برچسب: Systems

  • State data collection systems failing students in juvenile detention, report says

    State data collection systems failing students in juvenile detention, report says


    Wards at N.A. Chaderjian Youth Correctional Facility talk at a table in Merced Hall in Stockton, Calif.

    Credit: Lea Suzuki / San Francisco Chronicle / Polaris

    California is failing to provide a high-quality education to students in the juvenile justice system by not addressing the inadequacies of academic data collection practices, according to a recent report from the national Youth Law Center. Current collection practices, the report authors argue, do not accurately measure student needs and outcomes.

    “A failure to design better metrics would be a disastrous choice on the part of California stakeholders to keep these students out of sight and out of mind,” the report’s authors wrote.

    The report, “Out of Sight, Out of Mind,” is a follow-up to a 2016 report that similarly found the state to be failing in its mission of providing students in juvenile detention with high-quality education via its disproportionate representation of multiple student populations, high rates of chronic absenteeism, low high school graduation rates, inaccurate or incomplete data, and more.

    The most recent report highlighted data from two school years — 2018-19 and 2021-22 — using publicly available data from the California Department of Education as well as public records requests sent to 10 county offices of education that oversee court schools, which are education facilities for youth in the juvenile justice system. Students enroll in court school as they await adjudication or disposition, after they’ve been committed to a juvenile facility, or if they’re in a home placement under the supervision of probation.

    During 2018-19, nearly 20,000 students attended court schools in the state. In the 2021-22 school year, the number dropped to 10,891. This decrease likely reflects the lower number of youth in the juvenile justice system, which has trended downward in recent years, per the report.

    California’s current academic data system does not capture one crucial data point — that the majority of students attend a court school for less than 31 instructional days, the report noted. This means that few students attend for an entire school year, which is typically the time frame that data collection practices are based on.

    What’s more, currently available data does not distinguish between academic needs and outcomes of students who spend days or weeks attending a court school versus those who attend for years.

    The report highlighted that it has long been anecdotally understood by researchers, probation staff and others working in education within the juvenile justice system that student attendance is often transitory given the dynamic nature of the legal system. The report’s authors argue that instructional programming should reflect this knowledge by calculating any partial credits earned by recording them in student transcripts once they leave juvenile detention. Students also need additional services to more seamlessly move back into their local schools.

    While the report’s authors acknowledge that less time in the juvenile justice system is most beneficial, they maintain that the time youth do spend attending a court school should be as minimally disruptive as possible to their education. Minimizing disruption, they said, could include a heightened focus on the transition process out of juvenile detention.

    An ongoing challenge with inadequate data collection is that improvements are difficult to highlight. For example, the report authors found that the college-going rate at 10 court schools exceeded the average for the state’s alternative schools.

    “The data doesn’t really care if it’s positive or negative. The limitations exist on both sides,” said Chris Middleton, an Equal Justice Works fellow at the Youth Law Center and a primary author of the report. “And I think here where a really positive story could be told, there’s still a set of limitations that’s very evident.”

    Much of the data contained in the report reflects a dire reality.

    For example, the overall number of youth in the juvenile justice system decreased significantly from 2018 to 2022, yet the number of students with disabilities rose from 20.1% to 29.8%.

    The report suggests a few potential reasons: improved screening and identification, improved communication between schools regarding disability status, or a failure to capitalize on the systemic changes that drove the decrease in youth detention statewide.

    The report’s authors also found that foster youth are overrepresented in the juvenile justice system.

    While foster youth represent less than 1% of all students enrolled in California schools, in 2018-19 they made up 21.44% of court school enrollments; by 2021-22, they were almost 31 times overrepresented in court schools versus traditional schools. This data was either redacted or unavailable for 27 of 51 court schools.

    “The extremely high rate of disability status and the extremely high rate of foster care overlap,” Brady said. “We have long known that young people with disabilities are more likely to be impacted by the juvenile justice system. … The numbers for foster care were still surprising.”

    Similarly, high rates of students experiencing homelessness were found at some court schools, but the data for this population of students was particularly unclear; much was either redacted or unavailable. While foster youth status is centrally tracked by the state, homelessness is largely screened by school districts — an identification process that has only in recent years improved through legislation and enforcement.

