This is stock number 20J48. We are here at Summit Automotive in Fond du Lac, Wisconsin. Your new and used Jeep Grand Cherokee headquarters. Today we are checking out a brand new 2020 Jeep Grand Cherokee Laredo E package. This has the customer preferred 2 BE package as well as the 18 inch wheel and 8.4 group and it also has the ProTech one group standard on here which gives you blind spot and backup parking sensors. Granite crystal is the color we shoot all of our videos in 1080p 60 frames per second so if you have HD capabilities on your computer tablet or smartphone device turn them on right now because it is like you're right here looking at the vehicle and definitely your best way to check out this package and vehicle itself before seeing it in person. You do get the painted and polished aluminum alloy rims. They are 18 inch rims and they have Goodyear Wrangler all terrain adventure tires and that is definitely an all terrain tread on there. Granite crystal one of my favorite colors on the Grand Cherokees. It has the projector lamp headlamps, the projector lamp fog lamps. The Laredo package gives you the chrome trimmed headlight bezels, fog light bezels, the chrome trimmed grille and the chrome trimmed Jeep logo on the front. Passengers side fender is nice. This one has the 3.6 liter Pentastar V6 motor and that gets 25 on the highway 18 in the city for an average of 21. In fact here is the original buyers guide. Feel free to pause this at any second. You can see that 18 inch wheel and 8.4 radio group gives you navigation, the serious guardian, serious traffic, travel link, the 4G LTE Wi-Fi rear automatic dimming mirror and it also has the off-road displays pages which we'll check out in just a second but that's an 1895 option. This one MSRP's for $39,480 before any rebates or incentives. You can see the miles per gallon there. Feel free to pause this at any second and very safe vehicles. 5 star, 4 star, 5 star, 5 star, 5 star and 4 star. Very safe vehicles indeed. We'll check out the rest of the vehicle and then we'll go inside and check out the radio and all that good stuff. You can see it does have the backup parking sensors part of that blind spot and cross path detection system.  That is what is part of that ProTech 1 group. Those seats do fold down nice and flat. The ProTech 2 group is what gives you the adaptive cruise and all the other stuff such as lane departure, forward collision warning and all that good stuff. This one does not have that just has the ProTech 1. Has the backup parking or backup camera there like I said. Has the capitalist fuel fill. This Laredo E comes standard with the enter and go system.  It has the diamond design on the seats, side curtain airbags and driver's side lumbar and power driver seat are part of that customer 2 BE preferred package as well as the roof rails. Auto headlamps till telescopic steering wheel, wood grain trim, power windows power locks and power mirrors. This one has the 7 inch display right here which is kind of cool. You can do all the different stuff right here as well as miles per gallon tire pressures and then you can change it to a digital display like that. Outside temp compass display and you can change those corners to whatever you'd like. Has the leather wrapped steering wheel, cruise controls on the right, Bluetooth and information center controls on the left, audio controls on the back. This one has the 8.4 touchscreen radio which is the 4C radio. Part of that is your Android Auto and Apple CarPlay capabilities. What's really cool is this one has the we're gonna have a wind advisory for tomorrow so no videos tomorrow but what's cool is it shows you all the area and you can go right to the map and it'll show you exactly the area on there. Now I think that's part of the Sirius XM Guardian service. I have not looked into it too much but it does have the factory navigation on here as well. You can do the Android Auto and project to the screen. AM FM and Sirius XM radio capabilities also Apple CarPlay.  It does have that entering-go system with the keyless fob there and you do get two USBs and an aux jack in there as well. Nice wood grain trim that wraps around the dash and the door there. You get your map lights up here. It does have the assist and SOS buttons in the mirror which are features of the vehicle part of that. 8.4 group. Let's take a quick look at the back seats. Did want to show you it does have that capitalist fuel fill. Really nice feature. If you've never used it you're gonna love it. So it does have latch child safety system. What's kind of cool you can see that right now the seats are nice and even.  If you want to take a nap or something is a nice feature. Get rear air vents back here. The latch child safety system for your child car seats. These seats do fold down almost completely flat which is really neat. They fold up like so and we do have the child safety locks back here as well. I do want to show you one quick thing on that radio that I forgot to mention. So with this 8.4 group you get the off-road pages which is a really neat feature especially if you are off-road or even if you're just camping or something and want to see you know what your pitch is. You got all your accessory gauges. So you got coolant temp, oil temp, battery voltage, oil pressure, trans temp, all that cool stuff. But then you also have the pitch and roll. So if your vehicle is leaning to one side I'll tell you right here. Right now it's telling me that I am actually leaning forward. The front of the vehicle is higher up than the back end by one degree. So I can even measure it to the degree which is really neat. Then you also have the steering angle as well. You got your altitude and then your longitude and everything right there too. Really cool features. I just wanted to point that out that that does come with this vehicle and I believe that is new recently. If not 2020 it came out last year or one of these last years. Anyways that's the first time I've seen it on a Grand Cherokee. So very cool stuff. We're going to do one more final walk around. I'd like to personally thank you for checking out this video and hopefully from this HD video you will have been able to tell just how this vehicle looks. Some of the options on it get a really good idea and sense of the vehicle. And to see more pictures of this Grand Cherokee or one of our other 450 new and used cars, trucks, SUVs, minivans, Wranglers, half tons, three quarter tons, one tons. You name it we got it go to our website www.summitauto.com. Full pictures and descriptions of every single vehicle from two locations all at summitauto.com and if you'd like to check out more HD videos you can go to youtube.com slash summit auto. Remember to like, subscribe and share on this video and all the videos that you see there. In fact in a second you will see a link to subscribe to our YouTube channel on your left. It links more HD new Jeep videos like this one on your right. If you have not been on our website on the bottom link to this vehicle on our website click those check us out and we're super excited to be selling the 2020 Jeep Grand Cherokee especially the Laredo Ys with the 8.4 and 18 inch wheel package. Thanks again.


So once you've started a new round, the first thing you need to do in a round is roll your command dice. Okay. That's immediately not the... No. That's... You meant to ask, what are command dice? What? What are command dice? What a good question, Matt. So command dice are some special dice with different symbols on. So you get these dice in the two player start set, and they would have different symbols on, depending upon what they do in the game. Now what happens is your leader actually generates these dice as well. So everyone gets three dice to start with, if I would get my three here, and you get those no matter what faction you play, and you always get three, but then depending upon your tactician stat for your leader, you get additional dice. So I've got my pack leader who has tactician one, so that means I get an extra dice. Okay. So some of them have tactician two, which means you get two. So there are some abilities like communications relay, which gives you an extra dice as well, but typically it's your tacti... It's your leader's tactician stat that you need to be looking at, which dictates how many dice you have. Okay. So if you look at what are on these dice, you've got different symbols, and that indicates all what they can do. And also you roll these at the start of every round. So if you use all five of these in one round, it doesn't matter, because in the next round you generate them all again. Roll them again. If you don't use them, can you save them to the next round? No. Okay. Do you use them or not? Yeah. And also if your leader gets destroyed, so say my pack leader gets removed, I lose my additional dice. Okay. But you still have your three? Yeah. I still have my three base, but then I don't get the additional ones. So let's have a look at these symbols. So let's start here. So this means you can immediately after you've activated one model, you can activate another model. Okay. So you would effectively spend that dice. Yeah. So that could be quite powerful. Double attack or something like that. Yeah, exactly. So you know, Lerlie, what I was saying about, you know, getting models into the same cube to attack where you could move one in, fight, and then move another one in as well. So then you get your outnumbered bonus. Yes. So you can only activate one additional model per turn. So I can't just keep spamming additional models. So that's really good as well for, say you want to guarantee you'll be first in the next round, you can spend your additional activation to activate another model and try and finish before your opponent. Okay. But yeah, tactically, the swarm armies like the Viermin, that's really good as well. You've got this arrow with a one in. Now that means you can move an additional cube. So say if my movement, yeah, yeah. So say my movement is two, three on my little ratty here. I could actually go one, two, three, and here I could then spend my movement go four. So that's really, really good for getting across the board. It's also really handy for if you want to move and shoot, if you want to try and get up high, so like one, two, three, that could actually then be a short action of use my additional. Okay, so that doesn't affect the length of the action at all? No, no, no, it just, it gives you an extra cube. And that's very good for some of the weapons have a rule which means they can't, you can't move and shoot. Now that's a normal because it counts as a long action basically to shoot that weapon. If you use that, you can actually move into position. Okay, so you might think you're safe. Think, okay, no way that anyone can get up to that position. Yeah, actually, we'll see. Yeah, we might be able to be careful about that. Yeah, exactly. This is a free assault action. So let's say, let's say Trevor had survived against my nightmare here. What I could do is I could spend that and I would immediately trigger another assault action. As soon as you concluded his initial activation, yeah, spend that straight away and fight again. Yes. So that's really good for, you know, if you've got, if you've got a unit that's great in combat, actually, you know, getting to attack twice in quick succession, it can take someone out. This is all in your turn. I can't import while you're doing something. Say, no, I'm going to move a cube. Yeah, so the majority of these apart from, well, we'll come to those in a minute. And majority of these are always just in your turn. That you can move an X1, you can fight and things like that. So we've had an extra assault. This is an extra shoot.  