And our last speaker for this morning's sessions is Mark Stein, who's a professor of psychiatry at the University of Washington School of Medicine, also a psychiatrist at Seattle Children's and the principal investigator in the Center for Child Health Behavior and Development. He received his PhD in clinical psychology from Southern Illinois University, Carbondale, and he's speaking to us today on the CTSA Research Ethics Consultation Project on Data Sharing. Mark, welcome back. Thanks. Thank you. It's great to be back here. I was a faculty member for 12 years in a fellow last year, and this always feels like home. I just wanted to acknowledge help for this talk from my new colleague, Ben Willfond, at Seattle Children's. I'm glad I had a disclosure slide. I do clinical research in ADHD, and these are some of my relationships. I'm going to talk about my experience with research ethics consultation and give you an overview of this project and some of the early results in 15 minutes. I guess to start a little bit about my history, I started at UIC in 2005, and I had a great deal of difficulty transferring some of my research grants in clinical trials, and I became very frustrated with the IRB process and contracts, and as a result of my frustration, they asked me to head a task force as to how to improve this for investigators. At the same time, there was the movement to develop clinical and translational science centers. UIC applied for one. Great. Thank you. We were funded in 2009, and what I did was direct the regulatory corps, and my focus coming in as an investigator was really to support investigators and was really focused on investigators and subjects. We had an external review in 2010, and it was right after this survey was conducted, which talked about the roles that CTSAs had in terms of research ethics consultation. The majority of CTSAs had a research ethics consultation service, but they were highly variable in terms of how busy they were, and they differed in terms of their approaches to confidentiality toward the investigators, toward the studies. Not surprisingly, the external review committee that came that year said, how come you don't have a research ethics consultation service? This was something that hadn't occurred to us when we were designing the corps. I immediately emailed Dr. Ross and Dr. Siegler, and we developed a collaborative program where we implemented a research ethics consultation service that was kind of an emerging program where UIC's program would provide clinical supervision and backup for the research ethics consultation service. At that time, I also began inquiring as to if I could become a fellow so that I could get training in clinical and research ethics, which I then did the next year. So just to review a little bit about research ethics consultations, this is a relatively new area. Some of the milestones, again, first use of the term was here following the studies of pediatric liver transplants in the Singer et al article. Another major milestone was the CTSA program, as we just talked about. You can also think about different studies that instigated the need for research ethics consultation services and where they are on this timeline. So what is a research ethics consultation? There are different definitions. This is one that Besko had. I think the important point is that it can occur at any point through the life cycle of a study, and it can involve many different stakeholders, you know, researchers, IRBs, sponsors. So this is a slide that Ben developed, and it sort of uses a parallel of research ethics consultations to clinical ethics consultations. You know, the main difference is the role of the IRB, and the dotted line is, you know, due to the confidentiality in terms of it's not a strict line, although it varies from institution to institution how that goes. So in general, consultation services are very general. They serve diverse clients. The topics are extremely broad, and they provide an in-depth discussion of fine grade concerns that often is not available to investigators or to IRBs. And as our science is getting better, there are more and more unresolved issues. You know, how do you address new frontiers? So again, there are multiple stakeholders, and it varies by program. At some places, many of the referrals come from IRBs, whereas at others, they hardly ever come from the IRBs. The questions are also extremely variable, from first and human studies, phase one trials, risk of harm, and studies, again, that there really is no consensus, you know, issues like incidental findings in genomic research or neuroimaging research. So one of the goals of the CTSA was to learn more about research ethics consultations. And under Ben's guidance, the project was started to systematically gather data on research ethics consultation services. The idea was to get standard information from each program and to be able to share it, and then to develop a system that we could evaluate its effectiveness. After numerous phone conferences, this was the form we developed, and I say we, this is a steering committee of people from 11 different sites. And there's a lot of discussion about what level of detail we should provide on the research ethics consult. So we wanted to be something that would be fairly efficient and easy for the investigator to enter, and something that would be helpful, again, for evaluating the project. So looking at, you know, what type of research activity, what stage the study is in, what's the primary ethical concern. That's actually what's hard to do, because oftentimes you look at one area and then you find out that there's another question. So secondary ethical concerns. And then some of the mechanics, how much time was spent, how many people were involved. So this is the volume data from 2012, and what you can see is there's a huge variation. NIH was the busiest center, and for many centers there were fewer than five. Our year at UIC, we had three that year. And I was really embarrassed to report that we only had three, and it was kind of reassuring to see this data that we weren't that much behind other places. Looking at the type of research ethics consults, they were done at all stages of research, but I think this is a very positive thing. Looking at the planning stage was one of the most common areas. Also in terms of translational phase, it occurred from T1 through T4. Looking at what the primary ethical concerns were, really heterogeneous group of reasons. The largest was informed consent issues, 22%. But you can see benefit-risk assessment is another area. In terms of categories, research ethics consults were done on a wide range of categories. Pediatric populations were the highest. So taking a step back and kind of looking at this process, what have we learned? Well, there are still questions in terms of how you measure research ethics consults. The quality is extremely variable, but how do you measure quality? Who should be the research ethics consults? What training should be required? One of the interesting things at UIC, we only had three research ethics consults, but we had 12 different consultants. And actually four of them had been fellows at the McLean Center. So I think the advantage of having more consultants are more likely to have people whose expertise overlaps with the consulting question. But also the more people you have, the more meetings, the more time, and you really don't want this to be another barrier. How do you measure the quality of advice? Which stakeholder do you ask? The investigator, the IRB? And the acceptability of the concept of research ethics consultation varies by institution. You know, science is very competitive. Some people, some places really emphasize speed and getting it done and may not want to share information, especially if that slows things down. As an investigator, you're very reluctant to add steps to what is already a large regulatory process. I'm on an IRB now, and I was going to ask for a research ethics consult, and I was surprised that people were saying, well, you may not need that because we have this person that does that. So again, the culture varies with the IRB in terms of their acceptability of this. And again, how do we measure it? I mean, I think this is a good first step in terms of developing this form. But I think there's a lot of work to be done on the psychometric properties of the measure, but most importantly, the validity of the measure. Utilization, just counting number of ethics consults, I'm not sure that's really optimal. Ratings, again, it depends on which stakeholder in terms of how they viewed it, but certainly investigators being satisfied with it I think is very important. Publications are good that you can count it, and I like the idea that Dr. Siegler suggested yesterday that we should count the number of lawsuits and if we can reduce lawsuits by doing more research ethics consults, that would be a very good thing. One of the thorny issues, again, is the confidentiality that you promised the investigator, especially if you're going to participate in a project like this where you're sharing information. Different consult services have different degrees of confidentiality and how they explain it. The biggest concern is if there's extreme misconduct or harm that needs to be reported. In summary, the main issues is the volume is highly variable between institutions. Again, we don't know is low use good, reflecting fewer ethical research dilemmas and learning from the past or bad in terms of people being reluctant to utilize what could be a very valuable service. One of the projects that the steering committee developed was an online forum for research ethics consultations, so people at different sites could post different questions and get response in a blind fashion online. It was a great idea, but no one used it and we thought it would be used. So why is that? We don't have good PR for this or what? One of the new concepts is to develop a national rec service for any CTSA so that you can provide a standardized service, protect confidentiality and ensure some uniformity in terms of training. And again, as I just talked about, how do you measure the effectiveness? One of the major benefits, I think, of the research ethics consultation service is a secondary effect and that's education of colleagues. As soon as we started the ethics consultation service at UIC, we had a dramatic increase in grand rounds on research ethics issues. More people interested in getting training, more people interested in reading about it. So I think figuring out a way to measure the secondary educational effects is really important. And then looking at the overall goals of the CTSA, by sharing experiences, are we building on each other's experiences and increasing our knowledge or are we still working in silos? And what can we do to enhance that? And I think that's the next step and the next deliberations. Thank you. Thank you, Mark. If you're willing, despite your voice, to take a question or two, we'll seek with you. I guess my personal view is I think there should be separation because you want to encourage investigators to use it first in the planning stages. And I just think that that takes down a major barrier. But I guess one of the unresolved questions is what to do after the consultation is done in terms of... Some institutions do give feedback to the IRBs, some don't, so it varies. Thank you. Thank you very much. Thank you. Let's thank our panel.


