I always like to start with just please introduce yourself. What do you and what do you do? Okay, I am Michelle Martin. I am the Beverly Cleary Professor for Children and Youth Services in the Information School at the University of Washington. And I teach primarily students who are going to be youth services librarians. So those who are going to work with children and young adult in libraries and other library and information science spaces. Has your parenting influenced your work or vice versa? Oh, they're very much tied together. My parenting and my my teaching are very much tied together. We started reading to Amelia in utero with one of those, you know, sort of utero phones and just sort of saturating her in a literacy-rich environment. So we'd have a rolled-all book that she'd be going to sleep to while her daddy was reading one book to her and I was reading another book to her and she eats books now. I mean she's like, you know, reads a lot faster than I do and really loves story. How would you stress the importance of libraries in a day where, you know, someone might say we have computers and we have, you know, all these other things and we can read books, you know, right away? Why do we need physical libraries in our communities? What would be your argument or that?  Everybody can get a library card, right? Everybody can get a library card, a lot of libraries have gotten rid of fines, have gotten rid of the requirement of you're having to have, you know, a physical address, trying to accommodate so that people who are immigrants, people who are refugees, people who are homeless, who are unhoused, will also be able to access the career services that libraries offer.  And so I think the beauty of libraries is that, you know, there are lots of things that you can access if you have the money to buy a computer or if your school provides a computer for you. But libraries, everything there is designed to appeal to and be accessible to everyone who walks in the door. I want to take advantage of your expertise and knowledge here and have you recommend a couple books for my 10-year-old daughter, Amelia? All right. This is The Arrival by Sean Tan, who is an Australian illustrator. And I think it's a perfect example of a book that puts readers in the position of alienation for understanding the immigrant experience. So this man has had to leave home and he goes to a place that is very unfamiliar to him. He can't even read the language. And it's about the way that he navigates that whole situation. Little Monarchs is a graphic novel and this one isn't colored all the way through because this is an early version of it. But this is by Jonathan Case and it's a book about a little girl who ends up, you're not sure why she isn't with her family until toward the end. But there's something that has happened that has made everyone allergic to the sun. So everybody has to go underground. And the way that you are able to survive is there's a serum that she and an older woman that takes care of her have created to be able to make you tolerant of sunlight. But it's a fascinating sort of pick-arrest because it's a journey. They go a lot of different places and to try to reunite her with her family. And then pet by a quickly amazey is about a trans girl who lives in a town that had monsters, no longer has monsters, but some creature comes out of a painting that her mother has created that tells her that there's a monster that's living in the house of redemption, which is redemption is her best friend. So pet is a fantastic read, really interesting. And Jam, the girl, the protagonist's name is fascinating. She's great. And yeah, I really love the setting there. Well, I'm gonna look it up for you. And once you read one or two, I might correspond with you and let you know what she thinks. I would love that. I would love that. Yeah. Well, this has been a great conversation. Thank you so much for your time. And thank you for reaching out.


So now you've finished your critique of the paper. You've critiqued either a research-focused article or a non-research-focused article using the very specific criteria I mentioned, and those criteria are also found as part of the module. You can refer to those for more specific detail. So in your write-up to the editor, be sure you're addressing those issues. Be sure you're citing what page or what paragraph has problems. And then finally, in some reviews, there is a section of the review called Confidential Comments to the Editor. You don't need to repeat here what you've already said to the author. Instead, you might say to the editor, this paper would need a lot of work to be able to be published. So editor, do you have the time and the resources to invest in this author to bring this paper together? Or really, editor, if you have better papers, I would not make this a priority paper for your journal. So here's where you can make some confidential comments that are not shared with the author that could be helpful in the editor's decision as to whether or not to accept this paper or to allow it to be revised, what kind of work it would take to be revised. It's in this box that I have had sometimes reviewers alert me that they suspect the paper is plagiarized and they may alert me that they have think, believe they have seen the data from this paper published elsewhere. So do use the confidential box to the editor if you have important information to let the editor know about the paper. Then finally, in the review, you'll be asked to make your recommendation. Often the choices are accept, which is rarely done that a paper is accepted as is. I have rarely, rarely, rarely seen that happen. Another option is revise and some journals may have two categories of revise. Revise with major revisions needed or revise minor revisions are needed and then finally reject. So you need to be very honest with the editor as to which of those you are recommending. It doesn't really help our discipline if you recommend that we publish a paper that is of poor quality within accurate content that's not appropriate for the target audience. So please be honest and give the editor your true suggestion for this paper. The editor then will take the reviews from each of the reviewers and make a final decision. If the editor allows the author to revise the paper, the editor may send that revised paper back to you as the reviewer and ask you to look at it again. Here they will say to you as a reviewer, has this author done what you asked? Have they made the corrections that you wanted? Is the paper better now? Is it good enough now to be published? Sometimes the editor will make that judgment but sometimes they will ask the reviewer to participate in a second review process to be sure the paper is really now on target for publication. So don't be surprised if you get a paper back for a second review. As a reviewer, all the information that you have must be held completely confidential. You cannot in any way duplicate the paper that you have before you. You cannot use any parts of the paper. You must completely keep all of the information highly confidential until that paper is published. If the paper never is published because it was rejected, you also cannot in any way reveal information about that paper. Confidentiality is an important part of the whole review process.


Sometimes, you have the inconvenience of receiving an annuity that doesn't begin paying out for some time. This is a deferred annuity. While it's terribly inconvenient to have a wealthy benefactor, the mathematics is the same. For example, on your 11th birthday, you inherit an annuity paying 1,000 on each of your 18th through 26th birthdays. Assuming the annuity earns 7% annual interest, find the value on your 11th birthday. So one approach is to find the present value of the payment starting at t equals 7. So our present value will be, and we can compute, if we remove a factor of v to the 7th we get, and we can apply our geometric series summation formula, and at 7% annual interest, v is the reciprocal 1 over 1.07, and so the present value will be, which we round down. As an alternative, imagine the annuity being paid starting on your 12th birthday, and continuing until your 26th birthday, but... Someone steals the payments made from your 12th birthday, t equals 1, until your 17th, t equals 6. So again, using the same value for v, our present value will be the total value of all 15 payments, minus the payments that were stolen. We can compute these values separately and find our total present value. Or perhaps you want to set up an annuity, say, for your favorite online math teacher, hint, hint. The annuity should pay, oh, 10,000 a year for 20 years, beginning 10 years from now. Assuming an interest rate of 5%, how much will it cost to set up the annuity? So if we use the stolen payments concept, it doesn't matter if we begin at t equals 0 or t equals 1, but the formulas are a little easier if we start at t equals 0. So if we imagine the annuity being paid at t equals 0, 1, 2, and so on, up to 29, but the first payments from t equals 0 to t equals 9 are stolen, then the present value of the annuity, using our discount function, will be 10,000 a double dot angle 30 at 5%, that's all the payments, minus 10,000 a double dot angle 10 at 5%, those are the stolen payments. And we can compute these values separately. To ensure there will be enough money, we should round this up to the nearest half million, to the nearest penny.


