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HOW LONG DOES IT TYPICALLY TAKE FOR A HIGH SCHOOL SENIOR TO COMPLETE A CAPSTONE PROJECT

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The amount of time it takes for a high school senior to complete their capstone project will vary depending on several factors, but on average students will spend between 3-6 months working on their project from start to finish. There are a few key stages involved in the capstone project process that contribute to the overall timeframe.

The planning and proposal stage is when students first start to brainstorm potential topic ideas and develop their proposal. This stage typically takes 1-2 months as students start researching different areas they are interested in, identify a problem or area for further exploration, develop research questions, and put together their proposal outline. During this time, they may meet regularly with their capstone advisor to refine their topic and proposal. Getting the proposal approved by the advisor and making any requested revisions can sometimes lengthen this initial stage.

Once the proposal is approved, students enter the research and development stage. This is often the longest stage and where the bulk of their time is spent. For topics that involve surveys, experiments, interviews or other hands-on work, this stage may be 2-4 months as students work to complete all of their research activities. Topics focused more on literature reviews or theoretical explorations may be completed in 1-2 months at this stage. The depth and breadth of research required will impact how long it takes. Students must also allow adequate time for any internal review board processes if their research involves human subjects.

Following the primary research, students move to the analysis and writing stage. This typically takes 1-2 months where they are synthesizing and analyzing their findings, compiling the final paper or other presentation materials, and iterating on drafts based on advisor feedback. Formatting large quantities of data and ensuring their conclusions are supported by evidence can extend this stage.

The final presentation stage usually takes 1-2 weeks where students prepare for and deliver their final presentation. This may be a research poster, oral presentation, video, or other format depending on requirements. They also complete other closure activities like having their work published in the school newspaper or journal and attending a capstone showcase.

A smaller subset of students who have more self-directed or complex projects may spend 6 months or more to complete a truly in-depth study. For example, those performing scientific experiments that require growing live cultures over many weeks or developing major software/hardware projects. The typical timeframe is between 3-6 months total when accounting for all stages from proposal to final presentation as outlined above.

There are a few factors that can lengthen or shorten the overall process. Students who struggle balancing their capstone work with a heavy course-load, extracurricular activities and jobs may require more time across the different stages. Limited access over the summer months for research activities may also impact schedules. On the other hand, students with excellent time management skills and the ability to narrow their focus could potentially complete a straightforward project in 3 months by executing efficiently across each stage.

Capstone advisors may also influence timelines with expectations around deliverables, meeting schedules and deadlines. More experienced advisors tend to better gauge appropriate workloads and pacing. High school seniors report their capstone projects as very meaningful in providing an opportunity to conduct self-directed research while developing important skills in project management, research, and communication. While a 6 month commitment, the experience prepares them well as they transition to college and beyond.

The time required for a high school senior to finish their capstone project typically ranges from 3-6 months. Multiple stages are involved from defining the proposal to final presentation. Factors like the type of research, an individual’s workload, access over summer, and advising all influence where a project falls within that estimated timeframe. Regardless, most students find the capstone culminates their high school experience and provides great preparation and learning as they continue their education or career.

HOW DOES MICROSOFT ENSURE RESPONSIBLE DEVELOPMENT AND APPLICATION OF AI IN THE AI FOR GOOD PROGRAM

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Microsoft launched the AI for Good initiative in 2017 with the goal of using AI technology to help address some of humanity’s greatest challenges. As one of the leading developers of AI, Microsoft recognizes it has an important responsibility to ensure this powerful technology is developed and applied responsibly and for the benefit of all.

At the core of Microsoft’s approach is a commitment to developing AI using a human-centered design philosophy. This means all AI projects undertaken as part of AI for Good are guided by principles of transparency, fairness and accountability. Ethics reviews are integrated into the design, development and testing processes from the earliest stages to help identify and mitigate any risks or potential for harm, bias or unintended consequences.

A multi-disciplinary team of engineers, data scientists, sociologists and ethicists work closely together on all AI for Good initiatives. Their goal is to develop AI solutions that augment, rather than replace, human capabilities and decision making. Input from external experts and potential end users are also sought to shape the design of technology and address needs. For example, when developing AI for healthcare, Microsoft works with medical professionals, patients and advocacy groups to identify real challenges and ensure any tools developed are clinically valid and easy for non-technical people to understand and use safely.

