p.m. | Big Ten Network
Northwestern at Duke | 4 p.m. | ACC Network
Auburn at Penn State | 7:30 p.m. | ABC
 
Saturday, Sept. 25
Notre Dame vs. Wisconsin | 12 p.m. | FOX
Bowling Green at Minnesota | 12 p.m. | ESPN Network TBD (HC)
Rutgers at Michigan | 3:30 p.m. | TV TBD (HC)
Indiana at Western Kentucky | 8 p.m. | CBS Sports Network
 
Friday, Oct. 1
Iowa at Maryland | 8 p.m. | FS1
 
Saturday, Oct. 2
Minnesota at Purdue | 12 p.m. | TV TBD (HC)
Northwestern at Nebraska | 7:30 p.m. | TV TBD (HC)
Western Kentucky at Michigan State | 7:30 p.m. | TV TBD (HC)
 
Saturday, Oct. 9
Maryland at Ohio State | 12 p.m. | TV TBD (HC)
Michigan State at Rutgers | 12 p.m. | TV TBD (HC)
Wisconsin at Illinois | 3:30 or 4 p.m. | TV TBD (HC)
Penn State at Iowa | TBD | FOX or FS1
 
Saturday, Oct. 16
Michigan State at Indiana | 12 p.m. | TV TBD (HC)
Rutgers at Northwestern | 12 p.m. | TV TBD (HC)
Purdue at Iowa | 3:30 p.m. | TV TBD (HC)
 
Saturday, Oct. 23
Illinois at Penn State | 12 p.m. | TV TBD (HC)
 
Saturday, Oct. 30
Iowa at Wisconsin | 12 p.m. | TV TBD (HC)
Indiana at Maryland | 12 p.m. | TV TBD (HC)
 
Saturday, Nov. 20
Nebraska at Wisconsin | Time TBD | ESPN Network TBD
 
Friday, Nov. 26
Iowa at Nebraska | 1:30 p.m. | Big Ten Network
 
Saturday, Nov. 27
Ohio State at Michigan | 12 p.m. | FOX
 
Saturday, Dec. 4
Big Ten Football Championship Game | 8 p.m. | FOX
 
Big Ten Bowl Games
 
Monday, Dec. 27
Quick Lane Bowl vs. MAC | 11 a.m. | ESPN
 
Tuesday, Dec. 28
Guaranteed Rate Bowl vs. Big 12 | 10:15 p.m. | ESPN
 
Wednesday, Dec. 29
New Era Pinstripe Bowl vs. ACC | 2:15 p.m. | ESPN
 
Thursday, Dec. 30
Transperfect Music City Bowl vs. SEC | 3 p.m. | ESPN
SRS Distribution Las Vegas Bowl vs. Pac-12 | 10:30 p.m. | ESPN
 
Saturday, Jan. 1, 2022
Outback Bowl vs. SEC | 12 p.m. | ESPN2
Vrbo Citrus Bowl vs. SEC | 1 p.m. | ABC
Rose Bowl Game vs. Pac-12 | 5 p.m. | ESPN
 
CFP Semifinals and Remaining New Year’s Six Bowls
 
Thursday, Dec. 30
Chick-fil-A Peach Bowl | 7 p.m. | ESPN
 
Friday, Dec. 31
CFP Semifinal at the Goodyear Cotton Bowl Classic | 3:30 or 7:30 p.m. | ESPN
CFP Semifinal at the Capital One Orange Bowl | 3:30 or 7:30 p.m. | ESPN
 
Saturday, Jan. 1
PlayStation Fiesta Bowl | 1 p.m. | ESPN
Allstate Sugar Bowl | 8:45 p.m. | ESPN
 
Monday, Jan. 10
College Football Playoff National Championship Presented by AT&T | 8 p.m. | ESPN

All times ET
(HC) designates Homecoming

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Times and Network Partners Announced for First Three Games - West Virginia University Athletics - WVU Athletics

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MORGANTOWN, W.Va.  – The game times and broadcast partners for West Virginia's first three football games for the 2021 season have been announced by the Big Ten and Big 12 Conference offices.

West Virginia's season opener at Maryland on Saturday, Sept. 4, will be televised on ESPN at 3:30 p.m., ET.

The Mountaineers' home opener against Long Island on Saturday, Sept. 11 will be televised by Big 12 Now on ESPN+ at 5 p.m., ET.

On Sept. 18, the battle for the Black Diamond Trophy against Virginia Tech will be televised on FS1 at noon, ET.

Starting at Oklahoma on Sept. 25, the Big 12 Conference game times and network partners will be released on either a 12-day or six-day window prior to the date of the game.