Hey guys, what is up? Welcome to my channel. For today's video, I am going to be doing a review, an overview over a couple of my favorite sets that come out every year for the holiday season, and you guys definitely expressed interest in these sets as well, so I wanted to cover them. So they are two of the newest Fenty Beauty holiday sets. I imagine they'll probably come out with more. They usually come out with some little blue dogs, but these are two major ones that I'm really excited about. We have the resting peach face set, and then I kind of already broke into this one, but this is the Glossy Posse Fantasy 4-Sum set, so I'm going to be talking about both, demoing both, and all of that good stuff, so if you want to see that, then just keep watching. Hey guys, if you're new here, my name is Morgan. I am a product knowledge enthusiast. I just love knowing anything and everything about all the new makeup on the market and sharing out my thoughts with you guys, and I love these sets that Fenty have come out with, and so many of you guys, when I posted this on my story, seemed interested in these sets, so I thought, I'll just film with them, because they excite me as well, and with the Sephora VIB sale coming up, what, in less than a couple of weeks? I think that these are great sets to pick up during that time, so that's why I wanted to cover them, show you the swatches, all of that. I'm going to have time stamps for each set, but we're going to get started with the resting peach face set, and by the way, both of these were sent to me in PR, but I would have bought these myself anyways, because these sets, particularly the gloss set, I buy every single year, so I was really shocked to see these at my doorstep.  Anything else that is on my face though will be linked in the description box, so let's take a look at this resting peach face cream blush and mini gloss balm cream duo, and this is available on the Fenty website, and this Sephora website is still available on both, online it says the set is limited edition, and it is $25, and it is a $31 value, but let's give ourselves 10%, 15%, 20% off, and even better daily would be. So this is a limited edition set with a full size cheeks out freestyle cream blush formula, which is a very, very nice formula, and then a mini gloss balm cream, so this is the cream formulation, meaning there is no shimmers in it, and it has more opaqueness compared to their other gloss formulas, and brand new set exclusive peach shades, so this is a new color that you can only get in the set. I will say sometimes later on Fenty will end up releasing these in individuals, but they haven't yet, and sometimes they don't do that, so you never know. So here is what the box looks like, and then the back is going to have all of the information. If you do need to pause and take a look, it is right here up for your convenience. So I'm going to pull these out, and these are hard to get out, and I think you have to like, oh geez, okay, I got them out. So let's start off with the blush, because I desperately need some color on my face. So these are really small, but they are the full-size versions, the same size that you will get with the individuals, and I believe it's like $22 for an individual. You do have a mirror, very lightweight. So this cheek color has a 12 month shelf life. It is made in Italy, and let's do the swatch. That's what it looks like, and so you see it has some sheerness to it. Let's build it up, really pretty. If you like peach shades, let's just put it straight on the cheek. Okay, so I'm just going to use a dampened Beauty Blender first to apply this on one cheek. I prefer to use a Beauty Blender for this formulation, but I will show you with a brush. By the way, I do not have any powder on my face, except just a little bit sprinkled under my eyes to set the concealer, but I do have a cream bronzer on. I don't find that this move is powder underneath, but I do like to just stay on the safe side, and if I know I'm going to use a cream blush, then I act accordingly like I did today. So this is nice. It shears out. As you can see, it's not too pigmented, but it's definitely buildable. That's a little bit softer. So let's use a brush on the other side. I'm going to use a BK Beauty 106. This is one of my favorite brushes to apply cream products with. I'm going to get in there. And again, I would rather just use a sponge, but this does pick up more product because it's more dense, obviously. So it is giving us more pigmentation on this side, as opposed to this side. Honestly, gorgeous. A little bit on the nose. So it does have a little bit of a sheen to it that I'd say it's almost gold, but it's almost imperceptible. You can't really see it. It's not too strong, but this is a gorgeous peachy color. I purposefully went in with a warm eye look today to complement the peach cheeks. It's bright, but it's not too bright. It's buildable. With this formulation, I don't find that it lasts the longest. So you might want to maybe apply a little bit more or set with the peach blush on top, but nonetheless, it's a really great blush formula for creams. It's very emollient. I think it's a really good one. And it's a very, very fair price, especially within this kit. So this gorgeous. Okay, so let's move on to the mini lip gloss now. Like I said, this is the cream formulation. So there's no shimmers and it does have a little bit more color than the original formulation. So the color name is Peach Pout. It has a nine month shelf life and is made in Canada. And it's so cute and tiny. Here's what the applicator looks like. It's the same as all of the others just so you can see. Here's the pigmentation. So it's a sheer gloss nonetheless. You can see you have that pop. So I have on Kylie Cosmetics Kylie lip liner just to define my lips. Let me actually soften it for you though. It could be a little bit more true to color. That pools bright. Isn't that gorgeous? Obviously it's a sheer lip gloss. It's not full-passy because it's a lip gloss. But this is right in line with the regular formula. It's going to look gorgeous over other lip products. We have a lot of other lip glosses to try out. But first impressions, demo. First of all, I love this blush color. I think it is absolutely stunning and you can't tell me that it's not. This is a great blush formula. I would recommend maybe using a powder on top just to set it down a little bit to improve the longevity. But if you don't want to, you honestly do not have to. It's a great blush formula. The lip gloss is beautiful. I do not have a color like this from Venti in my current collection. 10 out of 10 definitely recommend maybe looking into this if you're interested. Okay, now that this first set is done, I'm going to set my face now with powder and we'll move on to the last lip gloss set. I've set my face. I've done my powder highlight. Feel refreshed. Time to move on to the set that I get really excited about every year. So I've bought this set for the past three years that they've had it. It's their Glossy Posse set. So this year it's a little different because you do get one full size lip gloss and then you get three minis. So that's a pretty good deal. I like that you get a full size. So this is called the Fantasy For Some Four Piece Gloss Bomb Set. It is $38. Again, I love these lip glosses. I love to throw them in my purse. I think they're great touch up lip glosses. So these are always swimming in my purse from the previous years. I've always get really good use out of this set, which is why I'm excited to once again recommend it for the sale. Mine's a little beat up packaging wise because I tested these shades in a live already. It's kind of hard to get these out. But like I said, this is $38. Once again, it is limited edition and it says these are brand new exclusive shades. So all four of these haven't come out. I could be incorrect. However, the shades of the minis, I think are shades that are existing already. Let me pull them out. I think their shades are existing already, but it's a new formula, the Fantasy Formula. Now she might have come out with this formula in the past, but I've never tried it. She describes it as a holographic formula. To me, they're just shimmery and you can see kind of the shifts. So these three minis are the Fantasy Formula. If you like the glimmery finishes in your lip glosses, you will like it. Then you have the full size color. Let's try each of these on, swatch them. So we'll start off with the full size cream formulation. It's the same formulation that was in the peach set. This color is candy milk. So love that you get a full size. So let me show you the color. Oh, this is deeper than I thought. You see it has a lot of pigment. I just wanted to show you it compared to the fussy color. This is the heat version, but it still is a cream finish. Here is what candy poppin looks like next to the fussy cream. The candy poppin is definitely a lot more poppin. So if you have at least fussy, it's going to look very different. Okay, let's try it. Oh, lots of pigment in the shade. This is a nice shade. I haven't tried this one yet. So I think this arguably is probably the most pigmented shade from Fenty that I have. I love it. This is a great everyday color. So candy poppin everybody. I like it. Okay, let's try the other colors now. So we're going to do Fenty Glow Fantasy. This looks a little bit warmer to me than the other Fenty Glows that I have, but you can see kind of like the orange and the pink shimmers shifting throughout. So this is what this one looks like by swatch. You can kind of see the glitters running through them. I don't know if it's going to pick up on camera as well. Let me get closer. There are some glitters running through the formulation. Let's put it on. And you can see the glimmers on the lips. Subtle, but gorgeous. See, I like the glimmery lip glosses. That's cute. On to the next. We're going to do Champ Stamp Fantasy. This one is like a champagne color. So this one, you can see, has a lot less pigmentation. I think this one's going to be a lot more about the shimmers on the lips. It's like a mess now. How do people do lip swatches? Oh, this is going to look pretty over like a very nude lip liner. I love this one. I tried this one before and I loved it when I tried it that day too, but there's something about this pretty much clear gloss with the glimmers. That's really, really special. Great for every day. Can go over any color. So I like that one. So I'm going to realign my lips now because we have the darkest lip gloss. We have hot chocolate fantasy. And you guys see those like kind of purpley shimmers running throughout this one? So this one's going to be the deepest one. I like that I can see those pink shimmers in the swatch. Here we go. It's not as deep as I thought it was going to be because it is a little bit more sheer, but gorgeous. I'm going to leave this color on because I feel like it looks the best with my makeup look right now. This is hot chocolate. If you couldn't tell, I am absolutely loving both of these sets. I think both of them are great. I think they are a great value even without maybe getting it on sale. Like I'd pay full price for these. I can't really advise you to pick one over the other because I think they're great. Just depends.  Both of these sets, I just wanted to share the knowledge, try them all out for you, give them a demo for you because they are fantastic. So I hope you guys enjoyed this video and found it helpful. Let me know your thoughts down below. Are you picking any of these up? Are you like me? Do you pick them up every year? And that's all I have for today's video. Thank you guys so much for being subscribed to my channel and liking this video. I will see you all in the next one. Bye, guys. Have a good one.


