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Mars taps former Johnson & Johnson executive to lead new pet care division – Pet Food Processing

BRUSSELS, BELGUIM On July 14, Mars Petcare appointed Nefertiti Greene to president of the companys new division: Science & Diagnostics. Beginning July 18, Greene will direct the new division, expanding its business into pet diagnostics and science, as well as supporting its Waltham Petcare Science Institute.

The new Science & Diagnostics division will work across multiple areas of pet care, including data science, dog and cat microbiomes, health and disease biomarkers and pet nutrition to develop advanced health and wellness care products. The new division builds upon Mars Petcares pet biobank, which launched in June 2022.

Nefertiti will play an integral role in the continued growth of our diagnostics business and accelerate the impact of our science, said Loic Moutault, president of Mars Petcare Global. Were very proud of our diagnostics business, which has a central role in the broader Mars Petcare ecosystem as an important way we deliver on our Purpose. And we recognize that shifting from curative to preventative veterinary care depends on being able to accurately predict and diagnose disease in pets.

Prior to Mars Petcare, Greene served as head of enterprise strategy and chief of staff at business giant Johnson & Johnson. She has also served as US president and global president for Ethicon, Inc., president of Janssen Therapeutics, and US division head for diabetes at Bayer. Greene began her career at Regeneron, focusing on scientific research, marketing and commercial operations.

Greene has nearly 30 years of experience in general management, commercial operations and clinical research in the pharmaceutical and medical technology industries.

Along with an extensive career, Greene has served as an executive advisor for the Enterprise Veterans Leadership Council, a member of the North American Diversity, Equity and Inclusion board, and is currently a member of the Executive Leadership Council. She has also been recognized by the National Association of Female Executives (NAFE) as P&L Leader of the Year.

I am excited to join the Mars Petcare leadership team and look forward to using my experience in the healthcare industry to help build on the successes in diagnostics and science at Mars Petcare, Greene said. As a pet owner Im looking forward to helping further the reach and impact of diagnostics and science for pets around the world.

Read more aboutpersonnel changes throughout the industry.

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Pros on the Move – July 2022 – CPAPracticeAdvisor.com

Pros on the Move is a round-up of recent promotions and hires in the accounting and tax space.

Withum Names Sixteen New Partners

Withum, a national advisory, technology and accounting firm, has announced its 2022 new partner class. Sixteen team members advance to partner in Withum offices nationwide and join the dynamic, diverse corporate leadership team at Withum, totaling 200 partners. New partners include:

Armanino Welcomes New Partner Matt Baldwin to Denver Office, Expands Real Estate Footprint in the Mile High City

Armanino LLP, one of the 20 largest accounting and business consulting firms in the U.S., today announced it welcomed tax partner Matt Baldwin effective immediately and expanded its office lease in Denver, more than doubling in size. The moves respond to the firms rapid growth in the Mile High City region, as staff has jumped from about a dozen in 2019 to nearly 100 today.

Baldwin joins the firm after stints at EKS&H and most recently at CliftonLarsonAllen. Having served clients in public accounting since 2009, he specializes in corporate and private equity tax. He also brings extensive experience in transactional tax issues, M&A transactions and ASC 740 income tax provisions. Baldwin is a Colorado CPA and member of the American Institute of Certified Public Accountants. He received his bachelors and masters degrees in accounting from New Mexico State University.

Hogan Lovells continues to grow Corporate & Finance capabilities in New York with tax lawyer Jessica Millett

Global law firm Hogan Lovells recently announced the arrival of tax lawyer Jessica Millett as a partner in the firms Corporate & Finance practice group in New York. She is the sixth Corporate & Finance partner to join Hogan Lovells New York office this year. Millett joins from Duval & Stachenfeld, a boutique law firm, where she served as chair of that firms tax practice.

Millett focuses her practice on U.S. tax issues that arise in complex real estate transactions, notably real estate private equity investments, Qualified Opportunity Fund structures, and cross-border investments. She regularly advises clients on tax structuring and documentation for real estate acquisitions, joint ventures, restructurings and refinancing arrangements, including inbound and outbound investments, and structures involving REITs.

