Eddie Ndopu wants to become the first physically disabled person to travel to space. MTV will follow a South African activist on his quest to become the first physically disabled person to travel to space.
Eddie Ndopu, 27, was born with spinal muscular atrophy and given a life span of five years. He has obviously exceeded that, going on to earn a master’s degree in public policy from Oxford and has spent more than a decade advocating for the rights of disabled young people.
Now Ndopu is hoping to travel to space and deliver a message from above Earth to the U.N. General Assembly, sending “a powerful message on behalf of young people everywhere who have ever felt excluded by society.” MTV cameras will follow him as he enlists an aerospace company to facilitate the mission and chronicle his thoughts and emotions as the launch approaches. The cabler will also document his voyage and message to the United Nations.
The project was announced ahead of the International Day of Persons With Disabilities on Dec. 3.
The first female African-American astronaut in space was not cured of curiosity when she whirled about the cosmos as part of NASA’s STS-47 in 1992. Her vision sharpened, like a kid who takes her first plane flight. Wondrous, yes, but still a hint.
Space, for Dr. Mae Jemison, is a wild trip in your bones and a homecoming in your soul. “It’s the one thing that connects us all around the world,” she said, in an interview with Diversity in STEAM Magazine. “And it also connects us to the planet and to the greater universe.”
Jemison is in demand, but she manages telescopic vision when it comes to her current project: 100 Year Starship.
The goal? Human travel to another solar system in the next 100 years. “Creating an extraordinary tomorrow actually creates a better world today,” Jemison said.
Jemison, the principal and leader of the 100 Year Starship program, stated on the organization’s website (100yearss.org): “When we explore space, we garner the greatest benefits here at home. The challenge of traveling to another star system could generate transformative activities, knowledge, and technologies that would dramatically benefit every nation on Earth in the near term and years to come.
“The concept of humans traveling to other star systems may appear fantastical, but no more so than the fantasy of reaching the moon was in the days of H. G. Wells. The First Men in the Moon was published considerably less than 100 years before humans landed on the Moon (1901 vs. 1969), and the rapidity of scientific and technological advances was not nearly as great as it is today. The truth is that the best ideas sound crazy at first. And then there comes a time when we can’t imagine a world without them.”
Jemison was the science mission specialist on STS-47 Spacelab. STS-47 was a cooperative mission between the United States and Japan. The eight-day mission was accomplished in 127 orbits of the Earth, and included 44 Japanese and U.S. life science and materials processing experiments.
She was a co-investigator on the bone cell research experiment that traveled with the mission. In completing her first space flight, Jemison logged more than 190 hours in space. She’d been starstruck all her life; that didn’t change. “I imagined myself on another star, and I was connected to that star because I’m part of the universe,” she said.
Dr. Jemison, the author of Find Where the Wind Goes: Moments From My Life and other books, overcame all the obstacles placed on the career course, and life course, of an African-American woman. She negotiated each pothole, each roadblock, moved on, didn’t look back. “You make sure you’re doing the best you can do, but you don’t hang out at stumbling blocks that other people want you to hang around.”
Her advice for those facing similar challenges? “You have to be comfortable with yourself,” she said. “The key issue is to understand criticism. Is it coming because you aren’t doing something right or because someone has a different expectation of you?”
Jemison, who earned a bachelor of science degree in chemical engineering from Stanford University in 1977 and a doctorate degree in medicine from Cornell University in 1981, urges others to focus on education. “There is nothing we can do that is more important in this world than education,” she said. “Here’s the thing: Children don’t get to do 8 years old over again… if we fail to take advantage, then we have lost.”
The astronaut who went on to be inducted into the National Women’s Hall of Fame, the National Medical Association Hall of Fame, and the Texas Science Hall of Fame, started off gazing at the night sky as a girl in Chicago and watching the Gemini and Apollo flights on TV.
“I used to be really irritated when I was a little girl that there were no women astronauts,” she said. “And no people of color in the astronaut program. Really irritated.”
She said there’s a difference between role models and inspiration. She’s had many role models, including cats (“They’re so confident; they don’t take nonsense”), but inspiration is another matter. “Life inspired me,” she said.
Jemison, a lover of the arts who dove deeply into dancing, has a background in engineering and medical research. She has worked in the areas of computer programming, printed wiring board materials, nuclear magnetic resonance spectroscopy, computer magnetic disc production, and reproductive biology. She completed her internship at Los Angeles County/USC Medical Center in June 1982 and worked as a general practitioner with INA/Ross Loos Medical Group in Los Angeles until December of that year.
From January 1983 through June 1985, Jemison was the Area Peace Corps Medical Officer for Sierra Leone and Liberia in West Africa. On return to the United States, Jemison joined CIGNA Health Plans of California in 1985 and was working as a general practitioner and taking graduate engineering classes in Los Angeles when she was chosen for the astronaut program in 1987.
She worked on the Kennedy Space Center in Florida, the Shuttle Avionics Integration Laboratory and the Science Support Group activities.
Then she was chosen to go to space, and she made history. “We have been in science all along,” she said about women of color. “Even when people didn’t want us involved. I want folks to understand they have the right to be involved. They don’t have to ask.”
