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DEA-1TT4 Information Storage and Management v4 (DECA-ISM) 2022

Exam Title : Dell EMC Certified Associate - Information Storage and Management (DECA-ISM)
Exam ID : DEA-1TT4
Exam Duration : 90 mins
Questions in exam : 60
Passing Score : 60%
Exam Center : Pearson VUE
Real Questions : Dell EMC Information Storage and Management Real Questions
VCE VCE exam : Dell EMC DEA-1TT4 Certification VCE Practice Test

Topic Details Weights Modern Data Center Infrastructure - Describe the data classification, elements of a data center, key characteristics of a data center, and key technologies driving digital transformation
- Explain the cloud characteristics, cloud service models, and cloud deployment models
- Explain the key characteristics of big data, components of a big data analytics solution, Internet of Things (IoT), machine learning, and artificial intelligence (AI)
- Describe the building blocks of a modern data center
- Describe a compute system, storage, connectivity in a data center, application, and options to build a modern data center 15% Storage Networking Technologies - Describe Storage Area Network (SAN), FC architecture, FC topologies, zoning, and virtualization in FC SAN
- Describe TCP/IP, IP SAN, iSCSI protocol, components, connectivity, addressing, discovery domains, and VLAN
- Explain the components and connectivities of FCIP and FCoE 20% Storage Systems - Explain the components of an intelligent storage system, RAID, erasure coding, data access methods, scale-up and scale-out architectures
- Explain the components of block-based storage system, storage provisioning, and storage tiering mechanisms
- Explain the NAS components and architecture, NAS file sharing methods, and file-level virtualization and tiering
- Describe object-based storage device components, functions, operations, and unified storage architecture
- Describe software-defined storage attributes, architecture, functions of the control plane, software-defined extensibility, and software-defined networking functionalities 26% Backup, Archive, and Replication - Describe the information availability measurements and key fault tolerance techniques
- Explain backup granularity, architecture, backup targets, operations, and backup methods
- Describe data deduplication and data archiving solutions architecture
- Describe replication uses, and replication and migration techniques 24% Security and Management - Describe the information security goals, terminologies, various security domains, and threats to a storage infrastructure
- Explain key security controls to protect the storage infrastructure
- Describe the storage infrastructure management functions and processes 16%

Information Storage and Management v4 (DECA-ISM) 2022
DELL Information Questions and Answers
Killexams : DELL Information mock test - BingNews https://killexams.com/pass4sure/exam-detail/DEA-1TT4 Search results Killexams : DELL Information mock test - BingNews https://killexams.com/pass4sure/exam-detail/DEA-1TT4 https://killexams.com/exam_list/DELL Killexams : Answering the top 10 questions about supercloud

As we exited the isolation economy last year, we introduced supercloud as a term to describe something new that was happening in the world of cloud computing.

In this Breaking Analysis, we address the ten most frequently asked questions we get on supercloud. Today we’ll address the following frequently asked questions:


1. In an industry full of hype and buzzwords, why does anyone need a new term?

2. Aren’t hyperscalers building out superclouds? We’ll try to answer why the term supercloud connotes something different from a hyperscale cloud.

3. We’ll talk about the problems superclouds solve.

4. We’ll further define the critical aspects of a supercloud architecture.

5. We often get asked: Isn’t this just multicloud? Well, we don’t think so and we’ll explain why.

6. In an earlier episode we introduced the notion of superPaaS  – well, isn’t a plain vanilla PaaS already a superPaaS? Again – we don’t think so and we’ll explain why.

7. Who will actually build (and who are the players currently building) superclouds?

8. What workloads and services will run on superclouds?

9. What are some examples of supercloud?

10. Finally, we’ll answer what you can expect next on supercloud from SiliconANGLE and theCUBE.

Why do we need another buzzword?

Late last year, ahead of Amazon Web Services Inc.’s re:Invent conference, we were inspired by a post from Jerry Chen called Castles in the Cloud. In that blog he introduced the idea that there were submarkets emerging in cloud that presented opportunities for investors and entrepreneurs, that the big cloud vendors weren’t going to suck all the value out of the industry. And so we introduced this notion of supercloud to describe what we saw as a value layer emerging above the hyperscalers’ “capex gift.”

It turns out that we weren’t the only ones using the term, as both Cornell and MIT have used the phrase in somewhat similar but different contexts.

The point is something new was happening in the AWS and other ecosystems. It was more than infrastructure as a service and platform as a service and wasn’t just software as a service running in the cloud.

It was a new architecture that integrates infrastructure, unique platform attributes and software to solve new problems that the cloud vendors in our view weren’t addressing by themselves. It seemed to us that the ecosystem was pursuing opportunities across clouds that went beyond conventional implementations of multi-cloud.

In addition, we felt this trend pointed to structural change going on at the industry level that supercloud metaphorically was highlighting.

So that’s the background on why we felt a new catchphrase was warranted. Love it or hate it… it’s memorable.

Industry structures have always mattered in tech

To that last point about structural industry transformation: Andy Rappaport is sometimes credited with identifying the shift from the vertically integrated mainframe era to the horizontally fragmented personal computer- and microprocessor-based era in his Harvard Business Review article from 1991.

In fact, it was actually David Moschella, an International Data Corp. senior vice president at the time, who introduced the concept in 1987, a full four years before Rappaport’s article was published. Moschella, along with IDC’s head of research Will Zachmann, saw that it was clear Intel Corp., Microsoft Corp., Seagate Technology and other would replace the system vendors’ dominance.

In fact, Zachmann accurately predicted in the late 1980s the demise of IBM, well ahead of its epic downfall when the company lost approximately 75% of its value. At an IDC Briefing Session (now called Directions), Moschella put forth a graphic that looked similar to the first two concepts on the chart below.

We don’t have to review the shift from IBM as the epicenter of the industry to Wintel – that’s well-understood.

What isn’t as widely discussed is a structural concept Moschella put out in 2018 in his book “Seeing Digital,” which introduced the idea of the Matrix shown on the righthand side of this chart. Moschella posited that a new digital platform of services was emerging built on top of the internet, hyperscale clouds and other intelligent technologies that would define the next era of computing.

He used the term matrix because the conceptual depiction included horizontal technology rows, like the cloud… but for the first time included connected industry columns. Moschella pointed out that historically, industry verticals had a closed value chain or stack of research and development, production, distribution, etc., and that expertise in that specific vertical was critical to success. But now, because of digital and data, for the first time, companies were able to jump industries and compete using data. Amazon in content, payments and groceries… Apple in payments and content… and so forth. Data was now the unifying enabler and this marked a changing structure of the technology landscape.

Listen to David Moschella explain the Matrix and its implications on a new generation of leadership in tech.

So the term supercloud is meant to imply more than running in hyperscale clouds. Rather, it’s a new type of digital platform comprising a combination of multiple technologies – enabled by cloud scale – with new industry participants from financial services, healthcare, manufacturing, energy, media and virtually all industries. Think of it as kind of an extension of “every company is a software company.”

