T1000: a reduced gene set prioritized for toxicogenomic studies

There is growing interest within regulatory agencies and toxicological research communities to develop, test, and apply new approaches, such as toxicogenomics, to more efficiently evaluate chemical hazards. Given the complexity of analyzing thousands of genes simultaneously, there is a need to identify reduced gene sets. Though several gene sets have been defined for toxicological applications, few of these were purposefully derived using toxicogenomics data. Here, we developed and applied a systematic approach to identify 1,000 genes (called Toxicogenomics-1000 or T1000) highly responsive to chemical exposures. First, a co-expression network of 11,210 genes was built by leveraging microarray data from the Open TG-GATEs program. This network was then re-weighted based on prior knowledge of their biological (KEGG, MSigDB) and toxicological (CTD) relevance. Finally, weighted correlation network analysis was applied to identify 258 gene clusters. T1000 was defined by selecting genes from each cluster that were most associated with outcome measures. For model evaluation, we compared the performance of T1000 to that of other gene sets (L1000, S1500, Genes selected by Limma, and random set) using two external datasets based on the rat model. Additionally, a smaller (T384) and a larger version (T1500) of T1000 were used for dose-response modeling to test the effect of gene set size. Our findings demonstrated that the T1000 gene set is predictive of apical outcomes across a range of conditions (e.g., in vitro and in vivo, dose-response, multiple species, tissues, and chemicals), and generally performs as well, or better than other gene sets available

University of Nebraska Five-Year Strategy, Revised August 12, 2020

The University of Nebraska Five-Year Strategy: Trust, Predictability, and Positive Outcomes for Nebraskans In February 2020, the newly named president of the University of Nebraska system, Ted Carter, gathered a diverse 28-member team of students, faculty, staff, and administrators to help chart the path forward for Nebraska’s public university. The team’s goal: At a time of great change in higher education, lay out a vision for what the future should look like for the University of Nebraska. Broad themes quickly emerged, including student access and success, excellence in teaching and research, diversity and inclusion, partnerships, and fiscal effectiveness. Then COVID-19 hit, forcing a pause in the team’s work. The ensuing months showed that the initial priorities identified by the team were not only still relevant, but more important than ever in defining the future of higher education. From that early work has emerged a five-year strategy for growth and success across the four-campus University of Nebraska system. In addition to the strategic planning team, Carter engaged alumni and donors, elected leaders, leaders in business and agriculture, the Board of Regents, NU senior leadership, and others in conversations about the University’s future. The resulting strategy is built around several key principles: The value of higher education is clear and growing. Nebraska’s success is tied to that of its University. Students come first. The University of Nebraska should be the best place in the country to be a student, providing high-quality, affordable, accessible education that prioritizes students’ mental and physical health and prepares them for post-graduation success. Our people are our greatest asset. We will invest accordingly. We have a responsibility to make the best use of every dollar Nebraskans entrust to us. Themes of equity and inclusion touch everything we do. We will be a University for everyone—successful only when all voices are heard. Finally, Nebraskans should know what to expect from their University. We must work every day to maintain the trust and confidence of the people of our state

University of Nebraska Five-Year Strategy, Revised August 12, 2020

The University of Nebraska Five-Year Strategy: Trust, Predictability, and Positive Outcomes for Nebraskans In February 2020, the newly named president of the University of Nebraska system, Ted Carter, gathered a diverse 28-member team of students, faculty, staff, and administrators to help chart the path forward for Nebraska’s public university. The team’s goal: At a time of great change in higher education, lay out a vision for what the future should look like for the University of Nebraska. Broad themes quickly emerged, including student access and success, excellence in teaching and research, diversity and inclusion, partnerships, and fiscal effectiveness. Then COVID-19 hit, forcing a pause in the team’s work. The ensuing months showed that the initial priorities identified by the team were not only still relevant, but more important than ever in defining the future of higher education. From that early work has emerged a five-year strategy for growth and success across the four-campus University of Nebraska system. In addition to the strategic planning team, Carter engaged alumni and donors, elected leaders, leaders in business and agriculture, the Board of Regents, NU senior leadership, and others in conversations about the University’s future. The resulting strategy is built around several key principles: The value of higher education is clear and growing. Nebraska’s success is tied to that of its University. Students come first. The University of Nebraska should be the best place in the country to be a student, providing high-quality, affordable, accessible education that prioritizes students’ mental and physical health and prepares them for post-graduation success. Our people are our greatest asset. We will invest accordingly. We have a responsibility to make the best use of every dollar Nebraskans entrust to us. Themes of equity and inclusion touch everything we do. We will be a University for everyone—successful only when all voices are heard. Finally, Nebraskans should know what to expect from their University. We must work every day to maintain the trust and confidence of the people of our state

The IVS data input to ITRF2014

2015ivs..data....1N - GFZ Data Services, Helmoltz Centre, Potsdam, GermanyVery Long Baseline Interferometry (VLBI) is a primary space-geodetic technique for determining precise coordinates on the Earth, for monitoring the variable Earth rotation and orientation with highest precision, and for deriving many other parameters of the Earth system. The International VLBI Service for Geodesy and Astrometry (IVS, http://ivscc.gsfc.nasa.gov/) is a service of the International Association of Geodesy (IAG) and the International Astronomical Union (IAU). The datasets published here are the results of individual Very Long Baseline Interferometry (VLBI) sessions in the form of normal equations in SINEX 2.0 format (http://www.iers.org/IERS/EN/Organization/AnalysisCoordinator/SinexFormat/sinex.html, the SINEX 2.0 description is attached as pdf) provided by IVS as the input for the next release of the International Terrestrial Reference System (ITRF): ITRF2014. This is a new version of the ITRF2008 release (Bockmann et al., 2009). For each session/ file, the normal equation systems contain elements for the coordinate components of all stations having participated in the respective session as well as for the Earth orientation parameters (x-pole, y-pole, UT1 and its time derivatives plus offset to the IAU2006 precession-nutation components dX, dY (https://www.iau.org/static/resolutions/IAU2006_Resol1.pdf). The terrestrial part is free of datum. The data sets are the result of a weighted combination of the input of several IVS Analysis Centers. The IVS contribution for ITRF2014 is described in Bachmann et al (2015), Schuh and Behrend (2012) provide a general overview on the VLBI method, details on the internal data handling can be found at Behrend (2013)