From Las Vegas, it's theCUBE. Covering VMworld 2018. Brought to you by VMware and its ecosystem partners. Welcome back to theCUBE. I'm Lisa Martin with David Floyer and Dave and I are here day three, David, of our VMworld 2018 coverage, if you can believe it. We're excited to welcome to theCUBE for the first time a couple of gentlemen from Micron. We have Eric Howard, business development manager and Greg Kincaid, ecosystem enablement program manager. Welcome guys. Thank you. Thank you very much. So day three, you still have voices. That's impressive. Your feet are doing okay. Pretty good. Good. So Greg, tell us a little bit about your role and specifically what some of the new exciting announcements from Micron with respect to Flash. So my role is to find deployments where SSDs can improve the performance significantly. Also any case where you can have simplicity for the system administrator. So with the new version of VMware 6.7, we've implemented using NVMe as our cache layer and set as our capacity layer to get tremendous performance across the spectrum of reads and writes. So can you give us some examples of how good that performance is? What sort of impact have you had? So take for instance, using NVMe as the cache layer and a SATA and a capacity layer, you can get small block random reads of a 500,000 for a four new cluster. That's very impressive, yeah. So can you make some savings in terms of the improvements in the VM density and things like that that you can achieve? Absolutely. So almost all of these, well all of the SSDs are in a two and a half form factor and so you can get much better density per you with those kinds of SSDs as opposed to a hard drive where you have to go to a three inch to get that kind of density. So performance density, tons of data. What are some of the things in your opinion, Greg, that differentiate micron solution here versus all those other guys out there? Well, we don't just put together a solution. We actually do considerable amount of testing both in benchmarking. We also do quite a bit of application testing as well. And we publish a very thorough reference architecture that's available on our website to act as a pragmatic blueprint for those who want to implement those kinds of solutions. Excellent, excellent.  Tell us what is NVDim? Why is it important? Well, NVDim is very exciting. It's basically memory that doesn't forget. So it's on the memory bus. It's comprised of DRAM, a controller, and NAND. And when the power is catastrophically lost, all your data is retained. So you've got up to, what is it, 32 gigabytes? Actually, yes, we're releasing our 32 gig NVDim in production next month, which is just right around the corner. Wow. And how many DIMs can you have in a? You can have up to typically in a 24 socket system. You can have up to 22 of those can be NVDim should you wish to. That's a lot of memory. It is a lot, and it's very, very fast. Very, very fast. Okay, so tell us some of the changes that need to be made in order to exploit this. This is different, isn't it? So can you give some examples of how you're working with the ISVs, for example? Certainly, from the operating system standpoint, Microsoft Windows Server 2016 supports, natively supports, persistent memory. So does the Linux kernel version 4.2 and newer. Along with that, not only that, but you also have applications that are written from the ground up to support to be persistent memory aware. You have Exchange Server, you have SQL Server 2016. And with those applications, they can actually access the persistent memory in byte mode, which is much faster than block mode. But you also can, more legacy applications can get benefit from block mode also. Sorry, Dave, I was just going to say, let's dig into a customer example. As I always love to hear how are these technologies, one, being co-developed in collaboration with the end users, right? And two, how are you seeing them in the field actually helping customers transform their businesses from the inside out? Well, so one example that comes to mind, actually VMware just did a study with Oracle Licensing. And they took a 12 core solution and they put the redo log onto traditional storage. And they were able to get a certain amount of performance, let's just call it 100 units of performance. They did the same thing with the same workload, but they only used nine cores. So that's actually a reduction in 25% cores. But because the redo log was actually put on persistent memory, which again, you're accessing that storage at DRAM-like speeds, it kept the CPU much, much more busy, much more active. And they actually saw about a 2% increase in performance. But because the licensing costs are tied to your core count, actually you could potentially save on licensing costs, even though you purchased the NVDM to have faster persistent storage. What about other benefits like to a data center in terms of energy efficiency? One of the things that Pat Gelsinger said on Monday was that VMware and their green charter, if you will, has saved 540 million, I think, tons of CO2 emissions. When I'm hearing, Eric, what you're saying, are customers seeing pretty significant power savings and rolling to cost savings with the performance and the speed that you're able to deliver? Yes, if you look at it, one of the other use cases for the NVDM persistent memory is that they used to use NAND storage to write these logs, but because of the endurance, it ends up that they would have to replace the SSDs on a three-month cadence. Because of the NVDM, the endurance that has just natively comes with DRAM, they were able to replace the SSDs with the NVDM and then continue to use that for many, many quarters. It's a big cost savings. Definitely. So can I go back to what we were talking about before in terms of implementation of this? So what's necessary, you need the software, the ISV software, you obviously need the micro-on-NVDM. That is great. Anything else that you need? Yes, the actual, the hardware that you have to have, you have to have not necessarily a specific CPU, but if you have to have the BIOS that basically goes in and is aware of NVDM. Right. And one of the reasons why is when a system boots up that supports NVDM, it goes out and looks and sees, is there a valid image set to true? If so, it will load that image from the NAND through the controller into the DRAM. Then when it's completed, it will go on to booting up the OS. The OS is none the wiser that that data wasn't sitting in DRAM the entire time. But as you can see, if your BIOS support isn't there from the start with that, that process would never happen. But you can have that BIOS is available on most systems. On multiple OEM systems, yes, that is supported. So there's no requirement for anything special with other than that, that's amazing. So you've got a pretty, are you going through other ISVs as well? Are you? Yes, there are multiple ISVs that we're working with to enable the performance benefit and the endurance and the low latency of NVDMs. And people like SAP, for example. Yes. Okay, that's very exciting indeed. Are you doing the same thing with your... Yes, we actually work with many partners. We work with not just VMware, but all of the enterprise partners. We do case studies and we do cost analysis as well. So for instance, we found that if you statistically add an SSD to a 200 node cluster for a Hadoop, you can get the same performance there that if you had added 80 additional nodes for the entire cluster. So that's quite a bit of a savings of 80 nodes versus an additional 200 NVMe SSDs. Yeah, that's great. What's some of the feedback on these new advancements that you're hearing from some of the people that are coming by to visit the Micron booth here at VMworld? I think people are a little surprised that we are so focused on systems and making sure that they work on the performance with SSDs. I think people, sometimes they think of Micron in the early days when we were just simply a commodity broker with DRAM, but we're much, much more than that. So customers are reacting to what sounds like an evolution of Micron? Absolutely, absolutely. Eric, what are some of your... And to be honest, my favorite is when people come by and they look at the numbers and they're just like, oh my gosh. The performance is really outstanding when you look at an NVDM. And it's simply because it is DRAM acting as a storage device. It's sitting on the memory bus. It's sitting on the memory channel right next to the CPU. The latency is absolutely fantastic. There are certain workloads that are really, really gain a lot of benefit by low latency for quality of service. Then you have just the raw bandwidth. And this is only with two NVDMs in this particular demo system. We could have gone, excuse me, we could have gone up to six in a CPU. So we could have tripled our performance just with one CPU on one node. So it's pretty exciting when the people that are coming in the booth, they get excited too. It makes the show really fun. I think people also don't understand that there's more than one kind of SSD. We just announced a QLC NAND-based SSD that for right once, read many, could actually supplant many of the hard drives that are used in secondary storage or archives. It also must be kind of fun to educate people on, hey, guess what? There's not just different flavors, what Micron is doing, evolving our technologies and enabling them to learn about things that they didn't know about. I imagine that must also be a pretty cool- I'm working with the software developers as well, so closely, so this is exciting. The applications are just innumerable. I mean, we're working with artificial intelligence. We're working on machine learning. Applications are other than just the standard database that most people think of of accelerating with SSDs. Excellent. And to be honest, I'm very passionate about technology. Just, I love to geek out, if you will. I can tell. And I love seeing the light bulbs come on and people that I'm talking about. It's just very rewarding. So we're got more than halfway through 2018, scary, September versus Saturday. So going towards the end of the calendar, this excitement that I'm getting from both of you, what are you excited about Micron going into early part of 2019, being able to surprise and delight your customers with? Right, okay. Well, we're going to continue to do all of the performance testing that we've done. We're going to, as we bring new SSDs to the market, we're going to continue to add tuning advice and detailed deployment instructions for our customers. We're going to continue to partner with the major players to make sure that our SSDs are performing in their applications. And I think with the fact that we're releasing our 32 gig NVDM actually in September, the ecosystem as it solidifies, it becomes more robust. There's just going to be use cases that our engineers and our team haven't thought of yet. And so it's going to be really exciting to see what new use cases are out there for super very fast NVDMs. Well guys, thanks so much for stopping by and talking with David and me about the evolution of Micron and the excitement that you get from hearing that validation in the field. We look forward to hearing what's coming out shortly. So we'll have to have you back on. Sounds great. Thanks Lisa, thanks David. Great Eric, thanks for your time. For David Flurry, my co-host, I'm Lisa Martin. You're watching theCUBE live from VMworld 2018. Stick around, we'll be right back with our next guest.


