Cisco Cisco Meeting Place Design

What Makes conferences #Webexceptional? | killexams.com Real Questions and Pass4sure dumps

I joined Cisco seven weeks in the past to lead advertising for the Collaboration company. i'm privileged and honored to be the leader of one of the area’s loved manufacturers in collaboration – Webex. right through my profession, I’ve used many video and net conferencing solutions. while there are a whole lot of collaboration tools in the market, there's a tremendous difference between each offering. For me, the simplicity in joining and the ordinary fine make Webex conferences stand out from all the others, above all when there are a couple of hundred folks becoming a member of the meeting every time, any place, from their computers or cellular contraptions.

however there are so many different points that make Webex conferences first rate. right here is the place I see it standing out amongst all our opponents, huge and small.

more people opt for Webex conferences than all other providers, mixed.

Cisco Webex conferences hosts greater than 70 billion meeting minutes each year with over 113 million people collaborating on our platform every month. It’s no shock that we’re the vendor of alternative for ninety five% of Fortune 500 businesses. And it’s no surprise that we are a leader in the Gartner Magic Quadrant for assembly solutions 2018.

And our Cisco Webex meetings valued clientele agree.

“Webex is an incredible issue for us, it’s a part of every person’s everyday operations. The competence and trust-degree of figuring out that Webex works neatly anytime is the most crucial factor to me.”– Scott Richert, vp business functions, Mercy know-how features

“Webex meetings equipment are the cornerstone of what we use in our classrooms.”– Ian Callahan, COO of Curtin university

“From a safety compliance point of view, we pretty plenty get audited by way of the rest you could think about. there are so many cloud capabilities i will’t use as a legislations enterprise on account of the restrictions I even have for compliance. however we can use Webex for every thing.”– Andy Jurczyk, CIO, Seyfarth Shaw

experience the modern, video-centric adventure.

if you haven’t viewed Webex meetings recently, you should definitely. brought earlier this yr, the new desktop app delivers less complicated, extra modern video conferences. We analyzed our statistics. We listened to you. And we made conferences more advantageous, designing an event that more suitable aligns with the way you work nowadays – and should in the futures. Webex meetings is now a video-first experience with centralized controls plus built-in scheduling and calendar administration. You may also control who and what you see all through the assembly – together with up to 25 of your teammates at once.

Get a consistent event no count which device you employ.

With Cisco, you could make sure that you simply’ll have a consistent experience, whether you’re becoming a member of from a web hyperlink, a cellular equipment, the computing device app, or a Cisco video machine. No matter how you be a part of Webex meetings, you have a superb adventure. simply click on the big eco-friendly be a part of button on the gadget you’re using.

Ever tried to schedule a gathering on a cellular machine? It’s not easy, but scheduling Webex meetings is elementary on all gadgets. With Webex Hybrid Calendar carrier immediately populates the be part of suggestions. No should remember a private room id, paste be a part of information, or add a plug-in as with different carriers.

concerned about guest users having a hassle joining a gathering? Don’t. The browser event doesn’t require downloads or plugins. They simply click on the hyperlink within the invite to be part of. not like our competitors, members and hosts get all core meeting capabilities within the browser – audio, video, and reveal or software sharing.

A seamless answer that scales to your business wants.

Webex meetings can help conferences of practically any size. Webex conferences helps as much as 1,000 individuals on video – our closest competitor is 500. need to have a good bigger meeting? No issue. Webex has options that scale to more than one hundred,000 attendees.

And in case your work fashion or enterprise wants evolve? No difficulty. Our products are designed to let you work the style you want to work. It’s now not about us. It’s about you. Webex conferences is part of a full portfolio of options that consist of video gadgets, calling, and crew collaboration. as an instance,

Are you ready to add video contraptions to your assembly rooms? Cisco video contraptions integrate with Webex meetings. just stroll into a room and join and share wirelessly correct from the app. Our all-in-one video gadgets are effortless to set up – no want for 29 management contact points or four distinctive companies. With clear design and ease of use, that you may’t go wrong.

