It's a partnership that will train the next generation of pilots and a plan that is really, really major to me. The plan is to have up to 50% of those pilots to be women and people of color. Let's give a round of applause for that. I think that's really, really, really, really historic. Now this morning you were here from many guest speakers during this event, but I want to blow a little bit of energy right now and pick it up a little bit. If you're not awake, I'm getting ready to wake you up, so I want you all to welcome the EFSU Dreamline and the Brights. The aviation program here at Elizabeth City State University has taken off since its inception back in 2002, quickly becoming one of ECSU's signature programs. It is still the only four-year aviation degree program in the entire state of North Carolina, and it continues to grow. Part of the growth can be attributed to the vision of our fine and first guest speaker of the day. Please welcome to the stage the Dean of School of Science, Aviation, Health, and Technology, Dr. Kodip Rewar. The official launch of Elizabeth City State University and United Airlines A-Whip partnership. Though we signed this agreement back in April, I'm excited that we are able to get together today to celebrate this partnership. From ECSU, we have Chancellor Dixon, Dr. Ward, Provost and Vice Chancellor of Academic Affairs, from United Airlines, represented by one of the key architect of this partnership, along with our Chancellor, Kate Jibo, Executive Vice President, Human Resources and Labor Relations, Kyle Sucher, Director of Human Resources Planning and Strategy, Efrain A. L. Johnson, Director of Inclusive Talent Strategy and Programs, Lassusa, Manager, Aviate and Pilot Training, Cecilia Schell's Pilot Recruitment. Now students, what you see here is basically the hiring team for United Airlines. So make sure you get their contact information before they leave Elizabeth City. Okay? It's hard to get a team like this in one room. All right? In addition, we welcome our special guest, ECSU Board of Trustee Chairperson, Jane King Robinson, and our newly inducted trustee and graduate of ECSU's aviation program, Mr. Justin Waddell. We're also pleased to see members of our Aviation Advisory Board here. We have Mr. R.D. Johnson, the Chair of the Aviation Advisory Board, Scott Hinton, member of the ECSU Aviation Advisory Board, United Airlines Captain Michael Dunn, member of the ECSU Aviation Advisory Board, and graduate and current member of ECSU Aviation Advisory Board, Willie Nelson. Welcome. And last but not least, we are honored to have our guest speaker here today, United Airlines Captain Theresa Clair Bond. Captain, you will have the opportunity to listen to her later in the program. But at this time, I would like to invite our Provost and Vice Chancellor of Academic Affairs, Dr. Ward, who will bring greetings and give us an overview of our academic offerings. Dr. Ward. Thank you. Thank you so much, Colby. And good morning and welcome to all of you to ECSU and the launch of our ADA program. We are thrilled to be entering into this partnership with United Airlines and for all of the opportunities that this program will offer for our students. At ECSU, our academic programs are designed to support the academic growth and development of our students. With three schools and over 30 academic programs ranging from unmanned aircraft systems to emergency management, ECSU offers a quality education at an affordable price. Founded in 1891 by the Honorable Hugh Kale as Elizabeth City Colored Normal School, ECSU's first mission was to teach teachers to prepare the next generation of educators. And while 130 years later, we remain committed to ensuring that we educate the next group of educators, as was indicated, we are the only four-year institution in the state of North Carolina to offer a bachelor's degree in aviation science and are proud to say that aviation science is our signature program. The aviation program was actually originally founded as just a minor within the mathematics program. But in 2002, it launched into a standalone bachelor's in aviation science. Over the last five years, ECSU's enrollment has grown by 48%. And it is no doubt that our aviation program is at the middle of that growth. Growing from just 47 students in 2000 to 16 to an anticipated growth of 154 students this coming academic year, our aviation science program has ruined the last. Now, one of the objectives of our new strategic plan, our 2020-2025 strategic plan forging our future was to enter into an agreement with an airline in an effort to strengthen our aviation science program. And I am forever grateful that even in the midst of a pandemic, we have been able to enter into this partnership with United Airlines to make this plan from our strategic plan come to fruition. So again, welcome to each of you to ECSU. Those of you who this is your first time visiting, this is your new home away from home, we know it will be a long-standing partnership. And I would be remiss if I didn't teach you one of the family secrets since this is your first time here. So we have so much Viking pride here in Viking land that when we say Viking pride, we don't just say it one time. We say it three times. And so I'm going to make sure that you go away knowing how to represent Elizabeth City State University. So in closing, Viking pride, Viking pride, Viking pride. I look forward to seeing you all again. So have another round of applause for Provost Ward. Thank you so much for that. Ben is a stay on the theme of history because we're talking about historic moments today and this is just one of them. So we're a stay on that theme as ECSU had another historic moment back on December 14th, 2018. That was the day which our very next speaker was named the 12th Executive Chief Officer and 7th Chancellor of this fine university. From day one, she recognized the importance of the aviation program. So I want to welcome to the stage the Chancellor of Elizabeth City State University, Dr. Carrie Dixon, and join in her stage representing United Airlines, Executive Vice President, Human Resources and Labor Relations, Miss Kate G. Bow. Good morning. Y'all can do better than that. This is an exciting, very exciting day for us. Good morning. Good morning. You know, when I started here, as Clay mentioned, on December 14th of 2018, that was the official start date of my permanent position as Chancellor here. I spoke with the Provost, spoke with Dr. Rewatt, and as part of our vision and my tenure here, I wanted to make sure that we at some point had a partnership with a major airline. And as we envisioned what that would look like, we had no idea that it would come so soon. But when you do the right thing and you're moving the university in the right direction, all things come to fruition. Is that right, students? Yes. I am just delighted that this day has come. And I am so thankful to Kate. She is phenomenal. Kate and I serve on the Women Advisory Board for the FAA together. And we met and we, you know, she heard me talk about ECSU. She heard me talk about the fact that we won our story out there on the national level. She heard me talk about the great things and the excellence that was happening here at ECSU. Our students, our amazing alumni. And she gave me a call when Kate said, you know, I want to talk about something. And I want to talk to you to gain your interest. And she and her team met with us and she learned even more. They learned even more about ECSU. And that conversation, that piece of the importance of networking, led to bringing all of this to fruition. So Kate, I say thank you for your interest in ECSU, for your team's interest in the great things that we are doing here in our aviation science program. So again, good morning, everyone. Today is a great day. And it's a great day in the friendly skies. As we celebrate this launching of this partnership between the United 8 program and the Elizabeth City State University, this strategic collaboration that will allow United and ECSU to train the next generation of pilots.  