Basically, thanks to the cloud, every company in every industry now has the opportunity to build their own supercloud. We’ll come back to that.

Aren’t hyperscale clouds superclouds?

Let’s address what’s different about superclouds relative to hyperscale clouds.

This one’s pretty straightforward and obvious. Hyperscale clouds are walled gardens where they want your data in their cloud and they want to keep you there. Sure, every cloud player realizes that not all data will go to their cloud, so they’re meeting customers where their data lives with initiatives such Amazon Outposts and Azure Arc and Google Anthos. But at the end of the day, the more homogeneous they can make their environments, the better control, security, costs and performance they can deliver. The more complex the environment, the more difficult to deliver on their promises and the less margin left for them to capture.

Will the hyperscalers get more serious about cross cloud services? Maybe, but they have plenty of work to do within their own clouds. And today at least they appear to be providing the tools that will enable others to build superclouds on top of their platforms. That said, we never say never when it comes to companies such as AWS. And for sure we see AWS delivering more integrated digital services such as Amazon Connect to solve problems in a specific domain, call centers in this case.

What problems do superclouds solve?

We’ve all seen the stats from IDC or Gartner or whomever that customers on average use more than one cloud. And we know these clouds operate in disconnected silos for the most part. That’s a problem because each cloud requires different skills. The development environment is different, as is the operating environment, with different APIs and primitives and management tools that are optimized for each respective hyperscale cloud. Their functions and value props don’t extend to their competitors’ clouds. Why would they?

As a result, there’s friction when moving between different clouds. It’s hard to share data, move work, secure and govern data, and enforce organizational policies and edicts across clouds.

Supercloud is an architecture designed to create a single environment that enables management of workloads and data across clouds in an effort to take out complexity, accelerate application development, streamline operations and share data safely irrespective of location.

Pretty straightforward, but nontrivial, which is why we often ask company chief executives and execs if stock buybacks and dividends will yield as much return as building out superclouds that solve really specific problems and create differentiable value for their firms.

What are the critical attributes of a supercloud?

Let’s dig in a bit more to the architectural aspects of supercloud. In other words… what are the salient attributes that define supercloud?

First, a supercloud runs a set of specific services, designed to solve a unique problem. Superclouds offer seamless, consumption-based services across multiple distributed clouds.

Supercloud leverages the underlying cloud-native tooling of a hyperscale cloud but it’s optimized for a specific objective that aligns with the problem it’s solving. For example, it may be optimized for cost or low latency or sharing data or governance or security or higher performance networking. But the point is, the collection of services delivered is focused on unique value that isn’t being delivered by the hyperscalers across clouds.

A supercloud abstracts the underlying and siloed primitives of the native PaaS layer from the hyperscale cloud and using its own specific platform-as-a-service tooling, creates a common experience across clouds for developers and users. In other words, the superPaaS ensures that the developer and user experience is identical, irrespective of which cloud or location is running the workload.

And it does so in an efficient manner, meaning it has the metadata knowledge and management that can optimize for latency, bandwidth, recovery, data sovereignty or whatever unique value the supercloud is delivering for the specific use cases in the domain.

A supercloud comprises a superPaaS capability that allows ecosystem partners to add incremental value on top of the supercloud platform to fill gaps, accelerate features and innovate. A superPaaS can use open tooling but applies those development tools to create a unique and specific experience supporting the design objectives of the supercloud.

Supercloud services can be infrastructure-related, application services, data services, security services, users services, etc., designed and packaged to bring unique value to customers… again that the hyperscalers are not delivering across clouds or on-premises.

Finally, these attributes are highly automated where possible. Superclouds take a page from hyperscalers in terms of minimizing human intervention wherever possible, applying automation to the specific problem they’re solving.

Isn’t supercloud just another term for multicloud?

What we’d say to that is: Perhaps, but not really. Call it multicloud 2.0 if you want to invoke a commonly used format. But as Dell’s Chuck Whitten proclaimed, multicloud by design is different than multicloud by default.

What he means is that, to date, multicloud has largely been a symptom of multivendor… or of M&A. And when you look at most so-called multicloud implementations, you see things like an on-prem stack wrapped in a container and hosted on a specific cloud.

Or increasingly a technology vendor has done the work of building a cloud-native version of its stack and running it on a specific cloud… but historically it has been a unique experience within each cloud with no connection between the cloud silos. And certainly not a common developer experience with metadata management across clouds.

Supercloud sets out to build incremental value across clouds and above hyperscale capex that goes beyond cloud compatibility within each cloud. So if you want to call it multicloud 2.0, that’s fine.

We choose to call it supercloud.

Isn’t plain old PaaS already supercloud?

Well, we’d say no. That supercloud and its corresponding superPaaS layer gives the freedom to store, process, manage, secure and connect islands of data across a continuum with a common developer experience across clouds.

Importantly, the sets of services are designed to support the supercloud’s objectives – e.g., data sharing or data protection or storage and retrieval or cost optimization or ultra-low latency, etc. In other words, the services offered are specific to that supercloud and will vary by each offering. OpenShift, for example, can be used to construct a superPaaS but in and of itself isn’t a superPaaS. It’s generic.

The point is that a supercloud and its inherent superPaaS will be optimized to solve specific problems such as low latency for distributed databases or fast backup and recovery and ransomware protection — highly specific use cases that the supercloud is designed to solve for.

SaaS as well is a subset of supercloud. Most SaaS platforms either run in their own cloud or have bits and pieces running in public clouds (e.g. analytics). But the cross-cloud services are few and far between or often nonexistent. We believe SaaS vendors must evolve and adopt supercloud to offer distributed solutions across cloud platforms and stretching out to the near and far edge.

Who is building superclouds?

Another question we often get is: Who has a supercloud and who is building a supercloud? Who are the contenders?

Well, most companies that consider themselves cloud players will, we believe, be building superclouds. Above is a common Enterprise Technology Research graphic we like to show with Net Score or spending momentum on the Y axis and Overlap or pervasiveness in the ETR surveys on the X axis. This is from the April survey of well over 1,000 chief executive officers and information technology buyers. And we’ve randomly chosen a number of players we think are in the supercloud mix and we’ve included the hyperscalers because they are the enablers.

We’ve added some of those nontraditional industry players we see building superclouds such as Capital One, Goldman Sachs and Walmart, in deference to Moschella’s observation about verticals. This goes back to every company being a software company. And rather than pattern-matching an outdated SaaS model we see a new industry structure emerging where software and data and tools specific to an industry will lead the next wave of innovation via the buildout of intelligent digital platforms.

