This story is featured in the new issue of Collective Impact, sent digitally to all U of T Engineering alumni.

U of T Engineering researchers and many of our alumni are at the forefront of global innovation. This fact is not lost on alumna Lauren Wu (IndE 9T4), who cites the constant flow of exciting, new and revolutionary developments as a key reason for her longstanding support of the University.

It makes me a proud graduate, and it certainly encourages me to remain involved with the school, she says.

Wu, who currently lives in San Francisco with her husband, David Liu, and their two children, has generously supported U of T Engineering in many ways. She made a gift to name a project room for students in the Myhal Centre for Engineering Innovation & Entrepreneurship and is now in the midst of establishing two endowed undergraduate engineering scholarships. Wu also helped facilitate a donation from her parents to benefit the Toronto COVID-19 Action Fund, launched by U of T to help University and hospital researchers find solutions to the global crisis.

The Faculty recently had a chance to catch up with Wu to discuss all the ways that she has remained an engaged and inspiring member of the U of T Engineering alumni community.

Is there a U of T Engineering alumna/alumnus/professor who inspired you to stay involved with Skule?

Lauren Wu (LW): On the academic front, two professors stand out: Dr. Judy Farvolden (executive director of the University of Toronto Transportation Research Institute) and the late Dr. JGC Templeton (IndE). They both inspired me and provided me with valuable opportunities that enriched my academic experience.

On the professional side, it was U of T Industrial Engineering alumnus Michael Bell (IndE 8T4), who reached out to me in my graduating year to invite me to apply for a business analyst position at McKinsey & Co. a company I had never heard of in a profession (management consultant) that was unknown to me. Working at McKinsey & Co. was instrumental in furthering my career and personal development.

I am forever grateful to all three.

You were an early member of the U of T Engineering CONNECT alumni network. Why? And how has it benefited you as an alumna?

LW: One of U of Ts many strengths is its extensive and valuable alumni network. I joined CONNECT to keep in touch with the professors and students I met at Skule, and also to make myself available to others who wanted to reach out to me.

Why should alumni remain involved with U of T Engineering?

LW: My parents always say its imperative to give back to ones academic institutions, the community, etc. I benefited greatly from attending U of T, so its only appropriate that I remain involved to see how I can pay it forward. I encourage others to do the same.

The reverse is also true: you can continue to benefit from staying in touch with U of T Engineering even if you are no longer studying there. U of T Engineering could inspire your next big idea, provide a fertile ground for hiring great employees and put you in touch with like-minded individuals who can further your career.

You helped facilitate a generous gift from your parents to further the Universitys COVID-19 research. What made you want to support this specific initiative?

LW: We need the best and the brightest to develop effective treatments as soon as possible, and U of T is well equipped to tackle the challenge.

What is the most important thing you took away from your engineering degree?

LW: The most important thing I learned from my engineering degree is problem solving and its application to real world problems. Given the complexity and interconnectedness of todays issues, its imperative that we learn how to think and act critically and deconstruct otherwise unsolvable challenges. U of T Engineering provided me ample opportunities to practice and hone these skills.

Interested in supporting the Faculty of Applied Science & Engineering? Visit ourSupport Our Projectspage of contactKristin.Philpot@utoronto.ca

Continued here:
Collective Impact: U of T Engineering's world-class research inspires alumna Lauren Wu to stay involved - U of T Engineering News

The effect of the Covid-19 outbreak on the Soft Skills Management industry, involving possible opportunities and challenges, drivers and risks, is also investigated and evaluated in this study. Based on various scenarios (optimistic, pessimistic, very optimistic, most likely, etc.), we present the impact assessment of the Covid-19 effects on Soft Skills Management maker and market growth forecast 2020-2026.

A detailed analysis of global Soft Skills Management market size, regional and country market size, market segmentation growth , market share, competitive landscape, sales analysis, impact of domestic and global market players, value chain analysis, trade regulations, recent developments, opportunities analysis, strategic market growth analysis, product launches, area marketplace analysis is provided in the Soft Skills Management market report.

Global Soft Skills Management Market research analyzes vital geographical regions, provides an in-depth evaluation including key market trends according to their growth, upcoming technologies, industry drivers, challenges, regulatory policies, key players profiles.

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NIIT Limited D2L Corporation Skill Key Interactive, LLC Global Training Solutions, Inc. New Horizons Worldwide, LLC. Tata Interactive Systems Cengage Learning, Inc VitalSmarts Skillsoft Corporation The Insights Group Ltd. Pearson PLC Computer Generated Solutions, Inc. QA Ltd. edX, Inc. Articulate Global, Inc. Interaction Associates, Inc. Wilson Learning Worldwide

Key Questioned answered in Market report:

Soft Skills Management Market Segmentation

Soft Skills Management Market Segment by Application, covers:

Banking, Financial Services & Insurance (BFSI) Manufacturing Hospitality IT & Telecom Education Retail Media & Entertainment Others

Soft Skills Management Market Fragment by Types can be classified into:

Management & Leadership Administration & Secretarial Communication & Productivity Personal Development Others

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In this report, the years considered to estimate the global market size of Soft Skills Management are following: Historical Year: 2015-2018 Base Year: 2019 Estimated Year: 2020 Forecast Year 2020 to 2026

The research process involved the study of various factors affecting the Soft Skills Management industry, including the government policy, market environment, competitive landscape, historical data, key tecnological advancement and current trends shaping the market, present development trends in the market, and the technical progress in related industry, and market risks, opportunities, market barriers and challenges.

Global Soft Skills Management Market Details Based On Regions

Soft Skills Management Market in North America (USA, Canada and Mexico).

Europe Soft Skills Management Market(Germany, France, UK, Russia and Italy).

Soft Skills Management Market in Asia-Pacific (China, Japan, Korea, India and South-east Asia).

Latin America Soft Skills Management Market, Middle and Africa.

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Liverpool Football Clubs official charity, LFC Foundation, is partnering with national childrens charity Action for Children to launch a new youth mental health programme in local schools.

The On-Target programme will support and improve the mental health and wellbeing of young people in secondary schools across the Liverpool City Region.

The need for this programme is evident now more than ever amid the coronavirus pandemic, with a recent YouGov survey of over 2,000 parents by Action for Children highlighting that 36 per cent of parents* worry that their children are feeling isolated, lonely, anxious, or unable to sleep.

