Thanks for being here for another episode of the nonprofit show. Today is Monday, so you're starting your week in the right place. I'm a little biased, but I do think that you're in the right place to start a wonderful week. And of course, those of you that are watching live, welcome to the live show. Those of you that might be watching the recording, again, welcome. We're just glad to have you here. So today we have back with us, Jennifer Hudson. Think beyond public relations. Jennifer's going to share with us about strategic communication. So stay with us. Just a couple of onboarding moments to share with you. Julia Patrick, I hope you're feeling well. She's the CEO of the American Nonprofit Academy, getting some much deserved rest. I'm Jarrett Ransom, Julia's personal nonprofit nerd, but all of yours as well. I like to say there's plenty of nerdiness to go around. But CEO also of my own consulting firm, The Raven Group. We are always honored to continue to have the support of our presenting sponsors. Jennifer, if you remember, you've joined us for multiple episodes as a guest. And I shared with you just earlier that we're coming up on 600 episodes. And that's true. That's crazy. Congratulations. Yes. It's amazing. To our sponsors, those of you watching, you can see their logo, those of you listening.  These are the companies that keep our show going and growing with amazing listeners, all of you, as well as our guests. So again, all of these episodes, you can find them on Roku, YouTube, Fire TV, as well as Vimeo. And for those of you that are podcasters, you can queue us up in your podcast stream. So Jennifer, this episode will be bifurcated into the channels, of course, of the podcast. So back again. I feel like that list has expanded since I was first here. Yeah. It's amazing. It has expanded. Thank you for noticing. Absolutely. And I feel like our conversations with you keep expanding, Jennifer. You know, I mentioned you've been on several times since the very beginning, which was March of 2020. And so we're just, Julie and I, both love, I call it, of course, nerding out with you. But as president of Think Beyond Public Relations, I personally want to welcome you back. And again, tell us a little bit about yourself for those of you that are watching and listening and not quite sure if you've tuned into Jennifer's episode. So Jennifer, tell us a little bit about yourself and Think Beyond. Yeah, thank you so much for having me again. I love, I call it geeking out on communications. I love geeking out on communications. I'm a strategic communications consultant. I work with nonprofits and small to mid-sized businesses as well to help them match their communications activities to their business goals. And I love, love, love the strategic communications planning process because it is adaptable and workable for any size organization, particularly for nonprofits. I also teach communications planning to nonprofit leaders through workshops that I lead. And I created Corporate Messaging for Communicators, which is a five-month program designed to help communications leaders learn how to facilitate and lead and get buy-in from their executives for cross-departmental corporate messaging sessions where you got everybody in a room together to get everybody singing out of the same hymnal to talk about how we should describe the brand, how we should talk about the brand, how we should tell our best stories. So that's me. I also mentor startup founders through a few organizations here in South Florida, the Venture Mentoring Team. We work with startup founders all over the country, Radical Partners, which is a nonprofit capacity-building organization here in South Florida, and then the 1909 Accelerator. I just started working with a mentor who is working on growing hydroponic food in communities, in neighborhoods. There are people doing amazing things in this community, and I love that. So that's about me, Julia. Sorry, Julia. It's calling you Julia. How many hours existed in my life? No. How many hours? My friend. I know, but you know I'm so passionate about all of it. And I know it's important to say no, and I know people's always important to say no, but these are truly things that I love doing and that I'm very, very passionate about, especially the mentoring. I learned so much from mentoring nonprofit leaders and startup founders, because there are young people who just want to change the world, and they're fascinating. They're fascinating, Jared, and I love helping them. I love talking to them early on in the earlier parts of their business, earlier stages of their businesses, about communications planning, about core values, getting that stuff right now, because it helps you make smarter business decisions later on about partnerships and everything. Oh, gosh. I could go on about that all day. Clearly, you're the geek in this, and so I love that. So you can maintain the geekiness. I'll maintain the nerdiness. Those of you that want to geek out with Jennifer, please do check her out. Wethinkbeyond.com is her website, of course, and you can find all of that good stuff that she just shared with us. So thank you, Jennifer, for being here, for all that you do. Thanks for having me. For having well more than 24 hours in your day, because it's really amazing to hear what you do. So today's conversation, we're going to talk about strategic communications, and let's start off with focusing on two specific aspects. And what would these two specific aspects be when it relates to that strategic communications? So let me take a step back first and just say that the strategic communications planning process includes four phases. Research, planning, implementation, and evaluation. And I may have talked about this before, but in that research phase, I like to say this is the time when you're ensuring that you really know what you think you know. This is the time to do communication SWOT analysis. This is the time to talk to your key stakeholders. This is the time to look at the data that you have about the work that you're doing. That's the, and the planning phase is where you're identifying goals, objectives, strategies, tactics, thinking through target audiences, thinking through messaging. So what we were going to talk about today is within that second phase. And the implementation phase is, how are we gonna get all this work done? Who's gonna do what? What's our calendar? How, when are we gonna do it? And what kind of budget do we have to get it done? And then the evaluation phase of planning, you're thinking about success. What does success look like? How are we gonna know we've been successful? Those measurable objectives. So I wanted to just lay that out first because that's really important. And so target audiences and messaging fall within that second phase in the planning phase. And I always say that they are the two most critical pieces of the pie because think about it. Like if you have the most creative ideas for communicating something, but you're communicating that thing to the wrong people and you're not messaging it in a way that will resonate with them and have value to them, you've really shot yourself in the foot, right? Like you have to understand who the people are who are most important to your success. And there's a process to do that. And then you have to understand what messages are gonna resonate with them. And so I always tell people for target audiences to understand, and I see this so often when I do corporate messaging sessions with nonprofits, Jared, they're different and even with corporations too, like their people have different ideas about who we should be reaching with our sometimes very limited communications resources and budget. So some folks will say it's the funders because they pay our bills. It's the news media because they don't know who we are. It's our employees because they don't really get, they don't understand the mission and how their work fits into it. No, it's our partners because they're the ones who help us serve more. No, it's our clients because those are the people we're working with every single day, right? So it's really important to get the key internal stakeholders. And when I say internal, I mean board members as well, into the room together to think about a few things. Who are those key stakeholders? And I like to ask them very specific questions. Why should we be targeting them? What can they, how can they contribute to our success? What is it that we need to know from them? How can they help us? What is it that we, and what is, if you had one specific message that you wanted to deliver to that audience, what would it be? And just going through that simple exercise often yields, always yields so much benefit because many times people have different ideas about who we should be targeting. And it could be that it's news media, but if your staff are not in tune with the organization's mission and vision, and if they don't understand how their work supports that, it's, you run the risk of, first of all, communicating inauthentically, externally. You run the risk of creating a staff of employees who are unengaged and disenfranchised and unconnected to your mission, which you never want. And I always say this, honestly, like nine times out of 10, this has been my experience. There are exceptions, but if there is a communications challenge in an organization, it's internal. And so those organizations that attend to their staff and listen to their great ideas that create intentional spaces for them to share their thoughts and ideas about the brand tend to be more successful in communicating. And we know that when there's a disconnect, it seeps out into the world. And the people who want to have their voices heard inside the organization and don't often get the chance to, that discontent or disconnect or whatever is happening often seeps its way out into the world in the way that they're communicating with partners in the way that they are communicating internally with one another, those become the folks who can sometimes poison the atmosphere. So we wanna make sure we allow them to be a part of the process. And we wanna get everyone aligned around who we should be talking to. So one of the things I think of as you share this insight and it's very timely as you talk about the messaging internal, external, all of the target audience that we just talked about here. What is the target audience? Who are they? And it's plural, right? It's not just one singular audience, it's plural and the messaging. And I'm curious, Jennifer, cause I feel like, you know, think beyond in the PR public relations is really looking at that, you know, the media. But are we also talking about social media messaging? Oh yeah, oh yeah. I mean, when we talk about target audiences we're talking about the stakeholder groups to whom we need to deliver our messages. And so we've gotta get clear about who those people are. The channel through which we communicate to those people could be different ways. And I always say we've gotta figure when we get the target audiences down then we've gotta understand where they live, work and play. So if they are engaging most on social media then that's where we go. And within social media also, you know, we've gotta decide which of those channels is most important to us. Everybody doesn't need to be on Facebook. Everybody doesn't need to be on Instagram. We don't all need to take talk, right? So we've gotta go, right? We've gotta go where those target audiences live, work and play. So yeah, the channels is a piece of it. But if you don't get those target audiences right you're never gonna know where they, cause you've gotta dig deeper and find out where they are, where they're communicating. It could be that, you know, one-on-one meetings with some of your sort of low-hanging fruit donors and funders is what you need to do. And that they may not be on social media, you know? So those channels are really important, but understanding the target audiences is what's gonna get you there. That's what's good. And I was gonna say also, yes, it is audiences. However, if you've got limited resources, what the communications planning, this is what's so beautiful about this process is that when you get everyone in agreement about, okay, for the year one, we're gonna focus the majority of our efforts on engaging our staff. It doesn't mean that you're not communicating with your donors and funders. It doesn't mean, is that your resources, the bulk of your resources are going to, and I'm making all of this up, right? It depends on what you reveal in your sessions where you're communicating with staff. But if that's the case, then your resources need to go toward engaging your staff. You wanna retain those good people. How are we gonna engage them in real ways? How are we going to operationalize our core value so that when we say courage is a core value, how are we being courageous in our organization? How are we ensuring that we're inculcating that value in our staff? What does it look like to show up courageously in my department? What does it look like for me as an employee to show up courageously in my work when I'm engaging with clients, when I'm engaging with the public? So I'm sorry, I didn't go on and on.  