Be gynnwt toffi TV, Salomon Rondon, a sign for Everton. He becomes Rafa Benitez's fifth summer signing. He's the final signing because he was signed as the window slam shut. I'm joined by John. We were in the studio when this predicted. John did say it'd be 11 o'clock. Everton did well, holding on to till 11 before an option. John, I guess it won't be... It's not what a lot of Evertonians wanted. And when I say a lot, I'm talking about social media. So there'll be lots of Evertonians, not on social media. We'll just go, it is what it is. I think people were looking for more of a right back and a wing and all. But that's by the bike, because we're here to talk about him. I wanted it additionally. I've got no issue with that. Moise Keane's gone out. Salomon Rondon has come in as striker. So what are your initial thoughts about it? It's like a long gestation. I don't know now that he's coming for a day or two. So I think I described him yesterday. It is yesterday, actually now, isn't it? There's a solid backup. But it's a pragmatic decision, isn't it? The style of play doesn't have to change if he drops in instead of DCL. That's where your much-needed right-winger would have come in. So yeah, I think the manager knows him. He seemed to like playing against us. Hopefully he'll like playing for us. He's got into double figures once, I think, in the Premier League. I don't know when he was at Newcastle again, under Benitez. He's career-wise one-in-three. So he's not prolific, but he'll trouble Premier League defenders. He works, doesn't he, and he's a solid lad and stuff like that. I think one of the things to take... I mean, free. Exactly. That's a bonus, isn't it? One of the things you have to take into account with this is there's two things to look at here. We know Rafa Benitez is very data-heavy. And he is coming in as a backup. He's not coming in as our number-one striker. No, that's right. We do have two lads. We will call out our two strikers, which are Bratialisland and Dominic Alburlun. But the thing I think what people need to remember as well, with Rondon, is he's played in two teams that West Brom, who were in exactly the most expansive side on them, so didn't create lots and lots of chances. And Newcastle were very much battling and stuff, you know, when I think Rafa Benitez, and even the most ardent Newcastle fan would say, didn't have a team anywhere near as good as Everton with the creativity that Everton had in it. And yet in his final season, Benitez's final season when he was on loan from West Brom, he was... You've just said it there, he got into double figures. He was excellent. He gave us a couple of real tough games at Godderson. Score at Godderson? Score for West Brom and for Newcastle? You know, the goal for Newcastle in the one-months or at Godderson, he's a great finisher, a great finisher at the park end. He's a handful. I mean, I'm not... Listen, I'm not... Anyone who sits there and goes, oh, you know, you might... and we get this from some people, will think that I'm trying to make it sound like we've signed Primly. No, we haven't. And we haven't. And there would be other strikers. I'd personally voted for Edward, who ended up going to Palace, because I think he's one who potentially Terry Moffies and other young striker in France who I would have got. But we haven't, and the money wise. We've got him free. Like you've just said, for the first time, I guess, for a while, probably ever, with having Dominic Carver-Lewin, we've actually got another fella who can play similar to him, because if you think of other strikers since Dominic Carver-Lewin's been in Everton's first team, it's kind of been Uman Nias, or it's been Moise Keane, over Charleston himself, who's a different type of striker anyway. So Everton have had to change fundamentally the way they play, and he ain't going to have to do that. No, he'll seek to get on the end of balls just like Dominic would.  I've watched him when he's played against us. I mean, I've seen obviously Benny's in the Premier League, but he's gone off to China. He's been gone for a couple of seasons, and then Moscow for a loan, don't know if he's coming from China now or from Bloody Moscow, I don't really know. But clearly the manager knows him, he knows the manager. And he's that solid backup, so... Yeah, and three. If he's fit, I guess he'll be on the bench the next time we play, so... I mean, that's what we're hoping. I mean, he's got the Premier League stat, we'll have a quick look at now. Premier League record, there's 140 appearance, there's 35 goals and 14 assists. People looking at that will go. There's one in four of that. Yeah, he doesn't, but again, his record's boosted elsewhere. He's not played in expansive sides, so it's not like he's played for Manchester City and scored three, four goals, and you go, and this fella doesn't know where the net is. He's at West Brom and Jalbyen, and he's been at Newcastle. He was quite consistent, I think. We probably don't have them, but he was getting one in three-ish at West Brom, so eight, nine, ten, eleven sort of goals. And as you say, not in expansive teams. And we create lots of chance. Oh, we have been recently. Lots of opportunity, and you'll get on the end of them, I guess. He's got, since he left in 2019, he's gone off to China and Russia, he's scored 22 goals in 40 games. He's got the assists, and he has just three shots a game and stuff like that. So, different quality. Obviously, there is, you know, the Chinese Super League, ain't the Premier League, and I'm not trying to deny it. I'm not trying to read history and go, well, come on from there, so he's going to be great supporters of squad play. And he'll know that. So you might argue, it's like a town, then, coming bolster the numbers, not necessarily start, but if you work hard, who knows. I imagine a situation where Rafa Benitez wants to go bruise, brothers remember that Duncan and Kevin Campbell all those years ago, and he goes, plays both. Today we'll play him and Dom, and we'll play him to wide areas, and we'll batter. You know, we use them as a batter and ram.  No, John, that one out in the season, he's going to be fully focused.  Some might argue, some might argue he's kind of like the perfect free transfer, really, because if you're bringing in a back-up, you know, at a certain age, they're going to want to play, aren't they? Yeah, yeah. And be like, why aren't I starting instead of this fella? You know, instead of Dom, or whatever, and he's going to come in, and Dom and the Calvert Lovers, who's doing very, very well and developing brilliantly, can develop off him. And I'll tell you another player as well, I think, that he could be really important for, or someone like Ellis Sims, who's a young striker, who does need to lay out and put himself about a little bit more. You're looking at him and trying. Well, you can have someone to mimic, and the last couple of seasons were Ron. Ron. Has that come from? That's wishful thinking. Well, you call him Ron. Don't call him Ron. Biger Ron. But whilst he's the back-up player, Dominic himself has had two good seasons where he scored more goals. He clearly should, hopefully, score more goals again this season, particularly as he's on penalties. But in both the last two seasons, Dominic's really dropped off in the second half. So maybe this guy will allow Dominic to come off with 20 minutes to go in games, even if we're not leading, because he can come on and drop in. And then occasionally, of course, maybe start a game so that we don't run poor Dominic into the ground. Well, that's it, because you do have to respect that. You've got to give the lads the opportunity to ref-charge the batteries. We've flogged on.  Totally. And we've had a great return from him in the last couple of seasons, and he started this season brilliantly just three goals. He's played with an injury. He's played with an injury. He's won out, really. Three goals in three games. So that's fantastic. So you're right. There'll be opportunities for everything to go. You know, it might be with 25 minutes left.  It might be, like you said before, times when they're both on the pitch. There might be times when you say to Dominic, you're looking a little bit jaded. You can be the one on the bench today. You beat a sub. Because last season, Anciolotti did it at Hanfield. Don was sub and came on, ran Liverpool, ragged, got the penalty later on. He made a huge difference when he came on to the pitch. They just given him that little bit of the opportunity to freshen up. So I think it's important that Rafa Benitez will know that this fella is a life for life.  Can we know this from past games? You know, past clubs. Will him in town and pass at the same time? I don't think so. I think times then went. But whatever. You know what you get. Yeah, we do. There you go. Solomon Rondon is an Everton player. He come on off free transfer. It's a two-year deal. And let's see what he can do. You know, squad player like John said there. Let us know what you think in the comments section below. I know you will anyway. And there you go. Make sure you give the video a thumbs up. Subscribe if you haven't. And if you want more daily videos, including live daily videos, then why not become a patron? See you later.


Immune checkpoint inhibitors are a class of drugs that block certain proteins on T-cells, called checkpoints, which are essential for regulating the immune system. When these proteins are blocked, it allows the immune system to recognize and attack cancer cells, leading to improved survival rates in patients with different types of cancer. Immune checkpoint inhibitors are currently approved by the Food and Drug Administration FDA for the treatment of melanoma, hepatocellular carcinoma, endometrial carcinoma, non-small cell lung cancer, renal cell carcinoma, and bladder cancer. The most common side effects associated with immune checkpoint inhibitor therapies include fatigue, skin rashes, and fever. However, there have been reports of more severe side effects, such as cardiac toxicity and inflammation in the gastrointestinal tract or lungs. Despite this, immune checkpoint inhibitors have proven to be effective in treating many types of cancer, and they are being studied further for their potential use in combination with other cancer treatments. This article was authored by Nora A.L. Turkey. We are article.tv. Links in the description below.