In addition, 83 per cent** of children with a history of mental health report that the pandemic has made their mental health worse.

The On-Target programme will work with small groups of young people who have been identified through questionnaire assessment to be most in need of support. Through a number of engaging workshops, the new project will provide basic support and knowledge to a wide range of young people, in particular focusing on three key areas: understanding and empathy about mental health, coping strategies and self-care, and the importance of talking and dealing with mental health concerns.

The personal development, communication and teamwork and relationship building workshops will be delivered by LFC Foundation staff and the other aspects of the project, including cognitive behavioural and person-centred intervention, will be delivered by a specialist Action for Children support worker.

LFC Foundations mental health manager will oversee all aspects of the programme to ensure the highest quality delivery is provided alongside the creation of key networks and referral partners to offer the best possible support for the young people.

Matt Parish, director of LFC Foundation, said: The need for a project like On-Target is clear, and by working in partnership with Action for Children in local secondary schools we will provide young people across the city region with the support they need to help improve their mental health.

Early intervention in childrens mental health is key and this new programme will be really important in equipping young people with the knowledge they need to understand their own mental health as well as the confidence to discuss it openly and seek support when needed.

We are committed to the promotion of mental health across all of our programmes and have invested in a number of new projects as part of our mental health strategy to continue to increase our resources and provision.

We are looking forward to starting this new programme and working alongside the dedicated and knowledgeable Action for Children team to make a real difference to our local young people.

Carol Iddon, deputy CEO of Action for Children, added: We are incredibly excited to be working with LFC Foundation in getting On-Target launched into local schools.

At Action for Children, our frontline staff work tirelessly to support children and young people on their journey to better mental health and in the wake of COVID-19, it is needed now more than ever.

Its great to see LFC Foundation is so committed to working with us in bringing our vital On-Target programme to those young people across the city that need it most.

*YouGov Plc 2020 All figures, unless otherwise stated, are from YouGov Plc. Total sample size was 8439 adults of which 2001 were parents of children aged 18 or under. Fieldwork was undertaken between 16 22 June 2020. The survey was carried out online. The figures have been weighted and are representative of all GB adults (aged 18+)

**Young Minds Coronavirus Report 2020 - https://youngminds.org.uk/media/3904/coronavirus-report-summer-2020-final.pdf

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LFC Foundation and Action for Children launch new mental health programme - Liverpool FC

Few can argue that personal health is of utmost importance. Of course, physically, there are numerous benefits to sustaining a consistent workout routine.

(Newswire.net -- October 22, 2020) -- Few can argue that personal health is of utmost importance. Of course, physically, there are numerous benefits to sustaining a consistent workout routine, including bone and muscle strengthening, improved sleep, weight management, and much more. However, aside from those, regular exercise helps to improve body confidence and self-perception. In turn, enhanced self-esteem will prove fruitful while dating. So, lets take a look at the benefits of exercise in relation to dating.

Over the last few years, the figures relating to gym attendances have risen. According to Wellness Creative, over one in five Americans are members of at least one health club or studio. Additionally, a further nine million non-members also utilize the establishments for a yearly average of 24 days. This increase has seen the US health club industry cater to the demands of 71.5 million people. From a dating standpoint, this ever-growing popularity is a testament to the attraction of workout routines. Due to the fact that its become a part of daily life among many Americans, this potentially-shared interest provides a foundation to build on.

Source: Unsplash

For many people, mutual enjoyment of exercise and fitness may be a must on their relationship checklist. Although this categorized approach may not be for everyone, factors like compatibility are pivotal when seeking a relationship. Through adopting a personalized criterion, it highlights the importance of particular dating must-haves. As such, this brings to the forefront the need to share similar hobbies, which is where attending the gym could be the catalyst in finding common ground. Even though this method could be seen as restrictive, embracing the need for a list is subjective. That said, for someone with set preferences on age, attractiveness, and height, for example, it can provide clarity.

From an individual perspective, immersing yourself in a regular workout routine can inadvertently help in the intimidating world of dating. Given that it has changed significantly following the rise of digitalization, a greater emphasis is now placedon self-expression, according to a report by The List. In many ways, the ability to showcase your personality is relative to self-confidence. This is where fitness comes into play.

Source: Unsplash

Along with the physical advantages of keeping fit and healthy, there are an array of mental benefits that go hand-in-hand with self-care. As per an article at Jazzercise, exercise can help to boost confidence levels in multiple ways. One of the primary examples of this relates to self-image. Given that confidence is somewhat relative to body perception within modern-day society, personal development from a physique standpoint can enhance self-esteem. When dating, this will likely have a subsequent effect on self-expression.

While, of course, numerous factors can determine the success of a relationship, there are definite benefits to working out throughout your search for romance. Fundamentally, along with potentially providing the foundations of a mutual interest, the personal advantages shouldnt be overlooked. If you feel good about yourself, then that will translate throughout your date.

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Exercise and Fitness: How They're Beneficial From a Dating Standpoint - Newswire

In order to offer the possibility of acquiring products and services that can offer a more connected life, Oi officially presented yesterday in Rio de Janeiro his latest bet, Oi Place.

Seen as part of Ois strategy to transform the company into a mainstream brand of content, services and products, the operators official market has arrived with offers on more than 50 products, including discounts on tablets, mesh routers and more.

Also according to the company, the product catalog includes more than 3000 options available, including products from well-known Brazilian brands such as Samsung, Nokia, Motorola, Microsoft, Xiaomi, Intelbras, Dlink, Tp-Link, Multilaser, Pixel TI, TecNeo, among others.

Our idea goes beyond the sale of products. We want to offer a curatorship to improve the digital life of the customer, with complete connectivity solutions. Today, we have already connected more than 1.8 million customers with Oi Fibra, which is the countrys fastest growing fiber optic internet. And now, with Oi Place, we also offer products which, together with the speed and stability of the connection, will ensure a truly complete experience, says Roberto Guenzburger, Director of Consumer and Commercial Marketing at Oi.

In parallel with the marketplace presented, the company has also formalized the advantage club Oi + Alegria, in partnership with EasyLive and which promises to bring benefits to the customer, who can offer discounts of up to 70% on products and services without the need to accumulate points. . An interesting point is that the program (which has three Gold, Silver or Bronze classifications) offers not only products but also services like online personal trainer and nutritionist, personal development courses, in addition to games, newspapers, magazines and digital books.

