We'll go ahead and call the meeting to order. It's 419. If we can take some roll call. Alder Heidemann. Here. Alder Decker. Here. Alder Salazar here. Alder Felde may be joining us remotely. Let's see if we can all stand for the Pledge of Allegiance. I pledge allegiance to the flag of the United States of America and to the republic for which it stands, one nation under God, indivisible, with liberty and justice for all. Okay, so Barb said no audio at all. How about I just call her? Is that okay? Yeah, she could just be on the line that way. Does that work? That's legal. Yeah. It's legal as long as she doesn't need to see something for voting on it, which she shouldn't in this case. We'll take a picture of that and text it to her. Amen. Hey Barb, we're just gonna have you on the phone. Is that okay? Just talk by saying thank you for that one. No, that's okay. I'll just keep you on the phone this way if that works for you. Okay, great. We'll go ahead and skip agenda item number four. We all know each other. Agenda item number five, approval of the minutes for the November 15th meeting of 2023 for a motion. Motion to approve. Second. Okay, so we got a motion and a second. Any discussion? Great, all those in favor, please say aye. Aye. Aye. Chair votes aye. Motion is approved. Okay, agenda item number six, general ordinance number 312624, an ordinance adopting new record retention schedules and making necessary amendments to the Sheboygan municipal code relating to the adoption. I'm assuming this is for you, Chair. Yeah, I can answer any questions that you have. You've got in the recommendations, just a few comments for me basically. This is something we have to do on occasion and this has been a project that's actually been going on for many years, trying to get it approved, but we've gotten that approved. And so as part of the process, now that the state's approved our schedules, we have to update our ordinance to clarify, basically does a couple of things. It clarifies the role of the administrator as the administrative head of the city. It makes clarifications regarding our current practice, regarding custodianship of records, updates language related to certain types of electronic files. All those things are fairly minor changes. The main change is to adopt all the various particular schedules that have been approved by the state. So we're recommending that you recommend this for approval by council. You can go ahead. Well, a question I had as far as like the city administrator, I mean, not that we hope that we don't have run into this problem again, but we did what we were without a city administrator for who then takes over as the administrator. So the administrator is listed as in addition to the department heads is the custodian of various departmental records. So the only issue would come is if at some time the administrator's records themselves, if there is no administrator, but we can deal with that as it's listed. Well, hopefully we don't have that problem yet.  State Records Board. It's already been approved. So we have to go to them first. We got it approved and now we're coming to you basically to change the ordinance so that our ordinance reflects the approved schedules. And every community goes through this. Every community goes through it. In fact, we go through it. What size? It's everybody. Everybody. In fact, we go through it twice because the PD does this separately on their own. So motion to approve. Second. All right. We've got a motion and a second. Any other questions? Great. All those in favor, please say aye. Aye. Aye. Any opposed? Chair votes aye. Motion carries. Great. Agenda item number seven, resolution number 101-23-24, the resolution authorizing the fire chief to enter into a software contract with the Locavoli Media Inc. first due. Great. What is, can you tell me what this is? Sure. Thank you. So Chief Montalano's sick after his vacation on the port for us, so I'm here for him. Essentially what happened, yeah, I don't know, values. We're switching over to a new fire reporting software suite. The old one that we used to use is obsolete. So we had to look for something. The county actually paid for the whole suite for us and all the fire departments in the county. So we were able to work out a deal where we got it cheap enough and they've got the cost, which was very nice. This is an addition to that suite. What this allows us to do is it's like, it's an app so we can pull out of our iPads and it'll have all of our pre-plans on it. It works with all the internet connection.  When it shows up on our screen on our CAD, the pre-plan will show up on the iPad next to us so we can see the build in where the sprinkler connections are, where the fire alarm panel is. Where the electrical shutoffs are and accesses and super keys and stuff like that. In addition, it allows us to do our fire inspections on there without having an internet connection. It's supposed to be seamless. And right now we pay $15 a year for software that calls our phones every time we get a fire. So when we get a fire, I get a phone call. This will also take care of that as well. So this is $2,000 a month so we'll be able to get rid of this. And then we'll pay this for $15 and pay this for $2,000. This will take care of the app for the software for us. I can answer any questions you may have. Basically combining two into the one. Is that what you're saying? Pretty much, yeah. So this will take care of the app for our inspections right now and for our pre-plans to show up for us when we arrive on scene. Plus for our apps on our phones so that we can get notified of the fires. So it's kind of like any hazards that I think when you guys get to the fire I'm like, okay, they got this door here. We have to watch out. Yes. So right now with our current reporting software, it's very cumbersome to get to so our guys have to like log in and then go and find it in the old reporting software. This one, it'll just be right on the screen as they roll the door. Saves time. Yeah, it saves time and a lot of headache looking for stuff. I don't have any other questions. Anyone else? Nope, I'm good. Both of you approve. Thank you. Second. Got a motion and second. Any other discussion? Great, all those in favor, please say aye. Aye. Aye. Any opposed? Great, chair votes aye. Motion carries. Okay, our next meeting date will be December 13th, 2023, looking for a motion to adjourn. Move to adjourn, second. Great, all those in favor, please say aye. Aye. Aye. Great, meetings adjourned. Okay, that was good. Thank you. Thank you.


Hello, and welcome to this session in which we would look at the what if analysis in Excel, I would say the powerful what if analysis in Excel specifically illustrating the gold seek feature. This topic is covered in introduction to data analytics and accounting or simply a data analytics course, auditing you can use this as well as managerial accounting. As always, I would like to remind you to connect with me only then if you haven't done so, YouTube is where you would need to subscribe. I have 1,700 plus accounting, auditing, finance and tax lectures as well as Excel tutorial. This is a list of all the courses that I cover. If you like my recording, please like them, share them, subscribe to the channel. If it helps you, it means it might help other people. So share the wealth, connect with me on Instagram and on my website farhatlectures.com.  So to illustrate this concept, I'm going to be using this toy which is my son's favorite toy. His name is Roy and let's assume I can manufacture Roy and sell it to retailers for $10 a piece. Right now I have orders of 3,000 units that I can sell. My variable cost is $5.75. Variable cost means to manufacture this unit. I need the plastic pieces, the screws, this black piece here. So I need to buy them and altogether they cost me $5.75. In addition to that, I need machinery in a place to operate which cannot be a fixed cost, a cost of $140,000 if I went into this investment. So the question is how many units? Let's assume I want to know how many units I need to sell to breakeven. And hopefully you guys remember this concept from the breakeven analysis. If not, remember the formula we have the selling price minus variable cost equal to the contribution margin minus the fixed cost equal to the net profit or net income. So we're going to be using this formula. We have the selling price, we have the variable cost, we could figure out the contribution margin, we have the fixed cost. Anyway, you don't have to worry about this just in case you remember in accounting, if not, go to my cost and managerial accounting course. So first let's compute my variable cost. So my variable cost is how many units I sell times the variable cost per unit. So here I'm assuming 3000 unit and it's going to be $5.75 variable cost. Now my fixed cost is 140. So those are my cost, my variable and my fixed. Now I can find my total cost. Well, my total cost is my variable plus my fixed. Those are my total cost B5 plus B6. That's my total cost. And my revenue is how many units I can sell times the selling price. Those are the formulas and my profit or net income or net loss is my sales revenue minus my total cost, which is a negative 127,250. So obviously I should not go into this business because there is no way with selling 3000 unit I can make any profit. Actually, I am at a loss. Now what I want to find out is how many units do I need to sell to breakeven. So simply put, I'm looking for the breakeven point. In other words, the breakeven point, when is my net income equal to zero? That's your breakeven point. And let's assume I cannot change anything from my cost. So my fixed cost is fixed, my variable cost is variable. What I can change is my unit. So what do I do? How do I run this analysis to find out how many units I need to sell? Well, I can go to this feature in Excel called data, what if analysis and goal seek and click on goal seek. It's going to tell me which cell do you want to set. So what answer are you looking for? What I'm looking for this cell, cell B9 already highlighted. So notice I already highlighted cell B10 and I want the value in this to be zero. Zero means I make no profit, I make no profit and I have no loss. By changing which cell? Well, I can only control the units that I can sell. If I increase my units, how many units do I need to increase to make sure my net income equal to zero? So I click on, by changing cell B3 and I click on OK. And it's going to perform the computation. And it seems I need to sell 32,941 units. Let's make it 42 because I cannot sell 41.18. So it seems I need to sell approximately 34,000, 32,942,000 units in order to break even. Now I can run the math for you through this form, through the calculation, like I can run the math here, but I want, you can prove it for yourself if you want to. Now let's assume I cannot sell those 32,000 units. So what I can do is I will try to change, let's assume I can sell only 25,000 units. If I can sell only 25,000 units, I am at a loss of 33,750. Now what can I do? Well, maybe I can buy different pieces rather than my supplier right now is shipping the product, shipping the pieces at $5.75. Maybe I will try to find another supplier at a cheaper rate. So at what rate do I need to do so? At what price can I function and have a no profit and no loss? I'm going to go back to data, what if analysis, goal seek. Again, I'm going to set my goal to zero, my B9 to zero because I just want to see at what point I break even by changing the sell, by changing my variable cost. So let's assume, let's assume if I can find a supplier, if I can only sell 25,000 units, what supplier I can find that will give me no profit and no loss. I need someone that's willing to sell me the variable units, the variable cost at $4 and 40 cents. Well, let's assume I can't find anyone. Now maybe I can do something about my fixed cost. If I can sell 25,000 units, can I cut out, reduce some of my fixed cost? I will do the same thing. I go to the goal seek, I go to goal seek, set my income to zero and changing the fixed cost. So how much do I need to reduce my fixed cost? I would need to reduce my fixed cost to 106,250. Now again, the last scenario I'm going to be doing is, can I raise my selling price from $10 or something else to break even? Well, I can do what if goal seek, set my profit to zero by changing my selling price. Well, if I can charge $11.35, selling 25,000 units, I can break even. Now bear in mind, let me go back to 25,000 units. Now bear in mind, it doesn't have to be break even. I can set the value, for example, if I want to make $55,000 in profit by changing, then I can change something else. I can change my selling price, I can change my variable cost, I'm sorry, variable cost per unit, I can change anything. Okay, if I want to make 55,000 in profit, how much do I need to get my variable cost down to? It's going to be down to $2.20. I will get this to 55,000, so on and so forth. So this is how it works in the goal seek. So notice, you can play with this and use simple scenario first, something that you could relate to, then you could use this in your own work to use this powerful tool to help you make the session. As always, I would like to remind you to like this recording and visit my website, farhatlectures.com, especially if you're an accounting student looking for additional resources to pass your certification, pass your accounting courses. Education is a lifetime investment. Make sure you invest in your education wisely, because it's going to pay dividend for years. Good luck and stay safe, especially these those coronavirus days.