Product diversity means there's gonna be different types of products and customization basically means there's gonna be different types of products That we're making Heterogeneity means there's different types of products and all that differentiation that we're talking about in these three different ways So these these three in other words could cancel each other out if we were to look at this in terms of just test taking skills We can probably say well those pretty much all look the same. They can all be right those must be gone And then the higher cost of inventory Follows from the fact that they're all different in nature Because that'll be different than if they were all same in nature, which would make it easy to produce and therefore cheaper so we're left with be high production volume and that that makes sense because We can't have a high production will probably and again we're comparing this to a process cost system We're gonna have a lower production volume because of all this diversity in production So all of our products are different in nature So when compared to a process cost system, then it we're not gonna be able to make as many of them We're gonna customize them make fewer of them. Hopefully charge more for them So final answer job costing system characteristics include all but be high production volume next question the production activities for a customized product is a Accounts receivable be a job see a unit of production D finished goods or E a Process let's go through this again the production activity for a customized project is a Accounts receivable and Now that one just doesn't sound right at all, you know a production activities Doesn't sound like accounts receivable. So I'm gonna cross out B says a job And that's possible because we're talking about a job cost system the production activities for a customized product So I'll keep that for now C says a unit of production That's you know, that's possible a unit of production. I'll keep that for now D says finished goods the production activities for a customized product It may not be finished goods because it could be either type of inventory work in process or finished goods as we go So I'm not gonna say it's probably not that finished goods It's gonna be the unit of all the goods finished, but it's not really breaking out which units we're having which which units are owed to Who it's just gonna be grouped up in finished goods. It's not the supporting documentation and then he says a process and Again that you could think of that that it would be part of a process. I'll keep that for now Let's go through it again. The production activity for a customized product is Now when we think of a customized product, we're thinking about a job cost system probably not a process cost system So I think we can eliminate e here and then it's between a job and a unit of production Now these two these two are kind of like the same thing right a unit of production is What one thing we're working on it sounds like but it's more specifically termed typically a job So a job I think this is most Likely the answer here that we're looking for The unit of protection being the job So final answer the production activities for a customized product is Be a job


Yes, please. Can you hear me? Can you see me? I'm quite small. So beautiful. Thank you. Yeah, this is the correct one. It is in PDF. So this is forward, yeah? Yeah. Okay. Hello, everybody. So this is my first turn during this very, very extensive week of knowledge transfer between us. Also, I should probably introduce a little bit more myself, because on the first day I just mentioned I came from the Czech Republic, but you don't know what is my background, what company I'm working for, et cetera, so just very briefly just to make some content to you. So my job description or role in our company, which name is Czech Group, is HR expert and knowledge management coordinator. Basically, I am responsible for knowledge management implementation in both our NPPs. We have two at this moment, one in Tamilin and one in Dukovanie. And it should be also mentioned that the Czech Group is the biggest Czech producer, owner and distributor of electricity energy in our country. Besides two NPPs, we operate also more than 30 so-called classical plants. If you understand what I mean, it's hydro and coal, and we have also several subsidiaries abroad, I mean within Europe area. Czech Group is quite big in our content.  It has more than 25,000 employees, and I am in my job focused especially for the nuclear business. That's why I'm here, because I'll be talking about nuclear matters. And today I'll be talking about KPIs. I mean, knowledge management can KPIs more than 30 minutes. I imagine it's quite difficult task, but I will do my best to make it very practical for you, very comfortable, but don't expect any entertainment. So at the very beginning, I would just point out what we understand knowledge management is in our company. We believe that knowledge management is very important, and it is a set of, let's say, activities focused on identification, capture, and sharing, and of course of use of unique knowledge. We are talking in our company about unique knowledge with high risk of loss, I should mention. So this is our definition where knowledge management is focused on. So it is unique and critical knowledge in high risk of loss. On Friday, Friday morning, I will go in more details while introducing our case study. So I will explain in detail what does it mean, unique knowledge, how we identify the risk of loss, et cetera, et cetera. So now it will be about KPIs. So let me just point out that the main objective of our knowledge management implementation is to minimize the risk of loss, of the experience of our experts. We call them experts or knowledge holders. Of course, another objective is to share a critical knowledge and the best practices around the company. Of course, we want to avoid and minimize the duplication effort. As we are very big company, you can probably imagine that once something is invented, another division or another daughter company doesn't know and they spent a lot of time and a lot of money introducing something new which has been already several years ago introduced in another department. So this is really our issue in our company. Of course, knowledge management, another objective is to establish succession planning system for the experts with potential knowledge loss and to create a very effective system for knowledge sharing, I mean IT databases, portals, et cetera. And of course, our last but not least objective is to develop the implementation of knowledge management not only within nuclear divisions or nuclear power plants in Czech Republic, but also within another divisions like distribution, like construction or reconstruction of new plants or old plants. You will probably agree with me that even in these areas I've mentioned is also very critical knowledge and risk of loss. We realize that knowledge or experience itself has not value if it is not achievable, available and properly applied. This is our slogan. And before I start to talk about KPIs, let me introduce very briefly our knowledge management process model. In Czech group, knowledge management is considered as a process with all its inputs, actions or sub-processes and outputs. And here you can see how it looks like. It looks difficult, but it's very easy to understand. Which one? Doesn't work. Aha, so hands. No problem. Okay, so it is very simplified. On Friday morning we shall go in depth if I promise. The first phase, of course, is identification of the knowledge at risk and, of course, subsequently, the knowledge holder. It means the hat with a critical, unique knowledge. Thank you, Vitaly. Did you destroy the cartons somewhere? Yes. More important. Once...  Once you succeed to identify the knowledge in risk and the hat of knowledge holder, in the second phase you have to find the suitable tool how to capture and share and transfer the knowledge at risk. It's exactly what that lady behind asked a few minutes before. So in this phase you have to find the proper tool and we have quite many. I will introduce on Friday some of them and Anatoly, my colleague who presented before me, already gave you a lot of inspirations regarding tools to use. So after this course we'll finish, you will have the variety of tools of knowledge management. On the third phase it is publication of the... If it is experience report, it is publication in the portals and a very important part, it is the use. We have quite problem in this part of the process. And from the very beginning to the end it is necessary to communicate and motivate the people. Every day you have to explain why knowledge management is very important for their work, especially line managers. So now let's go to our KPIs. By the way, before I start, does any of you could provide me or suggest some KPIs for knowledge management? Could you develop some of them? It's not easy, isn't it? Okay, let's see. To be honest, about two or three years ago I was in Vienna working on creating KPIs for knowledge management. And just imagine we have created more than 200 KPIs in knowledge management area. It is not published yet, it is still under process of work, but I think it's amazing. But don't worry, we shall not talk about 200 KPIs today, just I want to provide you some basic approach in this regard. So knowledge management KPIs, before you start to think about implementation of knowledge management KPIs, you should think, and this is my suggestion number one, do you really need them? It depends in which phase of implementation you are. If it is the project phase, I mean pilot, or if you introduce in the company some knowledge management programs, or if you consider it is already all done and knowledge management is implemented process or implemented system. So of course you will use different KPIs for every stage. I'll be focused in my short contribution to the KPIs used in the implementation phase. So as I mentioned, the first phase is identification of risk of loss. So I will show you and I will introduce some KPIs relevant to this area. In the second phase, we shall talk about tools and I will show you which KPIs are somehow connected with use of knowledge management tools. And the third phase, I would like to show you which KPIs are suitable for knowledge sharing, monitoring, transfer and use. KPIs cover our knowledge management system, of course, which is supported by KM platforms, where we can find KPIs like KM databases, KM portals, KM round table workshops, we can count them. So we can develop some KPIs, for example, for our database entries, traffic, etc. Projects are itself monitored