|Exam Name||:||Certified in Risk and Information Systems Control|
|Questions and Answers||:||400 Q & A|
|Updated On||:||February 22, 2019|
|PDF Download Mirror||:||Pass4sure CRISC Dump|
|Get Full Version||:||Pass4sure CRISC Full Version|
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NEWARK, N.J., Feb. 18, 2019 /PRNewswire-PRWeb/ -- Asterion, a number one regional financial and financial consulting featuresfirm, and Exelegent, a regional powerhouse in cloud-based cyber-safety options, announced these days an affiliation concentrated on preventing malicious cyber-attacks centered on the healthcare and lifestyles sciences sectors, and others. both organizations joined forces to aid corporations and their business acquaintances to manage regulatory requirements greater successfully and comprehensively, and to increase facts protection.
"Asterion offers our consumers with experienced, insightful and robust business development and turn-round features, M&A guide, compliance and privateness services, and litigation help, while Exelegent helps purchasers to fulfill HIPAA's information expertise controls with an resourceful HIPAA compliance program approach," says Asterion Managing Director, Jeff Miller.
"together we're leveraging our capabilities to aid to be certain our healthcare, existence sciences and different consumers are compliant with Federal and state laws, and increase their coverage from cyber-protection lapses and assaults." John Beattie, Asterion Managing Director, further mentioned, "Asterion's affiliation with Exelegent extra enhances our capabilities via increased statistics mining, data analysis and e-discovery capabilities."
"Our cyber-protection courses and equipment are in response to strict adherence to NIST and CIS safety frameworks. in addition, Exelegent's ISACA licensed tips methods security expert and ISC2 CISSP professionals, 24x7 capabilities and over 10 years of journey within the field retain a extremely high normal in the cyber-security industry," spoke of Vasil Vykhopen, Chief executive Officer of Exelegent. "we're comfortable to provide the know-how groundwork to couple with Asterion's domain competencies, to deliver a custom tailor-made answer to the healthcare business."
About Exelegent Exelegent (https://www.exelegent.com) is a technology managed capabilities company that specializes in safety and compliance. With headquarters in Freehold, NJ a technology construction facts center and lab in Newark, NJ and a 24/7 NOC, call center, and R&D crew in L'viv, Ukraine, Exelegent gives expertise options, products and business construction, healthcare services, cloud environments, and protection and compliance functions to medium-sized and business businesses throughout the nation.
About Asterion Asterion (http://asterion-consulting.com) offers fiscal and economic consulting capabilities to healthcare suppliers and suppliers, the existence sciences, legislations firms, publicly and privately traded companies, governmental businesses and entrepreneurs. Asterion's consulting event and technical skills are delivered via four built-in service traces: Forensics - Valuation - intellectual Property - performance Optimization.
Press Contact Lorraine Riley (973) 732-5230, ext. 2004 Lorraine.Riley(at)Exelegent.com
gaining knowledge of Tree international (OTCQX: LTRE) announced these days that the company ranked because the leading ISACA approved practising firm (ATO) in North the usa for 2017. learning Tree is also one of the vital few ISACA ATOs presenting training to Europe.
This ATO partnership with ISACA allows for studying Tree to meet the needs of people attracted to incomes ISACA’s globally recognized certifications, which raise marketability and validate our attendees’ IT expertise and skills.
"With the cybersecurity ability shortage expanding daily, it’s more vital than ever for IT experts to have the abilities and credentials they deserve to fight the next day’s tips safety threats,” pointed out researching Tree CEO Richard A. Spires. "We’re proud to be the excellent ISACA ATO, and look forward to future collaboration via our partnership collectively.”
ISACA/gaining knowledge of Tree Webinar: Cybersecurity business possibility management – Key to a company’s Resilience
Thursday, March 15, 2018 at 12pm ET
be a part of getting to know Tree CEO Richard A. Spires as he discusses the important thing capabilities indispensable to handle commercial enterprise risk, to encompass highlighting NIST’s Cybersecurity chance administration Framework and the core for information superhighway safety (CIS) true 20 security controls. ISACA individuals can earn 1 CPE for attending the experience.