Jemison left NASA in 1993—with a new mission. “My path was to include other people,” she said. She formed the Dorothy Jemison Foundation for Excellence, which fosters science literacy. The non-profit, founded in honor of Jemison’s late mother, who was a school teacher, is all about “personal excellence.” The foundation’s main program, developed in 1994, is The Earth We Share international science camp. Students from the United States and around the world work together to solve such global issues as, “How Many People Can the Earth Hold?” and “Predict the Hot Public Stocks for the Year 2030.”
Today, if you visit the Intrepid Sea, Air, and Space Museum in New York City, Jemison will speak directly to you about the contributions women have made to the space program, via a life-size hologram in the exhibit Defying Gravity: Women in Space. She narrates, discussing her career and those of other women involved in the space program while visitors wear Microsoft HoloLens mixed-reality headsets and walk around the exhibit. Holograms appear, helping to illustrate her points, including a life-size rendering of an spacewalking astronaut that appears to be tethered to the real-life Enterprise that hangs above the installation.
Jemison’s story jumpstarted when, as a girl, she did a simple thing: she looked up.
The story never really ends; the cosmos are infinite; you can never look too closely or far enough. All this is to say Jemison is still looking up, and she wants others—especially generations to come—to do the same.
That’s why she coaxed a sea of people to do just that on September 28, 2018, as part of her Look Up project. “We want to chronicle what happens when you look up at the sky,” she said. “What do you hope, dream, think, fear, wish, plan, love?” Stories of those voyages were posted to the digital world as poems, songs, photos and art. That day and in the days after, Americans, Africans, French, Japanese, girls, boys, old, young and you-name-them connected in strange and soothing ways.
With his PlayVS e-sports platform, Delane Parnell is creating a valuable scouting grounds for new tech talent.
Sporting a pair of black Jordan 11 Cap and Gowns that look like they were just unboxed and a dark baseball cap that casts a slight shadow over his baby-cheeked face, Delane Parnell fields questions from the audience at this September’s TechCrunch Disrupt, the annual San Francisco assembly that has become a startup kingmaker of sorts. He shares the stage with Jason Citron, founder and CEO of Discord, a messaging app for video gamers with more than 150 million users, and—after a $50 million fundraising round in April—a valuation of $1.65 billion. Parnell’s PlayVS (pronounced play versus), an e-sports platform for high schools, has yet to even launch. But the 26-year-old Detroit native exudes confidence. “Investors are starting to realize that gaming is the next social paradigm,” says Parnell, answering a question about e-sports’ mainstream popularity. “And they want a piece of it.”
You don’t have to look far for evidence of gaming’s influence. It’s all over YouTube and Twitch in how-to videos and live-streamed sessions of FIFA 19 and Assassin’s Creed. A robust ecosystem of e-sports competitions is rising as well, with game publishers, entertainment companies, and even colleges and universities creating leagues and events for pro gamers and amateurs alike. The largest tournaments, for titles such as Dota 2 and Call of Duty, can fill stadiums and dangle purses of millions of dollars. According to research firm NewZoo, revenue from e-sports-related media, sponsorships, merchandise, tickets, and publisher fees is expected to nearly double from 2014 to reach $1 billion this year. Goldman Sachs projects e-sports viewership to reach 300 million by 2022, putting it on par with the NFL.
For all the organizations rushing into e-sports, a hole remains: high school competitions that engage the estimated 75% of American teens who already play video games. Parnell is filling that void with PlayVS, which lets schools create leagues and host virtual and live competitions. Though he’s diving into an industry full of well-funded sharks, including Amazon (Twitch’s parent company) and Discord, Parnell has an edge. In January, PlayVS signed an exclusive, five-year e-sports partnership with the National Federation of State High School Associations (NFHS), the organization that oversees varsity sports and activities at nearly 19,500 public and private high schools across the country. The first test season of a PlayVS-powered competition, for the popular multiplayer game League of Legends, commenced this October at high schools across five states, and the company is gearing up for its official inaugural season in February.
Parnell is now on a roll. Last week, just five months after PlayVS closed its $15.5 million Series A, the company announced a $30.5 million round from investors that include Adidas, Samsung, Sean “Diddy” Combs, and the VC arm of the Los Angeles Dodgers. “I don’t care if you’re gaming on your phone, on a console, or through a cloud service,” Parnell says. “Gaming in high school, even if it’s tic-tac-toe, will run through us.”
If he succeeds, he could effectively control a pipeline that would feed into the burgeoning pro leagues. It took the NBA two decades after its first draft to start recruiting players from high schools, but e-sports leagues are already tapping young talent. A 13-year-old recently signed with a European pro Fortnite team. Given the venture capital and startups flooding into e-sports today, Parnell could create another, equally valuable conduit: one that enables high schoolers—particularly those from disadvantaged backgrounds—to parlay their interest in gaming into lucrative tech jobs. All he has to do is convince schools that e-sports deserves to be taken as seriously as football and basketball.
It’s a great time to learn how to code. Whether you’re looking to reinvent your career and become a developer, leverage a new skill in your current job, or just better understand what the developers on your team are up to, there has never been a better time to get into programming.
There’s been an explosion of coding boot camps and online resources to help you get started. But it’s a double-edged sword: with near-unlimited resources, countless different languages—and a rabbit hole of passionate voices debating which are the easiest to learn, best to help you get a job, and so on—where do you start?
The best way to learn to code is to stop endlessly analyzing what to learn and just start. So, with a giant disclaimer that these aren’t all of the languages you could consider learning to start your coding journey, here are a few languages you can learn.