Her practice also includes representing sponsors and managers of, and institutional investors in, private investment funds including real estate, distressed debt, and hedge funds, and advising on tax-efficient structures for cross-border securities offerings (debt and equity) and private equity transactions. Millett has experience advising financial institutions on a variety of tax and compliance issues including U.S. withholding and information reporting rules, and tax treaty planning and is currently the chair of the Subcommittee for Foreign Investors of the ABA Tax Section Real Estate Committee.

Millett earned her law degree from Duke University School of Law and her B.A. from Johns Hopkins. Following graduation from Johns Hopkins, she spent two years in the Peace Corps as an education volunteer in Burkina Faso, West Africa.

LBMC Names Five New Shareholders; Growth and Strategic Initiatives Lead to Promotions within Firms Primary Service Lines

LBMC, a top 40 advisory and business consulting firm in the nation, is proud to announce the addition of five shareholders to align with the firms continued focus on serving clients in the advisory, cyber risk, data insights, healthcare and high net wealth space. The new shareholders are comprised of four team members promoted within LBMC and one new to the LBMC family.

Organic Valley Announces Food and Beverage Executive as New Chief Financial Officer

Organic Valley, the countrys leading farmer-owned cooperative of small organic family farms, recently announced that Stephen Famolaro would be joining the cooperative as its new Chief Financial Officer. Famolaro is a Certified Public Accountant and a Certified Management Accountant with more than 30 years financial experience. He holds a certificate in Production and Inventory Management.

Famolaros past roles include CFO of Naked Juice and Century Snacks. He also brings experience in dairy from his time at Dean Foods.

Organic Valley CEO Bob Kirchoff said the cooperative, which is also one of the worlds largest organic consumer brands, will benefit from Famolaros strategy and insight into its financial planning process.

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Striveworks Spotlighted on the CRN 2022 Emerging Vendors List – PR Newswire

MLOps Platform Chariot Puts Firm on Artificial Intelligence/Machine Learning Tools List

AUSTIN, Texas, July 18, 2022 /PRNewswire/ -- Striveworks announced today thatCRN, a brand ofThe Channel Company, namedthe firmto its 2022 Emerging Vendors list in the AI/Machine Learning Tools category. This annual list recognizes the fast-rising technology vendors that have exhibited a commitment to driving positive change and continuous growth in the IT and technology space by delivering innovative, cutting-edge solutions.

The technology vendors featured on CRN's 2022 Emerging Vendorsall six years old or youngerare bringing a fresh approach to solving the IT challenges facing customers today, enabling their partners to deliver unique solutions.

Striveworks was selected because of its easy-to-use Chariot MLOps platform. The platform powerfully handles the entire MLOps lifecycle, and does so within a low-code/no-code interface that offers multidisciplinary teams a collaborative place to drive outcomes and deploy models rapidly at scale. Users can produce algorithms that might have taken days or weeks to build in a matter of minutes or hours within Chariot.

Striveworks' technologies have been widely used in the public sector since its inception in 2018, with the firm receiving a mention in the National Security Commission on Artificial Intelligence's 2020 Final Report as the exemplar of democratized AI. The Chariot platform was built out of early experiences providing mission-critical data science alongside subject matter experts, and the platform is now the newest tool for Fortune 500 and channel partners looking to make better models, faster.

"We're so happy and humbled for Striveworks to be selected for the CRN Emerging Vendors list," said Jay Tabb, Executive Vice President for Security and Analytics at Striveworks. "We continue to grow our list of highly satisfied customers as we make machine learning and AI more accessible to everyone. We succeed when our customers achieve a decision advantage through leveraging the true power in their data."

"As part of our 2022 Emerging Vendors list, CRN recognizes technology vendors that are transforming the IT channel by providing revolutionary and innovative products that help customers manage ever-evolving IT demands," said Blaine Raddon, CEO of The Channel Company. "As a trusted industry resource, CRN's Emerging Vendors list gives solution providers insight into the latest groundbreaking IT channel technologies.

The CRN 2022 Emerging Vendors list will be featured in the August 2022 issue of CRN Magazine and online atwww.CRN.com/EmergingVendors.