Okay, visionary, commissioner, founder, CEO, leader, just a few of the titles that Heather Hiles has held. Ms. Hiles has led several organizations including the San Francisco Unified School District, Silicon Valley Venture Fund and PathBright, which she also founded. She has also served her community on the boards of such organizations as Communities United Against Violence and the AIDS Legal Referral Panel. Please join me in welcoming Heather Hiles, Deputy Director of Post-Secondary Student Success at the Bill and Melinda Gates Foundation. Oh, also, it's the one o'clock. Hi, thank you. Thank you for having me this afternoon. It's a pleasure to be here. What I wanted to talk with you about is what we're up to at the Bill and Melinda Gates Foundation and I'll get into a little bit of detail about what it is that we're funding and looking at. And then I'm really looking forward to a Q and A session where I can answer your questions. So if you have some that build up while I'm speaking, please note them down and we can get into that. It's much more interesting than listening to me speak about myself. So I have 25 years of experience in education, a lot of it, having spent in the K-12 space. I am a former school board commissioner at San Francisco Unified, served on the board of a set of charter high schools for eight years. My whole job while I was working my way through undergraduate at UC Berkeley was running a tutorial program for kindergarten through third graders. I've run a job training program with high school kids and in the 90s I actually built training programs to get women from welfare into careers and that was some of the most fulfilling work I've ever done and as was said, most recently prior to joining the Bill and Melinda Gates Foundation, I spent time building up a digital e-portfolio platform called Pathbright, which has about five million-ish, mostly college students on the platform who are all looking to tell their stories of achievement and learning to employers and to their professors and such. The reason that I was called, I think, to join the Bill and Melinda Gates Foundation is that there is a deep, deep-rooted commitment on behalf of Bill and Melinda to help people who have until now been disenfranchised and not succeeded in pursuing and achieving their academic as well as their professional goals. I'll tell you more specifically what that looks like and what we're doing, but I just wanted you to know from where I come in helping people, I've committed my whole life to helping people realize their academic and their professional goals, so I'm a good fit, I think, for the Foundation and vice versa. These little baby turtles inspire me, so I never miss an opportunity to show their pictures. But the scene here is that these little creatures, once they hatch from the eggs, if you're not familiar, they've gotta make it down to the ocean in order to survive and thrive.  They don't know which direction they're going in, really, they just instinctively know to get down to the ocean and they have no idea what's ahead of them once they actually reach the ocean. That's where the real adventure begins. And these little baby turtles, I think of as the people who are trying to succeed in acquiring some skills so that they can succeed in life and take care and provide for their families and themselves. And our goal at the Foundation is to help those people who have historically not been successful by themselves because they haven't had the resources that some of us have been able to draw on. And so that's just mindset-wise, that's where I come from. The vision specifically in the post-secondary success as part of the Bill Melinda Gates Foundation where I work is that we want to work with our partners to help about 11 million people by the year 2025 be prepared for new economy jobs. So the 11 million number actually comes from economists who believe there will be a gap and there will be 11 million people who do not if things go as usual who will not be prepared for new economy jobs. And I think we see every day and how many people are already disenfranchised but it seems like that gap between the opportunities as the nature of work changes is growing wider rather than getting smaller. And so we know that there are about 4.3 million people. We look at a lot of data over at the Foundation about 4.3 million people who are dropping out of two year and four year institutions right now that we could with lots of interventions which we'll call solutions over at the Foundation who with a little bit of extra support hopefully can complete and obtain their credentials. And then there are about another five and some changed million people who probably won't attend any college or university but who are still needing to upgrade or acquire new skills in order to be ready for career well-paying jobs by the year 2025. And so we're also looking beyond college and universities at what are the other kinds of new trending new opportunities for acquiring skills for these jobs. And so that's what I am responsible for. My portfolio is called Solutions for that very reason. And I won't bore you with a lot of data but I will say this is a striking number for me. Only 11% of employers really believe that graduating undergraduates who complete college are prepared for even entry level jobs. So they don't seem to have a big connection or a lot of faith into what our students are learning in colleges and universities right now. And those are the people who actually get the credentials. So I think we have a lot of work to do and I really appreciate that the community here is thinking about the connections between education, skills acquisition and actual work because that's my passionate area. That's my point of passion as well. But I think that that's, I think it's the more we can have the joint conversations about education, skills development and the world of work and what that looks like the better. Within my portfolio specifically and the solutions that I was gonna drill down into today are primarily regarding the college and university interventions or solutions that we have data and believe in that will help our students succeed and complete. So the biggest ones that we focus on include digital learning, developmental education, what we call student services which is advising plus financial security. So that includes financial aid packaging. It includes emergency aid, work study and then transfer. Regarding digital learning, we have recently done a lot of return on investment studies to understand what are best practices around digital learning supports at an institutional level and what kind of impact can they have on those most disenfranchised, highest status students that I just discussed and were squarely focused on. And some of the findings that I think are really important to be aware of are not always popular amongst leadership and faculty at an institution but nonetheless have really proven themselves to be important. Number one is that thinking about digital learning offerings for students who come onto campus but have access to what we call mixed modality offerings or online courses as they need them is really important to the majority of our students who are employed have families need flexibility. We find that on average students who have access to online courses to supplement their in-class experiences complete on average one semester faster. And while maintaining the exact same grades and sometimes in some cases improving their A, B and C level grades. And that's not someone popular but what becomes unpopular is the also the notion that if you get a standardized curriculum that is delivered for gen ed courses you have reliability around the outcomes that you don't see if each faculty member is selecting their own courses. And so administrators will receive a lot of flack for suggesting that they're taking away any of the autonomy of individual faculty but the data are showing that if you make institutional level decisions on curriculum and you have that and it can be a master course created by a faculty member who's the dean of the mathematics department and people get to refine it every year or whenever that's fine but just having one standardized curriculum that everybody uses really works. And so you can draw an OER content can draw on third party created curriculum or master content created by faculty. That's really not the main point. By providing online courses we also find that especially for your institutions where they've had tenure faculty teaching gen ed courses realize a lot of savings at the institutional level. One because usually adjunct faculty are the ones teaching the online courses. And then secondly they don't have all the expenses that come with having in-person courses, classrooms, the operating expenses. But we have found like I said, a lot of return on investment also at two year institutions especially for the students who complete faster so they need less financial aid. They're more likely to complete. And what I will say is also at the foundation we are looking at two different kinds of goals. One is what can we do to realize the opportunity for return on investment for the student and for the institution. And we're also looking at so what technologies are actually scalable and usable and reliable. And then we're also looking in another kind of area at what are the innovations in online learning, perhaps inquiry based virtual reality or augmented reality. What are new kinds of digital learning experiences that are even more engaging for our students? So those are two separate kinds of goals that we're driving towards both of those within the foundation. Another really important area for our students who have not been successful in the past is regarding developmental education. And within the developmental education we're looking at a number of best practices ranging from pedagogy to supports for the student in terms of better tutoring and such, redesigned placement. We know that historically and currently minorities underrepresented minorities typically test in a poorer way and so they are more likely to get placed into remedial courses and that remedial math, dev ed math is the biggest loss point of those same students. We're also looking at what we call co-requisite design meaning compressed courses where you have credit bearing courses additive to remedial courses so that people continue on the path and they're not taking a semester or a year's worth of non-credit bearing courses. And then there are really powerful innovations around math and English pathways that stimulate and help connect students to understanding the relevance of their trajectories of what they need to master in English and math. And there are fantastic models around the country and I brought some notes up here just to remember to call out some of them but from a pedagogy perspective the ramp up math program at Middlesex Community College seeing fantastic outcomes with their Emporium model where they've got kind of like a computer lab bigger than this and they've got sort of a flip model rotating and circulating tutors helping people succeed on their own through online courses. From the supports perspective and I'll talk a little bit more about advising in a minute but CUNY's ASAP program extremely powerful in connecting, advising with remediation and program planning and financial incentives. Around placement, both Long Beach Community College and Central Piedmont Community College have seen 15 point increases, percentage point increases in the progress of successful transfers from the two year to the four year. And Tennessee Community College with their compressed paths are seeing as much as 40 percentage point increases in their completion of the gateway math courses as a result of their redesigns. So there's a lot of good stuff happening out there. Part of our role at the foundation is to help organize and synthesize and prioritize and then disseminate the information about what we're learning. And actually in that regard we are within my group we're putting up what we're calling a knowledge management platform that will be available to the entire field to find and access all of the reports, case studies, implementation guides, best practices, product indexes all of these resources that we've invested in for years and make them available to the entire higher ed field. So that will be live and really I think robust by the beginning of 2018. It is now being used in a lot of testing areas as we start to post more assets and we have institutions posting learning logs and starting to build communities of practice right now. From the student services perspective I'm a huge advocate for it as is the whole foundation regarding holistic advising. And what that means to me is first of all thinking about kind of the framework that a lot of us have adopted around guided pathways which is really a framework to describe the student journey and to acknowledge that on the front end in order to get a student engaged he or she really needs to have a vision for what kind of career trajectory they're looking for. And as a result, what kinds