Evaluate business – DC Writers Way http://dcwritersway.org/ Tue, 10 May 2022 16:37:40 +0000 en-US hourly 1 https://wordpress.org/?v=5.9.3 https://dcwritersway.org/wp-content/uploads/2021/05/cropped-icon-32x32.png Evaluate business – DC Writers Way http://dcwritersway.org/ 32 32 Tennessee is reversing its optional testing policy. Where are the other state systems? | https://dcwritersway.org/tennessee-is-reversing-its-optional-testing-policy-where-are-the-other-state-systems/ Tue, 10 May 2022 16:37:40 +0000 https://dcwritersway.org/tennessee-is-reversing-its-optional-testing-policy-where-are-the-other-state-systems/ The university will again require students to submit their SAT and ACT scores in 2023, ending its waiver process two years early.

Ben Mullins/Unsplash

Despite announcing last May that it would extend its optional testing admissions policy for prospective students through 2025, University of Tennessee officials now say the experiment will only last for the academic year 2022-23.

Starting in fall 2023, Tennessee will require students applying to all of its campuses to submit ACT and SAT scores, bucking national trends that see more than 1,600 four-year institutions continue their optional testing policies in the aim to maintain a more holistic admissions approach.

Tennessee President Randy Boyd didn’t give many details about the reason for the change, saying only at a recent board meeting that “our admissions policies do not allow for the optional test.” and that it was only permitted under the waiver process during the COVID-19 pandemic. “There was really no action needed from the board. So this is in line with pre-COVID exceptional admissions policies,” he said.

But last year, the university issued a statement announcing a lengthy extension of the policy with this quote from Associate Vice Provost for Enrollment Management Fabrizio D’Aloisio: “While we believe the admissions tests bring added validity to our decisions, we also understand that testing is just one part of a student’s story. This five-year optional testing policy will allow us to collect data and evaluate the effectiveness of admissions testing for our student population.

A Tennessee spokesperson reiterated part of that message and how they came to the decision on Tuesday:

“Standardized test scores, while important, are only one component of holistic admissions processes. Since June 2021, we have engaged in a very public and open dialogue with the UT Board of Trustees regarding the use of standardized test results in admissions decisions. Our commitment to the board since then has been to continue to evaluate standardized tests in admissions, adjusting and/or refining them as needed. We will continue to assess, as well as our transparency in public discussions with the Board of Directors.

Tennessee plans to continue discussions on “general” admissions at its next meeting in early June, though it seems clear from Boyd’s closing statement at the meeting – that all campuses agreed to no not make any revisions – that would be a long shot to bring back test-optional. Current students who have already applied for admission in Fall 2022 and those applying in Spring 2023 will still be exempt. The average SAT score in Tennessee in 2019-20 was 1,240 with some flexibility, according to several national student readiness agencies. A report from the Knoxville News Sentinel showed that around 9,000 students in 2020 applied without entering their test score.


More UBs: A two-year study by universities will examine the fairness of voluntary testing policies


How Others Approach Optional Testing

Tennessee is among the few state public systems that have chosen to reverse course on the optional test or not allow it at all. These policies have been crucial before and especially during the pandemic in getting a wider range of students interested in post-secondary education. Over the past year, students have applied to more than five institutions each, with the number of applications increasing by 14% on the common application alone. Tennessee did not provide details on

Some higher education leaders worry that their removal will lead to fewer applications from students from underrepresented groups. At least one very selective private institution, the Massachusetts Institute of Technology, has chosen to bring them back so that it can assess the “academic preparation” of its candidates. Bob Schaeffer, executive director of the National Center for Fair and Open Testing (FairTest), worries that systems like Tennessee are driven by other factors.

“Just like in Florida and Georgia, the political appointees who control the university system in the state of Tennessee have overridden the judgment of admissions and enrollment management professionals,” he said. “When college entrance exam requirements are set by ideologues, it’s no surprise that data on test accuracy and fairness is ignored. While FairTest wouldn’t be surprised if public systems in a few other states controlled by ultra-conservatives were to reinstate testing requirements, most will remain ACT/SAT as an option.

In the meantime, other state public university systems have supported them, at least for now, including several in the South – Alabama, Kentucky, Louisiana, North Carolina, South Carolina and Virginia. Idaho, Utah and Wyoming are among those yet to make a decision for 2022. The other UT, the University of Texas at Austin, decided last week to extend the optional test of another year until 2023. The reason? Without going into specifics, Texas said, “This change was originally made in the fall of 2021 to allow the university to better serve prospective students by ensuring that testing limitations related to COVID-19 do not affect a student’s ability to apply.

With the pandemic still a factor in terms of financial burdens on families and whether students should pursue a college education, is pushing some institutions to press on. Texas cited Tennessee’s very reason for maintaining the status quo on elective testing — its “holistic approach to admissions.” Texas still accepts test results as part of the process, as many do. Schaeffer noted that 84 schools are blind-tested through 2022 and some beyond, including Caltech, Catholic University, Cal State University and University of California systems, l Cornell University, Pitzer College and Washington State University. And some have made optional testing permanent.

Boyd said the university and its campus leaders spent six months reviewing optional testing policies, but the process appears to be over. He thanked those who have implemented them over the past two years “to accommodate our students during the COVID pandemic, which has made testing less available.”