Yes, half of ECSU Board of Trustees, equities, staff, students for this mutually beneficial relationship. I would like to acknowledge once again the presence of our Board Chair, Jan King Robinson and one of our newest Board members, Trustee Justin Waddell. I would also like to acknowledge the presence of our city and county officials. Thank you all for your continued support and advocacy of ECSU and our aviation program. We have been, when we were partnered with this major airline, ECSU as we all know, and we all must say it loud. We are the aviation program in the state of North Carolina. With a qualified faculty of 12, we are proud to say our hard work has paid off. We have been preparing for is now. This partnership will provide pathways to a success of students. This partnership also provides a pipeline for the United to recruit great talent to join their team. This is a situation. The presence of the United Airlines representatives today is an indicator that we are about to take flight of this program. We will without excuse. Again, thank you so much, celebrate this momentous occasion. Thank you. I have a socially distanced tongue there. I can't tell you how excited we are to be here. And your chancellor is the biggest walking endorsement of this program. From day one, it was crystal clear what Elizabeth City had to offer. And as she described it to me, it really paralleled the path that United is on as well.  We are on a path to growth with our airline. That growth is coming in over the next 10 years. So there are some great opportunities for the folks in this room to join United and join that journey. You are going to hear from Theresa Claiborne, one of our 787 captains later in the program, and hear about that journey and how you can succeed at United. But it's not just about aircraft at United, which is what drew me to editing that Chancellor Dixon was talking about when we talked about the program. It's about values as well. And at United, in inclusion, because every voice needs to be welcomed and heard, that leads to collaboration, which leads to excellence. Excellence and ideas in the way that we're beginning to lead as an airline. You'll see us talking about some of our involving aircraft orders. So we've got an agreement with the archery aviation to help develop some EVAL aircraft. We've also got the boom supersonic planning that we're doing. But it's not just about cool aircraft. It's also about the environment and sustainability, the way that we plan humanitarian efforts right now, with teams being deployed to Afghanistan on that humanitarian effort, and how much we take that very, very seriously within United. But it's also about creating careers, not just jobs, but careers at United. I've got over 25 years at United, and that's the average tenure at United, because you don't just come there for a job, you come there for a career. And while we're launching a program related to pilot training and the pilot pipeline, we hope to bring, those represent about 12,000 of the 67,000 jobs at United. So there's another 50,000 jobs at United that are unrelated to pilots. Those are things like marketing, training, human resources, Cropcom, procurement, IT, all of that. And that's where we want to partner very closely, not just with your flight team, but with your entire university to see what we can do to both build United and build Elizabeth City at the same time. And we are committed to being here. You're going to get to know us very well in the next couple of years. And so we look forward to that partnership. We have one bit of bad news, however, that I have to share. Unfortunately, our swag is stuck in Memphis due to the flooding that they're having there. But the swag will show up next week, so I'll give us another chance to connect with you. But it is coming, it is coming, so we know that that's really important. But thank you very much, Chancellor Dixon. Thank you to the board. And you can expect to see United on a regular basis on your campus. And please do reach out. Road 2 is your United Recruiting Team, and we are looking forward to talking to you. Thank you very much. So we want to say thank you to Chancellor Dixon and Vice President Jebo for that information. At this time, we have a ribbon here, and it needs to be cut to make this thing official. So if we could have some students from the aviation program make their way up, we'd also like the representatives here from United Airlines to make their way here to the stage as we get ready for the ribbon cutting. And we'll have to back up the podium just a little bit. But this is great, this is wonderful. And once we have everyone on stage for the photo op, I will count you all down before the ribbon cutting, so everybody get in place very much. We'll have a round of applause. When you dream of adventure, is it the destination? Or is it the journey that excites you? When you imagine your future, what are your limits? Or is it the sky itself? Are you looking for the best tech in the business at your fingertips while also building relationships in the terminal, in the cabin, or on the ground? At United Airlines, your journey will take you to countless destinations and on a world-spanning adventure. Are you ready to be part of the legacy rich with tradition, excellence and innovation? A thriving company where opportunities abound? To be based in some of the world's best cities and to commute to one from the place you call home. Do you want a company that dreams your dreams with you? A culture of caring, supporting your achievements, cultivating your success? Well, this is life at United Airlines. And someday at 35,000 feet, it may be your turn to say... This is your captain speaking. This is your captain speaking. This is your captain speaking. I'm going to say good morning to you. Oh, come on now. So, listen, I've got goosebumps at that intro. Let's see how I do. I want to give up my day job. I'll continue to be a captain on the 787. For United Airlines, flying out of Newark. I'd like to start by saying thank you specifically to Mr. Gooden for inviting me to this function. I was getting ready to go to bed in Paris, France when my phone rang and I thought, okay, I'm just now getting ready to go to bed. What does this person want? It was about midnight in Paris and I had a really early get up. But I picked up the phone and looked at my messenger and it was from Mr. Gooden. And he's asking me would I be a guest at the Ribbon Covenant ceremony for A.V.A. in United and Elizabeth City. And I looked at it and I ran. First of all, where's Elizabeth City? And then I started thinking I'm like, why does that mean we're not bound to May? Well, Elizabeth City was in the news not too long ago and the light came on. So I sent a message and I said, well, I really don't know what my schedule is yet. And I really didn't. I was previously supposed to go to Arizona or excuse me, Texas for the Wasp Museum. I happened to be a board member on the Wasp Museum and I was going to go there for a function and we actually ended up canceling it.  