of educational programs do they need to avail themselves of? And then a plan around what kind of financial aid supports do they require in order to obtain that education? And all the while making sure that there are the right kinds of supports provided by people at the right time from an academic perspective and from a financial aid perspective and from a life skills perspective to keep that student successful. And where we're seeing obviously the biggest cost in the area of advising is the human capital. What we're hoping is that as we see certain platforms start to evolve there'll be a consolidation of the right data that someone needs to access in order to be a good advisor and that we can optimize the time and the kind of interaction at the right time for the right student. And seeing a more career information fed on the front end of advising and on an ongoing basis. And then also seeing more of the financial aid data when a student is in jeopardy or if they need some other kinds of supports also interacting with their academic data so that we know whatever kind of crisis the students are coming up against that somebody can help them guide them through the process is very important. Another big, another important solution that I've alluded to is the transfer process. We see so many people who are close to completing two-year experience and unfortunately they'll take a lot of the wrong courses that don't get and they don't get credit against their four-year degree. And a lot of sloppy if you will transfer articulation from the two-year to the four-year and a lot of people get lost along the way. A lot of turtles get moving in the wrong direction. And so that is another area where we continuously look for opportunities to help bridge some gaps. I'll go back to this for a second. What I will say is that we are looking to provide, like I said earlier, information to the industry as we can organize it by different best practices and different players all throughout the country. And so you can imagine that even though we have a pretty robust team at the foundation we're just small players in a very enormous and ever-changing arena. So how I would define each of the solutions where we see the best and highest impact opportunities will vary by the type of institution, will vary by the geography, will vary and evolve over time. And so this is really a live body of work that we continue to work every day. And so that's what we're doing over at the post-secondary group within the Gates Foundation. So I hope that that was a helpful overview and I would love to get in dialogue to answer any of your questions. Thank you. And while microphones are, I hope you guys have some kind of questions, while microphones are circulating, what I will add is we're working on a separate evidence base that is much more nascent and hasn't been fully adopted, but we see a lot of trends in new models of training that are, like I said, really built for people who either need a still a better bridge from the educational experience into the job market or are supplemental to a credential or are for some people a fine alternative to a credential. And so there are a lot of new kinds of models that we get to experiment with and observe and track. And I think we'll be kind of a new body of alternatives that we will be starting to more robustly invested in those new training programs. Apprenticeship programs are back, which I'm delighted about. There are some good staffing company kinds of models where people do a little bit, where the companies do a little bit more specific skills training and then place people directly into jobs. And then there are some just some focused technical skills training. So for example, if you used to do sales at Marshall's, but you could do software sales, you might be making $100,000 or more a year by doing sales and software. And so we want people to avail themselves of the kinds of technical training if that is going to improve their career outlook as well. Yep, hi. Hi, Heather. So thanks for the presentation. At the beginning you talked about the physical infrastructure versus the cost of taking classes online and that kind of stuff. Do you have any numbers in terms of how much an institution could save by starting to offer some of these online classes and what are the figures that would go with that? Yeah, we have actually a lot of data and I don't carry it all around with me nor have I memorized all of it. But for example, at an institution like UCF, University of Central Florida, that four year institution is seeing on the order of half a million dollars a year of savings for certain courses. And so it really can sort of add up. And it really does matter, like I said, with four years, they've seemed to have more savings in the long run in that they have more adjunct faculty and others to leverage in a different kind of way. But we look at the return on investment, we look at it for the institution, for faculty and for the student, and we think about what are the value propositions for them because also I just want to point out that a savings for an institution does not necessarily mean savings for the student. And so we want to be clear about the differences and I'd be happy to share with this community the data. It will be up live on our site soon, but in the interim, I'm happy to give you the facts and figures for different kinds of institutions. We look at two year institutions, we're looking at what we call sort of lean and more stealth smaller four year institutions. And then we're looking at, there are a couple of a few of the really big ones, like the UCF and ASU and others. And we try to put them in kind of different categories so that similar kind of organizations can figure out which are we most like in terms of geography and dynamics and where could the biggest returns be had. So I'm happy to make sure that you get more concrete data. Yes. Hi, Chris Thurkin. Hi. Thanks for this helpful overview. I'm thinking about your numbers, the 11 million adults who will go uncredentialed or go lacking in jobs in the future economy, five million. So I'm thinking about how do you guys, how do you at Gates segment the learner market in terms of the more traditional student, the older adult learner, maybe the 25 plus, 30 plus, recredentialing, undercredentialed and where is your, has your focus changed at the foundation and what do you expect to focus on going forward? So we do focus, I'd say exclusively actually, on underrepresented minorities, low income folks and first generation students. So we're looking at the most disenfranchised and those people who without other interventions are going to drop out. And so for now at least that's our focus is the most at risk. And the breakout, we do a lot of modeling. There are a lot of economists who do modeling that work that we avail ourselves of to break out the various sections and demographics of the college student today. I decided this was an eye chart so I was just gonna skip right on over it. Again, we could share with you lots of models that help segment out the different types. But we know things like, we know information like over 70% of our students that we target are working while they're in school. We know that the majority are low income and the majority are, or a lot of them are working poor. We only focus on public institutions. That's another cut that I should share. And we prioritize institutions that serve, where the majority of their students are Pell Grant recipients, et cetera. Hi, Goldie. We didn't get enough time today this morning, huh? Hi, I'm Goldie Blumenstik from the Chronicle of Higher Education. You talked about the transfer pathway. I think officially people kind of know things that work. They know about sort of the pathway program. They know about articulation agreements and they know about sort of structuring this, these kind of transfer pathways through catchment areas between four year institutions and two year institutions. And we've kind of known this for years. So I guess I'm wondering, what is it about the system that keeps these programs from working as effectively as they could be in most places? Right, I think I have a back end answer and a front end answer. I like to get into the operations on the back end. That's just more of my personal comfort zone. But we know that there are a lot of inefficient processes, literally people processing paperwork of who gets processed and admitted and enrolled faster than other students. We know that there are a lot of, I think we know there have been so many redundancies and kind of manual processes to make sure that a student actually will get credit for the courses they've already taken that just shouldn't exist. They should just be cleaned up and there's a lot of should-ofs in the world that just don't get, you know, show themselves. So I think that that's a lot of the transfer you're right. There's not any kind of brilliant, you know, missed technology opportunities, I wouldn't say. I would say we have all the tools available to us and we have especially kind of with the lower case of policy that is created within systems that could really make the wheelhouse run better if there were some standardization and some rigor around what gets accepted, how it's communicated to advisors and to students early on. I will say one of the trends of technology is providing more real-time information to the students around financial aid, around degree planning, around what credit-bearing courses they must take in order to be on path to complete and on time different programs. And all of that information, if you can find ways to deliver it in a way that is consumable, easily consumable for the student and real-time available to them as they're making decisions, I think the better. And so I am very optimistic and I do think that that's a place where a lot of artificial intelligence, a lot of technology that sends the information to students right in the right time, you must get your former transcripts or whatever piece of information over the summer to the institution before you're able to get enrolled or you have to get your shots, whatever the things are, to get your financial aid. All of these kinds of information sent to the student at the right time really can be automated and really can take out the human error kinds of areas. So I would say that there's a lot of low-hanging fruit just in having good operations, having good agreements within systems and then better availing ourselves of better technologies to inform and prompt the student to take the right steps at the right time. Does that help? What's that? Technologies aren't free? No, they are not. And for an institution, if they deploy the right technology, the notion is that they will retain more students and they will be more self-sustaining because it's very expensive for an institution to have to replace a student who has dropped out. So if you can actually avail yourselves of technology that helps students be more successful and complete, you should be able to run in the black as an institution better than if you're losing so many students and having to replace them. So that's the big theory and that's why we even care about a return on investment is to show institutions that if you make these changes you will, more of your students will succeed and you will do better financially. I think there's a person here. Okay, go ahead. There's a mic. Hi Heather, my name is Kate Cazan and I enjoyed your presentation. I just moved to Seattle so I think about the Gates Foundation often. And I went in the tail end of the previous administration to a really wonderful day that the Foundation helped sponsor called Remedying Remediation. And one of the most powerful things about it was that it started with the students. And these were all students who were quote successful but who had nonetheless come through developmental education. And the definition of successful in their case was that they had come through developmental education and gone on. What I'm struck by and I'm wondering how you all think about this is to what extent fixing developmental education so more people pass through it is I don't wanna say deck chairs on the Titanic but it's in some sense continuing what is really not only demoralizing but sort of systemically, I would say oppresses students of color, low income students, and even making it more efficient doesn't necessarily get at that the idea is not to fix developmental education. The idea is to give students support they need to be successful in college. And in my mantra is always label skills not students. And I'm just wondering to what extent since I understand some of this was informed by people doing work in developmental education whether you're sort of hearing from the adherence to the faith as opposed to people who are kind of loyal questioners. And I wondered if you could talk a little bit about whether that's a dilemma or attention for you all and how you resolve it. Yeah, it's a personal dilemma actually so I appreciate the question. I feel like there is a lot of historical stigma and real time stigma that comes with being labeled the developmental student.  