Hi my name is Melissa Lindler. I'm with the City of Columbia. I'm the Director for the Office of Business Opportunities. Today we're going to talk about OBO and some services that we provide through our office. We have training, technical assistance, we have commercial loans that we provide as well as supplier diversity initiatives that we oversee in our office. Tonight we're having a North Columbia Business Forum. The host are Councilman Ed McDowell and Councilman Sam Davis. We're going to talk about all the great resources that we provide as well as some of our community partners, the Small Business Administration, the Small Business Development Center, as well as other partners in the community. Good evening. This is Ed McDowell, Councilperson for District 2. I'm here tonight in the midst of other entrepreneurs and other future business owners to come and and be resourceful and of course have resources to give to people to further expand their endeavors. It is an exciting time in District 2 and particularly unfair rules for them to come and to have resources for them to talk about the various things that's very, very possible for entrepreneurship and starting up a business. Councilman McDowell and I, we've been sort of trying to meet with the businesses on the far old corridor in particular to talk about some of the assistance and help they need. We've been really trying to make sure that the corridor is not left out and all that's being planned in terms of business development, relationships with the neighborhoods that are contiguous to the corridor. We've been working with the OBO Office of Business Opportunity. They're here tonight also. They will be talking about resources that are available and also the type of assistance that they can provide and also share with them some ideas and concepts that they may want to take a look at and work towards as a group, as an organized group and we will be available when they need us but we don't want to tell them what they ought to do. We want to make sure that we help assist them in the kinds of things they want to do, what they think ought to be happening and also take a look at some of the strategies that we might want to share with them but it's going to be up to them and we just don't want to leave them behind.


Welcome back to the video game storytime advent calendar, where today we answer a simple but important question. Why do whales hate Sonic so much? In the first level of Sonic Adventure on the Dreamcast, a killer whale bursts out of the ocean and chases after Sonic, destroying everything in its path. Another whale, or is it the same one, attacks him in Sonic 06. When asked by game informer why whales hate Sonic, series overseer Takashi Azuka said, That's a good question. I never thought about that. The sea is that killer whale's home. That's why he chased Sonic to keep his home. Well, that's nice and straightforward. Apparently Sonic's always going to run into trouble with this territorial whale whenever he goes near the ocean. It's just as well he hates water anyway. Join us tomorrow for the next video. Oh, we are so sleep deprived.


Generally from the session, I think the most, the highlight of the session was that we can't have like a one size fit all solution, especially when it comes to clean fuels and it's important to like try to accommodate all those clean fuels because households have different needs and if you're supposed to make the different production systems sustainable then we should also be able to accommodate all the different types of fuels. Thank you.


2016 Common Council's order Next I'd like to deviate a little bit of there's no objection and ask for a moment of silence for the make a family for the fire loss and the death of the three children Natalie 11 Carter 7 and Ben 10 our fire department and ambulance and paramedics were called to respond to this incident and They did what they could but they received commendations from children's hospital for their excellent excellent work at the scene Please stand with a clerk. Please read the quote for today It is incredible how much can be accomplished when everyone can do their jobs to the best of their ability Be respected and supported by their colleagues and all move towards a common goal Thank you From the chamber To construct a small Structure under their guidance We have a daily ready mix of people from all the companies called for the roofing, and those engineering in the black stock community. Permits, fencing, scrapping metals, and inspections were all covered by the situation's wagon. Throughout this project Andrew was in charge of leading city permission, lining up donors, funding volunteers to help with the excavation, laying the base, constructing the structure and installing the roof. From start to end, 37 workers followed your time to the project, accounting for 348 total service dollars, and work on the project was all done voluntarily, including help from Habitat for Humanity, Federal Contractor, Indian Hot, and the Boy Scout Troop 804, and the Boy Scout Troop 890. Andrew received his evil rank early in December, and his evil card in honor, Ceremonial Banker, will be held in February. He will be the first Scout in the Troop to earn the human skeleton award in the past 12 years. I would like to also mention that Andrew's mother Renee Sushuk served on the City Council from 2005 to 2007. His grandfather, former Mayor Richard Sushuk, who passed away a few years ago, served as mayor for 12 years from 1970 to 1985. During that time, he had the privilege to recognize the many outstanding Boy Scouts right here at City Hall. I knew that he was joining me in thanking Andrew along with me and the residents of the City of Sheboygan for this contribution to the City's Parks Department. Andrew, do I have a certificate of appreciation? Sure. I'd just like to thank the City of Sheboygan for all the support, especially the Black Sox community for their generous donations, and have that for humanity, for their health, and just the Parks Committee for the help along the way with the Scrapping Local and the Census. Thank you. Allegiance to the flag of the United States of America, and to the Republic for which it stands, one nation under God, indivisible, with liberty and justice for all. There are 11 present. Next item is approval of the minutes from our last meeting. Alderman Hammond. Thank you, Mr. Mayor. I move to approve. Second. Thank you for that motion and support. Is there any discussion? Seeing none. All those in favor, please signify by saying aye. Aye. Opposed? Motion passes. Are there any resignations? No. And appointments? Nope. And moving on to public forum? Public forum, we have two this evening. The first one is, Joel, is it John's route? Or Joel, would you please come up? Joel, can I have your home address please? 2732 South 15th Street. Okay, and you'll have five minutes. All right, thank you. City officials have recently decided to reduce the staffing of the Sheboygan fire department by three firefighter positions as of January 1st, 2016. The reduction in firefighters will mean that the fire stations on the far north and far south sides of the city will be reduced to a minimum staffing of just two firefighters per day. This reduction in staffing will affect the services delivered by the fire department. Upon arriving at a fire, the ability of a fire truck staff by two firefighters to mitigate any emergency becomes greatly reduced. In fact, it may even require them to wait for the next fire truck to arrive on scene before they can effectively perform their duties. Many independent organizations have studied the effectiveness of firefighting crews, both the National Fire Protection Agency and the International City Managers Association, independent of each other. Three firefighters per truck to be the most effective and efficient. However, in working to be good stewards of the taxpayers, Sheboygan fire department has worked to become efficient and effective with three firefighters while still maintaining the department's mission to protect life and property. Three firefighters arriving at fires gives us the ability to enter the building and extinguish a fire or remove a victim. Two firefighters arriving alone require them to wait for an additional fire truck before they can enter a home. Why? Because it takes one person to operate the truck and supply water, and two firefighters to effectively advance a hose into a building. City leaders have not only made drastic, potentially life-threatening cuts to your fire department, but done so without researching their decision. The city's own fire chief did not recommend these cuts. No outside study or opinion has been sought by city leaders. Sheboygan firefighters local 43 is performing a study and will provide that to the city, council and taxpayers, and no cost to the city. Sheboygan firefighters local 43 is opposed to these cuts and any reduction in the services we provide. As we continue to gather information, we will release our findings to the public. We urge the citizens of Sheboygan to contact their older persons and ask for these positions to be filled. In 1969, the fire department was staffed with... Next on the list is Sam Walker, and we're just going to check the mic. Chad? And Sam, can I have your address, please? That address would be 2735 North 31st Place in Sheboygan. Twist it a little bit. It's not coming through. Okay, you're good. Just get a little closer. There we go. You'll have five minutes, Sam. Hi, my name is Sam Walker. I'm from Sunlight Books in downtown Sheboygan. We've been here for 34 years, and unfortunately we had some water damage to the store. I'll read a letter from Jennifer Lurkey. Jennifer was a principal architect for Legacy Architecture who wrote to Chad Pellecek, the director of Planning and Development Department. And she states, since Boston Store was removed, Sam continued to have water problems in the basement. On June, or July 13, 2015, the city of Sheboygan had a significant rainfall. Online records indicate an event of approximately two inches. The north and west half of the basement flooded with approximately four and a half inches of water. And the water was so deep that the fire department was called to assist in removing the water before a carpet cleaning company could come in and remove the rest. The owner had to remove approximately 1,900 square feet of carpet, approximately 400 linear feet of baseboard in the basement due to the flooding. Holes were placed in the bottom of the walls to ventilate the stud cavity spaces in an attempt to prevent mold growth. However, mold was identified on August 24, 2015. The gypsum board walls, furring strips and portions of the acoustic tile and drywall ceilings have subsequently been removed. She goes on to say, I have personally visited the site on several occasions. On July 28, the weather had been very dry for the past 10 days. However, there was still water seeping into the basement. This could only have come from the irrigation system that was being used to water the sod in the grassy area to the north. It continues to seep in at the same location. Then Roger Miller from Miller Engineering from Sheboygan visited the site on July 30. Roger was asked to document the topography in the grassy area to the north because it appeared that the new finished grade is pitched directly to the building. It took spot elevations which showed a water flow projection pointing right to the area where the water has been entering into the basement. The grassy area to the north should be regraded so that it is pitched away from the building and yard drains put in. Mike from Superior Waterproofing in Cleveland, Wisconsin visited the site on August 13. He also looked at the topography in the grassy area to the north and confirmed Roger's findings that the grade is pitched directly into the building. He has recommended a basement waterproofing and drainage system for the north wall of the building which will require excavating, waterproofing, backfill and regrading. Sunlight Books has been at this location for 34 years without any humidity or water in the basement. The Boston store structure was built up against Sunlight Books north wall and their roof drainage system to care of any water. You may remember if you entered Sunlight Books from in front of the Sunlight Book store you had to go up three steps to get into the Boston store. When you came out on the north side there were no steps. That meant that there was an approximate 20 inch grade from our store to the north side of Boston store. So when the green space was graded to follow the 8th Street sidewalk there was a 20 inch grade pitch right at our north wall. The north wall acted as a dam and eventually the water had to go somewhere. Unfortunately Sunlight Books