No, I feel like I'm having a conversation with Renee Brown, which is fantastic as we talk about courage, yeah, courage. And one of the things that I'm curious about with the messaging specifically with the audiences and that messaging, do we take the message and then figure out how we change and adapt the message for the audience or do you start with the audience first and then create the message? Cause what I've done before and please tell me if I'm wrong is like, okay, what is our message? That's what we wanna know. What is happening? What do we wanna convey? And then let's figure out how we share it with people where they work, live and play as you so beautifully said. And if it's on social media, perhaps, if it's on TikTok, we say it in one way. If it's on LinkedIn, it's another way. If it's in our electronic newsletter or an actual letterhead, USPS mail, like, do we take that message, if you will and then adapt it for the audience? You do adapt your messages for your audience but you first gotta know what will resonate with those audiences. So there is a process for creating corporate messaging and I always tell people in the corporate messaging sessions that I teach folks to facilitate, you're essentially answering five things and target audiences are part of that. Who are we? What do we do? Who do we serve? Who are we communicating to? Who are we communicating? Why are we unique and why should anyone care? And when you go through that process, it is a rich process that allows you to dig deeply into your organization to pull out the best and the brightest about who you are so that, yes, you will adapt. Obviously, you have to adapt. We know that LinkedIn is a different, I communicate on LinkedIn, I communicate on Instagram. I can be a little more fun. I don't know. I have some different characters. I'm in the same need, but the way that I might communicate much more on Facebook than I do on LinkedIn, like, yes, you have to adapt to the channel but you could be communicating about, let's just take a program that's meaningful, right? And I shouldn't even say that because I like nonprofits communicate their why and why they're doing the work that they're doing and yes, how it's impacting your organization. But for the sake of this, I will say if you're communicating and I'll use the same courage example, if we wanna demonstrate to people how we're being courageous and what that looks like in our organization and we know that we wanna do that on Instagram, we wanna do that on LinkedIn, we wanna do that on Facebook, we wanna show tangible examples of us being courageous. Maybe that's through our advocacy work and so we wanna talk about our advocacy work. Maybe it's through the way that we show up for if we're serving families, for a family and supporting a family through the judicial system or whatever that looks like, the way that you communicate that and the channels on which you communicate that could be maybe on Instagram, it's a photo with a caption. Maybe on Facebook, it's a longer story but you see you're still communicating that core value of courage and how it shows up and you're doing that in a way that will resonate with your audiences. And so I'm gonna go back and say that the research piece is also really important because you've gotta look at your past success in communicating or not communicating that at all to see what's resonated most with folks. So we know that when we talk about a particular program or a particular core value and how it's impacting the people we're serving or how it's impacting the community, we really get folks engaged. How do we replicate that? So that makes me think that getting it right is critical which is for those of you watching, that's what the slide says on the screen. So getting it right is critical, the messaging, the channels, the who, what, when, where, why. What we haven't talked about is timing and I'm curious Jennifer, if you can talk to us about getting it right in all of these ways in which you've already shared but let's add that layer of timing. How critical is timing to this component? When you say timing, are you referring to the frequency with which you deliver the messages? Are you referring to the rollout of a communications plan? Tell me what you mean by timing. More of the rollouts. I'm thinking if there's something that we need to share with either internal stakeholders, external stakeholders, maybe there's a big change in the organization. Maybe there's a wonderful announcement we wanna share and it can be interesting, right? So how do we create the timeline, if you will, of that rollout? Because I'm thinking that's a critical component. Yeah, it is. The timing depends on you. You would also do that during the planning process in that implementation phase that I talked about. That's where you're looking at the long term. So in Q1, what's happening in our organization and what do we need to communicate and why and who are we targeting? Q2 and then within Q1, month one, month two, month three, within month one, week one, week two, week three, week four, what needs to happen so that we are building toward the goal that we set for ourselves with our communications. And so yeah, and the planning is so important because it keeps you from having to put out fires all the time. If there will always be something that comes up for which you have not adequately prepared and you make space for that too in your planning. We know that the inevitable fires will come up. So what are we agreeing early on that's okay to put aside so that we can manage the fires that come up. But your timing, when I do plans, I like thinking about things in terms of quarters depends on what the organization's calendar is on. But I like doing things in quarters, months, weeks with social media even down to days based on what's happening. Building in, like this is Pride Month, right? Last month was Mental Health Awareness Month. It's June, there's Juneteenth coming up. And even thinking about those holidays, I think gives you the opportunity as an organization to say, do we wanna just report about this? Do we wanna just throw up a little slide or how are we embedding our belief in equity and social justice into our work throughout the entire year? So we're not just throwing up a slide, throwing up a post on to celebrate a day. Yeah, throwing up that black square on Instagram that we've talked about before. You've talked about that before. You have to go beyond that. And I love that you just mentioned, yes, June is Pride Month. Last month was Mental Health Awareness. This month we have Juneteenth. Next month, I mean, every month has actually several things. In fact, it's a really looking at how do you bake that into your internal extrovert community? In a meaningful way. In a meaningful way. And not just in your communications. How do we embed this work into our core values so that we're not just communicating, we're not just thinking about what's gonna look nice when we communicate, but how are we reimagining a hiring? How are we recruiting a diverse group of board members? How are we ensuring that every employee feels like they belong? All of it's connected because when you're doing the work inside, it reflects externally. Internal equals external, right? So if we're just doing the pretty stuff for show and we're not doing the hard work inside organizations, people see it. So I have a question and this might be a curve ball. I apologize in advance, but you are definitely I'm gonna throw me a curve ball. I know, you're the geek on this, not me, but I'm curious as many people finish June as their fiscal year and start July one as a new fiscal year. If they are thinking and listening, hopefully to this conversation, I want to be more intentional with our strategic communications. What percentage of our budget should we allocate towards communications? A ballpark would be great. Again, I know this is a curve ball and I'm sure every organization is different. But I like to talk about the brass tacks, the money, especially now as we move into that new calendar or fiscal year, rather, for many organizations that are reallocating so that they can do more than just a post. That's such a great question. And I always lean into what I know from the corporate world and I'm not even sure it's updated, but I would say 15 to 20% of your operational budget should go toward capacity building and this to toward communications. Someone can tell us in comments or what their thoughts are, but that's what I'm going with. Whether or not, you know, so I will be honest and say I'd be curious what other nonprofit communications leaders would say and how much they believe is allocated to them. I will also say what you raise brings up a really important issue that I think I talked to you about this. We talked about this through messaging and LinkedIn and I told you that I was hosting this session in South Florida with a group of funders and nonprofits and capacity building folks to write. We were talking about Collaboratory and we invited them over to share this new vision and a new way of approaching funding that they have. And I would encourage anyone to look up Collaboratory in Fort Myers, Florida. But during that conversation, you know, I shared with them how when I first started working with the nonprofit community, well, 15 years ago, I had this expectation that when you go through the hard work of developing a plan, you naturally implement the plan. And I found that a couple of things happened. Either they didn't have the expertise that it seemed they had inside the organization to effectively implement or they didn't have the budget in the end to implement. And it was because they were restricted by restricted funding to how much they could devote to communications or to administrative costs in their organization. And I truly believe that branding communications as a capacity building function that if you are not able to fully tell your story, you will never be able to do more, serve more, be more, ever. And so my dream, sorry, what are you saying?  We're both really passionate right now and we have a lot to say, but I'm gonna take the backseat, you take it. No, just that my dream is, I mean, I have a few dreams around this issue, but my dream is for the world to recognize that when you can better communicate about yourself and when you're doing it strategically, it's gonna help communities. It's gonna help you serve people better. It's gonna help you be a more sustainable organization. So anyway, back to your original question. I would say 20%, but I could be totally wrong, honestly. Like you, I would love for folks to tell us what they think. I would love to know too, because getting it right is absolutely critical. And what I was chomping at the bits to say too is I have never thought of communications as capacity building. So that's my big a-ha from today's conversation, knowing that we've talked previously. That to me is my biggest takeaway because I could not agree more and I'm a little embarrassed that I've never put that together because you're right, without messaging, without communication, we cannot share with the world and our community who we are, what we do, what we offer to are who, what, when, where, why's, right? And so thank you for that gift. And I am definitely taking that as my biggest takeaway. Many great takeaways from you, Jennifer Hudson, and really just looking at that now as part of the capacity building infrastructure. I love that. If that's the biggest takeaway for anyone from today, I would say that's a communications capacity building. Yes, yes. Jennifer, you are amazing. I always adore our conversations. Julia adores our conversations. We are so grateful to know you, your work, and all that you do. Again, for those of you that joined us early and you heard all of the good things that Jennifer does in and around our community, we are so lucky to have her in our corner. So president, thank you on public relations. We think beyond.com. Please check out Jennifer Hudson, all of her great work. She loves to mentor. That was another takeaway that I heard very loud and clear. And I just love that because we need, I believe the same, Jennifer, like we need so many people to enjoy this space and the sector so that they can find this as potentially a career opportunity. So thank you for being here today and joining us for the conversation. We are so lucky, lucky to have you as well as we're lucky to have our presenting sponsors. So again, thank you to Bloomerang, American Nonprofit Academy, Fundraising Academy, Nonprofit Nerd, your part-time controller, staffing fatigue, and non-profit thought leaders. So those of you again that joined us live, thank you if there's something from this conversation you wanna share with your colleagues, your board, your friends, your peers, you can find us on so many platforms, thenonprofitshow.com. Jennifer, thank you again, my friend. Thank you, thank you. This was great. Thanks for letting me geek out on communications. Yeah, I always enjoy talking to you. You too, and I'm gonna be tooting that horn that communications is indeed capacity building. So thank you. Any non-profit communicators out there, reach out to me, we'll talk about that. I love it, I love it. Well, thanks again. Thanks for all of you that joined us. We always end each and every show by saying, please stay well so you can continue to do well. Thanks again, and we will see you here.