Finally, we also have information related to Oi Play, a service to offer content via streaming that can be purchased with service packages from the operator, after revealing the extension up to 60 channels, including names known as Discovery Kids, Discovery Unique, Noggin, ESPN, FOX, HBO, Telecine, CN J, EI Plus and Paramount +.

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Oi Place advertised as a store to offer connected products and services re:Jerusalem - re:Jerusalem

COMFORT, Texas--(BUSINESS WIRE)--The COVID-19 pandemic impacted education and all associated activities including student service programs. However, service has never been more important and school service programs are adapting to COVID-19 changes by offering more indirect service opportunities, expanding the types of service accepted by their school or districts, and a stronger focus on social-emotional development.

Before COVID-19, schools and districts across the United States had robust service programs where students were encouraged and often required to participate in community service during their high school years. COVID-19 forced service programs to adapt to the changing landscape while continuing to engage their students in life changing service.

Service leaders were surveyed at the end of the spring semester and again at the beginning of this fall semester to understand the impact of COVID-19 on school service programs. In the spring about 15% of service leaders reported that they were going to decrease their service requirement for the fall, while this fall 39% reported that they did decrease their hours requirement. In both the spring and the summer approximately 30% of service leaders said they were not changing their service program, while 70% reported they were making modifications. While service may be changing, it is still a vital element of a students education.

As states and districts across the country made decisions on how school was going to take place in the fall, leaders were also considering the changes necessary to maintain their service program and encourage personal development within students while keeping them safe. x2VOL hosted a discussion among service leaders in September to discuss the changes COVID-19 had on their service programs.

As a part of the modifications made to service programs, service leaders adapted their service programs a few ways:

We are seeing that students are more motivated than ever to serve in their communities, said Michele Pitman, Founder and CEO of intelliVOL. With todays technology, service programs are able to adapt to the changing conditions so they can continue to engage students in service and growth during this time.

In a recent article, Pitman expands on the impact that COVID-19 has had on private and public schools across the country, how they are modifying their service programs, and how students are adapting to the changes.

During COVID-19, service hasnt stopped. Although students have transitioned to distance learning or learning from home during this pandemic, they are finding creative ways to participate in service from home such as hosting virtual 5ks to benefit local organizations and causes, taking part in advocacy as service, and growing closer with their families by serving at home and taking on more responsibility in their households. Additional online and socially distant service opportunities for students can be found on the x2VOL Blog.

In the midst of the COVID-19 pandemic, x2VOL announced that they recorded over 50 million student service hours, which created a $1.25 Billion economic impact* further proving students passion for their communities and serving others.

About intelliVOL

x2VOL by intelliVOL is an award-winning tracking and reporting platform for student service hours used by private and public schools and districts nationwide to customize service goals, centralize service hours, and provide diverse service opportunities. x2VOL provides students with an online and mobile way to track and report service hours specific to the goals of their school while engaging them with local nonprofits. Service records are authenticated and verified for each student and can be attached to their college applications, scholarship applications, or resumes. x2VOL is the most widely used service tracking and reporting platform in K-12 education with 50 million approved service hours, generating a $1.25B economic impact. Learn more at x2VOL.com or email x2VOL@intellivol.com

*Economic impact and cost of volunteer time sourced from Independent Sector.

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x2VOL by intelliVOL Reports an Increase in Indirect Service, Social-Emotional Learning, and More Amidst Coronavirus Pandemic - Business Wire

Working practices are changing. According to a Covid-19 survey by Finder.com, remote working has increased employee efficiency, with almost two-thirds of employers reporting increased productivity when working from home compared to in-office and 83 per cent of employees feel they do not need an office to be productive. But, as we have come to realize throughout the pandemic, there is so much more to work than efficiency. The challenge of innovating and collaborating without a physical workspace has remained a top priority for businesses in recent months.

Theres no doubt that technology has played an important role in facilitating the day-to-day running of many businesses as theyve shifted to work-from-home policies. Within this context, HRs traditional role has changed, and people teams are now increasingly relied upon to both support business continuity in the short term and consider long-term changes to the world of work. So, what is the role of HR in building and facilitating the workplace of the future?

Driving collaboration and innovation is an area where business leaders look to HR. As people specialists, our function is expected to ensure that all business units are aligned and continuing with business as usual. Not only is this important when it comes to day-to-day tasks, such as virtual meetings, but also when looking at bigger picture challenges, such as how the workforce will continue to function as lockdown restrictions continue to change.

Its only now were unable to have those impromptu water cooler and kitchen conversations that weve realized how vital they were to encouraging creativity. However, as these methods to support innovation are not possible, HR has had to come up with alternative options. Businesses have had to invest in new technologies to support collaborative communication such as Microsoft Teams and Yammer, which can be used for both professional and personal development.

Our employees are encouraged to use these tools for regular communication with their teams, as well as to attend non-work-related activities, such as virtual exercise classes and origami and doodling sessions. By dedicating some time out of their day focused on creativity, they are more likely to return to work feeling refreshed. This gives them the space they need to switch off, which often leads to an increase in collaborative ideas and inspiration.

There is often a fear factor involved when talking about using technology across the HR function, but the pandemic has shown that technology will become even more embedded in the workplace. Businesses are seeing a focus on collecting data to help better inform decision making. Data insights enable them to understand what the current resource pool looks like and analyze employee engagement across the business, for example whether there are any issues with onboarding or any spikes in attrition. By using data to provide a holistic view of the organization, leaders can better understand what is working well across the business and where they need to make changes.

It is up to HR professionals to become evangelists for data and analytics as business enablers across the organization, not just people tools. This can be done by showcasing the improvements the technology makes using clear metrics such as reduced attrition rates, increased collaboration, and improved employee engagement. Essentially, business leaders need to understand how data will help them to do their jobs more effectively, and it is up to the HR function to communicate this.

Digital collaboration tools can also aid virtual delivery training which will support both the onboarding and reskilling processes. As it becomes increasingly apparent that everyone will be returning to the office at different times, HR needs to make sure it has the systems and processes in place to support both new talent and existing employees, and make them feel welcome and energized to work as soon as they walk through the virtual door.