And I said, no. But actually what you can do is you can use one of these to trigger an additional shoot action. So say you've got your Marine here. You could shoot, maybe you missed the first one. Actually, I really need to take this spacer out. You could use that to trigger another shoot. Is that regardless of whether there's any weapon? Yeah, yeah. So like I was saying, there's some of those weapons that can only be fired as a long action. You could potentially sprint and then use that to actually use as your shoot action as it counts as a separate one. This one is quite an easy one. This gives you an additional dice. Let's say you were up here. You've got a good shot here on my leader. So you might say, okay, I'll start with three dice. I'm going to use an additional dice because I'm high up. And then actually I'm going to throw in another dice to really try and take you out. And is that, can you add that dice to any kind of dice test at all? Yeah, it can be a survive test. It can be a fight test. It can be an assault test. Anywhere you think you might need kind of a little bit of an extra boost, you can, that. And then finally, we have the splat. And what that is is leaders all have special abilities so it might be that you can move an extra character or you'll get a bonus for your defense. And these are called like command abilities. So if I look at my pack leader, for example, they've got an ability called feral rush, which means I can select a model from your strike team that is within three cubes of the active model, move it one cube towards the active model. So everything's like moving them around, giving them better defense, those sort of things as well. And they are triggered by spending these kind of splats. So each leader's different and that will actually, that will sort of tailor how you build your team, because you might want to build a team around that command ability. And then so actually an interesting one, just looking at one of mine. So normally I guess it's the same thing, you spend this in your turn. Yes. So but I've got my corporation marine sergeant has overwatch ability, which uses when an enemy model moves into a cube. So actually then you're spending that in me. Yeah. Yeah, so we're not saying about the majority of these are spent in your turn. Actually, some of these command abilities will be spent in your opponent's turn as well. It's interesting. And some of them do really sneaky stuff, like the Marauder leader can spend a splat to steal one of your dice. So that's quite good as well, because you can look at, oh actually I quite fancy using that one. So you're stealing the result rather than you don't re-roll that dice? Yeah, you're stealing the result. Yeah. So in fact, so there are the six different kind of abilities you can do. What you can also do is you can spend one of these dice for a re-roll. So you might say, why would I want to spend one of these dice for a re-roll? Well, I was just wondering, because I was wondering about the dice themselves, because you might actually get ones that aren't helpful to you. Yeah. Yeah, so there you go. And that's exactly why. So in dead zone second edition, basically once you've rolled them, that was it. But for example, we've already established your GCPS aren't great fighting.  So now what you can do is you can actually spend them for a re-roll.  I need to take this rat out. I'm gonna spend my assault action for a re-roll. Now what's interesting is, is when you've got a bit of a dilemma and you think, well actually, let's say you'd rolled another shoot. Well, what do you do then? Do you probably would be better in that case shooting or you could use like an extra activation or an extra movement. Do you've got a bit of a dilemma of do you use it for the re-roll to try and guarantee an instant kill or do you use it for something else? Can I spend, say, could I spend that many, three of these all in one go to add three dice or could I spend three to get three re-rolls all at once? No, so it's limited to how many you can spend. So you can't, like, you can't, for example, use an extra move and a shoot dice at the same time. You have to use one or the other. So I can only add, ever add plus one dice. You can add multiple dice. Okay. Yeah. You can add multiple dice to the roll as well to really guarantee. Could I buy more of them? No. You can only buy one re-roll at that time and you can't re-roll a re-roll. So they're command dice and they can really kind of affect how the, it's a bit like you imagine in the chaos of the battlefield it's your leader shouting things to do. There's sometimes, you might not get the result you want but that's exactly what happens in battle really. You're not going to be able to, your communications might break down or something might happen that you can't then fight against. But at least you can use them for something. Yes, yeah.


Thank you, Brett. Hello, everyone. It's great to be back at Thompson Rivers University once again after kicking off our annual town hall tour here last night I want to thank you for your welcome, Elder Estella I want to thank you for your beautiful words and your blessing and I want to thank all the students here Thank you for sharing with me glimpse into what you did just earlier and thank you for being here this morning because your hard work and what you are learning right now is going to contribute in significant ways to the economic growth that Canada needs to see by getting great jobs and growing your communities We wanted to come back today to visit the university's brand-new industrial training and technology centre as you know one of our government's top priorities has been to cement Canada's position as a global leader in innovation and The first step in achieving that goal is to invest in our students and in their future The young people know better than anyone how quickly our world changes It is certain that technology and innovation have completely transformed our way of learning, of working and of living And even if the new economy presents new opportunities, young Canadians don't always have the impression of having the necessary tools to seize these opportunities That's why our government has decided to act We have announced new funds to support colleges and universities while they continue to adapt their programs to the changing reality of the current economy Here in ChemLoops, our government invested more than 13 million dollars to build this industrial training and technology centre Coupled with contributions from the BC government, TRU and other donors, the centre opened its doors in September for students to enjoy And today, I had the chance to see how this project became a reality With this new state-of-the-art facility, the trades and technology program welcomes 550 additional students and offers new training for in-demand technology and trades professions It also creates new, dedicated teaching spaces for architectural engineering technology programs These changes will not only better prepare students for the jobs of tomorrow, but also propel our country forward After all, the people who work in the trades build Canada They build our homes, power our offices and ensure that our water is clean and safe Every day they repair, modernize and innovate so communities can thrive With investments like the one we made here at TRU, our goal is to ensure that the next generation of tradesmen and women have the tools, training and knowledge to build a better Canada for all Canadians Today, I had the pleasure of seeing part of this vision come to life here in ChemLoops But I'm even more excited to see what the students will get up to in the year to come


Okay, so in this video, we are going to make a resume in LaTeX, and we're not just going to make any resume. We are going to make a resume from the bottom up. We're going to write every little part ourselves, and it's actually not going to be difficult. Because as we're going to find out, LaTeX is actually magic, and a lot of people, unfortunately, use it in sort of a ad hoc cargo cult kind of way, and there's nothing wrong with that. Everyone has to use templates every once in a while. There's no shame in it. But in this video, we're going to make a document from the bottom up. It's going to be a CV, so it'll be nice and useful. In fact, let me go ahead and make a new file, a new resume file, and this is how this is going to work. In the first section, in the individual work section, we're just going to make sort of a skeleton of what we want our resume to look like. So let's say we'll start off with an article document class. We'll go ahead and begin and end our document, just super basic stuff. We'll throw in a title, and I'll just call it resume, and of course I'm going to use accent marks because I am nice and sophisticated. And we'll give it an author, which is me in this case. And we'll go ahead and give it the make title command. And let's actually might as well go ahead and open it up, and here it is, what it looks like now. Article format. Now, here's the thing.  But we're not going to worry about that right now. We're actually, in fact, we don't even need this. I don't know why I brought you up. We don't even need this portion right now. We're going to start with only the sections that we want in our resume. We want to care only about the sort of syntax, the structure. Now, what do I mean by that? Now, any kind of resume is going to have different sections. So let's say we want to sections on technical skills or something like that. Or another one on general skills. Another one on, I don't know, education, job experience, whatever. I don't know, service. I'm just making. This is probably what I'm going to have on mine. And you could make up whatever sections you might want. And of course, in those sections, we are going to have sub-sections. So let's say sub-subsection. So let's say in technical skills, we want like what kind of languages I know. And in fact, we can divide that into a sub-subsection. Let's say programming languages, like we'll give it some stuff like C, C++, Haskell, I don't know what else, LISP, that's a cool language. And we'll have another sub-subsections for markup languages. Like of course, LaTeX. I mean, we can't leave LaTeX out, HTML, CSS. So what am I doing? That's a good question. What I'm thinking about now is not necessarily what this document is going to look like if I have, let me go ahead and pull up the preview. I'm not thinking about what it's going to look like right now. What we're going to do, and what I, actually here's what we're going to do. We're going to pause the video for a second. And what I want you to do is just fill out your resume with all the different sections and sub-subsections you think you're going to want. Organize everything in terms of just those headings, these kind of headings here. Don't think about what it looks like over here. Don't even contemplate it. Just think in the abstract what kind of categories do you want. Now here's what we're going to do in this video. Once we have that, once we resume the video, we are going to make changes not to anything down here in the actual document area. But things up here in, we're going to adjust settings here that change everything about how these headings look. So you are going to get a very specialized, very particular resume to your liking. And it's going to be easy. It's going to be nice and fun and easy. So I'm going to pause the video for a second. I'm going to fill this out with my stuff and you should do the same. It'll be really fast, all right? So just give me a couple seconds. I'll be back in just a bit. All right, we're back. So I want to go ahead and wrote a bunch of stuff. Some of which is true, some of which isn't, doesn't matter. Let's go ahead and open up a preview. Because just to see where we are now, there we are. Okay, here we are.  