Johnson, get that rope on top of your food and then stuff. So wrap your foot around that side. There you go. 60 seconds. Just have a whole minute. Come on. Don't give up. Keep breathing. Keep breathing. 10 seconds. Let's go, Reverend.


Referrals are important. There was a time in my career where I didn't think they were important, or I didn't put my best foot forward when it came to referrals. Do you think referrals are important? Put it in the comments below. I don't know. I want to know your opinion on if you think referrals are important. If you do, and you should, when's the best time to ask? When's the best time to ask for a referral? There's a lot of, there's some confusion on this. Some agents think, hey, it's in the beginning. You got to set the tone. You got to, that's fine. But I think the personal best time to ask is when they've understood why you're there, when they see value in what you're doing, and when they've actually bought what you're selling. And so I always feel like towards the end, when I'm winding down in step four, my four step up on my process, when I'm cooling down, wrapping down, I think that's the best time to ask, because it's easy to ask when they see value. Not only do I believe in asking, but how do I believe in asking? How should you ask? What should you say? You could ask, hey, who do you know that could also do business with me? They say, well, I don't know. Well, if you had to think about it, who would you say? You know, always a repeat question. They're always gonna say, I don't know. Like, who do you see that you ask for referrals and they don't say I don't know the answer to your question? Every person you ever ask, you could ask that way. Or a good way that I like to ask something that you guys can learn a lot from is I'll let them know. Hey, Mr. Jones, I'm about to ask you a question and I know as soon as I do, someone's gonna pop in your head. You saw value for what we've done here today, clearly. Who else do you know? Who's that one person that you know that can also use help with this? The same things we just talked about. Who's that one person, Mr. Jones, who just popped in your head? Put somebody in their head. Every time I ask that question, someone popped in their head. They said, well, ooh, I don't know. I'll say, well, you know what, maybe a few people popped in your head. Who popped in first? Who was it? It's a repeat question. They may always say, I don't know. But if you don't ask, same with the cell, same with referrals, same with everything. If you don't ask, you may not receive, they may not tell you, they may not care. Also, when you're working with the furls, how should you incentivize them? I've had times where I've given dinner cards, 25 bucks, 100 bucks, 50 bucks, you know, I don't know.  And you know what, maybe you're right. But I'm someone that likes to incentivize and reward people for helping me out and for helping others out. And so there's sites, you know, I think I used to use Olive Garden back in the day where I would just go on there and fill it out and they would literally just melt it to them for me. At the end of the day, there's a good time to ask. There's a type of a way to ask with a follow-up question after this ad. I don't know, you know what I'm going to say. And there's always a way to incentivize them or reward them or to encourage future referrals. You need to ask and you need to let me know in comments below. Maybe you disagree. Maybe you ask differently. Dude, let me know. Or do that. Let me know. Thanks for watching. Hit the subscribe button. Hit the little bell so you get notified immediately. Thanks for watching.  I'll see you next time.


Welcome to the NTN Nightly, I'm Nisha Traus. This edition stops stories. The Government of St. Lucia is one step closer to delivering a refurbished Hironara International Airport. A port community single window has been opened to improve the ease of doing business in St. Lucia. A nationwide sensitization is on against measles. All that plus the latest in youth development sports and the NTN Wapo Acreol. The Government of St. Lucia is one step closer to delivering a refurbished Hironara International Airport, HIA. Thursday, the St. Lucia Air and Seaports Authority, Slasper, announced Siebre-Hierry Inc. as the architect for the HIA redevelopment project, Genelle Norville reports. Siebre-Hierry is a leading full-service architecture, interior design, engineering program and construction management firm. This Miami office is leading the efforts as it relates the Hironara International Airport redevelopment project. The company's relationship with Slasper spans over a decade, having been selected as the architectural firm for both of the previous planning and design stages of the project. Slasper indicated its understanding of the industry, the demands of the aviation sector and the criteria that St. Lucia aspires to meet enabled a relatively smooth selection process for the authority in recommitting to the company. Minister for Infrastructure, Ports Energy and Labor, Hon. Stevenson King, provided a breakdown of the project. The first design entailed the construction of a new terminal north of the existing terminal, which means to the back of the existing terminal where the car park is, following which the intention was to demolish the existing terminal and to provide sufficient room that would then allow us to qualify for what we call the recess away from the midline of the airport runway. However, after reconsidering what we're talking about, we felt and we proposed to the designers the need to look at the possibility of building a new terminal obliquely to the back of the existing terminal, which is probably in a north-west angle, north-north-west angle, that would allow us to keep the existing terminal, the old terminal, that can be used for an F.O.B. Along with the authority, Siebre-Herry has ensured through the revised and modified plans for the new airport that the finished product will meet the demands of the aviation industry and rival neighboring Caribbean islands as one of the best airports in the region. As a leader with extensive experience in providing architectural designs and program management for similar aviation projects, their work includes the Hartfield-Jackson International Airport and Miami International Airport North Terminal Development, to name a few. Acting general manager of Slansper Darren Snack expressed his delight in the project progressing into its final design and approval stages and anticipation for its commencement. Minister King also explained that the new design is set to save Slansper and by extension the government of St. Lucia, a great deal on maintenance costs. The runway, Mr. Speaker, which is 9,000 feet, the intention is to resurface the runway, and that will come in the second phase, where the runway will be resurfaced, the turning bay will be reconstructed and to be realigned in a proper way, but to ease some of the pressure which over the years we have had at the turning bay because of the maneuvering of the aircraft at that point, a taxiway will be established so as not to add that pressure on the turning bay. Because what is happening is because of the constraints of the turning bay, as that aircraft gets to the point of turning at the end of the runway to take off, just that turn around and the wheels, the pressure on the pavement often deteriorates the pavement and often costs the government or Slansper quite a bit of money. The airport project, according to the minister, will also comprise of all the required services a new control tower and an active plan to address the nearby river that as a result of adverse weather causes runoff onto the airport in ensuring that the blueprint for the project was in accordance with international standards, Slansper engaged the local, regional and international civil aviation stakeholders. Slansper's consultation process also involved the Development Control Authority, DCA, and Ministry of Planning. The anticipated unveiling of plans to St Lucia is scheduled for the coming weeks. From the Government Information Service, I am General Norville. Government is seeking to simplify the administrative processes and procedures in reference to goods entering and leaving the country. In 2009, Cabinet gave permission for the establishment of a port community single window to increase St Lucia's competitiveness in regards to the trading of goods. Glenn Simon has the latest. In a thrust to improve St Lucia's ease of doing business ranking, the Government of St Lucia has focused on trade facilitation of domestic and commercial goods in and out of the island's ports. Government is seeking to implement what is termed a port community single window to electronically harmonize and standardize information related to the clearing of goods. Trade Facilitation Officer Suzette-Louise Jean explained how this system will significantly improve the ease of doing business in St Lucia. What it's going to do, it's going to make trading easier and if we would like to be competitive on the global market, we really have to make trading within our borders a lot easier for investors. So for example, we have customs with the Assecuta system, Slasper has its own, and there are a lot of others. You have the truckers, the shippers. So what we're hoping to do is to get all these agencies together under a single umbrella, all single window as we will call it. So when a trader uploads his manifest, he does it once, so there will be no reason to go to customs, go back to Slasper, then go to agriculture, all these different agencies. You only upload this thing once and it goes through the system until a decision has been made on your input. She stated that the World Trade Organization, WTO, Trade Facilitation Agreement makes it mandatory for all its members to establish a single window. Developing countries like St Lucia stand to benefit from this trade facilitation agreement, of which the single window is a major component. So we must do it so that we become attractive to investors and make it easier for all of us, in fact, who are doing, who are trading within our borders. Sabine Bajaze is the communications and external affairs manager for Sabar