Nevertheless, removing the face-to-face, human contact element from the workplace does pose challenges. For example, when colleagues register their attendance for a training course, some may think that their attendance isnt as important as face-to-face training or can drop out halfway through because itll be repeated or recorded. Therefore, this doesnt mean we should say goodbye to the office forever, because it remains a venue for socializing and enabling certain tasks that work best in person. We will see offices evolve into hubs that act as agile workspaces where colleagues can meet face to face to catch-up and work together.

There are many nuances associated with face-to-face delivery that you cant replicate virtually. Even the side chats with colleagues sat next to you or during lunchbreaks can help build rapport and lead to new ideas. Without the in-person dynamics, how can we help colleagues improve their interpersonal skills?

Just as technology cannot replace the physical workplace, it cannot replace the humans that use it. The HR function has a responsibility to allay fears around AI and robots taking jobs by teaching employees how to work alongside emerging technologies and communicating the benefits of doing so. Employees need to understand the value of technology in allowing them to move away from transactional activities and instead focus on value-added, strategic priorities, such as succession and talent planning, recruitment strategies, and diversity and inclusion initiatives.

HRs role is evolving into a two-fold function. Not only will it be expected to use technology to create efficiencies in the way it operates, it will also become the point of contact for employees to understand how technology is set to transform the sector they work in.

Julie Chell, Chief People Officer, Civica

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Where is our evolving HR function headed next? - ITProPortal

Repbulican Deb Hays is running for a spot on the New Hanover County Board of Commissioners. (Port City Daily photo/Courtesy New Hanover County GOP)

NEW HANOVER COUNTY Republican Deb Hays is running for a seat on the New Hanover County Board of Commissioners.

In 2015 and 2017, Hays ran unsuccessful bids for Wilmington City Council.

Three seats are open, and Hays will appear as one of six total candidates for voters to choose from.

Early voting is underway. Same-day registration is available during the early voting period, which ends Oct. 31. Election day is Nov. 3.Check your voter registrationand county elections office to confirm polling locations, dates, and hours.

Port City Daily emailed all candidates the below questionnaire and will run their responses ahead of the Nov. 3 election. Port City Daily edited responses for spelling and grammatical errors only.

Port City Daily (PCD): The county added a new Office of Diversity and Equity in the aftermath of the George Floyd killing in May. How would you rate the countys (i.e. NHC Sheriffs Offices) response to the protests? What ideas would you bring to ensure the new Office of Diversity and Equity serves marginalized communities and underrepresented voices effectively, equitably and equally?

Deb Hays (DH): First of all the countys response is far more reaching than one single department. To the point of our local law enforcement officers (LEOs) team that consist of the Wilmington Police Department (WPD) and the New Hanover County Sheriffs Office (NHCSO), they have on numerous and documented occasions done their job of protecting the citizens of NHC and used a common-sense approach, while demonstrating considerable restraint in not using force.

Recently, at a standoff situation with an armed, barricaded person, the LEOs were quick to respond to protect the neighborhood full of families and children; keeping calm, diligent and not escalating the situation, they were able to resolve the standoff with no one getting hurtparticularly the innocent citizens of the neighborhood. How many potential violent incidents have been avoided due to the awareness, diligence, and creative law enforcement strategies that have been employed by our local LEOs? Have we had violent protests that resulted in damage to citizens or properties as in other cities, including NC cities? NO! Our local LEOs have been incredibly successful in maintaining a peaceful presence, while ensuring that our COVID-struggling small businesses in the heart of our downtown central business district have not had property damage, looting, fires or other unnecessary violent acts.

Lets look and deal with the facts: Our LEOs are doing their job and keeping us, the citizens and our businesses, safe. Is there room for improvement? Always! Are there areas that need to be addressed and worked on? Absolutely!

I have great confidence in Linda Thompson as Chief Diversity and Equity Officer. Once her analysis and assessment of the countys needs have been done, the then-current county commissioners need to work together to create a strategic investment that will ensure diversity, inclusion, fairness and respect for all for generations to come. This can take many forms via education, training, process implementation, oversight, and public input; I am excited to roll up my sleeves and delve into this opportunity. I am committed to supporting and growing this valuable mission for all the citizens of our county.

PCD: New Hanover Sheriff Ed McMahon said, Every year, my commissioners, our commissioners hold me accountable through the managers office. As a commissioner, would your priorities differ from whats currently expected of the NHC Sheriffs Office? Explain.

DH: To appropriately address this question, it is necessary to understand what is currently required of the NHCSO. To that end, the mission statement for the New Hanover County Sheriffs Office (NHCSO) is: To serve and protect the citizens of New Hanover County with integrity and enforce the laws of North Carolina and the United States of America.

This is a strong statement that is broad reaching. The underlying goals, objectives, and desired outcomes further clarify and narrow the focus. To paraphrase: reduce crime, employ high standards of professionalism, responsibility, accountability, and integrity through training, enhanced community relations, volunteer outreach, and mentorships; promote professional growth within the sheriffs office through technology, best practices, and accreditations; reduce inmate recidivism while enhancing inmate personal growth through education, healthcare, and assisting with community re-entry; ensure and enhance a safe learning environment for our schools; ensure and enhance proper animal care within our county; all the while maintaining relationships with the community to build trust and improve the quality of life of the citizens. And this is the short version!

I restated this to show the depth and breadth of the requirements and expectations of the NHCSO on a daily basistheir stated accountability to the citizen population is well-defined. They are ranked and reviewed according to these goals and objectives. In order to provide guidance and direction on any additions or changes to these stated goals, I would need to understand the level of attainment for each item; then working with the Office of Diversity and Equity, the sheriffs office and other county departments, rework and revise areas of need, and add in any new opportunities to further enhance the growth and development of officers and staff, while providing greater community involvement and outreach.

One idea to build community cooperation and outreach is in addition to the current citizen academy for people 18 and over, establish a junior academy for at-risk children to learn another way and garner a better understanding of Law Enforcement relations. This brings young citizens right to the core of community policing efforts and also allows the officers an opportunity to establish a real connection with our youth.

So the answer is, yes, to continually look for new and better ways of policing through mutual education and awareness of the community, outreach, and LEOsand, no, to completely changing course and direction, as many of the priorities are valid and necessary.