About Striveworks

Striveworks is a pioneer in operational data science for national security and other highly regulated spaces. Striveworks' flagship MLOps platform is Chariot, purpose-built to enable engineers and business professionals to transform their data into actionable insights. Founded in 2018, Striveworks was highlighted as an exemplar in the National Security Commission for AI 2020 Final Report.www.striveworks.com

About The Channel Company

The Channel Company enables breakthrough IT channel performance with our dominant media, engaging events, expert consulting and education, and innovative marketing services and platforms. As the channel catalyst, we connect and empower technology suppliers, solution providers and end users. Backed by nearly 40 years of unequalled channel experience, we draw from our deep knowledge to envision innovative new solutions for ever-evolving challenges in the technology marketplace.www.thechannelcompany.com

Media Contact:Tracy Shank[emailprotected]805-874-2650

SOURCE Striveworks, Inc.

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Recommendations for achieving interoperable and shareable medical data in the USA | Communications Medicine – Nature.com

Lack of ascertainment of unique patients

Although HIPAA initially required the creation of a health identifier in 199622, federal funds for unique universal patient identifiers have been banned since Congress prohibited their use due to privacy concerns23. Our failure to implement national, unique identifiers in the USA linking a patients data to their healthcare professionals and HIS systems leads to unlinked, incomplete, and often duplicated records, and is another significant source of data quality problems that have been avoided incountries that have implementeunique identifiers23. In addition, it is still nearly impossible for a person to access their own vaccination records if they are in databases separate from their EHR records or were submitted by paper or fax. It is also difficult or impossible to carry out the early cancer prevention studies24 that require that complete clinical information be linked to the correct patients even when they change health providers.

Although the prospect of unique patient identifiers raises valid privacy concerns, it can be argued that it would be easier to monitor and protect privacy with a single, properly encoded universal identifier than with a multitude of poorly documented ones. The absence of a unique identifier is actually one of the greatest causes of invasion of privacy, because typically over half of the EHRs in an institution will mistakenly include someone elses data [Personal communication by Dr. W. Ed Hammond] that may be identifiable.

The current reliance on data aggregation techniques to protect patient privacy significantly delays our access to the information and impedes our understanding of the trajectory of diseases in individual patients, with potentially adverse consequences for their medical care and for identifying critical patient-level variables for subsequent research studies. We must therefore invest in better and updated privacy protection systems and law enforcement solutions. As data scientists, we are concerned about the limitations of HIPAA for privacy protection, due to the ease that such data can be re-identified. Our laws and regulations need to balance individual privacy protection, with making data available for improving health outcomes. At a minimum, the approach to governance we adopt must ensure the following: the system is able to identify and control who can have the authorized level of access to the medical records; every user has a unique ID and a secure password; audit trails are used to track every user activity, and to provide accountability; only authorized personnel can access audit trails, and assess who has accessed or modified a record; and the data storage provider is not able to access personal identifiable information.

A single patient identifier also has health equity ramifications in its favor. Patients who are poorer typically have less insurance coverage or none at all and often switch healthcare systems. They are underrepresented in HIS and research studies, and less likely to have their specific needs understood. A unique identifier should improve the representation of these patients in our HIS and thus our ability to address health inequities.

The inadequacy of our current system for data collection is well illustrated by our failure to collect data as fundamental as mortality in a standardized fashion. Fatal outcomes are not incorporated into the medical record unless death occurs during hospitalization. When needed for public health measures, epidemiological studies, and other research, data on death may be obtained from private services that collect information from funeral homes and obituaries, disease registries unconnected to EHRs, or from the National Death Index website. This website is typically late in gathering mortality information as it is collected by a multitude of disparate local and state systems before being reported to the National Center for Health Statistics. Comprehensive data on mortality and cause of death should be methodically linked to clinical data for the over 330 million individuals in the USA (as we have begun to do for COVID-19 cases). This information will allow for the creation of focused decision support systems for clinical data that are better designed to prevent serious and fatal medical errors, one of the top causes of death in hospitals in the USA25.

Clinical laboratories began collecting digitized data in the 1960s. Although these data support 60 to 70 percent of decisions related to diagnosis, treatment, hospital admission, and discharge, they remain poorly codified, complicated to process, and are underused for medical decision-making and research.

