Friday, July 31, 2020
Vote by Mail: It Is The USPS
NJ 2020 07 31
As usual we have high density infections. The old Public Health System would remedy this. Not in NJ now!
Thursday, July 30, 2020
Wednesday, July 29, 2020
A Virus Free Environment
NJ 2020 07 29
This shows where the problems are.
Tuesday, July 28, 2020
NJ 2020 07 28
The other data demonstrates a resilience of the virus at a low level. Perhaps if we knew where it was simmering we could do something. Yet the State seem silent or grossly incompetent. I suspect the latter.
We can see below in the prevalence curves the plateau effect.
Monday, July 27, 2020
Masks
NJ 2020 07 27
Sunday, July 26, 2020
Testing, where is General Groves?
Federal, state and local officials on Sunday appeared to agree on one thing: Test results are taking too long. But they gave conflicting assessments of the U.S. response to recent spikes in coronavirus cases, which have severely strained testing nationwide and led to renewed shortages and weeklong backlogs at major labs. Adm. Brett Giroir, the assistant health secretary overseeing the national coronavirus testing response, said the country was performing enough testing to “achieve the goals we need to achieve.” ... Mr. Giroir acknowledged that turnaround times were too long. But he asserted that while testing was still not widely available to anyone who wanted it — despite past claims from Mr. Trump that it would be — it was available to those who needed it. Testing is considered crucial to understanding and stopping the spread of the coronavirus. When turnaround times extend beyond several days, it can render the information useless since those tested may have spread the virus to other people by the time their results are back. Mark Meadows, President Trump’s chief of staff, skirted questions about the administration’s early missteps by suggesting that medical advancements, not masks, would be the only way to end the pandemic. “Hopefully it is American ingenuity that will allow for therapies and vaccines to ultimately conquer this,” he said ...
Past as Prologue
The committee recommends the development and implementation of strategies that would strengthen state and federal efforts in U.S. surveillance. Strategy development could be a function of the Centers for Disease Control (CDC). Alternatively, the strategy development and coordination functions could be assigned to a federal coordinating body (e.g., a subcommittee of the Federal Coordinating Council for Science, Engineering, and Technology's [FCCSET] Committee on Life Sciences and Health, specifically constituted to address this issue. Implementation of the strategies would be assigned to the appropriate federal agencies (e.g., CDC, National Institutes of Health, U.S. Department of Agriculture). Approaches for consideration could include simplifying current reporting forms and procedures, establishing a telephone hotline by which physicians could report unusual syndromes, and using electronic patient data collected by insurance companies to assist in infectious disease surveillance.
In May 1989, Rockefeller University, the National Institute of Allergy and Infectious Diseases, and the Fogarty International Center co-sponsored a conference on emerging viral agents. Although the conference focused on viruses, it spurred interest in the emergence and resurgence of all classes of infectious agents. At the conference and in other forums, concern was expressed about the apparent complacency of the scientific and medical communities, the public, and the political leadership of the United States toward the danger of emerging infectious diseases and the potential for devastating epidemics. Recognizing these concerns, the Board on Health Sciences Policy of the Institute of Medicine (IOM) determined that the IOM could play a unique role by reviewing the relevant science, developing a research agenda, considering the implications for policy, and making specific recommendations for minimizing the public health impact of future emerging microbial threats. In mid-1989, a study proposal was developed and approved, and sponsors were secured. Thus, the 1989 conference served as an excellent prelude to the IOM study. In February 1991, the IOM convened a 19-member multidisciplinary committee to conduct an 18-month study of emerging microbial threats to health. Committee expertise comprised the fields of epidemiology, virology, immunology, food safety microbiology, food toxicology, public health, molecular biology, cell biology, economics, microbial genetics, parasitology, infectious diseases, microbial pathogenesis, medical entomology and systematics, and bacterial physiology.