So when I got home, reached out and found out that that event really wasn't going to take place. Then I got on the Google and said, okay, where is this Elizabeth City? Because honestly, once I get off the airplane piloting it, I don't necessarily want to go anywhere else. I want to go home. And I'm like two hours away. I'm kidding. That's my back door. So I reached back out to him and said, I would be delighted. And of course, anything that promotes the best airline in the world is something I should be participating in. And in case you don't know, that's an airline. When we start out by talking about some of the things that I've experienced and why I find it necessary to get out and mentor specifically women, but really all pilots, anybody who wants to get into this field because it's a wonderful field. Back about 25 years ago, I was in Denver for training and I came running down the stairs there. Some of you will end up in Denver and you'll know which stairs I'm talking about. And I come running down the stairs and I hear the woman behind the desk say, well, I have a ticket here for a T.M. Claiborne. Is that you? And I'm coming down the stairs and I get to the bottom of the stairs and say, hey, I'm T.M. Claiborne. And I walk up to the counter and there's a man standing there. And I guess he was about six foot five. And as you can see, I'm five foot two. And he said, well, my name is Tim Claiborne. And I said, well, I'm T.M. Claiborne. And I looked at him and I was kind of like looking at this. I'm like, hey, how's it going? He said, it's fine. How's it going with you? And I said, oh, I'm great, I'm great. I said, Claiborne, how do you spell it? He said, C-L-A-I-B-O-R-N-E. And I said, me too. I said, where are you from? He said, I'm from Suffolk, Virginia. I said, hey. I said, I'm from Emporia, Virginia. For those of you who know anything about Virginia, you guys are really right across the border. That's not very far. I mean, I think it's maybe about 40 miles between the two. And I said, whoa. And I looked at him and I said, slave owner.  For those who are not really familiar, that's how slaves got their last names. By the slave owner. He said, you know, Teresa, we've got history. Reach out. And I will give you all the history that I have on the Claiborne farm. The Claiborne plantation. Now, we had him as yet, before I knew it, he was retired. But I did look him up in his four corporations now. So I'll be able to reach out to him. And I'm definitely going to do that. On the way here, we got to Suffolk and turned south. I think it was on 250, I believe. And what I see, cotton fields. And it just kind of washed over me. That I'm looking at cotton fields. And there was a time where my people were the cotton pickers. And now look at us. I fly a 787 Dreamliner. For United Airlines. I just need chills to know that. The person who was really instrumental and made it possible for me to do that, is my mother Dorothy. And she's sitting right back there. Mama, can you stand up please? That was since I was 10 years old. And she said, Teresa, I want you to get an education. I don't want you to have to depend on anyone. I passed that on to especially other young woman I meet that is good to have known. And this profession is a specially good profession. Here's another little story. My first interview was not with United Airlines. It's a little secret. Y'all don't tell nobody. In actuality, when I got hired, it was back in 1990. And since I was the first black woman pilot, guess what? There weren't any, or any Air Force. There weren't a whole lot of black women running around that were qualified to fly for a major airline. So every airline wanted Teresa Claiborne. That's a nice feeling to have. But it, you know, brought on its challenges. My first interview, I won't mention the name of the company. I went there, and we'll just say that they had what they called an astronaut physical. And the physical, in the physical portion of it, I did not lift the grade because they said I was immune by 0.01 in my iron. So they said, instead, everybody else used to get in a letter that said, I'm sorry, but competition was stiff. I actually got a letter that said, take this to your doctor.  But taking that part of the physical, we sat there with a bunch of us that kinda looked alike. And when I said we looked alike, there was only obviously only a black woman, and it happened to be the only woman. There were five of us, four white gentlemen. But we all looked alike, and what I mean by that is we all had on blue pinstripe suits, we all had on a crisp white shirt, and we had a red tie on. My tie was a little different than my tie, but nonetheless it was a red tie. If there's one thing we know, airlines like uniformity. Don't show up in something crazy. Are you not gonna get the job? Trust me. So don't sit there, and everybody's nervous, you got your flash cards, you're kinda doing that last minute study, thinking, oh my goodness, if they ask me this, I'm gonna say this, if they ask me that, I'm gonna say that. And out of the blue, cause it's silence, and it's one of those hard silences, cause you're all nervous. Got my head down, looking through my cards, and I hear, well we all know you'll get hired, I stopped shuffling my cards. I looked up, everybody's looking up at this point, and I didn't even know who said it. So I said, what did you say? He repeats it. Well we all know you'll get hired, so I looked him straight in the face and I said, well why is that?  I said, do you think it could be because I have 2,500 hours of jet flying time, flying a Boeing 707, KC-135, and I've even been into combat zones, that I have an FE written, and an ATP, I said, do you think that could play a part in me? Getting a job?  It didn't in there. And it still totally hasn't ended, there are people who don't know me, that I, I don't have to prove anything to anyone. United Airlines put this first strike on my jacket and I took all the same test everybody else took, and I'm a captain, but there is that pressure always of eyes staring at you. So every landing I make, I want to make it the best one. Every time I fly at the end of the flight, during debrief I say, what is it that Theresa can do to be a better captain?  