But here's the thing, here's the thing about LaTeX. You can just feed it a kind of structure and do really amazing things with it. And that's what we're going to do. So here's the pledge I make for the rest of the video. I might have to break it, but here's the pledge I want to make. I'm not going to modify anything below this line. I'm not going to change anything under here. But I'm going to make a resume that looks pretty polished and professional. And you can too, if you follow along. So let me go ahead and fold this. We don't even want to look at what all is under there. It doesn't matter. All we know is that there are sections and sub-subsections and stuff like that. All right, where are we going to start? Let's start with what's called the title sec package. So in your opening, go ahead and type use package, I cannot type today, title sec. So title sec, I think it stands for title section. But it's a really nice package for modifying how sections appear. There are a couple of different commands we're going to talk about. Chief among which is probably title format. Title format looks like this.  Let's say we want to modify what sections look like. I'm going to say in the first bracket, we are going to put section. And title format actually wants four other arguments. And I'm going to put them just for clarity sake on different lines. But since it's law tech, it ignores one line gaps. Now there are going to be four arguments. One, two, three, four. Now we only need something in the third one here. And that is going to be, well, actually I'll explain what all of these are. So let's see, is that updating now? All right, great. So if you notice what just happened, my section here, which used to be nice and big and had a one in front of it, it now got reduced to nothing. And that's because the title format command changes what the command section does. And here, what these different arguments are, are the different things that sort of surround it. Now, for example, this one, so of course we're acting on section. The first one is formatting. So for example, let's say this is really small text. So in this first bracket pair, we can put, let's say huge. We want it to be nice and big. So there it is there. Or let's say we want it to be bold. We can put BF series. And that'll make it nice and bold. So the first one is for what the formatting looks like of the entire thing. Now the second one is for numbering. Now I don't necessarily want numbers in my CV, but you can use them. And you just, in this position, you just call the command, I think it's the section. Yeah, the section. So it puts the section number here. Now I'm not going to use those. You can if you want. But I'll keep it here for a second just so we can illustrate. Now the third one is the distance between what is in the number thing and what comes afterwards. So if we, let's say we increase this to one. You're going to have a little gap here, okay? Let's decrease that. And let me go ahead and get rid of this because I'm not going to use it now. So it's the number, the distance between the number and the rest of it. And then this is any kind of code you want to appear after the gap between the number and the title, but before the title. And I don't necessarily want anything there, but you can see if you type something in, it will pop up over here. So yeah, I don't necessarily want anything there, but whatever.  Now, let's say, where are we going to start? What kind of thing? What do I want my section to look like? Let me change some things here. Let's say I want to be nice and sophisticated and modern, and I want lower case sections. I don't know, that's just cool. So you can put lower case in here, and look at that. That's so artsy. That's nice and modern. So all my sections are now, we're changing them all at once. Keep in mind that's the nice thing about this. We're now just changing what the commands do that we've called, and we don't have to modify what's actually in our resume. We're just changing everything at once. So that's nice for section for now. Well, we might do some more changing later, but you can call the title format command for not just section, but subsections, of course. So let's say we want our subsections, let's say we want them bold. So that's going to be in our formatting. And then the second one, we're not going to have numbers here either. Then we're going to have zero distance between the number and the text, because, well, we don't have numbers. And then we'll just put nothing in there. So you can see, here we have all this. Let's see, what else do I want here? Now there are a couple other things you can actually do, actually, you know what I should do? Instead of having numbers, I don't necessarily want numbers.  So what I'm going to do is I'm going to call the, what is the, the math, a bullet in math mode. And that puts, that'll put a nice juicy bullet right here. So you know, that gives me something. Now let's also make these a little bigger. We'll make them large. Actually, we'll make them large with a capital L. Large, okay, that's a little better. All right, that looks, that looks all right for now. And let's go ahead and also make a title format for sub subsection, sub subsection, sub subz uuuurgh. Jesus. Can never spell on the spot, I'm not going to, I'm not going to give it any kind of special formatting now, again, now, I don't know if I said it a second ago, but the only argument you actually need is this third one that has a distance. And as long as this has something in it that is a number, the law tech will compile that you won't have any kind of problems, but you don't have to fill anything in the other spaces. So what do we want our sub-subsection to do? Here's what I want mine to do. I think I want mine bold, so we'll do bf-series-series-series, okay, so nice and bold. And here's something I didn't tell you. You could also give them optional arguments, and you can look at the documentation for title sec for a full list of these, but one of the ones I like is run-in. So if I give run-in, you put it in square brackets right after this, what you'll see is that the sub-subsections no longer indent, you now have everything on the same line. So this is a nice space saver. I think it also looks pretty nice. I mean, I'm going to have lots of sub-subsections, so I might as well, I don't need to indent every time. I think this looks pretty sweet. So let me, again, show you the difference. So without, we have everything underneath with it. That's what we got. So I think that's what I'm going to go with for now. What else do I want to change? So in addition to these optional arguments, you can also put an optional argument at the very end in brackets, and I think I will put one at the end of section. Let's say I want a horizontal line. I'm just going to put that in brackets, and that should, yeah, here we go. So we got a nice horizontal line. So now this resume is starting to look a little bit more like an actual resume. It doesn't look like an article. Right now, it looks like something mutated and in between, but we're getting there. So let's modify a couple other things. Let's see. What else do we need to do? Let's go ahead. Let's talk about the make title. So if you remember, let's scroll down to this code. I'm not going to change it, but I'm going to look at it. Now remember the make title command is what we called here, and normally make title just spits you out the title, the author, and the date, and that's it in whatever special formatting. But of course, you can redefine what the make title command does. And I think that's what we should do. You do that, as you may or may not know, with the, was it new recommand, re-new command. Yeah, I think that's it. I hope. We'll find out anyway. So re-new command means rename a command, or not rename one, redefine it. So we'll redefine make title, and we'll just put empty brackets here, and you'll notice that it just disappears. Because what's happening is LaTeX is now calling make title, but here we've defined make title as nothing. There's nothing in here. But if we put something in here, let's say, you know, just put some letters there. Now these are, you know, in our document. So there are a couple things. Let's go ahead and make some changes to it. I'm also going to call another package, and this is going to be package.  The reason I'm going to do that is titling makes calling like your author name and stuff like that a little more flexible. It gives you another command, which is specifically, I think it's like the author. Yeah, so you can call this time and time again. So there's my name. I think with make title, you can only call it once, and then afterwards it erases the variable. It just complicates things. So titling makes things a little easier. Okay, so I'm going to make this a redefinition of a couple more lines because I want some flexibility here. Let's say, well, I think I'm going to want this centered. So I'm going to go ahead and learn to spell right. But after that, I'm going to type beginCenter and endCenter. And then I'll also, we'll make my name nice and huge because that is what the resume is all about. In fact, let's make it bold as well, nice and big and bold. And let's have some other stuff. So we got our author there. I should probably put some contact information. So I'll put my email address. So lukeatluksmith.xyz, and then give it an m dash, and then also put my website, http colon slash slash luksmith.xyz. You can make them actual links if you really want to, but I'm just, I'm being a little lazy here. So that's what we got here. What else do we want? Actually I might put a little vertical space here just because just to give us some breathing room. Let's see. Okay. I think that's, oops, I lost control of myself for a second there. Lost control of him. Okay. There we go. All right. So now things are looking a little good. Now one other thing, you might have already changed this because people usually do this pretty quickly, but we have really narrow margins or wide margins. I guess the page is very narrow. So we might want to use more of our page than we have before. So let's call the infamous and useful geometry package, and that'll give us the ability to change things about what our margins look like. And what I'm going to do is I'm just going to say margin equals one inch, and I'll make all the margins one inch. So we have now, it looks like all my stuff is on one page. I don't, I didn't put that much. I just sort of threw whatever I had up. So anyway, that, it's fine. It's just an example. So yeah, that's what we got now. All right. So what else do I want to change?  Now I want to put some stuff, let's say between, to distinguish them from the text that follows. Oops, that's not what I meant. So we're going to put in another optional ending syntax argument. So we'll put a little dash here. And you'll notice that there's a little space. How do I zoom in on MUPDF? I don't even remember. It's probably like, yeah, plus. So there's a little space here. And I think this is actually from indenting. We might get rid of indenting later. But okay, so here's where we are. We started off, notice what we've done so far. We started off with just the syntax of what looked like an article, and it was a total mess. But we're now at a position where we have a document using only a couple packages, just really just title-sec is the main one. You could redefine different stuff and get a lot of the stuff you want. So anyway, I think that's about enough for this video just because I've used like 40 gigs recording all this. I have to record everything in high-vitality just because I want it. But I'll make another video later, and we'll go into changing this a little more. So stay tuned and I'll post that a little later after this. So see you around.