Do your teams should maintain the productivity going past the assembly? included with Webex meetings, Cisco Webex groups gives team collaboration so americans can simply dwell connected between conferences to message, share content, and get work executed.

Webex meetings is the only cloud carrier constructed and optimized for precise-time media.

We’ve spent the previous decade building the Webex backbone. It connects the whole world of Webex with an excellent, redundant, media-optimized community. So if you have international conferences, the traffic hops onto the Webex spine on the closest factor to lower the time on the public internet. The effect? a better nice meeting experience.

before joining Cisco, I used something assembly solution my business had carried out. but when I’d had a choice, i might have chosen Webex conferences — every time. And now, as a part of Cisco, i do know more about all the features that make Webex meetings the trade leader. So no longer only do I get to work with a good crew, I get to use the most efficient technology to do it.

in case you haven’t tried Webex meetings lately, make sure you.

in a position? sign in for a free trial.

Don’t simply take our be aware for it,see how we evaluate or try the analyst studies. 

Gartner Magic Quadrant for assembly solutions, Mike Fasciani, Tom Eagle, Adam Preset, 4 September 2018.Gartner doesn't advise any supplier, product or service depicted in its research publications, and does not recommend expertise clients to select best these providers with the highest rankings or different designation. Gartner research publications consist of the opinions of Gartner’s research firm and will not be construed as statements of reality. Gartner disclaims all warranties, expressed or implied, with recognize to this research, including any warranties of merchantability or health for a selected goal.

Cisco Brings Webex edge functions to business data facilities | killexams.com Real Questions and Pass4sure dumps

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Cisco Webex experiences nearly week-long shut down | killexams.com Real Questions and Pass4sure dumps

Cisco Webex group consumers have been unhappy closing week as the platform skilled week lengthy service outages throughout very nearly the total system.

It begun Tuesday, September twenty fourth just before eight:30 p.m. EST, with Cisco updating its reputation web page declaring, “WebEx teams features are at present impacted by means of an ongoing provider outage. Engineering substances are online and dealing to restore capabilities. We express regret for the impact and all fingers are on deck to repair groups, meetings, Calling, Care and Context capabilities.”

The outages continued though, with lots of the services plagued by technical concerns including, Webex Calling, handle Hub, Hybrid functions, groups meetings and devices, and Context carrier.

Cisco Webex purchasers without delay took to Twitter to voice their frustrations and curiosity over why the platform changed into experiencing technical difficulties.

Wow. Cisco Webex has been down for basically 24 hours. some thing in fact unhealthy need to have long past down.

— fortunate (@aluckydoggo) September 25, 2018

https://twitter.com/NJDavidD/fame/1044564964160221184

22 hours outage. in fact!? varied enterprise meetings affected today throughout our world enterprise. we now have our first Webex Video assembly with 15 members in Atlanta, Austin, Copenhagen, Hamburg & Stuttgart at 8am day after today. i'm not in the temper for a repeat of today. #CiscoWebex

— Klaus Feldam (@klausfeldam) September 26, 2018

A Webex ‘down detector‘, suggests that consumers everywhere had been affected, including the better Toronto area, a whole lot of the U.S., colossal ingredients of Europe and as far as Australia.

Cisco CEO Chuck Robbins took to Twitter on the primary day of the outages declaring:

The @webex outage today is unacceptable, and we say sorry for the disruption brought about to you, our valued clientele. Webex meetings is now purposeful. Our engineers are working to fix Webex teams and make sure this doesn’t ensue again. thank you on your persistence & believe. @Cisco

— Chuck Robbins (@ChuckRobbins) September 25, 2018

issues over viable protection breaches have been expressed with the aid of users online, although the Cisco Collaboration twitter page commented on Twitter announcing “there isn't any latest indication of a malicious adventure, however we're taking applicable precautions. thanks for your persistence and believe.”