I just want you to have the best learning experience that works for you. And that's why I see a lot of the opportunity especially in digital learning to bring that to fruition. So actually even organizationally within my group I'm having a very delicate dance of trying to bridge more of what we call historically developmental education best practices which I believe work for all students and all learners with the best of technology which I believe can go back into high school, can get people caught up, can get them new advance. And again, doesn't matter what type of student you are. So that is a thing. And meanwhile there is a movement and that has been really successful at bringing up all those different kinds of best practices that do help students who have been undereducated in high school and do have to make up a lot of learning to be ready for on the ground college educational experiences. And I don't want to undermine that in any kind of way because that's been a really important movement. There's a whole group called Strong Start to Finish which has organized funders including the foundation, all the thought leaders in the area. And in my humble opinion though hasn't leveraged the best of product and technology yet. So that we're trying to kind of rethink how we think and talk about learning and teaching. I will also say that you know, sometimes we get a little bit lulled into with the education space of thinking that there's one solution, one silver bullet and there's one kind of term of art that is the thing that's gonna succeed and it's just not that simple as you know. And so I think trying to challenge all of us to think creatively and to be informed by other disciplines. You know, being a technologist and having launched a product and a company from in high technology, I am very used to taking a blank sheet of paper and thinking about the end user and designing an experience for them. And what I've realized at the foundation and working with a lot of the traditional players is that they have more of a social science approach. So it's very top down. How do we help the administrators and the faculty and the da da da da da and eventually maybe if you're lucky you talk about the student and that's to me the wrong, yeah, I like the other process better. I like to start with the end user, the student and then try to optimize their experience. So there's a little bit of like how do we mesh those different approaches and so I'm hoping that we can have some positive influence from different kinds of industries and processes to influence how we rethink and how we have more human centered approaches to the work. My name's Andrew Sears, I'm with City Vision University and I was listening to Michael Saylor's talk that he gave at the last summit and one of the statements he made, I don't know whether it's true or not, but he said that if Microsoft or Google or Amazon wanted to invest a billion dollars they could provide a platform that could provide degrees to most people in the world. Now, obviously there's these other things needed. There's the human side and it's not the computer's gonna do it all, right? But there's this platform need. I look at what's happened with Khan Academy and they're becoming the default platform for high schools, right? 50 to 100 million dollars. I mean, not high school students to train them tutoring for high school students, right? But Saylor hasn't reached that scale. I mean, whenever I try to describe or Saylor Academy to people I say it's kind of like the college counterpart to Khan Academy. And I'm wondering why isn't there yet a college counterpart to Khan Academy that's gotten to that scale? Why isn't there these large scale platforms? And how do you think about that in your investments? I mean, it seems like most of your investments are on the gradual improvement scale, but some of these disruptive investments. How do you think about that? Yeah, I should have brought some other slides where I could show you kind of how I think about it and how I'm socializing it within the foundation. But there are some really captivating points that you made. I think that most of the big high technology companies have been so focused on solving easier to solve problems than the intractable educational problems that we're facing right now. And I think they're just starting to think about what at the scale that an Amazon or a Google plays in can they actually contribute to having big shifts in our learning experiences and the success of our students? So I think that in a very real way, there is a lot of evolution happening. When I see programs like the Galvanize labs, which are in some major cities, they're beyond boot camps. They literally have co-located their IBM Watson, Google, Microsoft, and they're literally doing coding camps, trying Watson, teaching you how to code and correspond with these different systems. And one of the big things that I'm trying to bring about in addition to bringing and inspiring new technologies and high technology to apply themselves to educational problems is I'm also thinking about how do we get the tools and put in the hands of people who have not been successful? How do we put the tools for them to build their own solutions? How do we get those tools into their hands? How do we help them? Because in most technologies, you build a tool for yourself to solve your own problem because you best understand those end users. And so we have a real problem where we have people creating tools in a very historical, institutional way that knows nothing about this group that has not been successful here. And so that's a huge chasm and how do we correct for that? So that's one of the things I think about. So I'll put that to the side and then I'll say, in addition to the meat and potatoes of the solutions I just described to you, we have, and I have staffed up to do a lot more on the innovation front. So we do deep, deep research into virtual reality, augmented reality, mixed reality, into AI and machine learning, into predictive analytics, into various technologies and we understand the arc of the development maturity of the technologies and then we're sponsoring competitions with players like tech stars, university ventures, Kaggle, which is with Google and many other players to help K-POR, to help have competitions where we can see new entrepreneurs deliver new solutions, new business models, new technologies, hopefully with using, applying new technologies to these seemingly insoluble problems. And I think we've got to, so I've got an innovations bucket where we do smaller grants and just to give you one understanding of this lifecycle, the foundation before I came had done a couple years of grant making in what seemed like a very scary little innovation area called OER and five years ago, nobody was confident that this stuff would actually get itself together. Well, it really is and it is truly disruptive to the traditional publisher market and the oligarchy, frankly, that they've had on all textbooks and courses. And so that is really a disruptive thing that we were able to take a chance on and those solutions are actually scaling up right now. In fact, I was just talking to someone about not only the idea of open educational curricula but also open educational assessments so you really can have from beginning to end an affordable open course experience because you have to have the assessment piece at the end. So there's the innovation on the one end and the other thing that in addition to the grants that we do in my portfolio for the large-scale solutions, once they've kind of shown themselves and we have the evidence base from the innovations area, we're also doing and I'm ramping up more of our investment side. So we do have a separate kind of large pot of money to be able to invest in companies to try to stimulate more innovation from the kind of private sector commercial side to actually be able to do this and we can do price guarantees that make the technology affordable to community colleges and four-year institutions. We can be a voice for our students on behalf and at the board table with these companies and we can help guide them to make sure things stay affordable for our institutions and our students. So innovation, small-scale innovation, the meat and potato longer-term grants that we do five, six year kind of grants with a lot of these big solutions and then also leveraging investments and helping take our domain knowledge to bring together Google and other big players to help us really scale and really bring something fully to market. So we have a lot more kind of at our disposal that maybe we've availed or really leveraged in the past. Okay, I think that's the time we have. Oh, okay. So, but please take the opportunity to continue the discussion. Can we get one more, the one guy on the page? I'm sorry. Better be a good one though. No pressure. I'm kind of intrigued this 11% of employers are not so really powerful and scary number. I think what's the balance in higher ed between getting students who finish school and preparing students or learners for the future? And I look at your boss and many other people who never got the degree. And the question is, how do we play a role that's not really focused on graduation all the time? Even though that is a good option. But there are many people who thrive, never getting the degree, but everyone needs to learn. And so what are your thoughts from the foundation standpoint in preparing people for that? Because I have students, because in entrepreneurship, when you teach entrepreneurship, if you're successful, they leave college, period. And then the school says, well, we just lost an alum and my name's like absolutely not. I mean, look, Zuckerberg just went back to Harvard. Right. After being away for so long. And it is the new companies that create all the productivity. We as a country are at an all-time low in terms of actual productivity. And the only thing that's, it's not Facebook and these huge companies that create new jobs and increase productivity. It is startups to mid-sized companies that are actually the engine for productivity. So that's another kind of point to your case. So that 11% is that's from big companies, but the bottom line is, are they prepared for actually launching things, sustaining things, failing and have the resiliency to go back and continue their world? To go back. That's exactly that. And what do we play as higher ed? I'm Steve Brant from Batebeth University. Okay. And so what do we do to not be upset when a student leaves, but actually continue with them in our family? I don't know if the foundation has thought about that. Yeah, I mean, we do. And like I said, you know, it's kind of, there are different sort of orders of our priorities.  I will not go where Peter Thiel goes and says, and say education doesn't matter because for too many of us, myself included, the ascendancy into middle class experience has been because of my education, UC Berkeley and Yale for business school. And I really don't feel like I'm entitled or other people should be entitled to say, oh, that doesn't matter to folks.  But what we do know is that if you're preparing students and there's a great book called Stretch, written by a woman who used to be the chief learning officer at Sun Microsystems, now is at SAP. And it's all about how do people need to manage their own careers in a gig-based economy. The world has changed significantly, as you know. And I think if you can impart upon your students, and I say this with one stepdaughter who just completed college, who is going to her first real job, and one son who is pre-med and about started senior year in college. So I think about this topic a lot. If you can impart with them the skills of how to manage themselves to be lifelong learners and who think holistically about the different pieces of what they need to learn just in time to do this challenge. And whether they stay in one company or whether they go to lots of different companies, you will have to learn new skills to do new things again and again and again. So if you can learn in college how to learn what you need to do when you're ready to achieve your next goal, that's really I think the ticket. And so if you can build communities where students and alumni and dropouts can all come back and get resources. And if you can engage employers to have real communication, real-time feedback about the nature and changing nature of jobs. When I was in business school, data scientists was not a thing at all. It is the biggest thing in Silicon Valley now. So it's just gonna keep changing. And I think in an accelerated way. So I hope that's helpful. Yeah. No, no, and we need to count different kinds of wins. And I think we need to look for how do we support the entrepreneurs? Jim Clifton at Gallup is an amazing spotter of budding entrepreneurs and backs a lot of them. But we need to continue to think how can the campus be a place for supporting entrepreneurs, for supporting all the different roles that we need people to take on in society. So I hope that's helpful. Thank you very much.