Great for: beginners, aspiring software engineers
Great for: beginners, aspiring software engineers
Ruby was specifically designed by its inventor Yukihiro Matsumoto to make programmers happy, and it’s delivered upon that objective: Ruby is accessible and reads like English, allowing new programmers to focus right away on the fundamental concepts and logic, rather than basic syntax. Even beginners can start building right away. The teachers at the Flatiron School find Ruby to be extremely effective at helping students learn how to think like programmers, break problems down, express themselves technically, abstract ideas, and work together with other programmers. (The Flatiron Co-founder Avi is a little obsessed with it, too.)
Great for: budding data scientists
There’s a massive amount of data out there. Companies that harness it can create better products and understand their businesses better; companies that don’t lose their competitive edge and get left behind. But while at its core, data science may be similar to your high school stats class, with so much data (hundreds of millions of records), your old spreadsheet is the wrong tool for the job. That’s where code comes in. The R language is super specific to statistics, whereas Python is a general-purpose language that happens to have great tooling available to make it a perfect language for data science. It’s actually similar to Ruby in a lot of ways: easy to read, forgiving for beginners, and there’s a passionate community around it, devoted to creating and improving the tooling to make Python even more powerful.
Great for: mobile developers, developers breaking out of their comfortzone
For beginners hoping to get into mobile app development, now is the perfect time to dive into Swift. It’s new enough that there is a lot of energy and excitement around it. Each year, Apple holds their Worldwide Developers Conference (WWDC) where Apple engineers discuss the intricacies of Swift along with all the new and exciting features (don’t be surprised if it inspires you to try implementing all the new concepts into your own apps). But it’s also been around long enough that the early kinks have been worked out, and the open source community has grown significantly. If you’re already a programmer, learning Swift is a way to get out of your comfort zone—the constraints iOS puts on your code forces you to, as Apple would say, “think different.”
Still not sure where to start? That’s OK! There’s really no correct first language to learn. The important thing is to consider what you’re excited to build, what language will help you do that, and then to just start learning!
Source: This piece was originally published by WeWork, which provides companies with the space, technology, and services they need to success.
Everyone knows that Dr. Mae Jemison was the first African American woman to travel into space – but many don’t know that an African American woman “suited her up”. McDougle was Jemison’s suit tech for the historic mission STS-47 aboard the Space Shuttle Endeavor September 12, 1992.
McDougle worked closely with her during her training leading up to launch, as well as actual launch day and landing of the space shuttle – taking care of all of her assigned crew escape equipment – her suit, helmet, writing utensils, even her diaper.
McDougle joined the NASA family through Boeing Aerospace Operations in 1990 where she worked as a Flight Equipment Processing Contract team member in the Space Shuttle Crew Escape Equipment (CEE) department. She began her career as a CEE Suit Technician and was responsible for processing the orange launch and entry suit (LES) assemblies worn by all NASA space shuttle astronauts. She was assigned to her first mission STS-37 within a year. McDougle was one of only two women CEE Suit Technicians and the only African American technician when she began her career.
In 1994 McDougle was promoted to the position of Crew Chief making her the first female and first African American Crew Chief in CEE. In her new position she was responsible for leading a team of technicians to suit up astronaut crews. She was responsible for leading her team and ensuring the astronaut crews were provided with outstanding support during suited astronaut training, launch, and landing events. In 1998, United Space Alliance (USA) absorbed the Boeing Aerospace Operations contract and McDougle continued in her position as a CEE Crew Chief employed by USA. She traveled to Kennedy Space Center quite often where she worked in support of many space shuttle launches. As Crew Chief McDougle had the honor of leading the first and only all-female suit tech crew supporting space shuttle mission STS-78.
In 2004 McDougle became the first female and first African American promoted to the position of Manager of the CEE Processing department. In this position, she managed the team of 25+ employees responsible for processing the Advanced Crew Escape Suit (ACES) and related equipment worn by the astronaut crews aboard the space shuttle. Her team assisted the astronaut crews in donning/doffing the suit, testing the equipment, strapping the astronauts into the space shuttle before launch, and recovering the crew upon landing. She held this position until the Space Shuttle Program ended in 2011. Sharon continued working until 2012 to help close-out the program, ending an illustrious 22 year career with the space shuttle program.
Other notable African-American astronauts McDougle has suited up: Charles Bolden, Frederick Gregory, and Dr. Bernard Harris.
During her career she was recognized with the Astronaut “Silver Snoopy” Award, Space Flight Awareness Honoree Award, USA Employee of the Month Teamwork Award, USA Employee of the Month Community Service Award, and the coveted Women of Color in Flight Award from Dr. Mae Jemison recognizing her career as the first and only African American woman suit tech/crew chief in her field. She absolutely loved her job and is proud to have been a part of our nation’s historic Space Shuttle Program.
McDougle was recognized by her home state as a 2018 Mississippi Trailblazer at the 16th Annual Mississippi Trailblazers Awards Ceremony and Black Tie Gala where she received two awards: the Calvin “Buck” Buchanan “FIRST” Award named for Mississippi’s first United States Attorney for the Northern District – honoring a Mississippian who holds the distinction of being the “first” in their profession and the Dr. Cindy Ayers “Legacy” Award honoring a Trailblazer whose singular work and contributions will leave a legacy long after their life has ended.
