Good afternoon. I'm Ernie Bauer, the senior advisor and director of the Southeast Asia program here at CSIS and we're honored today to have our US ambassador to Manila Harry Thomas with us. Harry, thanks for joining us. Tell me, if you would, what's going on on the security relationship? The US and the Philippines relationship is in the news a lot these days related to maritime security in the South China Sea. What's your perspective? Well, thank you so much for that. We are very excited about our opportunity to help our Filipino colleagues improve their humanitarian assistance, disaster awareness, maritime security. This is one of the most disaster-prone areas of the world and it's the United States has always helped the Philippines. We will continue to assist them, but more importantly we want to see them to continue to do what they've been doing, the last few typhoons where they've been able to take on the lion's share of the response by themselves. I think that's a large part due to their training, their fortitude, but also the assistance we've given them over years and that's what we want to continue. But I've got to ask you, on the South China Sea, how does the US think about the the Philippine position there and could you tell us a little bit more? Sure. Well, as you know, the United States takes no sides on the child's sign of sea. We think that all claimant states need to sit down. We do support the declaration of conduct. We think the claimant states need to organize themselves. We do believe in this multilateral approach is very important. We know that President Aquino and Foreign Secretary Delsarrio believe in this, that they want to work very closely with their ASEAN colleagues on this. They want to show that they're a team player on something as important as the South China Sea. And as Foreign Secretary Delsarrio, who can speak for himself better than I can and said, that the Philippines will work with other states on areas that are non-disputed, but areas that are disputed, they need to deal with an international fora. Let me move to trade and economics. Sure. The other pillar of engagement there. I know we have a trade investment framework with the Philippines, but will the Philippines possibly join the Trans-Pacific Partnership and what would it take for them to do that? The U.S. Deputy Trade Rep was just out in the Philippines last week. We're so excited to have him there. The Philippines has a ways to go on that. Before we can approach the other nine countries, the Philippines will have to work very, very hard on that issue. Look, there are constitutional issues, executive orders, amendments that the Philippines will have to deal with, and that's the way it should be, their democracy, let it be their decision, whether they're interested fully in the Trans-Pacific Partnership. But we're so excited by the progress that we've made, and Mr. Morantis came away with a very good feeling. The Tifa is just a start, and you have to build on things. Let's build things slowly so that we get it right, because the TPP is not open to other countries right now anyway. Let's help the Filipinos get it right in the way they choose to get it right, and then we can talk about the TPP. President Aquino, when he came into power, really came in on a platform of fighting corruption. How's he done on that front? He's been an ideal president on that. The Philippines has been looked on as a place where corruption could be rife, and we in the United States have to stand with presidents that fight corruption. We're about honesty and transparency, so that is what he's doing. Now it's up to the Senate and the judiciary who are independent bodies and how they convict or cooperate with people, but in terms of stamping out corruption, just look at some positive things. Now when you go to procure a government item, it's up on a website. The procurement practices are open to the public. People can see what you have to do. The days of backdoor deals, he's trying to end that. Now can all of that have been done in a year or two? No. Does there have to be corruption in the street against some lower elements? Yes, but to have a cabinet which is largely honest and a president who's dedicated to ramping out corruption, because he understands that corruption costs the economy so much, costs the average person who has to pay bribes to get his kid in school or to a policeman, and I think that's one of the major reasons his popularity hovers over 60%. What would you say is the status of the U.S.-Philippine relationship? You've been in Manila for more than a year now, right? Almost two years. Yeah, almost two years. And the president's been in office for about two years. We're coming up to the end of the first Obama administration to be another one. Maybe there won't, but how would you talk about that relationship since you've been in Manila? Well, clearly, as the Filipinos say, Ernie, it's more fun in the Philippines. It's been more fun for us, I think, for a whole host of region reasons. The Filipinos are their own independent democracy. They are charting their own course, and that's what we want to see. We want to align ourselves with them in ways that we can that line up with our priorities, and President Obama's and Secretary Clinton's directives to us. That's what we want to see. The Asia pivot of Secretary Clinton has been monumental. But frankly, the fact that the United States and the Philippines can work so closely on a whole host of military issues, on a whole host of economic and trade issues, and the Philippines is one of the four countries that President Obama chose for the partnership for growth, and where our aid has actually increased, that has been tremendous. So we're looking at the depth of our relationship. Clearly now Filipinos are among the largest immigrant groups to the United States. They're playing a great role in our own country. So that dynamism has added to what we're trying to do. And again, as I've said, we're just excited. It is their right. It's more fun in the Philippines. It's going to be more fun in a few weeks when Secretary of Defense Gazzmin and Foreign Secretary Del Rosario come here to meet with Secretary Clinton and Secretary Panetta to discuss a whole host, a range of issues. And the reason we want this 2 plus 2 is to show the depth and breadth of the issues we have with the Filipinos that yes, they cover the partnership for growth. Yes, they cover the environment and trade as well as military issues. It's a lot, and most important, people to people. So the U.S.-Philippine Treaty Alliance sounds like it's in great shape and very dynamic right now. They're one of our most important treaty allies, and we're going to make sure that they stay that way. Thank you so much. Ambassador Harry Thomas, thank you for joining us. Thanks, Ernie. Thanks for having me, as always. Thank you.