    Regarding chronic absenteeism, the rate was 12.9% among court schools and 12.1% statewide during the 2018-19 school year, and by the 2021-22 school year, that rate was 16.8% among court schools and 30% statewide.

    Though lower than the state average, this was alarming for the report’s authors.

    Students who attend a local education agency for less than 31 days are not eligible to be considered chronically absent, which indicates that the true rate of chronic absences is much higher, given that most court school students attend for less than 31 instructional days, the report authors wrote.

    Additionally, the authors found while some students refuse to attend class, some cannot attend due to decisions made by probation staff. Two examples shared in the report include a practice in Los Angeles County “of barring entire living units of young people from attending school if one of them misbehaved” and refusal by probation staff to provide “timely transport” of students to school.

    According to the report, “A necessary element of addressing chronic absenteeism in court schools must include better documentation of missed instructional time and the reasons why students are absent from class.

    “Additionally, efficient and effective coordination between probation and school staff is critical to ensuring the basic educational responsibility of students being present in their classrooms is met.”

    While the rate of chronic absences was lower among court schools during the 2021-22 school year, it should be noted that the percentages across court schools varied. Some schools reported a rate of over 30% while other schools reported 0%.

    One recent allocation of $15 million toward post-secondary education programs for youth in the juvenile justice system might turn the tide on better understanding outcomes. The funding will create and expand community college programming inside juvenile facilities, and a portion is intended to go toward evaluating such programs.

    This ongoing funding “is the single most positive and exciting thing that’s going on in the area of juvenile justice and education right now,” said Lauren Brady, managing director of the legal team at Youth Law Center.

    Many of the issues with data collection that researchers found were due to unavailable data or redactions — when a group includes fewer than 10 students, data is withheld to protect student privacy.

    “We can’t tell the complete story. That’s where we’re at right now. … In order to truly transform the experience for students and to give them the best chance to have a brighter future, we have to be able to measure what they’re experiencing,” report co-author Middleton said. “And I think that we have the capability. I have faith in California and our institutions that we are able to properly develop these measures and ensure that the data’s actually being reported.”





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  • State data collection systems failing students in juvenile detention, report says

    State data collection systems failing students in juvenile detention, report says


    Wards at N.A. Chaderjian Youth Correctional Facility talk at a table in Merced Hall in Stockton, Calif.

    Credit: Lea Suzuki / San Francisco Chronicle / Polaris

    California is failing to provide a high-quality education to students in the juvenile justice system by not addressing the inadequacies of academic data collection practices, according to a recent report from the national Youth Law Center. Current collection practices, the report authors argue, do not accurately measure student needs and outcomes.

    “A failure to design better metrics would be a disastrous choice on the part of California stakeholders to keep these students out of sight and out of mind,” the report’s authors wrote.

    The report, “Out of Sight, Out of Mind,” is a follow-up to a 2016 report that similarly found the state to be failing in its mission of providing students in juvenile detention with high-quality education via its disproportionate representation of multiple student populations, high rates of chronic absenteeism, low high school graduation rates, inaccurate or incomplete data, and more.

    The most recent report highlighted data from two school years — 2018-19 and 2021-22 — using publicly available data from the California Department of Education as well as public records requests sent to 10 county offices of education that oversee court schools, which are education facilities for youth in the juvenile justice system. Students enroll in court school as they await adjudication or disposition, after they’ve been committed to a juvenile facility, or if they’re in a home placement under the supervision of probation.

    During 2018-19, nearly 20,000 students attended court schools in the state. In the 2021-22 school year, the number dropped to 10,891. This decrease likely reflects the lower number of youth in the juvenile justice system, which has trended downward in recent years, per the report.

    California’s current academic data system does not capture one crucial data point — that the majority of students attend a court school for less than 31 instructional days, the report noted. This means that few students attend for an entire school year, which is typically the time frame that data collection practices are based on.

    What’s more, currently available data does not distinguish between academic needs and outcomes of students who spend days or weeks attending a court school versus those who attend for years.

    The report highlighted that it has long been anecdotally understood by researchers, probation staff and others working in education within the juvenile justice system that student attendance is often transitory given the dynamic nature of the legal system. The report’s authors argue that instructional programming should reflect this knowledge by calculating any partial credits earned by recording them in student transcripts once they leave juvenile detention. Students also need additional services to more seamlessly move back into their local schools.