Yeah, it's all good. All right, hello, everybody. I am Raina Moser. I am a software development manager at Rackspace in the public cloud shared services group, working primarily with the deploy and release of the public cloud infrastructure services, so Nova, Glantz, Neutron, and all of the extra good bits that go into making a cloud work. With me today is Jesse Keating. He is a senior engineer on the deploy and release team. And we are going to take you on a little journey from our last six months of learning to scale the OpenStack cloud at Rackspace and then also give you a preview into what our current challenges are and what the plan is for the Juno release cycle. So in case you didn't know, the Rackspace public cloud is made up of six public regions located all over the United States as well as Hong Kong, Sydney, and London. We have three pre-production regions that we use to validate code in our pipeline. We have tens of thousands of nodes. And then once you actually add in the physical hypervisors plus all of the virtual instances, it's a whole bunch. I counted them today. I was shocked. And we're growing continually. We are constantly adding new capacity, pulling in new hypervisors, pulling in new cells, all of that stuff. And we do frequent deployments, not as frequently as we would like, as you will see during the next few slides. But we do do very frequent deployments from upstream trunk so that we stay as aligned as possible with upstream OpenStack. We try to do as much development as we can directly in trunk. And we do have some customizations that we've needed to make in order to integrate with billing and integrate with our legacy identity systems and things of that nature. So this is the third time we have been at an OpenStack summit talking about learning to scale OpenStack. I gave the update in Portland a year ago. Paul Vocio, the Senior Director of Public Cloud Infrastructure gave it last summit in Hong Kong. And so Jesse and I are here to kind of update you on where we are. So six months ago, and really even if we go back a year ago, at that Portland summit, we couldn't deploy code in a reasonable amount of time. It was taking us over six hours to get code out. The downtime to the control plane, where it was potential that a customer could make a request and they wouldn't be able to fulfill that request, was well past 30 minutes. And it was really very, very difficult. We did not have a high level of confidence in the code that we were deploying, not because upstream OpenStack didn't do a great job of gating and testing, but because once you pull down upstream code, you're going to do something to it, whether it's your configurations, whether it's the quirks of the hypervisor that you're using, or whether you're actually having to make changes to the code so that it works with billing, so that it works with identity. So it does some things that maybe isn't part of OpenStack yet. And we could not keep up with upstream. We were trying to pull it every day. We were trying to go as fast as possible and really do that classic CI CD. And we were failing pretty miserably at it. And so now I actually am happy to report that we have met at least some of those challenges. It's with great pride that I say that the last couple of deployments, my team and I haven't had to be awake at 2 a.m., helping to do that. There have been people awake at 2 a.m. because that's the maintenance window that we had to do, but it hasn't been my team. It's been engineers and admins, some of them even third shift, paid to be awake at 2 a.m. Where, and now we can do them consistently within an hour with around 30 minutes of impacting downtime depending on the database migration. And if you've been to any sessions around Nova and understand the database migrations are probably the number one pain point we still have. And we can do a deploy to even our largest regions, such as the Chicago data center, in as little as 10 minutes. And this is the nature of the change that's happening, how much is happening, what services are needing to restart, what database changes need to be made. We've consistently had to restart a deploy and maybe it would be really fast once it finally went, but we'd have to kind of try again.  Now with our new approaches or new tooling, we're very successful the first time out. There may be still some stragglers or some one-offs, but for the most part, and those are easily caught up, easily noticed, easily caught up. I'm gonna re-change that. So I mentioned migrations, we're an unknown factor. They are now happily because of some really amazing work done upstream by Rackspace and other companies. Migrations are actually tested. So anytime the database changes, anytime a commit comes in that's going to have a database change, upstream is actually testing that, seeing how long it's taking, reporting that in the review gate that is the check and balance for what code is going to come in, what code is going to merge. And if a change is impactful enough, the review teams for projects like Nova in particular where the data is the largest are doing an amazing job of pushing back and being like, don't make this change just because you don't like the way the column is named or you wanna change the data type without a really solid reason to do it, no more hygienic changes. And we've seen a huge reduction in the pain. We know when a problem migration is coming and we can plan accordingly as a result. Back in Hong Kong, back in Portland, we were about two months behind upstream. We're still about two months behind upstream. So that's really one of the areas where we're still really struggling on finding the right cadence and the right rhythm to deliver upstream code smoothly and consistently without, especially as we continue to grow and we start reaching these new scaling challenges at the size that we're at without completely burning out all of the teams and all of the engineers and developers that are working on this. So I think this is coming into our transition point. And so my friend Jesse here is a cyclist. He lives up in the Seattle area. So anytime it's not raining, that's where he is on his bike, except in the summer, because it's always sunny in Seattle in the summer. Don't let them fool you into thinking it's never nice up there. So for the rest of the presentation, I'm gonna turn it over to Jesse and he's gonna take you on a tour of where we are in the open stack landscape and how much we're still learning and what some of the challenges we've met and solved and some of the challenges we still have that we're tackling head on. So take it away, Mr. Keating. All right. So for our new challenges, we're not just dealing with scaling out our deployments and making our deploys go faster. There's a few other things that we wanna highlight as scaling issues when you're dealing with a cloud of our size. In particular, we're gonna talk about scaling our services, scaling again, we are gonna talk about scaling our deployments. We're also gonna talk about scaling our frequency. We are trying to be the thought leader and the front runner in issues at scale, but in order to do that, we need to collaborate with a greater community and that's gonna be the key to our success. The developer, the operator and the tester communities need to be aware of these scaling issues and work together on solutions. So our first topic is scaling services. And as the size of our cloud grows and the features of our cloud grows, the services that we use will need to scale along with them. Here we'll walk through a couple of examples of some scaling issues that we've had and how we've had to overcome them. So let's talk about Glance. Glance is pretty cool. Glance is a way that we can get images from our storage system into our compute system in order to run a machine or how we get images from our machine, a snapshot or whatnot into our storage system. The way that we have it set up is our compute stock to a Glance server and our Glance server talks to a storage server and then it acts as a medium to pass the bits back down. Well, we introduced a new feature called scheduled images and scheduled images allows our customers to pick times when they want to make images of their machines. And this is a pretty cool feature and it got a lot of use, but it got a lot of use which meant that Glance got a lot of use. The Glance servers became saturated. The builds and snapshots slowed down to the point where we couldn't keep up with the number of requests that were coming in and we kind of went into a death spiral. So what we had to do to resolve this, we had to scale the number of Glance API nodes that we are running. We just had to have more of them. More means better, right? But we also had to scale the size of the Glance API nodes that we were using. The ones that we were using weren't exactly the most efficient size for the work we were asking them to do and it works great up until we hit this point. So now we've adjusted them, made them better. We're also scaling the use of a Glance bypass feature. There isn't really a strong reason why a Nova Compute has to talk to Glance who talks to the storage system. Why can't Nova Compute talk directly to the storage system? And that's a feature that we're introducing and that's going to get Glance API less of a bottleneck get it out of the way of that data path. Once we resolve the Glance issues which were mostly resolved, we do need to be sensitive that Swift, our storage system for images is gonna potentially become a next bottleneck. So we can't just kick the performance issues down the can and say that's your problem. It's something we're gonna have to grow and monitor and watch. Let's talk about Nova Cells. Nova Cells is pretty cool also. Cells is a feature that Rackspace uses to scale our cloud. We have in our global regions a global cell that is just the top level control plane. All of our compute capacity exists in individual cells which are a smaller subset of the hypervisors that exist and in a region. The cell has a layer of control on top of it and then all of the cells together talk up to the global as a coordination point. So it allows us to have smaller sets of hypervisors be controlled by smaller set of control nodes but we introduce performance cells and performance cells are a much less dense cell so we added more and more and more cells. More cells means more traffic. Bigger is better, right? Maybe. What happened was we only had a single Nova Cells service running at the top layer. So all the individual cells are talking to one Nova Cells service and that Nova Cells service was then relaying messages and down and up and down and up and when you tossed a whole lot more at them it just couldn't keep up. And we knew from the get go that Nova Cells was gonna be a problem. We just didn't expect to run into the problem quite so fast, quite so hard. So eventually what happened was our single Nova Cells service could not consume messages faster than the messages were being produced and again it's a death spiral. Same sort of story. Scale out the number of Nova Cells services. We couldn't just