somehow from the very beginning to the end. There are milestones, so it's quite simple to monitor. Knowledge management roles in our company and again on Friday morning, I will explain in more detail more information about roles in our knowledge management systems. So why did I mention it? You are wondering how it is connected with KPIs. It's because every single role in their own job descriptions and during annual appraisals, they have KPIs. I mean personal annual KPIs. How do they fulfill their duties in knowledge management area? It's quite tough, isn't it? So strict, but unfortunately it was really necessary to do this pushy way because nobody did anything without this. So KPI processes, as I mentioned, identification, we can count knowledge at risk or export at risk. We can count how many captures, sharing and transfers has been done. And we can also evaluate by another KPIs how efficient this process is. It means especially in area of use. And it is, again, in red color because in my company, the use of knowledge management outputs is still more or less an issue. And now just a few words about the very basic components of our knowledge management system. It has about six key dimensions. I will just quickly read them for you. It's content and structure, processes and organization, culture and cooperation, leadership and confidence, technology which is really very important and consistency and persistence. So three of them are, let's say, hard. Three of them are softer. But if any of these fragments or components is missing, then knowledge management doesn't work. In this graph you can see during the pilot period when they started with knowledge management implementation, I mean the pilot period, how it was, I mean the content and structure was like that, cooperation. In the time it was really changing all those components. And now let me provide you some real examples from real life of our KPIs. It is just for your inspiration. Maybe some of them you can use while finishing your projects you're working on. So it is just for inspiration. I'm not going to tell you this is the only way and the best KPIs you can use. It depends and vary on every single company. So what can we measure and evaluate in the first phase while we identify the knowledge at risk and while we identify the knowledge holders? So we can count how many knowledge audit interviews has been done. We can count frequency of knowledge audits. It's basically twice per year. We can count a number of identified knowledge holders. We can count identified unique knowledge. We can of course measure the risk of loss on a scale one to five. And we can get closer to the information which knowledge is really critical. And of course we can use KPIs I mean regarding number of knowledge areas. Here you can see how it is done. And here are some benchmarks within the company. You can compare with other departments and with other areas. For the second phase of knowledge management implementation I have prepared for you some examples of KPIs leading to use of KM tools and knowledge capture. So I am not sure if it is necessary to go through them one by one because everything will be available in your platform. Just for inspiration, number of experience reports. On Friday you will get closer and more familiar what does it mean. Quality of experience reports. We believe we can even measure the quality of experience and again on Friday. Experience reports, the briefing interviews, it's all countable. We can count so we can see the trends in the time. How it was in the very beginning of implementation and how it goes in time. We can also count a number of finalized succession planning programs and expert profiles. On the third phase of knowledge management implementation we are focused on knowledge sharing and transfer and knowledge utilization and effectiveness. And again I have indicated several KPIs which you can use to decide to measure this area. Frequency of collaboration platforms like communities of practice. You can count how many communities of practice in which knowledge area has been organized for a certain period. You can count internal trainings and stuff accessing documents in KM repositories or databases. You can count the percentage of stuff contributing documents in KM repositories. You can also evaluate the relevance of documents etc. So we have covered now all three phases of knowledge management implementation more or less. And I have shown, I show you some examples and inspirations for knowledge management. As I mentioned knowledge management from the very beginning to the end, but it doesn't have an end of course, must be accompanied with... But this is fine, I like it. Communication and motivation. Maybe you are wondering now why does she speak about motivation. It's because of course it's a piece of our case study on Friday, but I would like to point out that we think we can measure or assess somehow the quality of knowledge. If it is transferred from the tested area to explicit. And it is typical example is experience report. Of course we shall talk in detail later on what is experience report, but we believe we can measure the value for the future, the clarity and professional level of experience report, uniqueness and institutionalization. So on a scale again one to five, which is very popular in my company, we have a matrix and algorithms just how to count which experience report is the best one for example. And to motivate the people we have every two years kind of our art for the best experience report. And we are evaluating the best one and one number one, number two and number three. And it's all about recognition. It's not about financial motivation, it's just about recognition and you would be probably surprised how effective, how it works that the people really appreciate the first prize, which is dinner with the director of NPP and so-called. And you imagine it is published in local power plant newspapers. It is on intranet and the people have photos. And the rest of the team in their departments is just looking to look, he's an expert, he won the prize, he went for dinner with our director. And they start to be kind of jealous, but it motivates them to be better and better and to contribute as well. So this slide is here especially because I wanted to show you what parameters we use for evaluation of best experience report. Of course, completely different KPIs you will use during planning while you decide, do I really need KPIs at this moment of implementation? So this slide covers this problem. What you should do at the very beginning, how you will do it and things to think about. So read it carefully in your platform, sharing platform. This slide is brand new because it covers 2017 KPIs in our company. So this is the real life. Chess company, after 10 years of knowledge management implementation, completely changed the approach to KPIs. You probably mentioned that all those KPIs presented before are just about number of something, number of experience report, number of the briefing processes or knowledge management audits. It shows trends, but it doesn't tell you anything about the quality of the process. So we were trying to find suitable KPIs and beside this slide or this summary, you can imagine maybe six or seven what we call teams, about six, seven people involved in knowledge management just thinking and thinking what is best for chess company regarding KPIs. So of course, we need to follow quantitative ones just to show the trends to our knowledge management president or KM board owner. But what is according to my point of view essential and very, very important, it is, I don't know if it is visible, qualitative. Qualitative KPIs really shows you if the knowledge management works or not. So this one looks be very complicated. But I think, did you already read it? I think it is the best one according to my point of view, of course, which shows the quality of knowledge management at this stage. It means the number of finished knowledge transfer. It means really done transfers from head to head or from head to database or elsewhere else against the number of identified critical knowledge holders who left already the company. So the percentage which should be more than 100 or equal to 100 is for us in our company essential KPI how to measure the quality of knowledge management. Lessons learned. As I said, think twice if you really need it in certain stage of knowledge management implementation. Before KPIs sitting and planning is good to check questions. Do we really need it? And are we able to monitor it? Do we have sources? Do we have resources or people who will follow and count and evaluate and then somehow present the results of KPIs evaluation? As I said, it is essential to choose the minimum number of KPIs at the very beginning to achieve the monitoring and evaluation objectives. And my main message is here. That is the check saying that sometimes less is more. Do you understand that? And before I say goodbye and thank you, let me show you also something from our real life. This is our knowledge management portal. It looks horrible. You know why? Because I was translating all these links to English. That's why it looks really a little bit messy. But it's not in the reality. And this knowledge management portal is here because we can measure traffic on this portal. At least we can have some contact with real life. How do the people and employees of our company deal with knowledge management outputs? So we can see best knowledge management worldwide practices provided by IEA. They have essential information. What is it? Why we are here, et cetera. But the most important entry is here. It's the entry to our knowledge management database. And now you can decide what you're going to do. If you want to go through like Vicky through full text search, you can find all our experts. If it is turbine, generator, pipeline, whatever, you just type these words here. And they will appear accordingly. Even their experience reports you can read immediately. You can see who is it. And you can call him immediately if you face any problem. Or you decide that you need some external experience from our international agencies and association like Vano, IAEA. So again, you can just type what are you looking for. And the searching machine brings you all relevant just in times from Vano or tech docs from IAEA agency. Or maybe you are not about to find something abroad, you just need to know how it is done in chess group. So you will go through this way and you will find experience report or our expert or knowledge holders. And that's it. And now we have time for questions. If we don't have any, I thank you very much for your attention. Thank you.