In 1925 an English writer, Hector Bywater, who was a journalist living in Japan, was a military journalist who had developed an excellent knowledge of all the capabilities of the worlds naval powers. After a brief while in Japan he came to see that Japan could after World War I become a strategic threat. In 1925 he published a futuristic book about a futuristic war, one in 1931-1933, initiated by Japan against the US. In certain ways the book would presage Pearl Harbor. The attack was on the Philippines, and in a manner which almost mirrored what actually happened on December 8, 1941 and following. If MacArthur had read and understood Bywater then perhaps he may have learned something. The Japanese attack the Panama Canal, rather than Pearl, and the IS forces via their naval resources retaliate. The book alleges to cover only the first two years of the war.
Saturday, July 25, 2020
Friday, July 24, 2020
War, COVID and Battling the Enemy
However what is true if that the President is the Commander in Chief and the President selects his military leaders to fight the war. The military leaders then have at their command a set of capabilities to be deployed. These capabilities include a set of staff functions:
1. Logistics: G4 in Army jargon. This is the collection, management, deployment, and maintenance of the tools of ear. Such logistics include fuel, weapons, food, infrastructure and the like. Troops cannot fight without food and bullets.
2. Intelligence: G2 in Army jargon. This function must ferret out what the enemy is doing, where, and with what. It must counterbalance all information regarding friendly forces as well.
3. Plans: This function prepare plans for possible scenarios using the knowledge of wharf resources are available and also of the enemy capabilities.
4. Staffing: This is the function of putting the right people in the right place.
5. Operations: This commend element focuses on current operations.
6. Communications: This is the essential function of making certain that all commands can communicate.
The above is but a brief summary. Then there are the troops who do the fighting under a common structure of generals or admirals. This structure may vary a bit but the staff elements are key to a successful battle, not just the capabilities and competence of the troops.
Another essential ingredient is the commander, the top military person. The President is not a military person, the President may be Commander in Chief but the President does not fight the battles. The President assigns the generals and admirals.
FDR, through the innate brilliance of Harry Hopkins, selected Admiral King and General Marshall. Then they selected Nimitz and Eisenhower. They were stuck with MacArthur, but they managed their way around this. The four individuals first noted were brilliant in the execution of a two Ocean war. In contrast Lincoln had McLellan, and let his incompetence last too long. Yet he did finally choose Grant who graciously defeated Lee and the other traitors who disavowed their oaths of loyalty.
In contrast, Johnson tried to micro manage Vietnam, the result is the greatest defeat the US has ever suffered. Bush got us into Iraq for reasons that lacked credibility. Wilson got us into WW I with a vision of creating world peace and a massive naivety regarding the European allies.
Needless to say we have had some good presidents and some less than good ones. They are humans so what else is new.
Now why this five cent history lesson? Simple, COVID is an enemy and we are at war. The President is Commander in Chief yet we have no military like structure to work with. We have incompetent individuals, gadflies, wannabe politicians, and a mass of people who have not a clue as to what needs to be done. We lack the staff functions above. Take logistics. We still cannot do massive testing. Why not? We do not have the overall general and that general lacks a Logistics Staff. It certainly is not the CDC. We lack Intelligence. We have no true idea of who is infected and when they were infected and who infected them. Testing is at best sparse and results are delays a week or more, and errors are rampant. We need a general for Intelligence as we need a general for Logistics. The list goes on.
The current President went to a military secondary school. One could assume that somewhere he had to learn about military staff functions. It is clear that none in the current amalgam of bumbling characters has a clue.
The solution is staring us in the face. Use the military paradigm. Have the staff organization one needs to win, than the troops, our nurses and physicians, can fight and win the battle. Keep the propagandists and nay sayers at bay. Unfortunately the battlefield generals are the Governors and they cannot be fired for incompetence. But one can see the McLellan, the Patton, the Grant, the Nimitz, the Halsey, the Bradley, the Sherman, the Eisenhower, and the MacArthur. We also have our Lee and other individuals who seek to overthrow.
But to successfully fight this war, and it is a war, we need not only troops in battle, again the nurses and doctors, but the staff forces to be certain they troops have what they need. The lack of this, in my opinion, is a gross failure in this current conflict.