She took good care of us. She made sure everything was the way it was supposed to be. Because I know that if I don't do well, someone's going to look and say, oh yeah, that Janice, that black girl right there, I don't think she's going to make it. Because I've been there too. When they said I was too short, and I arrived at Pala train and they said, we were lacking about an inch in sitting height, and I sat for about four minutes during academics waiting for my waiver because I'd already gone out in a T-38 and held the brakes in afterburner. I'd already done that. I'd done everything I needed to do to get the waiver and they decided no more waivers. And I was told she needs to go back and get re-measured. I did that after the weekend where I laid on my water bed all weekend. And I got up on Monday morning and eased my way to the flight office and sat on the scale and the doctor who knew that I'd already completed all the steps to get the waiver looked at it and said looks like 34 to me. So I was on my way. But those obstacles are still there. Women tend to be shorter. I know we have some tall ones in here. Army pride. That girl's tall. When I first took my captain Baderwood to Dallas I flew with the first officer who was a very nice guy. But after we'd been in the air for a little while he started talking about his buddy who hadn't been hired at United Airlines. And I thought to myself here we go. Theresa, don't get excited.  His chances are you and I I'm talking to him have a difference of opinion. Let's keep this flight deck civil. Let's do our jobs. I'll be captain. You'll be first officer. That was a little hint. I'll be captain. You'll be first officer. And let's get this airplane safety on the ground. And then when we get to London we'll go to the pub tonight and I'll have a sider and you can have a beer. We'll talk about all that. So we get on the ground. We all came up with the time to go and have a meal. It's always fish and chips for me in London. With a sider. And I said so tell me that story you were telling me about. I was like oh yeah you know my friend tried to get hired and he just I said well you know I don't know why your friend didn't get hired but maybe he just can't do a good interview. He may have a lot of hours but maybe he just can't interview. I said but I will tell you this there are only 17 black women pilots at United Airlines. 17 y'all we have over 12,000 pilots. There are 17 of us. I think there are about 220 total blacks and maybe a few more added to that.  So I looked at him and said trust me I did not take your friend's job. You are all here at Elizabeth City. This is an HBCU so we all know why HBCUs came into being. It wouldn't allow you at the white universities.  And you have to teach teachers so that we could show that we could be more than cotton pickers. United Airlines yes there was a joining of two people but United Airlines is also a champion of diversity. It may not sound like it when you hear that there are only 17 black women but we are leading black. United Airlines has more black flight officers than any other airline. United Airlines has 900 women which is more than any other airline. Besides I think Air India they have more. So United Airlines is really leading the pack with diversity. So people don't like that word but it's a good word. I will never forget flying on a KC-135 and coming back from that flight and doing a debrief and my boom operator said well I got something to add. I'm like come on boom when I got to add. He said this was the most pleasant flight I've ever been on in my life. He threw me back. I said what? He said yeah. It just so happened that flight I was the captain or the aircraft man or the way we call it in the Air Force. That's what we do in the Air Force. The Navy I don't know what they do but that's what we say in the Air Force. And my co-pilot or first officer was a woman and my navigator was a woman. And he said this was I just love this flight. I loved it. I said why do you think that is?  Listen y'all there's something to be said for that.  But you don't need us. He needs to calm that whole atmosphere down. It's a pleasant atmosphere. It really is. So if you haven't been convinced yet that you want to fly with women you need to get that entrenched in your mind because guess what United Airlines that's what we're going to do. Okay? United Airlines took a big hit when they announced AV-8. There were things swollen. National News said what they wanted to say. There were people writing things like well why are they getting hired just because they're black? What about the best pilots? Y'all are going to be the best pilots. White and black. We're only going to take the best.  We're just going to look at you first. So you need to bring it. Okay? Not only that. With United being here now the competition's going to start to get stiff. You better keep your grades up because a lot of people want to come here. I was bowled over when I heard what your tuition was. And the fact to get through this program flying is about $35,000. I call it from zero to 60, but it's from private up to your CFI or MEI, whatever you choose. That's awesome. At AV-8 we're going to do it for about $75,000. That's a big chunk of change. And for the most part I believe we've got some of the interviewers here and some other folks who know some of the specific numbers but a lot of those people are already college graduates. So you are here at Elizabeth City a wonderful university where you're not only getting your flying for $35,000 but you're getting a wonderful education. It's always good to have a backup. Always good to have a backup. Property here at Elizabeth City I said, how am I going to talk about opportunity besides the fact that you're all here? You know what, I looked at it and said, you go ahead and look at this word and you got to break it down. And I thought about, I could say what O stands for and what P stands for and OPP now anyway. I'm dating myself. But here's what I came up with. The end of opportunity is unity. And what we have is a unified team here, right? You and I for United. Team Y for Elizabeth City. Unity. All right? We're going to make this work. We're going to make this work. Now I brought my bag up here because I want to show you a few things. I'm almost done. Things that I take with me to fly. Number one, always have my driver's license. This is my Virginia driver's license. Always have my FAA certificate. Because if the inspector gets on board, that's what they're going to be asking for. Where's your certificate? Where's your medical certificate? And I got that too. Down here in my case, I've got my passport. And I've got something else that I always have to have. It's a C cushion. Now I don't have endoics. I'm just five foot two. In a 787 Dreamliner, we fly with something called a HUD, a heads up display. That flips down. And the bottom of the HUD is our compass rose. I can't see the compass rose without my cushion. So I always have it. When I told you about how they were making a big deal about she'll be short and I wouldn't be able to do the program. You can do what you want to do. Now I couldn't have one of these in a fighter jet. No. And we flew the T-37 and the T-38. I think you flew the same thing. They've gone away from the T-38, but in the T-37. So I couldn't have one of those in those airplanes, but those seats came up high enough. And I kind of have relatively long legs. I didn't have problems with rolling the rudder pedals in. But the 787 has gotten me. So I've got my cushion. My final word. And I'm taking some liberty here. The last thing that I always have with me is my COVID vaccination card. I hope you all have yours. All your students out there. This is my word. This is not necessarily United Airlines talking. Although United Airlines is forefront on that too because we've already said to our people, you will take your COVID shot. It's good business. It's good for your health. It's good for our passengers. It's good for everybody. If you are students out there, you don't have a COVID card. You are putting this entire university at risk. Remember when it was like last semester? Online courses? You can't fly an airplane or a line of a shoe on a simulator. And I don't think you guys really like that, do you? So go get your COVID shot. I'm hoping that the university, they figure out some way maybe to bring those vaccinations here on campus.  