ard time bumping this ahead of those in a process i think in fairness we have a process it's known when it starts so maybe you got to walk around in the snow and get your petition signed if they don't like the number we hopefully don't agree to apparently um but i don't see a better solution right now i don't think we're going to be able to tell them in october or if we do either it's not fair to our other agencies and departments carry yeah i think jim has probably worried about the the timing for this year at any rate but i do just want to disagree about the library being an essential service i think a library is an essential service for municipality but that's a difference of opinion but i just wanted to register that well and and as much as i've been through a lot of city council budgets things go on the budget on the ballot they get voted on and then we have to readjust and the library has never gone down not once so it it seems like you need to accept it and the interesting thing about the library way back when we used to actually get data mump here wasn't in same proportion of users as you were money but that's because we value it it's a real central it brings people into mump here it does more than just serve the readers and that's what the data in some of these places doesn't show so i i don't want to spend more time on this yeah i'm in agreement i i feel like we spent an awful lot of time on this and i'm not sure there were any closer to a resolution and do what and make his presentation yeah and then we can swallow it i mean then we'll know what the number is at least we'll know what the number he's asking for and we could have a vote to put it on the ballot and it might or might not pass it could be that so maybe the alternative here because i i was about to say decided i'd said enough so but but that you know if you set a number for i mean it's basically the point that tim made that you know you all and i will hear it if let's say we say okay it's 10% it's not any department heads here left but they're all going to come in and say where's my 10% right you know how come they just gave that away and you know we're going to get put through the ringer so maybe it's just an either or that says you can come in through our budget process knowing our timing and we'll go through and we'll consider your budget and we'll place a reasonable amount on the ballot as that we determine or you can petition and you can start your petition anytime you want and leave it up to the library which they would way they want to go and um because you know as i'm listening to this and thinking about it you know we either have to make a decision about their amount so early that we're not you know we haven't we want to be giving you our preliminary like what happens if we just do the same thing this year next year you know what is that the rough cut that you get you won't won't even have that at your next meeting we'll just be trying to figure out how to cut this year's budget much less you know next year so i mean i i i don't know what else to say and as far as cvh each go probably keep the same if you're if it's the same amount you have plenty of keys then you go on the ballot if you don't you know well it's basically nothing it's really what we're already that's a order right so we have a policy in place there we are okay i don't want to talk about this anymore unless someone has a concrete proposal to to fix it so i'm just gonna say this out loud partly for dan and for cvh hs and just all of us so we're clear so our policy is staying if you want to be on the ballot and you are keeping the same amount we'll put you on the ballot no questions asked yep if you want to have an increase you can either petition or you can submit through our process and you take what you get at the end of the process but you don't have to petition and maybe you none of you said this but maybe the promise would be at least we wouldn't reduce it well i mean yeah i mean then then people can make their choice which way they want to go they've got three options yeah i think that's right because until we change the charter they always have the right to whatever dollar amount they want they always have the right to petition for something and that's yeah that is you know throughout municipal government all through vermont it is a you know it's a thing i mean i i don't know i suppose we could take that away through charter change but i doubt people would support that that's a tough one no you know what i mean i'm not i'm not saying we should but i mean there's there's always that option for i do want to say qualified agencies you can't just come in and get money for your private business there are certain legal things that money can be appropriated for so it's not anybody can ask for anything but within this the the bounds of things that are legally appropriatable um anyone can petition as long as they get the qualified signatures and there's nothing we can do about that yep okay let's move to the next item thank you bill the clarity the clarity helps um evelyn item 13 communications update enable screen share thank you hey folks i'm evelyn prim the communications coordinator for the city i will keep this fairly brief because there is a ton of information that's included in the packet that you can review on your own time so i just wanted to to mainly just share a follow-up on our conversation from a few meetings ago where we talked about some of the things that we learned um post flood communications related and so i just wanted to share all with you all some of the things that i'm working on right now and and where we're going to go into the future so it looks like it's a little you can see it it's good enough all right all right so just a really brief overview um so the city uh administration has recently done the flood after action so i'm basically modeling the communications after action after that process so kind of what what happened what did we learn and what are we going to do to improve for for next time so i'm going to run through a few of the different data collection methods that i used to analyze this and the methods there and the that will dive into the just a brief recap of some of the results um what we're getting what worked well where can we improve um and the things that i'm doing now um so a few the few of the key points on the right hand side are just some of the uh the areas that were brought up during the our conversation a couple uh council meetings ago the the top one is is kind of the the big one for me so for about half of you uh that were here for my very first presentation to the council last october i talked a lot about research and how this position being very new to the city is a great opportunity to really make sure that we are living up to the communications related functions of our strategic plan and so a lot of my work yes it's putting out information but it's also evaluating what we're doing on an incremental basis and it is an iterative process so we're constantly looking for ways to improve so i just wanted to to point that out um and so one of the big uh developments in recent months that was a really beneficial part of our flood response was the development of the crisis communications response team so this is essentially just a collection of the people who are already doing the majority of the communications functions so our current members are myself uh mary smith jasmine benson from public works matt wilson in the community services department jake lairby from fire and ems and mike philbrook from mpd and we are recently going to be adding in sarah mcmillan from the clerks office so we'll have basically all the the public facing departments represented in our group so we have a really diverse array of not only skill sets but different populations that we are all serving so essentially what this crisis communication response team is is just it's an organization of our uh the the members so then we created a plan to follow in the event of an emergency and thankfully we were able to uh troubleshoot this uh quite a few months ahead of the flood so it really helped us um to be able to hit the ground running on that basically that monday morning um and the so the plan is included in the packet um and so basically what we do is we could just coordinate and manage the distribution of different public communication functions in the city during an emergency and um basically so in during the flood we functioned as public information officers to both residents and the community and also city staff so as as you are all aware um a lot of us were really displaced during the flood um some of us were still at home some of us were basically trapped in our offices um and so this uh it was helpful to have this team as both a relay between the city and the public and also between city staff to make sure that we were all getting the most recent and up-to-date information as possible so a little bit about what went into the after action so the different data collection methods that we focused on and also let me back up and just say so the after action was an activity of the crisis communication response team that was led primarily by me just as the organizer of the group but we all had a chance to review the different methods and add to the final product so we the city conducted a flood feedback survey in august it was open from the first day of august right to the 31st and we received 118 responses to that the full breakdown of responses is included in the in the packet we asked three main questions basically how how you were affected by the flood so to what degree did a flood damage did you receive and what worked well communications wise from the city and what would be an opportunity for improvement we did get some pretty passionate responses so I encourage you all to look at those and we just get some really good constructive feedback so that all went into this process and then also the recovery and resiliency forums which I've shown in a couple of these pictures those were huge for communications learning and also a new term that I've noticed kind of floated ground is instead of feedback feedforward has been mentioned and I don't know how I feel about that yet but I do I like this sentiment behind it so kind of just taking that into into consideration exactly future oriented and then so we're all we're constantly receiving comments and questions on social media so between Mary and myself on the city's page we look at those and we make sure that everyone who who reaches out to us gets a response of those pages and then the same thing for DPWs and PDs page as well those are all very really active on social media and so we receive a lot of communication from there and then also during the flood a tremendous amount of just personal correspondence where it be people emailing members of the the CCRT and myself during these last couple of days so it's we're really seeing a trend in people identifying ways to connect with the city by having the basically identified individual staff members who are the the the PIO is basically for the city and so between all of us there's usually every hour of the day is covered so if there's a question that comes up we usually have it have it covered relatively soon and so this graph shows so in the flood feedback basically the survey question number two what worked well out these data points represent a percentage of the total responses so for instance 24 percent of the 118 people ranked facebook as their the number one thing that worked well so the big ones here kind of no surprise so facebook and social media was was rated really well front porch forum was also ranked that it worked well vt alerts we were using that quite often throughout the flood and then Montpelier alive as well and then so the other ones just to to to provide the context that the other ones that have like just two percent or one percent it's not the intention to draw from this graph that those that those aren't working well it's just that those are just the percentage of the 118 people that responded so that's not a great number for survey responses out of a total population of 8000 but you know it's it's it was an opt-in sort of survey so it wasn't um one of the larger survey activities that the city has gone through so this is just more anecdotal did you mark facebook and front porch forum or only one uh so those are separate so the sort of facebook uh you could mark you could mark one one yes look at the social media you've got like 47 percent of the two together i just wondered how many were the same people correct yeah so these numbers represent the the number