in Guadeloupe. Sabar is a private company charged with managing the Port Community Single Window in Guadeloupe for the past 15 years. She said the Port Single Window facilitates all the logistics and trade facilitation processes in a complete paperless system. First of all, it's not an IT program, it's not an IT project, IT is part of it, it's really how we're doing business, how we are declaring our goods, how we're doing importation, exportation, shipment. So the way of doing the process will actually be optimized through the system. She noted that the value added St Lucia will receive from implementing such a system far outweighs the initial setup cost. However, the modality for operationalizing and running the Port Community Single Window is yet to be decided upon by government. We have to put together a steering committee and then we're going to do an analysis and gather all the information that we need and then a determination will be made as to whether it's housed in government, whether a separate company is open to run it or whether we allow the private sector to run with it. So it's a decision that will be made once we have all the information that is necessary. Jamaica and Guadeloupe have already established the Port Single Window within their territories. The implementation of the Port Community Single Window is considered a priority on the ease of doing business agenda for St Lucia. For the National Competitiveness and Productivity Unit, Glenn Simon reporting. The Department of Health and Wellness is taking a proactive approach to control the spread of the measles virus by sensitizing healthcare professionals around the island. More in this report from FNEL Neptune. Healthcare professionals will grant the opportunity to acquire information about the guidelines for the prevention and control of the measles virus for a sensitization workshop held recently. Medical Officer of Health, Dr. Sharon Belma George says, although St Lucia has been free of measles since 1990, it is necessary that healthcare workers are sensitized about surveillance measures as to allow for prompt interventions if cases are identified. The immunization for measles started in 1982 and our last documented case of measles in St Lucia was in the year 1990. So as you could imagine, most of our healthcare workers would not have seen or managed a case of measles. With what is happening in the region and in the wider world, we note that the threat of measles outbreak is coming quite closer. So we are taking a very proactive step in ensuring that all of our healthcare workers are updated and sensitized so that we can have early detection if we were to get an imported case of measles coming into the island. Dr. Belma George says it is important that children are protected against measles by getting vaccinated. We have noted that in the last 5 to 10 years, some parents have chosen not to immunize their children. So those children who are not immunized are at risk. The measles is a viral illness, it's an acute illness and it is one of the most infectious agents that you could get. So all we need is for one person with the measles virus to travel, I'm into St Lucia or for somebody from St Lucia who's not been fully immunized to travel into an area with an outbreak and it would now put persons who have not received their full scheduler vaccines or not immunized would be at risk for such a disease. The Medical Office of Health is appealing to parents to review their child's health card and ensure it is updated. Through the Immunization Program, the Department of Health and Wellness will be administering the vaccine for measles free of charge. Reporting from the Communications Unit of the Ministry of Health and Wellness, I am Fennel Neptune. And this is the NTN Nightly, coming up the latest happenings in youth and sports with Ryan O'Brien. I have my mobile, landline, cable TV and internet service. If I have a problem with any of the services, what should I do? Here's what you should do to resolve the problem. First, get in philota complaint forms and lodge your complaint with the service provider. If after 30 days there is still no solution, you may contact your National Telecommunications Regulatory Commission, NTRC. This message is brought to you as a public service announcement by ECTEL, the NTRC and this station. Welcome back. The Government Information Service is currently positioning itself to better serve the information needs of youth, the public. Among those efforts is programming in Creole. We will have the details in a moment, but first we join Ryan O'Brien for the latest happenings in youth development and sports. Hi, I'm Ryan O'Brien once again with news from the Ministry of Youth Development and Sports. It's just over one week before the National Sports Awards comes off at the Royalton Beach Resort and Spa. A final press briefing is scheduled for Wednesday, February 13th at a conference room of the Ministry of Youth Development and Sports. It's also a week when judges come together to deliberate. Officials from the Ministry tie up loose ends. Nominees are brought in for briefings, while orators and emcees rehearse for the big night. The National Television Network, as they have done in the past, will be broadcasting the ceremony live and are also making sure the best possible pictures and audio are brought to you. Join us live from the Royalton from 7pm. Early preparations are underway to get our schools volleyball team in fine form for competition in this year's Winner Island School Games. A volleyball festival held at the VG Multipurpose Sports Complex Thursday signaled the start of identification of new talent coming out of primary and secondary schools. The vote Dennis Sinclair has observed that with so much interest being shown in the festival, it also augurs well for the competition for places on the national team. Seeing what I see there, I can see how we could put easily as long as they're willing to put two teams together for the Winner Island School Games. I mean, there are people there who play for clubs already and they're all coming from the secondary school. There are people in Form 3, Form 4, which is very good because it means that they have another two years at the secondary school plus two years at the end of the month. So that gives them four years to learn and so and the whole objective of this is to be able to start sending a call of volleyballers to the national pool so it makes it more difficult to make the senior national team. Today it seems like nothing, anybody goes and they're on the team but the time will come when you have to come with something to make the senior national team. The ministry is continuing with arrangements for the start of the secondary school's volleyball tournament. By month end. And as we end a quick preview of some engagements for our senior officers this weekend. First is the National Football Association Awards Saturday evening at the Marina Haven Hotel and on Sunday the swimming association will be holding their ceremony at Harbor Club. Officials of the ministry are expected to be present there as well. Next week the Mass United Secondary Schools cricket tournament rolls off. You can follow the action at a venue near you. The island's top young cricket and talent will be on display. That's all from us at the youth development and sports this week. Thanks for being with us. I'm Ryan O'Brien. Thanks Ryan. Stay with NTN Nightly. Up next Primers Hutchinson is here with the NTN Waipo after y'all. Small household electrical appliances when faulty can give rise to big problems. If you have just purchased a small appliance from a store and you are concerned about the safety of the item, an appliance has been at home for sometimes subjected to wear and tear from regular usage. Have it tested by the St. Lucia Bureau of Standards. It is better to be safe than sorry. For more information contact the St. Lucia Bureau of Standards at 456-0546 or email SLBS at candw.lc or visit the website at www.slbs.org.lc. Welcome back. Today we are proud to begin expanding NTN's programming to include Crayol with the NTN Waipo Aquaiol with Primers Hutchinson. This is the first time we have had the opportunity to meet with the NTN Waipo Department of the University of St. Lucia Bureau of Standards for information on government services such as GIS, as well as the National Television of the NTN, as well as the new Crayol, as well as the Primers Hutchinson. Celebration of the first anniversary of the university of St. Lucia, which is the first time we have had the opportunity to meet with the NTN Waipo Department of the University of St. Lucia Bureau of Standards. This year we are also a pleasant ceremony. We have made the variousiggly linie as the president. So we have himself a Rallyongas hobby in many ways. So it is common that we have a differentatrope for the differentware, we also apply the different service commentaries, All in, we are all here to participate in all these activities in the Salah. A new celebration is still going on. Apart from other shows for the celebration, if we go to a concert in the 20th February, apart from other cultural activities and performances for the Salah, the Chote Calypso has allowed a lot of artists to participate. The Chote Calypso has a large market, apart from the participants, a small market has also started to open a castle. This has also allowed the 20th February to start in the middle of the year. A large competition has allowed the Genese to participate, as well as a lot of shows to celebrate the 15th February of 2019. To participate in all these activities, the Chote Calypso has allowed the Chote Calypso to participate, as well as a lot of shows to celebrate the 20th February of 2019. The theme for the Salah is, we are all here to participate in all these activities. Committee are teaching in Co-France for the non-media payers who have passed in the GIS studio. The debate for the FETURISC has put a lot of effort to continue to develop and strengthen the business sector for the Salah. The debate has pushed the fastest in the management and development sector for the FETURISC. So, for the 2020 Salah initiative, it is to promote communication and the association of