Hello and welcome to NewsClick. In February of 1991, armed forces entered the villages of Kunan and Pushpura and Kashmir under the guise of a cordon and search operation. They then proceeded to drag men out of their homes to interrogation centres where the men were tortured all night and the women were raped in their houses. It has been 27 years and no justice has come till now. So, today we have with us Seba Hussain who is an independent researcher who has been working on issues in Kashmir since 2000 and is also an activist for AIDWA and she's going to talk to us about the incident of mass rape and why we still haven't seen anything, any action by the state to condemn the actions of the army from that day. So, Seba, firstly, the incident of Kunan and Pushpura is known because the victims, the survivors of that day came out and talked about it which itself must have been very difficult because sexual violence already has so much social stigma attached to it. So, how does that stigma get compounded in an area like Kashmir? It is a fact that it is very difficult once it has happened because it's rampant in Kashmir's sexual violence against women and I have interviewed a lot of women not just in Kunan, Pushpura, not as much but particularly families of militants where the army raids take place and what happens to women in situations where army comes in and raids and there are times when there are hundreds of soldiers who walk into a house and cordon and search operations also where men are taken out and women are left inside the house and that is where it happens a lot and where army is concerned actually they always bring in these notions of the patriotism of people and nationalism etc. How does that happen?  I believe so, that is what women say also and also because the way gender is constructed women are supposed to be or presumed to be the repositories of honour and everything else that so that is why they are specifically targeted to punish the men who may not be militants, may be militants whatever but this is a clear message to terrorize the entire community by targeting women in situations like this and what happened in Konan Pushpura actually epitomizes because the kind of impunity that persists in Kashmir despite all kinds of struggles that have taken place I think this incident actually at 27 years and still today there is firstly for the state to acknowledge and recognize that this happens they refuse to do that because once they do it they have to also take action the first thing is to deny and that is what has happened despite the kind of struggle and hundreds of times women have come out to give their testimony their struggle begins from the very beginning where they go to file an FIR if at all and it's mostly the men of the family who would go and the police would refuse to file an FIR especially if it's against the armed forces or so that also becomes a big problem and the fact that they are all protected under this whole thing of AFSPA makes it that much more difficult actually but it's not only AFSPA because of which this happens it is a culture of impunity and also the silence that gives rise to it as well as the government or the state which is actually complicit in this whole thing because this is particularly so in a case of counterinsurgency where it is a strategy to... In this case, in Konan Poshpora's case of course as you said impunity, the culture of impunity the kind of impunity the army enjoys in Kashmir is of course the reason why there has been no action against them and in this case in particular the impunity has been I think far more than what we have seen because all aspects of the state machinery came together to protect the army Of course How did that happen? What? No because it's not as the FIRs have not been filed if you have seen that book where young women have come together who have actually they were not even born when this incident took place but what prompted them also was the silence in the rest of the country we get up on every case of rape and 16 December when it happened I mean the entire country was up in arms and when I was talking to some of these young women they said we have to forge our own struggle we have to find our own means of doing it because nobody seems to bother when it happens in Kashmir and particularly because it is the army no one raises the issue of sexual violence and the impunity with which it is done so I think the women also realize that where Kashmir is concerned is it all right or legitimate that a soldier does it and in rest of India when a woman is raped it becomes a big problem but what about here so I think it's very important and what it epitomizes on the one hand is the impunity and the fact that despite all the struggle from civil society, from the women's survivors themselves who have come out repeatedly and the kind of methods that are used to actually intimidate them to push it and not even let the whole legal procedure take place actually and that is what happened in the case of Konan Pushpura you take Shopya and you take this this is not the only there the two women but otherwise also there are several instances that are not as big as Konan Pushpura but mass rapes have taken place in Kashmir but till date there is no justice and I think this struggle will continue and it's a shame actually that rest of the democratic forces or the voices in India even the women's movement which issues statements and is concerned about it I think we need to take a very solid stand on it and make sure that justice is done as we said when rape or sexual violence happens in other parts of the country people unite, people come on the roads that's what we saw in the 2012 Delhi gang rape case and because of the army impunity and because it's the army which is committing these crimes in Kashmir, the people do not raise their voices as much that is one reason but you also think it is because Kashmir itself isn't seen as such an integral part of India why other Indians they see Kashmir as very integral to India because that is the propaganda of the government the justice that is done in other parts of India the legal procedures that are followed in other parts of India why is it that in Kashmir it is always stalled and why is it that efforts are made to cover the crimes committed by the army why is it that the government is not accountable why is it that the state is not accountable at all and this is one of the way you punish by saying you are subversive, you have this struggle you want independence, this is what we can do to you and now even with the decrease in numbers of active militants now it's again on the rise mainly because of these reasons because after what happened in 2016 also in Kashmir after Burma Mani the kind of upheaval, the kind of mass uprising that took place how do they stop it? this is one of the ways while you pillage villages while you loot, while you rape everything this is the message they are sending fall in line or this is what we are going to do to your women and to the men, hundreds and thousands of them who have disappeared mass graves in Kashmir I mean it is unbelievable that we should still be silent about it I think it should have been a big movement and this time because it is the 27th anniversary women in Kashmir have also gotten up to there is a women's resistant day that they have started last few years and this time they have decided that to make it as big as possible not just within India but also at a global level another reason that there has been no action is also because it is the army and the protection they enjoy under armed forces special powers act and the fact that sexual violence by armed officers is also put under the purview of Afspar what does that say about how we are dealing with these crimes in Kashmir? because as long as you have Afspar where they enjoy this kind of impunity they know they can go to any extent and just removing Afspar I don't think is going to stop the rapes in Kashmir I do believe and also not that it should not be repealed there is more to it because already in these 27-30 years of militancy itself I think the counter insurgency measures that have been undertaken by the army, by the state and no accountability and the culture of impunity from here to there all over at every level at your personal level, at social level in the community everywhere and that it gets more and more strengthened actually and that becomes a big problem


Welcome back to Kids Fun Science. My name is Ken. Today's experiment is egg in the bottle. As always, adult supervision is required. What you need for this experiment is a milk bottle, a lighter, egg newspaper, or the egg in the bottle kit, which you can see in the description. All right, so here's the first of three experiments. You can see a hard-boiled egg will not go into a standard milk bottle. It just will not fit. So what you do is you take a piece of newspaper and you light it on fire with adult supervision and once you get the piece of paper on fire, you're going to put it inside the bottle so it goes all the way in and then you're going to take your hard-boiled egg and put it on top so it stands up straight. You can see it kind of falls and there it goes. It goes right in right away. Pretty amazing. So I'm going to do it in slow-mo again and explain the science behind it. When the flames inside the bottle become extinguished due to the lack of oxygen, the gas inside the bottle cools. This cooling causes the pressure of the remaining gas inside the bottle to become less than the outside atmospheric pressure. At that point, the atmospheric pressure pushes the egg into the bottle. Other explanations you'll see on the web make an argument that the burning material removes the oxygen through us lowering the pressure inside the bottle. This ignores the fact that each molecule of oxygen removed, a molecule of carbon dioxide or two molecules of carbon monoxide are formed. All right, experiment two of three, which is probably the harder of the experiments, right? So now we want to take the egg out of the bottle. So what we're going to do is we're going to fill the milk bottle up with about a half of wave full of water. As you'll see in just a second, you got the burnt newspaper in there, you got the egg and now to get it out. So what we're going to do is we're going to take a Alka-Seltzer tablet and you can put two of them in there. We'll speed up the process, but I'm going to put one in. You put one in, you got to turn it over quick, up and the tablet came out. So that will not work. You need to tablet to stay in. So that's part of the trick. Take it again, refill some water up, turn it over really quick at the egg to block the hole. You can see the Alka-Seltzer tablet right there. It is now building pressure inside the bottle. So we need that pressure to be built up so it can actually push that egg out. You can start to see the egg is starting to move out, right? Where before it was just kind of sitting there, but the pressure is building up. It is taking a little bit longer than I wanted. It's not as fast as it went in, but we could have put two tablets in would speed up that process. You can see their egg is coming out. We're going to try to keep it in one piece here. And it's having a little bit of a problem. Give it a little bit of shake. Help it out a little bit. And there it goes. Success. So we're able to get the egg back out of the bottle, which is probably the harder experiment of both of them. And there you go. Alright, experiment of three of three. This time we're going to take a birthday candle, put it inside the hard-boiled egg. And this is going to show you non-believers out there that the egg was not sucked into the bottle by lighting the candle on top and then bringing the bottle upside down. It's going to show that it's actually pushed up into the bottle. And so taking away where the gravity might push it in or sucked it in, right? So here we go. We're going to show once you get it set, seal it off so it kind of can extinguish the flame. And once the flame is extinguished, straighten it up. And there it goes. And boom. There it goes. Sucked right in. So I hope you enjoyed this video. Remember to share and like if you enjoyed it. Thanks for watching. Okay, that video seems really interesting. Oh, and that video too.