PCD: How would you rate the countys economic development strategy? What changes would you make to it? What types of jobs would you want to attract and how?

DH: I would implement the following FOCUSED APPROACH: a united marketing and economic development effort including all our tourism authorities, economic development entities, chambers, associations, and the airport authority to adopt and present a comprehensive and common marketing approach for our area. This would deliver a collaborative and consistent theme about our quality of life, the enjoyment lifestyle, our history, arts, festivals, film, food, theater, beaches, riverfront, music, sports, education, etc., and showcase an impactful recurring message for all to use, whether it be for recruiting companies, jobs, tourist, students, etc

FOCUSED EFFORT Research, realize, and agree on what type of companies and jobs we need and want, then target our efforts accordingly. For example, our region is most competitive with small to mid-sized companies with 50-plus-or-minus employees. These size companies have proven to thrive in our region and want to come hereLive Oak Bank, Castle Branch, nCino, Tek Mountain to name a few. They can and will grow with our community and spawn tech startups to provide a continual incubator. Once we have them here, they will stayproven! Clean industry with vital jobs that bring opportunity housing!

A supportive education plan must continue to be enhanced to provide the skills needed for the complementary industries targeted, whether that be welders, plumbers, electricians, or high level tech engineers. This is a collaborative effort with New Hanover County Schools, Cape Fear Community College, and UNCW.

A 5G wireless infrastructure would ensure New Hanover County is positioned to lead on innovation, and our community would be better connected (COVID taught us just how sparsely connected we are at the present). The speed and broad availability of a 5G network connectivity would unlock a new digital economic future for New Hanover County and unleash new educational opportunities.

We need to also look to our region for collaboration amongst our neighboring counties. We have excellent resources that can be shared to bring clean industries and vital jobs to our area.

PCD: How satisfied are you with the level of citizen engagement in the countys planning process? [Very satisfied/somewhat satisfied/neutral/somewhat unsatisfied/very unsatisfied] What changes would you make to improve public involvement?

DH: This is a two-part answer, in that I am fairly satisfied with the countys community outreach for the UDO re-write process. I served over three years on the City of Wilmington Comprehensive Plan Committee that created, wrote, and implemented the Create Wilmington Comprehensive Planmany elements of that plan are a part of the countys process for the UDO. I worked closed with the county to engage citizen input and review the draft document before it went to the commissioners for approval. There was strong community engagement and support throughout the UDO process!

When implementing the plan, there is always room for improvement on involvement and collaboration. There are many elements of the UDO that are technical and complex, and require engineering review. Throughout my years of service on the planning commission, I was dedicated to letting the citizens speakespecially at public hearings. If people have taken the time and effort to attend a meeting, and want to voice their opinion then I want to hear it and listen to them.

I know how difficult it can be in a public hearing, and it can get very contentious with differing viewpoints, but I believe my role as a county commissioner would be to listen to the concerns, questions, suggestions, and issues of the citizens. There are many times when citizens have voiced their concerns and helped improve the final outcome for a project. Engage them!

With proper parameters and guidelines to follow, this is a positive for all.

PCD: How familiar are you with the countys planning process? [Very familiar/somewhat familiar/neutral/somewhat unfamiliar/very unfamiliar] Are there any areas you think you need to learn more about?

DH: Very familiar. I served for over eight years as chair of the city planning commission, so I have a strong background and understanding, not only of the planning process but also in reviewing the technical plans. I know what questions to ask concerning stormwater, environmental protections, encroachments, tree canopy requirements, etc. I can start day one with the knowledge and skillset needed to ensure that our precious countys resources are protected and preserved.

Zoning allocation for infill and redevelopment parcels specifically targeted toward our workforce has the added benefit of reducing traffic congestion and creating live, work, and play neighborhoods that are better connected with more greenspace.

In addition, I helped write the City of Wilmington Comprehensive Plan, so I have true hands-on experience with a thorough knowledge and understanding of the planning process. Continual learning is always part of my personal plan. As a committed civic leader, with years of dedicated experience, I understand these issues deeply and can get to work immediately to serve as your county commissioner.

PCD: Do you think the countys current plans adequately anticipate future environmental issues? [Yes/No] How would you address sea-level rise and the increase in hurricane activity?

DH: With the increase in population, demands continue to be placed on our infrastructurestorm water, traffic congestion, water and sewer capacity. New Hanover Countys Unified Development Ordinance (UDO) is the basis for changing and redesigning our land development code, how we use our land. Critical to this is using up-to-date information.

For example, the current soil surveys date back to the 1970s, and these are used for all stormwater plans. Current, updated soil surveys need to be conducted in order to implement a properly working stormwater plan to insure correct drainage and water flow to prevent flooding issues. Existing culverts and drainage paths need to be kept clean and clear of debris for water flow. Future building plans must be reviewed for any negative impact on existing neighborhoods and surrounding areasboth up and downstream of our internal creeks and drainage flow-ways. Protections need to be in place for our environmentally delicate estuaries.

In addition, many of our existing neighborhoods were developed prior to stormwater regulations, and as such need to be reviewed and plans implemented to bring them up to date. This is an onerous task but one that I feel is necessary in order to properly address our countys environmental impact concerns and future needs.

Our tree canopy is one of our greatest assets, and a necessity for clean air and hurricane resilience. In recent years, I have fought hard for the protection of our beautiful tree canopy and worked to implement stronger regulations on tree size for any tree removal. I will bring this same dedication and attention to the county commission.

Beach nourishment needs a recurring fund, established to provide for continual beach nourishment along our coast. A review of our room occupancy tax (ROT) to tap into all the visitor dollars coming into our area would assist in contributing viable and sustainable dollars to our beaches. This also alleviates the burden placed on property owners to foot the bill through property taxation. In addition, I have worked extensively with the NC Coastal Federation to create control measures and prevent erosion for shoreline mitigation.

In addition, I would be in support of our county taking the lead on viable solutions for our carbon footprint. The switch to electric vehicles on the surface looks to help lower our emissions, but upon closer review the batteries for these vehicles are not sustainable and need multiple replacements over the life of the vehicle. This adds more damage than it does good. A thorough review is needed and should be a part of our future plan for the County.

PCD: How well do you think the county balances development with livability (i.e. moderated traffic, preserved greenspace, etc.)? What changes would you make to the countys approach?

