Great, so I'm Eric Johnson. I'm the VP of engineering here at GitLab And I'm with Dalia Havens one of my directors of engineering on the development side of the house as well as my quality leader Mech who's engineering manager of quality and they're about to take me through some new metrics System we call throughput. So this is a way for us to become more serious about using metrics to measure our productivity And one of the key things about GitLab is that we want to keep things light and fast And so we try to focus on passive measures of productivity The that's in opposed to you know, heavyweight planning and estimation meetings. So this is our first iteration They're gonna walk us through what this looks like and then we'll talk about what future iterations might look like So take it away Dalia All right. Thanks Eric. So this is kind of a pretty informal walk through but Just a brief description on throughput because it is a distinction between a lot of the velocity and estimation that a lot It seems are used to This metric captures work that's been done and the idea of throughput is that you're measuring units of work Within a certain timeline what we decided to go with for GitLab is that we want to measure a number of MRs per week We're not so much interested in the raw number But we're trying to build a trend that we can look at and identify the ups and downs and what bottlenecks we may See from the chart So that's kind of the focus of our first iteration the next thing that we also were able to add Which was a really nice plus from the first iteration was categorization So we wanted to see what a level of investment we're doing by team in each of these categories and the big categories For us, I'll take you through them as we look at the charts But a big heavy on you know, we have community contributions. We have Security we have bugs we have feature work and so on so if we didn't want to clutter the graph with like every single label that We have so we really were methodical to identify those five categories We're also tracking undefined just because we want to capture all the work done Even if it's not labeled properly and that's actually a really good way to kind of go back as an engineering manager looking at your team And seeing hey this work was not labeled and therefore I have little data to go on You know making certain Educated guesses on our investment. So those are the two aspects of the graph that will go through So what are some of your questions? How do you want to start? Do you want to look at a? Kind of a graph from a team and we can pick at random or what's a good way to walk through this? Yeah, I think making it situational if possible is good I mean we don't have a lot of data yet, but something that's more example-driven would be would be great at this point Okay, let me go ahead and share my screen All right, so this is Quality dashboard and a big big thanks and kind of the ownership of this comes from the inside team So Max team drives a lot of like pretty much the implementation of this with It's been really great to see this put together just want to make a shout out to them So let's see I'll pick a team. I'll pick on configure. I really didn't like I'm not so much You know trying to put them on the spot But if you look at the configure graph, this is what throughput looks like week to week and one of the things that we're doing for First iteration is we're capping it to 12 weeks. So it's long enough to give us, you know, 12 weeks of data It's not so long that the graph is cluttered and you can't really nail like get down to What each week looks like if you hover over the graph you start to see the breakdown So we have these labels that tell you our feature investment how many bugs and so on and again Remember, these are number of MRs not number of issues that we're tracking here The other thing to remember and was really really awesome to see On the pages that were we're displaying the associated Projects that we're tracking. So one of the things that some teams are impacted by for instance secure Contributes to projects that are not yet indexed here. So their throughput would not be reflective of their full capacity So this is a really good way to kind of gauge how how we're tracking throughput based on what projects and so on and We're looking to add these projects as like additional projects. So hope the data should encompass all work We're just not quite there yet So, you know, it's it's somewhat typical of our of what we would expect You see the the November 5th being one of our tall bars here It is close to feature-free so it is expected that a lot of MRs would go During that time, but it's really nice to see that we don't lose momentum on the other weeks either So we're able to see, you know merge requests going in week after week And that's what I want to see I want to start to see A bit of a closer consistency in delivery week to week as opposed to just spikes every four weeks or so on So I'll pause here So yeah, good time for questions. I was going to say what was the thinking about using merge requests versus issues As the unit of work to track Yeah, we had a bit of a conversation like we had a good discussion and I can point you to the issue But the big driver here is that MRs are kind of the lowest unit that that you can measure Which means that we have more flexibility If we start to try to drive the smallest change and make that an issue You'll start to define issues that don't really focus on value Like it's not implementing the full thing whereas an MR could be a building block toward building this, you know, bigger vision So the issue is an easier way from a tracking perspective To make it the full use case and then the MRs can start can be broken down to what is the smallest deliverable Ideally, I do want developers to get to a place where they're delivering on a daily basis And sometimes that's not going to be implementing the full thing that the you know, either pm or or the bug addresses But it's a really good, you know Definition of done small piece that we can add on day to day It is one of the camera Positively mapped to an issue in other words So if if there's one issue that's strategic from product management's perspective And it's put in the code based on the course of five MRs is each one of those MRs traceable to this issue Or is that something we're going to have to Track and see what the compliance is and if we have that traceability The the MRs do tie into issue. Okay. I'll pause and let Mike go So this is one of the challenges I want to help chime in is that some of our senior and staff engineers Sometimes just work directly in MRs and they don't necessarily have an issue associated with it This is why we can't use issues as a as a unit and also one issue can also spin up into two to three MRs So ideally MRs is the the lowest unit that we can measure here Yeah, right so what I what I'm getting at is that we have this sort of separate discussion about what we're prioritizing which is uh loosely coupled to what we're actually executing, right? and If it's okay that they're different in fact, it's it's ideal that they're different because I like what you said Dalia about the smallest unit of work and tracking that But it would be nice, uh, or it's I guess is a question. I wish you'd be iterative and say, uh, it would be nice if, um Uh We have line of sight to being able to do that because at the end of the day If you feel we're not doing enough tact at or if we're not doing enough security issues or recently in the discussion We were doing too many security issues and we should change our SLAs That might be more Actionable at the issue level opposed to MR level. So it'd be nice to be able to operate it at both We we still have what like I think To max point we should probably try to drive more that start with an issue get an MR But but to your point Eric about Kind of the ratio of investment. I feel that MR is the right the right way to go because Feature development tends to be a bigger block of work and if you only track it as one you're gonna You're not going to be very accurate and you're not going to also be able to get to Consistently smaller units of work across all of your deliverables And that's what I'm trying to achieve if I'm going to stack them against each other I don't want a wait system to basically inflate the feature work To try to kind of predict that that's more of a chunk of work than a bug and so on So getting to the MR level gives us a bit more consistency than if we were tracking at the issue level Okay, cool and what about You mentioned the uh, I think you called out November 5th because it was ready before the feature freeze and therefore was naturally higher How does this translate into a future world where yeah, we're still doing monthly releases In terms of being Is there a customer facing for self-managed and open source versions? but uh But for comm especially we're doing continuous delivery and deploying, you know, 30 times a day that sort of thing yeah, I mean The seventh shouldn't should start to not necessarily be a date that we care about and that's something we have to figure out Because we want to maintain the the milestone delivery With these consistent, you know, like we're just always shipping. We're always getting stuff out to production um I don't know that we've had this conversation of how we're how we want a package or when do we want to stop for a release Or what we would consider to be This is the deadline, but we're seeing a lot of like that that date has been actually driving a lot of stress and um, You know, not necessarily the behavior that we want to see so I I'd like to see that that week is actually a non A non show in our graph It doesn't it doesn't change our throughput because it's an activity that we're able to do in the background based on You know, this is the time when we cut we package we test it and we get it out Uh, and then the rate of delivery is consistently You know throughput is high, you know, we're seeing the that trend stabilized week after week basically Okay, cool Uh, and so if you mentioned this was the configure team So if I were a Dylan the manager of the configure team and I'm looking at this 12 week moving window What does this tell me about my about my uh, my people collectively? What kind of decisions would you make from looking at this? Yeah, I I think it would be you know, we're still seeing a lot of activity on on the week of delivery That might be something to talk about You see some undefined so maybe labeling mr's could be helpful in categorization The other thing I forgot to mention is that we're actually not able to see security In any of our graphs there's It shows up in the verify for instance, but that's only because we've made those issues public So security being able to track the work that's being done on that front would be important For Dylan what I'd like him to focus on is have being able to look across his investment Look across the trend see and why are we still you know merging heavily, you know This is not too bad, but like are we heavily trending toward merging on the week before freeze? Or can we normalize this? There's not so much a huge dip So we can have conversation about you know What was going on on this week and why it was throughput down? This is a two-person team though So I I can predict what the answer might be if it's a week where someone took a vacation that dip is pretty obvious One of the things i'm starting to do with my manager's actually is reviewed this chart Weekly and we're in our one-on-one We look at this and we take notes and I've picked up this behavior from having done this before But it's really helpful because you can start to mirror the data to what is happening with the team So if you're taking notes every week on like the state of things You can go back and say oh this dip was You know corresponds to people taking time off or corresponds to when we were really struggling with tests Or whatever it is that may be impacting the ups and downs in your graph Got it Cool. Um, what else comes to mind anything jumps at you from this we can look at another team too and see the The variables here What are these these other charts? Regarding misdeliverables and regressions of those relevant to throughput or is that just elements of the team dashboard? Hey, Tommy Cool, um, I'm sorry Eric. I think I caught some of that but I got distracted That's okay So I was saying there there were other charts that I could see in the view and it looked like there was a A chart for regressions I wasn't sure if that was strictly part of throughput or just something that's worth talking about No, I can turn it over to mech. That's that's a lot of things that he's been focused on and I know that I Wanted Dash through but by quality. How are we doing on quality? How are we doing on incidents in production and so on