Register for the Cybersecurity business risk management Webinar ›
ISACA, a global nonprofit affiliation of greater than a hundred thirty five,000 contributors in 188 nations, developed and administers here industry-main certifications, for which getting to know Tree is providing practising:
"businesses understand that people with ISACA certifications have the abilities and adventure that provides credibility with a wide range of international stakeholders,” stated Theresa Grafenstine, CISA, CGEIT, CRISC, CGAP, CGMA, CIA, CISSP, CPA, Board Chair of ISACA and Advisory Managing Director, Deloitte & Touche, LLP. "As an ISACA certification-holder myself, i will communicate to the magnitude of these credentials and the doors that ISACA certifications open.”
For a list of courses, schedules, and to register for researching Tree ISACA certification training, visit the www.LearningTree.com/ISACA.
About studying Tree international
centered in 1974, researching Tree international is a number one provider of hands-on IT and management practicing to enterprise and government corporations international – together with classroom, are living online, on-demand, and customized blended options.
Over 2.5 million experts have superior their potential through studying Tree’s extensive library of proprietary and associate content material including: web development, cybersecurity, program and undertaking management, Agile, operating systems, networking, cloud computing, management, and extra.
We go past training with group of workers Optimization options — a modern method that improves the adoption of potential and accelerates the implementation of technical and company tactics required to improve IT service delivery. These capabilities include: needs assessments, ability gaps analyses, blended delivery, and acceleration workshops delivered by using our skilled instructors — working professionals with 15+ years of journey in the fields during which they teach.
connect with us on facebook, LinkedIn, Twitter, Google+ or YouTube.
Nearing its fiftieth year, ISACA® (isaca.org) is a global association helping people and enterprises achieve the nice knowledge of expertise. today’s world is powered by means of technology, and ISACA equips specialists with the competencies, credentials, training and group to develop their careers and seriously change their corporations.
ISACA leverages the abilities of its 450,000 engaged gurus in information and cybersecurity, governance, assurance, chance and innovation, in addition to its enterprise efficiency subsidiary, CMMI® Institute, to aid increase innovation through technology. ISACA has a presence in 188 nations, together with 217 chapters global and workplaces in both the USA and China.
Twitter: https://twitter.com/ISACANewsLinkedIn: https://www.linkedin.com/business/isacaFacebook: www.facebook.com/ISACAHQ
Cautionary remark involving forward-searching Statements
The statements contained herein that are not old facts are forward-searching statements according to management's present expectations and beliefs concerning future traits and their expertise results on learning Tree. Such statements contain inherent dangers and uncertainties, lots of which are tricky to foretell and are generally beyond the manage of researching Tree. There will also be no assurance that future trends affecting gaining knowledge of Tree will be the equal as those expected. studying Tree cautions readers that a few critical components may cause specific effects to differ materially from these expressed in, or implied or projected through, such forward-looking statements. investors may still no longer put undue reliance on these ahead-looking statements, for the reason that they are in response to key assumptions about future risks and uncertainties. Some of those hazards and uncertainties that could have an effect on studying Tree and its business consist of, but aren't restricted to the following: our capacity to continue as a going concern; our means to gain additional liquidity in quantities and on terms applicable to the business; our ability to reverse our vogue of declining 12 months over yr revenues, poor cash flows from operations, and retain liquidity; our ability to correctly put in force our new concepts to increase income and to achieve our can charge discount dreams; competitors; overseas operations, including foreign money fluctuations; attracting and preserving certified personnel; intellectual property, together with having to guard skills infringement claims; implementation of partnerships with third birthday party providers of courses and or course cloth; productive delivery and scheduling of gaining knowledge of Tree's lessons; know-how construction and new technology introduction; the timely construction, introduction, and client acceptance of our classes and different products; a majority of our wonderful commonplace stock is beneficially owned through our chairman and his spouse; hazards linked to cybersecurity; altering financial and market situations; and opposed climate conditions, strikes, acts of war or terrorism and different exterior activities. discovering Tree is not undertaking any duty to update ahead-searching statements contained herein to reflect future events, trends or changed instances.