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Twitter selling shows us why edtech companies should be accountable to schools https://dcwritersway.org/twitter-selling-shows-us-why-edtech-companies-should-be-accountable-to-schools/ Mon, 09 May 2022 00:20:50 +0000 https://dcwritersway.org/twitter-selling-shows-us-why-edtech-companies-should-be-accountable-to-schools/
Theresa Harrington/EdSource

Fifth-grade students at Allendale Elementary at Oakland Unified use the ST Math computer program.

The recent news that billionaire Elon Musk is planning to buy Twitter shows how even widely used tech companies can be bought, sold, changed or shut down at the whim of their owners. This should be of concern to educators, parents and students: such instabilities affect not just social media giants, but all business platforms, including those that have become, over the past decade, vital infrastructure for the day-to-day running of public schools.

Even before the pandemic accelerated schools’ adoption of third-party platforms for virtual learning, teachers were already relying on these technologies to share assignments (Google Classroom), manage student behavior (ClassDojo), monitor school devices (GoGuardian), assess learning (Kahoot), communicate with families (SeeSaw) and supplement education (Khan Academy). According to a study, in 2019, US districts accessed an average of more than 700 digital platforms each month. Since 2021, this number has doubled.

As educational researchers studying the impact of platform technologies in schools, we find this trend disturbing. Education’s growing reliance on a constellation of technologies controlled by the private sector cedes enormous power to corporations that are unaccountable to the publics schools are meant to serve. And the deeper these platforms are embedded in the life of districts, schools, and classrooms, the more administration, teaching, and learning are tied to the whims of their owners.

In our work with teachers, for example, we often hear complaints when an educational app releases updates that remove favorite features or change its functionality. Such instabilities can thwart a lesson or force teachers to restructure a unit. But the consequences could be even greater with a large company. If, tomorrow, Google decided to offload or shut down its education services, there are few American schools that would not be impacted. And because Google is not accountable to the public education system, these schools would have no recourse but to switch to a different third-party platform which, likewise, offers no guarantee of an engagement. long-term towards the needs of teachers and students – or, it should be noted, the security and privacy of their data.

Hypotheses like this might sound far-fetched, but the idea that Musk would try to buy Twitter also seemed unlikely — until it didn’t. Trusting in the stability and benevolence of private companies in a notoriously volatile sector is a fragile foundation on which to build enduring institutions for equitable public education. We should not be satisfied with this arrangement.

While the size and influence of some platform providers may make alternatives unthinkable, there are steps we can and should take to make edtech accountable to the public schools that rely on it.

In the short term, one can wonder about the role of such platforms in classrooms. Edtech specialists have shown how teachers can use “techno-ethical audits” to assess how the design and use of common technologies might work with or against their educational values ​​or the needs of their students. Likewise, our own research demonstrates how such inquiries can extend to coursework, where students explore the place and power of platform technologies in their own lives. Such tactics allow educators and students to demand the platforms they use rather than accept these technologies as they are.

In the longer term, we can create policies that hold tech companies accountable to the public schools that use them. Changing procurement policies in districts, for example, can put pressure on platform providers to take educators’ concerns about stability, security, and privacy seriously, lest they lose valuable contracts (or the usage data needed to maintain the viability of their products). There is also room for state and federal protections. The European Union’s recently proposed Digital Markets Act and Digital Services Act offer such a model: create oversight of technology mergers and acquisitions that affect public welfare and subjugate large “gatekeeper” platforms. to further examination. While imperfect, these policies provide a starting point for thinking about how we can create leverage so that the privacy and stability of entire school systems cannot be determined by the business decisions of a few private companies.

If that sounds unrealistic, it’s no more drastic than the future that privately controlled tech companies have imagined – where they present themselves as unregulated infrastructure for all of public education. Challenging this vision requires an equally ambitious alternative: one rooted not in growth or profit, or the mercurial ambitions of tech moguls, but in a commitment to education for the common good, and for the autonomy and development of all students.

•••

T.Philip Nichols is an Assistant Professor in the Department of Curriculum and Instruction at Baylor University. Antero Garcia is an Associate Professor in the Graduate School of Education at Stanford University.

The opinions expressed in this commentary are those of the authors. If you would like to submit a comment, please review our guidelines and contact us.

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Nvidia misled investors about impact of crypto mining on its business, SEC says https://dcwritersway.org/nvidia-misled-investors-about-impact-of-crypto-mining-on-its-business-sec-says/ Sat, 07 May 2022 00:53:27 +0000 https://dcwritersway.org/nvidia-misled-investors-about-impact-of-crypto-mining-on-its-business-sec-says/

By Brian Fung, CNN

For years, video gamers have blamed the shortage of PC graphics cards on cryptocurrency enthusiasts, who have scooped up an increasing number of devices to generate digital coins. The pandemic, along with the Trump administration’s tariffs on Chinese imports, have only worsened the situation, driving retail and secondary market prices soaring.

Now, US securities regulators say graphics card giant Nvidia knew cryptocurrency miners had eaten into card sales intended for gaming – and therefore potentially contributing to supply issues – but had illegally hid this fact from investors who repeatedly asked about the impact of crypto mining on Nvidia. game segment.