we've talked a bit about like how to combine these different views Yeah, if you can it can leave the screen the screen on it'll be great so The charts on the regressions and misdeliverables are the overall measurement that we're trying to do for our engineering productivity so We're going to marry these two graphs into one milestone where in one milestone How many regressions do you have and then how many misdeliverables you have and you can look at that data and compare to the throughput For during that time period. We're also going to add another assumed out chart That's not only per week, but per milestone for throughput So you can actually correlate now like what happened in this month the next month and the next month going forward as well So those are the next improvements that we can add to to the team view In addition to that we're also going to implement a assumed assumed level view At the engineering level where if you can scroll down Dalia the the weekly throughput Graphs we're going to provide this this data at the whole engineering level as well So it's like a collate of all teams so that we can see the speed of our of our engineering velocity overall Nice Okay So what's um What's the current state of this is this in the hands of every team right now have people have been trained on it Sorry, I was muted. Uh, it's in the hands of every team. I I'm more active with my managers. I'll touch base with Tommy and get a get an idea of Maybe the dev team and and touch base with tim as well Front end and back end is interesting because this is a group level, right? It is tracking everyone whether they're contributing at a front end or back end And we've discussed like this came up before if we wanted to have Metrics specific to back end versus front end and then we may want to do that for debugging purposes like trying to You know get a little bit down if we hit a bottleneck We can it'll help us identify which side it's on for instance and and all of that That's a good that's a really good point So for people that don't understand the difference at gila between a group and a team a team is a collection of individual Individual contributors they report to a manager in our case We have separate front end and back end teams. However together they would form what we call groups In other words, we have a feature set related to one stage in the DevOps lifecycle called monitor And there's a front end and a back end team for that So it's certainly really relevant to look at well, what's the velocity of our Monitor feature set, which is the whole group in aggregate But obviously managers want to uh separate from one another understand the performance of their teams So that's a I think a really useful Slice and the group is probably our external interface like product management and and sit It's going to want to know that Internal team is going to be really really interesting. So I think that would be a good a good next iteration for sure Yeah, the other iteration and mech is our mech's team is already Creating an issue for that is to also be able to click here and get the list of issues So you can start to see where is this data coming from so if something isn't anomaly It's a quick filter to show you This is the issue that doesn't have a label or this is you know, where feature proposal is coming from So that's going to be a really great tool for debugging as well The other future iteration is the trend line. So we talk a lot about You know with metrics you want to be careful not to focus on the wrong number and really focus on the trend So having a trend line with this graph is going to help, you know, drive that point across Because that's what we want to you know, we want managers to be having the conversation not about number of mrs But you know the trend over time Yeah, so that's uh mech and I have been talking about trend lines and um This became relevant because prior to this that this dashboard There was a spreadsheet that was meaningly maintained and one of the things we looked at was like the average number of mrs per developer Not individual developers, but average across our developers And there's actually a difference between a trend line and what we end up using which was a rolling average The trend line is almost like sort of just a naive line with a single slope. It's like a classifier The rolling average ended up being more useful kind of like okay Well, here's 12 weeks. Let's take the rolling average of three or four weeks or something like that You get kind of like a smooth Smooth line And so I don't know if we've been talking about that level of detail But uh the extent you need head start I would say a rolling average is going to end up being more useful than uh Than an actual trend line at least this microsoft excel defines that trend line Okay, I I can spend some time here to show to share my screen as well to show you the sneak peek So one second here. Yeah, go ahead Can you see my screen? Yeah Great. So these are the the next future items that's in an epic. Um, I grouped this under engineering factory metrics So the first one I was talking about is this is the zoomed out level view where we would have There's a similar sharp that dally has right now But now the time slices on milestones instead and that's going to be next to the the chart where you have your Your regressions and also missed the liberal. So you see that slice in time What's going on with that release? Or milestone for team and then you have granular day-to-day activities the the current one that we have at the weekly schedule We're also working on hygiene insurance. So If if no labels are added To categorize the types of throughput we're going to nag people to to automatically add these labels or pick one And then the the good lab charge is going to automatically Add the other team label on an on an MR. So if someone opens an MR They forgot to add a team level Every night leave on the bus going to go and make sure that that teams member Team label is added to the MR. So it's correctly added And the last one we are currently going to propose renaming feature proposal to feature So it's concise and easy to understand and the terminology is going to be used across all MRs and also issues as well So the the the terms are the same And this is I believe what we were talking about. So this is the the snippet from the google Sheet dashboard that we are using or we're using We are gonna we have made some progress. So i'm going to show a review app Which is a git lab feature on the quality dashboard and these are under git lab orc There's a new page now called developer productivity metrics And this is the first iteration that's currently in progress for migrating all the google sheet data into into this dashboard And we're going to add the rolling average trend line after this. This is still in progress It's in a feature. It's in a rewrap for the dashboard and mark pletcher is currently working on the the rolling average line It would be nice to add This is great. By the way, in addition to team only community only it would be nice to have aggregate Um, if we don't already meaning the combined got a project um Great. Well, maybe we could um a dial you mentioned maybe looking at another team besides configure Just i'm curious if we see a smoothing effect at a larger scale. Maybe a team of six or eight people Okay, uh dial you want me to throw back the screen share, uh, sure I I was gonna try to do it before I share my screen, but I can share my screen and we can look at it together Okay, uh, let me do that Um, so let's my teams tend to be on the smaller side. So I'm Like if we look at verify that's a team of four There is a little bit of smooth. This is this week So we can't like think of this as a full week yet So that's not concerning But this is a team that very much of embrace smaller mrs and there is seeing a lot of value in it Um, no, but you can still see like we have a huge impact of that day Um, you know the date of the 7th does drive a lot of you know getting things to the finish line um so We'll see I I am watching that that trend and seeing how quickly we can move away from it but I would say let's let's definitely do ourselves a favor and um either Exclude that week in progress or I should say exclude the week in progress from the rolling trend line And even maybe visually denote the the week in progress here from the other weeks Because one thing we noticed uh in the uh dashboard and you saw it briefly when mech shared a screen of it When you include the week in the week in progress or the milestone in progress in the rolling average The rolling average always has this downward angle to the slope and visually people check it and there's this sort of freak out moment They have oh my gosh we're crashing and it's like no no that that week is always in progress So we should do something either. I don't know Uh Visually denote it from the completed weeks or not included in the trend line or something just to prevent that initial like yeah shock factor Um, yeah, I know I can understand that because this is the third time I've had to remind The person i'm talking to that this is the current week and it's only wednesday Yeah, it is So yeah, I know I get it I like it in the chart because as you're going day to day you can start to see like You can also optimize on is everyone waiting till friday? Or is there a pressure from you know, we're not actually getting that daily delivery that we're hoping for um, but maybe we can denote it in some way that Can you know highlight that it's the current week So i'm just looking at you know across some of the different teams. This was planned that we were looking at Create like we're still seeing a focus on november 5th Which which I think will continue to be the case till we get in the habit of just Delivering without worrying so much that this is when everything For now it's most of the team graphs that we're seeing So this is I mean this is interesting this trend does not have the peak that we saw But more of a peak, you know this past week Ignoring the last week on the graph here So that is interesting and and the security one I assume was one that was done like was converted to a public issue and why it's showing up here So i'm gonna make that quote from you Yeah, well, are there any other um either you're having having used systems like this before are there any other edge cases or benefits You'd want to highlight that we'll potentially get or any Any things that are further out than the next few aggressions. They're kind of like, you know You're in a vanda state or stuff you really want us to get to Yeah, I mean with throughput. This is this is pretty good A big part of it is keeping it simple making sure like there is this This drive of I want to track every label and you really want to you know get away from being so specific because that leads to inconsistencies and Just you won't get the benefit of having a chart like this So I think we're in a pretty good state for throughput with the things that we discussed Being able to have these debugging tools for managers is going to be helpful and even for the team So they they themselves can have a view into what's going on week to week Along with that I've used cycle time. So cycle time is a great way to pair up throughput and be able to to understand What is that time to delivery? So that helps when you're having conversations about bottlenecks is to you know pair up cycle time with it Quality is really important if your throughput is to the roof, but you know, your production is going down We need to do something, you know, like this you're we're not focusing on the right thing and Focusing on quality in that case would be more important. So definitely like I have I have an epic defined with multiple Additional graphs if you will and those all compliment each other when you're having those conversation at the team level cool Great. Well, any anything else or any closing thoughts from you Dalia or you Mac? I just want to say that we have a follow-up issue to address the Depending or current milestone and current week. Um, I know that this feedback has been given to us before But I'll make sure there's an explicit issue to to tackle this Okay that I'm Looking at this screen. Sorry to interrupt Dalia We we talked about group versus team group is sort of our slice for any generic Arrangement of people at the company or within the open source community And team is a very specific thing, but I see when I blow here associated project little views I see gilab dash ct team. Yeah. Yeah. Yeah, we should probably just rename these groups or make sure it's terminology These are projects too. So we I don't know mech how you feel about it But maybe just drop team out of it because because basically the info we need is this first part I agree. This is confusing because these aren't teams. These are projects. So