lost thousands of dollars of office equipment, office supplies, walls, carpet cabinets and store products. We are unable to use our large room room for events in our relegated to conduct office business in a damp, carpet less environment where several of our staff will not eat lunch in our basement. Thank you so much Sam. Next we'll go on to Mayor's announcements. I'd like to ask Daniel Brady and Danila Page to step up. These two individuals were recently recognized at the last Wisconsin Wastewater Operators Association State Convention. As lead operator Mr. Dan Brady is responsible for the efficient operation of the treatment processes at the Sheboygan Regional Wastewater Treatment Facility, including biological, phosphorus removal and activated sludge treatment processes. The co-digestion and biogas production systems and the biosalids dewatering and drying processes. Mr. Brady is also responsible for guiding and training new operators and other employees and their necessary skills to operate the facility and associated equipment. In addition Mr. Brady serves as the primary lab backup and has demonstrated proficiency and all the laboratory analysis is performed at the facility. Mr. Brady has been an operator with them for 34 years. His extensive operator experience is critical not only to the facility but to the resource recovery community as a whole. He has successfully trained and educated all the current operators in the facility who had no previous wastewater experience or technical education. Each of these operators have in turn achieved their Wisconsin wastewater operators license and are good competent operators. A very experienced and highly respected process operations expertly recently remarked that Mr. Brady has done and continues to do an outstanding job optimizing the treatment processes. It's very exciting to see such low results and high quality affluent. I'm thinking that is he's finding a sweet spot between biop and anaerobic digestion, the pitfalls of reasonable dewatering. Mr. Brady is a great asset to the Sheboygan Regional Wastewater Treatment Facility but also to the recovery community as a whole. He won a lifetime achievement award. You may remember Dale Dorr won that award about three years ago so we congratulate Dan in that citation. Also at that convention Dana LePage was recognized as the first year rookie of the year program. As a laboratory technician Mrs. Dana LePage is responsible for scheduling the sampling and analysis of all routine permit requirements for the regional wastewater treatment facility. All in-house lab analysis and quality control and maintaining laboratory certification. She's also diligently work and is working upon updating and reformatting all the laboratory SOPs. And after a year of serving as a lab tech for the Sheboygan Wastewater Treatment Facility she had successfully prepared and completed the DNR lab audit. We give both of these individuals a hand for their great work. Thank you very much. Next we'll move on to the consent agenda. That'll include items two point through through two point two nine Alderman Hammond. Thank you Mr. Mayor. I move to accept and file all reports of officers accepting and adopt all reports of committees and put all resolutions and ordinances upon their passage. Second. Thank you for the motion and support. Is there any discussion? Just a point of that the one item regarding the sunlight books has been moved to towards the end of agenda so it could be a separate item. That would be item five point one. Seeing no discussion with a clerk please call the roll for passage. I love it. Motion passes. Item three point one will be held for item four point two. Items three point two through three eleven will be referred to various committees. Under resolutions four point one is a resolution by Alderman Bellinger authorizing and advertising for bids for the King Park and DeLand Park Beach Restoration Projects Alderman Bellinger. Thank you Mayor. I would move to suspend the rules. Is there any objection to suspension? Seeing none please proceed. Thank you. I would move to pass the resolution. This is just authorizing the public works department to put out a bid. Thank you. Any other discussion? Seeing none will the clerk please call the roll on four point one. Eleven ayes. Motion passes. Four point two is resolution by Alderman Hammond authorizing and entering into a contract with spectrum lighting limited of Waukesha for purchase of 168 Phillips Guard Co. LED upgrade light kits for street lighting and Kohler Memorial Drive between North 14th Street and Taylor Drive to improve the energy efficiency and that other item came with that. Alderman Hammond. Thank you Mr. Mayor. First I move to suspend the roll. Second. Is there any objection to suspension? Seeing none please proceed. Thank you. I would move to accept and file three point one and put four point two upon its passage. Second. Thank you for that motion and support. Is there any discussion? Seeing none will the clerk please call the roll. Eleven ayes. Motion passes. Item four point three is a resolution by Alderman Hydemon Coth and borne approving the amended grievance procedure HR 130 for city employees. Alderman Hydemon. Mr. Mayor I put resolution on for passage. Second. Thank you for that motion and support. Is there any discussion on the motion? Seeing none all those in favor please signify by saying aye. Aye. Opposed? Motion passes. Items four point four through four point nine will be referred to various committees. Moving on to section five reports of committees. Item five point one is an RC by finance to whom was referred our own number 179 of 1516 by the city clerk submitting a claim from Sam Walker of sunlight books for alleged damages to his property caused by the water from the green space north of the building and recommends denying the claim and to request that the city attorney send a notice of disallowance. Alderman Hammond. Thank you Mr. Mayor. Move to accept and adopt. Second. Thank you for that motion and support. Is there any discussion? Alderman Jose. Yeah I'm going to vote against filing this and take I'm going to vote against the finance committee's recommendation because I think if if the if the shoe was on the other foot and the city had a building and somebody came along and developed the property adjacent to it and tore down a building and regraded the area and left a city building with water in the basement. I think we would be the city would be upset with that individual. Sam has been in business for 34 years and as indicated by the letter there was no water in that basement for 33 of those years and only after the bought what first of all I thought tearing down only a 30 year old building was a terrible move. But I wasn't on the council last year when that decision was made. It's led to water in his basement and I think that you should do the right thing because it's the right thing to do and I think we should certainly when when plans are redrawn we should take the recommendation of the architect to prevent further water damage to his building and I think we should be paying the claim for the damage to the building. I will be voting against the finance committee's recommendation. Thank you for those comments. Is there any other discussion. City Attorney could you explain a little bit about disallowance and what this means disallowance simply means we're denying the claim. It's not necessarily in the process although it puts it in Mr. Walker's hands at this point. We are required to act on it within 120 days and we are within that timeline if we act on it today. Thank you very much. Alderman cut. Thank you mayor. I would just like to say that finance did discuss this in closed session. We discussed this at length. It was unanimous to disallow. Thank you for those comments. Any other discussion. In close session. In closed session. You voted to disallow based on what. He's looking for the city attorney. Sure. Yeah. Just to be clear the vote was actually an open session. There was some discussion in closed session and that's appropriate because there are certain matters that we need to keep in closed session as far as if there is potential litigation in the future. But what I can tell you is that the denial was based on the fact that there appears to be no negligence on the part of the city in order to pay a claim and ask the taxpayers to put the bill. There would need to be some negligence on the part of the city. I'm sure Mr. Walker disagrees with that determination but that's the investigation that was done shows no negligence by the city. Thank you for that explanation. Any other discussion. Seeing none with a clerk please call the roll. Seven eyes and three nose and one abstention. Motion passes. Item 5.2 is an RC by finance to whom was referred. A resolution number one 30 of 1516 by Alderman Hammond authorizing a transfer of appropriations in the 2016 budget to establish an estimated revenue and appropriation for the 2016 Wisconsin justice system improvement. Beat patrol grant solicitation and recommends that the resolution be passed Alderman Hammond. Thank you. Miss Mayor moved to accept and adopt and put the resolution upon its passage. Second. Thank you for that motion and support. Is there any discussion on the motion. Seeing none will the clerk please call the roll. You have an eyes. Motion passes. Item 5.3 is an RC by law and licensing to was referred our own number two 32 of 1516 by the city clerk submitting various license applications recommends that the beverage operators license number 0977 be denied based upon his record of violations related to the licensed activity is record as a repeat law offender and his failure to cooperate with the committee. Alderman Wolfe. Thank you. I moved to the report of committee be accepted under the second. I'm sorry. Okay. Under discussion. Mr. Eugene. Mr. Osbar has been called to committee several times and has not shown up. Thank you very much. Is there any other discussion on the motion. Seeing none will the clerk please call the roll. You love an eyes. Motion passes. In section six ordinances items 6.1 and 6.2 be referred to the public protection and safety committee moving on to matters laid over. Item 7.1 is general ordinance number 43 of 1516 by Alderman Donahue item in board and Hammond and cough amending the supplement to the municipal code as to change the job description for the position of chief administrative officer in the administrative department for the city of Sheboygan. Alderman Heidemann. Thank you. Mayor put the resolution upon his passage. Second. Thank you for that motion and support. Is there any discussion on the motion. Seeing none will the clerk please call the roll. You love an eyes. Motion passes. Next move on to other matters city attorney. Thank you. 8.1 submitting an RO from this by the city clerk submitting a claim from N sitell wireless LLC for personal property taxes paid in error. That'd be referred to the finance committee. 8.2 is a resolution regarding Midwest Midwestern disaster area revenue refunding bond financing for just kids dental. SC project that also be referred to the finance committee. 8.3 is an RO from the city clerk submitting various license applications for the period ending December 31 2016 and June 30 2017. That'll be referred to the law and licensing committee. Next is a contemplated closed session motion Alderman Hammond. Thank you Mr. Mayor. Move the convening closed session under the exemption provided in section nineteen eight five one G of the Wisconsin statutes for the purpose of conferring with legal counsel for the governmental body who is rendering oral or written advice concerning strategy to be adopted by the body with respect to litigation in which it's involved to it. Herman versus the city of Sheboygan Sheboygan County case number twenty fourteen CV zero zero zero seven five four. Second. Thank you for that motion and support with the clerk please call the roll. Eleven eyes. Motion passes will take a five minute recess and for our TV viewers we do plan to go into open session after the closed session is finished if you'd like to wait a little bit. Okay we'll reconvene Alderman Hammond. Thank you Mr. Mayor. I would move to authorize the city appropriate city officials to appropriate the twenty five thousand dollars necessary and sign any legal documents required to meet the settlement with in the case of Herman versus the city of Sheboygan. Second. Thank you for that motion and support is there any discussion on the motion. Seeing none will clerk please call the roll for passage. Motion passes. Alderman Hammond moved to adjourn. Second. Thank you for that motion and support. All those in favor of adjournment please signify by seeing aye. Opposed. Motion passes. We stand adjourned. Thank you.