OK, we're going to get started with the next session. This is the Cloud Containers and DevOps track. Our next speakers are Nam and Dai. They're both software engineers at Fujitsu. They're going to be talking about rolling upgrades in microservice systems. So without further ado. So hi, guys. So thank you all for being here. Today we come here with the topic of rolling upgrades in microservices. And by the way, I'm Dai. And I'm working as an upstream developer for OpenStack in Fujitsu. And this is Nam, my co-worker. And if you want to know what the world is, it's an open stack user, open stack community in Vietnam. So in this talk, we want to talk about microservices. And we want to talk about the rolling upgrades. And we really want to show you a big example for rolling upgrades in microservices. And we also want to get more questions and more comments from all of you. But feel free to interrupt at any time. So let's start with the first part. OK, guys. Before we are understanding the what is rolling upgrades, I would like to introduce about what is microservices. And as you can see, microservices is an approach to application development. And with a large application, it's built as a set-up of model service. And each of services will take care of specific function or function. And if your application converts to the microservices approach, you will get a fixable, more stable, and faster, and easier to update. This is a funny picture. You can see that this is a microservices approach.  And what is sucks? So before we have a microservices, we have a monolithic architecture. You can see immediately that if you want to build an application. And with the monolithic architecture, you will build some function in the single service. And this is the interactive with other APIs. But there will be problems when your application corrupt. Because with monolithic architecture, if your application is very big, so at that time, it's very hard to scale out and or scale up and or maintain the code. Because at that time, the code is very huge. However, with microservices architecture, instead of building the single service, we will split the many services. And each services will take a specific function. With microservices architecture, we can get some benefits like independent development. One single team, we can focus on developing, testing, and deploy the each microservice. In independent development, it means that each team can deploy the other edge service with a small focus team. Each team, each team, we can take care of specific with the smaller code. That means it's easy to get started with when we have a new employee to join the service. Failure isolation with microservices, normally we have a S.A. solution for each service. So it means when each service dies, it will not affect the whole application. Mixed technology is that you can decide to choose what technology to get the best performance for each service. Independent scaling, when we have a lot of users using the application, you can scale out each service to respond to API requests from user. That is the microservice. And we have the benefits of microservice. After that, we will show you what is your rolling upgrade feature. OK, so in this part, I want to show you about the rolling upgrade and some sensitive point during your rolling upgrade process. So I saw that one of you agree with me that no matter what programming language are you using, and no matter what platform is our application running on. And someday we need to upgrade our application. So for some upgrade common way, we have the blue, green, and we have carry. And for blue, green, we need to prepare new similar one clutter like the old one and just switch on the user to from old version to new version. And with carry, we do the same thing, but we just start with a small, so small clutter, and we gradually switch user from old clutter to new clutter. And both of these, we need to interact to the external layer like LB or SA. And so now I want to introduce about the new solution for upgrades that we don't need to prepare. We even don't need to prepare new clutter. So actually, we have so many definitions about rolling upgrade from Oracle, from VMware, or from something else. But basically, rolling upgrade allow a distributed system running well while we upgrade part by part of system. And so what new in rolling upgrade? With rolling upgrade, we don't need to use the new database. And we use the same database for both of the old version and new version. And we also don't need to interact with the external layer. And we also don't need to require many physical resources for the upgrade process. But for that, we need to require some compatible, quite compatible in self-service. And we may have some doubt time. So how rolling upgrade work? Amazing, we have two service, service A and B. And both of us communicate with each other via HTTP. And inside each service, we have some components that communicate with each other component via MSQ. And when service A and service B is serving the user, we can upgrade the system part by part. And this is transferred with the user layer. And be aware that during the upgrade process, we will have two versions. Both of the versions will communicate with each other. So we need to care about the API interface. And we need to care about the database. And that's why during upgrade, we have some sensitive point around API and MSQ. I mean, HTTP API and MSQ interface. And we need to care about the database because we are using the same database for both of the versions. And we also need to take a look on some changes in backend. So what's the problem? We can change the HTTP interface or some MSQ interface. And we also need to add some column or some table for the database. And maybe we're using some backend just to change something in the new version. And during upgrade process, we need to care about that. And maybe we can solve the problem with some Cosplay. And this is solution. That we need the multi-version interoperability for some interface like HTTP and MSQ interface. And we need a mechanism like online schema migration to minors the database between the old schema and new schema to get to for both of the versions working well in the same database. OK. And now we need to show you a very, very big example about this rolling up in microservices. OK. I believe here, anyone here familiar with cloud computing and OpenStack? Our view of OpenStack is an open-source community to implement the cloud computing and provide some resource like storage, network, and compute via API. And most projects in OpenStack already implement the microservice architecture. For example, we have a Cinder project. And Cinder project is a project to manage volume in OpenStack. And you can see here, with Cinder, we have four main components. First, it's an API, Cinder API, to explore API and get requests from the other project or user. Cinder scale to scale when we create a new volume. And Cinder volume to create new volume. And Cinder backup to backup volume. You can see here, each component in Cinder interact with each other by AMQP. AMQP and interact with other projects via RESTful API. This is the microservice architecture. And for now, Cinder already implement the rolling up rates in Cinder. So what's the main point Cinder needs to solve to get the rolling up rates? The first thing, it has a multi-version interoperability and organize schema migration. First, the multi-version interoperative with the API versioning. In the beginning of Cinder, Cinder already implement the Cinder v2. But for now, Cinder already Cinder v3. However, user still can send Cinder v2 to the Cinder v3. It means that Cinder v3 already support the Cinder v2. And you can see here, if the user sends version 3, this is the code, and Cinder v2, this is the code. That is the code in Cinder with the multi-version interoperability API micro-versioning. Inside of Cinder v3, we have the different Cinder version, like Cinder v3.2 and Cinder v3.22. You can see here, if the user sends the Cinder version, this code is checked, the Cinder. If the user sends the version <IP_ADDRESS>, Cinder version will append some information like that. With the AMKP, as I mentioned that, Cinder Scaler will interact with Cinder volume via AMKP. It means that in scale-up, we're rolling up rate feature, we will update each component at that time. So it means that if the Cinder Scaler already updates the code in Cinder, we will check. In scale-up, Cinder Scaler wants to send a message with the version 3.5. But we don't upgrade the Cinder volume. It means that Cinder volume is only available with Cinder 3.0. At that time, the Cinder Scaler at the new version needs to check before sending. And you can see here, here's the code. If we can send the Cinder, if Cinder cannot send the version 3.5, it needs to round out the version before sending. You can see here. With online schema migration, normally we have two solutions to solve this problem. The first is trigger bay. It means that we use trigger function in database. And the trigger less means that don't use a trigger. And normally, we have three phase. The first is expand phase to when we want to create a new volume or new table in database. The second phase is migrate phase to myro data from old schema to new schema and contact phase to delete old table or column, which are not no longer used at end release. That is three phase. And however, the online schema migration instead, we compile the three phase into one phase. It means that Cinder needs to create a new two rule. The first rule is scale up. If the column at the end release, if the column A will be not used at the end release, and we need to add a new column or table at the end release. But however, at the end plus one release, there will be two rules. The first rule is don't allow to remove A, and the rule two is can add a new table or column, but the default value of them must be none. When we upgrade to end plus two release, the column A will be no longer used. So at that time, we can remove the A column or table. That is something Cinder already shown to get the rolling update. And we already tested the rolling update in Cinder, and the result is quite good. And maybe during update, we have only one or two requests to fail requests. That's only one or two fail requests. With that on, Cinder gets a rolling update. That is our presentation. Thank you for listening. And do you have any question? Is there any question? Thank you again. OK. Well, we have a bit more time to the next speaker, but if they're here and want to get set up a bit early, we'll.


