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Tag: ai literacy

  • Hofstra launches campuswide ChatGPT Edu for students, faculty | Long Island Business News

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    THE BLUEPRINT:

    • is launching campuswide

    • Initiative aims to teach ethical, creative and effective AI use.

    • Secure, private version with advanced models and data protection.

    • integrated into curriculum, research and future career prep.

    Hempstead-based Hofstra University is preparing to roll out campuswide access to ChatGPT Edu, an tool specifically for educational organizations, for faculty and students alike.

    The initiative is designed to empower new employees to master ChatGPT and similar tools, helping to ensure that they meet employer expectations and understand how to use AI creatively, effectively and ethically.

    “We are making ChatGPT Edu available to the Hofstra community as part of the learning experience at Hofstra,” Hofstra President Susan Poser said in a news release about the initiative. “This cutting-edge technology is now ubiquitous, and we must help students learn how to utilize it as an educational tool and in preparation for their careers.”

    Poser announced the new initiative during her State of the University address on Wednesday. Hofstra is regarded as one of the early adopters of the initiative on Long Island.

    The campus-wide rollout builds on a pilot program from spring 2025 that involved select members of the university community. The tool provides a secure, private and institutionally managed version of ChatGPT. User data remains confidential and isn’t used to train OpenAI’s models. Hofstra users also get higher usage limits and access to OpenAI’s most advanced models, according to the university.

    “We’re excited to see Hofstra create an AI-native campus environment where everyone can benefit from AI and no one is left behind,” Leah Belsky, vice president of education of OpenAI, said in a news release. “Their campuswide rollout of ChatGPT Edu gives all students the opportunity to build AI literacy and carry those skills into the evolving workforce.”

    The rollout comes amid concerns that AI is replacing entry-level jobs, but the university aims to equip students with the skills to navigate the changing workforce.

    “We look at AI as not a replacement but as a partner to any work that we do,” Mitchell Kase, executive director of the university’s Center for Excellence in Learning, Teaching, and Assessment, said in the news release.

    “It’s important that we teach our students AI literacy and that we give them foundational skills and experiences,” Kase said. “That way – when they go out into the professional world – they are prepared, confident and have experience using a tool that they will likely be interacting with in whatever profession they choose to work.”

    Kase is partnering with Joseph Bartolotta, a professor of writing studies, in his role as this year’s AI faculty fellow, to develop initiatives that help faculty integrate AI into their teaching.

    “One idea that we’re quite excited about is launching a faculty learning community around the use of AI in learning and teaching,” Kase said. “It will be an opportunity for any faculty member to join us and engage in conversations about the use of AI from both theoretical and practical perspectives.

    “We already offer a variety of courses that explore AI in relation to specific fields, such as business, journalism, informational technology, marketing and writing. Even the library offers a course that covers AI literacy,” Kase said. “Moving forward, I anticipate growing interest not only in developing new courses but also creating research opportunities and other learning experiences that help students navigate AI in their academic and professional lives.”

    For those skeptical about AI’s role in college classrooms, Kase insists that the technology’s explosive growth across every sector is impossible for higher education to ignore or avoid.

    “Hofstra has always taken an intentional and strategic approach to the ways in which we introduce new technology,” he said. “We’re focusing on transparency, providing clear guidelines, and ensuring that we provide an experience that maintains integrity for everyone who uses it.”

    Last year, Hofstra launched a 10-year strategic plan emphasizing technology, including AI, as vital to agility, student success, innovation and community impact. To support the plan, the university adopted an policy guiding its integration across curriculum, research and academic life, making AI a driver of Hofstra’s future.


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    Adina Genn

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  • Educators get new guidance for age of AI

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    STATE HOUSE, BOSTON — Artificial intelligence in classrooms is no longer a distant prospect, and Massachusetts education officials on Monday released statewide guidance urging schools to use the technology thoughtfully, with an emphasis on equity, transparency, academic integrity and human oversight.

    “AI already surrounds young people. It is baked into the devices and apps they use, and is increasingly used in nearly every system they will encounter in their lives, from health care to banking,” the Department of Elementary and Secondary Education’s new AI Literacy Module for Educators says.


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    By Sam Drysdale | State House News Service

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  • CEOs may not realize it, but they already know what to do about A.I.

    CEOs may not realize it, but they already know what to do about A.I.

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    A.I. has arrived, and CEOs are asking what to do. The answer might surprise them: Do what you know best.

    It’s a safe bet that various forms of artificial intelligence, from algorithmic decision-support systems to machine learning applications, have already made their way into the front and back offices of most companies. Remarkably, generative A.I. is now demonstrating value in creative and imagination-driven tasks.