We’ve talked a lot about Snowflake Inc.’s Data Cloud as an example of supercloud, as well as the momentum of Databricks Inc. (not shown above). VMware Inc. is clearly going after cross-cloud services. Basically every large company we see is either pursuing supercloud initiatives or thinking about it. Dell Technologies Inc., for example, showed Project Alpine at Dell Technologies World – that’s a supercloud in development. Snowflake introducing a new app dev capability based on its SuperPaaS (our term, of course, it doesn’t use the phrase), MongoDB Inc., Couchbase Inc., Nutanix Inc., Veeam Software, CrowdStrike Holdings Inc., Okta Inc. and Zscaler Inc. Even the likes of Cisco Systems Inc. and Hewlett Packard Enterprise Co., in our view, will be building superclouds.

Although ironically, as an aside, Fidelma Russo, HPE’s chief technology officer, said on theCUBE she wasn’t a fan of cloaking mechanisms. But when we spoke to HPE’s head of storage services, Omer Asad, we felt his team is clearly headed in a direction that we would consider supercloud. It could be semantics or it could be that parts of HPE are in a better position to execute on supercloud. Storage is an obvious starting point. The same can be said of Dell.

Listen to Fidelma Russo explain her aversion to building a manager of managers.

And we’re seeing emerging companies like Aviatrix Systems Inc. (network performance), Starburst Data Inc. (self-service analytics for distributed data), Clumio Inc. (data protection – not supercloud today but working on it) and others building versions of superclouds that solve a specific problem for their customers. And we’ve spoken to independent software vendors such as Adobe Systems Inc., Automatic Data Processing LLC and UiPath Inc., which are all looking at new ways to go beyond the SaaS model and add value within cloud ecosystems, in particular building data services that are unique to their value proposition and will run across clouds.

So yeah – pretty much every tech vendor with any size or momentum and new industry players are coming out of hiding and competing… building superclouds. Many that look a lot like Moschella’s matrix with machine intelligence and artificial intelligence and blockchains and virtual reality and gaming… all enabled by the internet and hyperscale clouds.

It’s moving fast and it’s the future, in our opinion, so don’t get too caught up in the past or you’ll be left behind.

What are some examples of superclouds?

We’ve given many in the past, but let’s try to be a bit more specific. Below we cite a few and we’ll answer two questions in one section here: What workloads and services will run in superclouds and what are some examples?

Analytics. Snowflake is the furthest along with its data cloud in our view. It’s a supercloud optimized for data sharing, governance, query performance, security, ecosystem enablement and ultimately monetization. Snowflake is now bringing in new data types and open-source tooling and it ticks the attribute boxes on supercloud we laid out earlier.

Converged databases. Running transaction and analytics workloads. Take a look at what Couchbase is doing with Capella and how it’s enabling stretching the cloud to the edge with Arm-based platforms and optimizing for low latency across clouds and out to the edge.

Document database workloads. Look at MongoDB – a developer-friendly platform that with Atlas is moving to a supercloud model running document databases very efficiently. Accommodating analytic workloads and creating a common developer experience across clouds.

Data science workloads. For example, Databricks is bringing a common experience for data scientists and data engineers driving machine intelligence into applications and fixing the broken data lake with the emergence of the lakehouse.

General-purpose workloads. For example, VMware’s domain. Very clearly there’s a need to create a common operating environment across clouds and on-prem and out to the edge and VMware is hard at work on that — managing and moving workloads, balancing workloads and being able to recover very quickly across clouds.

Network routing. This is the primary focus of Aviatrix, building what we consider a supercloud and optimizing network performance and automating security across clouds.

Industry-specific workloads. For example, Capital One announcing its cost optimization platform for Snowflake – piggybacking on Snowflake’s supercloud. We believe it’s going to test that concept outside its own organization and expand across other clouds as Snowflake grows its business beyond AWS. Walmart Inc. is working with Microsoft to create an on-prem to Azure experience – yes, that counts. We’ve written about what Goldman is doing and you can bet dollars to donuts that Oracle Corp. will be building a supercloud in healthcare with its Cerner acquisition.

Supercloud is everywhere you look. Sorry, naysayers. It’s happening.

What’s next from theCUBE?

With all the industry buzz and debate about the future, John Furrier and the team at SiliconANGLE have decided to host an event on supercloud. We’re motivated and inspired to further the conversation. TheCUBE on Supercloud is coming.

On Aug. 9 out of our Palo Alto studios we’ll be running a live program on the topic. We’ve reached out to a number of industry participants — VMware, Snowflake, Confluent, Sky High Security, Hashicorp, Cloudflare and Red Hat — to get the perspective of technologists building superclouds.

And we’ve invited a number of vertical industry participants in financial services, healthcare and retail that we’re excited to have on along with analysts, thought leaders and investors.

We’ll have more details in the coming weeks, but for now if you’re interested please reach out to us with how you think you can advance the discussion and we’ll see if we can fit you in.

So mark your calendars and stay tuned for more information.

Keep in touch

Thanks to Alex Myerson, who does the production, podcasts and media workflows for Breaking Analysis. Special thanks to Kristen Martin and Cheryl Knight, who help us keep our community informed and get the word out, and to Rob Hof, our editor in chief at SiliconANGLE.

Remember we publish each week on Wikibon and SiliconANGLE. These episodes are all available as podcasts wherever you listen.

Email david.vellante@siliconangle.com, DM @dvellante on Twitter and comment on our LinkedIn posts.

Also, check out this ETR Tutorial we created, which explains the spending methodology in more detail. Note: ETR is a separate company from Wikibon and SiliconANGLE. If you would like to cite or republish any of the company’s data, or inquire about its services, please contact ETR at legal@etr.ai.

Here’s the full video analysis:

All statements made regarding companies or securities are strictly beliefs, points of view and opinions held by SiliconANGLE media, Enterprise Technology Research, other guests on theCUBE and guest writers. Such statements are not recommendations by these individuals to buy, sell or hold any security. The content presented does not constitute investment advice and should not be used as the basis for any investment decision. You and only you are responsible for your investment decisions.

Disclosure: Many of the companies cited in Breaking Analysis are sponsors of theCUBE and/or clients of Wikibon. None of these firms or other companies have any editorial control over or advanced viewing of what’s published in Breaking Analysis.

Image: Rawpixel.com/Adobe Stock

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Sat, 09 Jul 2022 05:06:00 -0500 en-US text/html https://siliconangle.com/2022/07/09/answering-top-10-questions-supercloud/
Killexams : Dell’s Latitude 9330: Adaptability in Business Endpoints

Enterprises worldwide have clearly faced a wide array of serious business, logistical and operational challenges during the past few years. Equally undeniable is the value that many have realized from technology solutions that helped them adapt to those challenges. As a result, companies have survived or even thrived despite elemental shifts in the way they deal with employees, customers, partners and business processes.

Unfortunately, it is a mistake to believe that these disruptions are over. Far from it – the continuing appearance of Covid-19 variants suggests that many of the changes that companies hoped were temporary fixes have become and likely will remain in place. The question then becomes: what capabilities should organizations look for in new and next generation endpoint devices that help workers continue to thrive?