with a view to aid the reader investigate the components and hazards in gaining knowledge of Tree's enterprise that might trigger precise results to differ materially from those expressed within the ahead-looking statements, researching Tree discusses in its 2016 Annual report on form 10-ok ("form 10-ok”), these risks in merchandise 1A, "risk factors”, in addition to in its other filings with the SEC. Please study the kind 10-ok, including the possibility components covered therein, which is filed with the SEC and available at the SEC's information superhighway website (https://www.sec.gov).
Rolling Meadows, IL, us of a (5 September 2017)—along with APMG, ISACA has launched an authorised working towards program to claim greater governance over certification practising experiences and results.
APMG will manage the accreditation of businesses and trainers, and all different application components and help should be without delay dealt with by means of ISACA, making certain a high quality, streamlined adventure.
“The accredited practising software enhances the consistency and first-class of coaching content material and birth, and helps meet global demand by using growing a bigger pool of qualified trainers,” mentioned Theresa Grafenstine, CISA, CGEIT, CRISC, CPA, CISSP, CIA, CGMA, CGAP, chair of ISACA’s Board of directors and the inspector generic of the U.S. apartment of Representatives. “This application helps be sure superior and greater constant entry worldwide to our globally respected certifications.”
Accreditation advantages certification candidates, together with by way of:
Instilling self belief that the practicing substances are amazing and ISACA-approved
making certain that trainers have the crucial advantage and competencies
Validating that products and capabilities had been independently assessed to make sure constant effects and increased experiences
Standardizing the skills of coaching providers
aiding the integrity of ISACA certifications
ISACA, a world nonprofit association serving greater than 520,000 authorities in 188 international locations, developed and administers right here trade-main certifications, for which APMG is providing working towards:
certified guidance techniques Auditor (CISA), a globally respected designation for skilled IS audit, manage and security professionals. more than one hundred thirty,000 have earned the CISA designation due to the fact its inception in 1978.
certified guidance security supervisor (CISM), a groundbreaking designation for leaders who manipulate an organization’s suggestions safety. greater than 34,000 have earned the CISM designation considering it was centered in 2002.
certified in the Governance of business IT (CGEIT), for specialists who control, provide advisory and/or assurance services, and/or who otherwise guide the governance of an commercial enterprise’s IT. more than 7,000 professionals have earned the CGEIT designation given that it was centered in 2007.
licensed in chance and information systems control (CRISC), for IT specialists who've journey with possibility identification, evaluation and comparison; chance response; chance monitoring; IS control design and implementation; and IS handle monitoring and upkeep. more than 20,000 gurus were certified considering inception in 2010.
Richard Pharro, CEO of APMG talked about, “we are thrilled with this appointment, and have loved an enviable partnership with ISACA due to the fact that launching the hugely a hit COBIT 5 qualification in 2012. it is testament to our potent relationship that ISACA has chosen APMG to accredit agencies and trainers, making certain that the maximum requirements are being adhered to globally for these essential certifications.”
APMG overseas is an award-winning exam institute and a world accreditation and certification body. APMG works with executive bodies, not-for-profit and business partners to boost premier practice items to assist people and their agencies deliver fine consequences.
Our goal is to supply consistent fine and support to candidates and training agencies even if they are operating globally or as a specialist native company. APMG overseas's rigorous assessment procedure is recognized all over the world. To ensure our independence and commitment to nice requirements, we don't give practicing ourselves.