Hello, and welcome to theCUBE's presentation of the AWS Industry Tech Partner Showcase. This is season one, episode one, kicking off a new series, covering the exciting partners from the AWS ecosystem to talk about accelerating media supply chain volume and velocity with AWS. I'm your host, John Furrier. Today, excited to join by Chris Blandy, Director, Global Media Entertainment Strategy and Business Development for AWS and Rowan Dupamare, CTO of DPP. Gentlemen, thanks for joining us today. So we had a lot of conversations been going kicking out in the industry, so NAB just happened. That was a huge discussion around digital, the future of media, but the media supply chain was a conversation that was notable. People were talking about the supply changes are changing these different formats. Let's get into this keynote to unpack the current state of media supply chain and then look at the future. What are the key trends and let's get into it. First, let's get a definition. What is the current state of the media supply chain? If I could take that one, we see a lot of customers have already moved their media supply chain operations into the cloud and we've got a rich set of partners who have enabled that. What they are looking for primarily is operational efficiency, a secure way to manage their archives and increasingly, especially with all the mergers and acquisitions occurring in the business, developing ways to integrate multiple disparate supply chains into more of a unified view of their media operations. Yeah, the move to the cloud has been phenomenal. And DPP, Rowan, what's your story? Tell us about what you guys do and how do you fit into the equation here with the media supply chain? Yeah, so the DPP is a network of nearly 500 companies across the media technology space, media companies, technology partners and so on. And actually, I mean, I'd really echo what Chris says. We have our flagship event, the leaders briefing every year. We hear from 30 major media companies talking about their top strategic priorities. And if you look back over the last three or four years, there's been an incredible shift from a lot of talk about moving operations and supply chains to the cloud. And as Chris says, I think many organizations are well along that path now. We went through obviously a particular set of different challenges during the pandemic where there was a lot about remote operation, there was a lot about workforce and managing people. And then coming out of that into a tough economic climate at the moment for many media organizations, I think that operational efficiency piece is really front of mind right now. People are thinking about how they optimize, how they do more with what they've got and really focus on kind of maximizing ROI for their technology investment. I'd love to get your thoughts on what those leaders are thinking about when you have those conversations because Chris pointing out the move to the cloud has been going on certainly from a developer standpoint, but media, they act like developers too, they're developing content, content is data. Data has processes, processes can be automated, a lot of undifferentiated heavy lifting. These are the talking points of AWS, Chris. I mean, every time I do an interview with the folks at Amazon, that's what they talk about. Now you got AI. This is interesting as media workflows kind of get identified from an efficiency standpoint, you can take away some things, move that to the cloud or automate it. There's a transformation mindset. What is the top transformation conversations around these workflows? What are people thinking? They see digital, they see some scale, they see omnichannel, they see all kinds of new things that they have to get their arms around. Well, I think the first wave was really focused on ROI and operational efficiency and migration. And then after companies and customers started to get experience operating the cloud, they realized it's more than just an ROI case or a TCO analysis, it's also a capability unlock. So for example, we have solutions of partners that allow customers to enrich their content metadata when they do the migration. So you can use our core AI ML services to generate new metadata by examining the content and extracting information like actors or products that are in the scenes, leveraging speech to text to do transcription and then also managing things like rights and avails and really building up a rich metadata library around the content, including integrating third-party tools like our own IMDB service. Yeah, I think what I'd really add here is the transformation words that you used there, John. I'm actually almost seeing fallout of favor a little bit. I think right now there's been, we've been in a constant state of flux for many years, constant state of transformation. That's probably not going to go away, but actually we're seeing a lot of media companies really trying to focus on very specific tangible use cases, things they can make better. And sometimes that's faster, sometimes that's more cost-effective, whatever it happens to be. And I mean, as Chris says, there are new opportunities, new use cases being unlocked and what's quite exciting now is I think we're seeing some of the technologies that we've been talking about for a number of years move sort of beyond the stage of hype into like real tangible application for media businesses. So some of these ML tools is a good example of that. Three or four years ago, the trade shows it felt like everybody was trying to sell you the same basic AI solutions and they mostly weren't living up to the quality bars that people wanted. Whereas now, I'm having very, very tangible conversations with media companies about where they can automate aspects of their supply chain, aspects of localization or packaging and delivery or whatever, using some of those tools. I mean, it's almost a perfect storm of innovation opportunity, we've got multimodal AI as it's called. It's not just tech with a large language model, it's computer vision, it's audio, it's data. I mean, this is, media is data and this is where I like that conversation you just mentioned, AI is cool. But automating workflows is one, event-driven supply chain for instance, a conversation that's been having manual work being automated. Talk about the event-driven supply chain because automation seems to be the first wave. People go for that right away. But what does that actually mean? Is it actually in practice? Can you guys share the event-driven supply chain discussion? Sure, I think, as Rowan mentioned, there was an initial wave of transformation that was really about moving to the cloud, migrating your operation and then automating workflow and moving towards more of a managed by exception model so you have more operational efficiency with your operations teams. But now I think, given all the tools like AWS Lambda, you can start to monitor the workflow and trigger actions dynamically based on a state change in the environment. So when a new piece of content shows up, you can automate inspection of that content and understand what processes do I need to perform on that without human intervention. So this type of automation is sort of the next wave. And that's going to drive that efficiency conversation. A lot of customers now are facing economic headwinds as we all are. And they're looking for ways to consolidate the operations and to drive more efficiency. So leveraging this next wave of automation and event-driven supply chains is really the next step. I'm also really bullish on generative AI. I know it's in the buzz a lot. You mentioned large language models and things like that. But if you think about, you know, what Rowan mentioned about localization, for example, think about the potential to leverage some of the visual gen AI tools to automate things like subtitling, dubbing, and even driving lip sync matching to the dubbed version so that the end result is more realistic. The audience is more engaged because it feels like the actor's speaking in their native tongue. We're seeing startups doing that now, built on AWS and really starting to gain some traction. So I see this as a future unlock that's going to really drive even more efficiency in the distribution side of the business. Rowan, this is back to you. You brought it up earlier. AI and machine learning, big part of it. What's the hot areas? I mean, I've seen all data, it's metadata. A lot of things to work with here. What's your view on this? What's happening? Yeah, I mean, there's been a lot. And localization is a great example here. I mean, we just did a big piece of research in this area and there was a very palpable feeling that we are at a bit of an apex for the use of machine learning in that space. Huge amount of excitement right now about voice, like a machine learning voice model. So voice cloning and synthetic voices that can be used to enhance a human performance will make it sound like somebody else. I think that's somewhere that we're seeing a lot of rapid progress right now. I think what Chris said about things like using generative to manage lip sync and that kind of thing could be very, very exciting. But actually, I think one of the things that's exciting about sort of some of what Chris was touching on there with the event-driven as well is there's a bit of a mix, right? Of maybe systems that might be relatively simple rules based automation, using some event-driven workflows to apply some fairly well-defined rules that can be incredibly powerful for automating things. And then you start to mix in some of the more sort of creative generative machine learning aspects. We've got a real mix of technologies that are coming together to make much more of a difference than any one individual would make. This is, I think, one of the most exciting years. I think it's not really kind of recognized yet in the industry. If you're inside the ropes, you see media entertainment as certainly a very nerdy, very tech, cloud-scale data-driven AI opportunity unlocking as Chris was saying. But media is changing so much. This is a big opportunity. I think programming, data, how you guys are looking at it, we're going to change the game significantly. And I really get your guys' thoughts on what happens next as the industry changes and continues to evolve. It's very DevOps-like. It's very DevSecOps. You're going to have to have containers. You've got Lambda.  