Yeah, exactly that action is cool. Cool. And we made it up here as well Yeah, yeah, so thanks for overall awesome work that the last coming up group versus team is just a little bit of cleanup, but But yeah, really awesome progress. It's nice to see this See this come together and how about eventually getting this into the product or project itself If it's useful to us, is it useful to our users or our customers and will we eventually see this in in gilab itself I am a huge fan of that idea. Like this is something that i'm planning to drive. I've had conversations with victor We've exchanged some notes on issues and the epics that I mentioned and if you need links to them, let me know But yeah, no, absolutely. This is something that I feel as an engineering leader You you will find to be like a great tool to have conversations with your team. That's not I have a feeling that we're not as productive as we need to be That's never like the greatest way to open a conversation with the team and instead if you if you build out that habits that You have engineering metrics that you review weekly with the team and it is a healthy way of saying What is what is going on here? Is there a bottleneck we should discuss? Are you frustrated with something? So i've really seen a shift in conversations with metrics then when you're kind of flying blind without them And I'm assuming since we're such a transparent company that these dashboards are open to The entire company. It's not open to the public Mac Leaving that one to you. I I I just pulled up another data point here So the last updated on the groups of the function the feature charts was in december 3rd And I think the team if you can allow me to share my screen one second. This is the latest and greatest so far So I think the team has decided on a charting library that we're going to use to implement this into GitLab.com as a feature And this is the that that's what it's going to look like When we implement it as a feature in GitLab Okay, but these uh with regard to transparency and openness like these these charts regardless of how they're implemented Will be open to the world if or or to everybody within the company Yes, the dashboard is public and we okay, and then the the code is also open source and public as well Great because I was thinking as you were making your point I uh, my hope is is that if these are useful enough Um Individual team members will be looking at them and they'll be raising potential problems or Celebrations to their managers or their teammates as opposed to just the manager, you know kind of top down saying hey everybody Let's look at the dashboards. I hope this is useful enough for everybody just kind of organically starts using it to learn about The what the the company's doing and what their team is doing. Yeah, absolutely. Yep. No, it's not a You know secret manager tool or anything Big brother, right? Yeah, we want to avoid that for sure for sure Great. Okay. Well, if there isn't anything else, uh, thanks so much for the overview. I appreciate it Are you both good with uh hitting the upload to youtube button? Yeah, I think so Okay, that's great. Thanks so much great progress. Talk soon. Bye. Bye


Hello, this is Hans van der Kwas, senior lecturer at IHE Delft Institute for Water Education. This video I'm going to demonstrate how to snap pour points and delineate multiple catchments of those points in QGIS. This feature was requested a lot, especially from people who use ArcGIS, where this is a functionality, but it's also quite easily possible to do it in QGIS using a plugin that I made in Acorunia during a hackfest, and that is available through GitHub. The link is provided in the text of this video. So in this exercise we need the filled DEM from the catchment delineation process, the hydrologically corrected DEM, and we need the delineated channels, and we need the open street map as a background, because there you want to define the points at the outlets of your subcatchments. Then you need this tool from my GitHub site, the points to catchments plugin. It's not in the official plugin repository, but basically what you need to do is to copy the points to catchments folder to your plugins folder in your profile in QGIS. So you download the zip file and you can then extract it to the folder where your profile stores the plugins. You can find that location by going to settings and then options, and then there you find the path to your QGIS profile. So in my case it's there and it's extracted in this folder, so you have to look for the Python folder in your profile and then the plugins subfolder, and there you extract the points to catchments folder. Then you can go to the plugins menu and manage plugins and look for that plugin, point to catchment, and then you can check the box and it's now activated. It's a processing plugin, so you find it in the processing toolbox. There's a new tool set, IHE Delft Hydrology, and there you can find calculate catchments from points. So we need a layer with points. These are points you can digitize on OpenStreetMap to indicate the outlets. So here we have a few of those points, so you can see that they are digitized at the outlets on your OpenStreetMap, but the delineated stream is offset because that doesn't take care of human influences and there might be other errors. So the next step is to snap those points to the delineated streams. That's basically what you do with the snapPorePoints function. So we look for snap and then you can use snap geometries to layer and as an input layer we use the pour points because we want to snap those to the reference layer, the channels and we increase the tolerance to 100 meters. Here you can also control the behavior of the snapping. We keep it at the default so you can play around with that and then we save it to a new file and I call it snappedPorePoints in a shapefile, you can also use a geo package. It's quite fast that algorithm, now let's zoom in on those points and see what happened and there we see indeed that the points were snapped nicely to the nodes on the line, so it doesn't snap to the segments but to the nodes. That's a choice, so it's nicely snapped and now we can run the algorithm to delineate iteratively the catchments from those points. So we use the snappedPorePoints as the outflow point layer, then we use the filled DEM as the DEM layer and we have to choose a folder where it's going to store the shapefiles, make a new folder called output and I run it, that takes a while. Basically what it does it iteratively runs this upslope function from saga but each time with another coordinate from the points that we have indicated to use. We need to refresh the browser and now we see the output folder and then I can drag these four areas to the map canvas and we can look at them and we see that each belongs now to one of those snapped outlets. I hope you enjoyed the video, if you like these videos you can subscribe to my YouTube channel and get updates when there are new videos posted. For more free materials please go to the IHE Delft OpenCourseWare on GIS which is at GISOpenCourseWare.org. Thanks for watching and I'll see you in the next video.


My name is Jeremy Odette. I'm the principal of the high school here in Sandy Lake. It's called Thomas Fiddler Memorial High School. We have about 150 students that attend here and the age ranges from 12 to 18 on average. We do get some older students that want to continue to get their education and we do accept them all the way up to 21. But after that they do move to the learning center to finish their studies and receive their diplomas. The aim of the high school of course is to deliver course content and achieve the Ontario curriculum. So our courses are quite rigorous and we do focus heavily on ensuring that we are meeting the requirements. We're ministry inspected so we have someone from the ministry come and ensure that we are doing that. We've been doing quite well and improving to be improved to stay current with Ontario education. That being said we do strive to develop relevant courses for the students and we do that by finding their interests and incorporating those into the teachings. A lot of their interests are their culture and they want to know more, they want to do more and we do have a culture program here that helps to facilitate that. Not just in the classroom but they take them out on the land. There's an outdoor education program as well that we have here. It's a grade 10 course but the students have to sign up for it and we always get more than the capacity of the classroom. We know there's a desire for land based education so we do work on that. At this school we do have a native language program. The actual time that the students would spend learning native language is minimal. That being said we do understand the importance of it and we do try to ensure the students get exposure to it but with the Ontario curriculum being in English it's very difficult to have an immersion program up to grade 8 and then expect the students to be successful in English in grade 9. English is very dominant in our education system. The academic programs are quite easy to monitor through report cards and through students progressing through grade 10. Our school only goes up to grade 10 so we feel very successful when we send our students out for grade 11 and 12. We hate to get rid of them but we're happy to see them go and move on with their lives so that's the biggest measurement of academic success. I should just say that with education in general the students are going to learn more when they're focused. They're going to be focused when their mind is on what they're trying to learn. They're distracted with things that are happening in their homes. They're distracted with things that are said online and a lot of our bullying issues stem from the internet and what is being said. So to get them out, to get them on the land, leave the computers behind, leave the phones behind to see them learn hands on and try new things that they didn't know about. We were out on a camping trip last spring and I asked who wanted to come and strip some logs and I had three students that came and stripped logs with me. We had over 30 kids camping so I said, alright guys, five bucks a log, who wants to come and strip logs? I had over 15 students come and the 18 of us stripped a whole bunch of logs and students were saying it was fun, I really like this. The next day who wants to go and strip logs? No money. I had 12 of those 15 students came for no money just to come and strip logs because they didn't know before that they even would enjoy it. So when they discover they like things then they're going to be more willing to do them and to try new things. To try that next thing, it opens up their mind to learning. There's local resource people as much as possible so we very rarely would bring someone in to do the cultural teaching. I mean it only makes sense. The cultures in the north they're as similar as they are. They are different from community to community, even the dialects and the language. So it's much better to have local people doing the teaching and also so the students can relate to them and see local heroes who are successful. That's a good question. We make it sound like it's this abstract idea but really it's just respecting and understanding culture while teaching kids. That's really all it means to me. We do try to incorporate relevance as anyone would. Because we're on a reserve and relevance to them is the bush in many senses. That is Indigenous education. It's just learning with what's relevant to that area. Indigenous in remote areas, here it's learning bush skills, bushcraft. As well as learning the academic side of life really. As the elders pass on, if that knowledge isn't carried forward it gets lost. And a lot of history is being lost currently as the elders are passing on. A lot of it has to do with the language because the students don't understand the local language. A lot of the elders only speak the local language or speak a little bit of English. I guess the end goal would be for students to be happy to come to school, understand the relevance of school as a lot of them don't. They have a sense of pride in what they're doing here because they know it's important not just for learning to make them smarter but to actually build their self-esteem as to who they are. That's the bridge that really needs to happen. We hammer out the courses, like I said, ministry-inspected. They're the same courses that you would take out of town and they are challenging. When programed delivery is as intense as it is it doesn't leave a whole lot of time for self-identity and for self-esteem building and that sort of thing. That's where I would like to see it where kids know why they're coming to school and are happy to come and are proud to come and are adding positively to their culture.