As time went on Cisco endured to replace its fame, making more than 60 posts as functions persevered to experience technical concerns, problems were identified and then ultimately restored.

youngsters Cisco valued clientele persisted to categorical frustration over how long it became taking, even pointing out that possibly it become time to change over to other competitor team collaboration structures equivalent to Microsft teams, Zoom and even Slack.

Cisco’s collaboration features were round for a long time, it wasn’t until previous this year that it rebranded all its quite a lot of collaboration features below one umbrella, Cisco Webex.

lots of the capabilities for WebEx have been eventually restored Friday at 12:38 EST, Cisco’s reputation website mentioned, “carrier restoration efforts have been ongoing, and many of our carrier deployments have completed. Webex Calling, WebEx handle Hub, WebEx Hybrid services, Webex groups conferences and contraptions and Context provider have been totally restored. These are always monitored and are operating as expected.”

Updates persisted through into Monday youngsters with repairs still be made to Hybrid Calendar features, Developer APIs and Care Assistant bot. notwithstanding, it’s world methods reputation web page states as of Monday, “All programs are a go and Webex is working smoothly and not using a concerns.”

After essentially per week with the entire platform achieved, it seems that the majority of services were restored, with nonetheless no particular answer as to why these outages took place within the first location. ITBusiness.ca reached out to Cisco Webex, however a spokesperson noted that they have been unable to add extra remark.

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Meeting Place Design Specialist (DMPS)

Educational Meeting Designed for Gift Planning Professionals | killexams.com real questions and Pass4sure dumps

By Rochelle Rose for Council of Charitable Gift Planners | October 11, 2018 | 9:00 a.m.

The Santa Barbara Council of Charitable Gift Planners invites professionals in estate planning, nonprofit, fundraising, wealth management, insurance, legal, senior services, and accounting fields to its meeting, noon-1:30 p.m. Nov. 13 at Harry’s Plaza Cafe, 3013 State St.

The meeting is sponsored by Camarillo-based Crescendo Interactive, Inc. which has provided gift planning and blended gifts marketing solutions for some 30 years.

Crescendo products are designed, built and supported by in-house technical, legal, design, marketing and multimedia specialists.

Speaker Vince Fraumeni will discuss how to market to planned gift donors who space three different generations.

Based in Los Angeles, Fraumeni is a fundraising consultant and professional speaker. He has 34 years of experience in the fundraising field.

He is a past member of the Board for the National Committee on Planning Giving and past president of the Orange County and Southern California Planned Giving round tables.

Fraumeni is a founding faculty member for the American Institute of Philanthropic Studies. He served as the executive director for the Memorial Medical Center Foundation in Anaheim.

Fraumeni also developed planned giving programs at Children’s Hospital in Los Angeles and Chapman University.

He was director of development for planned and capital campaign gifts at the House Ear Institute in Los Angeles and began his career as director of planned giving at Whittier College.

Fraumeni spends time as a community volunteer, including for the Boys Scouts.

Cost to attend is $35 members/$45 non-members. Make reservations at www.sbgiftplanners.org/calendar. For more information, contact chapter president Rochelle Rose at [email protected] or 805-682-4711 ext. 179.

— Rochelle Rose for Council of Charitable Gift Planners.

How Financial Institutions Can Put Risk Management Back in the Driver’s Seat | killexams.com real questions and Pass4sure dumps

In the years leading up to the global financial crisis a decade ago, risk was viewed at many financial institutions in a very different way than it is today. The financial system was like a highway on which different vehicles traveled without paying much attention to the rules of the road. Some moved at incredible speeds, making decisions without looking out for hazards. Others drove more mindfully, yet still rarely looked up to gauge risks. And a few others stayed in the slow lane, maintaining a steady low speed, and making moves only after carefully considering all imaginable consequences.

Then the financial crisis hit and there was a billions-of-dollars pileup on Wall Street.