Dell’s new Latitude 9330 2-in-1 provides innovative answers that enterprises would do well to consider.

Also see: Digital Transformation Guide: Definition, Types & Strategy

Latitude 9330: Enterprise Performance and Privacy

Dell describes the Latitude 9330 as a 13.3-inch “ultra-premium 2-in-1 that is designed for the best collaboration and connectivity with intelligent performance, built-in security and privacy.” Since the company also notes that the Latitude 9330 is aimed at users such as C-Suite executives, account managers and consultants, exactly what do those qualities mean or imply?

Performance

Like other Dell business endpoints, the Latitude 9330 is available with up to Core i7 SKUs of 12th gen Intel Core processors, including vPro options. Advanced thermal design helps the system stay cool and quiet while still delivering maximum performance. In addition, the inclusion of up to 32GB of LPDDR5 memory aids the use of heavy workloads and applications.

The 9330 offers features for enhancing other performance points empowered by Dell Optimizer, which include:

  • ExpressCharge 2.0: enables up to 80 percent charging within 40 minutes.
  • ExpressConnect: the first solution that supports simultaneous multi-network connections thus speeding video and data downloads, WiFi6E and 4G/5G cellular options.
  • ExpressResponse: analyzes and boosts the performance of users’ preferred apps.
  • ComfortView Plus: the 9330 optimizes esthetic performance with features that reduce blue light emissions; it offers AI-based background noise cancellation.

Privacy

Dell has been proactive in developing features that help mobile users maintain their privacy in public or unusual circumstances. The Latitude 9330 incorporates several of those solutions, like a camera mute key (F9) for quick and easy security and an enhanced camera with Dell SafeShutter that automatically opens and closes during video calls.

The system also sports new Dell Optimizer solutions, including Onlooker Detection which alerts users to people behind them and Look-away Detect which dims the screen and saves battery power when users turn away from the display.

Also see: Top Digital Transformation Companies

Dell’s Focus on Sustainability

It is also worth noting features and points about the Latitude 9330 that reflect Dell’s focus on sustainability and environmental leadership, including the 2030 “moonshot” goals discussed in the company’s recent Environmental, Social and Governance (ESG) report.

Why is that important? As political and institutional bickering have derailed plans in the U.S. and elsewhere that address global warming and other environmental concerns, businesses and executives are increasingly providing leadership. Chairman Michael Dell and Dell Technologies have been especially active in this regard and the Latitude 9330 offers evidence of the company’s continuing efforts.

Recycled materials constitute 44 percent of the new solution’s keyboard and 50 percent of its battery frame. The cooling fan contains 28 percent ocean-bound plastic, a particularly challenging material to incorporate into commercial products. The Latitude 9330 is also shipped in packaging that is 100 percent recycled or renewed, making it the first design to meet Dell’s 2030 moonshot goals.

Overall, Dell’s Latitude portfolio includes 90+ products that meet the Global Electronics Council’s EPEAT goals. These are points worth remembering for organizations that support environmental issues and prefer working with vendors that have a similar bent.

Also see: What is Data Visualization

Final Analysis

So, what are the final takeaways for Dell’s new Latitude 9330? First, the new 2-in-1 follows and builds on the company’s longstanding leadership in enterprise endpoints. In essence, it serves as a premium platform that both incorporates and highlights Dell innovations developed for corporate customers that rely on personal technology to maximize executives’ and employees’ value and productivity.

However, the Latitude 9330 also reflects the unpredictable reality facing modern organizations where workplaces and workers can be located anywhere and face myriad challenges that are far easier to control and manage in dedicated office spaces.

As a result, the endpoints that businesses deploy should not simply be mobile and flexible—the points that informed and enabled the initial solutions for companies struggling with the Covid-19 pandemic. Modern endpoints must also be adaptable to the places and circumstances in which mobile executive and employees find themselves, either by intent or by surprise.

In essence, Dell designed the new Latitude 9330 2-in-1 to adapt to and succeed in all of those challenges and situations.

Thu, 28 Jul 2022 04:56:00 -0500 en-US text/html https://www.eweek.com/mobile/dells-latitude-business-endpoints/
Killexams : Central Health to Dell Medical School: Where does our $35 million go?

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Tue, 02 Aug 2022 01:23:00 -0500 en-US text/html https://www.statesman.com/story/news/healthcare/2022/08/02/central-health-to-dell-medical-school-where-does-our-35-million-go/65388187007/
Killexams : How To Ask Questions That Actually Solve Problems

Founder/CEO of Cairn Consulting Solutions; speaker, advisor and best-selling author of People First.

Why isn’t this working? I’ve told them how to do it five times and they are still getting it wrong.

Why can’t my team understand this new initiative?

Why are we still having this problem?

Do these statements sound familiar? If your team keeps running into the same problems and you’ve talked it over with them ad nauseam, maybe it’s time to change your approach. If you want to solve problems once and for all, you have to first be sure you understand what’s actually causing the problem. Telling your team how to do something for the fifth time doesn’t reveal the problem; it simply frustrates everyone while resolving nothing.

Let go of “telling them how to do it five times.” Start asking them powerful questions that reveal the issues. By posing a few questions to the team, you can understand things from their perspective instead of only yours. While you understand the new initiative, do they? What steps aren’t clear to them? How are they approaching the new initiative? Where are they getting stuck?

Instead of giving you a list of the top 10 most powerful questions, let’s focus on your mindset when asking questions. Because your mindset and intentions drive what you say and what you do. Even a list of the best questions won't work until we have our mindset and intentions in the right place.

Get curious.

When asking questions, we sometimes end up in a game of 20 questions, filled with only yes or no answers. Sometimes we ask questions that drive the person’s answer to what we’ve already decided. A curious mind wants to see what is possible, what other ideas are out there and the situation from another person’s perspective. Curiosity is an “elite communication skill” as it helps leaders understand their team members, their challenges, the undiscovered solutions and opportunities. Before you ask a question, ask yourself the intention of the question: Is it curiosity or something else?

Adopt a beginner’s mindset.

Think back to your first time walking into a new job: You have lots of questions because you are new, you are a beginner. Even if you are not a beginner with this type of work, you are new to this company. You don’t assume you have all the answers. You seek out information from other people. While you might have ideas and suggestions, you listen to the wisdom from other members of the team. This beginner’s mindset releases you from having to have all the answers, from knowing everything.

Be humble.

This focus on knowing everything and having all the right answers can lead to hubris—after all, you've got the answers! Overconfidence or thinking only about how the outcome impacts us as leaders keeps us from asking questions that could actually make a difference. The questions become more about self-preservation and can prevent us from seeing new ways of doing things.