do that and we couldn't say hey let's have eight instead of two or eight instead of one without collaborating with upstream and fixing a lot of the issues that came up out of having multiple of these services trying to do the work at the global cell. We had to optimize instance healing calls. We had to look at what work was our Nova Cells service doing? What messages were coming through? And some of those messages were instance healing calls to try and make sure that the data that the global side has about the instance matches what's down below and what down below should match what's up above. There was a lot of calls going back and forth and a lot of not very optimized calls going back and forth. So with collaboration with the developer side we got a lot of those optimized and now they're doing things smartly and it's reduced the number of calls that we're making. We also had to make adjustments to how Nova Cells was addressing our database. That reduced the load on the cell service or reduced the load on the database service and allowed them to work more optimally. These challenges will repeat. Those were just two examples of pretty similar problems but if you all run OpenStack you know that there's tons of services. There is tons of potentials for these types of things to happen. The challenge is finding these ahead of time. Staying ahead of the pain is the key. We will not be the only ones to experience this but we may be the first to experience this. And what we are looking for is collaboration in how best to manage that kind of scale and how best to monitor our usage, how best to adjust our ratios of one service to another, our ratios from one service to hypervisors. What way can we set things up so that when we scale we scale all the right bits along with it and that's gonna be a collaborative effort. So our next scale challenge is about deployments. We made really, really good strides in Havana and what have we been doing since then? So our theme after Havana, our theme since Portland has really been about a higher form of orchestration, taking a look at exactly what we're doing, when and how and making it the right path. So we continue to iterate on the parts of the deployment that are hard and the parts that are slow and the parts that are painful and we make it better for each next time. So some of the key things that we did, we decided that trying to put all the content on all the machines at the same time we were deploying was not a great idea. So we split up our deployments into two stages. We can pre-stage all the content and then we can execute that content inside of our outage window. And that took redesigning a little bit of how we do our package software, how we do our configuration, how we do our deployments, but now we have it completely split out. We also had to increase our tolerance for downed hosts. When you're dealing with 10,000 or 20,000 machines, the likelihood that one of them is not gonna respond is pretty high. The likelihood that 10 of them are not gonna respond is pretty high. So we have to have software that's tolerant of this fact and can recognize that, yep, that machine went down, I'm not gonna try and talk to it anymore. Instead of a full stop, I don't know what to do. We also are adjusting the way that we bring up our services. So that we can bring up our API nodes first rather than in the mix of all 10,000 so that we get our customer experience back into the place that we want it to be. We've introduced new deployment options, being able to deploy just facts that are driving a little bit of the configuration of the machine instead of a whole new set of code. We can deliver new code or facts directly into a specific cell. And we can do deployments where we don't even attempt a migration. Save some steps that we do, save some time, make it faster. We've also taken a look at the complexity of our deployments and tried to reduce that down. We no longer have multiple ways of doing a deploy. We have a single entry point. No matter what type of deploy you're doing, no matter where you're doing it, single entry point. And we have a single orchestration system driven by Ansible that does all the things that we need to do during our deployment. All that said, we're still treating OpenSack like a legacy software deployment. We have a lot of pets. We don't have a lot of cattle. We are still doing in place upgrades of machines. We are still doing hard-coded IPs floating around in multiple machines. We're not making really good advantage of our load balancers. We're not doing a lot of the things that we should be doing as if it were a cloud application because we are running it on a cloud. There's a lot of barriers to getting there and that's gonna take collaboration. And that's what we've been talking about in our design sessions, summits, meetings. It's what we've been talking about in these sessions and it's what we're gonna continue talking about in the next iteration cycle. Finally, we're gonna talk about scaling frequency, the scale of doing things just much, much more often. This is another great byte quote. It never gets easier, you just go faster. And it's true on a bicycle, but in the DevOps world, doing things faster, doing things more often usually makes them easier, especially if it hurts because you find ways to make it not hurt. So scaling change. We have new features coming in all the time. The number of projects that are getting added into the OpenStack ecosystem grows really fast. The number of features that are being added to those grows really fast. The slide, if you were in here last time that was showing how many commits get thrown at Garrett every day and how many changes get put into the code every day is just pretty astounding. We have new configurations coming. We have new ways of shaping our hardware. We have new ways of doing our networks. We have new ways of delivering things to our customers that are coming at us all the time. We have to accommodate all those without interrupting our customer experience. We have to change faster. We have to change frequently and we have to change on an ever-growing fleet of our machines. And the way that we are tackling this is by understanding change before it happens. We have to have much more clarity into what's going on with our code. We have to have much more clarity into what's changing in our code. And we have to understand that before we try and make that change into our environment. We have to schedule the types of changes so that we don't have conflicts in what's going on. Again, that's vision into what's changing, what's going to come in. We have the flexibility to dedicate release iterations that put the risky changes on top of code that's already known good. That way we're changing one bit, not three. And if we have a failure, we don't know if it's because it's new code or if it's because this risky new change. If we're just doing the risky change on top of the known good code, then we have confidence that any sort of problems are going to be that risky change, not something that's changing out from under us. But in order to do that, we have to be able to deploy very, very fast so that we don't hold everything back trying to get this risky change out. And then we're going to have custom deploy modes based on the change type. The last slide I showed how we could do fact-only, cell-only. We're growing those into even more so that we can do deploy types just to computes, deploy types just to control planes, deploy types just to certain types of service. So improving all of these, improving the adding multiple release pipelines, improving our tests, moving our tests upstream, having greater vision into what's going on helps us to go fast, but we're still not fast enough. And this is our limit. The customer experience is the absolute limit on how fast we can go. If we interrupt that customer experience, we can't do it more often. But if we can find ways so that we can make our change without disrupting the customer experience, that opens the gateway for us to change as much as possible and as frequently as possible and reduce the delta of what we're changing every single time. In order to get this, because every user of OpenStack needs this, we have to collaborate. We have to engage the community of developers and operators and testers and we have to understand these types of issues and work together and make that our focus. So that's enough about what we've done. How about what we're going to do in this next iteration? What we're gonna do in Juneau. So zero perceived downtime. The Ice House Nova, in Ice House, the Nova project made some really great strides towards live upgrades. They've introduced the object model for referring to data bits that freeze the systems from having to care about how it's actually stored in the databases. They've also introduced conductor, which shields Nova computes from changes in the database as well. With the object model and with conductor, we're able to do intermixed versions as well. We can upgrade our Nova APIs to have a newer version while leaving the data plane behind it and leaving the computes behind talking an old version. So we can use our load balancer, we can do a rolling update of our API nodes, get them talking the new stuff, and then they keep functioning. And the users never see a downed API. Once those are updated, we can go back behind them and update all the things behind that in a more safe, more practiced, more careful method. We're also going to be investigating read-only states for the API, looking at ways that we can take down the database into a locked mode so we can do some data migrations, but still service requests that are coming in from our customers. Either requests that are going to have to sit and wait for the database to come back up, that's okay, we give them a transaction ID to look at, or requests that are going to be satisfied from a read-only cache of data that's going to be flagged in a way that says this is cached if you want something real, try again in a little bit. And we're also talking about individual service deployment pipelines. We're talking about can we update Glance outside of the same way that we update Nova? Do they have to be atomic or can they really be disparate? Is there a way that we can do all of our validation of one project in a different way, in a different rate than all the validation of a different project? Can we give Glance its own pipeline? Can we give all of these their own pipeline and deployment capabilities? Does that make anything better? But how do we combat the exponential growth of the service version combinations? If we've got our Nova on one version, our Glance on a different version, and our cells on a third version, how do we know if all of those work together, right, and which parts we move and test? Can we get those validated in a reasonable amount of time? And if we do this path, does it actually make the whole pipeline move any faster? And then these are things that we have to explore. And fully automated environments. So one of our biggest impediments to getting change in place is having an environment to test it in. And getting environments to test it in are hard because creating environments are hard.  