Our accredited companies can be justly happy with their accepted reputation. find out greater about APMG consult with: apmg-international.com.
Nearing its 50th year, ISACA (isaca.org) is a global association helping individuals and companies achieve the effective advantage of technology. today’s world is powered via know-how, and ISACA equips gurus with the potential, credentials, training and community to strengthen their careers and radically change their organizations. ISACA leverages the competencies of its half-million engaged experts in suggestions and cyber safety, governance, assurance, risk and innovation, as well as its commercial enterprise performance subsidiary, CMMI Institute, to aid develop innovation through technology. ISACA has a presence in additional than 188 countries, including greater than 215 chapters and places of work in both the USA and China.
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Related Resources: Books
Skill Level: Intermediate Status: Active
Low Cost: $615 (shortest track)
Summary:For individuals who identify and manage risks through the development, implementation and maintenance of appropriate information systems (IS) controls. ($615 ISACA non-members, discounted for members).
Initial Requirements:You must prove that you have at least 5 years of IT or business experience including at least 3 years of experience in the CRISC focus areas. Then you must pass the CRISC exam and agree to adhere to the ISACA code of ethics. The exam is given only twice a year.
Continuing Requirements:Maintenance fees and a minimum of 20 contact hours of CPE are required annually. In addition, a minimum of 120 contact hours is required during a fixed 3-year period. Upon completing the requirements for initial certification, the CRISC will be provided with the CPE policy booklet for detailed criteria to be used in developing a personal CPE program.
See all Isaca Certifications
Vendor's page for this certification
MetroLab Network has partnered with Government Technology to bring its readers a segment called the MetroLab Innovation of the Month Series, which highlights impactful tech, data, and innovation projects underway between cities and universities. If you’d like to learn more or contact the project leads, please contact MetroLab at email@example.com for more information.
In this month’s installment of the Innovation of the Month series, we explore Portland Fire and Rescue’s Blueprint for Success, a new initiative aimed at creating preventative emergency planning in Portland, Ore.
MetroLab’s Executive Director Ben Levine spoke with Robyn Burek, principal management analyst for Portland Fire and Rescue; Megan Horst, assistant professor, Nohad A. Toulan School of Urban Studies and Planning at Portland State University; Eric Pedersen, captain of Fire Station 22; and Mike Myers, former fire chief for the city of Portland, to learn more.
Ben Levine: Could you please describe what the Blueprint for Success project is? Who is involved in this effort?
Robyn Burek: The Blueprint for Success is a project that tasks Portland Fire and Rescue (PF&R) firefighters across all ranks to consider the root causes that are contributing to an increase in emergency call volume, specific to their Fire Management Area (FMA).
Based on the data, we know that social indicators such as poverty, lower education, mental health, isolation and marginalization contribute to increased risk for fire and emergency medical response. We also know that we live in the 26th largest U.S. city, with a population of approximately 650,000, and therefore the demographics and types of emergency responses will vary widely across a city of our size. Hence, it is important that each station get to know the unique strengths and needs of the specific communities that they serve.
Chief Mike Myers: Blueprint for Success originated from the bureau-wide goal for zero fire deaths and how we might achieve that. It was clear that a citywide approach was necessary, but a single front was not the solution. We would need to build plans for each neighborhood individually, specific to the needs and threats in that neighborhood. We also found that the leaders of the fire stations were under-utilized. Their primary focus was emergency response, and the prevention effort was the sole responsibility of the prevention division. The prevention division is not focused in neighborhoods directly, they are focused on building and occupancy types. The final reason for the Blueprint for Success was the idea that we might be able to predict fire based on livability or vibrancy scoring. This is new to our industry. The more vibrant an area the less likely violent injury or fatalities will happen.
Today, fire captains are asked to manage their response areas as if they were the fire chief of the area; meet the people, learn about the community and link fire predictability data with hazard reduction plans.