    While the report’s authors acknowledge that less time in the juvenile justice system is most beneficial, they maintain that the time youth do spend attending a court school should be as minimally disruptive as possible to their education. Minimizing disruption, they said, could include a heightened focus on the transition process out of juvenile detention.

    An ongoing challenge with inadequate data collection is that improvements are difficult to highlight. For example, the report authors found that the college-going rate at 10 court schools exceeded the average for the state’s alternative schools.

    “The data doesn’t really care if it’s positive or negative. The limitations exist on both sides,” said Chris Middleton, an Equal Justice Works fellow at the Youth Law Center and a primary author of the report. “And I think here where a really positive story could be told, there’s still a set of limitations that’s very evident.”

    Much of the data contained in the report reflects a dire reality.

    For example, the overall number of youth in the juvenile justice system decreased significantly from 2018 to 2022, yet the number of students with disabilities rose from 20.1% to 29.8%.

    The report suggests a few potential reasons: improved screening and identification, improved communication between schools regarding disability status, or a failure to capitalize on the systemic changes that drove the decrease in youth detention statewide.

    The report’s authors also found that foster youth are overrepresented in the juvenile justice system.

    While foster youth represent less than 1% of all students enrolled in California schools, in 2018-19 they made up 21.44% of court school enrollments; by 2021-22, they were almost 31 times overrepresented in court schools versus traditional schools. This data was either redacted or unavailable for 27 of 51 court schools.

    “The extremely high rate of disability status and the extremely high rate of foster care overlap,” Brady said. “We have long known that young people with disabilities are more likely to be impacted by the juvenile justice system. … The numbers for foster care were still surprising.”

    Similarly, high rates of students experiencing homelessness were found at some court schools, but the data for this population of students was particularly unclear; much was either redacted or unavailable. While foster youth status is centrally tracked by the state, homelessness is largely screened by school districts — an identification process that has only in recent years improved through legislation and enforcement.

    Regarding chronic absenteeism, the rate was 12.9% among court schools and 12.1% statewide during the 2018-19 school year, and by the 2021-22 school year, that rate was 16.8% among court schools and 30% statewide.

    Though lower than the state average, this was alarming for the report’s authors.

    Students who attend a local education agency for less than 31 days are not eligible to be considered chronically absent, which indicates that the true rate of chronic absences is much higher, given that most court school students attend for less than 31 instructional days, the report authors wrote.

    Additionally, the authors found while some students refuse to attend class, some cannot attend due to decisions made by probation staff. Two examples shared in the report include a practice in Los Angeles County “of barring entire living units of young people from attending school if one of them misbehaved” and refusal by probation staff to provide “timely transport” of students to school.

    According to the report, “A necessary element of addressing chronic absenteeism in court schools must include better documentation of missed instructional time and the reasons why students are absent from class.

    “Additionally, efficient and effective coordination between probation and school staff is critical to ensuring the basic educational responsibility of students being present in their classrooms is met.”

    While the rate of chronic absences was lower among court schools during the 2021-22 school year, it should be noted that the percentages across court schools varied. Some schools reported a rate of over 30% while other schools reported 0%.

    One recent allocation of $15 million toward post-secondary education programs for youth in the juvenile justice system might turn the tide on better understanding outcomes. The funding will create and expand community college programming inside juvenile facilities, and a portion is intended to go toward evaluating such programs.

    This ongoing funding “is the single most positive and exciting thing that’s going on in the area of juvenile justice and education right now,” said Lauren Brady, managing director of the legal team at Youth Law Center.

    Many of the issues with data collection that researchers found were due to unavailable data or redactions — when a group includes fewer than 10 students, data is withheld to protect student privacy.

    “We can’t tell the complete story. That’s where we’re at right now. … In order to truly transform the experience for students and to give them the best chance to have a brighter future, we have to be able to measure what they’re experiencing,” report co-author Middleton said. “And I think that we have the capability. I have faith in California and our institutions that we are able to properly develop these measures and ensure that the data’s actually being reported.”





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  • Students, faculty, staff distrust state college systems’ handling of Title IX cases

    Students, faculty, staff distrust state college systems’ handling of Title IX cases


    Fresno State University

    Credit: fresnostate.edu

    Students and faculty at all three of California’s public higher education institutions do not trust how colleges and universities handle sexual discrimination and harassment. 