You can't upgrade it, you can't move it forward. And DevStack isn't our environment. We're not doing that. We have to replicate our environment and test things in our way of doing things in order to validate them. But creating an OpenStack environment is pretty darn difficult. One way we can accomplish this through automation, but even automation is difficult because of all the different ways and pieces and things that have to work together. So there's been some really good work on creating standard ways of working on operations with OpenStack, and there's gonna be continued work on that. So setting them up as hard, working together, we're gonna make them easier. And it's, again, it's a developer and operational collaboration to make things better. So we do a lot of things that are hard, but if it wasn't hard, it wouldn't be satisfying. And that's what keeps coming us back because these are hard, but fun and challenging problems. Scaling is more than just tossing code on nodes. It's a lot more than just tossing code on nodes fast. It's looking at your entire operation and feeling out how all the different pieces move and grow and react to each other when you make changes. And the last thing is that the developer and operation tester communities have to work together. It's the three legs of the stool. Without one or the other, the stool is gonna fall over and you're not gonna have a very good day. So we have to collaborate on where the painful parts are, particularly at scale, and work together on those solutions. Great job. So we're gonna open it up for questions now. Please do use the mic if you can. Also, oh, excuse me. We'll be around after the session. There's all kinds of parties happening. I'm like, who schedules the last session over the parties? Tomorrow at 1.30, I believe back in this room, I'm not exactly sure off the top of my head, but we're doing a continuous integration conversation and kind of a look at what we're doing to take from the upstream gate and actually get it all the way into our production environment and what that looks like. So I do invite you to join us for that tomorrow at 1.30 and open up for any questions. And even though I'm talking, Jesse'll probably be the one to answer. You'd mentioned that you're currently two months behind Trunk. Can you give us any detail on what that delay is? Is that QA, your integrations just manpower? It's kind of a mixture of problems. Some of it is that it does take us time to get things validated downstream. We do have right now a large pile of changes that we make downstream that don't exist upstream yet. And so we're not able to take advantage of the continuous integration that happens upstream. We have to work on that downstream. And we do discover problems, we do discover issues. So that's one part of it. Another part of it is that there are external forces that are preventing us from going forward. There's been some pretty big changes that we've had to roll through like Neutron that requires a whole lot of care, feeding and coaxing to have happen. And we can't right now be making a bunch of other changes while we're going through that Neutron change. So some of those changes will take a lot longer to get done and not as simple as just taking a new code bit, validating and pushing it out. And we've also been hindered a little bit by how painful a deployment is. A deployment takes a lot of effort from a lot of people and it does disrupt our customer experience. The more we disrupt our customer experience, the less customers are likely to come use us as a cloud. And that means that we don't have a lot of stuff coming in to fund us to do the deployments that... Pesky economics. Yeah, it's an economics thing. So we have a limited number of times that we can do these deployments. Add that all up and what you end up having happen is a little bit of a snowball effect. It takes a little while to get something out. So a larger bit of change piles up. You try and consume that larger bit of pile and it takes longer to validate that bit and the longer to get it out. And it took you longer, so even more piled up. And it's having to find a way to break that cycle and to get things into smaller, more manageable chunks and get it out without disrupting your customers so we can do it more often. Over here. The glance bypass thing, do you guys have a blueprint or something that we can reference to start taking a look at that as well? I will, if you'll see me afterwards and anybody else that's interested, I will help you get in touch with our Glance Dev Manager and find out what we've done and where that is. Because honestly, I don't know the answer right now. I'm assuming yes, I'm almost certain that there is something out there public to talk about it. Yes, sir. I had two part question. What message queuing technology do you use and have you run into any particular gotchas trying to scale that to your level? So I believe we're using Rabbit for our message queuing and I don't know that we've really run into any scaling issues with that yet. So our work with cells, that's one of the things that goes down at the cell levels, Rabbit server at the cell level. So at the cell level, our Rabbit server is dealing with no more than say 600 compute nodes and then the top level Rabbit server is only dealing with the global stuff that's gonna go down to the cells and then the cells come up to the global. So by doing that, we kind of scale it horizontally and I think we're only just using a single Rabbit server in each cell and it's able to keep up pretty well. Even at the top level or it's all just a single server? No, it's one at the top level and one in each cell. Yeah, that's what I meant, but each one, you're not clustering in each of those. No. Oh, okay. Yeah, that is one of the advantages for cells and I know that there's conversation in the NOVA design sessions about making cells the standard deployment model. So even if you're only going to have a 200 node cloud, you still just deploy one cell and then if you ever do need to scale out, you've already got that infrastructure there to keep you from running into those queuing bottlenecks. Based on your experience with all the upgrades and the deployments, I'm not sure if there's something already in the community, but what is your idea of having some kind of comprehensive orchestrated upgrade service that's built into OpenStack? So... Kind of like packages and... There's been a lot of discussion this week on upgrades and how we want to tackle upgrades and there's some differing opinions. There's some opinions that upgrades should be a carefully crafted thing that you spend a lot of time on and make sure that you get all the parts to move in the right spot in the right place at the right time. Then there's people who say, no, software should take care of that. You should be able to change all the things all at once and everything will sort itself out. And if it doesn't sort itself out, then we're writing software bad. I think we're somewhere in the middle of that. I don't think we're at the point where we can kill everything and let the computer sort it out. I think we do have to craft some of how we're doing it, some of where we're shielding our users from having impact. And I think as part of the growing operators community around OpenStack, one of our contributions is going to be our findings at the best way that we've found to orchestrate an upgrade through a live cloud. And we're also collaborating with our private cloud area. So even though we're focused on the public cloud, a lot of the same problems exists on the private cloud side, which is much more, even pure OpenStack, I guess, if you can say it. And so getting those two in alignment will then help upstream as well. And so we are looking at that, maybe not necessarily have it all finished in the Juno cycle, but certainly by the end of K. So we had a Rackspace private cloud deployment and what we were told is in the new release, there are plans that if we want to upgrade to the next OpenStack release, instead of reinstalling the software, it'll automatically be done through the solution. Yeah. That would be nice. Maybe then come do it for us. Logan, you mentioned Neutron. So are you guys running Neutron in your public cloud? Yes. Yes and no. Okay, it was my understanding that Neutron and cells didn't work well together. Is that the case or? I certainly hope not because we're doing it right now. Andy, actually Andy, if you wanna come up to the mic and answer that. So tomorrow at three, there's a session on this? Okay, Neutron at scale. Tomorrow at three, awesome. Thank you for making us not having to answer that question. Because you really need like an hour for that question. Slightly off topic. What mode do you run Ansible in at your node count? Is it SSH push still or do you? We do SSH push. We are using SSH pipelining. That allows us, I think our rate of, I do my math right, we can do a single task across 6000 machines in five minutes. So every task that we added on a 6000 machine environment is an extra five minutes. And Jesse did a lot of contribution to the Ansible project, including some rack space cloud modules, as well as to the core getting Ansible to work better at scale. So get his card if you have Ansible questions. All right. I think we're about done. Thank you all so very much for your time. And we will see you around the summit.


What was that? I can't record whatever. Nah, actually, that's a bit of a positive. Stop resisting. Stop resisting. This is my dad. I can't even do it. Hey man, step back, okay? That's my dad. What am I supposed to do? He's resisting arrest. Please move away. Nah, actually, I was a little bit like that. Like, that's a bit far. You all right? You're all right? You're all right? He's a young boy, mate. He's a young boy. Leave him alone. I understand it. Yeah, okay, okay. Just stay still, brother. I'll just... Just hang in there. Just stay down. Stay down, mate. You're good. You're good. Just stay down. You don't do that to my dad. Understand. Understand. We understand, bud. Just calm down, mate. You're good. Just stay there. I won't do anything. Just stay there, bud. You're good. Just chill. You know, okay? Just sit up. You're not going anywhere, right? We're just going to stay here. You're great. Just stay down, mate. Is that your dad? Yes, my dad. Just stay down. Stay calm. Stay calm, mate. Okay, okay. Can I use that one, bud? Take it, brother. Hey. What are you doing? Easy. Easy. Come on, come on. For a mask?  Leave him alone. This is enough. Please. Come on. Come on. Please take your brother and just come to the side. Come on. They're going to do what they have to do.    We're going to put you on your back, okay? Talk to me like that, mate. I'm a taxpayer. You work for us.  Exactly, for us. Exactly. I'm a taxpayer. You work for us. Exactly. Thank you. You're good. You're going to take it away. It's okay. You can even talk to these guys as well, okay? You can do anything wrong. You can come with us. Easy. Easy.