DH: Proper planning with strong adherence to correct implementation is the basis for an appropriate growth strategy that is positive for all our citizens; both have been a focus for me for the past several years. Building anywhere and at any cost is not appropriate. Responsible planning for growth needs to be balanced with private property rights and work in conjunction with surrounding areas and environmental needs. I have worked diligently implementing plans to bring more green space, neighborhood connectivity for walking and biking-ability, placing support services and schools around communities to reduce traffic and increase live, work, play opportunities to provide for higher quality of life. These are proven transitions that once implemented will help correct years of unplanned sprawl.

We need to work collaboratively within our region to understand our current and future needs. Growth doesnt have to be a bad wordit is the result of positive things happening in our county. Well-planned and envisioned growth has benefits, such as stable taxation (no tax hikes), stronger housing values, neighborhood stability with consistent home affordability for current and long term citizens that have invested in our county.

We live in a vibrant area with amenities that continue to attract new residents. We are growing and at a critical point in our vision and plan for the future. Parks, trees, green and blue ways, the works is NOW to enact and implement for the preservation and protection of the charm and essence of our county. I am passionate about our community and am committed to its quality and enjoyment of life.

PCD: How concerned are you about New Hanover Countys environmental quality? What other environmental issues concern you, and how would you address them?

DH: Constant concern. Clean, healthy water is a basic core value. We need to employ all the resources we have on a local, regional, and state basis to address and ensure quality and quantity of water. We must work collaboratively as a region to understand our current and future water needs, and put a plan in place now!

UNCW research has been working closely with CFPUA to address the PFAS in our water supply. They have developed both a short-term fix and a long-term solution. The long-term solution is a project that has begun to add eight new granular activated carbon (GAC) filters to the Sweeney Water Treatment Plant. This project is anticipated to go online in May 2022. Until the new filters are in place, CFPUA has implemented a program to replace media in existing filters. These steps have already resulted in reductions of contaminants. The lawsuits that have been filed against the companies that are responsible for releasing these compounds into our water supply are starting to prove successful and will continue to assist in recovering the costs and damages, so our citizens are not further financially impacted. Ongoing collaboration to ensure our drinking water is clean and clear of contaminants upstream, all the way down the Cape Fear River. We must hold accountable those responsible for contaminating our water and continue to work with our region and state officials for sound policy and focused oversight with tangible results.

Clean Air is essentialand our tree canopy is our first line of defense. In addition, our focus on what industries and businesses to bring to our area must take this into consideration. The approach is to understand the type of businesses we want in our area that will thrive and be a positive addition, not a polluter of our air and water; companies that will bring strong paying long-lasting employment that will add to our tax base and allow us to further our clean environmental efforts.

PCD: How well do you think local officials have handled public transportation? What ideas will you bring toward its evolvement?

DH: Before the reorganization, somewhat poorly. After the reorganization, neutral. Time will tell.

WAVE Transit has been on life support for several years. The actions taken by the City of Wilmington and the county to completely overhaul our transit system are well justified. A recent study of the entire WAVE transit routing system has shown the targeted areas of use are within the denser populated areas of the City of Wilmington, with very little to no ridership/usage in the outlying unincorporated areas of the county, including the northeast campus of Cape Fear Community College. The successful portion of WAVE transit is the UNCW Seahawk Shuttleand this should be the model for re-establishing public transit in our area. Smaller vehicles with shorter routes and on-time arrivals and departures so that citizens can truly benefit from using the system. We need to start in the corridors that have the greatest needs and requirements for public transit and get it right before expanding.

PCD: Do you think the countys supplemental funding to the school district is appropriate? In what areas would you increase or decrease funding?

DH: No. I believe education is at the core of everything we do. A strong educational foundation leads to jobs and strong economic vitality, which would greatly assist in addressing housing affordability more than any other singular opportunity. We keep students in school and the graduation rates high, with a combination of both technical and higher education goals; this brings employers as we continue to provide the much-needed workforce and stimulate a vital economy, providing the monies needed for a stellar education systemfull circle!

I have always been a strong proponent for our education staff; have been heavily involved in all levels of our public schools from K-12 and volunteer of the year at each school my daughter attended. Yes, my daughter is a product of public education here in New Hanover County. I have actively supported every school bond since coming to the county in 1995. Parent involvement is greatly important, but the most critical component is our educators, and they must have excellent staff to support them. I believe we need to ensure our educators have the best tools available and have a healthy environment, in which to accelerate the educational process. We need to embrace technology at all levels but not let it take the place of learning through socialization. Access to internet for every student and family is a mustand I have been a staunch promoter and driver in getting our area much needed broadband access.

Teachers need to be able to build excitement for learning, which will grow continued excitement from our students, leading to higher graduation rates and stronger knowledge absorption. Provide alternative learning styles starting as early as possible to reach and keep all students engaged. Promote and grow technical education as a strong and positive alternative to the college career path, for those students that arent interested or ready for college, providing good jobs and career paths upon graduationmuch needed in our current workforce.

We have an incredible college and community college that provides us with excellent educators, but we lose them due to low pay. We must invest in our teachers so they can continue to invest in our children. Lets incentivize our educators to continue their own education by bringing back and enhancing teacher pay for advanced degrees and specialization certification. We are graduating some of the best educators in our statelets work to keep them here!

Our schools are one of the largest parts of the county budget, and targeted for the community foundation funds. Lets use and apply these funds appropriately to raise the level of education for all our students.

In short, invest continually in our public education, as it is the core around which everything revolves.

PCD: Would you have voted in favor of the hospital sale? Explain. DH: This vote is done. Stop with the continued fear mongering and sensationalism tactics for political gain. I am about the people of this county. I am a public servant, and it would not be prudent nor responsible to the citizens for me to say how I would have voted, as I was not in the position to have all the years of background knowledge and experience with the reviews of the hospital and county needs to make an educated decision. Stop with the what-ifs!

The PAG, a citizen-based committee, researched and investigated all aspects of this transaction and came to a unanimous conclusioneven though many of its members originally had strong reservations against the sale of the hospital. I attended and/or participated virtually all their meetings. They did an excellent job, and recent polls show the citizens of the county overwhelming support their decision.

It is time to move forward, together! The focus of effort now needs to be on the priorities for use of the proceedsin particular the Community Foundation. This unprecedented opportunity has the potential to benefit the citizens of New Hanover County for generations to come, a true game-changer for our community. This has an even greater potential than the Duke Endowment.