Live from Mountain View, California, it's theCUBE, covering DevNet Create 2019. Brought to you by Cisco. Okay, welcome back everyone. We're here live for day two coverage. We're winding down at DevNet Create. This is Cisco's conference as theCUBE's coverage. I'm John Furrier, your host. Two days of coverage. DevNet is their group, their developer group. DevNet creates and the never event that they bring together, we're here with Zece Caravola, Principal Analyst, ZK Research, breaking it down with me. We're going to do a debrief, break down what's happening at DevNet. Zece, great to see you. Thanks for coming on. Yeah, it's been great. So let's wrap this up. So what's going on with Cisco? Because, you know, we've been following them. I've known Suzy Wee for many, many years, over a decade. Watching what's happened is almost like, I never thought this would have been possible almost like 10 years ago. Cisco, the incumbent, bought all these companies, maybe lose grip on the networking. Boom, there's a renaissance with the cloud. They got their mojo back. Developers are up until the right. It's a whole new changing of the guard. Well, the network's certainly back. And in fact, I've been following Cisco a long time. I was a customer of Cisco's, actually, before I was an analyst. And I've been following the developer initiatives at Cisco since 2001, the first time they tried. And when Suzy took this role, I was as skeptical as they could be because I saw developer initiative fail, developer initiative fail. And I said, it's not going to work. The culture inside Cisco is not ready for it. And lo and behold, a few years later, after all our hard work, almost 600,000 members, I'd say it's working. I think one of the trends that's actually helping Cisco is that the IT in the world has kind of come to them. I think they spent a long time on the outside looking in, being the major strategic IT partner. That was more the compute vendors, the application partners. But if you look today at the trends around digital transformation, the technologies that are driving that are things like internet of things, mobility, cloud computing, artificial intelligence. And those are all network-centric paradigms. So in a way, we live in a world where everything's connected. And think about it in your own personal life, John. What can you do without the network? You can't watch movies, you can't play games, you can't read books, you can't do anything without the network. And so the network has never been more important. And Cisco has finally opened their network up to the point where developers can actually build things on top of it. So they used to talk about the network in a platform and it was really just a platform, other for Cisco stuff. But now it's truly a platform for others to create on it to add value. I mean, I think it's one of, I think you totally right on on that. I think it's great analysis because it's like, hey, they didn't really screw it up. They had such a great strategic position as a supplier to the networks. And they're like, they wake up when they, oh my God, we're in good position here. Why don't we just take advantage of the fact that everything's networked. Network effect, social networks, network constructs, you're totally right. I think this is a game changer. But then how do you explain the success now? I mean, obviously new leadership. Was it a leadership change? Was it a realization? What's your analysis of, you know, obviously Susie has a team. She was a catalyst. What was the real turning point in your mind? Well, I think leadership change was part of it. And in fact, part of the very first thing, one of the very first things Chuck Robbins ever said to me when he took over as CEO, was he promised me that Cisco would listen to customers. And if there's something that's good for customers, Cisco wanted to lead that effort. And you could argue that historically, they weren't really on board with things that might have been bad for Cisco, but good for customers. Now they are. And one of the trends that, in order for DevNet to work, one of the things they had to do was open up the network. And conceptually you might think, well, if we open up the network, now we might put ourselves in a competitively weaker position. But ultimately that's good for customers. You can build applications that add value to that network. And so I think the big culture chain with Cisco came in with Chuck Robbins, their new CEO. It's not so new anymore. But a willingness to listen to customers be open and allow others to co-create on the network. And that's really been the foundation for DevNet. And Susie's taken the ball and run with it. And she's got the chops, technical chops, MIT background, understands tech, knows research, knows how to make it real. She's done that. But it's also the wave that they're on too. They got some waves that are really in their favor that's right in great position. I mean, IoT you couldn't ask for. The edge of the network exploding in opportunity now more than ever.  There's now on the full stack. Got to go to the edge and push beyond the edge. Now you got power at the edge. You got tons of opportunity. OT, operational technologies. The software is kind of old, built for hardware. You got IT connected devices in an IoT with GPUs on them.  And then WiFi 6 over the top. But 5G. I think one of the things IoT has done is it's democratized the edge. If you think historically about the value of the network, it was commonly thought that the closer you get to the data center, the more value the network has. So out of the branch edge, the less value data center, more edge. But now you've got a user edge, a client access edge, an IoT edge, a branch edge, a wireless edge, a wired edge. There's so many edges now. And we're creating data at every one of those points. And what that means is we need to do analysis. We need to be able to do machine learning at those points. We need access to the data. We need to be able to develop in those points. And so the whole network has now been democratized, where I feel there's not one part of the network that has more value, but it's all valuable. And DevNet allows customers to be able to tap into that. Can we just give it all those IoT names and just call it the network? Well, that's essentially what it is. And I think, and that's a big shift for the industry to start thinking about. Instead of thinking about the wireless network and the wired network and the data center network, you're right, it is just one network and it needs to be treated that way. And on-prem cloud, it's still got to move packets from A to B, store stuff as well, states import, and all these things are coming back. It's not really changing what distributed computing used to be. So given that being said, Cisco has a position. I want to get your thoughts on something that we talk about here at the event. Not many people in mainstream might get this or not. If you want to get your take on it. Having the portfolio of products all have APIs is a potential game changer across the board. What's your analysis of what that could possibly turn into because, you know, having things with APIs on them, every device is only going to create more connections of data to other devices to share and compose and create data. What's the impact for the people watching that it might be in Wall Street saying, what's the impact of having APIs on every single product? Yeah, well I think it turns Cisco into a platform company and I think you're right. It is a game changer for the company. I think historically Cisco value was driven by the Cisco product, the product portfolio. It's like the routers, the switches, things like that. Now that they've opened up their APIs, you're going to start seeing small software companies, large software companies, systems integrators, ISVs, all building things to run on the Cisco network and that creates a fantastic pull through effect. In fact, I was talking with one of the Cisco execs earlier today about when they do get pulled through, their cost to sale goes way down because it's the application part of that pulls them through, so their cost to sale is really just whatever they pay out to the application vendors. It's very, very low, so their margins will go up. You'll see them being bigger deal sizes and when you're part of that application ecosystem, there's not as much tendency to pound the vendor for discounts, right? So I think it puts Cisco in a much more strategic position because now they're part of something bigger. They're part of company transformation. They're part of application transformation and that'll have a significant impact both on revenue but more importantly on margins. This company will start making more money there. That's a great point on the pull through and sales cost impact in margin but also you also factor in, first of all great analysis, but I want to get your thoughts on the ecosystem impact because the conversations I've been having with solution providers, they're like, well hey, I'm coming into retail and I'm coming into manufacturing and healthcare and I'm actually deploying solutions. I'm getting higher margins on my stuff. So you have contribution value going, value contribution going to the partners as well, not just on the pull through but Cisco. And that's important because Cisco's a resettler-led company. It's a partner-led company with 90% of their sales go through their partner channel and for them, they're always trying to drive