Most recently, McDougle received the Lifetime Achievement award from the Moss Point Visionary Circle during their 6th Annual Living Legends Ball for her military service and NASA career.
McDougle is also a United States Air Force (USAF) veteran, which is where she began her aerospace career in 1982 after graduating from high school. She served proudly in the Strategic Air Command (SAC) as an Aerospace Physiology Specialist at Beale Air Force Base, CA (1982-1990), reaching the rank of Sergeant (E-4).
During her enlistment she was a member of the Physiological Support Division (PSD). McDougle was responsible for training the SR-71 and U-2/TR-1 (“spy planes”) reconnaissance aircraft pilots on high altitude operations. She performed hazardous duty as an inside observer chamber technician and as a chamber operations team member during hypobaric (altitude) and hyperbaric (dive) chamber operations. During the hypobaric chamber flights crewmembers learned firsthand how hypoxia affects their judgment while flying an aircraft. The crewmembers were taught and practiced how they would handle these types of situations and the importance of wearing all equipment correctly.
McDougle also inspected and maintained flight equipment used for the SR-71 and U-2/TR-1 missions. The equipment included full pressure suit ensembles (helmet, gloves, boots, etc.), harness assemblies, and survival equipment (seat kits and parachutes, and emergency oxygen systems). She sized and fitted crewmembers’ pressure suits, assisted crewmembers in donning and doffing their suits, and performed functional tests before takeoff. She also loaded the survival seat kits and parachutes into the aircraft, strapped-in the crewmembers before take-off, and recovered the crew upon landing.
• 1982 – Graduated from Moss Point High School (Moss Point, MS)
• 1982-1990 – served in the United States Air Force as an Aerospace Physiology Specialist
• 1990 – Joined Boeing Aerospace Operations/Space Shuttle Crew Escape Equipment (CEE), becoming the first African American CEE Suit Technician
• 1992 – Suited up Dr. Mae Jemison, the first woman of color to travel into space (STS-47)
• 1994 – Promoted to Crew Chief, becoming first African American (male or female) CEE Crew Chief
• 1996 – Led the first and only all-female suit tech crew (STS-78)
• 2004 – First and only African American (male or female) promoted to the position of Manager of the CEE department
McDougle spent much of her enlistment on temporary assignment traveling abroad to Greece, Korea, Japan, and England, as well as stateside locations, in support of the SR-71 and U-2/TR-1 reconnaissance aircraft missions. She separated from the Air Force in 1990 with an honorable discharge. During her enlistment she was awarded the Humanitarian Service Medal, Air Force Outstanding Unit Award (2 devices), Good Conduct Medal (1 oak leaf cluster), Training Ribbon, NCO Professional Military Education Ribbon, Longevity Service Award, and was also recognized as Airman of the Month.
Valeisha Butterfield-Jones is a political advisor-turned-tech exec, with a goal to change Google.
“I want to create something that will outlive me,” says Google’s Valeisha Butterfield-Jones. “I want to leave behind a legacy. I’m not sure what it is yet, but I want to build something that can empower a community, and I know it’s going to be centered around women.”
If Butterfield-Jones makes fulfilling sky-high ambitions sound deceptively easy, perhaps it’s because of the heights she has already achieved. A former senior-level Obama campaign consultant, she was hired by Google in 2016 for a newly created position: Global Head of Women and Black Community Engagement.
It’s well-known that tech has a gender and a racial diversity problem. As of 2016, the most recent year for which figures are available, Google’s workforce was only 2% black and 31% female. Butterfield-Jones has been tasked with helping the company better reflect the diverse world it works in. “It’s trying to disrupt the status quo,” she says, with a smile that belies her determination.
Butterfield-Jones grew up in small-town North Carolina. Her parents are both prominent politicians: her father, G.K. Butterfield, is a member of congress, and up until recently was the head of the Congressional Black Caucus. Her mother, Jean Farmer-Butterfield, is a North Carolina state legislator. When Butterfield-Jones was in high school, her father was a judge. “I remember going to public school and seeing some of my friends actually have to go in front of my dad in court,” she says. “It was just this serious, I would say, awakening for me. I realized that if you don’t have the right people in leadership positions, then sometimes the right thing doesn’t always happen.”
When it comes to increasing diversity in tech, Butterfield-Jones thinks the greatest challenge is “decoding what the real barriers to entry are, for people of color and for women.” To that end, as one of her first projects at Google, she organized an event called Decoding Race, which took place at nine of the company’s offices around the world. Van Jones spoke with Google’s chief legal officer David Drummond, and over 15,000 employees took part in facilitated discussions about race, gender, access, and equality. She has also founded a program that connects talented students at historically black colleges and universities with Google internships.
“I’m proud to work for a company that really wants to get it right and figure it out,” Butterfield-Jones says. She thinks tech’s diversity problem is a legacy of the conditions under which the industry’s leading companies were founded. “I really don’t believe that as an industry, it’s coming from a place of hate at all,” she says. “I really don’t. I think these companies were just set up by friends of friends of friends, who hired their friends. They scaled and grew so fast that now we’re trying to fix a problem that started at the core of the foundation.”
Technology is being consumed at an ever increasing rate causing executives, managers, and process improvement experts on the factory floor to re-define the methods of training and dissemination that have become obsolete.
Critical skills and tribal knowledge are being lost as boomers retire and training plans for new employees fall short of preparing workers for the sophistication of the new manufacturing environment.