The foundation has been set up so that the monies stay with our county, and it will be one of my top priorities to ensure this happens. We have a responsibility to our current and future generations to create a foundation of community care that is inclusive of all our citizens.

Care, diligence, and attention needs to be paid to every formative step throughout the process and on-going to ensure that the health care needs of our citizens are continued to be met with the highest level of medical carefor all!

PCD: Are you comfortable with the community foundation being private? Explain.

DH: Yes. It has to be set up this way so there are no governmental constraints. A thorough review of the documents provides a true understanding of the depth of knowledge that went into the formation of the foundation, with the intent to provide our community with a vast resource for years to come. The monies stay local and can only be used for New Hanover County citizens. Great care and diligence went into the structure and details of this foundation. County commissioners going forward will need to ensure this structure remains focused on the citizensthat is the task at hand and a top priority.

PCD: Was the public adequately prepared, included, and briefed on the sale of the hospital? Would you have done anything differently through the process of the sale? If so, what specifically?

DH: Bothdisagree at the beginning of the process that the public was adequately prepared, but strongly agree that during and at the end of the process, the public was included in the process.

As previously stated, the citizen-based PAG committee and their investigative process was as open and transparent as possible, even in COVID times. The online and virtual public input sessions added opportunities for the public to really get their questions answered. The PAG patiently addressed each question that was asked in all their virtual sessions. They responded to an untold amount of personal emails sent to them by concerned citizens. And the result was an overwhelmingly positive acceptance by the citizens of their recommendation.

I do think the initial start of this process had some strong language that caught many off guard. This caused a negative reaction where many were quick to take sides without adequate information resulting in an emotional response. We are human and this was a natural response to a very emotionally charged issue. Through the in-depth research process the PAG underwent, facts were presented to the public, questions were answered, and the end result was an overwhelmingly positive support for the PAGs unanimous decision. We can learn from this process so that in the future our citizens feel and are a part of the process from start to finish.

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2020 Election: Deb Hays (R), candidate for New Hanover Board of Commissioners [Free read] - Port City Daily

October 22, 2020 09:00 ET | Source: A Cloud Guru

AUSTIN, Texas, Oct. 22, 2020 (GLOBE NEWSWIRE) -- A Cloud Guru (ACG), the leader in modern tech skills development, today announced the expansion of its C-suite with two new hires: John Ritchie, Chief Financial Officer, and Lorraine Vargas Townsend, Chief People Officer. Following a record-breaking year, both executives bring a history of scaling high-growth companies to the senior leadership team.

In 2015, we set out to democratize cloud learning. Its been humbling to chip away at the global tech skills gap, but our work is just beginning, said Sam Kroonenberg, CEO of A Cloud Guru. As we continue to grow, we need strong, passionate leaders that can elevate our company without losing sight of our core values. John and Lorraine both have proven track records with high-growth companies, and I have the utmost confidence that their strengths and management styles will help us achieve our vision.

John Ritchie has extensive experience with companies at this stage of growth, including several he led to IPO. Hes held a variety of CFO roles at public and private companies over the last 20 years, including Splash Technology, Electronics for Imaging, Ubiquiti Networks, Telerik and most recently, Aerohive Networks, a cloud managed network provider. One of Ritchies areas of focus was Aerohives SaaS business. During his tenure, SaaS revenues grew approximately 25% annually while gross margins increased over 800 basis points.

With cloud adoption accelerating, the need for A Cloud Guru is indisputable. Individuals and businesses are itching for what A Cloud Guru has to offer, which makes its growth potential limitless, said John Ritchie, Chief Financial Officer at A Cloud Guru. ACG has the ideal combination of great people and great products. This gives me a unique opportunity to build on a rock solid foundation to position the company for its next phase of growth.

Lorraine Vargas Townsend is a disruptive human resources leader with over a decade of experience at SaaS companies and large, multinational organizations. She was formerly the Chief People Officer of Mendix, where she scaled the team from 500 to 1000, adding over 300 hires in one year, and specializes in implementing inclusive, people-first strategies that position career progression as the core of the employee experience.

Ive dedicated my career to giving people access to opportunities that can change their lives. The parallels between this personal mission and A Cloud Gurus are undeniable, said Lorraine Vargas Townsend, Chief People Officer at A Cloud Guru. When you think about traditional tech company culture, its clear that A Cloud Guru is different. It has a clear purpose and authentic leaders. Its already recognized as a top place to work, and Im excited to make whats already thriving even stronger, and to build a company culture thats impenetrable regardless of how quickly it grows.

The C-suite expansion follows the appointment of Katie Bullard to President of A Cloud Guru in December 2019. Bullard was brought on to accelerate the companys growth, which preceded the companys recent financial milestone: reaching $80M in ARR, a growth rate of 362%. To learn more about A Cloud Guru, visit acloudguru.com. For a list of open positions, see here.

About A Cloud Guru A Cloud Guru is driven by a simple mission to teach the world to cloud. We believe people learn best by doing. Thats why our in-house cloud experts go to ridiculous lengths to design fresh, engaging, and hands-on learning tools that empower both individuals and organizations to stay ahead of the technology curve. As the worlds most comprehensive, hands-on, and effective platform for cloud learning, ACG has enabled more than 2 million learners and 4,000 organizations to achieve a brighter future.

Media Contact Lindsay Rand acloudguru@launchsquad.com

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A Cloud Guru Expands C-Suite to Drive Next Phase of Growth - GlobeNewswire

Part of Kathy Caprinos series The Most Powerful You

Impostor syndrome and chronic self-doubt impact a majority of professional women today

In my work as a career and leadership coach and consultant for mid- to high-level professional women, Ive been stunned at the degree to which highly accomplished women frequently struggle with feelings of inadequacy, self-doubt, low self-confidence and confusion about how they, in fact, reached the high levels theyve achieved. In doing a deep dive with them, my research has shown that a full 98% of professional women experience at least one of the 7 most damaging power gaps that prevent individuals from reaching their highest and most thrilling potential, and 75% face three or more of these gaps at the same time. One of the most challenging is Power Gap #1 - not recognizing your special talents, abilities, and gifts.