Dear students, in this module we are going to discuss functions and dysfunctions of family institution from structural functionalist perspective. Functionalist perspective views family as the key institution in society that serves important functions for individuals and larger society. So the key functions of the family according to these functionalists are socializing children providing emotional support and maintaining the social order in society. When we look at the institution of family from different perspectives, especially structural functionalists, because they give importance to the maintenance of social order and in their opinion, the major function of all the institutions in society is to maintain the social order. Similarly, family, because society has a basic unit, from here the individual is trained to be a functionalist or a useful citizen of the society. So the different functions of the family are not only useful for them, but they also connect the individual to society. Dysfunctions of family may include divorce, domestic violence, that can have very negative effect on not only on the institution of family, but also on the society as a whole. So the functions of the family institution, where the dysfunctions are also present, if we look at the relationship between the Pakistani society, the family institution performs a lot of positive functions in the Pakistani society. From child education, from economic well-being, and from emotional support, the overall placement of the family in the society plays a very positive role. But along with this, the dysfunctions of the family, like domestic violence, the inter-relational conflicts in the family, and especially the divorce cases in the family, the overall dysfunctional or negative consequences have to be tolerated by the children. Along with this, the other institutions of the family can also feel the indirect effect on them. For example, when we see that if the family is disintegrated as a unit, and when the traditional families are gradually converted into modern families, then the dire consequences of this also start to occur in the rest of the institutions. For example, we can see the effects of education on the institution, along with this, we can also see on the economic institutions how the traditional family units, in which the doing of labour was very specified, the responsibility of the father was outside of the house, and the responsibility of the woman was of the home. But when the responsibility of modernisation, both the men and women, had financial responsibility on them, then the responsibility of the children's education gradually shifted over the third-party institutions. So in this way, we see that a major shift, in modernisation's ideology is in the family institution. So if we look at the structural functionalist point of view, then conventional or traditional gender roles were functional for the family institution, that's why they were justified in that context. But as the family institution changes its shape in the modern society, then these modern gender roles become functional in this context. The thing to look at is that in the Pakistani society, for example, when there is coexistence of traditional or modern gender roles, then how do the family members cope with different co-existing gender roles and expectations? So this is a food for thought for you that you need to see that. For example, in urban families where both male and female and both husband and wife, they are working couple, how do they perform their traditional gender roles and try to overcome traditional expectations?


our tables and our vendors. And so if you have not had the opportunity, you will once we're done. I believe we have transportation public works deal with our roads and streets. And so some of your question that you may have are, why is this street not fixed? Why do we have a pothole here? We have someone that can answer those questions along with myself, who we have representative from the city. We have first convenience bank who is in district eight right there at Walmart. Our friend services to you to make sure that we all are making sure we take care of our finances. And they have a lot more to offer than just a bank service. We have Braver together, who is here representing us tonight. Is a community work presenting 76104. Doing great work. They was with us last year. We have representative Tara with the homeless quarter, our group, our team here at the city. We have our community engagement team having with neighborhood association getting things started. We have a lot of people here. We have the library group here that's with us. You have any questions for them? Parks, the number one man. Yep, there he is. All right, we got opum office, office of monitor. We have cold compliance and we have our water department. So we have a lot of people here to answer the question that you may have some burning question that you may have. But before we get started with answering those questions, I do want to first thank you for coming out tonight on a Thursday. I know we have some meetings on the east side that has happened as well with city staff. And so I first want to always tell you it's an honor and a privilege to have the opportunity to serve you as your council representative. I don't take it lightly. I don't take it for granted. And so also we have our assistant chief here as well representing our city manager. And we also have some ACMs that are here. So thank you for being here. Black Chamber is here. And so take opportunities to thank you for allowing me to represent you. And I believe that if we're gonna get work done, we have forms like this so we can engage on a different setting where you're not having to come down to city hall, we're coming to community. And we talked to you about what we're doing at the city and how we can improve. We always can improve. And so that's what these meetings are for. And so here you probably have already seen this information, but I'm your council representative for district eight. I am a Texas Western board member, Trinity Metro board member. I was just in Kansas city talking about transit. We have a lot of great things we really wanna do to get people moving in the city or forward. And you see all of those. What do I do here? Oh, I think I messed it up. All right, here's what we've been doing. So got elected in 2021, 2022, 2023 each year. This is our third year having our form here. And so one of the things that's very impactful is how we get people moving in forward. How we get rooftops. We talk a lot about grocery stores. We talk a lot about restaurants. We talk about healthy food, healthy eating. One of the most components that make that happen is rooftops. And so here in 2023, we have continued our effort to build, to bring in affordability as well as homes inside of district eight. We know for several years that development had really stopped in district eight. And so it was very important for me and my office to make sure that we kicked that development going. So we have 336 rooftops close to downtown Fort Worth, Overland Properties, 94 rooftops in Riverside, Generated Housing Partners 96 in Crowley Road. Housing Channel is gonna bring 248. Rooftops behind Renaissance and Renaissance Square. Columbia Renaissance also bringing a hundred rooftops. I am going the wrong way. All right, economic development, job creation. If we can't get people two jobs, the next big thing we can do is bring jobs to people. And so while we're working on transit, trying to get people from South Fort Worth all the way to Alliance or get people from Rolling Hills to South Fort Worth, we are trying to bring jobs and bring them inside of district eight. And so we was able to generate in this last cycle, jobs that's gonna be bringing here 787 new jobs, DrinkPak, Siemens and New Coal. DrinkPak is a $232 million investment, 454 time employees, annual salaries at $70,000. I will tell you, every time I talk to people who wanna bring jobs to the city of Fort Worth, the number one thing I tell them, I appreciate everybody having opportunity to all over the city of Fort Worth, but when you hire people and when you bring people in these jobs, $70,000, I need them to have zip codes that live inside of district eight, 76104, 76105, 7612, 76140. I make that a priority. It's because you can bring the jobs, our neighbors, but if we don't get the jobs then we still stay in poverty. And so Siemens is $125 million investment, 167 full time employees at an annual salary of $63,000. They also have a plan in Grand Parry with a union and I'm able to union reps today. We wanna make sure that we can try to unionize this project here as well, but we can only do so much in representation. New code, $300,000 investment, 85 full time employees with an annual salary of $80,000. We really appreciate Robert Stern is also here who does our economic, he's of our economic department. And so this is not Chris Nutter's going out and making all this happen. This is our economic team that's making things happen. They do come to me as for approval. We work with city council. We work with our mayor's office and our management's office to make sure that it meets the qualifications for the city of Fort Worth. So this is a team effort. This is me showing you what we are doing for the residents of Distrigate in the city of Fort Worth. Community development, permanent supportive housing. We talk a lot about how our affordability is at a low level for the city of Fort Worth. And really all over the nation is that we can't find enough housing to deal with our homeless population. We have a serious homeless issue. Now, we will say that it has been decreasing but the more it decreased, the more homeless people we get. And so the best next thing we can do is do permanent supportive housing. And so this has been an effort of our council, an effort of the city council. And so we have journey homes with 72 units, Columbia residential with 25 units and Overland Property Group with eight units to help support people who are homeless to give them permanent supportive housing. We have worked with terror and other groups to make sure that it takes place. Community development also, so this is part of the journey homes off of Crowley Road, 18 duplexes serving 72 individuals. This is kind of a project, if I'm not mistaken, kind of like the one we did in District 2 that has been successful where they have services on site to deal with our homeless population. Columbia residential continued to do the investment there. Riverside, same thing. All right, 36 deeply affordable units. Here recently, I'm really excited about this is a vote that just took place with Justin's Place. It's a great story. Single mothers and children have an opportunity to prevent them from going into homeless. So one, you have preventable housing, which is this, and then you have permanent supportive housing, which is the one we just talked about. All of these, you have affordable housing. All of these takes place or helps our community. And so Justin's Place is gonna do some units. We was able to give them $1.5 million to support their initiative. They also receive money from Terry County to make sure this comes online. And this is the project that they're gonna be bringing. And when I say project, I'm not talking about projects, but this is the project that they're gonna be proposing as Justin's Place. We broke ground on a partnership with Center for Transforming Lives to bring the headquarters of District 8. This building will include small business incubator, financing coaching, counseling, housing programs. This is something we talked about last year. It's the Old Montgomery Wards building. This is one of the votes that I stand on and being proud of when we first got in office. They were gonna turn the Old Montgomery Wards into a U-Haul storage. And I was like, I don't think that's the high and most best use for that area. And so we said on it and we had Transform Lives come and say, we want to take over and make this building. And I don't know, has not been in operator for 10 plus years, and I believe it's much longer. So this is gonna be a great investment for District 8, for the areas surrounding Morningside, Rolling Hills, Southside area, bringing development back to the district so that we can take care of our roads, streets and lights and et cetera. Just right across the street, the Boys and Girls Club opened up a brand new door kitchen. I mean, it's the top of the line. They are able to feed more children now, 3,500 meals a day for our young people who needs meals. When we talk about poverty, we talk about parents who are working day jobs, working night jobs, and they're not able to feed their children because they're not at home.  