That ain't no six feet. So don't take the chance. If you have been vaccinated, you are susceptible to a breakthrough. So if you're not vaccinated, don't be responsible for getting someone a breakthrough.  You don't show any signs of it. So please, get your COVID shots, okay? I don't know what your mom and daddy's telling you. I know that your administrators are trying to get you all to do it. I wish that the state of North Carolina would say you had to do it. But Pfizer just got a final approval.  It's not experimental. They've got final approval. Do the right thing, get your COVID shot. That's all I got. Final applause for Captain Claybourne. Thank you for that information. Stay standing because at this time, ECSU Chancellor Dr. Kerry Dixon has a special gift for Captain Claybourne. So Captain Claybourne, as I told you yesterday, we are so honored to have you here today to celebrate this partnership with United Airlines.  And we are so excited. And look, I have to have me a little cushion too. We are so excited to have you here and to be a partner of ECSU. So one thing I would like to present, and we only present this to our very special friends of the University, is a challenge coin. Oh! Always be a Viking. Very privileged to have you. Yes, she knows how to do the V too. Viking pride. But we also would like to provide you with a little gift to say thank you on behalf of the University, the administrators, the faculty, the staff, our alumni, our friends. Thank you so much for spending time with us today and answering Mr. Goodson-Coll, where he asked you to come here and spend a day with us. So thank you so much. Thank you. Appreciate it. Thank you. I guess we can finally say that AVH is official there on the campus of ECSU. It's had a round of applause for everybody who put this together. I want to take this time to thank all of the representatives who are here from United Airlines. Thank you so much for your partnership and working with Elizabeth City State University. I also want to thank the ECSU Board of Trustees who are here and just everyone here who is from the community of Elizabeth City in Northeast and North Carolina for this special occasion. Of course, Captain Claymore and I honored to have you here. Thank you so much. Round of applause finally for her. So thank you for that information. I can honestly say that ECSU was doing its part with the COVID vaccine. We have a weekly testing that takes place here on campus. On this historic occasion, we're going to bring up the ECSU drumline and the ECSU Delights one more time for a final performance before we go any further. If I could have everyone in here say, bike and tire. Bike and tire. Bike and tire. Bike and tire. Thank you all. Have a good evening. Two-two live. We want to thank you. Also want to thank the team of W18BBTV, the on-campus television station here at ECSU. Finally, for all the students who've been in the aviation program, if you could, stay back so you get to meet up with some of the members, representatives here from United Airlines. That concludes today's program. Thank you all for coming out. Have a wonderful day. Ladies and gentlemen, welcome aboard to United Airlines Flight 743. I'm your Captain Brian Jackson, chief pilot here at Los Angeles and National Airport. What do you want to be when you grow up? A pilot. That's right. A pilot. So you can say, I want to be like them. I'm part of a rich history. A post that goes back to the Tuskegee Airmen. The Tuskegee Airmen were the first black pilots to fight in World War II. And they set a precedent of having African-Americans in the flight deck. I wouldn't be here without them and I want to be able to supply opportunities like that for generations to come. So programs like the Siskiki Nex Program helps to put these faces in front of the kids today so they can see those that they can aspire to be. Those opportunities weren't there when I was growing up. It is important not to forget the past and that to me is what makes me most proud to be an African-American leader here at United Airlines.  United is my family. Good to be back. How's everything today? It's important to me to know that every step that I take is allowing other people that look like me the opportunity to do these same things behind me. Even my daughter who today is taking lessons to become a pilot I'm behind her in any dream or goal she wants to achieve. Just remember you can do anything that you want to do and nobody can tell you no. Got it? Follow your dream work hard overcome obstacles and you can achieve anything. Our strategic plan that we have titled Forging Our Future is a plan for the university's outlook as we build a map of where we want to go for the future. One focus is growth and then also building our regional development and then we want to look at ways in which we can enhance our capital. How do we attract people here to want to work, to want to live in this area of northeastern North Carolina and I'm very proud of our students and they never forget their past but it becomes part of their story part of their journey and their narrative that they are even more anxious and excited to share and talk about. We always say we want our students to come here to discover their passions but leave to conquer their dreams and here I think they will definitely get that opportunity to do exactly that.


I started cooking at him and going around all the local shops, delis, hotels, trying to sell my product. Because the flavour was so good I had a very encouraging result. That established a great following because people that tried the product bought it again. We've built a company now which is reckoned as being one of the top companies in the food industry. I think any company going forward has to be innovative, it has to have sustainability and it also has the mantra to upskill the labour force and thankfully we're able to do that. KK Fine Food is a very vibrant, exciting company. It's got all the strong base to make it go forward and retain a lot of growth. We're also invested in the next generation in the business. We have lots of training programmes here. We have probably 14 to 15 different training programmes within the organisation. I have a great passion for innovation and quality. That was my principle from the start. We're hoping this year that the turnover will grow up to 37, 38 million. So it's a great drive. We've got a wonderful factory, a wonderful workforce and a great clientele.