In the wake of that crisis, financial institutions have been investing a great many resources in beefing up their risk detection and management practices. Pushed by regulators and stakeholders, the traffic cops of the banking world, they have placed much of this investment in enhancing companies’ internal independent oversight system — their second line of defense.

Although these enhancements have indeed improved banks’ ability to oversee and refine their risk management practices, the approach has kicked the actual risk takers involved in day-to-day business out of the driver’s seat. The new system is inefficient at best and dangerous at worst. It is like driving a car from the back seat — in first gear, without a speedometer or gas gauge, and without the full road in sight.

This second line of defense typically includes the chief risk officer and chief compliance officer, along with the staff reporting to them. They have generally taken on primary responsibilities for risk detection and management, in addition to being the secondary overseers. Second-line staff often design programs and policies for operational risk, information security, third-party risk management, and various compliance regimes, sometimes with scant input from the rest of the business. They even get involved in operational tasks, for example, finding documents for loan applications and performing routine controls to vet new clients before they are on-boarded.

However, it’s the first line, which includes business administrators, salespeople, and relationship managers, that should be doing this work. The first line is closer to customers and can perform these important yet routine tasks more efficiently, thereby improving the customer experience and using time and staff resources appropriately. Because second-line staff are not involved in day-to-day business, they can easily fail to coordinate methodologies, data, systems, and timing.

Worse, the heavy-handed nature of these programs can divert resources from the actual operation of controls and smart management of risks. Meeting requirements has become a poor proxy for actual risk management in the first line. In short, the pendulum has now swung too far toward allowing backseat drivers to call out all the directions and simultaneously monitor the road for risk. As a result, execution becomes unduly burdensome to the business and costly to the institution as a whole.

The bankers who put this system in place thought that the second line would strengthen standards, procedures, and capital. This backseat-driver dynamic also grew out of the first line’s willingness to lighten its own load by turning responsibility over to others. Additionally, the second line felt the need to step in decisively to compensate for risk management weaknesses in the first line, especially in the weeks and months following the financial crisis.

Fortunately, even the most overburdened financial institutions can rebalance risk management responsibilities and start driving more of that function from the front seat. A true balance must be maintained. The business cannot run roughshod over the second line; that’s what got many firms into trouble leading up to the financial crisis. And the second line must let go of the need it has felt to step in decisively to compensate for risk management weaknesses in the first line.

The benefits of putting the business clearly in charge of risk management — and holding it accountable — are significant. First, holding the first line accountable for risk management aligns the interests of internal revenue generators with those of the overall firm. When first-line salespeople do their own risk generation “driving,” they gain an understanding of their firm’s position and reputation that they otherwise might not get. They are thus less likely to try to on-board a questionable client or put together loan proposals that may be rejected. In general, the business needs to be clearly accountable for managing the risks it takes in pursuit of its objectives.

Fortunately, even the most overburdened financial institutions can rebalance risk management responsibilities and start driving more of that function from the front seat.

A system of first-line front-seat drivers also encourages people to keep their eye out for risks wherever they pop up, rather than relying on the oversight specialist — the backseat driver — to point them out. This improves performance by allowing the business to spot some risks sooner, manage them more nimbly, and react more quickly when things do go wrong. This improved agility, in turn, allows the organization to “look around the corner” to anticipate emerging risks and respond in shorter cycles. And by rebalancing and bringing greater organizational efficiencies to both the first and second lines — for example, by eliminating redundancies and incorporating new technologies — some financial institutions anticipate risk management productivity gains over time of 20 to 25 percent.

Moreover, more fully engaging the front line will make it easier to effectively escalate risk issues to senior management and, ultimately, the board of directors. The collegial tension, as it is known, between management and oversight tends to bring risk issues to the surface faster. A “traffic incident report” emerges that can be analyzed and triaged, and solutions can be delegated. Collegial tension also facilitates the aggregation of risk information so that it can be probed for trends, compared with the amount of risk the institution wants to take overall, and reported. These reports serve as an owner’s manual for the crucial decisions executives must make in order to operate their financial institution safely and soundly.