And so we're excited about the Boys and Girls Club working that new kitchen in. We was able to Goodwill, North Texas, generate with Mark Vecen. I know we had a representative with Mark Vecen's office here. And hopefully once we get to questions, if you have questions, I'd be happy to answer or we'll send them to Congress and Mark Vecen, who's down and watching and fighting for us. Community concerns, we have been having some issues with in our historical South Side area. And I really appreciate assistant chief, assistant chief Julia Swarajan, who's not here. And the chief police, we had some concerns with our, well not a grocery store, it's a convenience store with a lot of foot traffic. And so we was able to get a Sky Tower there to try to mitigate some of those issues. Civilian oversight board, we talked about that. We pushed that last year, it didn't pass. We got a lot of information to try to fix that and get it here. We're excited to announce that we have a new officer, a police monitor now, which is Vanceel. She's also here. So if you have any questions for her, we'd be happy to answer those. But we look forward to having a conversation with her for the community so we can talk about how we're going to deal with our oversight, monitor's office and how it is completely separate from the city of Fort Worth. Those are some of our concerns. Yes, they are hired within the city of Fort Worth, but the office operates independently to make sure that we have oversight when it comes to our police officers. So what do we do in the 2024 budget? Not gonna go through all the budget. We had several, David, I don't know how many budget means that we have at least 10, 12 in the community at City Hall around the city of Fort Worth. And so I hope you took part in the process of the budget. But a couple things we want to highlight that we're excited and proud of, that we was able to implement 106 new police officers compared to last year's 73, police department hope team getting four new officers and our firefighters were increasing those to 76 new staff. This council mayor and has been very vocal on public safety and making sure you're safe in your homes, making sure there's fires, making sure what's ever happened that we're gonna support public safety. And so we're proud that we'll continue to do that in this budget and we'll continue to do that as long as we're in office. Let's see, MWBE contracts. These are some of the things that I had some interest in because I know that when we, when I got elected, there was some issues with minority getting contracts and not so much an issue on the city, but sometimes if we're not focused or we're not intentional, then we miss out on opportunities. So, you know, people who are contractors are working, we have been increasing that number greatly. So from the physical year of 2020, we had at 0.67. Now we're up to 0.58 by the end of 2022. And there's some numbers that's still gonna be coming in. So when it comes to projects, contracts with the city of Fort Worth, we wanna make sure that our black and brown communities contractors are getting some support and getting funds through the city. And so this is our contact. Your representatives, my email up there, Sally Massen is here. And then district eight goes to all of our staff. So if you have any questions or concerns, we ask you to email us and also call us. Our goal is to be vitally accessible to district eight. So you calling and you're not getting a return call, please email, please loop me up. If you send it to district eight, I get it and my entire staff gets it. And so that's the best place to send it to make sure everybody's getting the email. And some call, hit me up on messaging, all those kinds of things. This is the best way to contact us here. And so at this time, those are the things that we've been doing. And I wanted to let the city and let district eight know that we're working for you every single day. You might not see a post on Facebook, you might not see a news article, but these are the things that we're doing every year. This is our town hall that we're doing today. We do this every year around October. We're gonna do another one around the springtime because we wanna be focused. We wanna engage our community. And so we have a lot of representatives that are here today that can talk and answer your questions. So at this time, I think I'm gonna open it up to questions. Is that right? Yes, I'm getting the head shape. Okay, so whatever your burning questions is, we got a hallmark representative here. We're gonna actually, sure. Okay, so, and we also have the volunteer here. So I want her to answer that as well. Anything and all things can improve. One of the things we did know while I'm giving her time to come up is when we went and looked at all our policies, a lot, we have policies in place, sometimes they're not just follow. The other caveat to that is that these policies need to be updated. These policies been implemented years ago and for work it's not the same. And so I'm giving her an opportunity to answer your question and be more methodical. So good evening. Let's welcome her to forward, y'all. My immediate thoughts are our office is smaller and we need to grow and I need to make sure that I have that person in the office to do the work that we're required to do. But I think the last month, probably doing week and three. So anyone who's been involved in the race and culture task force, any community members I can get in contact with, I've been having lunches and coffee. And what I've learned is a lot of people didn't know the work we were actually doing. So a lot of people didn't know you can actually come to our office and file an internal complaint. And that would be investigated. A lot of people didn't know we monitor critical incidents and you so forth. So right now, the big thing that our office can do is educate the community of the resource you have been put on. So internally we're going to be reviewing policies, making recommendations, our audience with the chief, all those things of what I need is make sure that I have them formed and educated public. So when you see something, you know that you can come to our office and actually say something. Any other questions? Well, I'm standing here. All right. Well, I look forward to working with everyone. I can't help but give a call. Thank you. Any other questions? Let me get them. I got you next, Johnny. If you can't run this case by yourself. So in terms of boards and commissions, who have you appointed to what board and commissions and what board and commission appointments are coming up and we can think about it? Okay. And while I'm coming up with that setup, do you have any thoughts on that? Let me know. One of the things we did do, because I believe that it was important that we just then completely devolish what we had in place. And so my predecessor had elected and selected a lot of board members. Most of those board members we kept on to make sure it was a smooth transition. We have board members that are here tonight that represents on our parks. And we have an ex board member that works in on our residential boards and adjustments. And so I can get you the list of each names. I think we have a total of 10, 11 board. We recently have brought Tisa Leggan on to represent on our zoning commission. And I don't think we have any new ones within the last year, but I can actually provide that list of each name and representative for the boards. And we don't have any vacancies at the moment. I think that's the mayor's appointment, but I can always make a recommendation. If you're interested in serving, if you will send me an email, I will forward that over as a recommendation. And I think it's important that, I don't know if we can figure out where those lists are so they can go onto the website. I don't know if anybody here can help us with that. But there's an opportunity where you can go on and you can actually apply for each of these boards. And then it is sent out to all of the council for recommendations. John, you get a question. Yeah, my question deals with transportation. All the jobs that you mentioned, they usually come in with all the top paying jobs. When they come in there, they already got an aid. Okay, now and the other thing is transportation to these jobs sites. They're full of facts of, we're having the transportation system. How do you, is there someone working that looked at the transportation? There's no way somebody living in District 8 are difficult to get to those jobs sites, to apply for those jobs. And second thing, how are you dealing with a lot of people who are coming in, out of who are ex-offenders, who are also looking for jobs and trying to, is there anyone working on that far? So we actually work- Transportation and also, that was also talking about educate the poor guys deep and partnership with them. So when these kids get out of school, they already, they can move into it. Okay, so it's about five things that you just talked about. I'm sorry, I get up at three o'clock in the morning thinking about this stuff. I don't get up at three o'clock in the morning, but I, so we talk about transportation, to actually get people, so you talk like a bus system to get people to, that the thing about it is that we have a bus system, I sit on Trinity Metro Board now, and the stigma of riding the bus is so low. People think if they ride the bus, that they are in poverty or broke or whatever it is, and people just don't ride the bus. And so what Trinity Metro has done is they have given service to where the ridership is the greatest. And so if you're on Lancaster, you having buses come up and down Lancaster every 10 minutes on the stops, because that's where the most riders are. Now, there are more stops that we can create, but that's at the Trinity Metro Boards and Commissions. And so I'll be happy to introduce you to people who create those stops last stop now, and I'll sit with you and see how we can increase that for these jobs, because you are correct that if you're in East Fort Worth and Southside, it's gonna be hard for you to get to Everton Parkway and Oak Grove. It's several buses you have to catch to get there. So that's not necessarily a city of Fort Worth issue, but it is an issue for Fort Worth, because we gotta make sure we get people around. Thank you, Mitch. So we work with first, what is it called, Sally? First stop reentry, which offers out a circle drive. We actually did a job recruiting for ex-offenders. We did one with United Black Contractors just last month trying to get people lined up with jobs. They actually have another one that's coming up in November. I'll get that to you. That's coming up in November for ex-offenders. And so there is opportunities out there. We'll put that on our social media, our website. And while I'm talking about that, if you have not registered to receive email or emails from the city of Fort Worth, you need to do that immediately. What you can do when you go on there to register, you can register for city news and you can register for district eight news and each district. And so every time we are doing something as a community, it goes and it's automatic sent to you. So like today we sent out, I think 12,000 emails, 12,000 emails to people to tell them about tonight. So yesterday we sent it tonight. And so if you're on the email blast, if you need to update, you can get information like that. Evan's Avenue? What about it? Evan's and Rosedale? Okay. So Evan's and Rosedale is one of the projects that we have been excited about for a while to come online. And I would tell you, David would tell you that this is something that they've been working on way long before my tenure. One of the things that's taken place is with Hope Global, I don't think they're here tonight. They have requested an extension through January and February to finalize the deal of the purchase of the land to, and the mayor and I met with them along with staff and we agreed to give them that extension to finish the work that they're doing. So that's where we are. It's upon them to finalize work with DJ Harrell, which is in our development service to get permittings and plans finalized and done. Now, I know you had the question about changing plans. They're not changing. They can't change it. Then we already approve what we're gonna approve, but they have to actually submit those plans to the city of Fort Worth for a final approval for them to move forward.  