Thank you. So, with apologies to people who are at the Te Pūdaha Mātatini whānau day on Monday, the first three minutes, five minutes will be all that you've seen before. So, that picture will look familiar for one. But for most people who weren't there, let me go over this. So, this is an emergency department or an A&E department in New Zealand would be called. We have patients who are in beds and doctors and nurses that are treating them. We have a waiting room where people come in. They're triaged, which means they're assigned a priority and they wait until a bed gets free. Usually that's the bottleneck is the bed. Once one's free another one goes in and again they're chosen by priority with the most severe patients being seen first. And then some fraction will actually leave without being seen because the wait was so long. So, the original motivation for this work that we were doing, it started quite a while ago when I was at Washington University in St. Louis and one of the physicians at the hospital there who worked in the emergency department came to see me and said, we've got this problem of boarding where patients are in beds, they're being seen, we know what's wrong with them, they need to go to the main hospital but there are no beds in the hospital. So, instead they're occupying beds in the emergency department and what you might imagine is if they're occupying beds in the emergency department then they're backing up the whole system. So, what this physician wanted was a queuing model that would predict the effect of boarding on the patients that were leaving without being seen. So, and because this was the US that would then show lost revenue and then they could actually use that lost revenue number to persuade the hospital administration to do something about getting patients out of the emergency department and into the hospital faster, more efficiently, more beds in the hospital. So, we did that, we built a queuing model based on some fear number of approximations in there as you might imagine because we've got priority queues here and we have people leaving without being seen. But what it actually made us realise is we don't actually understand the behaviour of patients who leave without being seen. So, most of this talk is actually going to be talking about understanding the drivers behind patients leaving without being seen so that we can actually have a good model of this abandonment, this leaving without being seen and with a good model of that piece. If we have a good model of the other pieces then we have a much better model for our decision making in the emergency department. And so, you know, this, one of the reasons this is a big problem particularly in the US is there's increase in emergency department visits because if you don't have health insurance the emergency department has to see you whereas doctors don't. And a decrease in emergency department capacity because some hospitals can't even afford to keep them open because of all these patients that don't have insurance to the US. So, there's some high crisis and here's some lovely pictures of waiting rooms in the US where you can now start to understand why people are leaving without being seen. So, do we know enough about patients' behaviour? I would say we don't and that's what one piece that we're trying to answer in this work. So, up to 15% of patients in some hospitals leave without being seen. In our data it was 7% to 8% of patients are leaving without being seen so very significant numbers.  So, related literature to this work, you know, we are related to the literature on abandonment. There has been a little bit of empirical work and so most of what I'm presenting today is actually going to be empirical work and also in the emergency medicine literature there's been some work. So, as I just said, what I want to present is some empirical studies that we've been doing just trying to understand that leaving without being seen behaviour. So, we want to identify, you know, the drivers of leaving without being seen. That leads to some managerial insights for how we can actually manage our emergency departments. We want to take a look at the hazard rate of leaving without being seen to lead to sort of a discussion in terms of how would we actually model it and then broadening it out again if we want to model the ED. What do we actually do? So, you know, because this is an empirical work we're going to come up with some hypotheses. Most of these are not going to make you fall off your chair. So, the first one which should be blindingly obvious is that we would expect the leaving without being seen probability to increase in waiting time. And one thing I want to point out with some of these statistics is why are people leaving? Well, some of them have waited so long that they got better. But there's actually quite a lot of patients that leave because they feel too ill to wait, right? And those are the ones you're really worrying about. They just feel so uncomfortable, so ill that they actually leave and maybe they can go find another doctor somewhere else but maybe they just try again tomorrow in that their health outcomes are going to be significantly negatively affected by that leaving, okay? So, yes, we would expect leave without being seen probability to increase in waiting time. We would also expect it to increase in ED crowding. So, that's how crowded the waiting room is. Part of that comes to psychology of queuing basically the more anxiety I have, the less tolerable my weight, and also we have seen some work in the medical literature that shows this as well. The last of what I'm calling a baseline hypothesis in other words what anyone who's familiar with queuing systems would actually hypothesise is that we would expect the probability to decrease in observed surface rate, right?  So, one thing for the people who are really paying attention, you might say, well, if I know waiting time and I know service rate, don't I know queue length, little's law, yes, except that because we've got a priority queuing system, what we're going to be looking at in terms of queue length, crowding, it's going to be the total number what we're looking at is waiting within a class and so, you know, we did do some tests and we don't have to worry too much about colonialities. So, here's our hypothesis diagram. We leave without being seen. Depends on wait time, crowding and service rate, but more interestingly we also want to know are there some interaction effects? Is there an interaction between waiting time and crowding? Is there an interaction between waiting time and service rate? And in particular, we would hypothesise that indeed this should be, so waiting time should depend on the observed service rate and in particular we would expect that if you're observing lower service rates you'd be more likely to leave for the same waiting time and for crowding the same thing we would expect that if you've waited the same length of time those who see a more crowded waiting room are probably more likely to leave. So, how are we going to examine these? As I said, this is an empirical piece of work so we have all this data from the emergency department. We actually have more data than we're going to use in this study. We have the moment that the person walked in, the moment they were triage, the moment they got a bed, the length of time they were in a bed, the number of tests that were done on them. But for this, basically, we'll actually just use when they arrived, when they departed, we'll do some control variables on their demographics and then their acuity. That's basically their priority for service. This was an urban adult-only USMRED. So there's what we're going to control on. Gender, ethnicity, acuity, day of the week and hour of the day because there's obviously big non-stationaries in any emergency department. And most of our patients are acuity classes C and D. E are the people who really shouldn't be there because they just, you know, they didn't need to go to an emergency department because they, you know, whatever thing. But they probably don't have health insurance. They don't have a doctor to go see so they went to the emergency department. They're your resuscitation patients so they won't leave without being seen. So they're not included in this. That's very good. Yeah, the mean is biased. I think we've got more women than... No, I think we've got more men than women in this. Yes. What you will notice is that 68% are African-American because it's an urban US emergency department. So that would also explain why we see more men. We've got more of the gunshot wounds, et cetera. It's being the US. So what are our operational variables that we're going to look at? We're looking at the leave without being seen. Did they or not? Their waiting time, the crowding which we're going to measure upon arrival and the service rate which we're going to measure over their waiting time. Now, in our data set, for about half our patients we actually know when they left without being seen, which is great. So basically in this emergency department there was a nurse sitting close enough to the front door that about half the patients were kind enough to say they were leaving when they left. Half of them didn't. So half of them, we know how long they would have waited because we know when they were called. So what happens is the patient is called, they're not there. They're called again after a little while and a third time and if they're still not there after three calls they're assumed to be gone. Well, the first time stamp of when they're called we know they've left before then, right? And not only that, for that data we actually know how long they would have waited had they stayed, which is going to be useful. So what we have to do for our patients when we know they live, we have to estimate how long they would have waited had they stayed. So yes, that's our, as I say, about half of them we know when they left and about half of them we don't know when they left but we know how long they would have waited. So yes, so for the ones that left and didn't get called we have to estimate how long they would have waited. We actually tried two different ways. They basically give the same result. It's not that important. Why we need it is because we're going to feed in waiting time into our probate model. So we do a probate model to try and estimate how this probability of leaving without being seen depends on waiting time, crowding and service rate. Into the same queue assuming that they're actually the same acuity, the next person of that acuity. You maybe could have actually, that's an excellent way to think about it. Why that wouldn't work actually. Okay, good. Thank you. And then we also, as I mentioned, we want to test for these interaction effects. So here's our probate model for testing for the interaction effects. And these are just all our controls buried in there. So here's the one that doesn't test for interaction effects and everything is significant. Good thing, in fact highly significant. So indeed, as you would expect, waiting time, you leave more likely to leave, crowding, you're more likely to leave, high service rate, you're less likely to leave. So what sort of effects are these? So remember the probability of leaving without being seen was 7. something percent. That goes up to 11 percent if you're a type E patient and the waiting time increases by one standard deviation. So those are absolute how much that 7 percent changes by. It