So yeah, a business that's been, I won't say manual, but they've had technologies been there around, but now it's going to be some change. What is the pace of change that you guys see coming in this industry? Because this is going to be disruptive. I mean, these things you guys are saying it's just mind-blowing. For sure. Well, I think that there's been a lot of work put in to enable that agility, right? So we've been seeing media companies looking for more modular technology solutions for a long time, looking to integrate best-of-breed components from different partners. And whether you're doing that in an event-driven way or whatever architecture you're using, actually almost doesn't matter. I think the fact of the matter is that what's best-of-breed today may not be in two or three years' time. And so people have been, I think starting to really leverage the cloud to give them that flexibility, to be able to adapt the workflows, the automations, the tools they're using over a period of time. I'd be interested to know if you're seeing that in amongst your customers, Chris. Yeah, I think there's two trends that are emerging now that I think will have a huge impact on the future. One is customers are starting to see this media supply chain operation, not as a cost center, but it's also increasingly seen as potentially impacting revenue. So if you think about it, if you can automate your media supply chain for distribution, you can increase your time to market and time to revenue dramatically by having a cloud-based archive being able to automate your distribution processes. And so we see customers who, in the past may have taken weeks or months to move a set of assets to a distribution partner are now doing that in a matter of hours or days, including entire libraries of content. So this type of agility and speed on the distribution side of the business, which is a big part of the revenue that immediate customers earn is important. I also see new business models emerging that are enabled by automated media supply chains. So Fast Channels is a great example where customers have moved their archives into the cloud, they've mined more metadata, and now they're able to automate the process of standing up Fast Channels and experimenting with what's working with customers very quickly, iterating very quickly, and then shifting on the dime, as you will, to adapt to customer and audience demand. And Fast Channels, Fast Channels for the people who don't know what it is, is the large aggregators, right, over the top. Is that what you're referring to? Yeah, free, ass-supported television. It's been a business model for a very long time, but now it's available in a much more personalized way. There are deep archives of content that have not been syndicated for a long time, that are now emerging, and we're seeing new entertainment customers really starting to drive more revenue out of that archive than ever before. One of the things that I see is really heating up is sustainability. And a lot of the partners you're going to hear from have adopted sustainability goals themselves that are enabling customers, especially in Europe, we're seeing this trend very importantly emerging, but it's starting to spread out globally. But by moving your media operation into the cloud, especially all the work we're doing at AWS to get to 100% renewable energy by 2025 for all our data centers, you can dramatically reduce the carbon footprint of your operation. So we're seeing a lot of demand from customers to move to a more sustainable model. Many of the largest media companies have stated net carbon zero or sustainable goals as part of our main corporate mandate. So moving the SAPA operation to AWS can really accelerate that goal. That's awesome. And then JNAI stuff's too great. Rowan, you have your take on it? Yeah, I mean, if I can respond to both of those actually. I mean, on the fast point, a huge amount of buzz recently. If one looks at the hype cycle around a piece like this, I feel like we're in that, almost in that trough of disillusionment at the moment in the, people have really dived into fast. And I think what Chris has said there about experimentation and iteration is really the key. Getting the data out of it and responding to that. We have this great quote in a research piece we did recently where a media exec said, if fast generated as much revenue as it does conversation, we'd all be in a very good place. But the fact of the matter is that those who are getting it right are generating good revenue out of it. So what you've got to be able to do is experiment, learn, shut down the things that aren't working and really dive in on the things that are working. And that's what an agile media supply chain enables you to do. So some of those experiments won't work, but some of them will. And that's why you want that agility. And I would just really underscore the sustainability point as well. This is a big area for the DPP. We have our own sustainability assessment program committed to sustainability. It's available to everybody in the industry for free. And if you don't know about it, I'd really encourage you to look it up. But that's really about helping people to make those steps towards a more sustainable business. So we're very much aligned with what Chris is thinking there. I think it's a really, really important topic in the industry now. I love that sustainability piece. We made me think of something else I wanted to bring up since you're here. Local content, sustainability is on one hand is carbon footprint. Local journalism, local media seems to be an issue. Low-cast was a company I saw out there got shut down. They were like a free, they had some property rights, they had some content issues. Local content, fast channels. Is local a hot issue? Or are we getting there? Was there thoughts on that piece, Rowan, on what's going on with local conversations? You meant localization. I mean, local's an interesting term, isn't it? Because it depends on the granularity at which you look. We recently had a major event with European broadcasters and many of them are national broadcasters. They have a really strong news focus. They really care deeply about the commitment to the audiences in the countries they're working in. And so that's certainly in Europe, a huge focus. It runs deep in the DNA of many of the broadcasters there. You go into a much larger market like the US and obviously you're down into much more of that kind of traditional local community kind of content. I do think this is hugely important. I think sometimes we're still feeling our way to getting the economics right of doing that in a streaming world. But the potential is actually to have more flexibility than we've had in an affiliate broadcast network model where the definition of local might be rather dependent on where the transmitters are placed or where the cablehead ends. It's situational, yeah. I mean, Chris, this brings up the benefits of an Amazon web services. You look at the API kind of architecture of cloud. You got integration, you can work with anyone. This unification of the supply chains potentially could be how companies partner. How do you guys see people integrating together? I mean, I can see a market where you have a platform set of tools and then content applications and content providers working with each other, whether it's common platform or through APIs. This unification becomes a big deal. What's, well, how important is that and how does that play into what could be innovative, whether it's local, sustainability, or other opportunities? Yeah, so just to touch on the local piece real quick, we see a lot of interest in local content scaling globally. So for example, we've been working with customers who built out an OTT platform in one country and now they're making that available globally through the use of AWS as a cloud, a global cloud platform, reaching audience all over the world who's interested in that content. So this is opening up new opportunities for these local content producers to distribute their product. In terms of unification, as I mentioned earlier, we've seen tremendous change in the industry. Lots of mergers and acquisitions over the last several years. These companies have inherited a lot of technical debt and a lot of disparate workflows and trying to integrate those workflows, especially across a global workforce is really challenging. But by migrating to the cloud, you can take that a great leap forward. And at a minimum, get observability over everything and then start to figure out how to strategically unify the things that are important to drive more efficiency. Yeah, I think your point about ROI efficiency and then unlocking new opportunities is the real key, key focus there. Final question, the last couple of minutes we have for you guys is, and when you have these opportunities where you have platforms and tools like AWS Merging, you're going to see moving to the cloud, okay, I think there's going to be unlocking of new ventures and new brands that could emerge. What's out there that you might see or people might not see that they should know about that's emerging, that's new, that's a new brand that's taking advantage of the tools. There's always new players that emerge when there's new capabilities that are different. They refactor, they build, they get in the market, they use cloud. What are you guys seeing as new things that people might not be seeing right now? Well, I'll jump in and say, I mean, as a neutral industry group, I'm not going to mention names because we can't align too closely with anybody in particular, but what I will say is that we see regularly now, small startup companies, technology startups that can come from all over the world who suddenly can get in front of huge media companies or huge companies in any sector because of the fact that we have these software defined supply chains running in the cloud. If you can be in a marketplace of AWS or just out there and available to run on a cloud platform and integrate with other tools from more established vendors, we see some really interesting small companies coming through that just wouldn't have been possible in the hardware world. The barrier to entry is much lower now. So especially in some of these AI areas, I would be keeping my minds wide open for that kind of stuff. Yeah, I would add that this category, media supply chain was practically invented by startups building on AWS. And while the concept of a media operation obviously existed before, the vision around moving it to the cloud and then both driving that efficiency and also driving that capability unlock for future use cases was really driven by that startup community. And then the more established players sort of were followers in that space. So I think you see a lot of startups leading and gaining ground and then the market moves. We're seeing that as well with Generative AI. Startups built on AWS-like runway have now won Oscars for the work they did in visual effects using Generative AI tools. So I am very bullish on the startup ecosystem and the best way to start a business is in the cloud. Yeah, we are too, Chris. Great point. I think AI is going to be a big game changer, supply chain, velocity, volume, the ability to merchandise that content with tools and supply chain capabilities. And then it's like AI, it's going to be an opportunity to change content games. So you guys are the head of it. I think it's going to be a massive change. Congratulations. Thank you for joining us today on the program. Chris Blandy, Director of Global M&E, Strategy and Business Development and Roland Damon, CTO, TPP. Thanks for joining us for this kickoff of the AWS ecosystems talk and showcase about accelerating media supply chain, volume and velocity. Thanks for joining us. Thank you. Okay, I'm John Furrier with your host. Thanks for watching.


and I'm sure you're going to get B-22 to B-48. Mr. Soul, how are we doing? Good to see you again. How are you? You alright? Good. Mate, you're just standing here alone and I need some help out here. What do you think? I had to no surprise me. I like the ball flight. It sounded good, I didn't see it. There you go. Thank you.