Once an AI model or technology is developed, rigorous testing is conducted to evaluate its performance, accuracy, fairness and resilience. Data used to train models is also carefully analyzed to check for biases or gaps. Microsoft believes transparency into how its AI systems work is important for maintaining user trust. To help achieve this, explanations of model decisions are provided in non-technical language so users understand the rationale behind predictions or recommendations.

Microsoft further ensures responsible oversight of AI systems by integrating privacy and security measures from the start. Data use complies with regulations like GDPR and is only used for the specified purpose with user consent. Access to data and models is restricted and systems are designed to protect against attacks or attempts to manipulate outputs.

A cornerstone of Microsoft’s approach is ongoing monitoring of AI systems even after deployment. This allows Microsoft to continually evaluate performance for biases that may emerge over time due to changes in data or other factors. If issues are discovered, techniques like training data or model updates can be used to help address them. Microsoft is also investing in technology like Constitutional AI that can help evaluate systems for unfair treatment or harm, improving oversight capabilities over the long run.

Processes are in place for feedback mechanisms so end users, partners and oversight boards can report any concerns regarding an AI system to Microsoft for investigation. Concerns are taken seriously and dealt with transparently. If issues cannot be sufficiently addressed, systems may be taken offline until the problem is resolved.

To ensure AI for Good initiatives have measurable positive impact, key performance indicators are established during project planning. Regular progress reporting against goals keeps teams accountable. Microsoft also supports working with independent third parties to evaluate impact where appropriate using methods like randomized controlled trials.

Where possible, Microsoft aims to openly share learnings from AI for Good projects so others can benefit or build upon the work. Case studies, research papers and data are made available under open licenses when it does not compromise user privacy or intellectual property. Microsoft is also collaborating with partners across industry, civil society and government on issues like model card templates to help standardize ‘nutrition labels’ for AI and advance responsible innovation.

Microsoft brings a multi-faceted approach rooted in human-centric values to help ensure AI developed and applied through its AI for Good initiatives delivers real benefits to people and society in a way that is lawful, ethical and trustworthy. Through a focus on transparency, oversight, accountability and collaboration, Microsoft strives to serve as a leader in developing AI responsibility for the benefit of all. Ongoing efforts aim to help address important challenges through technology, while mitigating risk and avoiding potential downsides.

HOW DOES BC HYDRO PLAN TO MANAGE THE INCREASED DEMAND FOR ELECTRICITY IN THE FUTURE?

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BC Hydro expects electricity demand in British Columbia to grow significantly in the coming decades as the population increases and transportation and building sectors transition away from fossil fuels towards more electricity-powered solutions like electric vehicles and electric heating. To adequately meet this rising demand while maintaining a reliable and affordable electricity system, BC Hydro has developed an Integrated Resource Plan (IRP) which outlines various strategies for managing increased demand.

One of the key focus areas in the IRP is on conservation and reducing energy usage. BC Hydro has very ambitious conservation targets, aiming to reduce energy use per capita by 1.5% annually over the next 20 years through various programs that encourage more efficient use of electricity. This includes rebates for efficient appliances and electronics, lighting upgrades, insulation retrofits for homes and buildings, and behavior change initiatives. Conservation is seen as the most cost-effective way to avoid or delay new infrastructure investments. BC Hydro expects conservation efforts could help offset up to 70% of expected load growth by 2040.

To supplement conservation, BC Hydro also has plans to develop significant new sources of renewable and clean electricity generation. This includes continuing to maximize the potential of large hydropower facilities like the Site C dam project underway in northeast BC. But BC Hydro is also turning to other renewable resources to add new capacity, such as substantial amounts of wind and solar power. The IRP envisions between 1,000-2,000 MW of new wind and solar capacity being brought online in the next 10-15 years.

Tapping more remote reservoirs for mini-hydro projects and pursuing geothermal energy are also part of BC Hydro’s diversification strategy. And a major initiative is pursuing electricity imports from independent power producers using run-of-river hydro, wind, and other renewables. BC Hydro has implemented a Standing Offer Program and Clean Power Call to attract private investments that align with their clean power objectives. By 2040 renewable energy could account for over 95% of BC Hydro’s total generating capacity.

Modernizing BC Hydro’s existing power grid infrastructure is another focus. Upgrades are planned across the province to enhance transmission capacity and distribution networks to deliver power more efficiently. This includes targeted reinforcement projects in fast growth regions as well as implementing more demand response and automated grid technologies to optimize capacity utilization. Microgrids and localized storage are also being piloted as strategies to defer expansion of centralized infrastructure into remote areas.

