![]() We provide theoretical characterizations under a general statistical model, and carefully evaluate HYPER with alternatives proposed for COVID-19 under realistic simulations of epidemic spread and viral kinetics. ![]() Here we propose HYPER, a group testing method based on hypergraph factorization. However, given the global nature of the pandemic, they must also be simple (to aid implementation) and flexible (to be tailored for each setting). To tackle this challenge, screening methods must efficiently use testing resources. An important recent example is the challenge of achieving widespread COVID-19 testing in the face of substantial resource constraints. Large scale screening is a critical tool in the life sciences, but is often limited by reagents, samples, or cost. We also provide empirical evidence in support of the efficacy of our approach. We show that non-overlapping testing allocations, which are both conceptually and (crucially) logistically more simple to implement, are approximately optimal, and we design an efficient greedy algorithm for finding non-overlapping testing allocations with approximately optimal welfare (overall utility). Under the assumption that samples can be pooled, the question of how to allocate the limited testing budget to the population in such a way as to maximize the utility of individuals in negative tests (who subsequently return to in-person activities) is non-trivial, with a large space of potential testing allocations. In such a period of re-integration, tests can be used as a certificate of non-infection, whereby those in negative tests are permitted to return to in-person activities for a designated amount of time. The business keeps the last trip to be used at a later date.In an epidemic, how should an organization with limited testing resources safely return to in-person activities after a period of lockdown? We study this question in a setting where the population at hand is heterogeneous in both utility for in-person activities and probability of infection. With one trip left the manager books a flight from Whakatāne to Auckland to fly to Australia for business - the trip is cancelled due to a family medical emergency and the flight is cancelled. One of the staff members pulls out and so the trip booking is amended for a replacement staff member.Īt the trade expo in Auckland, the other staff member decides to travel back to Whakatāne a day later than originally intended so he or she can spend a day in Auckland following up with leads generated from the expo - the change of flight is amended online with Air Chathams and new business is generated for the rapid follow-up and turnaround time. ![]() Five trips used so far!Ī further 4 Air Chathams trips are booked for two staff members from Whakatāne to attend a trade expo in Auckland. Later in the year, the manager books again for an Air Chathams Whakatāne to Auckland flight and decides to drive home instead as he or she wishes to call on clients throughout the upper North Island on the way back to Whakatāne. The day before the manager is due to fly Whakatāne to Auckland, he or she has an operational emergency to take care of and changes the Air Chathams booking online to allow the deputy manager to go instead. The next two trips are booked for a conference in Auckland which the manager will attend. The manager uses the first two trips to fly Air Chathams from Whakatāne to Auckland and back for a meeting on a particular day. A business based in Whakatāne regularly flies to Auckland and purchases a 10 trip multi-pass.
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