    The lack of trust was detailed in a California Assembly Higher Education Committee report released last week that offers recommendations on how the state’s public colleges and universities can better address sexual harassment and discrimination. 

    The report addressed significant deficiencies in the University of California, California State University and California Community College systems’ handling of Title IX, which is the federal education law that prohibits schools from sex-based discrimination. For example, none of the state’s public colleges or universities review how campus leaders plan to address and prevent sex discrimination as part of administrators’ evaluations. Another deficiency: The community college system does not mandate student participation in annual sex discrimination prevention education programs. 

    The report highlighted that students at faculty across all three systems distrust and resent their institutions when it comes to handling Title IX cases. “The prevailing message from students, staff and faculty is that current policies of the CCC, CSU, and UC do not protect survivors and instead are used to protect the institution from lawsuits,” according to the report. 

    Wendy Brill-Wynkoop, president of the Faculty Association of the California Community Colleges, said the goal for every district and campus should be moving from being reactive to being proactive and creating a culture of respect. 

    “When you have someone who has already been traumatized or victimized and you’re asking them to go through this incredibly lengthy and cumbersome process without an advocate, that’s not the greatest way to try and come to a resolution,” said Brill-Wynkoop, adding that an oversight body would be helpful. “Every district tries to do things correctly, but without some sort of system check, it’s difficult.” 

    Furthermore, the report found that California lacks an effective method for monitoring and regulating Title IX standards in its higher education institutions. 

    “California’s public higher education institutions are critical to the future of our state, and we must ensure our values of diversity and inclusivity are reflected in providing all students with a safe learning environment and all staff with a working environment free from harassment and discrimination,” Assembly Higher Education Chair Mike Fong said, adding that he will work with lawmakers to introduce legislation based on the report’s recommendations. 

    The report recommended providing more funding to the colleges to address sex discrimination, creating a statewide office to provide guidance and monitoring, annual compliance reports to the Legislature, and creating systemwide independent civil rights offices for each of the three systems. The committee also recommended more training and education, and making campus leaders more responsible for addressing sexual harassment and discrimination. 

    A spokesperson from the community colleges chancellor’s office said: “The Chancellor’s Office agrees with the findings and conclusions of this important report and looks forward to working with the committee, the Legislature and our colleges to implement the recommendations. We are fully aligned with the commitment to improve California’s higher education systems to better address discrimination and provide safe, inclusive environments for all students, faculty and staff.”

    The Assembly Higher Education Committee conducted the report following a series of news nationally and statewide about mishandled Title IX cases. The committee report cites EdSource’s investigation into Chico State, where a professor was investigated for an inappropriate sexual affair with a graduate student. He was put on paid leave last year after EdSource disclosed that he had allegedly threatened to shoot colleagues who cooperated in the investigation.

    The report also noted other EdSource coverage of Title IX cases at CSU campuses and an investigation by USA Today into the mishandling of a Title IX case by then President Joseph I. Castro. The case led to his resignation as CSU chancellor.

    The Cal State system was found to have mishandled a variety of cases over the year and reports from an independent law firm and the California State Auditor’s office last year found the 23 -campus system lacked resources and failed to carry out its Title IX responsibilities. 

    In response to the Assembly committee’s report, a spokesperson from the Cal State chancellor’s office said: “Any form of discrimination, harassment and misconduct is unacceptable. The CSU stands ready to work with legislators and with leaders from across the CSU system — including university administrators, staff, faculty and students — to make the changes needed to improve our Title IX and other nondiscrimination policies and procedures.”

    The report noted that the university system has already changed its policy allowing administrators who have committed misconduct to “retreat” to faculty positions. 

    CSU is currently implementing the changes and reforms called for in the 2023 state audit and in a report conducted by an independent law firm.

    A UC spokesperson said that system has made changes “to address these issues when they arise.”  Officials were interviewed for the Assembly report, and UC pledged to “review the recommendations closely in order to uphold our commitment to fostering an environment free from sex-based discrimination for all members of the UC community.”





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  • Should California’s college systems be merged into one university?

    Should California’s college systems be merged into one university?


    California State University, Dominguez Hills in Carson.

    Credit: Stephinie Phan / EdSource

    To better help students access and complete college, California should consider a major — and highly controversial — overhaul of its Master Plan for Higher Education that merges the state’s three public higher education systems into one mega-university, researchers argued Monday. 