Earlier this month, KPMG released its 2020 edition of Advancing the Future of Women in Business: A KPMG Womens Leadership Summit Report focused on executive women demystifying imposter syndrome. To learn more about the prevalence of the impostor syndrome and what leaders, managers and others need to understand about it, I caught up this week with Laura Newinski, KPMGs U.S. Deputy Chair and COO, to explore her thoughts on the findings with us.

In her role, Newinski is responsible for the development of the U.S. firms strategy and the execution of its priorities. She has extensive experience serving Fortune 500 companies, and is recognized for her strong commitment to quality and integrity and consistent focus on building diverse and inclusive teams.

Heres what Newinski shares:

Kathy Caprino: Why did KPMG conduct this study on imposter syndrome?

Laura Newinski: Each year, our firm hosts the KPMG Womens Leadership Summit which brings together top leaders from business, politics, sports, and the media to help forge paths for women leaders to advance to the C-suite. The Summit provides hundreds of rising executive women, nominated by their CEOs to participate in the program, with high-impact leadership development content, access to todays top leaders and year-long networking opportunities.

As part of these efforts, we sponsor research or studies to better understand the specific issues women face in corporate America, and to glean insights on how we can continue to advance more women into leadership positions in the workplace. This year we surveyed 750 executive women from major companies, including many of the top brandswho are one or two career steps away from the C-suiteabout their experiences, if any, with imposter syndrome and how they have successfully overcome it.

Caprino: So, how did the study define imposter syndrome?

Newinski: In the study, imposter syndrome was defined as the inability to believe your success is deserved as a result of your hard work and the fact you possess distinct skills, capabilities and experiences. Rather, your inclination is to internalize that you got where you are by other means such as luck, or being in the right place at the right time.

Caprino: Are there moments in time when imposter syndrome typically occurs in ones career?

Newinski: Our study found that 75% of executive women identified having experienced imposter syndrome at various points during their careersand 85% believe it is commonly experienced by women across corporate America. Women can experience imposter syndrome in key moments of an existing role, or at specific milestones such as a career change or promotion. In fact, nearly 6 in 10 executive women told us that promotions or transitions to new roles were the times that they most experienced imposter syndrome.

Caprino: Have you personally experienced imposter syndrome and how did you address it?

Newinski: Like many of the women in our study, I have experienced similar feelings during moments of transition. Earlier in my career, when I received a promotion, I knew certain colleagues assumed, albeit wrongfully, I got the position solely because I was a woman. This made me feel insecure and caused me to doubt my abilities. To overcome these feelings, I focused on what I knew I was good atbuilding relationships founded in trust, gaining allies and fostering a culture of teamwork. I directed some special energy at the people I thought didnt believe in me. This strategy worked. It made me a better leader and it brought several people on my team along on their personal journeys of self-awareness, while increasing candid and productive communication and collaboration.

Caprino: In my work with executive women, Ive seen that the impostor syndrome also includes feeling unsure of yourself and worrying that youll be found out in terms of what you believe you dont know that you should. What are other typical symptomsof imposter syndrome and what is the prevalence of men having it compared to women?

Newinski: Imposter syndrome manifests itself in feelings of self-doubt, fear of success or failure, or self-sabotage. Im sure many leadersboth male and female recognize these feelings. According to our study, 74% of executive women said they dont believe male leaders have as much self-doubt as their female counterparts. While men also experience self-doubt, the executive women we surveyed think men dont admit it, dont talk about it, or do a better job of covering it up.

Moreover, 81% of the executive women surveyed believe they put more pressure on themselves not to fail than men doin effect, giving themselves a much smaller margin for error than men in similar leadership positions. Nearly half said their feelings of self-doubt resulted from never expecting to reach the heights of success that theyd achieved and more than half have been afraid they wont live up to expectations.

Additionally, more than half said the more successful they become, the lonelier it gets at the top, becauseas nearly one-third of respondents told usthey didnt know other women in similar positions.

Caprino: Ive observed that the impostor syndrome is in great part shaped by patriarchal societal and cultural influences as well as rigid gender stereotypes that dictate what feminine should look and act like. What do you believe contributes to women experiencing imposter syndrome so frequently?

Newinski: Many of our survey respondents felt women may experience imposter syndrome more than men due to differences in how boys and girls are raised in childhood. They cite how, from an early age, boys are encouraged to lead, demonstrate self-confidence and exhibit less emotion than girls. Women also cited family expectations, gender roles, societal stereotypes, and cultural differences as root causes of self-doubt. The respondents further identified self-imposed pressures and self-criticism as key contributing factors of doubt and uncertainty.

Caprino: How can imposter syndrome be addressed and overcome?

Newinski: Leaders play a huge role here. In fact, one of the survey findings that really resonated with me revealed that 47% of executive women believe having a supportive performance manager is the number one factor in combating imposter syndrome. I always remind the women Ive promoted that they have what it takes to be where they are and to be successful. That simple gesture can be extremely powerful and lasting.

Other aspects that matter include the promotion of teamwork and an inclusive culture, while keeping a special eye on the needs of the individual. Strong relationships with ones colleagues and leaders, built on open and honest communication, within a culture where people feel respected and valued can help women overcome self-doubt and promote their own self-worth.

72% of executive women responding to our survey have looked to the advice of a mentor or trusted advisor when doubting their abilities to take on new roles. In this kind of culture, women are empowered to redirect their fears and doubts and turn them into opportunities for growth.

Caprino: What are some of the ways leaders can lessen the experience of imposter syndrome for women on their teams?

Newinski: Again, our contributions as leaders are pivotal. It starts with courage and attentivenessthinking and acting boldly, with an eye on building supportive environments that foster a sense of belonging for women on our teams. Some specific actions to consider include:

While many women in KPMGs survey said they experience imposter syndrome, the good news is that it can be overcome. Leaders and organizations that successfully build supportive environments and foster a sense of belonging can help women confidently grow and thrive.

For more information, watch highlights from the 2020 KPMG Womens Leadership Summit, including additional thoughts from Newinski about the study.

To overcome your experiences of the impostor syndrome, work with Kathy Caprino in her Career & Leadership Breakthrough programs, and read her new book The Most Powerful You: 7 Bravery-Boosting Paths to Career Bliss.

Excerpt from:
Impostor Syndrome Prevalence In Professional Women And How To Overcome It - Forbes