In a cease and desist order on Friday, the Securities and Exchange Commission said Nvidia would pay $5.5 million to settle allegations of improper disclosure, adding in a statement that the “omissions of material information from the society…were misleading”. Nvidia declined to comment for this story.

The order marks another sign of the SEC’s growing interest in virtual currencies; the agency separately announced this week that it was hiring 20 more people to investigate and prosecute cryptocurrency fraud and cybercrime. It also confirms concerns that PC gamers have been increasingly forced to compete with the cryptocurrency industry as the generation of coins such as Ethereum have become increasingly computationally demanding.

The SEC allegations focus on Nvidia’s quarterly reports in fiscal year 2018, when graphics cards began being used to mine virtual currencies. As the value of currencies such as Ethereum rose, “some NVIDIA sales personnel expressed their belief that much of the increased demand for the company’s gaming products, primarily in China, was driven by the cryptomining,” the SEC order said.

The company’s senior executives have sought to capitalize on that demand with a line of specialized cryptomining-only cards, the SEC wrote, but Nvidia salespeople and internal company estimates have suggested that cryptomining still represents “a important factor in year-over-year gaming revenue growth.

In the company’s quarterly reports, Nvidia reported revenue increases of 52% and 25% for the second and third quarters of 2018, respectively, compared to the same quarters a year earlier, according to the SEC.

“NVIDIA analysts and investors wanted to understand how the company’s gaming revenue was affected by crypto mining and regularly asked senior management how much gaming revenue increased during this period was due to crypto mining,” the SEC wrote. .

But because Nvidia did not mention the role of cryptomining in these numbers – while correctly citing cryptomining in other areas of its report – it gave the misleading impression that Nvidia’s gaming growth was sustainable or organic. , and not because of demand for a volatile digital currency, the SEC said.

“NVIDIA’s disclosure failures have deprived investors of critical information to assess the company’s business in a key market,” Kristina Littman, who heads the SEC’s Crypto Assets and Cyber ​​Unit, said in a statement. . “All issuers, including those seeking opportunities involving emerging technologies, must ensure that their disclosures are timely, complete and accurate.”

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]]> Delaware Investments® Dividend and Income Fund, Inc. Announces Distributions https://dcwritersway.org/delaware-investments-dividend-and-income-fund-inc-announces-distributions/ Wed, 04 May 2022 22:35:00 +0000 https://dcwritersway.org/delaware-investments-dividend-and-income-fund-inc-announces-distributions/

PHILADELPHIA CREAM–(BUSINESS WIRE)–Today, Delaware Investments Dividend and Income Fund, Inc. (the “Fund”), a closed-end fund listed on the New York Stock Exchange and trading under the symbol “DDF”, declared a monthly distribution of $0.0654 per share. The monthly distribution is payable on May 27, 2022 to shareholders of record at the close of business on May 20, 2022. The ex-dividend date will be May 19, 2022.

The Fund is a diversified closed-end fund. The primary investment objective is to seek high current income; capital appreciation is a secondary objective. The Fund seeks to achieve its objectives by investing, under normal circumstances, at least 65% of its total assets in income-producing equity securities, including dividend-paying common stocks, convertible securities, preferred stocks and shares. other equity-related securities, which may include up to 25% in real estate investment trusts (REITs) and real estate operating companies. Up to 35% of the Fund’s total assets may be invested in non-convertible debt securities consisting primarily of high yield, high risk corporate bonds. In addition, the Fund uses leverage techniques with the aim of obtaining a higher return for the Fund. There can be no assurance that the Fund will achieve its investment objectives.

The Fund has implemented a managed distribution policy. Under the policy, the Fund is managed with the objective of generating as many distributions as possible from net investment income and short-term capital gains. The balance of the distribution will then come from long-term capital gains to the extent permitted and, if applicable, return of capital. A return of capital may occur, for example, when some or all of the money you have invested in the Fund is returned to you. A return of capital distribution does not necessarily reflect the performance of the Fund’s investments and should not be confused with “yield” or “income”. Although the Fund may realize capital gains for the current year, these gains may be offset, in whole or in part, by the Fund’s capital loss carryforwards from previous years.

Under the Fund’s managed distribution policy, the Fund pays monthly distributions to common shareholders at a target annual distribution rate of 7.5% of the Fund’s average net asset value (“NAV”) per share. The Fund will calculate the average net asset value per share for the three full months immediately preceding the distribution based on the number of business days in those three months on which the net asset value is calculated. The distribution will be calculated as 7.5% of the average net asset value per share for the preceding three months, divided by 12. The Fund will generally distribute the amounts necessary to satisfy the Fund’s managed distribution policy and the requirements prescribed by the rules on excise tax and sub-chapter M of the Rules of Procedure. Revenue code. This method of distribution is intended to provide shareholders with a steady, but not guaranteed, stream of income and a target annual distribution rate and is intended to reduce any discount between the market price and the net asset value of the common shares of the Fund, but nothing guarantees that the policy will succeed in doing so. The method of determining monthly distributions under the Fund’s Managed Distribution Policy will be reviewed at least annually by the Fund’s Board of Trustees, and the Fund will continue to assess its distribution in light of market conditions. In progress.