more value into that. And I think for the resellers too, for their partners, they need to understand that if they embrace DevNet and they embrace a lot of the applications in the center, they're going to have more strategic relationships with the customers, their deal sizes will go up, they'll have better margins and it'll put them in a better position as well. So I think the loyalty that you see in Cisco's channel will continue to grow and frankly, nobody's got the size of the install base that Cisco has so it's really going to be hard to compete with. Let me get your thoughts on, as a study of the industry, the horses on the track, you've got other competitors, you've got good opportunities for TAM expansion with cloud, multi-cloud, but I'm not sure that they might see the clear visibility yet into the financial impact of multi-cloud. So the question is, at what point do they start cannibalizing and eating their own to get that pole position as the battleship of the big move happens with Cisco as they have this company transformation, they have the huge revenue streams in other markets. Helco, is that disrupting anything? Okay, multi-cloud, so when do they start cannibalizing and eating their own to bring in the new or is that on their mind, because I just see there might be some antibodies that might be inside Cisco trying to say, whoa, this cloud thing's not yet proven or let's see the revenue visibility into the cloud. Yeah, I think there's probably some of that inside Cisco and you'll have some fighting between groups but I do think it's a net additive for Cisco. I think you wind up, what the cloud does is it makes you want network services in more places. I need a network, I certainly can't get rid of my network if I'm connecting to the cloud, right? I need to connect to it. But then I'm going to want to have the Cisco portfolio and network services available on Amazon or Google or Microsoft Azure and they have relationships with those companies. So in a way what it does is it takes what Cisco started on the company premise and it extends it out to the cloud and so ultimately what customers want almost every large enterprise they want wants some kind of hybrid environment but the environment has to look the same on-prem and in the cloud and I think Cisco's in a good position to be able to bridge that gap and so you could look at it as cannibalizing, I don't really think it does, I think it's a net additive to Cisco. I think internally they may need to restructure things in order to get some of the business units that might be affected on board with that but ultimately it's good to do that. Some tweaks basically, not hardcore wholesale changes. No, I mean they've already done a lot of tweaking. If you look at the leadership team that's in place now, it's completely different than five years ago so they've done a lot of realignment and a lot of tweaking and I think they're ready for this. Horses on the track, competition, Cisco's in good place, multi-cloud seems like a great play, multi-cloud, internet working was a big, coax cables, head hubs, you had subnets, sounds like multi-cloud might be a great similar trajectory of what internet working was as a segment, multi-cloud might seem like a perfect fit for Cisco. Yeah, well multi-cloud extends the current network out to multiple clouds and I think what's important to understand there is it does raise the bar in complexity. A multi-cloud network is going to be more complicated to run than a plain, simple on-premise network but Cisco, this is where Cisco's software business is important, DNA center, they've done a lot of work in that area to mask a lot of the complexity so if customers that use DNA center, they're going to be able to use that software interface as a way to manage it and so now instead of having to configure every box one by one and I was a network engineer, I had to do that. Now you do it from one central location to push it out everywhere, if they had had that I would have had a lot more free time so.  One at a time. When you look at the vision of programmability of networks, which I love that term by the way, I've always loved, even when Juniper had Juno so originally that overlay, I love software mixing in and I love this notion of programmability. Not yet fully understood but it makes sense. How do you think that's going to play out? Looking back and we're going to look back in time saying hey, you know 2019, this was a seminal moment or was it an unscentable moment? Is how important is this programmability going to be for Cisco in the industry? Well, it's extremely important as a way to be able to automate network functions and I talked to a lot of the DevNet people here. I think they're starting to warm up the automation. I think there's a little bit of trepidation at first that's hey it's going to take my job but I think what's happening to IT people today is there's so much to do that they simply don't have time to do a lot of what they did before. You know what it's like if I'm running a legacy network I'm literally configuring every box one by one. So if I get a thousand branches, I'm going to make a change, I'm going to hit a thousand boxes. That's not very efficient. So now I can do it in one place and push it out across and so I think what programmability does is it lets me automate and orchestrate things better to the point where the network should be able to run itself and now as an IT person I can go focus on more strategic initiatives. I'll give you an anecdote from a CEO I talked to a little while ago. This is a few months ago. He said my IT department is becoming less and less relevant to me and I need them to become more relevant. I need them to help me innovate but they can't because they're busy running the day to day. I need them to find a way to offload that and that's what programmability does it lets you offload the things that aren't strategic. My advice to IT people is if you're doing things today that aren't strategic to your resume or your company don't do them find a way to automate them and that's where programmability helps. Given good cost structure in line but driving revenue is a great resume boost. Oh yeah. Well doing anything strategic. No one's going to hire you because you can configure that ACL through that command line faster than the next guy. That's not a strategic way to drive your career. I'm going to see you obviously at Cisco Live as well. I'll be at Cisco Live. Great. Love to get your perspective. In summary put a bow around DevNet. DevNet Korea obviously I'm a big fan of Susie and her team. I've seen it from day one you as well. What do they got to do next? Obviously they got a good successful woman here. How do they scale it? How do you see them taking this inside Cisco and continuing to explode it internally as well as externally? What's your view on what they should be doing? Well I think this reached critical mass and I think there was a couple of things they had to do to get to this point. One was obviously build a user base but also get DevNet relevant across the portfolio and it is that everything from cloud to data center security. I think looking ahead what's next is they got to find a way to get the general Cisco sales person to be able to sell this to understand the value which I'm not so sure it's there and also they have a massive partner community to talk about all the resellers. This has to now become part of that partner sale. The partners need to understand if I sell the concept of some of these advanced applications that run on top of it I'm going to have better feel for myself and so I think now it's about the structures in place now it's about executing to be able to get the kind of exponential value out of this. This is really operationalizing to the next level. They get on a startup budget. They did great success. Thanks for sharing that great commentary. They're breaking it down here. End of the game. The game's over. End of DevNet, DevNet Create. Third year we've been covered at the beginning of following Susie's journey. Following Cisco as developers become more important in the modern era of new applications where network programmability will be an advantage. This is the future they're betting on. Cloud computing, AI, GPUs and all devices. APIs everywhere. This is the Cisco strategy. Secube coverage, signing off from Mountain View. Thanks for watching.


Naito Volkomen, Chicho. My daughter still hates doing math. First grade. What do I do? Oh, start playing games with her. Naito Volkomen, start playing games with her. Backgammon is an amazing one. She's in grade one. Great, first grade kids can easily learn chess and backgammon. Okay, teach them backgammon and backgammon is you learn how to count speedy Gonzales style, you learn how to do multiplication because with doubles you move four times. Okay, and you see the pattern recognition. Aside from that monopoly, any board game that requires any level of mathematics. Highly recommend.  Come back down here. Let me lock this baby in. I think mainly I just get absolutely lots and cards, Naito Volkomen cards, play cards with them. Pattern recognition of the yin and yang. Seriously, it's amazing, right? Monopoly is one. Monopoly is so good, so good, teaches economics, money management, teaches you about luck, allows you to deal with your emotions, right? Aside from that Naito Volkomen, if she's having a hard time understanding a certain concept, let me know and we'll try to go over it in the math sessions.