All hands-up date recently spoke with the Chief of Naval Personnel, Vice Admiral Scott Van Buskert, to discuss topics of concern to the fleet. One of the topics was performed to serve. He said through the PTS fleet working group, sailors have voiced changes that they want to see, and he's listening. They want improvements to PTS so they can know sooner in the cycle about whether they have a court or not. They want to know when they can, do they have opportunities to convert to another rating? Do they have an opportunity to stay in the service in the reserves? And I think we owe that to them. We owe that, and so as a result of that, we continue to make the changes to PTS, and that's the beauty of PTS, the flexibility that we have in that program. Admiral Van Buskert also said that he and his office are working to make those wants become the reality of PTS. We have some changes coming up here in the very near future to ensure that we move that choice and that acknowledgement of the choice of the quota earlier in the cycles, or to reduce some of the angst associated with what we're hearing from our sailors as I go out to engage, that they're seen in there, and that we need to give them the opportunity to understand when they have the quotas and when they don't, so they can make the choices and make the decisions that they need to make for them and for their families. CNP also said that sailors shouldn't count on an end to PTS anytime soon. I think the great thing about Perform to Serve is the flexibility that that program offers us. I think it is a sound program, a very good program, and the one that we're going to continue to execute to. For more information on PTS, go to npc.navy.mil or see your command career counselor. From the Defense Media Activity, I'm Petty Officer Matthew Halls.


Hello and welcome to this session in which we would look at the cybersecurity framework and specifically we are going to be discussing the protective function within the five core functions. In the prior session we looked at the overall objective of the US cybersecurity framework, gave a historical overview and we discussed the identify function. Simply put this is the big picture in the prior session we completed the identified function which is one out of five functions and within this functions we had six categories one two three four five six. In this session we would look at the protect function and under the protect function we have one two three four five also six six so we already completed six and we gonna complete six today. In this session I'm gonna give you a little bit of subcategories just to kind of make sense of things and remember we have many references for these categories and subcategories. Before we proceed any further I have a public announcement about my company farhatlectures.com. Farhat Accounting Lectures is a supplemental educational tool that's gonna help you with your CPA exam preparation as well as your accounting courses. My CPA material is aligned with your CPA review course such as Becker, Roger, Wiley, Gleam, Miles, my accounting courses are aligned with your accounting courses broken down by chapter and topics. My resources consist of lectures, multiple choice questions, true-false questions as well as exercises. Go ahead start your free trial today no obligation, no credit card required. Simply put I'm gonna be using this template this is what I used in the prior session for consistency simply put this section here is gone. So I'm gonna be filling this section so I'm gonna be filling identify management and access control. Now identify management and access control used to be called access control then they add to it identify management. Why identified management? Because they believe they should have some weight they should have give some importance to the people involved in the management of the access. Access to what? Access to the system. So the category here is access control basically protecting the system given access and that access could be logical could be physical could be remote it's access. So here what we have to be aware of is identities and credentials are managed for authorized devices and users including outsiders. This is why we added the identify management we want to know exactly who has access to what who's authorized to do what including outside as part of your cybersecurity you want to be aware of this if you want to protect your system you want to be hold people accountable if you want to hold people accountable you need to let them know who who can access the system and who cannot who's authorized who has the credential you want to protect the system from a physical perspective should have a physical access the assets to man is managed and protected because once they can go inside the building then they may be able to find more information if they look in the garbage they could find more information about the company so physical access is as important as remote or logical access also remote access you want to protect yourself through firewalls through other techniques we'll talk about later but the point is you want to limit the remote access. Now access permission and authorization are managed incorporating the principle of least privilege what is the principle of least privilege it's been it means give the individual only enough access to what they're supposed to be responsible for or supposed to accomplish don't give them more because if you give more power you don't want that that's not a good thing so when you give access you give access to exactly what this individual needs to complete their work and obviously I don't want to mention separate separation of duties we look at separation of duties duties much much more in principles of IT security also you'd have to have your network has to be protected network integrity is protected incorporate the network segregation where appropriate so so once again to look at the big picture the function is protect the category is identify management and access control and here's some subcategories what needs to be done are these all the subcategories maybe not maybe others but the big idea is is to control the access by knowing who's authorize and who's not and protecting your system awareness and training awareness and training again this is a category under protect the protect function well guess what if you have the best system but people they don't know how to use it or they're not aware of it it's not good so what do you need to do all users must be informed and trained on cyber security risks and responsibilities you have to let them know you have to get them involved in case someone is sending emails fishing for information well they are aware of this privilege users understand the role and responsibilities privilege means that people that have access to centered sensitive information they understand that they have input the access to important information they have to be very careful they should block their phone they should not keep their laptop open you know they should not keep their car open maybe they have to be more careful because they are responsible for sensitive information also third-party stakeholders your suppliers your customers your partners remember in the prior session when we looked at identified we said also your supply chain is as responsible for your cyber security as you are so third-party stakeholders need to understand the roles and responsibilities because they might have access to your account senior executives and other decision makers receive cyber security briefing this is part of the of the communication so everyone is on the same page about any updates what's going on so on and so forth data security data security is under the function of protect this category we talked a lot about data I'm gonna tell you to go back and see the data module at some point but what is data security okay data security is the security that's addressed is protected so if it's in the warehouse and the in the cloud on site on the computer on a hard drive it's protected well when we transfer when we transit this data from one location to the other whether it's inside or outside the company the the transmission is also protected assets are formally managed throughout removal transfers and disposition so we have to be very careful with the data from A to Z from the way we put it in to transfer to