one thing that people were people rated as they're so i wasn't double counting okay in that yes thank you of course and then so the uh basically this the summary of results or did i skip one no i didn't it's coming up um so the summary of the the results was a little more difficult to code it took a little bit more time but the what it boiled down to is basically eight themes of of areas for improvement so the big ones here are listed there and they're also represented in this graph here in the white bubbles so the the white bubbles are those eight themes and then branching off from those are the individual action items that myself and the cct is working on in the city is just working on to expand and so we those are detailed not every single point is detailed in the report that's in the council packet but it some of them can be somewhat combined and that's what the gold arrows linking the two represent just relationships between the different the different areas so for instance like including city branding in communications and then creating a direct and email text notification system that obviously has a really strong relationship so that could be considered as one sort of one action item and then so the big action items that i'm working on right now are so we already have a we have a direct communication via email using the notified be email updates on the website so these we have been sending out the city managers weekly report the the summary of notified or this the summary of updates from city council meetings that we just started doing and one went out today from sharing updates from the from the PD and DPW so just more of an all-purpose way to connect to people this is again one of the the items that was ranked pretty heavily as as that was a desire from the community they wanted a direct way to read to get updates which i will also say is is different than when i first began working here so it was it's interesting to see how the different communication needs change over time and it's also improving vt alert messages so a lot of the messages that we sent out from vt alerts didn't explicitly say that they were coming from the city of Montpelier so that was just a big opportunity to show people that you know the city was behind a lot of the communications that were going up but we just didn't make it explicitly clear so we have our own in-house text blast system to in addition to the vt alert yes we do i know DPW does when they send out like boil water notices and things like that so yes yep how many do you have a guess of how many people are signed up for those i don't but i can ask jasmine and get that to you she'll know she's the one who manages that system because obviously we can only send them out to people who request them saying with the emails exactly exactly um and then so kind of on that same note just making disaster preparedness plans more visible and accessible so on the website under the so you have the top five mega menus in the how do i section we are currently building out a resource page that links to all the different community resources so for instance like the Vermont Department of Health page a v-trans page for my emergency management those will all be on that page in one place so people don't have to search when they want to find something it's the the every basically every type of resource that we can identify will add a link on that page so people can go to it it'll be organized by category so if you're looking for food assistance you know to go here or if you're looking for emergency like emergency shelters or housing you can go to that section and then so another thing that was mentioned quite a bit and this is this was discussed in our last time we had kind of had this conversation about communication was creating more how-to information and so the welcome to Montpelier packet of information is is in the works and so we're going to be basically that'll be a text document and a physical copy if people would if people prefer that basically has everything spelled out for the the major functions of the city so it's fewer arrived in Montpelier and you had no idea where to where I where do I pay my taxes you know how do I catch the bus things like that that will go into that and then we're also going to continue on doing different website show and tells that really show how to use the different features on our website since we had just invested a lot into the website redesign so really just making sure people are able to utilize the services that are already that are the city is already working on and then the the newest addition to some of the different some some of the project portals that were we're working on are different ways that people can engage is the the community project portal so this is also another way for us to engage with community members and they can reach out to us so for instance if you go to the page and this is linked right to our homepage on the website and you go into the minute in Montpelier podcast you you can suggest topics for our next podcast episode and so just a sneak peek teaser we're going to be speaking with deputy chief Kevin Moulton and sergeant Mike Philbrook tomorrow for a a pd episode flavored episode of the podcast so that'll be coming out shortly and so that is basically all I have to present and I welcome questions thanks any questions I have a comment which is that seems like we're we've really ramped up our communications function I think that's a really good thing yes we sure have you know people need to be able to hear what what their city government is doing go ahead so is there and maybe I missed it when I read it through but also a flow of the hardware to back up so you all can connect is that yes there is yep so the the plan is a so it's an internal document so we obviously because it has people's personal contact info so the the plan for we're talking about the same thing about you know what when you didn't have a phone there you were oh yes and why you went to facebook first because you couldn't get anywhere I mean just so that was to me was like a hardware connection like you didn't have internet or you don't have a telephone what do you do yes so that is actually going to be one of the improvements that we make to our the crisis communication response plan in it just spelling out all the different ways to connect to for employees to connect with them employees during those different ways or during a any type of an emergency and that could also be something that we that can also be an addition we make to our communications page on the on our website so right now on the so if you go to the city manager's website under the department's tab and then you click on communications it shows it's a list of everything all the different ways that you can either receive updates or share information or get information from the city so it's a it's a pretty comprehensive page that and that we're constantly adding to as well as we develop new ways so do you see a piece of this and maybe it's not the appropriate place but several residents on state street district one that was flooded and couldn't get out and hadn't and their electricity was off felt totally isolated they really wanted to see a staff member come down in a boat and say are you all right I mean is it going to go to that fine level of communication that sometimes we don't have all this electronic stuff we don't have a telephone yeah I think that's always the goal you know whatever city staff have the capacity to to do is is making sure especially for most vulnerable during during a crisis so great thank you of course this is great just wondering about getting what the plan is to put this to share this back out I'm thinking of like the people who filled in the survey we have email addresses people who signed up at the forums a number of people put their email addresses and putting it out on the channels that people currently use definitely I assume you're planning to just showing we actually are yes trying to learn and exactly great yes awesome yep I assumed thanks okay everybody happy with this ready to move on okay thanks everyone went to the city website 2% we're gonna work on that well and according to this only 4% went to the town already got the okay from the boss it's it's it's 10 o'clock first week I mean I don't want to and that will only be a week before the actual strategic planning so you'll be all yeah and you've got the info to read so okay good on the subject of strategic planning um I wanted to ask if there is kind of a first when we get into our next process of planning is there a framework for that discussion or is that in development or you know do we yeah um Paul Costello will be leading it and um I think he sent me a draft um which I think he's going to share with the mayor basically I think he's going to review what we've done but then try to start from scratch like new group new flood you know what are the big picture you know what what are the top goals and then what do we need you know what do we need to go from it so I think I mean a strategic plan is a strategic right these are the top things we want to accomplish in big picture and then how do you what strategies do you use and then so so the the structure will probably be similar but the content will be whatever you folks want to put in and I think there'll be some of the dots and like you know the whole the whole picking priorities so and maybe this is not anything anyone else is interested in but is there any opportunity during that strategic planning to sort of look at our differences within the council members or how we approach things and whether that's a simple like a disc you know something we can do ahead and sort of look at our process and our neighbor's process so we can better understand sometimes we were coming from that I would like that well I know and we've been trying to schedule that um but we're kind of a work a workshop a retreat that was not content um so I did tell paul that we were trying that it was something we've been trying to do and had not been able to be successful so I I don't know whether he's going to try to build some theme of that in our understanding or if there's any at least beginning a conversation but you know it's also everything's pushed back a little bit we're coming into budget so we really do need to set our priorities but yes I think it doesn't have to be at this meeting just somewhere along behind you'll be good okay maybe if you nail your priorities in the first hour we get two hours yeah okay winter and budget schedules skipping 13 or 14 winter and budget schedule so there's nothing magic to this I think the one question was whether we were meeting on the 11th we are meeting on the 18th for the strategic plan and then regular meeting on the 25th otherwise um it's pretty straightforward every year we run into this that because we're second and fourth the fourth Wednesday is always the night before Thanksgiving and the fourth uh in November and the fourth Wednesday in December is always between Christmas and New Year never really had great desire to meet on either of those dates so you have really just moved everything up uh a week which was fine when it was our building so we will have to figure out um you know another place but typically and then I think the other thing was again I built in three budget you know two budget workshops in January plus a regular meeting to discuss budget we've dropped those sometimes in the past if we don't if we reach budget conclusion but we build the time in if we need it uh and then we would be done um at the end of January which is our statutory deadline and printer deadline and ballot deadline and all those other deadlines some budget years are easier than others yes this one probably will not be uh exactly all right great but yeah sooner we know that you're on board with it the sooner we can schedule the meetings appropriate and not find alternate places okay so do you want us to give you the thumbs up now okay zero motion the staff proposed um November December January schedule winter schedule and there's a second any other discussion okay all those in favor signify by saying aye aye anyone opposed great and the reason I have a motion just is because they are your meetings we can't set your schedule so you're you're setting your own schedule yeah dictate to us and that's at the charter in fact uh budgets or meetings are set as determined by the council yeah all right other business Donna your I want to say that um we had some really persistent residents who got my attention in Lawrence we went and visited their homes and it is devastating to see the