They can't change. No, we want to approve it. We all haven't approved it yet. So what we have, so they get it this way. They have to actually submit for permitting. We have as a community, you guys have already said what you wanted and they have sent you, I think they have showed you the renderings. Those renderings are the same. They're not, if they change those renderings, they have to come back to the community. So it's not gonna go up six or down one. It's gonna stay the exact same as you were shown the last time in your meetings. But they have to submit to the city of Fort Worth to actually get a official permit in order to do the work. You got a question in the back? Sure. It's the average income. So if it's 100 jobs, average out of 100, they're gonna be making that amount. Code, we are aware of that part. And one of the things that we do have is the My Fort Worth app. And it allows you to actually take a picture and report an address right at that moment and it automatically sent to the appropriate departments to start getting that fixed. And so I encourage everyone to do that. Then you also can take the snap picture, email my office. It's something that's done automatically. Once we get that, and what we have done in the process just to kind of give you some context, when we, I see you that hand, David, when we have done that salad or anyone in my office, we will start working on getting a solution. And we will respond to you back once we have received a solution. So sometimes what we'll do is say, thank you for your email, we're working on it. We'll get back with you on a solution and we're working offhand in order to make that happen for you. Okay, David? Yeah, the homeless problem used to be singularly located on Lancaster. I will tell you there isn't a neighborhood in Fort Worth that isn't experiencing camps. That anywhere there's a nook granny, you know, anything, any type of growth, the trees and stuff, we got the homeless because they realized that they can hand handle in this neighborhood or that neighborhood, right? On different intersections and raise money. So we have it throughout the city. Use that app to be our idea. That will get you the quickest response on homeless camps. So what happens is when you put it in there, you get a work order through the school and it comes with buying it at the same time. So when we often come in in the morning or if they're on duty, when you send it, that's one of the things that they get a work order for right away. That is the fastest, cleanest way to do it. In your particular, in your regular work, I am familiar with your neighborhood, right? Yeah, I think your neighborhood meeting, I think it's right. Yeah, I will tell you, it's just a matter of, it's a sequence issue, right? Where they can only get to so many things in a day and sometimes it takes them an extra day or two to get to that, and that's where it helps. I will tell you, when you use that app, it prioritizes code compliance. We're gonna address those things that come into us from all of you before we address other things that the officer may come across the day. In your neighborhood, I've got a co-ranger. And would you have a co-ranger program? And I'll tell you, it's primarily made up of people that also do the code blue with the police department, so both police and code have citizen volunteers that can help keep the neighborhood safe from the police department. They do a crime prevention function where they report the eviction activity and look for hazards and things like that. At the same time, if there's a code violation, that they can help us. And this way they do it is, is a notice goes out to a violator from the code ranger, tell them the city that the code ranger initiates it. That frees up a code enforcement officer to work on higher priority calls, like the homeless camps and things like that. So at the end, we'll do the token blinds table so we can tell you how to get involved in that or how to utilize the app and things like that. Yeah, okay, go ahead, I can it. Wait, Dave. Yeah, yes, both, you reported. And so, and what, and I don't know if you have something you wanna add to. Okay. There are repeated drug offenses and there's reports that we need to make or the citizens need to make that needs to be on file before we can start the nuisance evasion process. So what I would encourage you is, if there is a problem property, just contact us through the MPO program if you don't get your MPO, let me know. But it takes the first step and just let identifying where the property is and then we can tell you what the needs are for us to get a formal defense. Violent crime is definitely one of them, drug usage. So part of it is that that property owner allows this activity to happen. So they don't have any preventative measures that prevent that stuff from happening. Like if, you know, he knows that they're selling drugs out of the parking lot or they're selling drugs from within the business itself and he does nothing to prevent it, well that would fall into a nuisance evasion category. So it is no different for things that are going out on outside in this parking lot. Karen, you had a question. It really took you back in the office, well, back in a little bit. So what we do, we work actually alongside a lot of the neighborhood associations in our work to make sure that we're bringing along that revitalization in the way that the community wants to see that happen. And in those neighborhood associations that I'm a part of, I listened to the co-team coming and talking about how they're addressing some of the pains in the community. And one of the things that I wanted to kind of ask is if it's possible to report back. So when the neighborhood associations and the residents, the neighbors are reporting cases, right? If it's caught hard or someone else, homelessness or whatever, is it possible to have a report so that the act that you're referring to, once that is entered, can your team bring back to the neighborhood associations, right? Here's a report of all of the cases or incidents that you reported, right? And here's how it's addressed, or is it still in progress if they're closed? So that way the community can see exactly how your team is executing or what the gaps still are and what they need to do as a community to be supportive and working in collaboration with the code. The answer is absolutely yes. So one of the cool things about Fort Worth is that the neighborhood police officers and the code enforcement officers work the same patrol means. And we do this because there's a correlation between crime and crime. So just like an MBO would bring to a neighborhood meeting, here's the crime statistics for the area. We can work on getting the code officers to bring you updates on the code cases. We just implemented a new software application, right? So that's been probably part of the reason why that the old system was not as robust as the new system. So that may have led to some of this. And then also, for those people, you don't necessarily have to wait for that meeting that the city has a tool for the main webpage and it's one address. And if you type in the address or the violation, it'll not only tell you what the code activity has been there in the past, what's current, it'll tell you past crimes that were in the area, it will tell you past building permits. I mean, there's all kinds of information on addresses there that you can use. But absolutely come see us afterwards. I'm all for that. The cool thing about the app is, when you use it, is you can still do it somewhat anonymously and then when you make the complaint on your phone, you can track it back easily. I'll tell you for code compliance, if you leave contact information, an email address, a name and a phone number, something like that, 99 times out of 100, my staff will call you back and give you updates at different milestones. If you happen to be unlucky and have that one time out of 100 where we don't, you can call me personally and I'll fix that because I think it's important to bring feedback to you. When you bring us something that's important to you, we should be reaching back to you and saying this is what we did with it. So I'm with you on that. I'm Jordan. Thank you. Just to bring a thank you to your team, a couple things that every industry seems to be a location of severe homelessness. So just want to put that, that's the former Brooks Farmerson, so want to put that on the radar continually. And unfortunately, 24-1 Scott Aberdeen, unfortunate death of a homeless person a couple weeks ago. And so the concern is making sure the brush to find a solution to help support the code enforcement team, know you understand, get that. However, where there's a lot of brush, that's where it cancels are. So Beach and I are 30. I think text out if somebody came and cleared the brush, so homeless was reduced. So where there's an opportunity to clear brush because that's where homeless encampments are. Secondly, how can let property owners post no trespassing since that becomes more of an urgency to come out versus not posting that if the property owner posts says no trespassing, can that help support your team random to make sure that that's if somebody reads it, if a homeless person, anybody that they know that there will be a fine. So just wanna ask how do we help you because the challenge of development that council was trying to do homelessness creates a barrier, an impediment to create good development because we're having challenges in places that have been there for a long time like 2200 every day. So how do we help you? So I wholeheartedly agree with what Andre said, that we know that having homeless camps, it impacts your safety, your quality of life development. There's no argument to that. So we do a number of things. One is that if it's city property or city right away or state, like what we did with the state and we have repetitive camps, we'll actually go in, we'll work with the parks department. If they're trees, we'll work with community service workers, if it's brush and we'll clean that out. We use crime prevention through environmental design. We borrow that from the police department because we know if we have natural surveillance or have good sight lines where they can't hide, then they're less likely to come back, right? If it's on private property, we can't just enter onto a property and trim it. But one of the cool things we do in Fort Worth is we can work with private property owners because it's expensive for them to clean up camps. If they'll bring the stuff to the curb, we'll haul it off for free. And then if they'll trim up their brush and put it at the curb, we'll haul that off for free. And it's not really free because really at the end of the day they're saving you the taxpayer money because if they clean up their property that way, we're not having to send police and fire and code back out over and over again on the camp. So it's a complicated process, but most certainly, you know, part of it is feedback to us to say, I reported this over and over and over again. I know that that seems redundant. Remember, there's lots of different code officers and police officers and sometimes it's different people that have responded to different complaints and it doesn't always add up right away. So your feedback is important. We got a couple of them. Hold on, yeah. You got a question? What Tarquin State just had is a general consent decree Congress, would you agree with the Justice Department that there is enough circumstantial and real evidence to warrant a justice investigation