You should not draw any inference about the Fund’s investment performance from the amount of such distribution or the terms of the Fund’s managed distribution policy. The amounts and sources of reportable Fund distributions will be estimates and will not be provided for tax reporting purposes. Actual amounts and sources of amounts for tax reporting purposes will depend on the Fund’s investment experience over the remainder of its financial year and may be subject to change as a result of tax regulations. The Fund will send you a Form 1099-DIV for the calendar year which will tell you how to report these distributions for federal income tax purposes.

About Macquarie Asset Management

Macquarie Asset Management is a global asset manager that aims to deliver positive impact to everyone. Recognized by institutions, pension funds, governments and individuals for managing over $545 billion in assets worldwide,1 we provide access to specialist investment expertise across a range of capabilities, including fixed income, equities, multi-asset solutions, private credit, infrastructure, renewable energy, natural assets, real estate and transport financing.

Advisory services are provided by Delaware Management Company, a series of Macquarie Investment Management Business Trust, a registered investment adviser. Macquarie Asset Management is part of Macquarie Group, a diversified financial group providing clients with asset management, financing, banking, advisory and risk and capital solutions for debt, equities and commodities. Founded in 1969, Macquarie Group employs approximately 16,400 people in 31 markets and is listed on the Australian Securities Exchange. For more information on Macquarie’s Delaware Funds®visit delawarefunds.com or call 800 523-1918.

With the exception of Macquarie Bank Limited ABN 46 008 583 542 (“Macquarie Bank”), any Macquarie group entity listed herein is not an authorized depository institution for the purposes of the Banking Act 1959 (Commonwealth of Australia). The obligations of these other Macquarie group entities do not represent deposits or other liabilities of Macquarie Bank. Macquarie Bank does not guarantee or provide any other assurance with respect to the obligations of such other Macquarie group entities. In addition, if this document relates to an investment, (a) the investor is subject to investment risk, including delays in repayment and loss of income and invested capital and (b) none of Macquarie Bank or any other entity within the Macquarie group does not guarantee any rate of return or return on the investment, nor guarantee the return of capital on the investment.

1 As of December 31, 2021

© 2022 Macquarie Management Holdings, Inc.

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Emirates Development Authority reviews its role in delivering financial content for start-ups and small businesses https://dcwritersway.org/emirates-development-authority-reviews-its-role-in-delivering-financial-content-for-start-ups-and-small-businesses/ Sun, 01 May 2022 11:41:08 +0000 https://dcwritersway.org/emirates-development-authority-reviews-its-role-in-delivering-financial-content-for-start-ups-and-small-businesses/

Emirates Development Bank, the CFO of the Economic Diversification and Industrial Transformation Program in the United Arab Emirates, confirmed its continued efforts and achievements to improve financial content for entrepreneurs and start-ups in the United Arab Emirates. And mid-sized businesses, and improving their ability to access financial services through indirect direct financial solutions and digital services.

On Arabian Addition Day, which falls on April 27 each year, the Bank offers integrated solutions to businesses, especially small and medium-sized enterprises, through direct or indirect financing, such as partnership loans. Ensure that entrepreneurs and project leaders have access to complete, secure and fast banking solutions that support their activities 24 hours a day with commercial banks or via the bank’s digital solutions.

Ahmed Al Naqbi, CEO of Emirates Development Bank, said: “Fundraising is one of the pillars of sustainable economic growth. We provide flexible and customized financial solutions for small and medium enterprises that facilitate access to corporate finance solutions as part of our commitment to creating a favorable business environment and as part of Development Banking’s mission, to enable these companies to expand their activities, accelerate their growth and accelerate sustainable economic growth. Also contributes to the improvement of the role.
Al Naqbi added: “Emirates Development Bank has made significant achievements in the first year of implementing its new strategy, contributing to improved financial content, placing small and medium enterprises at the forefront of its priorities. .SMEs first and foremost launches a digital app for easy and fast access to banking services for small and medium enterprises and partnerships with businesses to ensure that banks finance small and medium enterprises and develop financial solutions that support business recovery after government 19 epidemic Improve specialized development performance to assess businesses and projects that seek funding based on growth GDP growth, job creation Impact such as their potential contribution to the sector, the national added value, access to their sector and to the resources financials, as well as other criteria such as risk and profit accounts commonly used by commercial banks for valuation.
Last September, the bank launched its digital solutions that allow start-ups and small and medium-sized businesses to unlock the IBAN in a few minutes, and its implementation is done in 48 hours with no minimum balance, while offering digital banking services. 24 hours a day.
The Bank has launched the “Sanath” initiative worth 100 million dirhams to finance small and medium-sized enterprises owned and managed by Emirati citizens and to accelerate their growth after the government-19, as financial demands are met within five years. Working days and the process of financial evaluation mainly depends on the financial performance of companies in 2019 (before the government), which also takes into account the financial performance of these companies for 2020 and 2021, taking into account the use of relaxation requirements. .
Arab Fundraising Day was launched in 2016 by the Board of Governors of Arab Central Banks and Monetary Institutions. The Council adopted April 27 each year to celebrate this event, setting key goals that support sustainable economic growth. , Job creation and promotion of social justice.