According to the Journal of Management, humility actually inspires better outcomes and more effective teams. Acknowledging you’ve got questions, instead of answers, builds connection and collaboration.

Accept reality.

A pilot accepts the reality that turbulence might take them off course. They don’t ask why it happened. Instead of fighting the reality of the situation, they accept reality and turn their attention to what to do next. If you want to ask questions that solve problems, focus on what will bring everybody back on course. When it comes to asking powerful questions, start with the reality of the situation. Let go of the need to know why it happened. And if you caused the situation, be humble and admit it. According to Harvard Business Review, even if you are the one responsible for going off course, admitting and accepting this can actually reinforce your leadership and employee engagement.

Express gratitude.

Research shows gratitude is a complex social emotion that shifts the focus toward others. Just like gratitude, questions shift our focus toward the team. And gratitude isn't only for when things go well either. Be grateful for the mistakes and failures. A misstep or error is an opportunity for learning and improvement and a chance to ask questions to figure out what to do next.

Be willing.

In order to ask questions that actually solve problems, you’ve got to have a willing mindset. Be willing to listen instead of talk. And, like I said earlier, be willing to acknowledge that you don’t have the answers or that you may have made a mistake.

Leaders also have to be willing to get into the trenches with their team. The Lean Methodology for continuous improvement suggests that leaders “Go to the Gemba.” In Japanese, the literal meaning of Gemba is “the real place.” It’s about getting to the source. While remote work might not have a physical place, we still need to put ourselves in the “place” where the team is working: their mind. Asking great questions gets you into their mind and their thoughts.

While we all have natural default mindsets, with practice, leaders can develop curiosity, gratitude and a beginner's mindset. You just have to be humble, be willing to try something new and be willing to ask some thoughtful questions of your team.


Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?


Mon, 11 Jul 2022 12:01:00 -0500 Amy Lafko en text/html https://www.forbes.com/sites/forbescoachescouncil/2022/07/12/how-to-ask-questions-that-actually-solve-problems/
Killexams : Central Health’s quest for Medical School accountability blocked by 2014 agreement

Board of Managers can’t get details on healthcare services medical school provides to patients at or below 200 percent of federal poverty level

The Travis County Commissioners Court voted unanimously July 26th to require that Central Health undergo an unprecedented independent performance audit. Commissioners voted again August 2nd to go with the tougher of two proposals for the scope of that audit.

A key goal of the audit is to obtain nitty-gritty details about what medical services Dell Medical School has provided to low-income Travis County residents in return for the $35 million annual payments from Central Health—$280 million so far. Over the initial 25-year term, payments will add up to $875 million and every penny of it comes out of the pockets of Travis County property taxpayers.

By law, Central Health may only use its resources to provide healthcare services for Travis County residents earning no more than 200 percent of the Federal Poverty Level. For a single person that’s $27,180. For a family of four it’s $55,500. If Dell Medical School is using Central Health’s funding for other purposes then it may constitute an unlawful gift of public funds. Which is what The Austin Bulldog’s investigative report documented.

On July 27th the Central Health Board of Managers confronted Dell Medical School’s top managers with exactly the kinds of questions the performance audit should answer: What healthcare services do low-income patients get from Dell Medical School for that torrent of property tax money?

The Board of Managers’ fired off their questions after Dell Medical School’s top executives delivered a 55-minute briefing. Their presentation was carefully scripted to include a 67-page PowerPoint show featuring a long list of medical school accomplishments.

George Macones
Amy Young

The presentation was delivered by Dell Medical School’s Interim Dean George Macones, MD, who in January was elected president of the American Board of Obstetrics and Gynecology. Also briefing the Board of Managers was Amy Young, MD, vice dean of professional practice for Dell Medical School and chief clinical officer of UT Health Austin, the medical school’s clinical practice.

They no sooner finished than board members started peppering them with questions they were not prepared to answer. If they had read the meeting agenda, they would have seen a “key takeaway” the managers were looking for: “How do UT/DMS expenditures of the $35 million Central Health contribution align with the Central Health mission, and what healthcare benefits/services are provided to the population that we serve pursuant to this spending?”

While Macones and Young could not answer the managers’ questions, they said they would try to do so later—but might not be able to.

In closing the presentation and before taking questions, Macones said, “Thanks for having us today. We do know there will be an audit. We will be willing partners in that. We’re absolutely willing partners.”

Central Health signed away its right to know

The board’s questions were pointed but they were not new—not at all. They were questions the managers have been putting to medical school officials for many years.

What seems never to be discussed in Central Heath Board of Managers public meetings is why Dell Medical School officials never answer questions.

The explanation is simple: They don’t have to.

Central Health forfeited all rights to accountability when it entered into the Affiliation Agreement July 10, 2014. The agreement involves Central Health, its nonprofit subsidiary Community Care Collaborative, and the University. The agreement clearly requires Central Health to make those $35 million annual payments. It requires nothing from the University in return.

The University is quite clear about having no obligations. In its annual operating budgets, the University classifies this money as “nonoperating” revenue, or funding “from state or local governments for which no exchange of goods or services is perceived to have occurred (including) funding for the U.T. Austin Medical School provided by the local healthcare district.” (Emphasis added.)

Outside lawyers drafted the Affiliation Agreement. Lawyers from the Travis County Attorney’s Office, who act as Central Health’s general counsel, presumably reviewed the agreement. The Board of Managers approved the Affiliation Agreement. The senior Central Health official at the time, Executive Vice President Larry Wallace, signed the agreement. All either knew or should have known they were funding startup costs for a new medical school—not funding healthcare services for the poor. The Board of Managers voted to approve the agreement July 2, 2014, according to a statement on Central Health’s website.

Guadalupe Zamora

Guadalupe Zamora, MD, the only current manager who was on the board when the Affiliation Agreement was approved, told the Bulldog in a telephone interview today, “We told Dell Medical School this money is supposed to go for services. We need services for that money. We need transparency.

“It’s about the patients. We need to get what the patients need. It’s not about what the medical school needs,”’ Zamora said.

Do the Board of Managers understand that under the Affiliation Agreement of July 10, 2014, they have no legal right to get accountability from Dell Medical School? That’s the question the Bulldog asked Central Health.

Ted Burton

Ted Burton, the agency’s vice president of communications, responded via email August 5th, as follows:

“As you know Central Health is the defendant in a lawsuit regarding funding of the Dell Medical School, which prevents us from commenting on that case.

“However, Central Health has broad discretion to determine whether funds are being spent in a way that is consistent with its mission of coordinating and delivering medical and hospital care for Travis County residents with low income.

“That is why Central Health board members, at the July 27 public meeting, asked Dell Med leaders for additional detailed data with regards to the specific ways funding is being used.”

Source: Dell Medical School presentation, page 6

That statement appears to fly in the face of information presented to the Board of Managers at that meeting. One of their slides stated the Affiliation Agreement (see screenshot) provides for “Permitted Investments” that will be “used by UT in its discretion (emphasis added) to facilitate and enhance development, accreditation and ongoing operation of UT Austin Dell Medical School and its administrative infrastructure….”