goes up by 0.8, not 0.8 of 7 percent. So then in one standard deviation increase in ED crowding, you can have a very significant expect. You've got about 15 percent of the people leaving without being seen again for type E. And service rate, you'll see those changes are less significant as you might, not significant, less magnitude as you might expect. Crowding is how many people are in the waiting room when you arrive and it's both your own priority and everybody else. So it's total number of people in the waiting room when you arrive. So here's our model with interaction effects. Again, we see significance, but more importantly, let's actually look at the marginal effects. So what we can see is as service rate goes, gets faster, the leave without being seen, sorry, your probability of leaving without being seen, given waiting times that it's mean, so fixed waiting time that's mean, you're looking at the probability you're leaving without being seen and indeed, as you would expect, it confirms H4 that you're more likely to wait when it's faster, even conditioned on waiting time. Okay. And that sort of flips it around. So now we're looking at service rate at its 10th, 50th and 90th percentiles and looking at waiting time. So you'll see these graphs kind of separate in terms of sensitivity. And over here we're looking at the probability of leaving without being seen. And you'll see that our C and D patients kind of look the same in this case, which is not true in the more interesting case, which is looking at the effect of waiting time at different levels of ED crowding. So if our hypothesis was correct, we would see this as a monotone curve. So we only get partial support. So basically we would see more crowding means you're more likely to leave for the same waiting time. Until some point and then actually you're less likely to leave. So what do we think is going on there? We think what's going on there is it's an expectations thing. So there's a fair bit of psychology literature that talks about how people actually make expectations in terms of weights based on information. So if you show up to a really crowded waiting room, you kind of know you're going to wait a long time anyway. So you're kind of expecting this long wait and therefore because the wait is long, just like you expected, you're less likely to leave. Interesting. And also we see a bit of a difference. Some emergency rooms are more crowded than others. Yes. Yeah. Maybe it's really crowded because there's no alternative hospital within 100 feet. Right. So in this case there are other hospitals. So it's only data from one particular hospital. Yeah, it's one hospital over time. And there are some I mean there are some good hospitals that get very few patients leaving without being seen. That's kind of the idea is if you can actually prevent patients leaving without being seen. So it's really a resource and how variable is your demand. Somewhat the demographics of your patients. What other choices do they have? Can they actually go somewhere else? Did they drive there? That sort of thing. So yes, there's all those things influence the decision to leave without being seen. No, but it doesn't change. It doesn't have dramatic changes. You tend to see these once they're crowded they kind of stay crowded for a while. Yeah. Yeah. Right. Well it may be unless you're lower acuity in which case there'll be ahead of you in the queue and it could get quite complex to think through those. So the other thing is for this case we actually see a difference between type C and D. So D a lower priority than C. And if we see the actual probability, so these graphs are on the same thing. So if we look at the actual probability of leaving without being seen and what are my coloured curves there are different crowding levels. So this is for crowding at its 95th percentile. You'll see that C is much more likely initially but then D has this quite sharp curve as waiting time gets longer. So your C has kind of formed their expectations more than your D which again might speak to what you were just saying D on right. It's sort of you see all these people. Yeah. So and you know it's sort of interesting the different shapes on these depending on so this is crowding is very little. Right. So crowding when there's almost nobody in the room you're not very sensitive not very sensitive until weights get very long and then it's like what are they doing? I'm never going to know whether they must all be out to lunch because nobody's nobody's here and I'm still not getting served right. Yeah. Because they have not this was back to them because they feel too ill to wait. Right. They've come this is hugely crowded crowded waiting room and they just like I can't stand this. You know it's not good. Right. So so what can we what can we pull out of this in terms of managing the emergency department? So initially it increases in waiting time but then as it gets congested the sensitivity decreases which means you need to set expectations. Right. So people kind of can judge but on the other hand there's also you don't really want the visual cues associated with an overcrowded waiting room and so as far as we can see this reduction in crowding is the first order effect that's kind of what you want but the sensitivity to weight sensitivity to crowding I should say is the second order effect that needs to be considered and there's a very interesting research being done right now by someone I know but not someone I'm working with that is actually trying up estimated waiting times in the emergency department and just seeing what effect just predicted waiting times actually have on people's leaving without being seen. Are they more likely to leave less likely to leave you can kind of argue at both ways you want to you obviously want pretty good estimates of those waiting times yes yes so people are yeah so it's all there's a lot of noise in this right because you don't actually know I mean most of us are not doctors and we don't really know well first of all we don't even know where a C or a D they don't tell you that they don't say oh we've diagnosed you as a C and then diagnosing what the other people there are there for I mean you can get some sense of who's really urgent but I think it's hard to tell who's ahead of you in the queue which is why we just use that total crowding as our statistic we looked at because we you know we think it would be hard for you to actually figure out exactly who's here even though in some sense it makes a difference right you're going to be doing some estimation of oh they look fine they're not going to oh how much waiting time that's true so they're just I think they're just doing aggregate numbers though right because again you're not telling people are you a C or a D so they're just putting up screens and I think again it's not my work so I think all the screens are doing is saying average weights of that people sort of predictive models so I think it's just you know here's the waiting times so again you don't know if that's going to make people wait longer more likely to wait or not they're also trying so they've got quite a nice controlled experiment though so they have the screens blank for some of their days they have the screens showing something entertaining for other the days and then they have these statistics on waiting times for the third ones so it'll be very interesting to see you know what actually affects because there's all this psychology of queuing that also says that if people are entertained they're more likely to wait so that's why they have mirrors outside of elevators because it makes the wait seem less long because people are busy looking in the mirrors there was also an airport that had all these complaints about the baggage taking too long and what they did was throw them away from the gates and the complaints went away so all of these things are important particularly in the psychological things which are hard to model but they are actually important to understand from a system design standpoint especially in an emergency department setting we were actually talking about people's lives so this idea that these higher observed service rates giving patients a sense of progress is a good idea so the company certainly wants that it makes them think they'll have to wait long the other is just less comfortable yes yes is there any way to disentangle that or to not with our data but I think it would be important to disentangle because I think you're right that those are actually two effects that are both important yeah yeah especially this is adult only but you can imagine some waiting rooms you've got screaming kids and yeah yeah which is an objective function mm-hmm I mean it seems that if they've got people waiting and some people leaving they'd rather have the less urgent people being waiting yes and that's not necessarily what's happening right it's those I mean the ease who we don't have a huge amount of data set they have fairly high leave without being seen rates but this could be just they want to adjust the queuing as well as the how they import people right so well they do give C's higher priority so in few maybe they're not giving them high enough high enough yeah but then they've got their B's in their A's right so yeah I mean they just need more of these horses ideally and less boarding which is where all is started right if they can get those people out of beds that are supposed to be in the main hospital they can move people into beds which you know that was the original motivation of of the study was you know what effect is that boarding having on these patients leaving without being seen yes it is which is another interesting another interesting question yeah yeah yeah yeah yeah yeah right yeah yeah like his you yeah yeah yeah yeah well yeah except it's non-stationary so eventually to calm down and things but yeah yeah no some of the weights I don't know if you saw the I didn't really pointed out the mean waiting time is 97 minutes but there are weights in that data set of a day that was the extreme but yes so some of these weights are very long um so so that's that's kind of some insights in terms of modeling this in terms of what we can do managing this but in terms of modeling a lot of our queuing models do actually just assume on how long you're going to wait and then you leave so we can we can look at some hazard rates for our different security classes there I wouldn't spend too much worrying about some of these bumps in terms of the data gets pretty thin out there um so so this is basically your likelihood of leaving as waiting time increases and the first thing you'll notice is it's not flat so unfortunately assuming an exponential time until people leave as most of our models do it's not great it's really not even close um the the I'm I'm not going to put too much significance to this kind of up and down but it is actually consistent with some other work that's looked at abandonment from a service system not an ED um and they also saw this unimodal up and then down in terms of kind of once you've sunk that much time and that somehow you become less um and that's somewhat the story we saw who is just going to wait and actually we are trying to test for that and nothing showed up in terms of that was my original hypothesis we've got two types of people here the people who are just going to wait forever and then the people who are who are not and we did try to tease that out and we couldn't see it but doesn't