Advancing new clean electricity applications like electric vehicles, heat pumps and emerging technologies is identified as a key driver of future load. To support this transition BC Hydro’s strategy addresses accommodating charging infrastructure, time-varying rates, and flexible load and grid interaction opportunities. The utility is also piloting vehicle-to-grid capabilities and other virtual power plant demonstrations to leverage EV batteries as distributed energy resources.

While BC Hydro expects conservation, renewables and grid improvements can supply 80-90% of expected demand growth through 2040, some gas-fired generation may still be needed to ensure reliability during periods of peak demand or renewable intermittency. The IRP contemplates using existing gas plants more strategically and potentially adding limited incremental gas capacity in the long-term if cost effective compared to other options. The preference is for any new resources to be as clean, renewable and consistent with BC’s climate goals as possible.

Through diligent implementation of its IRP, BC Hydro aims to remain a world leader in clean electricity while successfully managing the challenges and opportunities posed by increasing demand into the future. Ongoing monitoring, review and adjustments to priorities and programs will be key to optimally balancing environmental, social and economic factors during this important transition period for BC’s electricity system over the coming decades.

HOW DOES NIKE SELECT THE UNIVERSITIES AND STUDENTS TO PARTICIPATE IN THEIR CAPSTONE PROGRAM?

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Nike’s capstone program is one of the company’s most prestigious opportunities for students and universities. As one of the largest sportswear companies in the world, Nike is very selective in choosing the partnerships that will represent their brand. They use a thorough selection process to identify programs and individuals that exemplify Nike’s core values of innovation, passion for sport, and drive to push boundaries.

The first step in the selection process is for universities to apply to be considered as a capstone partner school. Nike markets the opportunity broadly to universities around the world with strong design, business, marketing or sports-related programs. Interested schools must submit a proposal detailing the strengths of their specific program or department and how a capstone collaboration could mutually benefit both parties. Proposals are reviewed by a committee at Nike headquarters consisting of leaders from their university relations, design, marketing and product teams.

Committee members evaluate university proposals based on several key criteria. They consider the caliber and reputation of the applying academic program to ensure capstone projects will be handled by high achieving students. They also assess how engaged and supportive the university leadership and faculty would be to ensure a seamless partnership experience. Strategic geographical location is another factor, as Nike aims to collaborate with schools in regions where they have business priorities. The quality and specificity of proposed capstone project ideas is weighed, focusing on ideas directly relevant to Nike’s business. Universities must also demonstrate a cultural fit with Nike’s brand and willingness to promote the partnership opportunities to students.

Schools that pass the initial proposal screening are then visited by Nike representatives who tour facilities, meet with faculty and gather additional insights. This allows Nike to validate claims made in proposals and ensure administrators and faculty truly understand and buy into the vision for the collaboration. Site visits also allow Nike to begin developing rapport with potential university partners. Final university partner selections are made based on the comprehensive evaluation of submitted proposals and information gathered from site visits. Typically 4-6 schools per year globally are selected to embark on 3 year capstone partnership agreements.

Once partner universities have been identified, the student selection process begins. Each selected school is allotted a set number of capstone placements annually based on size and program scope. Schools then develop their own application process to identify top student candidates for the coveted Nike capstone spots. Application requirements usually include academic achievement, relevant work experience, demonstrated leadership abilities and a passion for sports, design or business innovation. Students must also submit a proposed capstone project idea based on needs presented by Nike.

Partner schools review applications and recommend their top candidates to Nike for final approval. Nike conducts phone interviews with referred students, evaluating how they might contribute value through their proposed project and cultural fit. Final student selections are jointly decided by Nike and each partner university based on qualifications and mutual alignment. Selected students are then matched and assigned to capstone projects that leverage their specific skills and proposed project concepts. This helps maximize the potential impact and ROI of each individual capstone partnership.

Through this rigorous selection process, Nike ensures they are collaborating with the world’s top universities and students who share their vision and values. The process allows Nike to identify partners with demonstrated strengths in key strategic areas while scoping projects directly aligned with business needs. It also guarantees a personalized approach tailored to each university’s unique talents and regional opportunities. As a result, Nike is able to maximize the success and impact of their coveted capstone partnerships, fueling innovation that moves their brand and business vision forward for years to come. Their selective process exemplifies how thorough screening cultivates mutually beneficial, high-impact collaborations between elite companies and academic institutions.