into the police department and possibly place them under the consent decree? Very close. What I'll say is that I was intended for the Consent Decree Conference and I'm coming to Fort Worth from the Oil and Police Department that is under a Consent Decree. What I'll say, this time for what I know and I'm only gonna speak on what I actually know at this point in time, I can't say that the Department of Justice would come in and impose a Consent Decree on Fort Worth Police Department. What I'll say is my goal is to do the work that I'm permitted to do and allow to do what this community wants to see me to do to hopefully prevent that from having to happen. Just to say that they all have been trying to come in to do a congressional investigation. Understood. So we got about a few more minutes for questions. So we have an opportunity to allow you to meet with the members again before we leave out. About calling the police and the police response time being very slow. I recently heard that the police station on Mold Street, which is South Division, was moving to Burleson. Is that true one and two? What is that going to do to the response time? Yeah, you do much good. Okay. The response times, let's talk about that first. Response times, every call that comes through the communication center, it's prioritized. So a life and death situation is priority one, and it kind of goes down from there. Somebody being assaulted can be a priority one depending on the circumstances and then you have lower level offenses. So depending on what was reported and I don't know the specifics, I would have to figure out why it took so long for them to respond. So some of the other issues were in our communication center because we were having problems with staffing, but because of the council member, our city leadership, we've increased the staffing in our communication center to be able to take those calls a little bit more efficiently and effectively. So to answer your, we're moving to Burleson. No, we're not moving to Burleson, but we are moving down south. So it is going to be on McPherson road and McCart McPherson because we had, it's South division was divided into two divisions. So one was on both streets. The other one was at 7451 McCart, which is literally a few blocks away from where the new subdivision is. So the whole hope was to get all the patrol officers in one division and in one building because it's easier whenever you have the collaboration between all the patrol officers instead of being split up. So to answer your question, is it going to impact the response times? No, because they're still going to be, they're still going to be out in the community. They're still assigned to patrol beats. And so all they're changing is the location of where they report. They're not changing, you know, how they deploy and how they actually answer calls for service. Okay, on response times, I think it's been like accidents when someone has an accident they call a police and it takes forever for them to show up. And a lot of that depends on the injuries, location, if it's blocking. I mean, there are a lot of factors that kind of go into that to how they prioritize those calls. But I mean, if there's one specific, I would love to research it for you and then get you the answer. Okay, thank you. Holy substation in our area, we're in Heiden Hills area. There's some vacant buildings on the end. It's a possible, how can we get a police substation? We see officers sitting in doing their paperwork, we haven't been doing their paperwork or something. So how can we get a substation in our neighborhood? So I think what you're referring to is a storefront. A substation for us is an actual police headquarters facility, like what you see over here at 1,100 Nashville. But storefronts, basically, those are buildings or locations that the property owner donates to us or we pay $1 a year. And so the cost is almost nothing to the city, but yet they allow us to occupy those locations because they like our police presence or there's other reasons why they would like us on those properties. So really, it's kind of connecting with those business owners to see if they would like that. And then that way we can determine if that's a good place for them to be. I believe Highland Hills is a good place to be. So, yeah. Thank you. Also, I would like to comment on the, my Fort Worth app is a superb app. It is one of the best in the code-compliant policies. But it's a great app, I've always, I always get the response quickly, so I appreciate that. All right. One or two more, anybody? Yes. LaShonda, I got you next. Is that the one here in the city of Fort Worth? No. So is it an APOP? Is the home zone as an A5 residential home, or is it zone? They not check the zoning of the home itself, but it's in our residential, on our street. Okay. In residential homes. Single family homes. So they can have apartment A, apartment B. It's gonna be determined on what is zone, is that correct? Yeah, so if you come see us after the meeting today, and I'll tell you, for all of you, sometimes people convert property, unlawfully, right? And you live in the neighborhood, you know what's going on. And so that's where we encourage you to call the Code enforcement officer for your area. We can't call him. Like tonight, talk to Tony Hiller, the one with the white hair. Yeah, we also need to call him. Right? And let's look and see what's going on with the property for everybody to understand that when we deal with these type of code violations, that they don't generally get fixed overnight, that it's generally the process of law. In Texas, we are a very strong property rights state, and we have to work through putting a case together, taking it to court, scheduling an appearance before court. There's all these things that we have to do. And so I would encourage you tonight to talk to Tony, and he can tell you where we are in that process. Okay. Absolutely, we don't want, we don't want houses turned into the quasi-invoting homes illegally. That's not what we want. We want you to help us be the eyes and ears of the state with code. Yes, sir. It's the crime of the bond, the bond that's in the street repair. We've been hoping, I can show you the streets that 50 years in Africa have been repaired. We've sent a list to you, we've sent it to the city attorney, and you want to know what do we need to find out? If any of these streets are off the street repair, the same streets, the same house, the same thing that needs to be repaired. And it's just, I mean, counting on it, it's just getting really frustrating, not just for me, but for other people. When you're talking about having a new home built, you've got all your houses being built, but on the northern end of our community, you know, you're gonna do that as well as they do. But I'm sure that you must be there well, and I've been there. And so, does that's one thing that you asked about? What do you feel about getting streets on the south side of Africa? We've sent a list of streets and we did work. So the city came to say, well, we didn't cover it. And the other thing is on the life. We've sent a list, we've done a work on the life, we even had to get it and get it to work on the life. About it, they can update those bugs, they know it. When is the last time you've done the life? Because we have started a new program. I can't hear you. When is the last time you've done the life? Okay, it's been about two or three months ago. We don't know if they had liked it. And also, the other issue we brought up was saying, as far as the need to go out and trim, trim the trim around those things, because the problem is gathering it, that needs also to go even go down certain streets. Because they said, no, I'm not there for a job and I'm not, because it's too long time. And how long do we want to do that, that's what I'm doing. Let's ask those two questions for you. I just wanted to say something real quick and through the list, we definitely did get the list of streets. It came a little bit after the 22 bond election, but I promise it was sent to TPW staff for evaluating it for the next bond election, I think it's 2026. Okay, did we send it real quick? My name is Julie Swight. I'm the senior capital projects officer of transportation management, and I manage the street lights and traffic signals and signs. I heard you mentioned that you guys have done something in the community with the lights. If you want to come talk to me afterwards when we finish up, I can try to work with you to see about what's the issue that's going on over there. Yeah, I don't want to throw you on the bus. The problem is, this is the same problem and we got it, Johnny, we got it. All right, if you do have a list of streets, and I don't know if y'all can talk real quick, because there's two different types of repairs that we do. Transportation, public work, capital delivery. So if you have about three, depends on the type of, like what type of repair, it is something we can do with maintenance, with every year maintenance budget, we can do it, but if it's beyond maintenance, the way you're describing it, seems like it's beyond maintenance, so it's new from D3 construction, that will need to be what ends along. So we are actually working, we just started working now to repair for the 2026. So it takes us a long time to get the list, so if you get us late 2021 or early 2022, it was too late for us to include it in the 2022 long. We're working now for 2026, so come talk to us and give me the list. We're actually working on that right now. Do we have a deadline for those streets to be? For 2026? We still have a year and a half to combine all the lists before it goes to like the Councilor Gruber, and then we'll go to the public meeting, and then like in 2026, May 2026, will be the vote. So we still have a year and a half working on this list. Okay, and as we talked about like potholes and stuff that, that goes on the pay go. Yeah, if there's something small we can't see, if it can be repaired or maybe filled up, go ahead and repair it. If you take a picture, it's a lot full, if you put a picture with the F, they will repair it in 24, 48 hours a night. Okay. Yeah, it's only about four. Okay, we have to stop so we can make sure we get out on time. But again, I want to thank everybody for coming out. Thank you for your question. Your questions don't stop today. Please continue. And again, there's people just like any other business. Employees come, employees leave, people have emails, people delete emails.  So keep us on our piece and accuse that, hey, I sent this on this day, I'm returning it, another email, make sure you get it, so that we all can be coherent together. So thank all of our city staff for coming out. Thank you. And so we at Southside Community Garden has made it, so please visit her. Well, tell them to come visit your table. Don't visit, treat y'all. All right, this ain't sure, so there's no benediction. You guys dismissed, thank y'all for coming out tonight. All right, thank you.


Hello, this is Laptop Media, and today, we will show you how to open the HP Z-Book Firefly 16 G9 and what's inside of it. To access this notebook's internals, you need to undo 5 captive Philips head screws. Then, pry the bottom panel, starting from the back. It will be best to use a plastic tool. Please remember, it would be of great help to us if you just hit the like button and subscribe to our channel. That would motivate us to make even more and better videos for you. Our configuration is equipped with a 51Wh battery pack. It got us through 10 hours of web browsing or 8 hours of video playback. To remove it, unplug the connector from the motherboard, and undo the 4 Philips head screws holding the battery in place. Here, the 2 Sodium slots are hidden beneath a metal bracket. The maximum supported capacity is 64GB of DDR5 RAM. As for storage, there is one M.2 PCIe X4 slot, which works with Gen4 SSDs. This notebook's cooling comprises 2 heat pipes, shared between the CPU and the GPU. In addition, there is one heat sink, one fan with a decent size, and a heat spreader over the graphics memory. If you'd like to see more disassembly videos of the latest notebooks we would highly appreciate if you hit the like button and subscribe to the channel.