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TC Energy wants to help bring nuclear power to the oil sands https://dcwritersway.org/tc-energy-wants-to-help-bring-nuclear-power-to-the-oil-sands/ Fri, 29 Apr 2022 21:28:50 +0000 https://dcwritersway.org/tc-energy-wants-to-help-bring-nuclear-power-to-the-oil-sands/

CALGARY – The head of Canadian pipeline giant TC Energy Corp. says the company sees a future opportunity to get involved in providing small-scale nuclear power for Alberta’s oil sands.

Chief Executive Francois Poirier told analysts on a conference call on Friday that TC Energy believes the oil sands is “an excellent use case” for small modular nuclear reactors, or SMRs.

He pointed out that the company already owns a 48.4% stake in Ontario nuclear generation company Bruce Power, which would make TC Energy’s entry into the SMR space a logical step.

“We have the technical expertise to develop and evaluate these technologies, but I think it’s just as important that we have commercial relationships with oil sands producers. We have all the surrounding and supporting infrastructure in place to meet their steam and power needs,” Poirier said Friday.

TC Energy has repeatedly stated that it believes “all forms of energy” will be needed in the coming decades to meet growing global energy demand and concerns about energy security.

The company also strives to reduce its greenhouse gas emissions. Earlier this week it announced plans to evaluate a hydrogen production center in Crossfield, Alberta, and last week it announced a collaboration with GreenGasUSA to develop a renewable natural gas network or centers ( GNR) in the United States.

TC Energy is also actively pursuing potential contracts and investment opportunities in wind, solar and energy storage projects to meet the electricity needs of the U.S. portion of the Keystone Pipeline System and to supply renewable energy to North American industrial, oil and gas sectors.

Poirier suggested on Friday that nuclear could be the next step in that process for the company, although it won’t happen this decade.

“The technology must be proven. And in our view, oil sands producers should purchase common technology in order to have the expertise required to operate and maintain a fleet for these purposes. This is all going to take time,” he said. “So we see this more as an opportunity for the 2030s than for the second half of the 2020s.”

According to the federal government, which invests in small, modular nuclear research in the belief that it has the potential to help Canada meet its climate goals, the technology has the potential to replace conventional coal-fired and combustible electricity generation. fossils and to replace the use of fossil fuels. fuels in heavy industrial applications.

The Oil Sands Pathways to Net Zero initiative, an alliance of Canada’s largest oil sands companies, has also proposed accelerating the application of small-scale nuclear reactors as part of its plan to achieve net zero emissions. zero carbon from oil sands production by 2050.

Poirier’s comments on nuclear power came on the same day TC Energy said it earned $358 million in the first quarter, compared to a loss of $1.06 billion in the same quarter last year when it reported. picked up a charge related to the cancellation of its controversial Keystone XL project.

The company said earnings were 36 cents per share for the three months ended March 31, compared with a loss of $1.11 per share in the first three months of 2021.

Revenue for the three-month period totaled $3.5 billion, up from $3.38 billion a year earlier.

TC Energy said comparable earnings for the quarter were $1.12 per share, down from comparable earnings of $1.16 per share a year earlier.

Analysts on average had expected earnings of $1.11 per share for the quarter, according to financial markets data firm Refinitiv.

In its outlook, TC Energy said it expects capital spending this year to be around $7 billion, up from an earlier forecast of around $6.5 billion. , primarily due to higher costs for the NGTL system.

TC Energy’s stock price closed down $3.72, or 5.19%, to settle at $67.95 on the Toronto Stock Exchange on Friday.

This report from The Canadian Press was first published on April 29, 2022.

Companies in this story: (TSX: TRP)

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Any thoughts on mute? Study: Remote meetings inhibit brainstorming https://dcwritersway.org/any-thoughts-on-mute-study-remote-meetings-inhibit-brainstorming/ Wed, 27 Apr 2022 15:00:06 +0000 https://dcwritersway.org/any-thoughts-on-mute-study-remote-meetings-inhibit-brainstorming/

Video meetings dampen brainstorming because we’re so focused on the face in that box that we don’t let our eyes and minds wander as much, according to a new study.

Looking is not good for creativity. While it’s rude to stare at someone in real life, it’s normal during a video call, the researchers said.

However, when it comes to evaluating these new ideas, this focus, at least in one-on-one discussions, seems to make remote meetings slightly better than in-person discussions, according to Wednesday’s study. in the journal Nature.

The researchers observed 745 pairs of engineers in five different countries trying to come up with creative ideas for using a Frisbee or bubble wrap. Those in the same room generated one more idea on average, about 17% more than those in remote meetings. And those in-person ideas were judged by outside experts to be more creative, according to the study.

Study author Melanie Brucks, a professor of applied psychology at Columbia University’s business school, said that was the result she expected, but not the reason she was was waiting there.

At first, she thought it must have been social and physical distancing — maybe the two people just didn’t connect as well or people didn’t know who was talking when. But several different social connectivity tests found that remote meeting pairs connected with each other the same way people in the same room did.

Then the eyes betrayed him. When Brucks tracked eye movement, she found that people in the same room looked away more often, looking around. But the remote meeting pairs did not.

“They were too focused on the task at hand and it made them narrower in their thinking,” Brucks said – in a Zoom interview.

It makes sense because faces grab our attention, said Georgetown University psychology professor Adam Green, who was not part of the research.