Move over millennials, here comes the IGen! Born between 1995 and 2005 this group of tech savvy natives is the next cohort and are just now entering the workforce. IGen, or Gen Z as they are often referred, have grown up in a world of social media where Youtube, Instagram, and Twitter reign supreme. These kids are a force to be reckoned with and require access to information in ways that are familiar, immediate, and actionable. Our success depends on them because as the IGen goes, so goes the manufacturing industry, the nation, and the world.
Alliance Resource Group, in partnership with Sify Technologies has pulled together experts from manufacturing, academia and automated methodologies to develop a solution that addresses the manufacturing challenge of this next generation and identifies the key components of a successful framework including content management, dissemination methodology, scalability, and integration with current learning management systems. These components constitute a micro-learning strategy that facilitates current and future state requirements.
Alliance Resource Group (ARG), is a service disabled veteran owned business located in Newport Beach California. With a foundation in resource management, recruiting, and consulting, ARG provides services to small and medium size companies throughout the United States.
View the ARG White Paper here! Better be prepared for total process transformation if you want to remain competitive.
Wayne Sutton is a serial entrepreneur and co-founder of Change Catalyst and its Tech Inclusion programs. Change Catalyst is dedicated to exploring innovative solutions to diversity and inclusion in tech through the Tech Inclusion Conference, training, workshops and the Change Catalyst Startup Fellows Program.
Sutton’s experience includes years of establishing partnerships with large brands to early stage startups. As a leading voice in diversity and inclusion in tech, Sutton shares his thoughts on solutions and culture in various media outlets, where he has been featured in TechCrunch, USA Today, and the Wall Street Journal. In addition to mentoring and advising early stage startups, Sutton’s life goal is to educate entrepreneurs who are passionate about using technology to change the world.
Wayne has over 14 years’ experience in technology, design, and business development. Wayne has been recognized as one of the Silicon Valley 100 coolest people in tech, one of the 52 hottest new stars in Silicon Valley, one of the 46 Most Important African-Americans In Technology by Business Insider and one of the Top 100 most influential black people on social media in 2014.
In 2014 Wayne co-founded BUILDUP, a non-profit designed to support an inclusive ecosystem of entrepreneurs through educational workshops and fellows program for underrepresented tech founders. In 2011, Wayne co-founded the NewMe Accelerator, the first minority led startup accelerator/incubator in Silicon Valley which was featured in CNN Black in America 4. Prior to NewMe he worked in media in Raleigh, NC for NBC17 and the News and Observer. In 2009, Wayne was the co-founder of TriOut, a mobile location-based startup in Raleigh, NC which exited. Wayne has worked with large brands, Inc 500 companies and advises several technology startups. With a passion for community Wayne has organized Social Media Conferences, tech meetups, and hackathons such as the world’s first Food Hackathon, which assembled leading food innovators, chefs, developers, designers and entrepreneurs to collaborate on solutions in the food ecosystem.
Wayne has been featured on CNN, BBC, USA Today, TechCrunch, Mashable, Black Enterprise, and various online media outlets. Being an early adopter, Wayne was one of the first 1000 users on Twitter, which has led to a loyal following not only on Twitter, but also Facebook and Google+. His blog SocialWayne.com has been ranked one of the 50 best technology and social media blogs in the world over the years.
Wayne is a past TED attendee in 2012. With a passion for education and storytelling, Wayne has spoken at several universities and major internet and technology focused conferences, such as Stanford, UC Berkeley, Duke, UNC, NC State, TEDx, World Wide Web(WWW) Conference, O’Reilly Web 2.0 Expo, South By South West (SXSW), DockerCon 2015 and for the U.S. Embassy Jamaica during Global Entrepreneurship Week 2015.
According to the National Science Foundation (NSF), minority women comprise fewer than 1 in 10 scientists and engineers in the United States. Studies from researchers around the world reveal that one antidote to this disparity is to ensure there are more role models in underrepresented communities.
Three Florida A&M University (FAMU) female doctoral students, who are also best friends, recently received their doctorates in engineering. They endured setbacks, including the loss of a classmate, and overcame financial hurdles to ensure that they join the next generation of engineering leaders who will help close that gap.
On April 29, Miami native and Fulbright Scholar Renee Gordon, pictured left, received her doctorate of philosophy in mechanical engineering; Miami Beach native and Winifred Burks-Houck Professional Leadership awardee Shannon Anderson, pictured right, received her doctorate of philosophy in civil engineering, with a concentration in environmental engineering; and Birmingham, Alabama, native and NSF International Research Experiences grantee Marcella Carnes received her doctorate of philosophy in civil engineering with a concentration in structures.
Each earned their doctorate degrees under the guidance of FAMU’s School of Graduate Studies and Research and through support as participants in the FAMU-FSU College of Engineering Title III Funding Program. They are considering next steps, including job offers and research opportunities. In the meantime, Gordon and Anderson will spend the summer teaching and helping to recruit the next generation of engineering students, while Carnes prepares for her wedding.
“We realize that we’re breaking barriers when it comes to minorities and also women in STEM fields,” Gordon said. “I feel like it’s really important for our young Black and Brown boys and girls to know that they can aspire to be whatever they want to be, including engineers.”
Carnes added, “I feel proud to be an African-American woman in the STEM fields. There’s not that many of us (women). We’ve been challenged because STEM is male dominated, (but) we are examples of the things that you can set your mind toward and finish. We are no longer ‘Hidden Figures.’ We have definitely been revealed.”