Live from Las Vegas, it's theCUBE covering ServiceNow Knowledge 2018. Brought to you by ServiceNow. Welcome back to Las Vegas everybody. This is theCUBE, the leader in live tech coverage. We go out to the events and we extract the signal from the noise. We're here at Knowledge 18, ServiceNow's big customer event. 18,000 ServiceNow practitioners and partners and constituents here as I say this is day three. This is our sixth year at Knowledge. Jeff Frick and I are co-hosting. When we started in 2013 early on, we saw this ecosystem grow and one of the first CIOs we had on from the ServiceNow customer base was Link Aylander who was here. He's the vice chancellor of college services at Lone Star College. Link, always a pleasure. Great to see you again. Thanks for coming back on. It's always great to get back and talk with you, see what's happened in the industry and follow you. But once again, great conference. It really is. I mean, wow. I mean, last year was huge. The growth keeps coming. We said that Dan Rodgers, the CMO, K18, 18,000. How ironic. Yeah. Wow, let's see. Your first was six years ago, right? So my first would have been New Orleans, which had been, I think, 2012, 2011. Right. Right. The year before we met him. Three to four thousand in this conference. Actually, that might be the high count. Yeah. I mean, it's quite amazing. And the ecosystem has exploded. What's your take on how not only service now and the ecosystem have grown, but how it's affected your business? Well, let's start with the ecosystem part, because really you've got so many more partners out there now. You've got so many more integration points. What was really exciting is we saw this morning with Pat and some of the enhancements they're doing on the DevOps side. But also what we're going to see with the ability to integrate our cloud linkage, which is really the challenge for everybody as a practitioner today. How do you bring all these cloud services? I've got quite a few of them in my environment. How do I actually integrate those in with my service now, with my ERP, with all of the other instances? So seeing what they're doing in that space is great. From the business standpoint, when we came on to service now, we came on like everybody else. A journey for IT service management. Can we improve our services? Can we help our customers out? In our case, that would be our faculty and staff. What we didn't realize was the opportunity that came to us with the platform. And one of the first things we did when we brought the platform back to us was we built an app for students. We built a way to help students out with their student financial aid. Now I think we're roughly about nine of our areas that are using enterprise service management. I just came back from giving a presentation about legal and what we've done in the legal space to where that's helped the organization to move forward faster. So that's really cool in what it does, but it also elevates the position IT in the organization. It really does bring us forward. Yeah, so let's talk a little bit about Lone Star College, because I love your model. And we can both relate kids in college and the cost of education, the ROI, which I think is a big focus of what you guys provide for your students. So how's that going? How's the model working? The model's working great. And you hear the pressures out there, because one of the first things is how do you help a student complete? So we're really very focused on student completion. But then now you've got another focus that's been there, but it's really getting stronger on gainful employment. So not only that, how do you get a student in college? How do they complete on time? But then how do they come out and have a livable wage, a renewable wage? And so I'll give a plug in that always, because that's what we're focused on. Whether you're just coming to us to transfer to another institution, or whether you're coming in the workforce. And we have a very strong workforce development. And one of the things I got out of this conference that I've been working on for quite a while was for us to become a service now training to get that integrated into our curriculum. And I was really excited. We've talked to them before about this, and it's been a discussion. But now what we're looking at is a program that they put in France where they have a six-week program that if people are going out of there, coming in six weeks later, job retraining, 100% placement. A year later, they have 98% retention. And those 2% just went to another company. So I can't think of a better opportunity for us from our standpoints in our workforce development. And I'm really excited we're going to start to move that forward now. It's interesting to hear John Donahoe on Tuesday talk about, you know, their measurement of customer success. And we were asking him on theCUBE, well, your customers measure success in a lot of different ways. So how do you take that input? Your measurement of success is student success, as you just were... Absolutely, absolutely. You know, my focus has always been as IT is just a support operation. We're not the mission of the college. And that's important. Because as long as we have that mindset, we realize that it's us helping the faculty to less stress on their life or the staff than we've improved their experience, which will improve in a student experience. The same goes for the administrative systems. We want administrative systems. They have a user interface that's intuitive to today's student. It wasn't designed by a person that was intuitive to today's student. So we have that challenge. And that's what I liked about the change this year and the user interface and service now and where they're going with UI and UX and how much of an enhancement that makes for our customers. But it's also, that's the changes that are happening in the industry right now.  And I'm like, yeah, because you have to relate to it. So we started a process and this is where coming to a conference like this helps me a lot because it's like, yeah, I went down the right path, but my team came to me and I've got a phenomenal team. They came to me and said, you know what, we really need to look at UI, UX and design thinking. And I'm like, okay, now let's discuss what we really want to do with this. One group was wanting to design thinking and we just think about analytics. What does the customer need? How do they want to see this data come to them and how can they make data-informed decisions? Well, we have then rolled that same design thinking into how do we roll out the fluid technologies in our ERP? How do we become more of a user interface that today's student wants to what we're trying to do next in mobile? It's a really interesting take because we talk often about millennials entering the workforce, right, and consumerization of IT and expectations, but they're usually a pretty small and growing percentage of the workforce at a particular company. For you, it's like 90% of your customer base, right? And they're on the bleeding edge. They're coming in they're 18, 17 years old. So you've got to be way out front on this customer experience. So have you really taken that opportunity to redesign that UI, UX, and interface to the applications? That must be a giant priority. We've done a lot of incremental items, but really it's been a huge priority for us for the last, we have two really cool items coming down the path. One is the UI, UX experience. How do we transform the student experience? The next is a process that our academic success side, student services side have gone down with guided pathways.  We saw an advisor every single time we registered, then we went up to the thing and we filled in a bubble sheet, right? Right now the students are registering on a mobile phone while they're sitting down at a Starbucks. They're not seeing an advisor. We want them to see an advisor. So we push them in those directions, but this guided pathway says, you know what, I want to do this degree. Then we just line out, here's the classes you're going to take, and whether we use program enrollment, whatever methodology, we can help guide them in their pathway to success and completion, which is a big difference. And that's what needs to happen today. Right. I was talking about banking, right? Because banking used to go see the banker, go into the teller and deposit your check and get your cash, and now most people's experience with their bank is via electronic, whether it's online on their phone or their app. You have kind of the dichotomy because they still have their interaction with the teachers. So there's still a very people element, but I would imagine more and more and more of that administrative execution, as you just described, is now moving to the mobile platform. That's the way they interact with the administration of the school. Well, that's their expectation. So that's what we have to deliver, and it's a challenge because, you know, we have resources. We have limitations and resources or capabilities, but it's really keeping that focus going to where you look at it. And so as we're doing this UIUX right now, one of our major goals is going to be to bring students into the engagement as we go through the design process and get their feedback, not computer science people, not IT people. We want the normal student that's going to register for a class.  