“Faces really matter to our brains, and we spend a lot of attention looking at faces,” said Green, president of the Society for the Neuroscience of Creativity. “When we’re with someone in person, it’s not considered polite to look directly at their face for an extended period of time.”

Remote meetings work differently, Brucks said.

“It’s not that Zoom is bad, everything is worse. It seems (the problem) is unique to the more generative creative process,” Brucks said.

When evaluating these options, engineers in the remote meeting picked the best choice — judged by a team of outside experts — slightly more than those in person, according to the study.

The experiment started before the pandemic and was carried out using WebEx with a company in offices in Portugal, Israel, Finland, Hungary and India. The results were pretty much the same from place to place.

“When I reflect on Zoom now, I turn off my camera,” Brucks said. She notes that it’s no different than talking on the phone, except she makes a personal connection starting with the camera on.

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Follow Seth Borenstein on Twitter: @borenbears

___

The Associated Press Health and Science Department is supported by the Howard Hughes Medical Institute Department of Science Education. The AP is solely responsible for all content.

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PTTOR invests in Laotian logistics https://dcwritersway.org/pttor-invests-in-laotian-logistics/ Mon, 25 Apr 2022 14:48:49 +0000 https://dcwritersway.org/pttor-invests-in-laotian-logistics/

Two major Lao and Thai fuel operators, PTL Holding Co Ltd (PTLH) and PTT Oil and Retail Business Pcl (PTTOR), have signed a Memorandum of Understanding on joint development and potential investment in a fuel tank farm and logistics operation at the Vientiane Logistics Park in the capital of Laos.

The deal was signed in Vientiane last week by PTTOR’s senior executive vice president for international marketing, Songpon Thepnumsommanus, and PTLH CEO, Chanthone Sitthixay.

PTLH and PTTOR have decided to enter into the MoU as both parties wish to explore opportunities and develop potential collaboration in relation to joint investment in the industrial zone known as Vientiane Logistics Park, which is located in the village from Dongphosy, Hadxaifong District, Vientiane, Laos.

PTLH and PTTOR would like to jointly conduct work, cooperation and feasibility studies in logistics, trade and oil supply from Thailand to Laos and South China, and other areas agreed by both parts.

The Memorandum of Understanding records the “understanding and fundamental principles” established by the parties to study, assess and assess the feasibility and potential for joint development of the project. Both parties and their affiliates will cooperate “in good faith” and will fully discharge their obligations for the effectiveness of the MoU.

The MoU will be a frame of reference for jointly conducting work, cooperation and feasibility studies and similar forms of cooperation to assess the feasibility and potential development of the project with respect to investment aspects. , financial, commercial, legal and related.

Part of the PTLH, Petroleum Trading Lao Public Co (PetroTrade) was founded in 2008 with the vision of providing quality oil at a fair price in all areas for a better quality of life. This inspiration came from the first-hand experiences of the founder, who realized that access to fuel in remote areas is usually a problem and causes significant economic damage.

PetroTrade was registered as a public company and listed on the Laos Securities Exchange (LSX) in 2014 to attract Lao and foreign investors as shareholders, becoming the first local company in the petroleum sector to be listed on the stock exchange.

It envisions future opportunities where economic competition will become much more intense due to the implementation of the ASEAN Economic Community (AEC) and the increase in domestic energy consumption in response to government policy. aimed at stimulating national economic growth and transforming Laos from a landlocked country into a land hub of the region.

It is the second private oil company in Laos to have a modern oil quality monitoring laboratory, accredited by ISO 9001:2015, ISO 14001:2015 and OHSAS 18001:2015.

VIENTIANE TIMES/ASIAN NEWS NETWORK

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Remarks by Deputy Secretary of Defense Dr. Kathleen H. Hicks at Harvard Business School’s Technology and National Security Conference (pre-recorded) (as delivered) https://dcwritersway.org/remarks-by-deputy-secretary-of-defense-dr-kathleen-h-hicks-at-harvard-business-schools-technology-and-national-security-conference-pre-recorded-as-delivered/ Sat, 23 Apr 2022 20:37:25 +0000 https://dcwritersway.org/remarks-by-deputy-secretary-of-defense-dr-kathleen-h-hicks-at-harvard-business-schools-technology-and-national-security-conference-pre-recorded-as-delivered/

Thank you for this presentation. It’s great to join Harvard Business School’s Technology and National Security Conference. Special thanks to the Aerospace Club of HBS and the Defense Technical Club of MIT for hosting this conference.

This morning, I would like to talk to you about the external threats facing the Department, some internal challenges we face, and how we are leveraging innovation and technology to address these issues.

If you read the news or browse virtually any social media platform, you know that the United States faces a number of security challenges today.

The Ukrainian people are at the forefront in our minds. Russia poses an acute threat to the world order, with its unprovoked invasion and brutal tactics.

But even as we face Russian activities, the National Defense Strategy identifies the People’s Republic of China as our most important strategic competitor. The PRC has the military, technological and economic potential to challenge the international system and US interests within it for decades.

We also face other persistent threats, including those emanating from North Korea, Iran and violent extremist organizations.

Defense innovation – bringing together concepts, technologies and tactics to solve military problems – is key to meeting this challenge. Our just released FY2023 budget request does just that.