    We’ve seen this movie before. The Internet. Mobile. Social media. And now artificial intelligence. With each, the business has been confronted with a new technology that holds both great promise and considerable uncertainty, adopted seemingly overnight by consumers, students, professionals, and businesses.

    CEOs recognize the challenge. If they take a wait-and-see approach or simply clamp down on A.I. use, they risk missing a historic opportunity to supercharge their products, services, and operations. On the other hand, allowing the new technology to proliferate within their companies in uncoordinated, even haphazard, ways can lead not only to duplication and fragmentation, but to something much more serious: irresponsible uses of A.I., including the perpetuation of biases, amplification of misinformation, and inadvertent release of proprietary data.

    What to do? A.I. is evolving so rapidly that there is no definitive playbook. But most of today’s CEOs have learned valuable lessons from prior technology inflection points. We believe they are well-equipped to apply three basic lessons:

    Data governance must become data and A.I. governance

    Governance may sound to some like heavy-handed, top-down oversight. But this is not about choosing either centralization or decentralization. It’s about developing company-wide approaches and standards for critical enablers, from the technology architecture needed to support and scale A.I. workloads to the ways you ensure compliance with both regulation and your company’s core values. Without enterprise consistency, you won’t have a clear line of sight into your A.I. applications, and you can’t enable integration and scaling.

    You don’t have to start from scratch. Most companies have established data governance to ensure compliance with data privacy regulations, such as the EU’s GDPR. Now, data governance must become data and A.I. governance.

    A.I. applications and models throughout the company should be inventoried, mapped, and continuously monitored. Most urgently, enterprise standards for data quality should be defined and implemented, including data lineage and data provenance. This involves where, when, and how the data was collected or synthesized and who has the right to use it. Some A.I. systems may be “black boxes,” but the data sets selected to train and feed them are knowable and manageable–in particular for business applications.

    Employees don’t need to become data scientists–they need to become A.I.-literate

    History teaches us that when a technology becomes ubiquitous, virtually everyone’s job changes. Here’s an example: The first project of the Data & Trust Alliance–a consortium we co-chair that develops data and A.I. practices–targeted what some might consider unlikely parts of our companies, human resources and procurement.

    The Alliance developed algorithmic safety tools–safeguards to detect, mitigate and monitor bias in the algorithmic systems supplied by vendors for employment decisions.

    When the tools were introduced to HR and procurement professionals, they asked for education, not in how to be a data scientist, but how to be A.I.-literate HR and procurement professionals. We shared modules on how to evaluate the data used to train models, what types of bias testing to look for, how to assess model performance, and more.

    The lesson? Yes, we need data scientists and machine learning experts. But it’s time to enhance the data and A.I. literacy of our entire workforce.

    Set the right culture

    Many companies have adopted ethical A.I. principles, but we know that trust is earned by what we do, more than by what we say. We need to be transparent with consumers and employees about when they are interacting with an A.I. system. We need to ensure that our A.I. systems–especially for high-consequence applications–are explainable, remain under human control, and can withstand the highest levels of scrutiny, including the auditing required by new and proposed regulations. In short, we need to evolve our corporate cultures for the era of A.I.

    Another project by the Alliance was to create “new diligence” criteria to assess the value and risk inherent in targeting data–and A.I.-centric companies for investment or acquisition. The Alliance created Data Diligence and AI Diligence, but the greatest need was for Responsible Culture Diligence–ensuring that values, team composition, incentives, feedback loops, and decision rights support the new and unique requirements of A.I.-driven business. 

    CEOs have been here before. For some companies, it took decades and a pandemic to fully realize that “digital transformation” implicated every part of the company and its relationships with all stakeholders. And what were the results of misreading the Internet, mobile, and social? Disrupted business models and loss of competitiveness, as well as unintended consequences for society.

    What will be the result of getting this one wrong? We could miss a once-in-a-generation opportunity to achieve radical breakthroughs, solve intractable problems, delight customers, empower employees, reduce waste and errors, and serve society. Far worse, we risk doing harm to our stakeholders and to future generations.

    A.I. is not solely–indeed, not most importantly–a technology challenge. It is the next driver of enterprise transformation. It’s up to the CEO, board, and the entire C-suite to lead that. And the time to do so is now.

    Kenneth I. Chenault and Samuel J. Palmisano are founders and co-chairs of the Data & Trust Alliance, a not-for-profit organization whose 25 cross-industry members develop and adopt responsible data and AI practices. Members include CVS Health, General Catalyst, GM, Humana, Mastercard, Meta, Nike, Pfizer, the Smithsonian Institution, UPS, and Walmart. Chenault is the chairman and managing director of General Catalyst and the former chairman and CEO of American Express. Palmisano is the former chairman and CEO of IBM.

    The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.

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    Kenneth I. Chenault, Samuel J. Palmisano

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