get rid of it when we get rid of it we want to make sure it's not recoverable we want to make sure we have enough capacity to ensure data security because sometimes if we don't have enough capacity it's not available we might lose it that's not good so part of cyber security is having enough capacity enough power also we have to be obviously protect the data against leaks leaks means somebody accessing the data either an error or on purpose and we always have to check the mechanism that's used to verify the data to verify the integrity of the information integrity check and mechanism are used to verify the software firmware and information integrity it means the data that we have we have to make sure it's correct as well the development and testing environments are separate from the production environment so when you produce data and when you store it keep them separate the fourth function is information protection processes and procedures and once we say processes and procedures it's endless so this is another function under protect this is basically setting up setting up your policies and procedures and you could have many of them endless for one thing is you have to have a baseline configuration of IT any industrial control system that's created and maintained and what's a baseline configuration of IT what do we mean by that a baseline configuration is a standardized documented and approved sets of specification for an organization hardware software and network setting what is the purpose for this it creates a reference point it create a baseline for secure and consistent configuration across the IT environment ensuring better security simplified management and improved compliance simply put what we're saying is your all your system hardware software network they should all work together and that should be documented and this is basically your what we call baseline configuration you're starting from a good position also system development lifecycle should be implemented if you don't know what system development lifecycle that's a one-hole session we had couple session about this so when you develop a new software or purchase a new software there's a system same thing with cybersecurity it applies to cybersecurity configuration change control processes are in place same thing we have a couple maybe three or four session about change control what's a change control change control also apply to cybersecurity when you have a change control for software development you also have change control for cybersecurity you have to go through formal steps when you are changing your any cybersecurity policies backup of information are conducted maintain and tested regularly again this is part of your policies and procedures and we have a lot to talk about backups policies and regulation regarding the physical operating environment for organizational assets are met well guess what you have policies of how to maintain your physical asset your building your warehouses and those are being followed the policies and procedures the policies and procedures are met be there being followed what do you do you check for that data protection processes are maintained and tested you are you have data you are protecting this data you want to make sure that policy is maintained and tested on regular basis part of your policies and procedures because on the CPA exam or on your exam what's gonna happen is you're gonna have to know for example data protection processes what is the what is the function and what's the category so you need to know where does where does it fall okay and protection processes are continuously improved and that's always the case in any in any environment especially in cybersecurity because cybersecurity is an evolving field because right now someone someplace around the world in East Europe or whatever country they are in they are creating a new sort of a virus or a harmless small malware that you need to protect yourself from so you need to have continuous improvement effectiveness of production technologies is shared with appropriate parties so if you have if you have any new information any new technology you want to make sure you share it with everyone that's the that should be part of your policies and procedures maintenance maintenance also maintenance is part of protecting part of the protection function maintenance of the system okay maintenance and repair of industrial controls and information system component are performed according to policies and procedures not not haphazardly if you want to do maintenance and repairs you just pick up the phone go to the phone book or go on Google and randomly ask someone for help you have to have policies and procedures and especially if that maintenance is remote you want to vet them you want to make sure that that's who they are maintenance of good organizational asset is approved you approve them ahead of time you don't just call them haphazardly you logged who did it you're able to maintain this and performed in a manner that prevent unauthorized access of the came in logically which is over the internet or physically you want to make sure they don't have access to places that they're not supposed have to access to whether it's physical or logical remote or in person and protective technology basically it's part of the protect function basically you want to protect your technology how well how would you do it you have audit or log records are determined documented implemented and reviews and according what policies what does that mean that means you know exactly who logged in at one point if you need to enable to follow up so you're the important technology are protected here you have securities policies user authentication and authorization are applied within the protective technology solution so you know what's the important of technology in your business that's going to help you achieve your business function and those technologies are protected again here you would use the principle of least functionality by configuring system to minimize potential vulnerabilities remember what we talked about vulnerabilities you don't know where they're coming from but what you do using the principle of least functionality it means the people who are working on the system they have access to only enough information that they are responsible for and obviously you always want to have communication and control network are protected your communication you know through emails through phone calls through chat are protected and networks are protected that's critical because if those are vulnerable then they can access your system so what is the next step so we finish the identify function we complete this in the first session now we finish the protect function the next function we're going to be working with is the tact and under this we have three categories basically half of the prior one we should be able to go through it fairly quickly what should you know what should you do now go to far hat lectures whether you are a CPA candidate or an accounting students or studying for the CMA or your certification invest in yourself invest in your career stay motivated and stay safe