In addition to inspiring the next generation to break barriers, the trio wants to encourage them to pursue careers that will improve our way of life. They say the best place to develop a career that makes a difference is at FAMU.
“Not only did we receive the financial support, but we also received emotional support; we received the bond that we share in this community and a family that’s striving to achieve the same goal. We have a shoulder to lean on when we feel like we can’t move on,” said Carnes, who also enjoyed unique opportunities when she studied abroad in Poland as a part of a program that allowed her to study civil engineering at campuses in four countries.
“FAMU’s programs have been a tremendous help in assisting us both academically and professionally. The faculty and staff have been amazing,” Gordon said.
Anderson, who completed two engineering fellowships in California, including the Nuclear Science and Security Consortium Summer Fellowship at the University of California, explained how her experience at FAMU empowered her to embrace her culture and who she is as a scholar.
“The most important thing that FAMU has taught me is confidence in myself. My education process from middle school all the way up to my bachelor’s was at predominantly white institutions where I felt like the odd one out in honors classes, gifted classes and advanced placement classes,” she said. “At FAMU, I felt like ‘I am actually supposed to be here,’ and everyone is on equal footing, not just skin color-wise but also education-wise.”
The women agree that confidence helped the trio work through system crashes, equipment failure, multiple trials and errors, and even with overcoming tragedy, as they all worked toward the finish line of their education.
In 2014, they suddenly lost colleague Tarra M. Beach, an environmental engineering doctoral candidate. She passed away before she received her doctorate. Her goal was to “contribute to the sustainability of the environment and work on STEM education with underrepresented children.”
“She would have been the first woman to graduate with her engineering Ph.D., from the Title III program at FAMU. So, we were next in line to just follow her example, her dedication, her passion and drive,” Anderson said.
Beach’s legacy helped motivate the young women to complete their goals.
Gordon explained the loss of Beach and earning a degree in a field where women and ethnic minorities are underrepresented taught her and her friends the lesson of a lifetime: Nothing is impossible when you persevere.
“It was tough, but we had each other. We stayed connected. Just keep on going. Be determined. Be persistent,” Gordon said.
Twitter met or surpassed many of the diversity and inclusion goals it set for itself for 2017, the company announced today. Twitter is now 38.4 percent female, compared to 37 percent in 2016. Regarding underrepresented minorities at Twitter, representation increased from 11 percent in 2016 to 12.5 percent in 2017.
While Twitter increased the overall representation of women and underrepresented minorities, it missed its goals for overall representation of underrepresented minorities, as well as underrepresented minorities in technical roles. At the leadership level, Twitter went from 30 percent female in 2016 to 32.5 percent female in 2017, and underrepresented minorities now account for 10.1 percent of employees at the leadership level, compared to just 6 percent in 2016.
Moving forward, Twitter intends to set two-year goals but will continue its practice of releasing yearly diversity reports. The rationale for the two-year period, Twitter VP of Intersectionality, Culture and Diversity Candi Castleberry Singleton explained in a blog post, is to better enable Twitter to assess its progress, “develop specific programming, and adapt our strategies along the way.”
Twitter is also now specifically looking at increasing the representation of women, black and Latinx people — groups that continue to be underrepresented in tech. Twitter is 3.4 percent black, 3.4 percent Latinx and 38.4 percent female. By 2019, Twitter wants to be 43 percent female, 5 percent black and 5 percent Latinx.
“We’re focused on powering positive change by fostering respectful conversations, creating deeper human connections, and encouraging diverse interactions across the company,” Singleton wrote in a blog post. “We’re calling this strategy Intersectionality, Culture and Diversity (ICD) and we’re making it a part of everything we do at Twitter.”
Continue onto TechCrunch to read the complete article.
When Pat Raynor developed cataracts she hoped her optometrist would simply refer her to a qualified eye surgeon. But the 65-year old Virginia woman said the optometrist who handled her routine eye exams seemed more interested in business than medicine. He pressured her to accept a form of care known as co-management in which he – rather than the surgeon – would handle post-operative checkups.
“When I went home, I kept thinking about it, and I knew something was not right,” Raynor said, explaining her decision to seek successful treatment out of state. Raynor is one of the millions of Americans who develop cataracts – a common condition of aging in which a thick film that develops in part of the eye can lead to cloudy vision or in some cases a loss of vision if left untreated. According to the World Health Organization (WHO), cataracts are the leading cause of blindness in the world. More than half of all people in the United States will have a cataract or have had cataract surgery at the age of 80.
Evidence suggests that African-Americans like her may be more prone to certain types of cataracts. A study published in the Ophthalmology edition of the Journal of the American Medical Association found that 54% of African-American nursing home residents suffered from cataracts versus only 37% of whites.
That also makes African-Americans especially vulnerable to the ticking time bomb regarding eye care buried in the Medicare Act of 1992. Guidelines adopted then allowed a practice known as “co-management” for eye-surgery. In most surgical procedures the operating surgeon is responsible for post-operative care. Under a co-management relationship, an ophthalmologist or eye surgeon performs say a cataract operation on a patient with that patient’s optometrist performing post-operative care.