business battles in Calibla, which is established in Florida. It is for the people and for the secret participants who are involved in the work sector for the FETURISC and the Hotel Big Gardens. I said, to learn a way to do more for the FETURISC by talking about this, the Association of Hotel and Cafe Tourists here, to officially present national competitions at the Chef Hotel for those in Calibla who have just finished their first cuisine and prepared drinks. We are here for the first Vice-President of the Association, John Mathry, from Calibla. I have invited participants from several restaurants and hotels. I have added that, it is mainly to help hotels and Western countries to improve their capabilities for the established businesses that bring others to the ground. The competition will be held for three days, starting on Saturday the 9th of February at the School of Secondary Comprehensive in Castouille. Divisions of the FETURISC and the Minister of FETURISC I have started on March to pursue public education considering all that is necessary for the officers who have examined the connections of the FETURISC, the arctic law for the commercial and domestic countries to be examined. In fact, it is necessary to examine all the deals and the sectors for domestic countries to have a discussion and then everyone who is associated to make sure that we can continue these wages. The Parliament and the March legislation that governs tax payers and a form to increase the amount of tax payers and at the same time reduce the amount of the government that the Prime Minister can do and declare that the legislation will authorize the Chef in Land Revenue which is the responsibility of tax payers and to approach the Chef in Land Revenue and direct the finance to find and discover all the tax that the government can do so the Prime Minister can do it easier to find tax payers and to publicize the tax and to publicize the tax and to publicize the tax and to publicize the tax and to publicize the tax and to publicize the tax Mercier Peel, Primus and that brings us to the end of the NTN Nightly Join us next time at 7pm with a repeat at 7am You can also catch up with us anytime on the Saint Lucia Government Facebook page or Youtube channel


RCA Victor, world leader in radio, first in recorded music, and first in television, presents transcribe the Phil Harris Alice Faye Show.  This is Phil. Now here's a word from RCA Victor. A word about money and how to make it go further with an RCA Victor combination. You'll get the equivalent of three consoles, three different kinds of fun, and yet you'll pay for just one cabinet, one sound system. RCA Victor's Rutland, for example, brings you television at its finest, 17 big inches of million-proof television, quality proven in over two million homes. Second, you get both AM and FM radio with RCA Victor's new extended tone range. And third, the Rutland gives you two automatic record changers that enable you to enjoy records at all three speeds. Yes, enjoy all of these fine instruments in one fine combination at one money-saving price. See the Rutland tomorrow at your RCA Victor dealer. And say, ask your dealer for Mario Lanz's magnificent RCA Victor Red Seal album of beloved Arias from his smash hit movie, The Great Caruso, available in all three speeds. A local milk company is sponsoring a beautiful child contest. The Harris children are very anxious to enter and they are pleading with their mother to allow them to submit their photographs. But mommy, why can't Phyllis and I enter this beautiful child contest? There's a $500 prize and I'm sure one of us could win. Don't you think so, Phyllis? I don't know about you, sis, but I'm a lead pipe sin. Phyllis, don't be so egotistical. It isn't nice. Your mother's right, Phyllis. Conceit is a very undesirable trait. Besides, what makes you think you're beautiful?   You know something, Alice? With her look, she's bound to take first prize. Besides, there's nothing wrong with it. My mother entered me in a beauty contest when I was a baby. Did you win, daddy?  Of course, I win it by two lengths. Going away, heavy-track pig 280. Were you a pretty baby, daddy? A Rembrandt. Hey, I got a picture of me when I was a year old someplace. Hey, Alice, where's that box of baby stuff of mine?  Well, it's on the desk, Phyllis. Oh, yeah, here it is. Hey, let me see. The picture's among this baby stuff here someplace. Hey, look at this, girls. What is it, daddy? My first teething ring. Phyllis, for the last time, would you throw that hand bone away?  Hey, look at this. My first baby bottle. And here's the corkscrew daddy opened it. Your father used that kind of a bottle to you? We were poor. Daddy couldn't afford to buy nursing bottles, and we couldn't find a nipple to fit a fruit jar. So I was just in a terrible mess. What's this thing, daddy? It looks like an old map. Map? Oh, no map. No, that's my baby bib. What are all the different colors on it? Well, these are turnip green stains. And these are hominy grit spots. And here's a little dash of cornmeal mush. Two dried black-eyed peas, and these are chopped suey stains. Now, wait a minute. The southern stuff I can more or less understand, where did the chopped suey stains come from? The people upstairs were Chinese, and there was a hole in our ceiling. Never mind all that stuff, Phil. Just bring the picture out. All right, I'm trying to find the picture. I know it's here someplace. Well, how do you like that? Look at this. A pair of bronze baby shoes. When I was two years old, my daddy dipped them in bronze. My mother never forgave them. Why? They were still on my feet when he did it. That's how I became slightly bold-legged. For two years, they used my feet for bookends at the local library. Hey, well, lookie here. Uh-oh, here it is. Here's the picture I was looking for. Let me see it, daddy. Okay, here it is. This is a photo of me when I was one year old. I'm lying on my stomach. In the nude on a bare-skinned rug. Hey, cute, wasn't I? I have to admit it's a very adorable picture. Yeah. For years, this photo of me was in great demand. I used to autograph them and send them to the brownies as pin-up pictures. Daddy, there's two of these pictures here. Can I have one? Well, certainly, honey. Hey, why don't you take it and hang it up in your room? Thank you, daddy. Come on, Alice. Well, Phyllis, why do you want that baby picture of Dad? Well, I have an idea. My mother wouldn't let us send our picture into the contest, but she didn't say we couldn't send Daddy's picture. Yeah. He was a beautiful baby, and he's certain to win. But do you think we ought to take the chance? What chance? If he wins, he'll be very happy. I know, but if he loses, he'll kill himself. We won't tell him anything about it. The contest closes at 12 noon today, so we better take his picture down in Etihad right now. Okay. Oh, Mommy, can we go for a ride on our bicycle? Yes, but be very careful, and don't go too far. Hey, Alice, wasn't it cute the kids wanting my baby picture? Of course I can't blame them. Look at it again, honey. I'm stoked. Phyll, all you ever think about is yourself. Why can't you be like most husbands and ask me to sing? Most of your husbands ask you to sing? Well, I want to be one of the boys.  What song? I'm still looking at my pink little body. Oh, Bill, you pretty thing. You want to know something? I'm just about to cue this kid. Uh-oh, I'll just do it. I still think it's a very cute picture.  Hi, Curly. Oh, hello, Frankie. Where you got there? Picture? Hey, Rendling. Look at it. Who do you think it is? I don't know. Who is this hairy little monster? Who is this hairy little monster? That's the bear.  That's a picture of me when I was a baby. All mothers used to have pictures taken of their babies on a bear rug. Didn't your mother ever have one taken of you? Oh, yeah, she did. She wanted to have it taken right after I was born, but Pop wouldn't let her. He said it was corny. But Mom kept insisting and finally Pop gave in and they took a nude picture of me on a bear's skin. Yeah, I bet it was cute. How old were you at the time, Frankie? Thirty-four. You should have seen me lying there under that bear's skin rug. Under it? Well, yeah, at that age, the photographer insisted.  My mother sent it to me. Trying to blackmail you, huh? Look, Curly, put it away. I can't stand baby pictures. Oh, Frankie, how can you say that? Have you no soul? Why, a baby is something delicate, something lovely to look at and a thrill to hold. It's a thing of beauty like a well-made martini.  What do you know? Let me tell you something. If you saw this picture and it was... Uh-oh, excuse me. Isn't that... Hello? Hello, Mr. Harris? Yes. This is Mr. Mernheim of the MC No Milk Company. I'm coming over with a $500 check and a photographer to take some publicity pictures of your beautiful baby. What baby? Your baby. His picture was just submitted to our beautiful baby contest and I'm happy to tell you that your son won first prize. He did? Yes, sir. Congratulations. And I'll be over to see you and the baby later this afternoon. What do you know? Hey, Frankie, Alice, come here quick. What? What happened? Oh, honey, I got wonderful news for you. Guess what? That beautiful baby contest was won by our son. Just think our little son. The same little son. Wait a minute, we ain't got no son. You're getting pretty sharp, Dad. Because that went on all by yourself. Of course we ain't got no son. What's this all about? Well, I don't know. It must be a mistake. Oh, gee, just think, Alice, if we had a little baby boy, he'd win $500. Well, don't stand there, Daddy. Slip a diaper on me. Let's get down and get the loot.  I can't understand this. The guy knew my name. Somebody must have submitted a picture with my name on it. Why should anybody want... Hey, wait a minute.  I'll bet they submitted it to the contest. And Curly won? No. No. Been doing it for years, all. Oh, filthy, you did it again.  