The study found that the most common HLA antigen types among Iranian kidney transplant patients are A2, A1, A3, A24, and A26 for HLA A, B35, B13, B15, and B18 for HLA B, DR4, DR11, DR1, DR3, and DR15 for HLA DR, and DQ1, DQ3, and DQ2 for HLA DQ. This shows significant heterogeneity in both HLA Class 1 and Class 2 antigens, which reflects recent admixture of this population with neighboring Middle Eastern populations. This article was authored by Beyzadi Nalahi, Zahra Rostami, and Mojtaba Tamuri.


In the morning we had two complete newcomers speak here and the afternoon we have speakers who have been here many times, especially Tony Daniels who has been speaking at our events every time except I think the first two years. Tony Daniels also known as Theodor Darrempel, medical doctor, psychiatrist, he's also referred to as a skeptical doctor, he's a cultural critic, author of many books and countless columns in The Spectator, in Taki Mag and The City Journal. And the next speaker then will be Norman Stone, Norman Stone was a professor of history at the University of Oxford and then he changed to the University of Bilkent which is the most prestigious private university in Turkey and has taught there for the last 20 years. Norman Stone has written on World War I, on World War II, on the Atlantic and its enemies and is as you would expect of all my speakers also a very controversial person. So please Tony.


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Thanks again everybody. We're on to the uh full case here


Hi, if you're here to hear about Interstress Commons and building a community that you're in the right place, and if not, or if I'm boring you, feel free to get up and leave as you feel you need to. If you come up with questions as we're going through this, there is a question slide at the end, so just remember what it was and we'll get to it. Okay, and in the interest of time, here we go. So Interstress Commons is a project that I started eight years ago, because, sorry I should take this off, because as a consultant doing open source, I realized that the number of customers that we had that could actually get there, with just a little help from a consultant, was starting to be smaller and smaller. We were running out of people that were going to be able to get there. And when I looked at why, it was mostly cultural issues. And so I had a consulting gig with PayPal. I got them to do an Edge open source project, which is where the engineers involved have special powers and most of the rest of the engineers don't get to work that way. And they had a pretty good outcome from their launch of a framework for Node. And they decided that they had other stuff they wanted to open source and wouldn't it be cool if I came and worked for them? And they kind of made it so I couldn't say no. They basically let me keep my consultancy open while I was working for them. So it was like, I really had to do it. And so I got in there and I realized that they did not know how to do open source, except at the Edge. And most of the projects that they were giving me to do were not going to fly. And I started thinking about how can I help them and have it take long enough that my stock will be worth something. And I thought, well, what if we resurrected the idea of inner source? So I didn't invent inner source. Inner source was invented by Tim O'Reilly. The term was invented by Tim O'Reilly in 2000. He had just started a company with Brian Bellendorf, who was here a little bit earlier this week, who founded Apache. And Brian thought that companies needed to learn the methods that Apache uses because then they would get better code reuse and they'd have better engineering. And he correctly thought that this would be a real boon, except he missed the fact that middle management could push effectively against the idea of yet another initiative to fix things because open source hadn't won in the marketplace yet. So it was really easy for them to say, this isn't going to happen. I'm not going to bother. And when I was thinking about resurrecting it, it was 2014, Satya Nadella had just said, Microsoft is now friends with open source. And that was kind of the moment that most journalists thought, oh my God, we actually won, which I'm here to tell you, as somebody who started in 1999 as the first corporate open source officer, that was a big deal. But so this is this, I'm telling you that the first lesson I learned was, it is possible to resurrect an old idea when it's time for it to really happen. Sometimes you see people with really good ideas and you get on that train and then it falters and it falters because it's the wrong time. That doesn't mean the idea is bad. So you have to hold on to those ideas until it's the right time. And then sometimes you can really, really take off. And that's kind of what happened with inner source. If you think that eight years is really taking off quickly, which in my opinion it is because it took 20 years to do open source, I looked at it because I was 55 the year that I joined PayPal and I said to myself, I don't have another 20 years, but I probably have 10. So I'm going to throw away everything that I think is going to get in the way of fast adoption. I'm going to work really hard to make sure that this lands as quickly as it can. Okay, this is the leading issue in both open source and inner source implementations and also in every foundation that anyone has ever started to support open source. Everybody thinks it's going to happen faster than it will. And they think that it is going, they budget based on that. They commit resources based on that. And as they near whatever threshold they've given themselves, which is usually unrealistic, they lose heart. Right, again, I gave myself 10 years. I figured if we couldn't get it done in 10 years, then it probably really didn't need to happen. And I'm at year eight now. And so I wasn't kidding, it really does take 10. By the way, my pictures always mean something related to the point. And this is in Jaipur, but there are five of these in India. This is an astronomical instrument thing that was built around 1724. And the guy who built them, he built all of them, because he thought that this was really cool. But it took him almost 15 years to build all the ones he wanted to build. And it all still works. And this thing here, that's actually a sundial that is accurate to within two minutes if you know what you're looking at. Isn't that wild? So anyway, stuff takes time. And cultural change really takes time. And you have to give it the full measure of time. So when I consult on Inner Source, because now I get asked to consult on Inner Source, it's the first thing I ask. How long do you think this is going to take? How much time have you budgeted for this to be good? And it's always ridiculously short. And then I have the long conversation about how that is not going to fly. And you're going to have to revise your ideas in order to make it work. If I think that the customer is not going to get there, I'm pretty sure I can get them through the first experiment. If you guys have looked at the books that we wrote for Inner Source, there's a book about the first experiment and some case studies. And we can usually do that in a short period of time. So at least they get a taste of what could happen if they were willing to allow that it's going to take longer. And then I also shorten my contract because I don't want to be around. Right? OK, that's number two. Number three is, and this is true in open source and Inner Source as well, you are what you measure. So that means if you're really obsessed with metrics and a lot of companies are OKRs or whatever they're calling them this week, I am not a person who loves to dive deep in the metrics. But it can be helpful to have a little data to throw around generally for senior management you have to in order to give them the 20 second up or down that they're looking for. But what I think is interesting and what I learned on Inner Source Commons really validated on Inner Source Commons is that I can use metrics to drive behavior. Because Inner Source is at the end of the day a cultural change engine. And if people knew how to do open source already, they wouldn't need Inner Source. So you need to realize that you can use metrics as weapons. And I don't mean like blend instruments. You can control people to do the right thing by picking the right metrics. So for instance, everybody has a problem with release early release often. So number one problem setting up open source projects with people who've never worked in open source. It's really a problem in Inner Source because real code review basically doesn't exist in engineering right now. It's kind of one of the holy grails that Inner Source is trying to fix. Because it does exist in open source. And that's part of why we have higher quality code.  So if you are having that trouble, you can tell because if you're counting lines of code, you will see a sawtooth pattern where there'll be like a little code, a little more code, all the code, a little code. And it'll be defined by sprints, right? So that tells you that people are holding under their code too tight. It's never going to happen that 30,000 lines of code drop the day before it's supposed to be merged. It's going to get a decent code review. And a good reviewer or a trusted committer is what we call them, won't let it merge. They'll sit down and understand it first. If you really want to get it done, you want to encourage people to give away the code every night. However, before they got that day, give it away so that the person can read it. And in order to get them to do that, you can never be known that you've changed the metric to number of pull requests. And believe me, they will get smaller. It's like magic. But you don't want to do that forever.  