At the Department of Defense, much of the warfighter’s toolkit is cultivated through what we call “research, development, test and evaluation,” or RDT&E. To ensure we develop the tools and capabilities our women and men in uniform need for the future, we are calling on Congress to invest more than $130 billion in RDT&E – it is the biggest investment ever achieved in this category.

We seek to invest nearly $28 billion in space capabilities, such as resilient space architectures and improved command and control systems.

We are also requesting over $11 billion for activities in cyberspace. This will protect DoD information systems from cyberattacks, help defend our critical infrastructure, and enhance our cyber toolkit – all within the limits of the rule of law and existing legal frameworks.

And we’ve also requested funding for a number of artificial intelligence-related efforts, including the creation of the Office of the Chief Digital and Artificial Intelligence Officer. This position will be focused on speed – and ensuring we have the right processes and organization in place to leverage AI and data. This helps the department advance a host of different combat concepts and capabilities.

In addition to addressing external challenges, leveraging technology and innovation also helps the DoD manage its own internal processes.

With a workforce of more than 2.9 million people operating at approximately 4,800 sites in 160 countries – by any measure – the DoD is a large and complex entity. In fact, almost every job or career path that exists in the private sector probably also exists in the Department of Defense.

To manage an organization of this size, we actively seek digital and analytical solutions.

For example, at the DoD, we know that we must do our part to reduce greenhouse gas emissions in order to fight climate change. To assess the options available to us, we need to better understand how and where we use energy.

So we strive to establish data links to provide enterprise-wide visibility into real-time or near-real-time demand for electricity, natural gas, and water. Amazingly, we don’t have that capability today. So we do that now, down to individual installations and operational platforms.

This will allow us to better measure and manage energy consumption, determine where we are and track our progress.

Not only will this generate greater energy efficiency and combat climate change, but it will also reduce costs and make our forces more agile in the field.

As another example, we deployed a new federal electronic health record at the Department of Defense called MHS GENESIS. It is currently deployed at over 1,300 DoD sites with approximately 95,000 active users to date.

MHS GENESIS replaces several legacy electronic health record systems.


In addition to reducing costs, this improves access to health information not only in the military, but also in the Department of Veterans Affairs and other non-military health care organizations.

It provides greater flexibility and adaptability to respond to events such as pandemics and natural disasters. It also provides near real-time clinical decision support, including patient data aggregation.

Whether supporting our combatants in today’s challenging threat environment or creating efficiencies across the department, the DoD requires a highly skilled military and civilian workforce. qualified. We need people to support rapidly evolving fields, from nanotechnology to robotics. And we need people with digital skills, including data scientists, software developers, and machine learning experts.

Beyond talent, the Department is also looking for ways to work alongside American companies. The American private sector is undoubtedly one of our greatest comparative advantages. If the DoD wants to innovate successfully, we’re going to have to work with commercial companies and private research entities.

We know working with the Department can be difficult and often frustrating. The DoD has a multitude of processes and requirements that can be onerous. We know this and are taking steps to reduce barriers to working with us.

For example, the Department leverages various acquisition authorities that provide us with the flexibility to adopt and integrate best business practices – as well as access innovative companies with which we may not have had be not traditionally worked in the past.

Additionally, we are focused on expanding our work with small businesses, which are critical to our national security. So we’re increasing education and training opportunities at DoD Supply Technical Assistance Centers, located in the United States. We also encourage small businesses to enroll in our Mentor – Protégé program. And we rely on our small business innovation research and small business technology transfer programs to drive new capabilities.

Whether you have the skills the Department is looking for or you are a business that wants to work alongside the Department, we just launched a new website to help you navigate the Department of Defense – www.ctoinnovation.mil. This page is meant to be a one-stop-shop with links to different career paths, internships and opportunities for individuals and a map of the DoD ecosystem for companies interested in the innovative work we do. Our goal is to provide those looking to work with and for the Department with the information you need – and in true DevOps style, our team is looking for your user feedback.

Events like this conference are extremely important to our national security. Cross-cutting discussions, with perspectives from U.S. government officials as well as representatives from the private sector and academia, not only build understanding and trust, but hopefully lead to better outcomes for all.

Again, thanks to the Aerospace Club at HBS and the MIT Defense Tech Club for hosting. I hope you enjoy the rest of the lecture.

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Navidea Biopharmaceuticals Announces Updated Third-Party Asset Evaluation of Tilmanocept Tc99m for Rheumatoid Arthritis Indications for US and European Markets https://dcwritersway.org/navidea-biopharmaceuticals-announces-updated-third-party-asset-evaluation-of-tilmanocept-tc99m-for-rheumatoid-arthritis-indications-for-us-and-european-markets/ Wed, 20 Apr 2022 11:08:28 +0000 https://dcwritersway.org/navidea-biopharmaceuticals-announces-updated-third-party-asset-evaluation-of-tilmanocept-tc99m-for-rheumatoid-arthritis-indications-for-us-and-european-markets/

DUBLIN, Ohio–(BUSINESS WIRE)–Navidea Biopharmaceuticals (NYSE American: NAVB) (“Navidea” or the “Company”), a company specializing in the development of precision immunodiagnostic agents and immunotherapies, has today announced the results of an updated third-party asset evaluation of its rheumatoid arthritis (“RA”) diagnostic product candidate for the US and European markets.