USA programs that defined the minimum government standards for EHRs have offered laboratories incentives to adopt proposed standards for messaging and encoding laboratory data. Unfortunately, serious functional problems still exist with the coding of laboratory test identifiers. There are multiple ways for the same analytes to be represented by different labs and instruments and this results in improper assessments of coded terms and incorrect code selection and categorization. Moreover, coding systems often do not allow for transparent incorporation and transmission of the limits of detection of a test, the presence of interfering substances, and how a particular analyte is measured. Also, failure to enforce the use of consistent quantitative units of measure is a frequent source of data errors.

There is a pressing need for an expanded infrastructure to support the collection and distribution of the stable reference standards needed to support the accurate calibration and safe integration of the results from equivalent tests measuring the same analyte,performed by different instrument platforms or laboratories26,27. The Office of the National Coordinator for Health Information Technology recognizes this problem when it states, Harmonization status indicates calibration equivalencies of tests and is required to verify clinical interoperability of results. Tests that are harmonized may be interpreted and trended together, and may use the same calculations, decision support rules, and machine learning models. Tests that are not harmonized should be interpreted and processed individually, not in aggregate with other tests.3

This infrastructure will simplify the identification of a natural functional interoperability pathway that can be used as a backbone for integrating the currently unwieldy, inconsistent, and incomplete data coding standards for laboratory data. An illustration of the consequences of the failure to fully standardize laboratory data collection and calibration of the results is the limited understanding of the evolving prevalence of COVID-19, due to the inability to account for the performance differences of the over 1,000 SARS-CoV-2 diagnostics that are listed worldwide28. We also need to understand their performance characteristics according to the particular purpose for which a test is being performed (e.g., permission to travel, to access specific facilities, etc.) 29.

The world-wide-web and online business transaction systems such as Amazons e-commerce system were built with a clear understanding of the value of interoperability. These systems ensure that the correct data are collected and stored in an organized, automatically aligned format that is optimized to address new communication requirements and analytical functions. Realizing this scenario for health data will require changes in current practices. Since individual enterprises have built one-of-a-kind systems, there are often strong financial reasons not to share proprietary information. Current laws prohibiting information blocking have not accomplished their purpose, because it is impossible to effectively oversee the thousands of unique versions of HIS.

Given this scenario, it would be useful, once the needed information and data routes are identified and categorized, to develop prototype systems to demonstrate the benefits of profound change in how we manage health information. The development, testing, and validation of these prototypes for addressing the various requirements of patient care and research and development should be based on the integrity, completeness, traceability, and usability of the data; on the avoidance of preventable medical errors; and on measurable improvements in health outcomes.

In contrast to other data transactions for which federal regulations are seeking to increase interoperability (e.g., using ICD-10 coding for billing), in the USA there is no clear business model that incentivizes standardization of laboratory data coding and its integration across medical encounters. Nor is there a single coordinated authority in the USA to monitor and enforce the adoption of, and adherence to, such standards or the transmission of intact laboratory data to end users. Interoperable standards for laboratory data are still very immature (paper and fax lab submissions are still commonplace), and still rely on billing codes for managing and understanding this information, despite their limited scope. For example, there are only 12 Current Procedural Terminology codes used for billing reimbursement that identify the COVID-19 or SARS-COV-2 infectious agent or their antibody response30, while the FDA lists 357 identifiers for COVID-19 testing 31.

Therefore, we suggest that one area that we should use as a model for how to achieve interoperability of patient data, and where favorable incentives for reform may already exist, is in the processing of clinical laboratory data in drug marketing applications submitted to the FDA. Currently, such data undergo multiple transformation steps before regulatory submission, and although results in a given new drug application may be calibrated, the results for many equivalent analytes coming from different sponsors, laboratories, and instruments are not necessarily calibrated the same way3,26,27.