Burek: With this project, we’ve partnered with Portland State University’s School of Urban Studies and Planning to help us do three specific things: assemble data specific to each station’s FMA; assist us with surveying the community inside each FMA; and help us strategize ways to improve public health, mental health, racial equity, community safety, and access to housing and other resources for each FMA. By addressing these areas of need, we hope to see long-term reductions in our call volume, and the cultivation of a healthier and more vibrant city.
Our partnership with PSU is also just the beginning. We are also seeking collaborative opportunities with other city bureaus including the Bureau of Planning and Sustainability (BPS), the Office of Community and Civic Life, Portland Bureau of Emergency Management, Portland Bureau of Transportation and the Joint Office of Homeless Services. In addition to our city partners, we encourage each station to identify community organizations and nonprofits that work within their FMA with whom we can also partner. Ultimately, this project is too big for the Fire Bureau to tackle on its own. We are not social workers or counselors, nor are we city planners. But we do hold a piece of the puzzle and we believe that with the right partners we can build a more vibrant city.
Former Chief Myers and Robyn Burek of PF&R, speaking to an audience about the Blueprint for Success and hosting the first Idea Launch event in November 2018. Courtesy of Robyn Burek.
Levine: Can you describe some of the pressures that motivated you to address this particular challenge?
Burek: PF&R started the Blueprint for Success project on the idea that vibrant cities don’t burn, and healthy, happy communities are less reliant on emergency services. As PF&R’s call volume continues to increase (about 28 percent in the past six years), we recognize that this is in part due to population growth (about 17 percent in the past 10 years), but we also acknowledge that social indicators are a key factor for the rise in call volume. Therefore, we have a choice as a fire bureau: We can either continue to be reactive and simply respond to the rising call volume, or we can assess the root causes and underlying systems at play to try to build a more vibrant, healthy community.
Captain Eric Pedersen: The demands on the fire service are changing rapidly and our historic response models and business practices are often struggling to adapt. The needs of each fire station’s local community can differ greatly, so the Blueprint for Success is designed to identify specific needs and generate new ideas for addressing them from the lowest level. Allowing station personnel the autonomy and authority to innovate within their specific communities will be a more effective and efficient way of adapting to our changing roles.
Megan Horst: I really appreciate the focus on root causes and underlying systems in this planning process. Often a lot of city action is reactive, or departments end up doing things just because they have done them that way before. The Blueprint for Success Project is a different initiative that asks us to understand why some people are more vulnerable than others, and to identify upstream interventions that reduce these vulnerabilities and enhance people’s safety and resilience. It is really thinking outside the box.
Captain Eric Pedersen of Station 22 and Battalion Chief Steve Bregman are chatting with a presenter, a woman from the local neighborhood association who presented an idea to safely remove needles off the streets. They were able to supply her with some caps and also share information about PF&R's new needles drop box that was installed at Station 22 — a solution that came out of the Blueprint for Success project. Courtesy of Robyn Burek.
Levine: What kind of data are you exploring and why? What have been some of your initial findings in your research, and is this changing how you view the issue?
Burek: We asked PSU to help us collect data on six different categories for each FMA: urban form, demographics, livability, social vulnerability, homelessness and medical/fire calls.
Urban form tells the story of residential density, commercial density, and how industrialized or wooded an area is. These factors indicate a different level and type of risk, as well as where fire and EMS crews are likely to get dispatched to the most.
Second, PSU collects census data on the demographics of each neighborhood. A single FMA can include two or more neighborhoods and the demographics often vary widely depending on the neighborhood.
Next, PF&R looks at livability. For the time being, PF&R and PSU have agreed to define livability to include access to food, transportation options and bike/walk scores. But we also realize that this is a limited definition of livability, and PF&R and PSU have been discussing how to enrich this category with better data.
Fourth, PSU looks up the social vulnerability index (SVI) for each neighborhood through the Centers for Disease Control and Prevention’s website. The SVI is an indicator of both vulnerability and resiliency within a community. Most surprising is to see how nearby neighborhoods can differ greatly in terms of their SVI.