I'm gonna marry you. Hey, I can use that $500. Remly? Yeah. We get that $500, and you and me will take a little trip to the Flamingo at Las Vegas. And we'll walk in. Now, Phil? Well, you can't accept that money. You'll be taking it under false pretenses, and that's dishonest. Yeah. Now, when we get to Las Vegas, Curly, I gotta... This magnet will stop any roulette wheel on the exact number that you... Frankie, stop it. They're offering a prize for a baby that's a baby today. Not one that was born 58 years ago. Thank you, honey, and I hope the draft board is listening. No, but Alice is right, Remly. The guy's coming over to take pictures of the baby holding their product. So why can't they take a picture of you holding their product? Frankie, hmm? Their product is... milk. Milk? What's that? One of them new wonder drug? No. Milk.  They got four faucets working over time. Now, Phil, you'd better call the milk company and explain that it was a mistake. Tell them we don't have a baby. In the meantime, I'm going to find the girls and punish them for this. Yeah, yeah. Punish them and punish them good. Take their mink coats away from them for a whole week. Well, I guess I'll have to call that milk company. Drop that phone.  Frankie, I can't take that. I love that. Drop that phone. Well, there's no television. We'll get a daytime program. Drop that phone, Nora. Don't call him now. Wait till Dr. Quaid comes by. I can't take that money. I gotta tell him it was my kids fault in bringing the picture down. I gotta tell him the truth. Otherwise, I can go to jail for fraud. Yeah, I guess you're right. Let your kids take the rap. What if they do go to jail for embezzlement? Embezzlement? Certainly. They deliberately brought that picture down to get a $500 prize, knowing there is no such existent baby. This is definitely a case of Mendamas delicti. It is? A whole case? Friendly, I can't let my kids go to jail. But when the guy comes around with a prize money, he's gonna want to see the baby. Then what are we gonna do? Only one thing we can do. We'll have to have a baby. Which one of us is gonna have it? We'll borrow one. Oh, oh, oh. I think that'd be simpler. Sure, all we have to do. All we have to do is find one that looks like you used to look when you were a baby. Are you kidding? They don't turn them out that way. They have lost the touch. Curly, I guarantee to find a kid for you. When? I know a dame. Her name is Mrs. Young. She has the cutest kid you ever saw, and I'm sure she'll let you borrow him. Does he look like me? He looks enough like you to fool a milk company. Okay, but if I do manage to fool the company, I ain't gonna keep the $500. I'll give it a charity. I'll give it to Mrs. Young. Remly, what's the matter with you? Every time I listen to one of those crazy ideas of yours, I get into, I don't know what's gotten into you lately. What's the matter? Well, I hate to turn Mrs. Young down, but I couldn't use her kid. Well, I don't know why. Everybody says little foo young is the prettiest kid in China. Well, he is. But he doesn't look like me. He was a clever little rascal, though. Did you see Buttney's sweater with him chopsticks? Hey, Frankie, let's forget the whole thing. No, we'll make it work, yeah. How are we gonna make it work? Where am I gonna find a baby? You have come to the right man, Harry. Grogan! Grogan, you can find me a baby? Oh, a baby? I thought you said a babe. I am now in the Lonely Hearts business. Lonely Hearts business? Yeah, yeah.  I see that they get married, and then I get a commission. Well, suppose after they meet, they don't want to get married. Who asks them? Nobody tells me how to run my business. Do you mean you force them to get married? No, no, I don't force them. It's entirely up to them. Chris, as a guy came to me last month, he said, I don't like the girl you introduced me to. I don't want to marry her. Do me something. What happened? I did him something. Well, it's nice meeting you, Grogan. Good luck in your new business. I'm going to meet a new wife.  Thanks, Grogan. Say, Harris, if you want a new wife, get her now, because they are cutting down on production. There's libel to be a scarcer. Give you a good trade and allowance on your old one. Grogan, I'm not interested in trading around. I like my old one, and I want to keep it. Well, look, let me put it this way.  Nine years.  Two years. Is there any reason why you should keep a wife long and you keep a car? I never thought of it that way. Now that you mentioned it, a new model would look a little snappier. Alice ain't got much chrome. She ain't equipped with high dramatic, not to my knowledge. One wheel dragging a little. Oh, Grogan, this kid of mine is good for another 10,000 miles, I figure. Well, I think you're making a mistake, Harris, because I got a wonderful girl for you. She's 80 years old. But you ought to see this chick. Grogan, I ain't interested in marrying any old lady. How about an old man? See, I got a civil war vet who was a little nearsighted. Look, Grogan, I don't want to get married. All I want is a baby. I better talk to you, Remly. You ain't married. You want to market for a wife? All right, depends. Got any with one head? Well, I got one for you that is really gorgeous.  She's a young widow. See, and this kid, she is very lonely.  Hey, she sounds interesting. When can I meet her? Soon as she gets out of solitary confinement. Remly, take the civil war vet, will you? Maybe old, but he's honest. Take it. This poor kid was framed. It's a shame, too, because she is so beautiful and so wealthy. Wealthy? Yeah. Wait a minute. She didn't steal the money, did she? She didn't have to steal it. You got it from the insurance policies of the four husbands she married. Look, Grogan, this has all been very charming, but we've got to go. We've got to find a baby. What do you need a baby for? Well, look, I stand to win $500 if I find a baby that looks like me. So we'll see you later. Thanks a lot, anyway. Bye. I like that, Harris. And I'm going to help him. If he needs a baby, I'll get him one. He said he needs a baby that looks like him, though. See, where does a guy go to find a baby with bloodshot eyes? What do you mean to tell me you fellas have been out trying to borrow a baby just so you could get that $500? Yeah, yeah, yeah, but now don't get excited, honey. We didn't find one. Well, thank goodness. Now, when the man from the milk company gets here, tell him it was all a mistake. All right, all right, I'll tell him. I'll tell him how... Uh-oh, that must be the guy from the milk company. I'll let him in. Uh, I'm sorry, mister, but I... Hey, uh, Harris. Now, what are you doing here, Grogan? Well, you said you wanted a baby, so I brought you some. Sound. Yeah, look out on a porch. Holy smoke, they're crawling all over the place. Grogan, where'd you get this letter? Can't you keep them quiet? Keep them quiet. They're driving me crazy. Oh, look, look, look at the man. Pipe down all his or our lecture at Harvard. You've got to be fine with kids. Mr. Grogan, how many children do you have there? Ten. Where did you get ten babies? I hijacked a nursery bus. Grogan, you can't do a thing like that. Well, it's all right, it's all right. I persuaded the bus driver to let me borrow them. Now hurry and pick one out, Harris, before he comes to. But, Grogan... Pick one, kid, pick one. Yes, sir. Hey, Curly, here's one that looks a little like you. Let me see it. Yeah. Oh, look at that. He does, doesn't he? He's pretty. Yeah, ain't it cute the way he's chewing on my gun? Your gun? For heaven's sake, take it away from him. Don't get excited, it ain't loaded. How do you know? I saw him swallow the bullets on my way over. Here, take the kid, Blondie.  But, Mr. Grogan, oh, this is terrible. Phil, Phil, do you really think this poor baby swallowed six bullets? Well, no, but don't point him at me. He could ever burp, he'll mow us all. Phil, take the baby and go to a doctor. Yeah, we better take him over and get the lead out. Alice, you take the kid. You take the kid, I don't want to hold him while he's... Uh-oh, come in. How do you do? Are you Mr. Harris? Yes, sir. Who are you? I'm Mr. Mann, I'm a milk company. I came over to see... Oh, that must be the little darling. You're holding in your art, isn't he cute? Do you like him? I certainly do. Here, you can have him. Take him over and get the lead out. You can have him. Hey, Harris, you want to be proud of this one. I have one at home just about the same age, and I'm certainly proud of my little Chester. Isn't he a doll?  Mole? Under his left... Chester, my child. Where did you get my baby? Your baby? He's supposed to be at the nursery. How did he get here? Well, I don't know. He comes here every Sunday to take a shower. We don't ask no questions. I don't know how this happened, Harris, but I'm going to have you prosecuted for abduction. I'll see that you suffer for this. Right now, I'm taking my baby home. Okay, but be careful. Don't drop him or hold him near an open flame. He's allowed to go off. What do you mean? It may come as a surprise to you, but your little Chester is low dead. Alison Phil will be back in just a moment. Now, the old soldier will never fade away. Now, General MacArthur's historic speech to Congress lives forever on RCA Victor Record. Yes, the speech which stirred the nation as few speeches in our history have ever done is now yours to hear again and again in a superb RCA Victor album, which captures with supreme fidelity every moving tone in the general's voice. The ring of it when he expressed his convictions, the emotion in it when he paid his tribute to our sons in Korea, the unforgettable gallantry of it when he said his soldiers fare well to us all. Your family will always treasure this magnificent RCA Victor living document of a great American in his most dramatic hour. And you can buy your copy now. Yes, incredible as it seems, RCA Victor has already flown the MacArthur album in all record speeds, 78, long play and 45 to every corner of the country.  This is Phil again. You were such a wonderful audience. We're a little late, folks. Good night, everybody. Good night, everybody. This program was produced and transcribed by Paul Phillips. Remember whether you're buying a television set, a radio, a becrollaphone a graph or record. Put your faith in the cornerstone of American home entertainment for three generations. RCA Victor were a leader in radio, first in recorded music, first in television. Here had a hopper next over many NBC stations.