We propose to begin the process of prototype development by creating a centralized calibration process for routine and critical analytes so that results collected during clinical trials will be equivalent regardless of the instrument or the laboratory. The aim is to eliminate the severe problems that result from customized data systems and demonstrate that time-consuming mapping and translation errors, and the associated loss of information, can be avoided while adding traceability and clarity to the clinical laboratory data in marketing applications. The recent phenomenon of increased mergers between central labs supporting pharmaceutical company sponsors and labs that support hospital networks will enable the systematic identification and removal of many deficiencies that derived from multiple sources of lab data, and help implementation of robust and universal data standards. We expect that the time and cost savings and the gains in accuracy demonstrated by a prototype system for clinical laboratory data will be welcomed by the pharmaceutical and device industries, the research and public health communities, and patients. In its processing of lab data, this initiative will include all the standardized data elements needed for analysis of regulatory data submissions, including those related to demographics, diagnosis, medical history, laboratory tests, death, and cause of death. Such standards will greatly enhance regulatory review of marketing applications across multiple sponsors and facilitate comparison of clinical trial lab results across applications, providing valuable feedback to the pharma sponsors.

When it reaches a level of maturity, the prototype for handling laboratory and other clinical data in regulatory submissions could be expanded to non-regulatory contexts, including routine patient care. The lessons learned could eventually be applied to the evaluation and certification of EHRs and decision support systems. The knowledge gained in how to create a truly interoperable system could also be used to address the analytical needs of other data resources including registries, repositories of real-world data, and regional data exchanges.

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Elon Wants to Fight the Bots – Bloomberg

Programming note:Dont feel bad about my vacation or anything.I am trying to take some time to focus on other work, soMoney Stuff will be published infrequently for the next few weeks. On that note, tomorrow is the Bloomberg Crypto Summit in New York. At 11:25 a.m., I will be moderating a conversation with Sam Bankman-Fried. Every time I talk with SBF it is fun, and last time I diditmight have marked the top for the crypto market? Perhaps tomorrow will mark the bottom.I am looking forward to it.

In some parallel universe, Elon Musks dispute with Twitter Inc. is about how many bots there are on Twitter. In that universe, Twitters merger agreement with Musk contains a representationthat no more than 5% of Twitters monetizable daily active users, or mDAUs, are bots, Musks obligation to close the merger is contingent on this representation being true,and Musk has discovered that it iswrong. Therefore he is able to walk away from the agreement, and maybe even sue Twitter for damages for misleading him.

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Media statements – WA Health Hackathon to help drive innovation in healthcare sector – Media Statements

Digitisation and the adoption of data-driven technologies in healthcare can play a key role in helping to improve processes and systems within the sector.

The WA Data Science Innovation Hub (WADSIH) is hosting the WA Health Hackathon (August 8 to 18, 2022) for its second consecutive year with the aim of developing innovative, digital healthcare solutions.

Medical Research Minister Stephen Dawson said the WA Health Hackathon brings together data professionals, digital specialists, innovators and students to work together to discuss and develop ideas to enhance healthcare outcomes.

This year the cohort will be tackling five key areas:

In addition to addressing healthcare challenges, participants will have the opportunity to take part in a series of upskilling workshops to support professionals and students in the innovation space.

For more information about the WA Health Hackathon program and how to register visit: https://wadsih.org.au/wa-health-hackathon

Comments attributed to Medical Research Minister Stephen Dawson:

"It's through collaboration, cooperation and consideration with forums such as the WA Health Hackathon that we can initiate change, develop and implement innovative ideas in health care.

"The McGowan Government is committed to laying the groundwork to establish the State as a global hub for medical research and the development of digital health. Earlier this year we announced an $8.65 million package to progress this vision.

"The WA Health Hackathon plays an integral role in this process and this year's event will build on the great success of last year.

"I encourage those interested to register and participate in this engaging forum and help make a big difference on how we revolutionise health care in the future."

Comments attributed to the WA Data Science Innovation Hub Director Alex Jenkins:

"We've got a fantastic group of organisations supporting this year's event which gives participants a range of exciting training opportunities throughout the week, and of course some amazing prizes for the winning teams.

"The best solutions will be selected by a panel of industry judges who will make their decision based on design principles, innovation, viability, scalability and social impact.

"There is still time to register and I encourage those working in the digital or data space to play a role and have a say in how we shape the future."

Minister's office - 6552 5800

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Bachelor of Science in Computer Science – National University

A Bachelor of Science in Computer Science degree opens doors in a variety of industries, including professional, scientific and technical services, manufacturing, finance and insurance, information services, administrative support services, and consulting. Computer skills are also needed in large numbers in many other industries from retail, healthcare, education, local, state and federal government agencies, transportation, and others.