You just want to do it until they cotton on. So metrics can be your friends, even if you don't really love them, which I really don't. But because I think they're overused, over relied upon. The other metric I do really like is net promoter score for Inner Source, because it almost always makes engineers happier campers, almost always. And if you work for a company that is reasonably humane in their management practices, then that is a significant thing. So consider getting them to do net promoter if they don't already. OK, number four. And this is during the last Chinese Olympics. You have to think ahead about scaling, because this is what happens in Inner Source. You do the experiment. You get good outcomes. At least one senior person goes, this is cool. We want to do more of this. Pretty soon, they're telling you that you have to do it for the whole company. They put it in their goals, so it's going to cascade through all the goal crap. Everybody's going to put it on their goals, but they won't even know what it means yet. And then before the year is out, they will tell you it doesn't work, even though they haven't actually practiced it yet. So you have to work harder to prepare. And there's a few pieces of advice that we give at Inner Source Commons about preparation. I find that those things, even though we've written them down and we talk about them all the time, they are the number one thing that people gloss when I'm consulting. So you have to really hammer on them. One of them is hire a communicator before you need them, ideally during the first experiment. Hire a communicator and have them help explain what you're doing, both inside the company, so they have to be able to market inside, in addition to marketing, eventually outside. You would market your Inner Source outside once it's working well, because you might want to recruit people who want to work that way. That is becoming more and more of a thing. And even if they don't know it yet, the youngest people you can hire, fresh out of college people, want more agency than traditional engineering gives them. So it's a good thing to be able to say, we are moving in that direction and you have a chance to work that way in this company. But initially, they're going to be marketing mostly inside. Because they're going to be dealing with engineers, they need to not be bullshit marketers. That means they need to know they can't shape the message. They have to be honest people. And they have to be willing to be honest. They have to be able to say things like, I'm a marketer and I don't really know for sure, but I think you probably worry about this. Is that true? Get people to talk about themselves and then use that information to actually make this more palatable to more people. Trust your communicator to know how to talk up to senior management. You probably have to go with them, because they always want to see you. But this is a really important thing. And then the other thing about it is you can't scale intersource without having all the code be visible. And people like to put walls around their code. And so you have to make sure, as a condition of scaling, that all those walls come down, or as many as humanly possible. And as the person trying to figure out how to do this, you will find that if you go look at the code that is claiming that it's the family jewels, so it can't be open to the rest of the employees, you will usually find crap code. And the people who built it know that. And that's why they're pushing back. So maybe you don't be the person who tells them that, get the senior architect or somebody to do that. But that's a really common thing. Now, there are, of course, real trade secrets. There are things so sensitive that you can't give them to everybody in the company. But one of the things about this is trusting your employees more than you're comfortable with trusting them now. I find that most of the places where people treat engineers as fungible tools, they are cogs in a wheel, which we're not. We're artists, right? So people aren't happy when they're treated that way. Those places also don't trust their employees at all. And that's not a nice way to work, in my opinion. I worked for Intel during the Andy Grove years. They used to strip searches between two buildings on the same campus. And it creeped me out every time it happened. So this is partly about agency for all engineers. This is a better way to work. How would you like to work, right? OK, next thing I learned. Oh, my goodness. Change agents are not made. You can find people who want to be a change agent. You get to where you can tell if they're going to be able to do it without hurting themselves. I used to teach a class for the first four years of intersource. I didn't talk about intersource so much as I talked about change agency and who you have to be to do that. And Solona, who's in the back, helped us with that. We all took turns teaching that class. We called it intersource 101 and later intersource 102. It was a three hour class. And this is how it went. We explained what you have to do to pull off intersource as a change agent. You're going to need to do a cultural inventory. Well, what are the parts of that? OK, we'll tell you what the parts are. What are the common problems you're looking for? Here are the common problems you're looking for. Now, in your workbook, you're going to spend the next 15 minutes writing out longhand your own cultural inventory of the company you work for, because you've been there a while, so you probably already have an idea. And then without telling them that the next stage is, OK, 15 minutes is up. Now we're setting a five minute timer. Find somebody you don't know. Sit next to them. Tell them your stuff. And then they're going to tell you theirs. And what they learn from a whole three hours of moving around the room, comparing notes as we take them through these exercises that examine their appetite for change agency, they are going to find out that everybody has the same issues. All the companies have the same issues. So who succeeds and who fails? Well, it turns out you succeed if you have a certain kind of alchemical ability to mold yourself to be the ginsu tool that that culture needs, whatever that culture needs. And not everybody can make that shift. Some people are perfect for one culture, and then they can't do it for the next. There are people who can do it all the time, but they're also always monitoring where they're at. And this is going to become a specialty, I predict. So it's worth thinking it through. And I think all that stuff is online. I'm pretty sure it is, because we published it through O'Reilly. So it's probably on SafariU, that workbook. OK, you have to run as lean as you can. There are a lot of reasons for doing this. And my apologies to our hosts this week, but they're kind of the exception that proves the rule. It's important in open source and in inner source, in my opinion, to not suck up resources for its own sake, to not hoard money, to not tie participation to paying. You need people, first of all, to be able to use the thing whether or not they can pay. Often, they'll be more generous and more grateful than you expected them to be when it helps them, rather than before it helps them, which is what the sponsorship thing does. But also, you don't want to have to deal with the vicissitudes of the market. Apache, which we have modeled ourselves after, because at the end of the day, inner source is just the Apache way, fundamentally. That's what Brian saw it as, and that's what I see it as. Because we're modeling ourselves on them, we're also modeling how we run the organization from them, and they run as lean as they can. They don't actually engage in excessive fundraising for the size of the community that they have. For a long time, they didn't do it at all. Everybody was a volunteer. And so we are also striving to be as lean as we can. It keeps you from being a target. One of the things that happens, unfortunately, in the open source world is some of the larger aggregate foundations will notice a trend and decide that they want a piece of that.  And if they can't do that, then they'll spin one up that's going to compete with you for fundraising. So once again, running as lean as you can means that you have more resistance to that strategy. And I am of the opinion that there need to be fewer monolithic foundations and more broad horizontally arranged foundations, because I don't see any upside in it. Part of what we were trying to fix with open source was that companies tend to grow like mushrooms and they get really big at the top. And in ugly, their stock barely holds them up. And then there's downturn and everything falls apart. Open source does really well in down times because we don't live that way, at least not historically. So Saline, there is a temptation to take more than you need. Now in Europe, it's helpful that nonprofits can't really hold over money as easily. But in the US, you can build a huge stockpile, as we see from some of our famous open source projects that have done that. Some of them have a lot of money in their foundation pocket. And curiously enough, they're not that relevant anymore, which I think is kind of interesting. OK, you do, however, within the idea of being lean, hire for gaps. That's things that you're not going to naturally get around to doing, that your volunteers are not going to be consistent with. And it's a problem, like bookkeeping. Frankly, marketing, because most of the people that turn up at intersource commons are engineers or engineering focused. So we pay for marketing. We don't pay much for marketing. It's an experiential hire for a lot of the people that work on it. We pay for, let's see, party planning, event planning. Because we used to do it ourselves, and we found that we were all exhausted at the end of every event cycle and ready to die. So now we have a staff that does a lot of that work for us, which is super helpful. They do the social media thing for us. Now, we all repeat everything that they do to get more reach, because we have more followers than most. I mean, when I say we, I mean, there's a few of us that have a lot of followers. And we just retweet everything they say. But it's better if you write something, you get higher ratings. I'm just saying you have to do this, even though you're living as leanly as possible. But there's ways to do this where you are giving someone an experience that they wouldn't otherwise have in their employment career that's going to help them in the long run so they're willing to do it for less money or part time. We have a lot of part time people that help us, and they get little, you know, pittances of money. But it's not like hiring a full time person. Is that everybody got that? OK. You've got to create the biggest tent you can. And that's because if you're successful, people will try to take your tent away from you. And one of the strategies that you can do to keep that from happening is make it really easy to work with you. So we have language versions happening now. We've got a lot of material in the source comments that we produced. Some of the early stuff was produced with O'Reilly, so it's pretty high quality. PayPal paid for it. Other stuff later is community built, but it's still pretty high quality. And we're starting to get people doing donation translation, which is great. It means they're really enthusiastic, and they want people to learn about it in their own language. There's two problems with it. One is, we're not exactly sure what they say. Some of the romance languages, we have people around who can read it. But Chinese, I'm never going to know what it says. But we have a sponsor who has deep experience with NLP, and they're reading through them for us with the machines. So if they've snuck in the Molotov cocktail recipe or something, we'll know about it. So far, everybody's been really above board, so that's good. So there's that. There's a liability in versions that you don't know about. But the other liability of it is, and again, I'm saying I want a big challenge. So I want all these language communities.  