The simplest type of loop in C++ is a wire loop. A wire loop is simply checking of a condition and then the execution of a co-block and A wire loop looks something like this So simply put what we do is we check a condition here between these parentheses And then we execute this co-block if this condition ends up being true So for example, we can have and i is equal to zero and then we can check if i is less than 10 we'll say i is less than 10 and As long as i is less than 10 This co-block will execute But this is gonna lead to unwanted behavior. So for example if i is never gonna change So for example in here if I just say if I print out to the screen If I do this the problem here is that this will go on forever. This program will never finish So if you want a loop that never finishes you can do something like this But in most cases you do want your loop to finish at some point So what we're going to do is we are going to actually increase i by one and What this is going to do is it's going to allow us to conclude our wire loop. So for example As you can see what I did here is I executed hello loop About 10 times and then we print the loop finished


وَأَقُولُ فِي القُرْآنِ مَا جَاءَتْ بِهِ آيَاتُوهُ فَهُوَ الْكَارِيمُ الْمُنْزَالُهُ وَأَقُولُ قَالَ اللَّهُ جَلَّ جَلَالُهُ وَالْمُصْطَافَ الْهَاديِ وَلَا أَتْ أَوْوَالُهُ الحمد لله رب العالمين له الحمد الحسن والثناء الجميل وأشد أن لا إله إلا الله وحده لا شريك له وأشدو أن سيدنا ونبينا محمد صلى الله عليه وعليه وعلى آله وأصحابه والتابعين لهم بحسان إلى يوم الديل أما بعد أحبيني أخواتي وخواتي إن شاء الله تعالى سأبدأ سورة على سيارات والسيارات والسيارات من رمضان ما أنت ونحن يجب أن نفعله في رمضان الأحكام الذي يجب أن نفعله ونحن نفعله ما are the things that we are not allowed to do what are the things that nullify our fasting and manners that are in fasting those are the things that I am going to be إذن الله الكريم be discussing and tackling in this series إن شاء الله تعالى my series إن شاء الله تعالى is going to be 8 episodes with the introduction which will make it 9 so today إن شاء الله تعالى I am going to be doing the introduction and then after that it will be 9 sorry 8 episodes there will be 8 episodes after that إن شاء الله إن شاء الله تعالى I want to encourage all of you who are watching بإذن الله الكريم to take notes and write down the things that are going to be mentioned because بإذن الله الكريم this series is going to be very basic simple and easy the plan بإذن الله الكريم it is to give you the most essential things that you need to know about fasting and it is also to be given to you in a very short and summarized episode the episode إن شاء الله تعالى it shouldn't go beyond 30 minutes that is the plan إن شاء الله تعالى give us the strength and the ability to execute it in today's episode I am going to be speaking about or I am going to be doing the introduction in today's episode I am going to be doing the introduction and there are three things I want to speak about in today's introduction three points the first thing I want to speak about is what is fasting ما معن الصوم what is ما هو الصوم what is fasting fasting has a meaning in the Arabic language prior to Islam coming and the meaning that the Quran and the sunnah and the religion of Islam gave it those are the two definitions I am going to give the definition that it has and had in the Arabic language prior to Islam and also the meaning that it has within the religion the meaning of the word الصومو in the Arabic language is الإمساق الإمساق and الإمساق means to restrain it is to withhold and that is the meaning مريما used in the Quran the mother of Isa when she said إني نذرت للرحمان صومة فلن أكلم اليوم إنسية إني نذرت للرحمان صومة today I have made a nether an oath and a covenant with my lord إني نذرت للرحمان صومة to do what to do some what does she mean by some here she means to withhold and to restrain myself from speaking فلن أكلم اليوم إنسية she said I am not going to speak to anyone so the usage of the word الصومو in that ayah is the linguistic and the lexical usage according to the Arabs and what they meant by it the same is the usage of the pre-Islamic poet النابغة الدبياني when he said he said خيل صيام وخيل غير صائمة تحت العجاج وأخرى تعلق كل جمع some horses were galloping while others upon their bridles restrained so some horses were galloping and while others were bridled were upon their bridles and they were restrained so the last part is what concerns us he is saying that some of the horses were restrained with the bridles that were in their mouth the strips that were in the mouth of the horse they were restrained with that so the word he used here is what خيل صيام وخيل غير صائمة some horses were galloping and they had no restraints and others were upon their bridles restrained the usage here that النابغة الدبياني is using is the lexical linguistic usage which means to restrain مطلق الإمساق the شريعة gave a meaning to the word fasting what is it الإمساق it is to restrain from what عن المفطراتي from the things that break your fasting من طروع الفجري إلى غروب الشمسي معنية from the sunrise إلى the sunset with an intention so you would hold from the مفطرات the things that break your fasting and what are the things that break your fasting it's going to be one of the classes one of the episodes إن شاء الله و تعالى so it's to restrain but this restraining it's not مطلق it's not unrestricted what I mean by that is you restrain from particular things that the Quran and the sunnah are due to restrain from whereas in the linguistic in the lexical usage it means to restrain from any and everything it can be used for okay so it is to restrain it is to withhold from the things that break your fasting from sunrise to sunset معنية with an intention with an intention الشيخ العلاب محمد من صالح he says that in the definition of the shari'a it's necessary that the word is added onto it is added onto it so that is also important that we recognize that that instead of just saying it is better to say it is to worship Allah by to worship Allah by restraining from the things that break your fasting so it doesn't just become a person who's not wanting to eat who's restraining from food and drinking and sexual intercourse and etc but he's not worshipping Allah with it that's not considered fasting okay the second point that I want to discuss today إن شاء الله تعالى is مَتَا فُولِضَا صَوْمُ when was fasting made obligatory we know that fasting is obligatory through the Quran and the sunnah and the إجماع the consensus the Quran Allah تعالى he said يا أيها الذين آمنوا كوتيب عليكم الصيام كما كوتيب علي الذين من قبلكم لعلكم تتقون فمن شهد منكم الشهر فليصم those two verses are evidence to show that the fasting is obligatory the first ayah الله سبحانه وتعالى he says يا أيها الذين آمنوا those of you who believe كوتيب عليكم الصيام has been made obligatory on to you as it was made obligatory on those who came before you the second ayah that I mentioned is فمن شهد منكم الشهر anyone who witnesses the month who sees the month of Ramadan فليصمه he should fast and this is a command from Allah سبحانه وتعالى and the principle in the science of صول الفق is when Allah سبحانه وتعالى and his messenger command you to do something it shows obligation الأمر يقتضل وجوب that the command it benefits and it shows obligation الله تبارك وتعالى and say فليصم shows obligation in the sunnah the prophet صلى الله عليه وسلم he obliged and made it mandatory on the people to fast he said بني الإسلام وعلى خمس his Islam is built upon five pillars and from them is وصوم رمضان fasting the month of Ramadan fasting the month of Ramadan this is found in حديث عمر رضي الله عليه وسلم okay حديث جيبريل and also حديث عبد الله بن عمر في صحيحين so the fasting is obligatory also in the sunnah also the إجماع many scholars have transmitted that إجماع like الإمام النووي رحم الله also إبنو قدام رحم الله also إبنو المندر رحم الله إبنو رشت through the consensus إبنو حزم and many many other scholars have also brought the consensus that fasting of Ramadan is obligatory and it's not recommended it's obligatory everyone must fast and we'll speak about the people who are an exception from this but generally speaking the fasting of the month of Ramadan is obligatory and anyone who rejects his obligation says that fasting of Ramadan is not obligatory it's recommended you don't have to fast it's your choice is a disbeliever and is no longer a Muslim anyone who rejects the obligation of the month of Ramadan is a disbeliever he leaves a fold of Islam he is no longer considered to be a Muslim he is considered to be from the disbelievers so when was fasting made obligatory the fasting was made obligatory في شعبان من سنة الثانية للهدراتي it was made obligatory in the month of شعبان which is the month that we're in right now it was made obligatory in this month of شعبان when the year was the second year of the Hijriah after two years when the Prophet migrated from Mecca and he migrated to Medina two years later Ramadan was made obligatory so Ramadan was made obligatory it was prescribed upon the believers من السنة الثانية للهدراتي the second year in the month of شعبان now I move on to the third point that I want to speak about in today's introduction which is بما يثبت ودخولوا شهر رمضان what makes Ramadan enter and how does Ramadan enter and what can establish Ramadan for us when can we say Ramadan has entered this is the month of Ramadan when can we say that يثبت ودخولوا شهر رمضان the month of Ramadan is established has entered when three signs three ways any one of these three ways any one of them is an evidence that Ramadan has entered I repeat Ramadan enters in one of these three forms in one of these three ways the first is رؤية هلالي رمضان the sighting of the moon of Ramadan the crescent of Ramadan is sighted it's seen that's one number two اكمال عدة شعبان 30 يوم the month of شعبان finishes or is completed to 30 30 days of شعبان is done then Ramadan has definitely entered these two number one and number two the first one was what رؤية هلالي رمضان the sighting of the moon of Ramadan when is it necessary for the sighting of the moon of Ramadan it is when the month for شعبان is 29 if you look at the Islamic calendar and the way we look at these days and nights Islam counts from the moon okay we are a lunar calendar we do we do it the lunar whereas the non-Muslims they do the solar Islam because it follows the moon it only stays for 29 or 29 or 30 each month and it doesn't become 31 it's either 29 or 30 so the month can finish in 29 it can that's when if this moon is sighted and شعبان is 29 and the moon is sighted the next day we don't wait for 30 we fast the next day and that month finished at 29 what about if there is a something covering we can't sight it we weren't able to see it we tried to look and we couldn't see this we couldn't sight the moon what do we do we let شعبان finish on 30 because شعبان