houses that were just totally gutted and when you hear them talk about it and you know all of our homes we put a lot of ourselves into it things that you'll never get back out when you sell it and things you can't replace once they're all gone and the level of work these individuals have done to clean out their house and now they're struggling with that they are so substantially damaged that they have to either be total compliant or demolish their home and it's it's been really very heartfelt exposure it's been really good and I'm gonna have a motion under other other business which is where we are um yeah under other business I've asked for I want the council to consider that because these individuals whose houses are been labeled substantially damaged and this is a term Mike's left this is a term that that the planning commission planning department had to determine under the of FEMA rules and so they went out thinking there were 300 houses at the planning department visited when they got done there were 15 they thought that might qualify then when they looked at what actual as repairs went along the more things torn down they actually ended up with eight officially declared substantially damaged and two of those I believe are buildings not houses most are on state street and elm street now there are two houses in on state street that were substantially damaged but they're historic so they're not allowed to be labeled substantially damaged and it's these eight to actually 10 people I'm concerned about and they brought to me the desire that we would not apply any late fee because they can't get their abatement appeal into us before it's late actually the John informing October 2nd is one that bill goes out and so from that point on it's late and Ed Haggett bless his heart really stood up for everybody that he didn't feel it was fair that he would be on public record as being delinquent would have to go to the board of civil authority and ask for those late fees to be eliminated so he would like the council up front to say we are not going to have late fees for the first two quarters for these 10 houses and that's what I'd like a motion on so they won't be charged late fee they'll still do an abatement form they'll still go before the board of civil authority and asked for whatever they want as far an abatement on the taxes but they won't be charged a late fee for the first quarter which is due in October as well as the second quarter that's my motion and actually John worked out the wording read your wording I think your wording does it all well he also has gear wording on it so hopefully that sounds all cohesive moved to suspend property tax late fees and penalties for the first two quarters for those housing houses designated as substantially damaged by the planning department and to historical houses that have the same level of damage but aren't allowed to be labeled as substantially damaged yeah Michael said there was no term for them they're historic and I didn't know what that meant but I wrote it down and it should be property not houses because two of them are buildings property okay all right it's been moved and seconded is there any discussion all those in favor all those in favor sitting if I were saying aye aye any opposed thank you it will mean so much to them that we've done this thank you thank you thanks daughter it's the least we can do literally I'm sorry it's the least we can do oh it's and they're working so hard with all this bureaucracy it's just so sad or unsanitary yeah just just another question just on the same topic if that's okay jack that I don't know I was hoping Mike might still be here but um so they're also seeking like Mike has been working so hard and just echoing I know Donna said it last time but they have been so grateful for the communication and the work that Mike's been doing for them and they are desperate for the grant like which I know that the city's been pursuing money so that they can because now they're required to either tear down which they have to then pay for themselves or raise their houses and so Mike has been working really hard to seek grant funding to help the people who have gotten the substantial damage declaration I don't know if there's any update or just wanted to echo that if we can support that a city letter or something you might have got to know for this year they're not willing to re re uh change the name and change reallocate reallocate thank you funds that exist but to try to hit up the legislators for next year but it's a up to a hundred and eighty thousand dollars per house to get them raised but they can do all this repair and all the other mitigation but if they don't raise them they'll have to demolish them and when you say raise you mean elevate because there's raise and raise well that's the term they use that's the term they use I've been trying to use they have to do they do have to raise or raise in the meetings I've been at I've been here and say hearing the word elevate use but but whatever yeah we know several of these houses had done mitigations from the previous floods it just wasn't enough yep yeah okay we're on pop it in the weekly memo from Mike just so that you all know where that's at great anything we can do obviously yep all right city council reports start that way down at that end yeah I'm seeing that um downtown businesses are opening slowly and it is nice to receive names at all this one is opening this week this one's opening next week so it is nice to see our downtown being um you know like itself again uh pass everything's already come up yeah i think okay um just as we're entering into our budget development and strategic planning process the social and economic justice advisory committee has been talking about how to integrate equity concerns into both the strategic plan and to the budget process and recently um we were all sent a copy of a tool that can be used to an equity assessment tool that they developed a couple of years ago and so I just wanted to kind of you know remind everybody that that is in there um I would love for us to consider officially adopting it and um if it seems appropriate and then also discussing ways to integrate how we consider equity in all of the decisions that we make not just in the budget process but in everything so I'm just kind of planting that I don't have emotion or anything right now but okay thanks I'm glad you brought that up because I felt that related to this raising the houses and that indeed four of the houses on state street that need to be raised represent 10 housing units 10 housing units what will we spend to build 10 housing units so I I really feel we have to look at the more equity of not necessarily building new but trying to keep what we have and helping these individuals and the other thing is for all of us to go downtown but to also go online there's some stores not open but you can buy things you can order things and we all have a responsibility not to go to amazon and to go downtown and we really really they need our 100 support and I just can't emphasize that enough they really need us there thank you thanks Donna um mayor's report I would say I attended the Vermont League of Cities and Towns one day of the town fair and and the annual meeting yesterday as the city's representative and I will say I was very happy to cast that cast my boat in favor of Bill Frazer as the incoming president of the Vermont League of Cities and Towns succeeding yeah sorry I missed it yeah and then I went to a couple of interesting presentations or discussions there was one on short-term rentals and that was really just a round table discussion I was one of the things that became was clear from everyone is that people are concerned about it and feel they need more information and I think that's kind of how we feel too and for a while I've been thinking well the discussion has been well is this a big problem in Montpelier or is this just a couple of properties and maybe it's not something we should worry about and then the other thing that just occurred to me as I was talking to Kelly the other day was well there was a time you know 40 years or so ago when business property owners started converting some of their houses to offices and it probably started out it was before I moved here but it probably started out with not very many houses and we could have thought well maybe we didn't need don't need to worry about it but if we had had a policy preventing that before we lost all those houses on Court Street for instance that would be housing that we we still have and so thinking in advance about what we can do to preserve housing I think is a good thing there was also a presentation on how to do community economic development a good couple of good speakers including the city manager of St. Albans where they've been very successful at doing some economic development and the downtown in St. Albans is is really very impressive compared to what it used to be 10 or 15 years ago and a couple of presentations about disaster recovery I also got to spend some time talking to Jesse Baker who was the former assistant city manager here and and she's now city manager in south Burlington and and Tony Fecos our former police chief so again I don't have said this in years past if you have the opportunity in future years it's worth doing city clerks report okay well I'm sure you all will agree that there's anything this world needs more of it's meetings and I'm I'm here for you to do my part so tomorrow night's meeting should be short because there's been a lot of rearranging and some dropping out of people from these appeals which is making it a little more bottom-heavy but not so much that we have to break out our schedule but tomorrow should be short because we just now have one large landowner with about a dozen properties that's going to present them collectively and then supposedly wave which we can do now the inspections so there'll be a position where you'll have one big presentation and be able to render one big decision then and there and then we can all go home and call it a wonderful day and of course in the next week Marty's not going to be around so we can't have a meeting that week so we get a little bit of a break it's almost a bummer because I feel like we're getting behind you know we could use this time to get done sooner but it's just not the way it's shaking out this time with some withdrawals and some reschedules but um and john speaking of that if if you could send out an email to all the members of the board of civil authority either tonight or in the morning just to tell them the only part of that giant binder you have to bring tomorrow night is the ones for down street right yes just bring your file don't you don't have to bring the whole binder probably worth me sending out the current version of the schedule even though I think you all already know it nice just to have it so I'll send that out too just to reminder how the quorum's and stuff have to work is that there's a quorum to do business but then the quorum the folks who can vote who are part of a quorum on any given case have to have witnessed that testimony so we could have a quorum there of eight people but then a report comes in and it's a vote on a particular property and only three of those people heard the um heard the testimony there wouldn't be enough there to render a decision and if four of them had well you need five the quorum is eight then they'd all have to be unanimous um which I you know I know folks generally follow the recommendations from from the inspection committee so that that's that's not shocking all but just so you all know and the way around that is if someone is going to be there and participate in a vote wasn't there for the original testimony but they can go back and listen to the original testimony all the audio files are up on the clerk website which right now is only one but they're all going to be going up there for anybody to listen to so they can and they can be reviewed at any time then to not the highest quality but you can hear and understand everybody so that's all I have thanks bill um I have a few things thank you mr mayor um so just looking at our schedule uh so we'll be meeting in two weeks the 11th that's we're doing zoning public hearing looks like we had a couple of things we'll try to invite the vrc people in if we can get them in at the next meeting that river conservancy folks we can have that conversation we'll be doing the strategic plan wrap up and maybe we'll have a presentation on um budget rescission for this current year I don't know I think she was shooting for the 25th so um I don't know