Season tickets are now on sale for West Virginia's six-game home schedule and can be purchased online at WVUGAME.com or by calling 1-800-WVU GAME.
 

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T-Mobile's 5G Network Lead Gains It Another Buy Rating On Wall Street - Barron's

A T-Mobile store in San Francisco. The wireless operator is Wall Street's favorite telecom stock.

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With a 5G network lead, a longer runway for growth, and merger-related benefits only just beginning, T-Mobile US is Wall Street’s favorite stock pick in the U.S. telecom industry.

Benchmark’s Matthew Harrigan joined the chorus on Thursday, adding his own Buy rating and $187 price target on T-Mobile shares. That’s about 34% above the stock’s recent $140.

Some 90% of analysts rate T-Mobile stock (ticker: TMUS) at Buy, versus about 25% for wireless rivals AT&T (T) and Verizon Communications (VZ). Cable’s Comcast (CMCSA) comes close to T-Mobile’s popularity, with 85% of analysts Buy-rated on the stock, and about two-thirds recommending Charter Communications (CHTR) and Altice USA (ATUS). Wireless upstart Dish Network (DISH) is controversial, with the plurality of analysts rating it at Hold, but price targets ranging from the $20s to the high $60s per share.

Benchmark’s Harrigan’s thesis is in line with the prevailing bullish narrative around T-Mobile on Wall Street. First and foremost, he points to T-Mobile’s advantages in its wireless spectrum license portfolio, which gives it a unique advantage over competitors AT&T and Verizon in deploying and operating their next-generation 5G networks

T-Mobile “already has clear 5G coverage leadership with 5G coverage in all 50 states and Puerto Rico,” Harrigan wrote on Thursday. “T-Mobile now covers 295 million people across more than 1.6 million square miles with 5G. This is nearly 4 times more than Verizon and over 2 times more than AT&T.”

T-Mobile gained access to the bulk of Sprint’s mid-band spectrum licenses when it acquired its smaller rival last year. Those blocks of spectrum (mostly in the 2.5 GHz range) are in the sweet spot for 5G, with an attractive trade-off between capacity and range. Higher-frequency spectrum requires more power and can carry more data, to put it simply, but doesn’t travel as far from its antenna. And vice versa for lower-frequency spectrum, which is good for blanketing a large geographic area with relatively few cell towers, but can’t match the speed or capacity. 

AT&T and Verizon were both big spenders—to the tune of tens of billions of dollars—in the recently completed C-Band spectrum auction, adding to their own mid-band portfolios. But the first portion of that spectrum won’t be cleared for use by the wireless operators before the end of this year, and the rest before 2023. And it’s in the range of 3.7 GHz to about 4 GHz. That means physics dictates that it doesn’t travel as far as T-Mobile’s mid-band spectrum.

“T-Mobile’s 2.5 GHz band has evident advantages relative to the newly purchased C-band spectrum that is more decisive to Verizon’s and AT&T’s 5G ambitions,” Harrigan wrote. “T-Mobile estimates that C-band will require 50% more cell sites for effective coverage, with some areas requiring 4 times densification.”

More antennas required means more capital spending and a slower 5G network rollout. In the meantime, Harrigan sees T-Mobile boasting the U.S. wireless market’s best 5G offering, with superior speeds and coverage to AT&T and Verizon. And with lower average costs than its competitors, he expects T-Mobile’s track record of industry-leading subscriber growth to continue.

Harrigan sees potential for T-Mobile to win customers in rural areas and smaller markets in particular, where its 5G lead should be more noticeable and where its market share lags behind its national average. Same goes for business and government clients. A 5G wireless home broadband is another opportunity for T-Mobile to win new business on the back of its superior network capabilities, Harrigan says.

Subscriber growth means revenue growth for T-Mobile, and wider profit margins as the fixed costs of a wireless network can be spread out across more paying customers.

Harrigan forecasts T-Mobile earnings before interest, taxes, depreciation, and amortization (Ebitda) growth of about 10% annually over the next five years. Add to that roughly $7.5 billion in annual costs savings by 2024 from the combination of T-Mobile and Sprint, and free cash flow should grow to roughly $20 billion in 2025, per Harrigan’s estimate, versus about $5 billion this year. That’s ammunition for share buybacks, debt reduction, or more investment in the network. 

T-Mobile stock has climbed 80% since the start of 2020, versus a 33% return including dividends for the S&P 500. Verizon and AT&T have lost investors 2.5%, and 16%, respectively, after dividends since the start of last year.

Write to Nicholas.jasinski@barrons.com

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