mean it doesn't exist um yeah so that's one of our control variables in terms of the original model but yes in terms of the hazard rates we have actually they look pretty similar we did the with the control variables and without and they look pretty similar so you know so how are we actually going to model this leaving without being seen um well if we can only choose one then actually you're better off choosing crowding than waiting time so actually if you build your model based on crowding slightly more accurate is what the data would say then if you build it based on on just waiting time um it's not necessarily monotone um and then we see this varying sensitivity so that's all going to be a little hard to model unless of course you go to simulation so if you've got a lot of decisions and emergency departments are made via simulation what I would point out is we can now use our um I can come out this way okay um you can we can now use our empirical model to plug into a simulation right so so you're simulating your patients in your emergency department the patient gets called at that time you know their observed wait time you might have to kind of estimate the service rate that they observe because that's keeping all that data is going to be a little hard um and you know the crowding when they arrived so we could them leaving then in the simulation you do a coin flip and if it's one then you root them to exit and if it's two you root them to a bet um the only disadvantage is you're going to overestimate the number in your waiting room because you're not taking them out of the waiting room until they get called but other than that that should be a fairly good model of leaving without being seen right um so yeah so that's one so that's if you want to simulate it so I think what this work has shown is if you want to simulate your emergency department I'm pretty comfortable with this as a way to do it if you want a queuing model which of course queuing models have advantages because they're explicit I think um if you have to use a patient's distribution Wyville seems promising and notice you could actually parameterise that based on crowding level which will arrive to another one could have another one um and as I just mentioned it looks like predicting leaving without being seen based on crowding is slightly more accurate than waiting time well that's actually good news because there's an approach for queuing systems so this is a plus on arrivals general service multiple servers finite waiting room and abandonment um that uses the number of customers in queue so what Witt's approach does is he estimates these abandonment rates depending on number of queue from the original patient's abandonment time distribution right so he's assuming in this model there's some general distribution until people leave well you don't have to assume that you could just use the rates at which people leave a different number of customers directly from the data so basically if you've got this many customers behind you those are your rates of leaving and there has been some work unpublished undergraduate thesis however to adapt it for priority queuing systems so there's an open problem as you could actually see if this works but I think this would be if you're going to do a queuing model approach would be based on numbers and then adapt it that this work make sure it actually works one of the things problems with using a queuing model is of course it's not stationary but people who do this stuff queuing models and emergency departments usually assume it's stationary enough within an hour or whatever your period is and then approximate it that way so in addition to the offered waiting time it does depend on these other factors I've already took that through and we kind of know how now how to simulate leaving without being seen and therefore we can simulate our emergency department queuing models might be a bit challenging if we only take one variable I think there's real potential there for how to do it and that's just the piece on leaving without being seen what are we actually going to do about open questions there one of them easily solved with simulation really hard and queuing is we actually have competing resources we've got nurses, beds, doctors all of which you need to actually get your service time that's hard priority service always throws a wrinkle into it basically their priority is absolute but it's not clear to me that's how they should be doing it and I don't know if you've seen Ilza who's here in Auckland present but she also has been thinking a bit about can we actually wait the time that you've waited with some priority and have a better policy and other people have shown that service rate depends on workload so most queuing models will assume that service rate is just from a general distribution but actually it's not doctors are people and they work differently depending on the backlog so it would be good to have effective models of that and of course the thing is these are actually life and death decisions which also makes this very interesting work because here you could actually save lives if you do it well enough so there's huge amounts of work to do I would say with modelling these emergency departments that's it


What is going on guys welcome back to the channel critical overload here some time I scream six in this video here today So a very exciting image came out courtesy of the scream experience is going on out of New York If you're in attendance at that event, I hope you're having a lot of fun out there But some people are part of the part of the media I would say or at this event and they were able to get an image of a very cool tidbit that gives us an idea of what Gail's role will actually be in scream six not that we don't know what it is already but like Giving some context of what she might have been through Between five to six and what she's been working on as Portains to why she may be a target in scream six. So this is coming to us from Donate Do do nato bomb do. Yeah, do nato bomb. I'll leave a link to the Twitter post in the description But they put out this image that clearly showcases that Gail Weathers must have gone ahead and wrote that book after all In scream six related to the events of screen five because as you see in this stack of books It says requel terror returns to Woodsboro. Now, I will say this before I get into my whole thoughts on this I see so many people already like, oh my gosh, this is terrible. The writers are backtracking. Oh my gosh It's such a it's a it's such a stab in the back to her character growth I don't agree with that at all I think also, of course, if you immediately want to assume the worst Context possible then sure you would think that this means they're trying to backtrack on on the on the notions that she had at the end Of five about not wanting to write a book about Amber and Richie and letting them dying anonymity and instead expressed interest in wanting to in wanting to write a book about Do we and the good man that he wasn't how he used to be sheriff of Woodsboro and probably also going to some other Personal connections that we know exist between them because they were married for a good chunk of time however What if it wasn't completely up to gale in the sense of gale weathers she has people to answer to I don't see a lot of people really considering that gale weathers has people to answer to gale weathers is not her own boss She has to answer to somebody. So what if she wrote this book out of pressure from those higher ups those producers? for instance the fact that She came to Woodsboro in screen five She makes it a point to mention That she came not only was was it because she was worried about do we her producers wanted her to cover this So could it be a case again where in scream six? This is what's happening because we saw that created some tension between her and do we in screen five But we know that there's also going to be tension between her at Sam and Tara in scream six And it seems it's tied to this new book What if gale weathers didn't specifically solely want to have a whole hearted desire to write this book? What if it came down to the fact that it was either her Her career that she could throw away or you write this book and she decided hey, you know what? This is what I what I do best anyway I have a record of putting out novels that are based on real events and they tend to be a very big success Now she may not she may have tried to push against that and wanted to do that book for that was based on do we Riley? But instead she was told hey, you can either do this or we're going to pull the plug on your show Something like that It could just be again pressure from those higher ups that forced her into Making the decisions that you know what whatever comes my way I'll just accept it because I need to protect my brand I'm going to write this book about amber and richie and I'm still going to weave in The chunk about do we that I really want to do my book on maybe they agreed to do that Just to satisfy her and that's why she agreed to do the book after all So some people are like oh well, this is backtracking against her arc and her growth I would like to remind people that this is just who gale is gale. Whether there's somebody who is very complex She's somebody who is we know very much. So not just a bitchy individual She is very layered and complex like many people are they're not so surface level and gale is somebody who we know Over time we've we've grown to love and appreciate her and see that there is much more to her Than what she wants to cover in the news. She is very She is becoming someone who is very much so in touch with her emotion Someone who is aware of how other people feel about what she does But at the end of the day, she's also been somebody who says, you know what? Let people think what they want to think let them feel how they want to feel I'm going to do what's best for me and my brand. That's not backtracking on her in any way I think if anything that's continue to be consistent with who she is Because if it also came down to the fact that she just simply wanted to write it I see no problem with that the other thing with this that I know people probably aren't thinking about Is just how exciting this might make things What if there is somebody in this movie who is upset about not only the contents of this book? But they're upset about how it paints amber and richie I mean We know that sam presumably is mad because sam is dealing with the rumor that she is the one responsible for the murders of screen five so That can explain why she has an issue with gale in scream six But then this book is only adding to that conspiracy What if there are a pair of people out there who do not like what is in this book? Because it paints sam as a hero while exposing who she is which is why sam is upset with gale But those individuals who are who are not happy with how it paints amber and richie Because they could be a pair of people who believe that amber and richie were innocent They are the ones that are doing these killing sprees And they are the ones that are coming after gale weathers and that explains why gale weathers is a target So there's a lot of exciting possibilities about this angle too. I just don't think it's so black and white in the sense of Oh, they're just backtracking completely Devaluing her growth over time if anything I think it's just showcasing that Something might have gone down in between five and