Welcome to another OptoPlanary example. In this example, we'll be looking at task assigning, where we're going to assign tasks to employees and we're going to take into account skills, affinity, and priority of these tasks, right? So let's take a look here. We have a number of employees you can see here, which are, these are randomly generated. And we have also randomly gave them a number of skills. So for example, the first person has the skills of problem solving, team building, and business storytelling. For the record, for people who recognize the names, the attribution of skills is purely random. This doesn't mean anything. Furthermore, we have a number of tasks. So for example, we have this task over here, which is the shrinking the VAT accounting task. And we can see that the task also has a required skill. So it has the green skill that it needs, which is strategic planning, the dark green skill. You can also see that this task has a priority, which is minor, which is pointing downwards green arrow. And it has a certain customer, which is the paper corp in UK at this point in time. You can see this task has a major priority, has a different skill requirement, risk management, and also has a different customer, as you can see. Some tasks require two skills. For example, this task requires both the skill problem solving team building to be executed by somebody. So let's take a look. So let's say we take this task over here, which requires the orange skill. And you can see if we assign this to the first person who doesn't have that skill, that we're actually breaking hard constraints. Now, so this is not a feasible plan. He cannot do this task. So let's assign it to the second person. You can now see that we do have a feasible plan. What you can also see is that there's an affinity taking part. So because this task has a certain customer, we're going to take a look if that employee who's going to do that task has an affinity with that customer. If he's worked with that customer before. If that's the case, then he will be able to do this task much faster because he knows who to call for that customer if he has problems. And he knows the structure and organization of the customer better. Now, in this particular case, this combination actually, that person does not have an affinity with that customer yet. However, if we give him to somebody else who does have that skill, so for example, this person has that skill, we can see that we now have a better affinity. So as a result, because we have a better affinity, you can see that the icon became yellow instead of red. And as a result, you can also see that the duration of the task is much shorter. And of course, we're going to try to match the affinity as much as possible because that means that the tasks can be done as quickly as possible, right? So, okay. Now, let's take a look what happens when we start scheduling this. So we solve this, right? What you can see is, let me just stop it. What you can see is first of all, that's all the hard constraints are met. So for example, this task requires the light green and the yellow skill and this person has both of these skills so he can do that task, right? And that counts for all the tasks. You can see, for example, that this person doesn't get any tasks. That's because there are no, there's not a single task currently that needs any of these two skills without actually needing another skill, right? That's just the way the random data sets was generated. On top of that, each task has the affinity which we spoke about earlier. You can see the green ones are really nicely matching. That means that we are taking the minimal amount of time to do them. While we can also see a number of red ones where we'd rather have somebody else doing them but it's somebody with a higher affinity for that particular customer. But sometimes there is simply nobody who has that affinity which is definitely the case for some of these customers, right? For some of these tasks. So, and then last but not least, we have the priority which we need to take into account. So we can see, for example, this task has a critical priority, right? It has a double red arrow. This task has a major priority. This task has a minor priority. And you can nicely see that this person is first doing the critical task, then the major task and then his minor tasks. This is what we want to see, of course. We want to see the higher priority tasks done first. Now, to give you an idea on how it actually works, let's take a look at the data, right? At the domain, right? So we have an employee which has a number of skills and which has an affinity with each customer which can be none low, medium, or high, right? And then we have a task which requires a number of skills which has a customer. And of course, that customer will affect how fast the employee is able to perform that task. So it impacts the task duration. And also we have a priority major, minor, or critical, right? So on top of that, we also have constraints. So not on top of that, but these actually, that's the domain, but how do we trans this into business constraints? What are we optimizing? Well, first of all, we have a hard constraint with that skill, right? So that every skill that is required is actually that there is actually, the employee assigned to that task actually has those skills. The second thing is that we want the first soft constraint and this is way that higher than any of the others. It's actually not weighted, it's the higher score level. We're actually using five score levels in this particular case. And this one is that we want to do the critical priority tasks first. And we're looking at the end date of the critical priority tasks, of course, so we can take into account the duration which might be affected by the affinity. The second thing that we look at in the soft constraint, so our next score level that we look at is the minimum makespan. So that basically means, if you look at these, that we want to minimize the makespan of the entire schedule, but we're going to do better than that. We're going to minimize the most stressed employee which is apparently this person in this data set. And then we're going to minimize the second one which is this person, and then the third one which is then and so forth, right? So we're going to do this as fairly as possible, starting with the person who's worst off in the schedule who has most tasks in this particular schedule. And this will also minimize the entire makespan which is good for the company, right? So this gives us some fairness. And you can see this is actually more important than doing the major priority tasks first, right? So the business told us in this particular case that they found this more important. If you want to do this differently, that's quite simple. You just switch two lines of code and then you'll have a different behavior, right? So after that, we look at those major priority tasks and last and also least we'll look at the minor priority tasks, try to optimize those, right? And then we basically get the schedule. Now, that's quite interesting. Now let's see what happens when we start applying real time playing or continuous planning, right?  So I'm going to click the produce button and every now and then this will create a few tasks which are added to the schedule. You can see those tasks showing up here, right? And every few seconds we'll get some more tasks that we need to assign. Look, there are more and more tasks, right? Now, what we're going to do is we're going to start solving this, right? And we get this schedule. And then we're also going to start consuming tasks. So let's start consuming tasks. And this basically means that as time goes by, somebody is actually fulfilling these tasks, right? Let me stop the producing of tasks for a bit. So what you can now see is as time goes by, we actually are locking certain tasks into place, right? You can see that, right? So as time goes by, we are more and more locking tasks into place. Let me show that again and I'll start from scratch again. So I'm going to start solving again and I'm immediately going to do consuming and producing. So you can actually see the consumer catch up to the producer and that will be given an interesting effect. So we start solving, we start consuming and we start producing, right? You can see that these tasks are being done. Some of these are finished, some are in progress. And you can also see that new tasks are being produced over here. So while they are being added there, right? And you can see that they're being added to the fund. Unfortunately, because of the dataset, there is no task type that actually matches this person. So we'll actually never get a task. That's a bit of a pity here. What we can also do is we can stop producing for some time and actually let the consumer run past the point where all of the people are working, right? So let's do that. And after that, we'll start producing again. So, okay. So right now there's only three guys working anymore. So let's start producing again. And what happens is when these new tasks come in, they are magically assigned and this person starts working again, right? So just to show that we can handle this. And again, so these are two separate threads that produce these events. This is separate from the solver thread which is actually solving them as they come in in real time. Okay. So thank you for watching this presentation. And if you have any questions, you just go to the oploplaner.org website and see what you can download this example there and try it out.