In those reports, the first line should tell the story of how internal and external factors drive changes in risk profiles, and highlight problems, root causes, and mitigation. Meanwhile, the second line is better positioned to independently challenge assumptions and decisions, provide analyses, and look for cross-business correlations. These reports are critical to raising issues with the board’s risk committee and ensuring that those issues are acknowledged and dealt with properly.

Of course, saying that the front line should become more engaged in risk management is much easier than actually doing it — that is, putting the people, processes, and systems in place to take on risk appropriately. To assist in the shift, we have identified three steps that financial institutions can take to create a better operating model for risk management and oversight.

Turn the wheel over to the appropriate driver. Putting the driver back in the front seat means allowing the first line of defense to manage risk within the risk-appetite boundaries set by the board and making the first line subject to oversight and credible challenges by the second line — challenges in the form of monitoring, surveillance, and selective testing. By taking active ownership and accountability for risk management, the first line can integrate identification, assessment, management, and mitigation of risks that are specific to each business. This will allow individual business units to increase effectiveness and efficiency while hewing to the standards set by the second line.

Although putting the driver back in the front seat makes intuitive sense, it’s a big change at institutions that have built up their second lines. But this change is necessary to reengage the front line and to scale back and refocus the second line, which at many institutions has taken on risk responsibilities that subvert their independent risk oversight. Further, this action is also consistent with the thinking of major financial regulators in the U.S. and around the world.

For example, when the second line executes risk control self-assessment — the process of identifying, recording, and assessing potential risks and related controls — on behalf of the business, it simultaneously reduces business ownership of risk and its own credibility to challenge results. Likewise, when the second line operates anti-money-laundering compliance controls, it’s putting itself in charge of issue identification, which should be a business management responsibility. What’s more, the widespread practice of having the second line approve commercial credit decisions also undercuts independent risk oversight.

Make the right upgrades. A strong first line of defense is crucial to any financial institution’s ability to manage risk well. But to accomplish this goal, the individual businesses within the bank need to have the necessary capabilities in place: the right people (a well-tuned transmission), technology (a souped-up dashboard), and processes and controls (the brakes). And as it stands, those need improving throughout the industry.

For example, institutions need to expand the use of cutting-edge technologies, such as robotic process automation and artificial intelligence, in order to understand, streamline, and automate business processes and controls. Not only will this help shrink costs, it will also reduce transaction processing risks and negative customer experiences caused by manual interventions and lack of standardization. Better technology and skills will also help the first line in getting a better grasp on its data, so that emerging trends can be spotted, and critical information extracted and communicated to inform key business and strategic decisions.

Boost horsepower. Finally, many financial institutions need to boost the horsepower of risk management talent and promote a culture of accountability. They need to hire more risk management workers and increase the skills and power of the ones they already have in place. They need people who are process savvy and risk savvy and who have the know-how and stature to promote a culture of smart risk management and accountability.

This is true across lines of defense, including in the businesses that often could benefit greatly from business risk officers reporting to, and advising, business line leaders directly on risk matters.

As the business steps up to assume a more engaged role in risk management, the second line can progressively transform itself by aligning its talent more squarely with the role of independent oversight and credible challenge, focusing more on advising than doing.

At many institutions, this transition will require injections of deep expertise in data analysis. It is also clear that a better understanding of business processes will be important if institutions are to effectively oversee the management of nonfinancial risks. And finally, institutions should encourage mobility among risk management, compliance, and other second-line functions.

We’ve provided financial institutions with a manual for the safe operation of a very powerful vehicle. Having the right person — the first line — in the driver’s seat, paying attention to the rules of the road, and looking out to the horizon for risks, is key to avoiding accidents. Keeping the backseat driver — the second line — easily accessible and useful to the driver is also a necessity.