six that led to her deciding you say You know what? I'm going to write this book as long as I get to do my chunk on my late husband Then I will do this book for you guys because I do not want to have my show pulled off the air I do not want to have my brand deteriorated after I worked so hard to get it back up I mean she was struggling in screen four if anything This is something that I can forgive you of gale I can forgive you of this if this is something you literally decided to do Because of the fact that you just know. Hey, I tried to write some other things and they just don't work So I had to go back to what I do best. It's understandable. I can be mad at you But I'm not going to say that's completely against who you are It's understandable, especially if again, there's a factor to it that relates to her higher ups The book though, I'm very certain has something to do with what these killers are upset about Sam might not be the only one upset about this book. It could be the killers as well So there's a lot of exciting possibilities people should try to consider too before We just all get upset because gale wrote a new book. I mean It is what it is. She wrote a book. It's not the biggest Red flag about this movie. I know that people just have an issue with how the writers handle screen five to begin with So they try to look for anything they can to park on them when it comes to writing screen six I don't think this is a big backtrack on anything about gale, especially when we don't have all the complete context I expect this to be very in line with her character Even if she didn't have any Type of interference from her higher ups her writing a new book It's understandable if she has a very good reason now if she doesn't have a good reason then so be She just doesn't have a good reason. I still wouldn't say that her writing this book is something that is A big massive issue It could again be done for a simple plot device that they want to use in the movie Well, you guys can let me know what you think about this down in the comment section below If you haven't already, of course, make sure you go ahead and Subscribe turn on post notifications so that you never miss a video in the description I'll have links to all my social media accounts. I'm on facebook twitter and instagram You can message me there, of course, let me know is any movies news or reviews you like me to cover In the future and with all that in mind guys, I will see you in the next video


We're in Milford Haven Youth Centre. This is a drop-in centre for young people aged 11 to 25. We've run a host of programmes here. Youth work traditionally has been seen as something recreational. Now we're recognised as education providers. We've got targeted projects going on here in the day, helping young people into work. Root Stop Opportunity is a project that works on developing vocational skills. So we've got four routes, gardening and woodwork, a bike maintenance course, a social enterprise cafe and our introduction to leisure. Young people have a lot to offer and our job is to make young people active members of their community. I'm doing the Root Stop Opportunity Bodies Cafe here at the Milford Haven Youth Centre. Since I did this as part of an opportunity given by the job centre, I've enjoyed every moment I've been able to do it. I've never really been, like, comfortable around large groups of people and the like and I've always tended to keep to myself and like my small group of friends but coming here I found myself interacting with others and definitely improved my cooking skills and my confidence and I'm glad I've done it. Youth work is the key position to give young people a voice, not only here in the centre and the things that we do, but in the community. The Youth Assembly is a representative group of young people from all over Pembrokeshire and they come together once a month to talk about decision making really and they get involved in decision making at the highest possible level within Pembrokeshire. If you make sure that you involve young people in decision making then you make sure that you've got a service that best meets their needs and that's something that I would definitely think is a really good way to go. I feel like I've gained a lot of skills from being involved in all of youth services, whether that's youth assembly or the local youth club. I've gained a lot of qualifications as well and I would never have been able to achieve those type of things if I weren't involved with youth services. Young people wouldn't really have the opportunity to have that sort of empowerment anywhere else and I think it's good to have young people feel valued in the community as well. It's really important that we use every opportunity we have because there's not that many out there for young people. We've done the bronze quality mark and we're in the process of doing the silver quality mark but a lot of our work focuses around young people that are from very hard to reach groups. They tend to be the young people that haven't had the opportunity to have a voice and they feel like they need to, you know, so the young people sort of taking charge and running their own agenda and everything is what I'd like to see for the future.


Hello team, I'm Rear Admiral Greg Huffman, Commander of Carrier Strike Group 12, the Gerald R. Ford Carrier Strike Group. Just want to take a few minutes to introduce myself and let you all know how excited I am to be joining this strike group at this historic time. Since I took command two months ago, Gerald R. Ford has finished full ship shock trials, an important milestone in the life of the ship. The completion of the shock trials has demonstrated to me and to the world that the Navy has made a wise investment in the Ford class aircraft carrier. This is the future of naval aviation. Throughout the shock trials, you performed superbly. It's evident to me and to everybody else that the Ford is an incredibly capable ship and that the sailors who manned her sophisticated systems are ready to take the fight to the enemy. The same goes for the rest of our strike group, whether it's the units that are in maintenance in the shipyards or whether it's the squadrons that are involved in training and supporting fleet evolutions around the world, the men and women of the Ford Carrier Strike Group continue to impress me daily with their dedication, pride and professionalism. Soon the Ford will move into a planned maintenance availability to conduct some needed modernizations and repairs in preparation for our inaugural deployment in 2022. I am confident that the crew of the Ford will continue to knock it out of the park and get this capital warship out of the shipyard on time and ready to answer operational tasking. Early next year we're going to start some training with our allies and partners along with other Navy units and get ready for that inaugural deployment in 2022. I know that we're going to have the opportunity to showcase all of the capabilities that the Ford will bring to the table in the future of the Naval Aviation Enterprise. I'm Rear Admiral Greg Huffman, this is Ford Class.


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Reverend Jackson, thank you so much for the opportunity to talk to you. I want to begin by looking at your historic run for office. When you laid claim to the Democratic nomination, how did that pave the way for Barack Obama presidency? It wouldn't be that presumptuous, but suffice it to say that at some point someone starts to run, just to run. And if I had not run, Lockhart would have set people up to disappoint them. So I ran. I learned what is a surrogate. I learned the campaign in an hour and a half and not just in the southern states. We were told you shouldn't go to Iowa hours to fight, only to get to the fight. You can't be valid if you don't take it all on. So by going to Iowa, we found that the family farmer, and we'd lost their farm to the corporate farmer. And the black units of the record lost their job, the corporations going abroad had more coming than they realized. That was an economic class issue. Class issue. So we began to hook up the family farmer and the unemployed urban worker. And our coalition was born, so we got double digits in Iowa. That was a big deal. We actually beat Gore and Gephardt in Iowa. That was a big deal. But I mean, the whites could hear our voices beyond limits of race. That's significant. You mentioned that because, you know, just around where the newspaper headlines. People to this day refer to that era as one of the watershed moments in American politics in democratic politics. Did you feel that you were on the threshold of a major change? And when you look back, do you feel it was a great move for you to have made that kind of a bold run and to really democratize the process? I didn't know how big the moment was in the moment because I was running as an organizer. And the political season of primaries, the candidates determined the agenda and the press. We couldn't get our civil rights issues raised. We were talking about urban policy and free mandala and gender equality. We couldn't be heard by running for the presidency. And so by 88, that was an appreciation of what we brought to the conversation.   We understand. I said, I'm anxious to be part of the foreign policy to come to the conversation. I said, what do you know about foreign policy? I said, we can't be on the foreign policy. Slavery was the foreign policy. I said, oops. One day I was in the gym with then Senator Barack Obama. He said, you know, I was in Columbia when we debate the heart in Mondale. I started to debate and I said, this can happen. And since that moment, he said, this can happen. And someone sees for the next generation was the ultimate mission. We didn't have the money to compete at the highest level of fundraising. Now we broke enough cultural walls, enough had not come down. But he said, I said, as a student said, this can happen. And I watched him walk across that stage that night as the winter and tears flowed down my face. It happened. Often you plant seeds that grow trees and whose shade you will never sit. I saw the seed be planted, grew a tree. And I sat under the shade watching the winter. That was a big deal. Bernie Sanders made it clear on the campaign trail to let us know, Senator Bernie Sanders, that he supported your run in the 80s for president. And he built lightly his populism on your campaign of the 84 and 88 in challenging the study score and so forth. He brought a lot of people around this movement, the Sanders movement, around democratic politics. What happens to that movement now moving forward as they demand political accountability? Those who in that movement must belong business runners. If they let their inspiration evaporate, a trend in the vapor now, it was just a fad. They must not allow themselves not to vote feverishly to fulfill the mission and 84 when I ran, there was something called one to take all. To become a delegate, you had to get 35% of the vote, which is exceptional high. We reduced it down to 15. And we moved from one to take all to proportionality. That means you get 50% and I get 49% so close races. You're still under one big tent. We call it a Jackson rule then. Well, I don't want to be that presumptuous, but it helped. You get your share. Thank you, Reverend. Right, the Reverend Jesse Jackson, founder and president of the Rainbow Push Coalition, America's premier civil rights leader, and Ben Kalle Thompson.