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My name is Kai Sing. By the way, before I start, I'm just curious if anybody agrees with me, I'm actually wondering if Ashley would consider doing a talk because I think I'll be interested to listen to her think about it. Okay, so this is the last one, right? I'm a little bit sad, but I'm really excited to be sharing my thoughts. Before you do that, maybe let's shift the room a little bit. Would you mind helping me with a little bit of a favor?  And maybe just take a deep breath, long deep breath in, and just breathe it out. And another one, could just turn to somebody just beside you, and just say, good job, you're almost there. Tell everybody, good job, good job. Okay, we can start. I'm hobbling a little bit because actually I twisted my ankle about 1-2 days ago, so if I'm hobbling, just bear with me, okay? So my talk is going to be about better design by looking outwards and learning from other disciplines outside of design. And actually the talk that I want to give now is quite interesting because I took a sabbatical, so a personal sabbatical, so I stopped my job of leading a design studio for five and a half years. I took a break for six months, and now I'm sort of out of that break, but that six months was wonderful. I highly recommended it to people because what happened for me was I lined up all of my days just chatting with different people that I didn't get to meet. And I learned so much about that. And this talk is really a summary of my learning from everyone and a reflection of that. And it starts off, I don't know whether you are having some overdose of Venn diagrams, but I'm going to add another one. Sorry, I should go. So, you've seen this, right? Familiar? Little bit familiar? Alright. And I think the interesting thing is when I talk to people, everybody had this mental model of how things should be done.  There is the design thinking we are doing it, which is viability, feasibility and desirability. So there's a lot of this. But I'm not going to talk about this. But the thing I hear from a lot of people is this. Kai Seng, I keep trying to convince my organisation or my team or my boss that the right thing to do is fill in the blank. More user research, ethnographic work, we need to iterate. Let's not take everything in. But they just won't listen.  Almost everybody I meet. And I don't know if that resonates with all of you. Does that resonate? You can snap or clap or whatever if you think that's just a photo band. If you can't snap, clap. And I think what we are really describing is this. Everybody is describing that there are three bubbles but the design one is the smallest one. It doesn't have that much influence really. Yes, snap, snap. Right, thank you. And the question they always ask is how do I grow this bubble? How do I grow design so that it can match either the business side of things or the technology side of things? And it got me into a spin because I don't know the answer. And so I started to ask design leaders what do they do? How do you grow this? And to be honest I didn't get a very satisfactory answer. And that's what I knew in that six months I had to go out of design and maybe somebody else has done this. And so I'm bringing in two other disciplines that do this well. But I'm going to just share one thing I learned about each one of them. So I'm just going to share two things, two concepts. The interesting thing is when you talk about people who are really frustrated the story of Cassandra comes to me. So for those of you who don't know in the great mythology Cassandra is actually a princess of Troy. And that's Cassandra. There's a more famous sister called Helen and what really happened in this famous story is the Trojan Horse. So the Greeks wanted to conquer Troy the city but it really couldn't get in. So what the day was, they sort of asked everybody to retreat. They built this really big statue of a horse and then they hid a few people inside. Some soldiers. Obviously the Trojans came out very happy. They ran off already. We're going to pull this in and celebrate. And then in the night the Greek soldiers came out open the doors and then Troy was gone. So how is this relevant to Cassandra? Cassandra actually saw the future and she saw this happening and she wanted to tell her father, the king and her brother but they didn't believe her. So the interesting thing is how did she see the future? Well actually she was in a relationship with a god called Apollo. I think back then Greek gods love to have relationships with humans. So he actually gave her the gift of foresight which we talked about in the previous presentation. So that's awesome superpower. 4D all the way in law 3. But the thing was she then said she sort of said you're not my type. I'm going to swipe left. And he was angry. So there's a criteria. Once a god gives you a power they cannot take it away. So what he did was he added an additional curse. And the curse was you can see the future but nobody will believe you. That is the curse. And that is a terrible curse. And that's why Troy fell. So there's a Cassandra complex in design. We've experienced frustration with people who do not believe the valid concerns we raise. We see it. We know it. You have to do the research. This is not the right way to do this. Why don't all of you believe me? You can sort of see the city burning behind her. In a way we are seeing our organisations burn. Wasting time. Wasting effort. You do multiple revisions and then you go back to the first revision at the start. Because that's what the boss says. So how do you prevent this? And what do we want to work with? Well, one thing is actually first you have to have valid concerns. And you have to, as designers maybe learn from Cassandra and actually see what's happening in the future. Ya? And so I went out. I'm not a cat but I looked out and we say, okay, design can't do this. Let me go out and take a look. So I was going with the question about how can we be more rigorous in forecasting into the future. And the three questions I came up with, how do you see what's coming? How far ahead can we see? And then how can we change the future if it's something that we realise is not good. It's going to burn our city down. So what I really was looking for was the theory and practice of looking to and thinking about the future. Especially long, medium term so that we can anticipate and prepare for the changes. That was really what I was looking for. It took me a while but I did find it. So there are people and conferences and huge groups of people practising this and it's called future thinking. It's a bit younger than design thinking and they're not as popular but they're up and coming. So future thinking is the first discipline that I saw of Encounter. Let's take a little look and do it and there's tons of stuff but I'll just pick one thing for today. What future thinking is not is predicting the future and you can see how very easy we go into that mode with Nokia and Forbes saying can anybody really catch the cellphone king? Or there's a certain prediction which is that it will keep coming on strong. So it's not really about predicting the future that you're seeing. It's also not thinking the future is what's happening now and you plus and minus 10%. There's a certain linear way we think about the future. It's going to be a bit more of what's happening now a bit less. It's not really like this. I'll go into so and this is a familiar diagram. It's not a Venn diagram but it's something that the previous speaker has already shared. There are probable futures. So in futures thinking, practitioners think about probable futures plausible ones. So I'm going to speak through because we already run this through. Possible ones and actually there's one more preposterous ones. These are where your black swans are if you read Nasim Talab. These are the ones that come behind you and blindside you. And what futures thinking practitioners do is they practice thinking about the preposterous ones and all the others. So I was like, wow! And they also add another one which is the preferable ones. Which are the ones we really want and then we solve. So get everybody along to that journey. So for example, Elon Musk let's all go to Mars. Or we'll sum the rich ones, I guess. Go to Mars. And so there are many futures not just one. You're not tied to one future. It's not a railroad track. There's many. And the interesting thing I think is futures thinkers prototype different futures to test their assumptions of what's happening now. So in a way that designers prototype interfaces colors, variations of blues and products and services futures thinkers prototype the future. Because if you think about your product and service in one linear form what if that future doesn't happen? Then your future or your product is going to be a bit off. Or it's not going to react so well to it. So maybe in terms of that designers can also think about the different futures and stress test our products and services and our new concepts and features so they can see whether it survives all the futures that we think about. That's one thing. And Jake, I think the Institute of Future was just here two weeks ago but I really love this quote it's better to be scared by a simulation than blindsided by reality especially startups, I think. So I'll start with one concept I learned in futures Whoa, that's a huge wolf. I was just looking back and I was like whoa, okay. And this is a story about Yellowstone Park in the US. Back in the 1950s Yellowstone and the park rangers had this thing about protecting the park visitors. So you would go to the park the visitors and then because they are part of the park you sometimes meet wolves and that's dangerous. So what they did was they set up agency to do predator control. So systematically in the 1940s and 50s they started to kill the wolves so that we don't get scared when we see one. And that was great and if you google this online you can actually see each year how many wolves were killed until they were none in the late 1950s. What they didn't anticipate in terms of the future was well because the wolves were gone they were more elk and bison because there's no more apex predator and they started multiplying. They multiplied so much that they had to kill them. Why? Because they were eating the vegetation even the small young shoots so much that they devastated the entire Yellowstone Park. So when they went there it looked like this it looked like this really sad it wasn't nice vegetation and things like that and so they started killing them by the hundreds and they couldn't kill enough. So while they could kill all the wolves they couldn't kill enough elk and they kept growing and growing and growing like wow okay. But then what happened next the beavers left because the beavers didn't have the vegetation to eat because the elk and the bison ate them all up the beavers left the rivers so they didn't build any more dams. So what happened? The rivers deepened widened and the rivers changed. So actually you can't really see unless it's on hindsight but killing wolves change the direction of rivers and that's what we call in ecology trophic cascades one thing leads to another to another to another until it's irreversible and now what they've done is oh let's put the wolves back so they have and they've successfully repopulated the wolves the elk have reduced numbers awesome the eagles have come and all these kind of things but they could not change the rivers back because the beavers wouldn't come back to the deeper river so some things can be reversed some things cannot and that's really important for us to think about in terms of impact as designers so this is called and this is the technique so for those of you who love techniques and tools this is called the futures wheel and what it does is you first put a trigger event in you map out what is the first order impact what will happen because of this thing so oh great let's put this button here and then let's see what is the impact on this and then you realise oh that impact also has impact and you do a second order impact and you think about what's the second stage that's going to happen and then you do a third and then you do a fourth and you go nth level so nth for those of you do programming it just means you just keep carrying on and it's really important I think for designers to think about nth order impact because if you don't you create problems like Mario said awesome right e-commerce well we're having transport problems because of it great right recommendation engines you create echo chambers and then you get Cambridge Analytica and then you get the destruction the democracy I'm not sure Amazon really thought about oh by doing this because you read this and you bought this I think you also like this can trickle down to the collapse of trust in a democratic system but that happens and we need to start thinking about this this one was an interesting one I saw on Twitter of a classroom management system so awesome you're not following instructions minus points great oh good teamwork right nice great day awesome and then oh you went to the restroom minus one point so what is the first order impact of this less people will go to the restroom I guess what's the second order impact people get bladder issues at five years old so it's really important we understand this and what really putting out into the world and this was the awesome one so one of the early Facebook designers talk about sometimes you don't know something's wrong until it's too late spoken by a Facebook designer right so the point is I don't think we are always doing bad stuff and we're not intentional right and I think we should definitely celebrate the benefits and the outcomes and the successes we are designed for we have given those that unbanked ways to do banking we have given people who are not able to have employment employment flexible employment right whether it's through food delivery or driving and that's awesome but we cannot continue to ignore the secondary and unintended impacts caused by our designs because somebody is paying for this and it's not you somebody else in the society is paying for this and there's no product owner for that so there's no product owner for climate change in the world so understand when the problems get pushed all the way up the ecosystem from interaction all the way to systems level all the way to ecosystems level there's no one owner and there's no when there's no product owner nobody solves that problem and we have to understand this wow very serious so there's some people who wrote about this already so my awesome book you can buy it on Amazon and get it shipped to you I guess consider the carbon footprint and there are these things so the artifact group also created these things you can download this online it's free it's called the taro cards of tech and it