By rebalancing and bringing greater organizational efficiencies to both the first and second lines, it’s possible to achieve significant productivity gains over time. Moreover, risk issues can be escalated on the chain of command more efficiently, allowing the board to review and set risk guidelines on a more regular basis to keep the company’s competitive edge sharp.

Developing a stronger and more engaged first line of defense and putting the business back in the driver’s seat allows the independent risk oversight function to become leaner and renew its focus on providing standards and policies that frame risk management in the first line of defense, promotes tools and technologies to support the first line, and enables effective challenges. Following the driver’s manual we have laid out here will put any financial institution in a better place to manage risk.

Career courses teach skills that put students on the job | killexams.com real questions and Pass4sure dumps

ELK RUN HEIGHTS — Jasmine Brott’s homemade flash cards were barely holding the attention of the 3-year-olds gathered around a table at the Elk Run Preschool.

The children chattered and one boy even wandered away as the West High School junior reviewed the words smooth, pulp and scoop — all of which were in the story about pumpkins she read earlier. But when Brott pulled the pre-cut top off the pumpkin sitting on the table nearby, the kids were suddenly interested.

“Are you guys ready for the fun part? Are you ready to scoop the pulp out?” she asked, pulling out a large spoon.

Brott guided the children as they dug into the pumpkin’s interior, bringing up stringy pulp and seeds. She encouraged them to touch the material and see how it felt.

She and her classmates in Waterloo Community Schools’ early childhood education program were teaching their first mini-lesson to the preschoolers Thursday. The students will prepare other lessons as they continue through the program. Eventually, the high schoolers can get their teaching methods evaluated as part of the testing for the childhood development associate credential.

The CDA, being offered to district students for the first time this year, is a national credential for early childhood educators. It’s one of the credentials or certifications students are earning through classes in Waterloo Schools’ nine career and technical education programs.

“We require all of our programs to have at least two certifications, if not more, at some point within the next year,” said Jeff Frost, Waterloo Schools’ executive director of professional education. The idea is to learn skills that will be useful or necessary in the career areas they are exploring. They are another component offered beyond the concurrent credit that students receive in the classes.

“It really helps to differentiate them from other students,” said Frost, including those who are also earning community college credit during high school. Certifications may offer an advantage for higher-paying jobs and scholarships. In some cases, the credential is all they need for certain positions, although further training or a college degree could build on the skills they’ve obtained.

‘Worth it’

In the early childhood education program, three 90-minute classes are being offered this semester with a total of five planned for the year. Students learn about topics like health, safety, nutrition and curriculum for preschoolers. Along with the class time, they spend at least two days a week working with the children in their rooms.

That is key to earning the CDA, administered by the Council on Professional Recognition. Students need 120 hours of class time and 420 hours in the classroom working with children to qualify for the test. And before taking it, a professional development specialists will evaluate the students as they teach a mini-lesson.

“The certificate itself will be portable and we have all the tools in Waterloo Schools to offer it,” said Charletta Sudduth, coordinator for early childhood education in the district. She and Jane Frost are teachers in the high school program, which currently has 15 students.

“It’s a lot of time put into it, but it seems worth it,” Adriana Michaels, a West High sophomore and another one of the program’s students, said about the CDA.

“Teaching is something I definitely want to go into,” she said, working with young children, preferably in a daycare, preschool or kindergarten setting. “I want to get a teacher’s degree no matter what, because I want to be open to all fields.”

Ethan Sliger, a home schooled student in his senior year, is enrolled in all three Elk Run early childhood classes. Since he is at the preschool all day, Sudduth hopes he will qualify to take the CDA test before the school year ends. He enrolled in the program with the idea of becoming an elementary school teacher, but the experience so far is causing him to consider working with even younger children.

“It’s something I’m really interested in doing, because I’m interested in working with kids,” said Sliger. “It’s something I would really enjoy.”

The CDA will help him get a job in the field before finishing college. “It would be ideal to have that job while taking classes, then get an associate’s degree and maybe a bachelor’s,” he said.