The Company has engaged independent third-party valuation firm, LifeSci Consulting (LifeSci Partners), to perform a US-focused primary market research valuation and EU secondary market analysis of its pipeline product advanced Tc99m tilmanocept for the prediction of treatment efficacy of tumor necrosis factor alpha (“TNFα”) anti-treatment in RA. A summary of the valuation report and the assumptions on which it is based is available on the Company’s website, www.navidea.com. The US market assessment was updated from the December 2021 press release using primary information from academic rheumatologists and high-volume healthcare providers obtained through questionnaires and interviews (primary research).

The Company is continuing its Tc99m imaging evaluation program tilmanocept, a radiopharmaceutical that selectively targets the CD206 receptor expressed on activated macrophages, for indications in RA. A previously completed Phase 2B study demonstrated results supporting the hypotheses that tilmanocept Tc99m imaging can provide robust quantitative imaging in healthy controls and in patients with active RA, and that this imaging can provide an early indicator of treatment efficacy in patients with active RA. The Company’s active Phase 3 trial will evaluate the ability of tilmanocept Tc99m imaging to serve as an early predictor of treatment response in RA patients transitioning to anti-TNFα therapy.

The valuation report used cited research and assumptions believed to be consistent with industry best practice. Under the base assumptions discussed in the report, the peak of combined US and EU sales could reach $1.2 billion per year, and in the bullish scenario, the peak of annual sales in the US and in the EU could reach $2.6 billion. Comments from rheumatologists included recognition of the need for a tool that would predict treatment response. Opportunities for added value include possible extension of indications to other classes of RA treatments, registration of Tc99m tilmanocept imaging as a biomarker of activated macrophages in the joints of RA patients, and expansion into other geographical areas.

Dr. Michael Rosol, Chief Medical Officer of Navidea, said: “This report provides an updated independent assessment of the potential commercial value of tilmanocept Tc99m in the US and European markets. As with our previous release, we present this in the spirit of transparency, while giving investors insight into the company’s internal rigor in evaluating product pipeline investments. Dr. Rosol continued, “We believe we are well on our way to providing a valuable tool to address a significant unmet medical need in RA patients. Success would mean that we can provide rheumatologists and people with RA with a non-invasive, quantifiable and early indicator of whether or not anti-TNFα treatment is working. This could bring huge benefits to these patients by helping doctors get them on the right path to treatment much sooner than is possible today.

About Navidea

Navidea Biopharmaceuticals, Inc. (NYSE American: NAVB) is a biopharmaceutical company focused on the development of precision immunodiagnostic agents and immunotherapies. Navidea is developing several precision-targeted products based on its Manocept™ platform to improve patient care by identifying sites and pathways of disease and enabling better diagnostic accuracy, clinical decision-making and targeted treatment. Navidea’s Manocept platform relies on the ability to specifically target the CD206 mannose receptor expressed on activated macrophages. The Manocept platform serves as the molecular backbone of tilmanocept Tc99m, the first product developed and marketed by Navidea based on the platform. Navidea’s strategy is to deliver superior growth and shareholder return by bringing new products to market and advancing the company’s pipeline through global partnership and marketing efforts. For more information, visit www.navidea.com.

Forward-looking statements

This press release contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. We have based these forward-looking statements largely on our current expectations and projections regarding future events and financial trends affecting the financial condition of our business. Forward-looking statements include our expectations regarding pending litigation and other matters. These forward-looking statements are subject to a number of risks, uncertainties and assumptions, including, among others: our history of operating losses and the uncertainty of future profitability; the fact that LifeSci Partners’ evaluation of our Tc99m tilmanocept pipeline product is subject to and based on numerous assumptions regarding the commercial success of the product, the expected associated costs and the outcome of various risks, including the outcome of clinical trials, which could affect the timing of revenues, among other assumptions, that actual results may differ from these assumptions, resulting in variations from the possible results set forth in the valuation report; the final outcome of any pending litigation; our ability to successfully complete the research and further development of our drug candidates; the timing, cost and uncertainty of obtaining regulatory approvals for our drug candidates; our ability to successfully commercialize our drug candidates; reliance on royalty and grant income; our ability to implement our growth strategy; anticipated trends in our business; our limited product range and distribution channels; technological advances and the development of new competitive products; our ability to comply with NYSE American continuous listing standards; our ability to maintain effective internal control over financial reporting; the impact of the current coronavirus pandemic; and other risk factors detailed in our most recent Annual Report on Form 10-K and other filings with the SEC. You are urged to carefully review and consider the information contained in our filings with the SEC, which are available at http://www.sec.gov or at http://ir.navidea.com.

Investors are urged to review statements that include the words “will”, “may”, “could”, “should”, “plan”, “continue”, “designed”, “objective”, “expect”, ” future”, “believe”, “intend”, “expect”, “anticipate”, “estimate”, “project” and similar expressions, as well as the negatives of these words or other comparable words , are uncertain forward-looking statements.

You are cautioned not to place undue reliance on forward-looking statements, any of which may prove to be incorrect. We undertake no obligation to publicly update or revise any forward-looking statements, whether as a result of new information, future events or otherwise after the date of this report. In light of these risks and uncertainties, the forward-looking events and circumstances discussed in this report may not occur and actual results could differ materially from those anticipated or implied by the forward-looking statements.

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