actually help you to explore the nth order impact of your work it's really beautiful and nice I'll give you an example of this so one of it called the radio star who or what disappears if your product is successful so if you get what you want or you get double or triple of what you want and you get a great bonus who loses their job because of your product and service what other product and services are replaced what industry will be affected and that's maybe something you don't have to own it but think about it maybe that's the first step just think about that and level impact so just to summarise this first part around futures thinking maybe be like Cassandra in that you can predict the future or forecast learn from futures thinking Google there's online courses think about it and just one technique to use think about the nth order impact ya okay I'm going to move on to the second one this is another story I've heard during my sabbatical I read and hear about success stories all the time when I try it myself it doesn't work as well you know ideal does it and it turns out fantastic but when I try it I get a okay we'll just do what we want like great great but don't do that anymore so why why is this happening and that's also something I was thinking about and I don't think design has a has a ready answer for this I think most of it is like you know increase your influence talk to your stakeholders convince your stakeholders but I did and this is what happens so what I realised was actually doing the design work doesn't mean it grows your circle and I think a lot of designers assume if you do great work you increase the circle sometimes it happens sometimes it doesn't and if there's such inconsistency maybe doing the work is not the factor maybe there's something else so what is the maybe so go back to the Cassandra complex so valid concerns you can get it great but let's tackle the frustration we experience that frustration so I went out okay, look again what can we do apart from just doing design well and hoping it convinces others how many of you I'm curious how many of you have got this question like okay so the three questions that I was asking myself was how do you get people to appreciate our work more how do we implement such change at scale and a lot of people ask me how do we shift the culture in my current organisation because it's not really working out I can sort of see the residents by the people sort of taking their phones up and so this is what I was really searching for is there a theory and practice of successful organisational change through structured ways of doing things that impact and shift and improve that attitudes, beliefs and values of employees well yes, somebody has been doing it for a long while have run conferences and have a lot of a lot of practitioners doing it so we don't really have to reinvent the wheel we can learn from them, right this is the field of organisational development so you want to learn about organisational change and you don't have to invent stuff you don't have to think of your own frameworks there are already tons of frameworks out there and they are researched and it's interesting so when I went to OD and looked at it it's amazing they also are in love with their tools and techniques and I see this common thing between OD practitioners designers even futures people they love their techniques and you yourself might be really interested and energised by learning something oh let's go for workshop let's sign up for this let's go and do this online course let's learn this new way of doing journey maps and you're constantly constantly constantly constantly looking for more tools like I have a friend bless him I love him he created this site called public design vault google it he's got 500 tools awesome and there are books like universal design which sort of collate like 100 techniques and tools but yeah that's a lot but there's something different about OD they do know about their use of tools and they want to have mastery in them but there's this other thing called the use of self what is this I was really curious and the use of self is essentially to become aware of and fully bring forth who you really are as an instrument to create impact so you are the tool and the method itself to carry this out and it's as strong and effective as any tool so if you think about it right if you're hiring a designer to do something you don't ask do you use Figma and yes okay great you ask who are you what are your design sensibilities and can you tell a story you really talk about the person and the craftsman rather than the tool they use you don't say oh you use a mouse oh great okay what type of mouse do you use no you don't you ask about the person and likewise they are very very particular about use of self so can you maybe stand your maybe can you bring your voice in the room when it's needed can you stand your ground like that no I'm just joking can you use humour to disarm and tell a difficult story through humour you know a tough situation can you be inviting and loving and inclusive when needed or can you be really strong and stable when all the chaos and there's headless chickens running around can you really really really ground yourself these are all different ways to use yourself and apparently they've done a lot of research and they have scoured a lot of books across multiple industries and they found that there's nine aspects to use of self okay this is not a Venn Diagram so the interesting thing was the person who did this was Mian and Mian literally wrote the textbook on OD so she's like one of the strongest practitioners in OD and this is her research so that's awesome and so I'm going to share very very quickly what are the nine things the first set of three cognition and how well you can think emotion and courage these are the three aspects of use of self that happens in the now so when you're in the meeting and somebody's upsetting you these are the three things you bring to help you so in cognition you look at strategic and how systematic you think whether you can frame and reframe things you know deep industry knowledge is useful obviously whether you can separate data from interpretation the he said she said and I think in emotion being empathetic and that's something I think we all have so I'm going to skip this do you have a positive regard for everybody else about seeing developers and product managers as one of us can you read reactions in the room are you comfortable with vulnerability and encourage you're really looking at can I do things myself am I a self starter do I have internal power you know can I be evocative can I be provocative when I need to and lastly can I dare to differentiate myself in the room my voice is different and others have been heard but mine is a different voice and I don't seem to dare to speak out so that's something you need in the near term there are three others that you need in the medium term for use of self and this is your character your skills and your values so a bit longer as you can see and they found great oldie practitioners with use of self are extremely trustworthy they have humility and we talked about that I think in the previous one desire to serve non-judgmental and are patient excuse wise you're generally a very good listener you can tolerate confusion and ambiguity short, sharp, sweet you can experiment and you've got inquiring mind I mean there's some of this which we already have in the room and values do you really value diversity and inclusion are you fair? are you always learning? do you collaborate? and do you have really true humanitarian values these are the three in the medium term that you want to develop for use of self and the last three for extremely long term use of self self work working on yourself improving yourself managing yourself and continuous growth so this is quite I'll just speed through this so it's investing in your own inner work being aware of yourself boundaries some people have extremely hard and tight boundaries some have very loose boundaries how do you manage them being authentic maybe showing your ugly side mindfulness was a very big thing and then working on your unresolved issues so these are your how do you call this when something happens somebody say something and you go into a rage the person is like what? it's just a small thing and you're so angry that is a signal that's an unresolved issue it could be things in your past father mother issue intentional everything you do has a reason and you want to have self-care and self-care doesn't mean you go for a movie you get a massage self-care really means taking care of yourself in the long term being in the right jobs working in the right people that fulfill your life and self-management getting high impact skills renewal non-reactive to challenges and then being able to separate your needs from others and the last one is like a catch all which is just keep working on all nine so here you have it these are the nine aspects that me and has researched on and let's put that front in centre so the question is wow that's a lot of work it's a lifetime and more of work so how do we know where to start so she also did some research she interviewed thousands of practitioners and she asked them what are your priorities so let's take a look at the priorities so we can also prioritise so how do you improve this the five top ones the biggest one that's top voted is really deepening your understanding of your own self and why you do things and why are you not doing things and why are you scared of these things anxious about these things why are you angry about these things why do they trigger me so because once you know that you can work on it second one is how do I impact others and how do others impact me but number one is by far quite far way voted three, four, five are quite bunched up so this is like working on unresolved issues groundedness so can I stay calm if the difficult situation is happening and then general emotional management and self management getting deep industry knowledge is not one of these five it's important but not one of the five so how do you do this so part of the survey they also ask what activities do you do to develop yourself in this top one is this reflective practice mindfulness retreats i'm not sure if that really really gonna impact but a lot of practitioners essentially voted this as the main one they'll do number two, keep on practicing having a coach and mentor is also extremely critical and then seeking feedback I think some of the speakers talked about this already the last one, awesome you already doing it yeah, so 10 conferences forum stand-up events but there's a caveat it's not just about attending it it's finding people like-minded people to connect with afterwards so if you haven't found a nice friend maybe after this I don't know if there are drinks but try to find somebody to connect with and continually practice and that's the main thing so that was OD and use of self Cassandra, don't be frustrated but learn from OD and be extremely intentional about use of self and start focusing and becoming aware of how are you in the room with your stakeholders or with your friends or with our collaborators so I'm gonna end with this and this is the story of a policeman who finds a drunken guy who is on his knees on the floor on the street and so the policeman was like, hey, what are you doing? and the guy said, oh, I'm looking for my wallet and keys and he's like, is it here under the light? I lost it somewhere else and he's like, why are you searching here? and he's like, that's where I can see stuff because I can't see it in the dark so how can I find it there and I think my message is don't let design be the lamppost if nothing's working for you or something's not working for you maybe don't search in the light search somewhere else and so today I've shared a little bit about OD use of self a little bit about futures thinking and thought of impact but you all have got different ways of doing this improve data, film school for some of you martial arts, cooking there's many, many other ways of what you can bring in and I think what I would like you to do is if you're having difficulties in design maybe look outwards and bring something back into design and enrich the design field and maybe you'll be surprised and somebody else can learn from that as well and that's all I have for you so, thank you if you've got things you want to think about and talk about feel free to sort of connect alright, thank you okay, thank you thanks for that interesting talk okay, now are you going to give one? right now, just kidding, no have you been practicing futures thinking? can you give an example? so, I have been reading out for about five years now have I? yes, can you give an example I can say no because it's a close-ended question okay, no, I can so, an example can we talk about it? okay, so we worked with the Ministry of Education in Singapore and we were thinking about the future of learning ten years time what's going to happen and so we had quite a lot of high level divisional directors and I think one thing that we questioned, so one of the things we thought of is well, most of education is now in schools what if we cannot reach the school then where does the education happen? now all the teachers go to school, the students go to school this is the basic assumption we have of the present way education works what if it cannot happen so we thought about like what if there was climate change and we had to take boats to school but if you think about it it's a bit silly to think about flooding and schools being inaccessible but if you look at Hong Kong now you can't actually go to schools and so sometimes rehearsing the future can give you ideas about how to prepare now so that's an example okay, thank you and has social media done more good or bad for modern day society do you think? wow I haven't done the futures for this I think it's good, it connects us but it's bad in other ways my slant is it's not that social media has done good or bad we have done it onto ourselves because we don't have the self-awareness of how to use social media so we are designers read things like the power of habit and get us to get into this infinite loop of scrolling but we are not self-aware to know that that's happening to us so I think it's not about social media it's about us so we need to level up our OS and one last question based on your presentation would that mean we design based on assumptions or not? we always base our design on assumptions almost everything in this world is assumptions that opens up another 2 hour thing so I don't want to do that but if you want to know why is it that way come and speak to me and why we are all living in assumptions and there is no fact or very little fact 1% of the world is fact but very little now we'd like to give you a token of appreciation