You've got to create that rich experience, but the engagement, the bonding to the institution, and I like the bank for an example because not too long ago I switched banks because I didn't like their app. Absolutely. And it's easy to do. It's really easy to do. Airlines. You appreciate the good apps. Oh yeah, yeah, absolutely. How does ServiceNow contribute to that user experience, that your customer experience? Well, right now from the student side, they don't see much of ServiceNow. They can't submit requests, and we can handle their incidents, all those types of items. They have certain things. We have the student financial aid, but it really is about the enterprise service management philosophy. I think if you go back to one of the cubes maybe two, three years ago, I said, who would ever thought they would come to IT to talk about service delivery? Okay. Now everybody in the enterprise is like, okay, how do you do this? How do you not let things fall through the crack? So that the legal app was a great one because that was the challenge that our general counselor, our COO had when he came in. Everything was falling through the crack. So they worked through their workflows, they built a process, and then they built, we built an app form in ServiceNow that handles everything. Now when I'm in a cabinet meeting, I get to hear how legal is doing so great. I'm like, what about me? I think we're still doing a good job. Well, Link, I'm curious too, and kind of the big theme has always been at this show, kind of low code, no code developing, right? Enable people that aren't native coders to build apps, to build workflows. How has that evolved over time within your organization? Well, we still want to make sure when we're putting out code, what is enabled for us is, of course, our developers, it makes it easier to get time to completion of a project. But we still want to make sure that whatever is built is production ready. So we're not opening up the tool case to everybody. But sad to say, I actually still go in and I'll build my dashboards and I'll build my interaction and I'll use my performance analytics which does enable people. And we're seeing that in some of our heavier enterprise service management side, but as far as letting them dive into the no-code environment, I still have to put some protection on us. And like any organization, we always have to think of IT security. That's the other piece of it. What are they putting out there? What could be a violation of privacy? How do we handle that? So we stay completely engaged, but the speed to deliver is what the change is. Our legal app was a three-month development project. Three months to go from a... They had a separate system. And to go through the process, redesign it, build it, and put it in production. How many people? Roughly. How many people did it take to get that? Well, we used a development partner that used three. And then I had two at the time of my own. I still have only three individuals that actually handle our primary to ServiceNow in my organization. As large as our installation base is. Really? And that includes the permeation of ServiceNow into the rest of the organization? Yes. Really? Before that, if it had been last year, I was one and a half. Wow. That's what I had then. And technically, I probably have only two and a half because one person has another job, which is running our call center. So what are you using now? You've got obviously ITSM. What else is in there? ITSM, ITBM. We've got a great presentation we gave earlier on project portfolio management, what we've done with that, and where we're going next. Business operations. We're actually launching this summer if everything goes right. This is more of an internal us doing it. But what I've been doing is I've been taking our contract management piece, utilization, instance, request, change, and project. Now I'm going to roll it in and then do analytics against it to come back with what is the total cost per service per month per individual. On every licensed contract I hold. It's funny that the contract management, software licensing management piece is a huge untapped area that we hear over and over and over again. So two years ago we talked a lot about security. I think ServiceNow just at that point announced its intentions to get into that business. What do you make of their whole SecOps modules and is it something you've looked at? State of security? Any comments? Well this is one of those situations I think we're just a little bit too far ahead of them again. Because we actually had built a modular ourselves that handled what we needed. In my environment I've got an ISO, but I also have the partners that support us. My SOC is operated by a third party. So they feed in the alerts. We ingest the alerts into the security module and then we take action from there. So basically they were about a little bit behind us and we had just looked at the model saying we need a better way to manage that event. You got that covered. I want to ask you, a couple of years ago when the big data meme was hitting we were of course asking you all these data questions. Now the big theme is AI. It's like same wine, new bottle, but it's different. What's your thoughts on machine intelligence? Obviously service now talking about it a lot. How applicable is it to you? Okay, so... These smirks. You know why, that's good. I'm mad at intelligence. Let's just not make it artificial, okay? Because I had that conversation during the fireside and he said, you know, the computer takes 10,000 images to know what a cat is. And of course the computer's a mundane object and you can look at 10,000 images to determine that's a cat. You showed me the other ones earlier today and I rolled over laughing. Check it out. Augmented intelligence is going to be a driver. There's no question about it. What we saw in the interface, as the machine learning goes through the process, it's picking up the information and it's helping the agent to get the resolution faster. That's great. Knowledge bases that are integrated in with that. Can you think about how much quicker it would be to go to a chatbot and I'm going to run through a chatbot and automated intelligence and do that type of work. So that's going to make a significant difference. One of the areas we think that will be dramatic for, especially this generation, the millennials coming into school will be to put that augmented intelligence in that process. Because trying to explain to a student, you go to the registrar's office to take care of this and you go to the bursar's office they have no clue what those mean. Well if we can take it to their language but then also add an augmented intelligence to guide them through those navigation points. So augmented intelligence over the next years, it's taking that big data now, it's actually put into use all that machine learning and making something happen out of it. Digital is one of those things where I actually think the customers led the vendor community. So often in the IT business and the technology business in general, a lot of vendor hype, whether it's hyper-converged or software defined, they kind of jam it down our throats and adopt it. I almost feel like you have been doing digital for a while now because your student force has sent you in that direction. And I feel like the vendor community is now catching up. But is that a right perception? I mean that digital is certainly real and then you guys are leaning in a big way. I think between the three of us we could probably come up with all the different hype words that have been used and probably fill this room with every one of those words. But the reality is as practitioners you're looking at what is your customer base what do you need to be able to deal with? So we've been into digital transformation absolutely. Is it a good definition? Was cloud a good definition? I mean what am I really, it's either I'm going to use software as a service or platform as a I have a gigantic private cloud. That's great. We're talking about high availability and scalability. But when you put all those in, we've been into digital transformation everywhere. Your banks did it. That's why you have a bank app. Airplanes did it because that ticketing system they used to use? Saber. Saber. That's what it was. It's probably still out there somewhere. But the reality is that if you're not transforming digitally, you're going to get left behind. And even some big IT companies and I'm sure we've got a list of those big IT companies also that have fallen off the face of the earth or are struggling to stay on because they didn't go through that digital transformation. They tried to do the same thing the same way and move forward. You can't do that. You just reminded me. It's been a while since I goofed on Nick Carr. But you remember as a CIO, does IT matter? In the early 2000s, that book IT matters more than ever. Nick Carr obviously very accomplished. It was funny because then IT was a support organization. Now, IT is an integrated piece in the way that everything just happens. It's not keeping the lights on and support so much anymore. I can't remember who brought that out in the keynote talking about the fact that basically we permeate the organization. Because there's not a function that they're doing that doesn't have some type of IT and the question is, are you sewing it together correctly? Because in the end, what are they going to want? Well, you want a seamless student experience. You want a seamless employee experience. Now, what is perfect? Everything needs improvement. I'll always say