is certainty that it was in for us to remove شعبان and say شعبان has come to an end we need evidence for it we didn't it was maybe cloudy we couldn't sight it and that is exactly what the prophet peace and blessings of Allah be upon him said رضي الله تعالى عنهما الشهر تسعن وعشرون ليلة that the month is 29 nights فلا تصوموه do not fast it حتى تروه until you see it the present in the moon فإن وم عليكم وربا if it's hidden from you and it becomes cloudy and you will be able to see it فأكملوا عدة شعبانة 30 then finish the month of شعبان to 30 it's just what I mentioned the month is 29 we should finish at 29 but we try to sight it we try to look we tried we tried we couldn't see anything then we let شعبان finish on 30 because شعبان was a certainty that he entered a certainty that it was in we couldn't remove that certainty or we can't remove that certainty without a speculation that is important the third way in which Ramadan can enter is شهادة رجل واحد عدل مكلف على رؤيته a man I'm a one man who is just who has reached age of puberty and he's saying he said I saw it we will take it from him and this is based on the حديث of رضي الله تعالى عنهما أن أعربيا جاء أعربيا جاء أعربيا جاء أعربيا جاء أعربيا جاء أعربيا جاء أعربيا جاء أعربيا جاء أعربيا جاء أن أعربيا جاء أبدو المن came to the prophet فقاله he said إني رأيته الهلال I saw the I saw the I saw the present فقاله the prophet أتشهدوا الله إلا الله do you bear witness that there is not worthy of worship except Allah قال نعم the man said yes I bear witness that there is not worthy of worship except Allah محمد الرسول الله do you bear witness that Muhammad is the messenger sent from Allah سبحانه وتعالى قال النعم the Bedouin man said I do then the prophet said فأذن في الناس يا بلال أن يصوم غدا go tell Bilal to notify the people to fast tomorrow رواه أصحاب السنن the أصحاب السنن narrated it so this Bedouin man he saw it the prophet asked him a question is he a Muslim do you bear witness that Allah is the only one who is worthy of worship he said yes he said yes he then said go and tell Bilal go and tell Bilal to tell the people to fast tomorrow then the moon was sighted with one man who was sane and reached age of puberty he was idle so these are the three points that I wanted to insha'Allah cover in the introduction which is number one ما هو الصوم what is fasting when was the fasting made obligatory and the third one was بما يثبت دخولوا شهر رمضان how does the month of Ramadan enter those three questions we answered in this introduction I leave you there insha'Allah anything which I have said that was wrong or incorrect is from me and shaitaan because Allah has messaged our free from it سبحانك الله وبحمدك أشدو الله إله إلا الله أستغفرك وأتوب إليك السلام عليكم if you are enjoying these videos and you like to keep up to date with all of the courses we are going to be running make sure you head over to amauathome.com


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0%. And we also know that this derivative, sorry, and that simplifies everything because it's gonna be 0.5 multiplied by 0.5, which is 0.25. So the only thing that survives is this last expression here, 0.25 multiplied by that term. But then we knew from the experiment that we can approximate this derivative by one over the temperature range over which folding happens. And then you just solve for that. And they say that the difference in energy for a folding unit here is roughly four times the Boltzmann constant multiplied by the temperature squared divided by the range over which we fold things. But we also know that the change per molecule, we know what delta H is in total, right? If you have five moles of molecules, we know how much energy we put in and then divide that by the number of molecules, then we know how much energy we would have per protein. And then it's just a matter of comparing these two. And this turns out, this is not, of course, there are exceptions, but I would argue that in 99% of the cases, they match. And that means that the folding unit you have is really one domain. So that is not the same thing as one entire chain, but they might be two or three layers, a small part of a protein. These is what we usually draw. Maybe 99% is a bit extreme, let's say 90 to 95. The exceptions here are, occasionally you have gigantic long chains. And in that case, you might have the first part of the chain folds as one unit, the second part of the chain folds as one unit and the third part of the chain folds as one unit. Occasionally you need to do that in nature. There are some problems with that because if you make a mistake in one of the chains, you're gonna need to throw away the other two thirds too. The advantage is that they belong together, which might be good for their interactions, but nature doesn't wanna combine too many domains in one chain. And that's why you frequently have proteins that are, for instance, these iron channels I showed you, you actually have four separate chains that come together. So, and that also means that we get this whole concept of what is a protein domain. There are a couple of different ways we can define that. So you can, from physics or biophysics, you like to think of a domain as a folding unit. Now, evolutionary, you could define a domain in a different way. How would you define a domain purely from bioinformatics? An evolutionary unit, right? And that actually turns out, when you think of mutations, you frequently think of individual amino acids. I'm not sure if I only went through this in the course, but the way evolution frequently happens is that you have domain swapping. So that nature cuts out an entire domain from one gene and puts that into another gene. Remember those volt-inscated channels I showed you? That voltage sensor? So what's happened there is that you've added one residue at a time and then boom, suddenly you get a voltage sensor. So you took that very simple protein and at some point in nature, we had a mutation where you had these four other helices suddenly be part of the same gene. So you're adding an entire domain at a time, never ever just an amino acid. This is also the strongest argument against intelligent design, because in intelligent design you would say that if you have something complicated like an eye, what would be, the argument is essentially that until the eye actually works, there is absolutely no evolutionary advantage from having those proteins, which of course would be quite true. And then why would the body keep that protein around while it's mutating it over billions of years until you have formed an eye? The second you have an eye, it's an evolutionary advantage, but at some point you need to go from no eye to an eye and until you are at that point, it's not an advantage. But the way evolution is offset is not the third. The way evolution and nature is offset is not by adding one amino acid at a time. You have the domains around, but you combine the domains in new ways. Both of them are fine. It depends what you're talking about. The domain is either a folding unit as here, or it can be an evolutionary related part. What do you think is gonna happen when you have things like prions or so here? The melting units will be a lot higher, which means that this delta E suddenly starts to get a lot higher, right? And that starts to enter into this. Because the melting energy per unit for a large aggregator or something is so much higher, that's why you get these prions or these plaques or something to be super stable. They're very, very hard to degrade. You can degrade them, but it costs a huge amount of energy, which is of course good if you wanna form something stable. It's bad when there's a plaque that you don't really want. Yep. So from the last slide, so I missed something. Let's go back. If you missed it, I bet that half of you missed it, but it didn't speak up. There's something I gave you this morning, Dan. It's a question, but why is it, when you said... Forget about the last line for a second. So what we get from here is that based on a single molecule, because a single molecule undergoes, a single molecule, the behavior of a single molecule is really governed by the Boltzmann distribution, right? You're either folded or unfolded. Your single molecule can visit one state or the other state. So this is a part that is a single molecule that it's either has folded or it has not folded. So at this slide, we're entirely working on one molecule and what is the probability of serving that in both states. And that's also why this delta E is the delta E, the probability for one molecule to be observed in that state. Now, the actual expression might of course then be an ensemble average and everything, but since the probability is based on a single molecule, that means that the energy is also relevant. This is the folding energy for a single molecule. The second slide, here we took it from the extreme opposite way. So here we're now looking at this ensemble because I can measure this and we realized there is a way to at least approximate what the probability, what the derivative of being molten is based on a very simple experiment. At this point, this is just a corner result. We can't do anything with it because I don't know what this is. The reason for bringing this slide up is that if I can simplify this expression, if I know what this expression is gonna be, then I should be able to eventually solve for what the energy here is, right? And this is really what I wanna get. What is the melting energy for one folding unit? And then what we showed as a, well, apparently it's the derivative of that expression that's relevant. So then I take that derivative, I spent some time of calculating that derivative and since this is based on the expression of that single molecule, that delta E is still the energy of folding a single molecule, or sorry, melting a single molecule. And then I just, since I have two different expressions, I can just set them to be equal. And once they're equal, well, there are a bunch. I had to assume that this thing, let's assume that we're exactly halfway. And you can actually, so if you work through the Boltzmann distribution, it's not gonna be exactly a 0.5 halfway, but this is a bit of an approximation. And then I just put the two sides as equal. Forget about the last line here again. If those two sides are equal, I can show that that energy of melting a single molecule depends on the temperature where this melting happens divided by the temperature range, the width of this. And that I can get from an experiment and that I get from the experiment. So suddenly this is an expression, how much does it cost? What is the melting unit for each melting unit? And the neat thing is, of course, that might tell me that is six kilocalories, but that doesn't tell me anything. But I also know how much energy did I in total