Last, we have PSU provide us a summary of our call data. One category is homelessness: How many homeless-related calls were responded to in each FMA? The other two categories are medical- and fire-related calls. PSU provides PF&R with a list of the top five codes for medical and fire responses in each FMA. What’s interesting about this is that one FMA might respond to more “trouble breathing”-related calls than another FMA, and we’ve been able to tie that back to urban form. For instance, FMA 22 is highly industrialized, which means that there are more particles floating in the air, and this is likely contributing to an increase in breathing issues for its residents.
Ultimately, these six categories help to set a foundation, but it is an incomplete story without surveying the community and conducting community outreach. Community outreach is our last step in collecting data.
Horst: Robyn described a lot of the data collection very well. I will just add that PSU students will be implementing surveys of community members this winter to find out what they know about Portland Fire and Rescue and to get their input on the Blueprint for Success. This will be an exciting and challenging part of the project.
Infographic explaining the Idea Launch process to inform the Blueprint for Success. Courtesy of Robyn Burek.
Levine: Are you aware how findings developed in this project are/will impact city planning and/or development in this topic? If yes, how and where?
Burek: PF&R believes that urban planning is a major key to building vibrant cities. We’ve initiated talks with BPS and there is interest from both sides to collaborate. For example, one initiative is to compare our data on social vulnerability populations across neighborhoods to ensure we’re both capturing the needs and the issues as best and consistently as we can. Fire responses tend to overlap with areas that are socially vulnerable, and it could provide a different and useful lens to BPS. But even more interesting is a discussion about our two bureaus creating a predictive model for gentrification. One of the risks we face as we work to create a vibrant community is consequentially pushing out the residents of that community. Along with that, we’re discussing ways of how to mitigate and prevent gentrification from occurring. For instance, perhaps we partner with other organizations to not only provide local jobs, but to also provide workforce and skills training so local residents can get good-paying jobs located in their neighborhoods and can earn higher wages, allowing them to stay in an inflated housing market. Those are just some of the conversations we’re having with BPS and the direction that we’re going in relation to the Blueprint for Success and this concept of vibrant cities.
To date our collaborative efforts have mostly entailed support from PF&R to create narrower streets in order to promote safer streets for pedestrians. Most fire departments have not historically been behind an initiative like this because it makes it more difficult for emergency vehicles to respond to a scene. But we have also committed to a vision zero initiative that includes zero traffic deaths, and in order for us to achieve that goal we must support safer streets and prioritize prevention. At this time, we’ve identified a potential area of the city to use as a pilot. BPS is currently developing some plans for that area and has invited PF&R to the table.
Horst: The project is still young, and I am excited to think about the possible impacts to city planning and development. Fire and rescue and planning are fields with plenty of overlap. In fact, planning for fire prevention has had a great influence on urban planning, from building code to street design. We are now entering a new era of this interplay, which might include challenging some old paradigms and developing new ways of thinking and doing that make our cities more livable and residents as safe as possible in today’s context.
Robyn’s mention of PF&R’s support for creating narrower streets, or “road diets,” is a perfect example of adaptation by both fields to make cities safer for children, the elderly, people with vision and mobility impairments, and people who are walking and biking. There is plenty of opportunity to do more “road diets” in a lot of places in Portland to help make it safer for people to get around, and ultimately lead to fewer automobile crashes, pedestrian deaths, etc.; plus it would increase neighborhood walkability and cut down on air pollution and greenhouse gas emissions, part of long-term city livability. But it will require that Fire and Rescue adapt to skinnier roads and turning radii — and I think it is awesome they are willing to do that.
Another obvious area of overlap is when you bring a social equity or social vulnerability lens to the work, it becomes very clear that renters, folks with lower incomes, with less education, communities who have experienced historical oppression, etc., are also more vulnerable to fire risk. So what can both Fire and Rescue and BPS do about that?