that. But then at the same time is you want that data to be all tied together so you can take advantage of big data. You can take advantage of machine learning. And then you can come back and report on it. What we've done, so I guess three years ago is when I took over I was put in charge of our analytics team. And our focus was unlocking the data so that people could have access and make decisions that are informed. It's not data driven where we need to see the data look at it and come forward from there. So things like what ServiceNow did in performance analytics. Our general council highlighted the performance analytics as soon as we go. We missed it. As he said, we put it in the first app. We needed to do it. We needed to add it. So we added it in and he's like, wow, what I always thought was one thing. But now that I'm seeing the data and I'm seeing the patterns it's totally different. Because we have assumptions just because we think we're busy. Performance analytics is letting us see exactly what's happening in this organization. I can ask you a question. If somebody in your staff, let's say somebody that you mentored came up to you and said listen, like, I really want to be a CIO. It's my aspiration. What advice would you give me? It's kind of hard when you ask this one because I mentored and partnered. I wouldn't even call it mentoring anymore. A great friend of mine and he's now a CIO at Spellman in Georgia. I was just chatting with him earlier because I saw something. I was like, hey, you need to check this out. It'll solve your problem. You know, it's a real key fact. If you want to be an IT, you've got to be agile. You really have to be agile. You can't be rigid. You can't close those doors and keep your focus. And you have to constantly learn. If you don't just constantly learn, then you fall off. And that's what we talk about digital transformation in these companies that haven't made the transformation that aren't here anymore. They stopped learning. They thought they had it. It's the companies that have actually continued to learn or the CIOs or people coming up the ranks that look at it and they look at things differently. It really is. The digital transformation is about keeping the CIO transformed and every one of the staff had a discussion not too long with one CIO about how does he energize his staff. He's trying to do a transformation. But his staff is entrenched in the old way we did things.  And a lot of times, if you're especially in college, I have the luck of bringing a student in. What was your experience with that application? What did you think about it? They think it's the greatest thing they've ever created. But when you get in front of a student, it can be something totally different. So the biggest one right there, you've got to have agility. You've got to constantly learn. And you really, you know, I might have a laser focus about things. I have a very agile planning model I use. But at the same time as I try to keep the door open to any possibilities. Well, Lake, you're a great leader and a friend of the Cube. Can't thank you enough for making some time out of your busy schedule to come back on. Great to see you again. It was great seeing you again, as always. Alright, keep it right here, everybody. We'll be back with our next guest. We're live from Las Vegas, Service Now Knowledge 18. You're watching The Cube.


Mae bydwch yn swyddog i'ch chi'n gafodd i gafodd i gafodd i chi'ch ei bach i swannu cymryd. Mae'r ddwyl yn cael ei gafodd i gafodd i gafodd i gafodd i chi'ch chi'n gafodd i chi'ch gafodd o'r iawn On 30 November 2022, we published our updated additional support for learning action plan, which outlines the progress that we have made and the further work that we will take in this area to ensure that all children can access the support that they need. There are around 21,000 children in school who are on the autistic spectrum. Levels of educational access for them varies across Scotland. The National Autistic Society Scotland has told me that local authorities need to be better at recording different types of absences rather than using the actual category of authorised absences. That would better support young people. Will the cabinet secretary look at ways in which that can happen so that more targeted support can be provided to young people on the autistic spectrum? I thank Donald Cameron for this question. One of the aspects that we have just taken into the national improvement framework is around attendance, but an important aspect of that is ensuring that the national agencies are supporting our local government colleagues to then look at who is attending school, why they are not attending school and to be able to assist people to be able to go back into school when it is appropriate for them to do so. I very much take the point that the member is making that it is very important that we look at why children are not attending and then give them the support that is particular to them. That includes those that are neurodiverse and with autism. I thank the cabinet secretary for that answer about children with autism. The SNP 2021 manifesto said that Scotland's education system should be accessible to all young people. We want all children and young people to get the support that they need to reach their full potential. We have the highest number of pupils who require additional support on record, both at primary school and secondary school at the same time, especially those numbers and support are being slashed. Is the Scottish Government proud of its record at this stage and how will it change? Of course, all teachers are responsible for the provision of support to pupils with additional support needs rather than those teachers whose role is specifically related to support for learning, but I would also point out that, in 2021, there were 1,036 extra pupil support assistants that have been recruited and that builds on the increase in the previous year and exceeds the programme for government commitments, both on teacher numbers and on pupil support assistants. Yes, there is more to do, but the Government is determined to carry that through. I'm briefly Beatrice Wishart, who joins us remotely. Thanks, Presiding Officer. Another of the impacts from Covid-19 has been a sharp increase in concerns about children's speech, language and communication development. This is a phenomenon that has been recorded by health visitors. The greatest increase is found at two years old, which is a crucial milestone in speech and language development. What additional educational learning support in children's communication development can the Cabinet Secretary commit to today to head off concerns of a looming spoken language crisis in Scotland? Beatrice Wishart is quite right to point out the concerns, particularly of the impact on Covid-19. There has been a focus on that in the Government, but I am happy to write to the member with further details on what is happening in education and health on the issue. To ask the Scottish Government whether it will provide an update on its action to recruit more foster carers. Part of keeping the promise that we are committed to ensuring that children and young people who are looked after away from their own families and homes are provided with caring and loving foster families. I am aware that the pandemic and cost of living crisis has put pressure on foster carer capacity. That has been worsened by the widening pressures facing the social work sector, for example with Ukraine and unaccompanied asylum-seeking children. Although responsibility for recruiting sufficient foster carers lies with local authorities, we are actively working with key national and local partners to identify action that we can take collectively now and in the future to improve the situation. A key issue around encouraging more foster carers is to ensure that the right financial support is in place. Can the Minister provide an update on discussions with COSLA around progressing the recommendations of the review of care allowances? I agree with Mr Fitzpatrick that ensuring the right financial support is in place, along with practical help, and it is critical to encouraging more people to become foster carers. That is why the Scottish Government is absolutely committed to delivering a national allowance as quickly as possible. We know that that has taken longer than we originally anticipated, and we share the frustrations of care-gatherers and those working with them. I can assure Mr Fitzpatrick that we are looking at all available options to make it happen. My officials are next meeting with COSLA on Tuesday 7 February. Thank you and I also thank the minister for the response. I note that she has made a comment to some of the external factors, but the shocking statistic from Bernardo's last week that reveals that the number of children needing foster care in Scotland has increased by 50 per cent in the last year was not mentioned. I also want to comment on that, and also to ask the same kind of question. The programme for government in 2021-22 said that the Government committed to introducing a national minimum allowance for foster and kinship care, but no such policy has been introduced, meaning that foster carers in Scotland are the only part of them not to receive the payment. When will the Government introduce this long national waiting for a minimum allowance? I covered most of what she asked in her supplementary question in my response to Mr Fitzpatrick. We appreciate