spend on the melting and that might be six, well, six kilocalories, not per mole, but six kilocalories period. And if I now know that I had exactly one mole in the setup where I made the experiment, I know that, well, I have spent six kilocalories per mole for melting it. And since these appear to be the same within a factor of two or so, the melting unit is typically one entire protein for small proteins. So that leads, why did you take it and cross the road? Why did the protein unfold? Why does the protein unfold? And that is such an easy answer. Yes, because after taking this course, you say it unfolds, that's a chemical reaction, and when do chemical reactions happen? Yes, and it's favorable because the free energy is in the unfolded state is lower, right? That's why it unfolds, period. And we already explained this a little bit with the hydrophobic effect earlier on in the course, and you see that we keep connecting back to these very simple things. Dave Chandler in particular, he keeps doing insanely good work, just understanding the hydrophobic effect better on simple water systems. There is an amazing amount of good science here, and he keeps publishing on it. And we show this experimentally actually, that in this expression, delta E goes up with temperature in the hydrophobic effect, and the delta S is positive when we unfold because the more unfolded you are, the more different states you can be in, right? So this is just gonna be a balance of these two terms. And then when you start studying this, well, the entropy effect is relatively easy. We'll drop a bit with temperature, but it's not a gigantic effect. And in most cases, it's gonna be better. The delta E is usually better to be in the folded state rather than being unfolded. You have more favorable interactions inside a protein. So what does that normally give you? Well, if you look at protein stability as a function of temperature, where are proteins usually stable? Ballpark. Yes. And when would a protein become unstable? That's 350, 400 Kelvin or something. When the temperature goes up, there is something bad happening here, and that means that the protein is no longer stable, but it unfolds. But what you can actually show is because of this temperature dependence in delta E is very weak, and I'm not gonna go into all the details again because this is another one of those spots where I think I measure the black curve here, measures the free energy when you are unfolding it. So I will keep making sign errors if I try to reason about it. But the point is that as the temperature drops, under some circumstances, it appears as if the total free energy goes through zero again. And I know that I already mentioned this briefly earlier on the course. So there appears to be, for some proteins, there should just be a range in which they are stable. So if you keep dropping the temperature enough, you should be able to unfold proteins at low temperature too. And this has been published in a number of cases. I think the book has this example for apo-myoglobin. Could you imagine what apo-myoglobin is? I don't think he explains it. But based on what I talked to about with apo and holo and molecules. Well, so it's, oh yes, so it's a molecule that's either unbound or that it doesn't have its prosthetic group right. In this case, I think it's without oxygen. Here it's stable, but you can certainly, and here you're measuring the heat capacity. And when there are peaks like that in the heat capacity, it's an indication that something happened. There's a phase transition or something. So if you start heating this to around 60, 70 degrees centigrade, bad things happen and the protein unfolds. But as you see what starts then, when you go to lower and lower temperatures, here it gets really hard to measure because the water is freezing, right? But the way the heat capacity goes up here is telling you that something is starting to happening. And in this case, you can probably, they probably were able to have a little bit of salt in this so they could get to minus 10 degrees centigrade or something, but here I would assume that things froze.  So this is 2009 with ubiquitine, where they've been able to show the same things. Here you can go to much lower temperatures with modern techniques, cold in saturation. You'll see it there too. That's why they... Good question. So this is what happens. Forget about the right part. This is a strange plot in a way because the scale hits negative up here and it's positive down here. So at normal room temperature, all these different proteins have negative delta H, which means that the energy is better in the folded state. It's better to be in the folded state than in the unfolded state. You would lose energy or enthalpy if you were to unfold it. But this is highly temperature dependent. So what happens as you reduce the temperature, it's still negative, which is good. But for some of these proteins, it starts, eventually it starts to become positive, right? So suddenly when you are here, for myoglobin in this particular case, myoglobin here actually pays a penalty in energy from being in the folded state. Energy-wise, it would be better to be unfolded here. And this has to do with the exact packing and the interactions. And you also see that this depends on the protein. So for myoglobin, this starts to happen at zero to 10 degrees centigrade. And here water is still liquid. And this is the reason why for myoglobin you could actually see this on the previous slide. If you had RNAs, well, RNAs would eventually become negative at minus 40, 50 degrees centigrade. So for RNAs, it would likely be very difficult to see this cold unfolding. But for myoglobin and cytochromes, you can do it. Now, this has nothing to do with biologists. This just has to do with the temperature effect of interactions. And this will happen for any system. For proteins, proteins have evolved so that they are stable in the range we typically need it. I'm not sure about you, but my body is rarely zero degrees centigrade. If you're around 37, here all these proteins are gonna be nice and stable. So normally for biology, this is not particularly relevant. Proteins are stable in the range where we need them.  Wouldn't it be much smarter if we could just have all of these be really negative so that you never ever had cold unfolding? Would be awesome, right? Much better stabilization in the use of proteins. Then proteins wouldn't be as sensitive to these small defects or anything. If proteins had stabilizations, they would have energies of one mega joule per mega calorie per mole. Oh, they would fall. They would fall instantly. It's beautiful, right? They're super stable. Exactly, because for everything in biology, sooner or later you're gonna pay. All that beautiful energy would become, we would become heat factors because when they fall, all this energy would be released at heat. Which would probably be pretty bad for yourselves. But if we ignore that for a while, at some point you're gonna need to degrade this. Just degrading food in your stomach. For every single piece of meat you had to degrade protein, you would need to pay that one mega joule per mole. That there is no way you would be able to produce that much energy. So all the biology works in the fact that proteins needs to be stable, but just stable enough, not too stable.  So stability is, it might seem that stability is just a good thing, but it isn't. You should only be stable enough, not more. No, I agree, that's the way it is. The point, this of course also has to do with, all these numbers are also depending, are you looking at the free energy change when you go from folded to unfolded? Or from unfolded to folded? And make no mistake about it. I bet, and that's a bad thing with recordings, you can probably, I must have made five or six sign errors. It happens. You make sign errors when you just talk about it. The key thing, once you're sitting down and designing an experiment, take 20 minutes, go through this design, let's see. My delta H there, for this particular calculation I go through right now, it is a delta H from what to what? What is the start? What is the end? You can get it right, but it's just if we were to do this in every slide here, you would, we would take five hours per day. So that it's not hard, but it requires a bit of bookkeeping. And I agree that it's bad that the book keeps flipping it around. But when you take that minus TS, you get all these curves that you see, all of them have some sort of maximum stable point here, and then the stability starts to go down again. The only consolation here that I can give you is that it's usually fairly easy to realize what the sign is, because you know that proteins should be stable in a narrow range, right? So in this case, what is the delta, this is a delta G for? Is this a delta G for folding or for unfolding? Because, because we appear to have a narrow regime where it's, well, sorry, in this case it's actually negative up here. We have a narrow regime here where it's negative, so it's for folding. Had this been a positive axis, you would have been right. You might think that this is just a corny artifact, but this occurs in cold shock proteins. And they're actually heat shock proteins too. So there are some organisms, for instance, fish in the Antarctic. Their body temperature actually is around, well, zero, it can even be below zero degrees centigrade. There are fish that have an average body temperature of minus two degrees centigrade, because they swim in the ocean. And it's not like they're heat factors that heat the interior of the fish to 37 degrees centigrade. These organisms have evolved protein, first they have evolved proteins that are in general more stable at low temperatures. Second, both these and other organisms, they tend to express a special type of proteins that protect other proteins from low temperature. And they're called cold shock proteins. And this gene regulation usually goes up when they, I'm not sure if you have an extremely cold winter in the Antarctic or something, then you express more proteins to protect the other proteins from unfolding. There is the opposite to, of course, heat shock proteins. Any idea where you might see heat shock protein? Yes. So there are amazingly cool bacteria that actually live in volcanoes. And they thrive around 70, 80, 90 degrees centigrade at a point where, well, other bacteria would start to die, right?  At 100 degrees, they might start to be slightly uncomfortable at 100 degrees centigrade, but they're certainly not that. But again, these are exceptions of nature. They occur, but it's not common. And that brings me pretty much to the study questions. Sorry, I drew over four minutes. I'm going to go through this on Thursday. So I won't cover them now. Do you have any questions for me?