Levine: What was the most surprising thing you learned during this process?
Captain Pedersen: By necessity, the fire service has a “top down,” military-style organizational structure. It works very well for emergency response but can stifle innovation and engagement from lower levels within the organization. As this project developed, I was surprised at how quickly our lowest-level employees started generating ideas and independently seeking opportunities to address community needs.
Horst: One cool thing we have learned is that there is a lot of synergy among good urban planning and planning for the future of Fire and Rescue. By that I mean both ask questions like: What is our vision of a safe, livable city? What strategies get us there?
I also have been humbled by the willingness of Portland Fire and Rescue leaders and staff — from the chief and administrator to captains and firefighters themselves — to deeply examine their role as public servants in these dynamic times. That takes courage.
Burek: The most surprising thing that I’ve witnessed during this process has been the responses from the other city bureaus. Most bureaus have priorities and projects that they work on separate from the rest of the organization, and while there certainly is some collaboration that takes place between bureaus, ultimately the mission of each bureau is different. What I’ve found encouraging is to watch other bureau directors pitch the Blueprint for Success in director meetings. It’s no longer just a PF&R initiative. It’s gradually becoming a citywide initiative. And along with that there’s a shift in thinking that I see taking place where bureaus are beginning to consider the larger picture that ties us all together. There comes a challenge with that, though, to rethink how we work together and how we shift our money to focus more on prevention and quality-of-life initiatives like parks. We’re not quite there yet, but the conversation has been started.
Infographic explaining the Blueprint for Success. Courtesy of Robyn Burek.
Levine: Where will this project go from here?
Burek: Our fire chief and the founder of the Blueprint for Success, Mike Myers, has announced his retirement. My hope is that this project is far enough along that the next chief will see the value and continue to endorse it. At this time, we’re set to engage the next four FMAs this fall and bring PSU back to assist us. In addition to working with PSU, we’re also holding our second Idea Launch event in spring 2019. Idea Launch is an open mic night that’s held in the bay of a fire station where firefighters, city bureaus and community members are invited to pitch their ideas. Speakers are allotted five minutes to share their ideas on how to improve community safety and address mental health, public health, racial equity, or affordable housing and access to resources, and then the audience members can roundtable with the speakers to discuss how to get the ideas off the ground.
Horst: One thing that is great about this partnership is that it is a long-term relationship; the plan is for PSU to work with PF&R on the Blueprint for at least several years. In future years, our masters of urban planning students will likely implement a similar research process to the one described above with different FMAs, building on what we learned in this round. To me, long-term, mutually beneficial relationships are the best kind of city-university partnerships.
Burek: In addition to the four new FMAs that will engage with PSU this fall, and the second Idea Launch that is scheduled in the spring, we will continue to work on our pilot with BPS and collaborate with the other bureaus. Over time, the Blueprint for Success project may be tweaked and improved upon, but ultimately my goal is to ensure that the philosophy behind it remains steadfast. And in the words of Chief Myers, that philosophy is that vibrant cities don’t burn.
About MetroLab: MetroLab Network introduces a new model for bringing data, analytics and innovation to local government: a network of institutionalized, cross-disciplinary partnerships between cities/counties and their universities. Its membership includes more than 40 such partnerships in the United States, ranging from mid-size cities to global metropolises. These city-university partnerships focus on research, development and deployment of projects that offer technologically and analytically based solutions to challenges facing urban areas including: inequality in income, health, mobility, security and opportunity; aging infrastructure; and environmental sustainability and resiliency. MetroLab was launched as part of the White House’s 2015 Smart Cities Initiative. Learn more at metrolabnetwork.org or on Twitter @metrolabnetwork.