NUs computer science degree is designed to put you on the path to a successful, in-demand career. According to the Bureau of Labor Statistics,* employment of computer and information research scientists is projected to grow 22 percent from 2020 to 2030, much faster than the average for all occupations. Furthermore, the BLS notes that the median annual wage for computer and information research scientists was $131,490 in May 2021.

Employers in this field are looking for skills in communications, management, leadership,information technology, operations, infrastructure, problem-solving, integration, troubleshooting, innovation, planning, research, mentorship, consulting, customer service, and Microsoft Office proficiency.

Graduates of NUs Bachelor of Science in Computer Science degree program can pursue a wide range of careers,** including:

Learn more about the career opportunities and benefits from earning your degree in computer science by reading NUs article: Which Computer Science Career is Right for Me?

*SOURCE: https://www.bls.gov/ooh/computer-and-information-technology/computer-and-information-research-scientists.htm

**SOURCE: Emsi Labor Analyst- Report. Emsi research company homepage at https://www.economicmodeling.com/company/ (Report viewed: April 21, 2022). DISCLAIMER: The data provided is for Informational purposes only. Emsi data and analysis utilizes government sources to provide insights on industries, demographics, employers, in-demand skills, and more to align academic programs with labor market opportunities. Cited projections may not reflect local or short-term economic or job conditions and do not guarantee actual job growth. Current and prospective students should use this data with other available economic data to inform their educational decisions.

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Five to Flow and NTeli Partner with Girls Who Code to Invest in Closing the Gender Gap in Technology – PR Newswire

Five to Flowis a global consulting collective that builds integrative organizational wellness solutions designed to achieve and sustain peak business performance.

NEW YORK, July 18, 2022 /PRNewswire/ --Five to Flowtoday announces a partnership with NTeli to invest in Girls Who Code to support their mission to increase the number of women in computer science by equipping young women with the necessary computing skills to pursue 21st-century opportunities. Five to Flow, at the direction of NTeli's leadership team, has donated 5% of the revenue from their latest project to Girls Who Code to help them achieve their goal of reaching gender parity in computer science by 2030.

Five to Flow operates within an ethical framework and is committed to conscious capitalism. Our focus on social responsibility reinforces our commitment to elevating the existence of every individual and maintaining a balance between the economy and our ecosystems. Five percent of the company's annual revenue is donated, at the close of each customer's project, to nonprofit organizations that focus on providing life necessities and offering education for children and young adults globally.

"NTeli is proud to contribute to Girls Who Code to build the pipeline of future female engineers. This generous donation from Five to Flow will help support programs that serve 500,000 girls, women, and nonbinary individuals globally", said Brian Johnson, Managing Partner and SVP of Sales at Nteli Group.

Recent research shows that the work that Girls Who Code delivers every day is essential for improving the employee experience and career path for women in tech. According to the 2019 Alumni Data Reportreleased by Girls Who Code, 52% of women surveyed either had a negative experience in applying for a tech job or know a woman who has. Furthermore, the latest research from a 2022 report on Women in Technologyfrom Deloitte shows that only 25% of the technical roles from 20 of the largest technology companies are occupied by women.

"Corporate giving enables Girls Who Code to build the largest pipeline of future female engineers", said Tarika Barrett, CEO of Girls Who Code. "Beyond that, it's also about the sisterhood, the confidence, the bravery, and a lot of soft skills that are critical to them persisting in the field."

"We are proud to honor our commitment as a purpose-driven organization by building a relationship with Girls Who Code. Given my own experience as a woman in tech, I am personally vested in ensuring that women across the globe are given equal opportunities to grow and succeed", said Kate Visconti, Founder and CEO of Five to Flow.

ABOUT

Five to Flow is a global consulting collective that builds integrative organizational wellness solutions designed to achieve and sustain peak performance. Our proprietary methodology is driven by five core elements of organizational wellness. We are the bridge between who an organization thinks they are, who they actually are, and who they aspire to be.