Optometrists are technicians who are specialized in preserving vision and the overall health of the eye. On average optometrists attend four years of college as well as graduate school. Though a few optometry schools allow applications from students, who didn’t complete an undergraduate degree. Some optometrists later earn doctorate degrees
The requirements for ophthalmologists are far more strenuous. After completing an undergraduate degree, they attend four years of medical school. Their medical degree complete a would be ophthalmologist then spends several years getting hands-on training. Usually, an internships which last at least one year is followed by three years of residency. Some also complete an additional fellowship year as well. Conversely, optometrists usually do not work in internships at hospitals or supervised residencies at medical facilities.
Co-management was intended for use only in limited circumstances, particularly by rural patients who might have trouble reaching an ophthalmologist. Instead, it has become a mechanism for sweetheart deals between optometrists and ophthalmologist who reward each other through mutual referrals.
Today roughly nearly one in five cataract surgeries are performed in a co-managed relationship experts say with almost all of them taking place in urban areas.
Since most elderly African-Americans live in urban areas, they stand a higher risk of being steered toward such arrangements.
Most individuals do not experience complications after eye surgery. But for those that do the consequences can be severe, especially if there follow-up care is with an optometrist, who is not a medical doctor, rather than an ophthalmologist. In 2009, a scandal at a veteran’s hospital in California revealed that many individuals treated for cataracts could have potentially had better health outcomes if they were treated by ophthalmologists. Some individuals were blinded.
Nevertheless, many health care professional argue co-management offers safe and efficient care. “With the continued focus on patient-centered care, the co-management of surgical patients, such as those having cataracts removed or laser surgery, is the standard and optimal approach to pre- and post-operative care,” said Christopher J. Quinn. O.D., president of the American Optometric Association in a written statement to the American Media Institute, “…This is especially true in underserved areas, as it is estimated that 90% of people in the U.S. live within 15 minutes of a doctor of optometry. Co-management allows patients to receive care from a doctor they already know and trust, maintaining their patient-doctor relationship.”
Quinn also noted that optometrists and ophthalmologists have been co-managing patients for decades in many jurisdictions and that the practice is recognized in all 50 states recognize. He also said that co-management can occur in other types of medicine.
But those arrangements can be especially murky when it comes to eye care. A 2006 survey by the National Consumer League found that only 30% of consumers knew the difference between optometrists and ophthalmologists.
For her part, Raynor said that it important that patients be given the information they need – regarding both medical capabilities and financial relationships among providers – in order to make informed choices about their vision.
“A lot of people can’t afford cataract surgery, and I would have probably gone through with co-management but, I didn’t have a credit card,” she said.
She is glad she had her care overseen by ophthalmologist. “After my ordeal, I am just thankful to have my eyes, and now I can see even better than before cataracts, I was having a hard time just seeing and focusing. You know there used to be a house I would drive by this beige house but, after my cataracts were removed, I noticed the house was in fact pink.”
What is a “Gique”? It’s a cross between “geek” and “chic,” a maker and creative problem-solver whose interdisciplinary interests turn STEM into STEAM. Meet Danielle Olson, researcher and PhD student at MIT and proud founder of Gique, a nonprofit that provides transformational, culturally situated STEAM learning for underserved youth.
Olson says being a Gique is about using your passion to embrace change and create your dream job. Olson offered STEMconnector her insights and experience as an engineer, a dancer, a dreamer, and pioneer in STEAM education, as well as research on how the arts are leveling the educational playing field in STEM.
STEMconnector: How does using the arts impact the STEM talent gap?
Danielle Olson: Fortunately, a new and exciting field of education is emerging where curricula are designed to expose youth to the applications of science, technology, engineering, art and design, and mathematics (STEAM) in the real world. STEAM, rather than just STEM, education focuses on student cultivation of the critical, creative, and participatory dispositions key to empowered, authentic engagement in both science and art, along with preparing students to think of ways that they can contribute to society as individuals.
The arts have been treated as a “cherry on top” in recent years. But research demonstrates that an arts education offers critical development opportunities for children, which include cognitive and social growth, long-term memory improvement, stress reduction, and promotion of creativity. In fact, research findings show that if arts were included in science classes, STEM would be more appealing to students, and exposure to experts in these fields could affect career decisions. Gique believes that STEAM education affords students opportunities to envision themselves pursuing their “dream careers,” which they may invent for themselves.
There are three categories that aid in representing various perspectives of art integration: (1) learning “through” and “with” the arts, (2) making connections across knowledge domains, and (3) collaborative engagement across disciplines.
Gique piloted a 9-month-long, out-of-school STEAM Program with students at the Boys & Girls Clubs of Dorchester, an inner-city in Boston, Massachusetts, in the areas of science, the arts, and entrepreneurship by putting the theoretical framework, which underpins the necessity for STEAM education, into action.
SC: What kinds of lessons do you offer students?
DO: Gique designs and provides free, hands-on educational programs and mentorship to talented youth from diverse circumstances in the Boston area and in California. We create a safe, positive learning community for our students and cultivate their curiosity and self-esteem through two arms of programming:
Gique’s Science Can DANCE! Community Programs—provides youth with a way to explore STEAM through creative movement and dance choreography. By taking an integrated approach to breaking down technical concepts, we provide a unique mentorship opportunity for students interested in both arts and science topics.
Gique’s Out-of-School Time (OST) STEAM Program—a 9-month-long, weekly after-school program for middle school students to explore their personal interests in STEAM. This program enables students to receive long-term mentorship from innovators from around the world and participate in hands-on workshops and field trips. By the end of the semester, students gain a better understanding of how they can take an idea from concept to reality through innovation with art + design, science, and technology.