    The bold proposal, detailed in a report from California Competes, a nonprofit research organization, suggests that the 10-campus University of California, the 23-campus California State University, and the state’s system of 116 community colleges be combined into a single California University that could accommodate a wide array of degree- and certificate-seeking students.

    Su Jin Jez, author of the report and CEO of California Competes, said merging the systems would eliminate transfer problems and make it easier for students to enter, succeed, and finish college, among other benefits. 

    “This proposal is intentionally provocative,” Jez said during a webinar Monday. “It’s designed to challenge existing paradigms and spark transformative discourse.” The original version of the report was released in December, but an updated version was published Monday when California Competes also hosted a webinar promoting the report. 

    Jez acknowledged that it might never come to be. The proposal would likely face challenges from the systems themselves, along with many stakeholders such as unions, faculties, legislators and alumni.  

    Other experts, reached by EdSource, questioned the proposal’s political feasibility, and one criticized the idea, saying it would not be possible to combine such large and complex institutions. 

    Jez argued that the original master plan, adopted in 1960, is outdated in part because of the rising costs of college and the changing racial and gender demographics of the state’s college students. Whereas the majority of students were white in 1960, Latinos now make up a majority of college-age individuals in California and a plurality of college students. Women also account for a majority of students in California colleges, a major change since 1960, when male students were the significant majority. 

    The original master plan said UC was to focus on research and enroll the top academically achieving eighth of high school graduates, while California State University was to consist mostly of undergraduate programs and serve the top third of high school graduates. The state’s community colleges were to offer open-access undergraduate classes, associate degrees for transfer, and vocational training. Those lines have since been blurred to some degree: CSU now offers some doctoral programs, and dozens of community colleges offer at least one bachelor’s degree. But over much of its time, that master plan arrangement was often hailed as a great strength for the state, helping during explosive population growth and supporting key scientific research.

    Under the proposed California University, the three segments would be merged into a network of regional campuses — such as California University, San Joaquin Valley, and California University, Los Angeles. 

    Each regional campus, which would be made up of one or several existing campuses, would offer a full range of programs and degrees, from certificates to doctorates. The LA campus, for example, would likely include the existing UCLA campus as well as the five CSU and many community college campuses in the county. It’s unclear how many regions would be included.

    There would be no admission requirements, and transfers would be completely eliminated, as students would be able to move seamlessly through their chosen regional campus.

    It would be highly challenging politically to merge the systems, which the report acknowledges. The co-directors of the Civil Rights Project at UCLA, which commissioned the report, urged Jez to “think boldly” in looking for a revised master plan, rather than come up with an immediately pragmatic solution, according to the report’s foreword.

    Jez said during Monday’s webinar that she believes there is a “hunger for a new vision for higher ed in our state” and noted that higher education leaders have previously urged changes to the master plan.

    Eloy Ortiz Oakley, the former chancellor of the state’s community college system, said in an interview that he agrees with the premise that the master plan is outdated and that he supports some of the report’s ideas, such as creating better coordination between the systems. But he rejected the idea of a single university.

    “I could not and would not support it,” said Oakley, who is now CEO of the College Futures Foundation. “There is just no way in my mind that you could form one comprehensive governance entity, given the size and the scope of the three public university systems.”

    Hans Johnson, a senior fellow at the PPIC Higher Education Center, previously called for modifications to the master plan in a 2010 report he wrote. He suggested at the time that, by 2025, the master plan be updated by setting explicit goals for improving eligibility, completion and transfer rates. 

    In a recent interview, Johnson said the state has made progress in increasing eligibility for UC and CSU and improving completion rates. He pointed to California residents’ enrollment being up significantly at both systems and noted graduation rates have improved greatly at CSU, particularly four-year rates. 

    Progress is still needed, though, in transferring more students to UC and CSU, he said. A state audit published last year found that, among students who began college between 2017 and 2019 and intended to transfer, only about 1 in 5 did so within four years. One thing that will be required, he said, is better coordination between the community college system, CSU and UC.

    “You could argue that the way to do that is to have one big system, and I think that’s a valid argument,” he said, referring to the California Competes proposal. “Politically, I don’t know how realistic it is.”

    The first step to better coordination could be some kind of coordinating council or board — similar to the California Postsecondary Education Commission, which was eliminated in 2011. Proponents say it would benefit the systems to be able to share data and information about their students and use that to strengthen transfers. 