SOURCE Five to Flow

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Emerging Scholars to celebrate its 20th anniversary – Clemson News

July 18, 2022July 18, 2022

Emerging Scholars, one of Clemson Universitys most impactful outreach programs, is celebrating its 20th anniversary Saturday. Since its founding in 2002, Emerging Scholars has become a flagship program for Clemson as it fulfills its land-grant mission of serving the underserved in South Carolina.

The mission of this innovative program is to establish a desire to attend college among students in families from the states rural areas on the I-95 corridor. It operates in seven South Carolina high schools: Allendale-Fairfax, Bambeg-Ehrhadt, Denmark-Olar, Wade Hampton (Varnville), Estill, Dillon and Marlboro County.

The program brings cohorts of students to campus each summer to experience a university atmosphere while attending workshops focusing on academic enrichment, developing leadership skills and increasing college preparedness.

The results are impressive: 100 percent of the Emerging Scholars students (more than 1,000) have graduated from high school, with 82 percent going on to attend college. That more than doubles the overall college enrollment rate for 18- to 24-year-olds, which is 40 percent. That is without taking into account Emerging Scholars participants come from underserved communities.

Amber Lange, the assistant vice president of Educational Access and Engagement and executive director of College Preparation and Outreach, has been involved with the program since its first year when she was a graduate student.

There are two things that Im really proud of when it comes to the time that Ive been working with Emerging Scholars, said Lange. The first is the relationships weve built in the communities. After 20 years of working in these rural areas, we know a lot of families and a lot of community members. Im so thankful for them and that they trust us with their children and that they give us a chance to show their students what theyre capable of.

Lange said the second thing shes most proud of are the scholarships created for students who complete the Emerging Scholars program. Today, every Emerging Scholars graduate who is admitted and attends Clemson gets a full scholarship. (The first cohort of 13 scholarship recipients have all graduated.) There are also several scholarship funds students can apply for if they do not attend Clemson.

At the beginning, we were working with students, and we didnt have a lot of money to offer them to come to Clemson. So that has really changed the program and what we do. I really think thats a huge accomplishment, said Lange. Im definitely thankful for all the support we get from Clemson, but we get a ton of support from people who are not here at Clemson, and that might be a student who has given us $25 or a Board of Trustees member who has given a million.

The program was created by U.S. Navy (Ret.) Capt. Byron Wiley, who approached then-president of Clemson Jim Barker with the idea in 2001. Wiley had a distinguished 30-year career as a U.S. Naval Flight Officer andwas designated a proven specialist in human resource management and military intelligence. He spent time in service in Englands Royal Navy as part of the Military Personnel Exchange Program and was the first African American in the history of the U.S. Navy to serve as the personal aide to an admiral.

Wiley came to South Carolina after retiring from the Navy and immediately recognized the inequities in states education system. He devised the concept of the program to address the inequities he witnessed firsthand as a boy in Arkansas. With the support of President Barker, he used office funds to bring the first group of students to Clemson in the summer of 2002.

Lange gets emotional when she speaks of Wiley, who she knew and worked with during the programs early years.

This is really his legacy, she said. He is the reason Im sitting here and the reason were having this 20th year celebration. It was his vision. Like me, hes not from South Carolina, but that didnt matter to him. He just really wanted to make a difference and saw a need. And he was someone who, when they see a need, they try to fill it.

Program staff work with high school guidance counselors to identify freshmen who might be the first generation in their families to attend college and those students they believe will need extra motivation to get there. These students come to Clemson each summer for one- to three-week residential sessions and take classes in English, math, science, African-American history, public speaking and computer science. Students also attend academic workshops and visit at least 14 colleges while in the program.

Its so amazing that we have been doing this for 20 years! said program director Sara Hanks, who took over as director in 2021 after working with the program for five years. The program has hadan amazing impact on the students and communities we serve. We just had 80 students on campus for their first experience with us and I look forward to the program being able to continue that for the next 20 years.

Saturdays event will feature speeches by Lange, Hanks, President Jim Clements and the programs founders son, Alex Wiley.

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Digital transformation is coming – but we need education to be ready – TechHQ

The ways in which Industry 4.0 and digital transformation will revolutionize the world are as many and as diverse as the ways in which the computer revolution did and continues to do.