that the fostering network has said that there is a shortage of nearly 500 foster carers in Scotland. We are working with stakeholders to explore ways to increase the number of people becoming foster carers. As part of that, we are willing to consider all options that may have the potential to improve the lives of children with care experience, including the possibility of national and local communications. To ask the Scottish Government what assurances it has received that the correct procedures were used by the board of South Lanarkshire College when it took the decision to dismiss its principle. Decisions on the employment status of a principle is a matter for the relevant college board. The SFC is assured and have assured me that due process has been followed in this case. In fact, the college board did not follow the college's disciplinary procedures and I have them here. The principal, Aileen McKecney, could not ask questions, call witnesses, challenge evidence. She was not even shown any evidence against her. The outcome was a foregone conclusion, which I predicted. She was sacked along with the clerk to the board, Brian Keegan, who wrote the rule book on college governance and was then accused in a statement of bullying Andy Kerr. What really stinks is that there is no right of appeal. The college's disciplinary procedure says that sacked employees have the right to an appeal without reasonable delay and that it should be dealt with impartially. Due process has not been followed and the Government needs to step in. The college EIS feeler branch has just had a vote of no confidence in the board the second time. What does the cabinet secretary intend to do? Given the facts, does she still have confidence in the board? The funding council has provided on-going assurance that the Government's improvement plan, for example, has been agreed by the college board and is being implemented. The college is under strong leadership in the form of the current interim principal with a new and effective board in place and the college continues to function well. The matter of the employment of a principal is a matter for the board and it is important that that process will continue. If Mr Simpson would like to respond to me in writing with detailed points on that matter, I would be more than happy to take that up with the funding council, but I am content and the funding council is content that due process has been followed in this case. If there is further action to be taken, then of course the funding council would support the regional board and the board to have the facilitation to do that. Mr Simpson, I asked at the start for brief questions. I have had to interrupt a number of members to get them to get to questions. I would discourage you from challenging the chair when the chair has asked you to pose that question. Thank you very much. We move on to question 4, Rachel Hamilton. To ask the Scottish Government what action it is taking to tackle bullying in schools. Bullying off any kind is unacceptable and must be addressed quickly and effectively. Respect for all our national guidance on anti-bullying supports this. We expect schools and local authorities to use the national approach to recording and monitoring bullying incidents, monitoring locally-allowed schools to identify patterns, intervene early and provide appropriate support. We continue to fully fund respect me, Scotland's anti-bullying service, to build confidence and capacity to address bullying effectively. Education Scotland has completed a thematic inspection of the national approach. We will consider the findings and next steps carefully and we are committed to refreshing the national guidance on anti-bullying later this year. Correct, Cabinet Secretary. Bullying in Scottish schools is not acceptable. Under this SNP Government abuse of teachers in our schools has spiralled out of control with almost 75,000 recorded acts on school staff since 2017. In my constituency, in the borders, teacher and staff abuse in schools has increased by 355% since 2017, and while staff absences for mental health reasons have almost doubled, the correlation is clear. Having presided over such appalling levels of abuse, Cabinet Secretary, could she provide this Parliament with a plan to fix the problem that this Government has created? The very important aspect when we are looking at bullying, harassment or any violence and intimidation in our schools, whether that is towards pupils or staff, is to work together to be able to find a solution to that. The Scottish advisory group on relationships and behaviour in Scotland provides advice and guides to ministers on improving relationships. That is the place where we work together with COSLA representatives from local authorities and professional associations to ensure that we are providing evidence, advice and guidance to ensure that we are getting that right. I would be more than happy to week with Ms Hamilton if she has particular suggestions about what policies need to change, because I think that this is something that we all take seriously. We are determined to keep under review, as I said in my original answer, and the board that I have mentioned is the way that we can work together to do that, and I would hope that we can work together across the chamber as well. Cabinet Secretary, we have seen this morning's Glasgow Herald exclusive, which has the headline worry teachers say toxic positivity leads to bullying and fails pupils. A whistleblower who works in the east end of Glasgow in a secondary school is commenting on something called pivotal behaviour method, which is failing, in the words of the whistleblower, the 97 per cent of kids who are well behaved and doing well academically. Will the cabinet secretary investigate the failings that are identified in this whistleblower's report? I have read the reports in the Herald this morning, and I would reiterate again that any forms of violence are unacceptable. I am not going to comment on specific cases, and it is up for schools and local authorities as the employers to decide what action should be taken in schools. However, I have said in my original answer that there is a national group that looks at this, which works with COSLA, and we will continue to work with our local authority colleagues and with the professional associations to ensure that, if there are changes to be made, then we take those decisions together. To ask the Scottish Government what plans it has to further encourage articulation from college-based higher national qualifications to university-based degree programmes. The Scottish Government recognises articulation from college to university as a key route into degree level study, which includes many learners from disadvantaged backgrounds. The commission on widening access recognised the importance of expanding articulation, and we are committed to implementing the commission's recommendations in full. Since then, we have invested in additional places for students progressing from college to university, and we continue to work collaboratively with the college and university sector and the Scottish Funding Council on articulation, for example through the Collegy Scotland joint articulation group. I thank the cabinet secretary for her reply, and does she agree with me that the progress Scottish universities are making in terms of the fair access is significantly helped by colleges providing higher national courses that articulate with degree programmes, and that there is every reason therefore to further support colleges and encourage universities to further develop more articulation arrangements. I would certainly agree with Michelle Thomson on this. It is in a very important way that we can widen access to higher education. Articulation from college is a key route to degree level study. Many learners from disadvantaged backgrounds will take that, as I say, and they can also of course study for degrees within colleges who are affiliated to a university. We are very keen to see further progress in this, and particularly for full articulation and recognition of the work that goes on within our colleges to allow students to articulate up to a university with that study being fully recognised. A key issue present in colleges is the inability to properly assess completion rates. When the minister attended the education committee in November, he was questioned by several MSPs about what he is doing to resolve the issue and when it would be fixed. Mr Hepburn said that my ambition is to do it as soon as possible. It has now been three months. Will the Government provide an update on what progress has been made and if no substantial progress has been made, why not? I am happy to ask Mr Hepburn, who is not able to attend portfolio questions today to be able to go through this in detail with the member. It is a very important issue that she has raised, so if she will allow, we will get back in writing to her. To ask the Scottish Government what monitoring is undertaken to ensure that any commitments made to tertiary education are delivered. Scottish Government monitors delivery through normal processes set up by our tertiary education delivery arms, such as the funding council, SAS and SDS. Ministers issue a letter of guidance every year to public bodies setting out priorities in line with the programme for government. The Scottish funding council, in turn, has yearly outcome agreements with colleges and universities that set out what individual