This happened in Wikipedia. I used to be the CTO of Wikipedia. And one of the big problems we were trying to solve was that all of those language versions, some of them had really big communities behind them. Like after the English Wikipedia, German Wikipedia is the next most important one. As Wikipedia was delivering new features that were useful for English Wikipedia, sometimes German Wikipedia would say, yeah, we're not going to install that one. And that was an interesting problem. The other thing that happened, they figured out how to fundraise while I was there. So they went from making $8 million a year, went from their direct appeal to over $60 million a year. Now, that has achieved $20 at a time, average size. So it really is a community outpouring of support for a resource that everybody thinks is really important. And they use the money to the best effect that they can. They're pretty careful about it. And they're carefully scrutinized as well. They produce an annual plan, annual reports so you can see what they're doing with the money. But there was a movement from the regional Wikipedias to get a proportional share of the fundraising sent to their versions. And they all wanted to start self-hosting. And there's a reason that everything's hosted in America. It has the most liberal free speech laws still today. And it also gets you out of the problem of a country that doesn't like the way that the border is drawn on the Wikipedia article, even though that's maybe the accurate drawing of the border, but they've got a fairytale they want to tell. We sometimes got people that were kidnapping the country guys for that country and forcing them to change it to the official story. And they do it. And then they go like this. And then it would change itself back because the community chooses. And they get the message that that individual person was not actually responsible for the content. And that was always weird for them because they always want to throw it to choke. But because it's under US law, they can't do anything about it. So that's why all the editable content in Wikipedia lives in the US. So when you're settling a bar bill, or bar bet, I should say, and you're just trying to get the information up so you can see, that happens really fast because stuff is cashed everywhere. But if you're going to actually edit, you have to hit the US. So if you're from India, that means you've got 13 and 1 half hours of latency that you're dealing with in signals. It's not amplified anywhere. So stuff like that, the big tent of fact can have unintended consequences. But the reason you want it is because you want a group of people who will be upset if somebody tries to co-opt you, which will happen if you're successful. So you want loyalty to the fact that you're providing high quality content, you're doing it generously, and you're enabling people's changes. So we don't mind when people pick up our code and do stuff with it because it's licensed under Creative Commons, share alike, be why share alike, which means it's really clear what you can do with it and what you can't. You have to attribute to us. If you modify and make interesting changes, we encourage you to give them back to us because we're trying to create a center of resources that then everybody can take and localize if they want to. But we'd really like a two-way street where people give back. So we don't really police for companies that are setting up and stealing our stuff because we don't see it as stealing. We see it as spreading the word. And right now, we're getting into a list of consultants that you might want to hire because people are starting to want that. Now, I am a consultant for Inner Source. I don't depend on that work. I do it mostly to understand what's out there. But I want the people that have really gotten good at it to have that avenue because they love it. They like making the change. So I do want to say, these are people that we know are doing a good job of consulting to you. They're an awful lot of people out there that will tell you that they know how to do this. And some of them are pretty famous. There's one person in particular who periodically tweets at sort of short or blogs, a short version of how to do Inner Source. Inner Source is easy. You do this, and then you do this, and you do this. Item number two is develop a maturity model. So there's a lot of stuff in there that is going to require some of these help. Anyway, that's fine as long as they're really doing Inner Source. I don't care. Not everything you try is going to work. You just got to resign yourself to that. And when that happens, you have to be honest about it. The latest one of those is I'm famous for putting term limits into every open source foundation that I work on.  I didn't want anything to do with it anymore because I had burnt out. So we kind of agreed amongst ourselves that six years was a good amount. So I almost always put in language that says that board members will serve for not more than two consecutive three-year terms. And then they must take at least a year off before they come back for more punishment. I think this is really healthy. It's really healthy for the organization. It's really healthy for the individuals. My friends in the back row who work in open source are like, yeah, that's really healthy. Well, guess what? If you graph that onto a brand new organization, you create the situation where all the people have to leave the same year that you need to keep. And so we had to back out of that. We had to come up with another answer. Some of the people that are really helpful to us got pushed out of their board seats because of the rule, because we have people that really want to stick to the rules and you've got to honor that. It was written down. It was a rule. That was my bad. You have to say, oh, God, unintended consequences. Can we figure out a way out of this? And be honest, you know? This is human endeavor. All right. And then the last thing and kind of the most important thing, how am I doing for time? Oh, pretty good. The most important thing is it's about people, just like open sources people. These are intentional communities. They're not easy. Intentional communities are never easy. And this is no exception. So I'm going to give you, this is such an important one that I'm going to give you three exercise that just talk about this inner sources people idea. But this is a picture from one of the recent summits that we did, virtual summits that we did. We now have to do virtual summits forever, which is why I'm going to linger on this picture, because we were getting an average of 300 to 500 people at our in-person summits, which a lot of throughput, a lot of good information. But we're getting 10,000 people at a time at this. You can't see it, but there are pages and pages and the Chinese people aren't even represented because they're doing their own mirror and doing it all in Chinese. It has hugely increased our reach. And because we're in the business of educating, we're an educational non-profit 501c3, we have to educate, so we have to keep doing this forever. And we've just opened a CFP for this if anybody's interested or listening to this makes you think that you might be able to bring something to the community from your open source practice, we'd love to hear from you. And that CFP is open now. And it really is a very, very nice community. Okay, these are my notes for how to do that. First of all, if you are a person like me, you have to really work hard to not dominate. And let me explain why I tend to dominate. It's not actually my normal nature. I came up through tech at a time when there were very few women.  I had to. I had to be able to talk over the guy that was mansplaining and missing my point on the phone call or in the room. I had to not care what people said about me. There were a lot of things I had to get used to, right? That are not conducive to helping people who don't have that set of skills or afflictions get there, be nice to each other, right? So I have to step back and think about another way to talk about it and feel about it. I have to take feedback that I would normally defend myself against, but that's not how we run in our first comments, right? I have to draw out people that are not speaking in meetings because they don't feel empowered to do that. I have to make them feel that way and model that as a behavior. We say hello when people join our general channel. If it's not me saying hello, somebody does it. It's not a bot, it's people saying hello, tell us about yourself. Or if you don't want to, that's okay.  We run under Chatham House rules. And when I did that, when I made that choice eight years ago, I wasn't hearing about people using Chatham House rules for this purpose, but I hear about it a lot now, but I'm gonna explain it real fast in case you don't know. Chatham House rules developed by the Chatham House, which is a think tank in England. They decided that better quality conversations would ensue if people felt safe, like they weren't gonna be outed for not knowing the answer to a question. So you are not allowed in our community to use what you heard to talk about another individual, the individual who said it, anybody who commented on it, or the companies any of them work for it. We will boot you if you do that, unless it's a publicly known thing. I do it sometimes because the companies that I'm talking about have told me it's okay to say what they're saying, or they've spoken publicly, because all of our sessions for Inner Source Commons and all of our community calls, the original presentation gets put up in our YouTube channel and we've got hours and hours of those now, and we count that as it's okay to talk about this, because we give them the opportunity when they're submitting the talk to tell us if it has to be embargoed under Chatham House. And if they say yes, then we don't post it. So that's a real thing. All right, a lot of the people that are sticky in your community want to be you. God help them. They want to do what you do, right? And I don't even know how to tell somebody how to do what I do, really. Yeah, and so, but I want to help them in that aspiration because they are your stickiest proponents. They're the people who keep your community together. And as it scales out, they're the ones that, I don't have to answer things authoritatively very often anymore because my board and the people that have served on the board know those answers pretty well and they're pretty good about answering, so I don't have to, which is great because this year, this next year, 2023, I am going to step back from being the chair of this organization for one year because I've been there since the beginning and I'm already two years over, although we only incorporated recently, so technically I'm doing it early, but because I'm on year eight, I can spend year nine, right, out, and not really out, because I've got a bunch of stuff in my head that I have to externalize and I don't have time to do it now. So I'm planning to take that time to write down all the stuff that I keep forgetting to write down, to give to the community. And then at the end of that year, I'll come back and offer to serve again and they may not want me by then, but if they do, that'll be an example of how you do that as a board member, so that's why I'm doing it. Helping people step into this life, we all have to do that. There are not enough people that know how to build community in these communities. There are a lot of people that are in them, but they aren't intentional about their involvement in them and they're not necessarily learning very quickly. So I feel like it's all of our jobs to do this, both to model the right behaviors, but also to take on mentees, teach them, and I do a lot of it, I do a lot of it. And I also disclaim like crazy, like you may have to throw out most of what I'm saying because I'm kind of a unicorn, but this is how I do it kind of thing, right? So if you start seeing a lot of people that play it like I do, that's probably my fault, but I don't know how else to help them. So anyway, you gotta do it. And you gotta come up with structures that help you do it. And then if you are not praising every contribution, you are so screwing up, especially somewhere like intersource commons, you need to model that behavior and also pound it into people how important that is. People are volunteering, except for the very few people who get paid, but even they have to be praised for everything they do. It makes the community so much nicer. And I'm not talking about that weird thing that happens in America with little kids who play soccer and everybody gets a trophy. No, you had genuine praise. You need to not give the same praise to everybody all the time because then it's not real.  