In addition to these two programs, Gique has provided a wide variety of educational opportunities to people of all ages in the Boston area for the past four years. We have collaborated with numerous organizations to provide educational programming, including MIT Museum, Harvard Museum of Science & Culture, Artisan’s Asylum, and General Assembly Boston.
SC: How can corporations that support a vibrant STEM workforce get involved in advancing STEAM education?
DO: First, corporations should stand with teachers and parents to fight back against policies that discourage interdisciplinary education. This may include, but is not limited to, policies that result in art, drama, history, and science class time reduction and policies, which discourage teachers from being innovative due to too much focus on standardized testing.
Second, people in power must use their influence to help give underrepresented groups more access to resources that can level the playing field in education. I had access to programs like FIRST Robotics Competition and MIT’s Minority Introduction to Engineering and Science Program, which changed my life, thanks to the generosity of donors investing directly in people of color by sponsoring these programs. However, I wouldn’t have been able to participate in these programs if I had to pay for them. That’s why Gique leverages the support of its sponsors to deliver life-changing experiences to students that help them pursue career dreams that they may have deemed impossible.
SC: How is Gique measuring its impact?
DO: We have a structured process in place to design, administer, and analyze quantitative and qualitative measurements, including pre- and post- assessments, audio/video interviews, and external feedback (from program staff/volunteers and parents/guardians).
Specifically, for Gique’s OST STEAM Program, a schema was developed to identify, both broadly and specifically, what students learned and in what context it applies to their lives. Prior to each term, the program leadership developed several goals for student impact, with measurable indicators to assess each goal. Assessment questions were adapted from the Museum of Science Boston’s Engineering is Elementary program assessment model. At the end of the semester, students completed the same assessment for the program leadership to understand what deltas occurred and what the development areas were for program improvement.
While the quantitative data collected often helped to inform strategic decisions and content choices, the qualitative data showed how the program impacted students, parents, volunteers and teachers. Gique wholeheartedly believes that learning experiences should be fun, so asking these qualitative questions were critical to the development and success of the pilot OST STEAM program.
Gaining parent/guardian feedback served to be an excellent indicator of how excited students were about the program.
Visit Gique’s community of leaders and makers at gique.me
As California policymakers speed up the state’s switch to renewable energy, a key question is this: Do the much-touted new green jobs actually go to a diverse cross-section of the state’s workforce, or are disadvantaged communities left out?
According to data obtained and analyzed by researchers at University of California Berkeley’s Labor Center, the answer is that in recent years, a significant share of strong, career-track jobs in the construction of renewable energy power plants statewide have, in fact, gone to low-income residents and people of color.
Our recently issued report shows that the joint union-employer apprenticeship programs used in these projects have played an important role in diversifying California’s clean energy workforce.
In Kern County, local data shows that 43 percent of entry-level electrical workers on solar power plant construction lived in communities designated as disadvantaged by the California Environmental Protection Agency, while 47 percent lived in communities with unemployment rates of at least 13 percent.
Kern County electrical apprentice pay schedules show a clear progression toward the middle class. Current first-year apprentices start at $16.49 per hour plus full benefits and receive wage increases as they move through their five-year training program. Graduates become journey electricians earning more than $40 per hour.
Statewide, the picture is similar. Among the 16 union locals of electricians, ironworkers, and operating engineers that have built most of California’s renewable energy power plants, about 60 percent of new apprentices were people of color.
Diversity varied by trade. Latinos, who make up one-third of the state’s labor force, represented 53 percent of new apprentice ironworkers, 34 percent of electrical workers, and 23 percent of operating engineers. While African-Americans are 6 percent of the statewide labor force, they made up 4 percent of new apprentice electricians, 6 percent of ironworkers, and 9 percent of operating engineers.
The presence of military veterans in these programs also was higher than in California’s workforce as a whole. While veterans are only 4 percent of statewide workers, they comprised 9 percent of new electrical apprentices, 6 percent of ironworkers, and 12 percent of operating engineers.
The weak point in these apprenticeship programs, as with the rest of California’s construction industry, was the participation of women, ranging from only 2 percent to 6 percent among the three trades.
All told, the track record shows that California has made progress toward broadening access for disadvantaged workers to good jobs in the clean energy economy. But this diversity has not been automatic. A key driver of progress is the fact that most renewable energy plants were built under project labor agreements, which ensure union wage and benefit standards and free training for low-skilled workers through state-certified apprenticeships. Recruitment efforts by unions and the projects’ locations were also important since many renewable power plants are in counties such as Kern that have high unemployment and concentrations of low-income communities.
Looking forward, job access in the clean energy industry can be advanced by adopting specific programs such as publicly funded pre-apprenticeship training and local-hire provisions, in combination with project labor agreements.
Additional progress is likely if state lawmakers approve SB 100, which would commit California electricity providers to obtain 100 percent of their power from clean energy sources by 2045. This would drive further growth of renewable energy construction, which in turn would create more jobs and more openings in state-certified apprenticeship programs. The net result would be an important step forward along California’s path to meeting its climate challenge while simultaneously broadening access to middle-class jobs.
About the Authors
Carol Zabin and Robert Collier are director and policy specialist, respectively, of the Green Economy Program at the Center for Labor Research and Education at UC Berkeley.