    Gov. Gavin Newsom’s January budget proposal included $5 million in annual funding to “establish a state planning and coordinating body for TK-12 education, higher education, and state economic and labor agencies,” though his revised budget released last week did not include that proposal.

    “Despite the very large state expenditure on colleges, universities and programs, the state is operating without any institutional body that coordinates these systems or even provides basic data that would be essential for the rational management, maximum efficiency and coordination of the system,” the California Competes report states, adding that creating such a board is “particularly urgent and doable.”

    Other proposals in the report may be less doable, Jez said Monday, adding that her proposal should be seen as a “vision,” even if making it happen would be “really tough.”

    “Our higher ed system is the best in the world, and I want us to stay there,” she said. “And I think that this is a moment that we can accelerate and ask, how do we stay on the vanguard? How do we continue to be the ones that are creating new models that the rest of the world will follow?”





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  • How Advanced Print Management Systems Are Shaping the Future of Campus Innovation

    How Advanced Print Management Systems Are Shaping the Future of Campus Innovation


    How Advanced Print Management Systems Are Shaping the Future of Campus Innovation

    In the ever-evolving landscape of higher education, innovation isn’t confined to classrooms and research labs—it extends to how universities manage their operations, resources, and technology.

    At the University of Maryland’s A. James Clark School of Engineering, Terrapin Works stands as a shining example of how adopting cutting-edge solutions can transform not just processes, but outcomes.

    Terrapin Works, a hub of rapid prototyping, advanced manufacturing, and digital design, operates a sprawling network of more than 200 machines across 17 campus locations. This state-of-the-art enterprise isn’t just a facility; it’s a mission-driven ecosystem enabling students, faculty, and researchers to turn ideas into reality.

    But with complexity comes challenges, and the need to streamline its job request system became a pivotal moment for this operation.

    The Challenge: Streamlining Complexity in Innovation

    Managing job requests for hundreds of machines servicing diverse users—from students designing prototypes to researchers creating precision parts—was no small feat. Terrapin Works initially relied on a help desk ticketing system that, while functional for IT issues, fell short as a workflow solution.

    The system lacked a user-friendly process for submitting, tracking, and managing requests. Email threads became the backbone of communication, resulting in inefficiencies, delays, and an inconsistent user experience. Technicians, often students themselves, faced a cumbersome workflow that detracted from their ability to focus on the innovative work at hand.

    Nick Bentley, business systems developer and a former University of Maryland student, envisioned a better way. “We needed a one-stop, web-based storefront where customers could initiate a job request, track its progress, and get updates seamlessly,” he explains. For technicians, the solution needed to enable faster, more efficient processing of requests.

    When Bentley discovered PaperCut MF, a solution renowned for its robust print and workflow management capabilities, he saw its potential to redefine how Terrapin Works operated. However, implementing a new system meant addressing concerns about compatibility with existing processes and minimizing fragmentation.

    The Power of a Unified Solution

    Bentley made a compelling case for PaperCut, highlighting its integrated features beyond workflow management, such as billing and 2D print management. This holistic approach allowed Terrapin Works to sunset legacy systems, reduce inefficiencies, and create a unified platform that could scale across the university.

    The results have been transformative. Technicians now process orders with unprecedented speed and accuracy, while users enjoy a seamless experience that eliminates the confusion of the old system. Customers can explore equipment options, verify specifications, and submit orders—all within an intuitive, human-centered interface.

    Terrapin Works’ success with PaperCut didn’t stop at addressing immediate challenges. It sparked a broader vision for what was possible. The platform’s adaptability has led to pilot programs across other campus operations, from copy centers to financial services. With integrations like Nelnet’s payment gateway, the university is leveraging PaperCut to drive innovation in areas far beyond its original scope.

    Rethinking Operational Excellence

    Terrapin Works’ journey underscores an important lesson: Innovation isn’t just about technology; it’s about creating systems that empower people. By prioritizing user experience, integrating processes, and fostering scalability, the University of Maryland has set a benchmark for how universities can evolve in the digital age.

    As higher education institutions navigate the future, the success of initiatives like Terrapin Works serves as a reminder that the right tools—and the right vision—can turn operational hurdles into opportunities for leadership and growth.



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