New research presented at this year's annual meeting of the European Association for the Study of Diabetes (EASD) in Berlin, Germany, and published in The Lancet, shows that use of a hybrid day-night closed-loop insulin delivery system is better than sensor-augmented pump therapy for blood sugar control in poorly controlled type 1 diabetes. The study, funded by JDRF, is by Dr Roman Hovorka, University of Cambridge Metabolic Research Laboratories, Wellcome Trust-MRC Institute of Metabolic Science, Addenbrooke's Hospital, Cambridge, UK, and colleagues.
Sensor-augmented pump therapy combines the technology of an insulin pump with a continuous glucose monitoring sensor that transmits glucose readings to the person wearing the device. In such systems, the person wearing the device is responsible for making all insulin-dosing decisions.
Closed-loop insulin delivery systems (also known as 'artificial pancreas' systems) take the technology to the next level by integrating continuous glucose monitoring with an insulin pump and an algorithm which automates insulin delivery. Hybrid closed-loop systems are characterised by the coexistence of automated insulin delivery (via the algorithm) and user-initiated insulin delivery, for example, providing mealtime boluses. In 2017, the first hybrid closed-loop system entered clinical use based on a safety non-randomised single-arm pivotal trial.
The study randomly assigned subjects (44 male, 42 female) with type 1 diabetes aged six years and older (oldest patient 65 years) treated with insulin pump and with sub-optimal blood sugar control (glycated haemoglobin HbA1c 7·5% to 10%) to receive either hybrid closed-loop therapy (N=46; patients) or sensor-augmented pump therapy (N=40; control) over 12 weeks of unrestricted living. Training on insulin pump and continuous glucose monitoring took place over a 4-week run-in period during the study.
The proportion of time that glucose was in target range between 3·9 and 10·0mmol/l was significantly higher in the closed-loop group (65%) compared to control group (54%). In the closed-loop group, glycated haemoglobin (HbA1c --a measure of recent average blood glucose control) was reduced from a screening value of 8·3% to 8·0% post-training and 7·4% after the study. In control group these values were 8·2%, 7·8% and 7·7%; reductions in HbA1c levels were significantly greater in closed-loop group compared to control group (mean difference in change 0·36%).
The time spent with glucose levels below 3·9mmol/l (very low blood sugar or hypoglycaemia) was a median of 12 minutes was lower in the closed-loop group; and the time spent above 10·0mmol/L (hyperglycaemia) was a median of 2 hours 24 minutes lower in the closed-loop group. The proportion of time spent in these dangerous conditions overall was 3.5% median at baseline in the closed-loop group which fell to a median of 2.6% following the study. In the sensor-augmented pump group this increased from 3.3% at baseline to 3.9% after the study.
Total daily insulin dose was not different and body weight change did not differ significantly between the groups. No severe hypoglycaemia occurred, however one diabetic ketoacidosis occurred in the closed-loop group due to infusion set failure.
The authors conclude: "The use of day-and-night hybrid closed-loop insulin delivery improves glycaemic control while reducing the risk of hypoglycaemia in adults, adolescents and children with type 1 diabetes compared to conventional pump therapy or sensor-augmented pump therapy. Results from our study together with those from previous studies support the adoption of closed-loop technology in clinical practice across all age groups."
"Dr Hovorka's study is significant in that it adds to the ever-growing body of evidence showing that closed-loop insulin delivery systems improve outcomes and reduce burden for people with type 1 diabetes," said Daniel Finan, Research Director at JDRF, who supported the study. "In particular, this study demonstrates that people with diabetes who have sub-optimal control can benefit greatly from such technology."
Rachel Connor, Director of Research Partnerships at JDRF in the UK (who supported the study), said: "These are great results. I congratulate Professor Hovorka on the vital work he is doing. Type 1 diabetes is a challenging condition, but these results take us a step closer to changing the lives of the millions of people that live with the condition across the world."
Disclaimer: AAAS and EurekAlert! are not responsible for the accuracy of news releases posted to EurekAlert! by contributing institutions or for the use of any information through the EurekAlert system.
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