But there are difficulties in terms of the human factor when any firm let alone a whole industry prepares for an inevitable digital transformation into new ways of doing things. Either each company has to train its workforce individually in both the way that digital transformation will work within that company, driving business to in-person and increasingly online training companies to service specific transformations and technologies. Or there needs to be an increased development of Industry 4.0 awareness in schools and colleges, so that by the time pupils enter the workforce, theyre up to speed with the principles of digital transformation and Industry 4.0. Or, just possibly, both of these things need to happen at once.

This mirrors what happened with the computer revolution. While there were extremely basic, more or less computer recognition classes in US high schools as far back as the 1960s, it wasnt until the 1980s after Macs had become a thing and the price point to get your hands on one was beginning to drop from the entirely astronomical to the merely scandalous that computer science became a thing in most mainstream high schools. Meanwhile, companies that were trying to get ahead of the computer revolution would offer their own in-house training programs to help people make the shift from the analog to the digital era.

There are of course a handful of problems with trying to retrofit this example to the world of digital transformation. Chief among the issues is the idea of there being any period where the process stands still. To teach children and college students about the principles of digital transformation, it would be really useful if digital transformation would stand still for a little while, so that the information taught could still be remotely relevant by the time the pupils hit the workforce. The point about which is that the very idea is contrary to the nature of digital transformation. Its a process that moves forward, and fast.

In the normal schedules of school or college, by the time you could train teachers or professors a syllabus on digital transformation and get them to deliver it, it would be irrelevant and out of date. Not to mention the delay between any student graduating in the subject and encountering it in the real world.

That seems to leave two main options or maybe three, at a push.

If were educating young people in digital transformation within the school or college setting, one of two things needs to happen. Potentially, both the final year of a high school computer syllabus could include some philosophical underpinning in what digital transformation might look like in a whole range of environments, staying in areas that are vague enough to be proof against an ever-evolving business reality. That would arguably be useless in the real world, but it would be a start in terms of giving young people who might not have encountered it in their day-to-day lives an inkling of where Industry 4.0 has come from, and some of the ways digital transformation has been applied in some important test cases.

So far, so timeless, so teachable but arguably, so redundant.

If we want students to learn how to get involved in digital transformation in the real world, were looking at something a lot more complex in terms of infrastructure, to combat the redundancy clock of any syllabus in coding, strategic development and other aspects of digital transformation.

Wed be looking at either region-specific hothouse courses, delivered either by or in conjunction with local industries that are in the process of breaking into Industry 4.0, with a mind to filling local vacancies in particular firms or sectors, or national hothouse scholarships run by major technology businesses, allowing for the specialization of skills and learning in elements of digital transformation that would be of particular interest to those tech businesses.

In essence, wed be looking at an internship approach to Industry 4.0 and digital transformation a partnership, in essence, between the learning establishment and the potential employer.

Or, more likely, each company would need to develop a rolling program of internal training in the process of applying Industry 4.0 to its own sphere and its own processes specifically.

That has the bonus of being applicable not only to incoming or project-specific staff, but existing staff too, allowing the current workforce an initial, basic level of learning in terms of what digital transformation has been, what it is at the time of teaching, and how the next phase of the process is going to go within the company. That means companies can bring hearts and minds with them often an overlooked step in applying digital transformation to a work culture. Also, once the initial training is done, some fear-beating hands-on experience could be offered without unnecessary risk either to the staff or the project, to ensure that as the process rolls into new phases, both existing staff and newcomers feel more at ease with it part of the process, rather than left behind by an enforced upgrade.

While a change in the educational curriculum of schools and colleges would probably require governmental action, theres nothing to stop the tech community rolling out the second two ideas hothouses for new workers coming into the industry, either through outreach to colleges or through the establishment of company-specific internships, and the in-company rollout of fear-beating training to existing and new staff.

It will take investment, it will take commitment, and it will take time. The question for the tech industry is whether it would prefer to put its money where its transformation is, or wait to deal with the culture shock as staff arrive and adapt through the process of osmosis. Investment would seem to be both the responsible and the self-serving response here.

But the clock is ticking.

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Digital transformation is coming - but we need education to be ready - TechHQ

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