That wording was taken directly from the 49-page Affiliation Agreement. It clearly explains why Dell Medical School is not obligated to do anything for Central Health or its needy healthcare patients.

Pending lawsuit an immediate threat

The Travis County Commissioners Court is working to initiate a third-party independent performance audit, but that effort will take considerable time. They have to finalize the scope of work, issue a request for proposals to find qualified consultants who have no conflict of interest, and select and hire them.

If the originally drafted scope of work is specified in the performance audit contract, then the auditor’s would have 90 days to provide a thorough review of “The number and scope, by aggregate patient encounters, by universal diagnostic codes, universal treatment codes, and other pertinent utilization or other data, in the audit firm(s) discretion, by year of any and all healthcare services as defined in Texas Health and Safety Code, Section 281.028 and .029, provided by DMS (Dell Medical School) to Central Health MAP (Medical Assistance Program) and eligible patients from the $280 million in CH/CCC annual $35 million payments.”

The auditors would have an additional 90 days to complete a long list of additional findings.

All of which is to say that the performance audit will take considerable time to complete—and that’s if Central Health and its affiliated partners—including Dell Medical School, the University of Texas, Ascension Seton, Community Care Collaborative, and CommUnityCare—all decide to cooperate and provide full access to the records the auditors will need. It is entirely possible that one or more of these entities may either refuse to provide access to the necessary records or initiate litigation to prevent it.

Ten lawyers signed a position paper stating the Commissioners Court has the statutory authority to order and oversee an independent third-party performance audit of Central Health. But that advice may not be binding on all parties involved.

For what it’s worth, Interim Dean Macones told the Board of Managers Dell Medical School would be “willing partners” in the audit. But what of the other agencies?

Setting aside the many factors involved in a completing a successful performance audit, the University’s easy access to cash from Central Health’s ATM faces a much more immediate threat from a 2017 lawsuit challenging Central Health’s spending. That lawsuit will likely go to trial this fall. (Birch et al v. Travis County Healthcare District dba Central Health, et al, Cause No. D-1-GN-17-005824.)

Plaintiffs in that litigation argue it is not legal to deliver $35 million a year to the medical school. A court verdict will likely be delivered long before the performance audit is completed.

Presentation provided missing details

The documents published with our investigation showed that the University’s budget for Fiscal Year 2022 for Dell Medical School included $35 million in income from Central Health. The budget displays 12 line items for medical school expenses totaling $11.5 million. None of those have anything to do with providing healthcare services for indigent patients. Further, there is no indication of what the University intends to do with the other $23.5 million received from Central Health for that budget cycle. The University confirmed that in its response to our public information request.

Source: Dell Medical School presentation page 11

But wait—details missing in the University’s budget documents were supplied in Dell Medical School’s presentation to the Board of Managers. The Budget Overview slide (see screenshot) shows FY 22 allocations of $38,240,000. Of that amount, $13,490,000—more than 35 percent—is for “overhead allocation” to support “salaries and operating costs of departments such as IT, business support, communications, utilities, etc.”

Of the $19,470,000 allocated for real healthcare services (women’s health, surgery, internal medicine, pediatrics, and clinical practice operations) there is no indication these healthcare services would be delivered to Travis County’s low-income patients

Questions from Board of Managers

Cynthia Brinson

Central Health’s Board Vice Chair, Cynthia Brinson, MD, told the Dell Medical School executives, “We need to account for the $35 million as it pertains to the population we serve. Could you summarize how this furthers the mission of Central Health to provide services for the low-income residents of Travis County?”

Interim Dean Macones replied that most of what was included in the briefing “was to optimize care for the poor. Almost all the clinical care has a significant focus in that area.  We are really engaged in care for the poor.”

Brinson said more detail is needed. “How many hours were spent in clinics, in hospitals, so we can get a better idea of where our $35 million is going? You deliver us large swatches of information but we really need a lot more detail.”

Macones responded, “We may be able to do some of that, but maybe not as granular as you asked.”

Cynthia Valadez

Manager Cynthia Valadez said, “I want the numbers for our population of uninsured patients of Travis County.”

Young asked Valadez if she meant the percentage of patients enrolled in the Medical Assistance Program, and Valadez replied, “Not the percentage— numbers—and care provided by Dell Medical faculty…Exactly how much of the $35 million is spent on that population, how many are served, and where can we see the records? We provide money for services that are supposed to be provided to our patient population. We need this information so we have transparency.”

Macones replied, “I imagine some of this will come out in the audit.”

To which Valadez responded, “We’re going to have an audit. I don’t know if that includes UT. I hope that’s the case. In attempting to reset our relationship, I hope y’all would be willing to provide regular reports, and we don’t have to keep begging for that information.”

Sherri Greenberg

Manager Sherri Greenberg complimented Macones and Young for their presentation, saying, “This is more comprehensive than we’ve seen in the past.” But she repeatedly stressed the importance of getting detailed data. Referring to the Budget Overview slide, she said, “Which line items or portions of those line items are specifically directed at Travis County residents under 200 percent of Federal Poverty Level?”

Later, Greenberg said, “Some of these questions about granular information and line item budgets we’ve asked for, for years. I’d like to see you go back at least three years in providing that information.”

To which Macones replied, “We can try.”

Shannon Jones

Board member Shannon Jones said, “Can we get a matrix on the number of clients seen so we can go back to our commissioners and tell them what we’re getting for the money, who’s getting care and how much?” (Because he posed another question at the same time, this part of his question was not addressed.)

Manager Valadez concluded the board members’ statements. “Sherri (Greenberg) and I asked these questions of your predecessor (Medical School Dean) Clay Johnston. We are a legislative creation and we go by the law,” Valadez said. “We’re here to represent the working poor, under 200 percent of the Federal Poverty Level. I hope our efforts to support Dell Medical School is well founded. Thanks for your courage in being here. I’m confident we can work this out and forge a much better relationship.”

Photo of Ken MartinTrust indicators: Ken Martin has been doing investigative reporting in the three-county Austin metro area since 1981. His aggressive reporting twice garnered first-place national awards for investigative reporting. Both of those projects resulted in successful criminal prosecutions. His 2011 investigation of the Austin City Council’s open meetings violations triggered a 20-month investigation by the Travis County attorney that resulted in the mayor and council members signing deferred prosecution agreements to avoid being charged, tried, and if convicted serving one to six months in jail and forfeiting their elective offices. He’s been investigating and reporting on Central Health since 2018. See more on Ken on the About page. Email [email protected].