if I'll get it I almost broke her getting the financial reports done so and getting all the FEMA stuff done so I want to be kind uh she's really knocking herself out um we met I met well Kelly and I and Arnie met with seniors last Friday councilmember Brown was there and we all got out alive that was good it was a interesting conversation I think we had some good frank feedback um certainly took a lot away and tried to share some information and we'll we'll be trying to figure out ways to move forward I think their biggest concern immediate concerns are um we're still occupying one space one of the the meeting spaces we have moved finance out and they'd like to get moving on a vacant position and you know that's we're in this hiring freeze position but at some point you know we've got to make decisions about how to move forward so we're taking a look at that councilmember Cohen has asked they they through her had asked to be on one of our future agendas so we've got that in the pipeline and again hopefully we'll be in a situation where we have more positive outcomes to share with them by the time they get here um let's see should have a proposal out by the end of the week for the city hall design work that's good we should have a proposal in from FEMA about their plans for a country club road by the end of this week that's good jack mentioned vlct and then triggered when Carrie mentioned the cjack work I I guess I knew about this but heard very specifically that vlct does an equity cohort they started it last year they have eight communities and they're looking to start do it again this year and it's really intended to look at inside and out the community most more internally like how you function and they really so they're going to pick eight communities they want an elected official ideally a manager a system manager and a like a staff person and it's a commitment to a fair amount of meetings I want to say five maybe more it's you know it's with a training it's Abundance Sun I think is the training group but maybe to see people we've contracted with um so I you might want to give some thought is sort of the way that something I think it's something we we ought to do I'm not sure this is good the year that we have the capacity collectively to do it but we could give some thought to it and talk about it maybe get some more information about it for our future meeting speaking of vlct the mayor did mention that uh I did become the president of vlct uh Tuesday yeah yesterday and um taking over from jesse baker who is now the past president so kept it local and before that was morrow Weinberger so it had uh the the big cities represented and our next new vice president is mary and gulette from west ruttland so a little smaller town um but it's interesting I just mentioned this not to pat myself with it but I'm out and it's kind of an interesting time because this saturday I end my three-year term as ICMA vice president for the northeast so some of you may not even realize that but uh I have been the first person from Vermont since the nineties to represent Vermont represent the northeast region on the national international city mayor's association board and it's been some time away and I've really so I just wanted to say thank you to all the council members for supporting me when I first ran for that and my time commitment for doing that it's been really fabulous it's been great to bring Montpelier to the national stage um just through name recognition and being at things uh and uh so that's that's hard to believe that three-year term is over but I'll go literally from that to president of vlct and I did check it was last Montpelier president of vlct was a guy named Ray Kelly in 1982 council member so uh there we go so thank you for allowing me to serve outside of our community as always our city comes first and I've always put it first but it is good to learn and bring um broaden our professional uh so with that I will be gone uh the ICMA conference starts well my my last board meeting is Friday and Saturday so and then the conference starts Saturday so I'll be leaving tomorrow Kelly is going down at some point and it's been a great development tool for her and we'll be both be back Wednesday but uh if there's a real emergency Sarah uh LaCroix would be the acting city manager um she there she's still here she's still here okay she's smiling I know I who knows what will happen by the time we come back we might be down half our employees I don't know um but obviously we're we're phone calls and emails and texts away I mean we'll it's a working thing so you know people should feel free to contact us send you face time so you can see how it's going yeah it's actually it's actually a concern we're gonna have to have a special meeting while we're going we have to do face time so uh do you guys know you can do face time anytime you want I'm happy to that's good uh nothing I just uh anyway so that's my report thank you for supporting all of us supporting me in these uh external endeavors is there any update from gba on the rec center report Tom Bachman so I did meet yes thank you I meant to have that on so I did meet with Tom they have a preliminary draft they've got some plans uh which they show which all look very interesting they did not have the money aspect put to it yet so this is from a gba about the rec center but I think they are going to be able to address bathrooms I think they're going to be able to address the use of the building as a shelter or possible reuse or even as a rec center you know they kind of they looked at what can we do immediately to kind of provide public bathrooms what can we do if we wanted to convert it to a shelter what we do if we wanted to have it be rec and shelter or what if we want to do have some adaptive reuse in the future so they evaluated the building structure the building systems you know electrical hv all that kind of stuff the asbestos so they're putting that all together so we will have this full sort of soup to nuts of which is something I think we really have needed we've had this building and now we'll have a real complete evaluation of what it will take to do certain things with it is there any timeline do they have any idea he sounded like I mean the biggest thing was he was actually going to be out we we were trying to coordinate the time we were both together so he's he's gone now and then I'm going to be gone so so he showed me the plans and then they're getting them the money costs and okay from the engineers and stuff so I would imagine it would be soon possibly for the next meeting but I would get October yeah not great that's good no they're very close to wrapping that up which I think will be will give us some interesting choice whether we have the money for it I don't know at least we'll know it is our asset if we want to call it that and uh so we should know you know so I was it was good it done some good work all right it's all good I think we are set and so we can adjourn at 10 26 p.m thank you thank you all trying to talk louder it was much better still couldn't prove but it was much better


Also this hat like maybe I should wear it like lower, but I don't know We'll see Hi guys, welcome back to my channel today's video is my week 67 updates of my fitness journey And I decided to come out to our like community pool area Luckily, I'm the only one here because it'd be like really awkward filming in front of people But yeah, I'm the only one here and it's really chill. It's a beautiful day So I was like, you know, I should just come out work by the pool film by the pool Everything like that.  So starting off on Saturday I actually worked out on Saturday and not Sunday. So Saturday I did the exact same thing as week 66, which was the day three the super hard hit day By Pamela reef. So it has the bed warm-up. So the boxing one the abs and hit and then the choose one so I chose to do the happy sweat and the calorie killer and the 10-minute hit workout So I did day three of week 17 and again, you can do all these You probably can't see this and you can find all of these on her Instagram under her story highlights on Sunday I didn't do anything like I just said on Monday. I did a run which I ran two point three five miles And then I burned 239 calories and I would show you but it shows like the where I run So it's a little like a little too much information out there And then I did the Alexis or an ab challenge video and I love that but I didn't film that I don't think cuz like I film that like every time and I hear someone talking. It's awkward Tuesday I don't work out like normal and then Wednesday was so rough because I didn't work out at all because I was just really unmotivated. I really wanted to sleep in that day Because the rest of the week like had to get up for like work And then I always get up early to work out when I run So I really wanted a day that I could just like kind of sleep in and I was debating on just doing the workouts in the evening But I was like no, I don't feel like it. So I just scrapped that idea So on Wednesday didn't do anything but Thursday. I decided to do booty day So I did the 12 minute booty the 10 minute booty and then I did the trained waist workout and It's day six of week 19 On her stories again Like I don't know if you can really see that because I can barely see what I'm seeing right now So that is what I did I just replaced the standing hit and abs because I like the trained waist one better So I did 30 minutes yesterday Evening because I had to get up again for like another shoot. I was helping out on so I just decided to Do the workout on Thursday night and then today Friday. I went on a run I ran at 2.21 miles and I burned 227 calories and then after that run I did an upper body workout So I did the one where she's like all in all pink and it was like the upper body It has like over like 5 million views But anyway, it's on the screen right now. So you guys can see the biggest update I think I'm doing really well with like food and really thinking one of you guys suggested I think on my last video I eat what's like on the plate or whatever and then just like stop And just take a break and like see if I'm like still hungry or not So like take breaks while I'm eating so I don't eat like that fast and I think that's a really good idea So if you guys have any other tips on like knowing when you're full That would be really helpful and I want to thank the person who suggested that But overall, I think I've done really well this week With like portions and just like watching everything Again with like getting up early I was just really unmotivated this week because I had to get up really early For a lot of different days and everything and I just wasn't feeling it That's why my schedule kind of got off a little bit, but it's fine I don't want to like ever feel like I have to work out or like I don't want it to be like a punishment You know, so if I'm not feeling it one day, I'm just gonna take the day off and be like I'll just work out another day or something like that. I think that's about it for the updates I know this video is like super short, but I don't know. I also just like really love talking to you guys I should go live more often. I know I'm kind of getting off subject, but I was thinking maybe I could do monthly live streams So let me know down below if you would be interested in that because I think they're super fun And I could give my like update and then also chat with you guys I don't know, but that's just a thought and I know it's kind of like out there Let's move on to the progress photos real quick So on the left is alex starting year two and then on the right is alex currently And um, not much has changed, but I just feel like my bloating and stuff and my lower abs are getting better In my opinion, like I feel that way and then this is the side view of that So alex on the left is start of year two and then on the right is alex now And stubborn belly fat in the lower stomach is always just so hard Leave a comment down below if you also struggle with that because it's like kind of rough. It's kind of annoying But it's fine. I think that's about it for my update this week I want to jump in that pool right now just to cool off because I'm sitting on the hot pavement And I hope you guys like the change of scenery because I don't know I like change it up a bit And I know these videos can get repetitive But I love it because kind of like a diary for me just like sit and talk to you guys So, yeah, I hope you guys enjoyed this make sure you give it a thumbs up Don't forget to subscribe to my channel and I'll see you guys in my next video. Bye