Te hau kainga, te atiawa, kai te mihi, kai te mihi. Ero rangatira ma tēnā koutou, tēnā koutou a tēnā rā tātou katoa. Ngāti Rangi, Ngāti Rangi Nui Descent, Tauranga Moana, Motueka, Ngāti Darua Kia ora tātou, kō Steve Saunders a hau. So i'm also from the best place in New Zealand, which is Tauranga Moana, and I'm Ngāti Rangi Nui Descent as well. So we're from the same, we share the same hapu back in Tauranga, so it's very cool to be here with me, Diana. This is particularly special for me because I wasn't brought up culturally, but what we're going to talk about today, starting back in 2014, took me on my journey reconnecting with my people and actually giving me as an entrepreneur, as we heard this morning, you can make a lot of money, you can do things, you can be an entrepreneur, and then you wake up and say, so what? I wake up now and I've got this great purpose about how I can take those learnings and those lessons and help transform our people into the modern era. We've been on the journey of recovering our lands and our rights, et cetera, and through that process we haven't really built the capability that we need now more than ever. So this is what our co-pop is about. Kia ora. So I'm an owner and director of Waka Tu, and our purpose is to preserve and enhance our taonga, our legacy for the benefit of current and future generations. And last year we celebrated our 40th year. Now that doesn't mean to say we've only been going for 40 years because our families, our extended kin, they came through from Kawhia down to, which is in the Far North, they came through Te Atiawa and they pushed on through to Te Tau Ihech at the top of the South Island, Golden Bay, Motueka, Nelson and Mulbrough through a series of epic migrations from 1828 to 1834. And I often think about my genie and the incorporation. It wasn't by accident. I was a scholarship recipient. I came through our associate director program. And then when I think about my relations and the senior leadership roles that we hold within Waka Tu, you know, it was, I guess, succession. It was mentoring and it was leadership by design. And my cousins often remind me that if service is beneath you, then leadership is beyond you. So it's a very, you know, a kind reminder. And we are a family of Kaitiaki, of custodians in the top of the South. It is our home. It is our Turangawaewae. It is a place where we feel connected to our whenua, to our land, to our water, where we feel empowered. And it's that real deep, I guess, love that we have and strength and respect for our place, our people, our planet and, of course, our purpose. And that is delivered. We live and breathe that and it's through our educational programs and it's through Cornwall New Zealand, which is our food and beverage basket to the world. We export currently to 45 countries, beautiful products, which is love for the land and respect for the sea. And when I joined our board nine years ago, one of our whānau got the call-up to get over to Stanford University to be part of a Māori food and beverage cluster. And he couldn't go, so I was the next cab off the rank size. Yes, yes, I'm off there. And when I came back, they said, you know, what did you learn up there? And really for me, I guess it was sort of the journey around where it was the next phase in terms of our journey, in terms of our development. And I guess the great thing about that was I came back and, you know, and innovation, I guess it's one of those buzzwords. But for us really at Waka Tū, it's about doing things better and doing better things. So I came back and there was two things.  So I guess I came back and I said, well, actually, you know, there's two things that are actually keeping me up at night. We say that we are kaitiaki, but do we actually really live and breathe that? What does that actually mean to us? So we currently, one of the programs that I look after is around our land and water wellness. We're developing up our framework in terms of what that means to us. I've had a lot of discussion around metrics and how do we measure that. But, you know, we talk about the mauri, we talk about the life force of the whenua, of our water. My other cousins would say when they go on the whenua, it actually, it talks to them and they hear the land talking to them. And I'm not too sure exactly how we measure that, but I guess, you know, we tell our stories and we work together as a group. The second program that I look after is our high value aid program. It's around an investment in food and nutrition solutions. And it's really predicated a lot of the health issues that our families suffer from. So around metabolic health, obesity, heart disease, as well as a lot of skin and joint disorders. So we've got a full-on program in terms of looking at the marine. We've just mapped out all our fungi, flora and fauna, marine species, insects across te tō ihe. We've put that into a centralized database and then we've had wananga around our traditional practices as well as rungua. So when I look at both of those projects, it comes into a third realm, I guess, a little bit about what Brian was saying this morning, is that how do you build a resilient community? How do we reconnect our families back to whenua, back to their culture? So of course our marae is our centre point. It's our hub. So we're doing a major redesign of what that looks like in terms of housing, energy, gardens. And actually it's actually going back to the model where how we used to live. How we used to think that, you know, currently we think we know it all, but it's actually about learning it all and it's about sharing it all. So we've moved to a place like this weekend in the last couple of days, has really, I think, reinforced a lot of our thinking, a lot of our practices, and actually we're heading through in the future. So we don't want to do everything ourselves. We like collaboration, we like allies, we're heavily investing in partnerships. And one of those, I guess, movements that we're involved in is Nuku Kitapuku.  It came about with the support of Callaghan Innovation and mainly, you know, I often think their entities, but it really comes back to the people. So Hemi Rolliston, general manager of the Māori economy, brought together Māori entrepreneurs, iwi and trust groups to actually start to think about how can we mobilise and how might they work better with Māori food and beverage entities. And I guess for us, we've been on a series of trips offshore because it's quite hard when you actually, in your communities, you're doing things every day, but actually how do you sort of get that lift and shift? How do you actually start to think about other things that might be coming down the pipeline? So we've travelled overseas, we've looked at new food technologies, we've seen startups, we actually visited each other to see what, each other are up to an Aotearoa New Zealand and then we decided well actually maybe it's time to start to formalise ourselves as a particular entity and let's build the programme because a lot of us actually face the same challenges, so how might we solve those together? For example, a lot of our members, they were, you know, I think Charles mentioned yesterday that governance can often be one of those blockers. So how do you start to take them on a journey in terms of where we need to go? How do we talk to each other? What's the education lift and shift that's required? And other things where how do you actually get investors? It's too hard to try and do everything ourselves. So how do we do things better? So we came up with our purpose and the purpose of Nuku Kitupuku is how we design a healthier future together. And it's really along the lines of having some similar, I guess values, you know, manaki tanga, how do we care for one another? Oaha tanga, how are we innovative together around pono and actually being truthful to who we are and who we stand for and being transparent about how we share this journey with others and rangatira tanga. You know, we are here to serve and we should be excellent in everything that we do. So Steve's now just going to take us through actually some of the projects that we're involved in. Good, so I've got the great job of trying to explain how the Nukes work but essentially we've really developed this really great collaborative ecosystem. So this is about our members and this is about, you can see on the left there, the brands that are coming out of this group of Māori collectives and entrepreneurs and how we can use that knowledge and fast-track ideation, prototyping and faster outputs to market. And that's partnering with our government partners, utilising those research institutes, that science, that capability but also the acceleration-enabling partners, NZTEs, those things that help us be able to actually accelerate fast into the marketplace and taking all that knowledge in from our experience of our innovation outputs, our commercial enterprises and being able to fast-track through that sort of ideation funnel to get those outputs a lot quicker and really lifting and shifting that education process for Māori. And it's a really cool, one of the coolest things I've been involved in. I mean we saw someone like Nāti Parou who have fisheries wanting to change into high-quality products like Smokefish, for example, to then have one of our entrepreneurs, Jason Witteheada, who owns the number one New World in New Zealand, who was able to ideate that smokefish process, get it into consumer tasting and help perfect that product very quickly for Nāti Parou to now that they're building a state-of-the-art new factory for that high-value processing of fish rather than the low-value that we're so commonly used to. People like me with Robotics Plus, for example, putting Māori at the front end of Agritech. So we're creating autonomous vehicles, platforms, robotic