Related documents:

Affiliation Agreement, The University of Texas at Austin, Central Health, and Community Care Collaborative, July 10, 2014 (49 pages)

Dell Medical School presentation to Central Health Board of Managers, “Progress and Impact: Aligned with the UT Austin/Central Health Affiliation Agreement,” July 2022 (70 pages)

Draft order of Travis County Commissioners Court requiring an independent, third-party performance audit of the Travis County Healthcare District (4 pages)

Legal position paper stating the Commissioners Court has the statutory authority to order and oversee an independent third-party performance audit of Central Health, July 7, 2022 (12 pages)

Plaintiffs’ Original Petition, Birch et al v Travis County Healthcare District, October 18, 2017 (7 pages)

Plaintiffs’ First Amended Original Petition, Birch et al v Travis County Healthcare District, March 21, 2022 (10 pages)

Related video:

Video of Central Health Board of Managers Meeting, July 27, 2022 (Starts at 1:29:00 on the recording)

Related Bulldog coverage:

Commissioners order Central Health performance audit, July 27, 2022

Central Health critics ramp up pressure ahead of vote on audit, July 25, 2022

Central Health’s $35 million payments to Dell Medical School an unlawful ‘gift of public funds’ that exceed statutory authority, June 30, 2022

New documentary takes aim at diversion of indigent healthcare funds, November 15, 2021

Lawsuit challenges Central Health spending, October 18, 2017

Fri, 05 Aug 2022 07:22:00 -0500 Editor Ken Martin en-US text/html https://theaustinbulldog.org/central-healths-quest-for-medical-school-accountability-blocked-by-2014-agreement/
Killexams : Central Health board requests more info after Dell Med presentation following Commissioners Court order for audit

Claire Stevens, News Reporter

After the Travis County Commissioners Court ordered an independent audit of Central Health, one of Dell Medical School’s partners, Dell representatives held a presentation Wednesday to answer questions from the community.

Central Health, Travis County’s hospital district, works to provide healthcare to low-income and uninsured residents of the county, including a yearly voter-approved investment of $35 million to Dell Medical School. The order for the audit was prompted by concerns from residents and organizations, such as NAACP Austin, that Central Health’s annual contribution to Dell Medical was being used improperly. At the Central Health Board of Managers’ July meeting, George Macones, Dell’s interim dean, and Amy Young, Dell’s vice dean of professional practice, vouched for Dell and focused on the positive outcomes the school has achieved with support from Central Health’s funding.

Dell has attracted over 400 doctors to Austin and has played a critical role in the county’s COVID-19 response and outcomes, Macones and Young said. They said Dell’s initiatives, like the Musculoskeletal Institute and Women’s Health Institute have greatly expanded healthcare options for Travis County — including its low-income residents.

Macones also shared a breakdown of which departments receive funds from the annual gifts, which account for 12% of the school’s budget.

Macones said Dell Medical was willing to comply with the audit of Central Health.

“I want to make sure that you know that we are willing partners that are committed to honesty and transparency as part of that process,” Macones said.

Still, members of Central Health’s Board of Managers had more questions about the use of the annual $35 million gifts, with several managers requesting more information that specifically details how the money is being spent.

Manager Cynthia Valdez was among those who were concerned that an audit of Central Health would not necessarily include all of the financial information about Dell that managers are seeking — especially in regard to what portion of Dell’s funds provide care for low-income individuals. Central Health specifically serves residents of Travis county who are uninsured or below 200% federal poverty level, Valdez said. 

“What we need to know is the services that are being provided to our clients, who we have the privilege of serving and who desperately need this health care and help,” manager Sherri Greenberg said.

Editor’s note: this story was updated to reflect that Central Health will provide a yearly voter-approved investment of $35 million, not a gift. The Texan regrets this error.

Wed, 27 Jul 2022 12:00:00 -0500 en-US text/html https://thedailytexan.com/2022/07/28/central-health-board-requests-more-info-after-dell-med-presentation-following-commissioners-court-order-for-audit/
Killexams : Conflicting information mounts in alleged July 4 mass shooting plot No result found, try new keyword!After Richmond prosecutors said Wednesday, Aug. 3, that they had no evidence Dogwood Dell was the specific target of an alleged July 4 mass shooting plot, the police chief told reporters two ... Wed, 03 Aug 2022 14:35:23 -0500 en-us text/html https://www.msn.com/en-us/news/us/conflicting-information-mounts-in-alleged-july-4-mass-shooting-plot/ar-AA10hFOa Killexams : In alleged July 4th mass shooting plot, police say one thing, prosecutors say another

RICHMOND, Va. -- Richmonders who live near Dogwood Dell said they were left with more questions than answers after conflicting information was released about the intended target of an alleged July 4th mass shoot plot.

As the shows go on at Dogwood Dell, Paige Quilter said she's felt mostly comfortable attending the performances in recent weeks but mentioned there's a lingering sense of fear.

“You still are looking around everywhere trying to figure out, ‘OK, is it still safe up here,'" Quilter said.

Her concerns stem from a July 6 press conference held by Richmond Police Chief Gerald Smith when he announced officers stopped an alleged mass shooting plot at the Dell's Independence Day celebration. Chief credited a "hero tipster" who reported the information to police which led to the arrests of Julio Alvardo-Dubon and Rolman A. Balcarcel.

“It brought on a lot of anxiety for a lot of people around here," Quilter said.

Immediately following the briefing, Quilter, as President of the Carillon Civic Association, asked her law enforcement and city partners how safety procedures would be enhanced for future events. But she never got answers.

“I’ve never seen anything like this. It's like they don't want us to know," Quilter said.

Her questions only grew when she learned Wednesday that Richmond's Commonwealth's Attorney's Office couldn't provide any evidence that would prove Dogwood Dell as the target of a planned attack.

“So we are clear, the Commonwealth is making, in open court, no allegation with regard to a specified location of Dogwood Dell on the 4th of July, 2022 as any potential target that either of these individuals (Alvardo-Dubon and Balcarcel) are being alleged to have planned and or plotted," Judge David Hicks said in court Wednesday.

However, hours later, Chief Smith doubled down on his stance.

“Do you stand by Dogwood Dell as the intended target," CBS 6 reporter Cameron Thompson asked.

“Yes. Let me make sure I’m clear about that, OK," Smith responded. "Have I not said that before and said that now?"

RELATED: Richmond Chief steadfast that Dogwood Dell was July 4 mass shooting target

Richmond Chief steadfast that Dogwood Dell was July 4 mass shooting target

Quilter said members of her organization started calling her with questions about the clashing information, and she couldn't make sense of it.

“Disappointment and confusion," Quilter said about her reaction to the news. “How do these justice systems not work in tandem? Where do people start listening? Where do we get our information from?”
l
“I think that's a legitimate question for people to ask," said CBS 6 legal analyst Todd Stone.

Stone explained a prosecutor might not bring forth evidence because stakes are higher in court than outside of court.

