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In response to the COVID-19 pandemic, we rapidly implemented a plasma coordination center, within two months, to support transfusion for two outpatient randomized controlled trials. The center design was based on an investigational drug services model and a Food and Drug Administration-compliant database to manage blood product inventory and trial safety.
Methods:
A core investigational team adapted a cloud-based platform to randomize patient assignments and track inventory distribution of control plasma and high-titer COVID-19 convalescent plasma of different blood groups from 29 donor collection centers directly to blood banks serving 26 transfusion sites.
Results:
We performed 1,351 transfusions in 16 months. The transparency of the digital inventory at each site was critical to facilitate qualification, randomization, and overnight shipments of blood group-compatible plasma for transfusions into trial participants. While inventory challenges were heightened with COVID-19 convalescent plasma, the cloud-based system, and the flexible approach of the plasma coordination center staff across the blood bank network enabled decentralized procurement and distribution of investigational products to maintain inventory thresholds and overcome local supply chain restraints at the sites.
Conclusion:
The rapid creation of a plasma coordination center for outpatient transfusions is infrequent in the academic setting. Distributing more than 3,100 plasma units to blood banks charged with managing investigational inventory across the U.S. in a decentralized manner posed operational and regulatory challenges while providing opportunities for the plasma coordination center to contribute to research of global importance. This program can serve as a template in subsequent public health emergencies.
This chapter considers the music publishing industry in Puccini’s Italy, with a particular focus on Puccini’s principal publisher, the Casa Ricordi. The chapter examines the role that publishers played within the wider operatic industry, which by Puccini’s time included managing contracts between composers and opera houses and influencing casting, as well as the more traditional business of printing, publishing, and promoting scores. The particular musical specialisms of the Sonzogno and Ricordi publishing houses are discussed. The author shows how Ricordi elevated Puccini to the position of national-composer-elect towards the end of Verdi’s lifetime and constructed a ‘Puccini myth’. Expensive, sophisticated publicity tools and marketing strategies were used to promote Puccini’s works, not only in Italy but in territories across the globe. The chapter discusses how Puccini’s relationship with the firm changed as a result of the succession of power from Giulio to Tito Ricordi upon the former’s death, as well as the firm’s management of Puccini’s works after his own death.
This chapter examines Puccini’s relationship with early film. The composer’s career coincided with nearly the first thirty years of the cinematic art form, and it was a form of technology with which Puccini had an ambivalent relationship. The chapter begins with an account of Puccini’s known thoughts about film and cinema going. There follows an extensive discussion of Puccini’s and Ricordi’s legal efforts to prevent the use of his music as film accompaniment, and of the difficulty in recouping royalties. By the 1920s, however, Ricordi was including a clause about film usage in opera contracts, including that for Turandot. From the 1930s, with the arrival of the ‘talkies’, commercial opportunities became apparent and the company pursued a more liberal course. The chapter also considers how Puccini’s operas were brought to the screen during his lifetime and shortly after – there was a particular vogue for Tosca films – and discusses the ways in which the composer’s works might be considered ‘cinematic’.
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