Other career pathways have also put in place credentials that students can earn. Those programs are based at the Waterloo Career Center on the Central Middle School campus.

Skilled trades classes in sustainable construction and advanced manufacturing — as well as plumbing and electrical programs beginning next fall — start by earning a Occupational Safety and Health Administration certification because of the potential danger inherent in those fields. After that, they will earn certifications on six precision measuring modules administered by the Coalition of Certification Centers. Beginning next year, they will also be required to get certified in adult cardio-pulmonary resuscitation and first aid.

Other certifications are also available, including in computer numerical control machining for advanced manufacturing students and concrete for sustainable construction students. Officials are hoping to have a masonry certification in place for second semester.

Students in information technology—networking can test for A-Plus and Cisco certifications. The IT—web and mobile design program is working towards Microsoft technology associate certification. The digital graphics program hopes to eventually offer the Adobe certified expert, or ACE certification.

The culinary arts programs at East and West high schools, a portion of which is moving to the career center next fall, will also offer certifications through the ProStart curriculum used in classes.

Certification needed

Students in the career center’s nursing program earn the certified nursing assistant, or CNA, credential in one of their classes. “The class is composed of three different things — lecture, lab skills and clinical (at a nursing home),” said Doreen Mingo, one two teachers in the program. Students also earn CPR and mandatory reporter certifications along with patient confidentiality training.

Cedar Falls High School also offers a career program. The Center for Advanced Professional Studies generally doesn’t focus on certifications, but its new medical strand meeting at Allen College includes several. While students don’t earn the CNA, they do get training in patient confidentiality as well as certifications in CPR and basic life support for health care providers.

The CNA is required for some nursing home jobs and is one of the certifications required to become a nurse. East High School senior Abby Graham is enrolled in the Waterloo Career Center’s nursing program and has earned her CNA. That enabled her to get a job at NorthCrest Specialty Care about a month ago.

After graduating, she wants to be trained as a licensed practical nurse or registered nurse and earn a bachelor’s degree. Graham envisions working in settings like a clinic, hospital or neonatal intensive care unit. At some point, she may be interested in earning a master’s degree in nursing.

Arial Campbell, Gabrielle Wrage and Adric Brown are all West High graduates who went through the nursing program. Campbell and Wrage are working at nursing homes and enrolled in the pre-nursing program at Hawkeye Community College.

Brown is a freshman pre-med student at Wartburg College. He hasn’t worked at a nursing home, but believes the CNA credential will be helpful in his new job as an emergency department technician at Covenant Medical Center.

Mingo and Aaisha Flint, the program’s other instructor, said the certification teaches students how to get comfortable around and develop a rapport with patients. Added Flint, “I think they learn to become more compassionate about the nursing field, the medical field and it definitely matures them.”

Jeff Frost said Waterloo Schools is working towards the goal of offering four semesters of classes in each of its career and technical education programs. An option for the final semester would be a quality pre-apprenticeship to put students in a position at a business to receive on-the-job training. “They would actually be a paid apprentice and, in some cases, they would get hired right out of that,” he said.

The district is working on the plan with Hawkeye, which recently received $10,000 in state funding through Iowa Workforce Development to create pre-apprenticeship programs. College officials expect to work on setting up programs at other high school outreach centers in Independence and Grundy County.

Another recipient of the state grant funds was Waverly-Shell Rock Community Schools, where Bryan Benham teaches college-level machining and welding classes plus a project-based capstone class called Go-Hawk Manufacturing. Those students will also qualify for one of the 30-hour pre-apprenticeship opportunities. The $10,000 in state grant funds, which are renewable for five years, would be used to provide a stipend for students.

“What a quality pre-apprenticeship does for my students is count the hours they are in my classes toward the required apprenticeship hours and gets them done sooner,” he said. “They can explore the field without a commitment and see if it might be in their future plans.”

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