It just is. And sometimes you win and sometimes you lose. It's your community that holds you together. When you get fired because you overstepped it, it's your community that's gonna find you your next job. Like we're in it together, so you have to do this. And I think that might be the last of those. Intersource Commons is doing really well. We have sponsors. I decided not to put any of the pictures up of who sponsors us and all that because you can find all that on the website. The people that work with us change from time to time because, again, most of them are part-time, the ones that are paid. And they check in and out when their forever job turns up or whatever. But the woman that is our executive director does a great job of running all of that. She's also a part-timer, but she's pretty stuck to us for at least the foreseeable future, I think. And there's some really big companies are using this to fix their engineering. And that is very exciting. To me, the best thing I can tell you is we have a 600-pound, 6,000-pound gorilla now in our room, which I can tell you about because it's public. IBM is using Intersource, and they're going to try to do it across all of their engineering. Microsoft has said the same thing, but I'm going to talk about IBM because of the way they're a center of gravity. They started with a different name than Intersource. They were aware that Intersource was a name, but they told themselves they needed to change it for cultural reasons. In general, I'm in favor of people coming up with their own name for their own culture, but I'm not at IBM because when they publish the case study and they give it another name, everyone will start using that name. Except for fixed disk, which was a bad mistake on their part, everything that they do, it becomes a thing. So we basically made the case for them not to do that, and they listened to us, and that was great. So that tells me we're doing really well. All right, so now is the Q&A. Did I say anything that made people unhappy or does anybody have something to comment, Ben? Yeah, having been involved in some small communities, if you don't document what people are doing, is it difficult when you try to hand over or when you try to be transparent about the process? Yeah, you're right, I should have added that. Happily, because we're using Apache methods, they already have documentation, and we have people who turn up, and as soon as we give them agency, they say, what can I do to help? And we say, you're new, document what you're seeing, what you're experiencing, and that will be helpful for everybody that comes after you. So we have a pretty good set of documents about how we run things, but we are basically using the Apache model. So for instance, our board meetings. Everybody has read everything before the board meeting starts because it's in GitHub and you have to approve it, right? Which shows that you at least open the file. And then they get automatically merged into the eventual minutes and it's all, it's as easy as it can be because of the work that Apache did before us. Anybody else? That's a good one though.  She says I have to stop now. I apologize, but I'll go out in the hallway if anybody wants to have more conversation. I'm happy to do that. And if you've not checked out in a source commons, by all means come and look at it. If even if you're just trying to see if what I'm talking about is true, and if you run into something that isn't true about what I just said, please let me know because I'm telling you what I believe. So thank you.


All right. Hey coach, how did the first pad of practice go for you all today? I thought it went relatively well. Good back and forth. You know, obviously you're coming off a day off, but it was a pretty spirited practice out there. Really good give and take. And like I said, we're pressing these guys, being aggressive, works a more situational football. The ball comes out and it's tight windows, but it was a really good competition back and forth. I thought the whole day. Sure. Yeah, obviously, Stirling, he's not healthy. So we had an injury settlement with him or wave them, wave them injure. And we'll see, you know, obviously he'll rehab. It's not the end of the road for Stirling. But we needed the roster spot because we had to have a healthy punter against Tennessee. So that's why we signed Cameron. Dom's doing good. He was working through something coming back. We still expect Dom to punt this preseason. We needed somebody to win that job. Yeah, so Tyler's just working through something. I would not expect it to be anything long term, but you know, we'll see. Was Davis something that happened in practice? No, he wasn't out here. I know you talked a little bit about the running back situation. It was Sunday or Saturday, they all went together. Do you want to have a committee? Would you rather have a guy kind of be there and take over? What would you want?  But I think the simplest way to put that is that's why I don't get in comparison. This is a completely different situation. We've got a few guys that we think can carry the football and it's going to play itself out. I mean, you're going through now a 17 game regular season and so we'll see who emerges. Like I said, when they start a camp, Mike gets the first shot and it's going to be competitive back there and we'll keep mixing and matching and those guys will fight it out through the entire preseason and camp. Coach, the Panthers today waved for your JT eBay before hitting head over to Pirate Seekers. What are the things you communicate that are acceptable and unacceptable when there are any ads or how guys take care of themselves? Yeah, it's hard for me to comment on another team. I understand what you're asking. Again, we try to coach guys the right way to understand the rules, play clean. We want to obviously play physical and tough, but we don't want to do anything that's going to hurt the team and you got to know the rules. So again, that's it's hard for me to comment on another thing. I understand the question, but yes, we try to coach our guys to know the rules. So a very athletic catch by rookie Darby at the goal line and how do you talk about what you've seen from him and what is the opportunity for guys like him to take an impact and get with the term? Sure, you know, like most of these rookies, these guys are working and these guys it's competitive and we're throwing everybody in there. You know, I don't care who's in there right now. If you're going to have true competition, you got to give guys opportunity. You got to give them opportunities with the ones that they earn it, twos or threes and we really only have a depth chart right now, but just to mix and match, no different than Lyman. You know, everybody needs to take it. Try to block Grady Jarrett.  So it's good. Frank's progressing. It was good for him to show up and he's got to continue to do it. Let's see, you've been off? No, it's been here. Okay. Is as physical with with pads in terms of we've first gone to league, I would give me that concert effort to keep guys healthy. Would you like a little bit more out of that or is it? That's all relative. I mean, the rules are what they are and like to think we've gotten smarter and how we've protected the players and the modern athlete. But again, you're not tackling right now. So it's, you know, there's a way to practice. We're still, you know, thought and we're not doing anything right now. Scrimmaging, that is the nice thing about having preseason this year, because we will get to see players live tackle really helps you evaluate the special teams and obviously defensively. Part of their situational red zone stuff down here at the end of practice, really good communication up deep. Please, we hope that group is starting to come together. All three really units, I guess. Yeah. So they're, I said, I know I keep repeating myself, but there's good competition. Those guys, you see some confidence building. Those are those are tight window throws and it was good. We worked it obviously seven on seven and then we worked it again. They're a team and we'll keep that in situations every day. And yeah, I've been very pleased with how the defense is responding and how they're coming together. The catch that kids had in the end zone there, is that kind of what you maybe saw from him when you were watching the evaluating game like that level of concentration to be able to catch that off the pitch? Is that something that you can tell even on film with a guy? I mean, it's no secret. He's a huge target.  And it's good to see him make those plays.  And so it was encouraging to see him make those plays that we expected to make. He's done a really good job. Kyle's everything we're asking him. We're trying to bring him along the right way. You know, when you draft somebody that high, there's a lot of expectations thrown on him. It's a long journey. And it's so hard for some of these guys to focus in the present day to day because there's these unbelievable expectations thrown on him. He's got to understand the big picture and just progress every day and understand it will naturally happen if he comes along the way we think he will. And that doesn't mean, you know, I think sometimes these guys that get in, not Kyle, but you could see it, everything's outside social media. And it's like, all right, well, if he doesn't have $300 the first game, you know, people and you got to eliminate that noise and understand there's a big picture. And it's not just a hot take week one, because it's a really long season. And it's and hopefully he has a really long career too. No, no real update on Caleb. He's another guy. He's doing everything we're asking him to do. I don't anticipate that being too long. I mean, much longer. But again, it's hard to give a firm timetable because we got to do what's best interest of the player and the team. Caleb's doing doing well. These young offensive linemen, they're all in there fighting it out. I mean, like I said, it's it was their first day in pads and it's only they want a couple of practices in the NFL. And but I'm really pleased with that rookie class and the way they're working right now. Yeah, Marquis has done an unbelievable job since he's been here. And I didn't know Marquis personally, but Craig Aukerman, I worked with in Tennessee highly recommended and we interviewed a bunch of guys and Marquis really stood out. And I really liked the way he thinks like Oliver coaches, he knows how to adapt and problem solve. And it's really cool to see what he's done. He's taken it and run. And it's nice to have Steve Hoffman here, you know, with all our staff, we have a good mix of experience and young coaches and guys different points in their career. And it's been fun to work with Marquis and it's doing a great job. Look, that's not to cut you off either. But I just don't believe in comparisons.  