“In a courtroom, people are under oath, and they're sworn to tell the truth to a judge. The consequences -- you can be charged with perjury if you don't do that. So personally, I’d be inclined to believe something you hear in a courtroom," Stone said. "I would never put as much weight in a press conference or any statement outside of a courtroom."

He added it was odd that there were discrepancies between law enforcement and the prosecution.

"Usually they're on the same page, and usually, a prosecutor will just their job which is to put the evidence out that a police department comes up with and put it out to the judge," he said. "You've got the police saying, 'We've got this evidence,' and then the prosecutor saying, 'We don't have that evidence.' So there's a disconnect there. That is unusual."

RELATED: Commonwealth says there is no evidence of mass shooting plot at Dogwood Dell Independence Day event

2022 Fourth of July celebration at Dogwood Dell in Richmond, Virginia.

WTVR

2022 Fourth of July celebration at Dogwood Dell in Richmond, Virginia.

Stone also questioned why specified evidence wasn't presented in the initial bond hearing. On July 5, Judge Hicks said prosecutors gave no evidence of a specified location for the alleged attack, so he granted secured bond to one of the suspects, Alvarado-Dubon. The next day, Hicks saw Dogwood Dell named by police on the news. Hicks said that caused him to reverse his decision in an "unprecedented" move.

Wednesday, Hicks said during that bond hearing, prosecutors' main argument to not grant bond was flight risk, meaning the suspect may flee before the next hearing. Stone wondered why the prosecution did not mention they were concerned he could be a danger to the public.

“There's no legitimate reason that I can think of where you would not want to introduce specific threats to the public at a bond hearing. That's the purpose of a bond hearing, you want to make sure the person is held," he said.

The state dropped the case, and it will not be handled by the federal court. Richmond's Commonwealth's Attorney's said her office asked the U.S. Attorney's Office to take over so that federal resources could be dedicated toward the case.

At the state level, both suspects were charged with possession of a firearm by a non-U.S. citizen, but federal prosecutors will only charge Alvarado-Dubon with a similar crime. Balcarcel only faces illegal re-entry.

"It's just a different prosecutor taking a look at the evidence and making a different decision," Stone said.

 Julio Alvardo-Dubon and Rolman Balacarcel

WTVR via Richmond Police

Julio Alvardo-Dubon and Rolman Balacarcel

If Alvarado-Dubon is found guilty of the gun charge, Stone said potential evidence related to a mass shooting could come out during sentencing.

"It would necessarily enhance the penalty range for the defendant if that evidence existed, so there will be a very thorough vetting about whether or not that evidence exists," Stone said.

Both suspects will make their first federal court appearance Friday.

Meanwhile, Quilter said she would continue to demand transparency from Richmond leaders.

"You owe the residents of this neighborhood, and the other neighborhoods surrounding this park, an explanation," she said. "The only way we've gotten as much information as we've gotten now is because of the press."

Depend on CBS 6 News and WTVR.com for in-depth coverage of this important local story. Anyone with more information can email newstips@wtvr.com to send a tip.

Copyright 2022 Scripps Media, Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.

Fri, 05 Aug 2022 00:02:00 -0500 en text/html https://www.wtvr.com/news/local-news/alleged-july-4th-mass-shooting-plot-richmond-follow-up-august-4-2022
Killexams : RPD Chief wants to 'close all discussion' about alleged mass shooting plot as information conflicts

RICHMOND, Va. — Richmond Police Chief Gerald Smith said he will no longer talk about an alleged July 4th mass shooting plot, days after prosecutors released information conflicting with Smith's claims that police prevented an attack at Dogwood Dell.

Chief Smith began a Monday morning press conference about crime statistics by addressing the mass shooting plot saying, "We are closing all discussion about the planned Fourth of July mass shooting. The matter is now in the hands of the federal government. As I've often stated, we will follow wherever the investigation leads us."

Smith initially told local and national reporters on July 6th during a press conference that officers arrested two men from Guatemala, Rolman Balcarcel-Bavagas and Julio Alvarado-Dubon, after a tipster told police the men were planning to carry out a shooting at a July 4th event.

During that press conference, Smith named Dogwood Dell as the target of the attack, adding that the information came from the tipster. However, on Aug. 3, Smith told reporters Dogwood Dell was actually found to be the target due to the investigative work of officers.

But the Richmond Commonwealth's Attorney's Office could not provide any evidence in court tying the threat to Dogwood Dell. The state then turned over the case to federal prosecutors.

Alvarado-Dubon was charged by the feds with possession of a firearm by a non-U.S. citizen, and Balcarcel-Bavagas was only charged with illegal re-entry into the country.

Hours after prosecutors said they couldn't provide that evidence on Aug. 3, CBS 6 asked Smith to clarify if he stood by Dogwood Dell as the location of the alleged shooting.

"Yes, Let me make sure I’m clear about that," Smith said. "Have I not said that before and said that now?"

Now, on Aug. 8, Smith said Dogwood Dell was "most likely" the target.

"While the tipster did not explicitly say Dogwood Dell as the location, the department, based on all information available at the time, determined Dogwood Dell was most likely the target," Smith said.

During the crime stats briefing, RPD's public information officer asked for all questions to be related to the course at hand. However, some members of the press, including CBS 6, still asked about the alleged mass shooting plot.

One reporter began asking, "On the Fourth of July-- I know you don't want to talk about that anymore-- but--"

"You're correct. Next question. We ended the discussion," Smith interrupted.

CBS 6 reporter Tyler Layne also asked Smith if he regretted anything he said during the July 6th press conference about the alleged plot.

"I'll say what I said today — is that I'm closing the discussion on it," Smith responded.

Some CBS 6 viewers left online comments reacting to Smith's statement about closing the discussion.

“It's public safety, so the public should know," one person wrote.

"Do public services funded by taxpayer dollars actually get to "close discussions" with said taxpayers just because the questions get hard or the answers are embarrassing," a Richmond resident wrote.

Meanwhile, Chief Smith said he supported RPD's work into the investigation.

"The great work of this department led to the arrest of the suspects and likely saved countless lives. We stand behind the work of the department, and I'm forever grateful to the tipster who was brave enough to alert the department of a planned mass shooting for the Fourth of July," Smith said.

RPD Chief wants to 'close all discussion' about alleged mass shooting plot as information conflicts

Copyright 2022 Scripps Media, Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.

Mon, 08 Aug 2022 09:19:00 -0500 en text/html https://www.wtvr.com/news/local-news/rpd-chief-alleged-mass-shooting-plot-stats-presser-august-08-2022
Killexams : Going the Distance No result found, try new keyword!Chris Wellisz profiles Harvard’s Melissa Dell, who pioneers new ways of ... and quarterly surveys gathered responses to 169 questions on local politics, economics, and security. It was a gold mine of ... Thu, 02 Jun 2022 04:34:00 -0500 text/html https://www.imf.org/en/Publications/fandd/issues/2022/06/going-the-distance-people-in-economics
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