solutions to help harvest our produce because of the ageing populations, the lack of labour resource, those sorts of things. So how do we make food more sustainable and affordable to people around the world? And to in fact then have someone like Yamaha Motors come to New Zealand and invest in New Zealand in Robotics Plus to really develop our own talent pipelines in New Zealand. I think New Zealand has to shift a lot to a talent economy as well. And a lot of our talent goes offshore, comes back at a later date. I really love to see our talent stay onshore and provide the opportunities for them to actually prosper here in Aotearoa. We've had a mention, Kazibarro Wayne Mulligan, who's been here. He's like this travelling salesman, right? He pulls out all these potions and things like that from lung health to you name it. You got a problem? He's got something in his bag. But the big thing for me is coming into, you know, coming in and acknowledging back with my people and in the culture has really been the support of this group to actually give me that courage to actually do that and stand out there. Very, very powerful. And particularly when we're launching some of the initiatives, we'll show you in a minute to have that support behind you as incredibly powerful, because being an entrepreneur, as you know, can sometimes often be a very, very lonely journey. But now I have this family, I have this purpose. It's like awesome. But like the Hotel California, because once you check in, it's hard to check out. But what we're always doing is, yes, that's true. I get dragged to everything. But, you know, what we do regularly though as a group is we check into what's going on and ensuring are we covering everything, where are gaps?  Where are their gaps? And through that process, we've decided to actually form, Nukia Ki Tupuki was sort of like a membership. We're now actually forming it as a company. And that company is really to take our members through another level of fantastic sort of learning and education. So really what we're wanting to do is the education piece around Māori and investment into science and R&D and IP and that commercialisation of that process. And so we have the Tuora High Value Nutrition Project. So we looked around to say, what project could we actually do together that was meaningful. And because, you know, we're from the land, we're plant-based people, we were able to address an issue that was dear to our own people and also what we saw as a growing trend in the world and that was diabetes. And so this project is the first true high-value nutrition through the New Zealand Science Challenge. This is the first true Māori-led project through that high-value nutrition and that's around creating a plant-based bar or snack for treatment or snacking for pre-diabetes. And our target is that it's not only going to solve something that's dear to our own people, diabetes, but also that the growing diabetes issues in Asia. And the group of us are actually heading up to Singapore very shortly to address the conference in Singapore and in Asia around the product that we're producing. So this is a really cool thing where we're in the science. We're doing education alongside the project so we're bringing the members along. How do we formulate the bar? How do we go through clinical trials? How do we evaluate that output? How do we design the packaging, the market and head to market? So it's a really, really cool project. But that's how we start to lift and shift and that's how we work collectively together to actually start to create opportunities of scale. And to that point this one's pretty dear to my heart. I've been 34 years and growing. My ancestry is Māori, Dalmatian, Bohemian, Scottish. All my ancestors are from the Fedoa, you know. And so growing's been in my family bloodlines for a long time. And so really the challenge came from the Federation of Māori Authority to me to say what does a horticultural strategy look like for Māori? How do we develop our regions? How do we develop that underutilised land that's currently just been leased to corn farmers for minimal money per hectare? Destroying that ecosystem, no value, not creating jobs for our people. And so I thought about that and it was really about creating Māori transformation, step change by working collectively and developing an end-to-end value chain. So that's everything we've talked about in the last few days about scale and collectiveness. New Zealand's a small place. If we can't collectivise to actually make impact we're going to struggle for a long time. Doing it individually is a hard road. We're only 4.7 million people and we have the ability to connect, be collective and actually make a difference. This project's really been a great journey. For me personally I spent hours on the road having cups of tea at Little Marais and land trusts all around the country to really understand what is important to our people. And it was really about the land. It was about keeping the whānau together, creating the jobs. They wanted people to be able to stay on the lands, not have to go from the lands where else to find that income. So what we did was we actually talked to Plant and Food Research, our Government Research Institute around horticulture, and found that really in the berry programs no-one was really funding that. So we really looked at this whole process of saying if we can fund the berry program, take the ownership of the genetics program and we can actually create real value chain through that process. So we signed an agreement with Plant and Food Research and all the berry genetics out of the New Zealand breeding system are in a co-owned, co-owned venture now between Māori and the Government. And that's our intergenerational piece where we're leaving a legacy of genetics and breeding into the future. And I'll talk more about that. Then we had to go through, we had 42 Māori entities put 10k each and to a seed fund to look at the opportunity. The first big Māori collective ever come together to look at our collective opportunity and through that work we did all the market research, et cetera, to put an investment together. Then we went on to our journey of raising capital. We had 27, which is equivalent of 33 Māori entities invested into this value chain. So it's incorporated and we're underway, we're planting our first plants and you can see that we're heading, we're going to create a zespere of berries in a supply chain for Māori. And it's a unique proposition. By Māori for Māori, market-led ownership of an integrated value chain through well-designed business models, scale, protected high-cropping systems, proprietary varieties, regional development, breeding for health, Māori brand stories for provenance. This is an opportunity to have a true Māori brand and tell our stories to the world with something that brings health and well-being to people, being berries. And we're not just going to go and replicate what everyone else is doing trying to grow these big super berries, we're actually going to breed for health. So we're thinking with the program, not to try and compete with the $72 million breeding program, whether it's Driscoll's or someone offshore, but actually look at how can we enhance the health aspects of the berries and actually sell berries with our Māori culture, our provenance and actually a healthy outcome for people globally. And then it's also about creating that whole value chain from the genetics to the growing, to the harvesting, to the high-value processing, to the marketing, to the exporting, to new packaging formats, non-plastic, things like that. If you look at berries, you've always seen them in a plastic pun-up for every one of the days. Time to change. And the research and development, we want to lead where we can take some of those health attributes and convert those into high-value powders on nutrition or nutraceutical opportunities as well, not just frozen berries. And then we go through the various growing systems, which is really around from being able to do it regeneratively or through to high-tech where we can recycle all the outputs, et cetera, and be fully sustainable, catch the rainwater, recycle it back through the system, through very smart, and putting our people at the front end of intensive horticulture with sustainability. And just before Steve wraps up, we fundamentally believe as we've started to get these collectives, we've started a movement, it's about what's good for Māori, what's good for Aotearoa New Zealand, and it's good for humanity. So for us, very simple. We're on a journey, and we just want to work with people who are aligned with our vision and our values. So I'll just leave you with this whakatauki, which is hē rangitā mata whaiti, hē rangitā mata whanui, which is a person with a narrow vision has restricted horizon, a person with a wide vision has plentiful opportunities. Rai hā rangitā mata whanui.


uh... black russian i don't really have any experience black russian terry a.k.a blackberry beautiful beautiful magenta colors it was before chitralli was super popular so people are used to seeing this beautiful magenta colors it's responsible for like double purple doja and sputnik and a few other things uh... mostly just like the blackberry but with better cherry nicer uh... turps and a little bit more resonance than blackberry but still overall pretty low potency in admits uh... the low potency in mids yeah unfortunately i spent a lot of time on on black russian a lot because i was convinced i could pull something good out of it and i never was able to doesn't mean it can't be done i was just not able to and i tried a lot uh... we were yeah i mean it was kind of this like that but the blackberry coast that we had in mendo was kind of the same it was incredible looking and people love to grow it it would be absolutely gorgeous