There's going to be injuries and guys are going to be moving and move out. All these guys are different players. You have a relative starting point, maybe reminds you of player you coach characteristics mentally off the field, how he learns. I mean, there's a lot of, but everybody's no, no, no, no. I'm just saying, but it's not fair to say, Hey, just because you lose player A, player B has got to be just like player A. A lot of ways to produce production in the passing game. Now with Calvin, there's a long-term plan. And the good thing about Calvin, you got to pull him back and he understands the big picture. We're bringing him along. More reps today and we'll continue to see how he progresses. But again, they really happy with Calvin and what he's brought so far. You hope everyone wants to be the guy. Honestly, I mean, I just, I don't know a professional athlete that doesn't want to come out here and be a starter. Now, some of them, they get a role and they make a nice living, but I think most of those guys, if you asked them, and I don't speak for them, but I think most of those guys want to start. Back to what Mike was talking about with number eight. Do you think that he's good at insulating himself from all the social media and noise that's out there? Do you think that that's part of his personality being able to kind of tunnel vision with that stuff?  I mean, we're all flawed to it, right?  Zach, you go on there and people can take shots at you. You can take shots at D-11, take shots at me and Michael. That's easy. But I think it's hard. I mean, today in the digital age, I think it's hard, but you got to try to remind people perspective and to stay in the present and all that matters is trying to continue to improve every day. What do you want to see from Calvin now until the first game of the season to, you know, on the field specifically? With all our guys, we hope they improve and we look like a functioning team coming out and that we continue to get better from week one to now week 18. Same thing, we have the expectation for all of our players and the guys that'll make our roster. Yeah, Coach, how important will it be for Chris Williamson to keep improving as you all put on the pass now? We see guys, you know, without the pass, doing great and then they got to keep it going once it's time to play and do more football things. Yeah, with all those guys, that's why I'm excited about this pre-season because of, you know, as we're new staff, you're one in a program. We feel like we've got really good competition in a lot of spots, but we got to go out and when you actually get out in those pre-season games, it'll tell a lot about a lot of guys. And then some days you can talk about perspective. Well, we may be installing certain covers of that day and the ball doesn't go Chris's way. So sometimes you get to really go back and look at the practice film and see, make sure he was good on his assignments. You know, some players, they may flash every day, but it just depends. You know, the ball may never come his way and he did his job and he was there and he's run support and he was sound and coverage. But we'll assess that every day. And like I said, so far we've been happy with Chris. All these guys are going to get every opportunity and we'll evaluate it day to day and week to week. Thank you. Jarvis, you're on your right. Hey coach, Sal Jett Hawkins made a real nice play down in the great zone. A lot of coaches like to look for their first year to second year jump, are you that guy that's kind of subscribed to that? Like what's the look for us? Or I think you guys making that jump on YouTube? That certainly helps. Guys have been in the NFL game. You know, that's a really long rookie year. And I think I mentioned this before is, you know, last year to put last year, you know, that was an unusual year for all of us. And those rookies, it was like I always said, I really feel bad for the undrafted rookie class because they didn't get as many opportunities. And I think the numbers, I don't have it off top of my head, but it was significantly lower in the opening at Rosser. And so for him, Michael Walker, all those guys that are going their second year, yeah, we expect to make a jump. Hopefully they continue to and we've been happy with Have you been able to assess communication? How well it's been? Y'all, it's alive Yeah, they've done a nice job. I mean, we, like I said, we put stress on them, put a lot of stress on the center. And we can tell you, I mean, obviously, we go back and evaluate the film, how we ID things and communication. So I said, I've been very pleased. Led's doing a great job with those guys. And we're fighting out and we're mixed in the matching because you have to and you got to solve those problems because they're going to come up during the season. You would hope that you could play at the same five or a week. And maybe some years you're forced enough to do that, but the reality is they're going to be a week or two or maybe more. We got to mix and match. And so those guys got to get used to playing with each other.  Thank you. I love when you get his home team. That's my favorite.


In 1989, a group of scientists was assembled to decode the human genome under the direction of Dr. James Watson. One of Watson's big motivations here was to try to recruit the best and brightest from many different disciplines, biology, but also physics, chemistry, engineering, because all of those would have to get together if this was going to work. Many of the biologists, and I love them dearly, of course, were dragged into it kicking or screaming in the beginning because they failed to see the tremendous value that such an enterprise would provide the field. The talent turned out to be all over the world, so you have to basically make it possible for those bright minds to get engaged where they are. They're not going to all move to join this effort. Genomics has fundamentally changed the way we do science. It brought the notion of team science and collaboration to biology. Here's the thing about collaboration, it's also intensely competitive. Each person wants to achieve something personal, you know, they want to make their hit on the problem, but then immediately they want to share it with the other and the other learns immediately, and so you ratchet each other up. From the beginning of the genome project, there was a fairly strong sense of enthusiasm in the public sector, the private and academia. We had lots of support from Republicans, partly because New Gingrich was interested in science, and I knew it. There's no partisan difference in everybody wanting to live as long as they can. I think there's a lesson there, it isn't a big monolithic project, it was a big challenge, but it brought people together and I think that's what we have to do in the future. When the Human Genome Project would start, it's important to note that technology of sequencing was not developed yet, so it's in a sense a project that was launched with a wing and a prayer. We couldn't sequence it at that time, the machines were nothing like fast enough, there were no machines even, sequencing was done by hand. I thought we might have to do it before, so I was quite prepared to use the old-fashioned technology just because it was so important to get it done. There are a lot of things that would make life easier that just hadn't been invented yet. It would be a 100-year project like monks working the copy of book at best. Bit by bit we got into more and more large-scale sequencing, but the sequencing is enormously important because it provides the possibility of searching by computer. When I showed up at Washington University one day with a computer terminal under my arm, people looked at it and said, what are you going to do with that? This is a genetics department. Genomes were supposed to be too complex to be able to reassemble them in the computer. Without computers, we simply would be dead in the water. Computers and genomics were made for each other. Genomic information is digital. It's like binary code, it just happens to use four digits instead of two. It is amazingly accurate and that's what biology gets from digital information. The Human Genome Project contributed a cultural change about data sharing because the Genome Project was about sharing data almost immediately. While it seems obvious now, it wasn't obvious then, that required significant effort.  The community around me, the genomics community, the worm and fly communities as well, it's just a default that you're going to share everything. You're going to share the code, you're going to share everything by publishing, but you're going to share it before publishing, you're going to share half-cooked ideas. And in fact this is a wonderful thing, it's liberating. It would have been virtually criminal to try to hoard discoveries that meant the difference in life and death in people. This is information which we'll be using for centuries. The sooner we get it and everybody has access to it who wants it, the faster we can move in terms of understanding how life works and how disease occurs. Patients invest a certain degree of fear about genetics. Who's going to find this out? How will it be used against me? A lot of the ethical and social considerations that we're struggling with today really have historical roots in the early 1900s in the United States where we had many states that had laws that allowed us to forcibly sterilize people and prevent them from having children based on whether we as a society felt that they were genetically fit. So at the beginning of the Human Genome Project, we got it right of bringing in the social scientists, the ethicists, the lawyers, and we now have helped to provide a whole generation of scientists that are focusing on the ethical and social issues of genomics. The sequencing of the human genome was a monumental achievement, decades of work, thousands of scientists, billions of dollars, and we get this first roadmap for what makes up the human genome. It's an incredibly exciting moment. At the same time, it's just the beginning of what's really a much longer voyage. And let's again be audacious, but let's not be unrealistic about what's possible. I think the next 10 years are going to see some exciting developments in genomics, particularly those where we start to use genomic information as part of routine medical care. And that'll be applied to dealing with diseases like cancer, hypertension, diabetes, and Alzheimer's disease. I dream of the day when every young mother brings a young girl or young boy home from the hospital with a little gene card and they say, this is the way you should prepare this child's health care. It's exhilarating.