institutions will deliver. The funding council tracks delivery against those outcomes and publishes various progress and statistical reports on their website regularly. Ministers and officials also regularly engage with those organisations to monitor delivery of key commitments. I am principally concerned with what the Government is delivering to those institutions. They still await any conclusion to the critical coherence review. A raft of actions under the 2017 student finance report, the production of multi-year spending plans committed to back in 2021, a replacement scheme for Erasmus promised at the election, replacement metrics for widening access on the desk since 2014, when Shirley-Anne Somerville held the post of universities and colleges minister. The international education strategy years overdue. I could go on, but I will not. It is basic policy work that ministers are failing to deliver that is holding back the sector. Is the problem a lack of capability, a lack of energy or a lack of interest? Government is delivering for both colleges and universities, and that is demonstrated in the budget that will follow on from portfolio questions today with additional funding going to our colleges and universities. There are a number of commitments that this Government was elected upon to deliver during this parliamentary term, and we will absolutely have that from intention of doing so. I thank the cabinet secretary for her response. Can the cabinet secretary set out how the Scottish Government is supporting our tertiary sector? As I said in my answer to Michael Marra, one of the important ways that we are doing that is to ensure that we are providing funding to colleges and universities so that the net college sector resource budget will be increasing by £26 million and, of course, the universities budget will also be increasing by £20 million. That is an important significant work that this Government has undertaken, and there are very difficult financial constraints this year. To ask the Scottish Government what action it will take to increase the recruitment of people support assistance, including ensuring that they receive fair pay. Local councils are responsible for the recruitment and deployment of their staff during the pandemic that the Scottish Government provided an additional £240 million to local authorities to support the recruitment of additional teachers and support staff. We have since committed further permanent funding for £145.5 million a year to support education staffing. Pay for local government workers, including pupil support assistance, is a matter for councils. Despite that, the Scottish Government recognises the crucial role that council staffs play in our communities, which is why we supported local government with an additional £260.6 million to enable them to successfully agree a pay deal for 2020-23. I thank the cabinet secretary for the answer. It was reported yesterday that councillors in Edinburgh will be asked to approve a 2.4 million cut to teaching assistance post in an industry that is already struggling with retention and recruitment of staff. This news is deeply concerning. Can the cabinet secretary tell us now what action will be taken to protect pupil support and classroom assistance jobs, and the vital role that they play in children's educational and social development? Clearly, councils have not yet taken those decisions. Those are proposals by officers at this point. However, I point to the national work that this Government has undertaken and has been well-publicised around teachers. However, I would also say that that includes our determination to ensure that we recognise and protect the role of classroom assistance. Can I ask the cabinet secretary to set out the Scottish Government's commitment to increase classroom assistance numbers? I am firmly off the view that we will not improve Scottish education by having fewer teachers or fewer classroom assistance in our schools. Our commitment remains to increase the number of teachers by 3,500 and classroom assistance by 500 by the end of this parliamentary term. We continue to provide local authorities with £145.5 million annual funding to support that ambition. To ask the Scottish Government what recent meetings it has had with University Scotland to discuss gender-based violence in higher education. The Scottish Government engages frequently with University Scotland on a range of student wellbeing issues, including gender-based violence. For example, University Scotland is represented on the Equally Safe in Colleges and Universities core leadership group, which is chaired by the Minister for Higher and Further Education. The group meets on a quarterly basis most recently on 16 November. In December last year, the University of Glasgow published a report on the university staff and student procedures and support arrangements in relation to gender-based violence, and found that there had been a significant increase in reports of gender-based violence by undergraduates in the previous 18 months. Rodag Ross Casey, who led the review, highlighted series problems in the university's processes and handling incidents, said that, when she went to the student newspaper at the Glasgow Guardian that she was threatened, if she took her case to the press, she would be removed from her degree. I am sure that the minister agrees that that is true and wrong, but does the Scottish Government agree that Scottish universities need to make their sexual misconduct processes open and transparent to ensure that students have full confidence when reporting gender-based violence? It is absolutely critical in all workplaces or places of education that students and staff fail to report and once they have reported an incident. The Scottish Government also funds the Emily test charity to ensure that universities and colleges are not only taking the matter seriously but are acting upon that. I recently wrote to all the universities to encourage them strongly to join the Emily test charter if they have not done so already, and I would reiterate that once again today because Pauline McNeill raises an exceptionally important point that we need to ensure that this is tackled and that we need to ensure that everyone feels safe both within their workplace and place of education. It should be common sense that under no circumstances should a rapist be allowed on a college or university campus, yet here I am again. For the second week in a row, raising this matter, last week I was discussing a rapist enrolled at a university. This week, a rapist enrolled on a college beauty course. This is appalling, unacceptable and not to mention dangerous. We need change, we need guidance and we need it now. Will the cabinet secretary firstly ban suspected and convicted sex offenders from university and college campuses? Will she issue national guidance? The Minister for Further and Higher Education met the principal of Ayrshire College on 30 January to colour fight enrolment procedures and safeguarding measures in that college, given recent cases. That builds on the work that he has already leading and the previous discussions undertaking around concerns to protect students if other students are subject to criminal investigation. Scottish Government officials are working at pace with representatives from colleges and universities as well as a range of stakeholders with the aim of producing guidance to address those concerns. The first meeting of the working group has been arranged for 10 February. That will include areas such as information sharing across institutions and with regard to those already in the justice system. That again builds on discussions that the Scottish Government has had with UCAS, Police Scotland, the College Development Network and University Scotland. We are also aware that the minister has met with Ms Gozel on this and it obviously remains happy to do so in the future. That concludes portfolio questions. There will be a brief pause before we move to the next item of business.


So today guys I bring you all 11 relic locations for riders republic. Now I have done individual videos as I found these but it makes sense to make one video with a complete collection for you guys. Now each relic each hidden vehicle you can ride and race with will be time stamped down below where we'll pin it to the top of the comment section and linked within the video description. So if there's a specific one you are looking for just head there. Best guys if you enjoyed the video leaving a like really helps out and hopefully guys I will see you on that next one. Colorado River there's a tidy reward waiting for you seek it out and it's unforgiving in the best possible way don't pass up the opportunity to get those stars. What's up if you're on Yosemite find a small path on the chapel it'll lead you to some pretty cool finds it'll lead you to some pretty cool finds. Teton makes this one of the most technical stunt challenges in the republic don't miss it. This stunt challenge over in Yosemite is certainly worth keeping a lookout for. Trouble with the cap. Things never come from comfort zones seek out that next adventure and I'll provide the soundtrack. So I just wanted to let you know about this plane that crashed down your mirror lake in the 1970s pretty mysterious what went down but it's still there and if we find it or some unique trip that'll definitely set you apart from other riders in the republic yeah no need to thank me just make sure you find it.