Hi, everyone. My name is Grant. I'm from the training and communications team. Welcome to the session on integrating tracker and aggregate data in DHIS2. I am not an expert on this at all. So I'm going to hand straight over to Olaf, who will get you going with the session now. So, Olaf, if you want to take it away for us. Okay, sure. So I'll just start by sharing my screen here. I hope you can see the presentation. Good. So welcome to this session on the topic of linking tracker and aggregate data. We'll be. My name is Olaf. I will be giving a brief introduction to this session, talking a bit about different approaches to integrating tracker and aggregate data in DHIS2, some considerations. Things to keep in mind if you have a tracker and aggregate system and are planning to integrate them. Then I'll hand over to Peter Leningen from BAO who will be presenting the program data set connector app for DHIS2, which is an app that, well, you can present the details later, but that facilitates the linking of tracker and aggregate data with the metadata essentially. And then lunch shows really from ICF will be presenting some workflows and tools developed by PEPFAR or for PEPFAR for linking tracker and aggregate data, and a bit around their strategy. And then hopefully we'll have time for some questions towards the end. I also want to mention that there is a tech lounge session in two hours time on this topic. So if you have further questions, you can also join us. Okay, so I'll just start by talking a bit about different approaches within the DHIS world of linking tracker and aggregate data. I think many of us probably think of what I listed here as the third approach to actually extract data from tracker and saving it as aggregate data values in DHIS as what we're talking about here. But I also want to just mention briefly to begin with that there are also other ways in which you can combine tracker and aggregate data. So we have this perhaps obvious that still wanted to highlight it possibility of actually within the analysis tools of DHIS to drawing in data from both tracker and aggregate systems. So in the examples on the slide here, we have an example of using aggregate data for COVID vaccines combined with the tracker data on adverse events. That's the first table on the right there. Today's one way you can combine the two data sources below we have an example of a dashboard where there is a line listing visualization using the raw tracker data combined with the aggregate outputs based on the same data source. That's one one way to do it. Of course the big downside here is that it assumes your tracker and aggregate data is in the same digital students, which is often not the case. So here there is this opportunity that I know quite a few implementations have been doing, which is to use aggregate indicators for combining tracker and aggregate data. The most obvious example of this is when you have service data collected in the tracker like an example below here of BCG doses from an immunization tracker and combining that with denominator data such as population estimates, which is stored in the aggregate domain. The aggregate indicators lets you define formulas based both on program indicators and on aggregate data elements. We also have then the possibility of combining service data in like in the other example of NC first visits in situations where you have, for example, previously collected aggregate data. You now switch to tracker data and you want to combine the two longitudinally you can do that by adding them up, or if you have different geographical regions of types of facilities using tracker and aggregate perspective. And that is what most of us are thinking of here in this session is this idea of taking aggregate values out of tracker and saving them as aggregate data values so in the example here having your tracker individual cases. So taking the aggregate numbers and saving them as data values in aggregate data sets essentially. So, of course, often a combination of these approaches may be relevant. You might have different programs, different phases of the implementation where you want to do different things for combining the two. And of course it also depends a lot on how you have configured the tracker and aggregate systems, or if you even have an aggregate reporting systems. But to focus on this third approach of saving tracker data as aggregate data values. And just to elaborate a bit on why this is useful in many cases, even if you don't have a, even if you only use the tries to for tracker you may still want to produce aggregate data values. And of course the first is that it allows you to combine separate reporting systems so if you have an HMS where you have aggregate data, you have tracker programs. You want to be able to analyze that data from across programs, you need to move your tracker data into the HMS, or if you have, as I mentioned, or a phased approach where you have certain types of facilities using tracker other types of facility collecting aggregate different regions in the country, etc. So there are some scenarios where you have two reporting systems and you want to make sure you have the data in one place for analysis. But there are also other reasons which is sort of isolated from whether you're collecting aggregate data. One is that there is some additional flexibility in the analysis you can do on your aggregate data values, particularly around dimensionality of the data. So I added just a couple of figures here towards the bottom, showing how program indicators, counting TB cases by HN6 look in the event reports. This is actually the pivot table where you don't have any, you're not able to separate out the HN6 as I mentioned so that you can pivot and filter etc. To be able to do that, you need to take your program indicator values and save them as aggregate data values to have sort of the full flexibility of the data visualizer in terms of pivoting filtering on these dimensions, data dimensions. The last one which is perhaps the least obvious is that we've seen particularly in big tracker implementation that some of the program indicator queries are quite heavy on the server. In some cases, basically takes down the whole server in some of these bigger queries. In particular when you have program indicators without any clearly defined time periods like HIV patients on treatment. So we need to look at all active enrollments for example, or people ever given a COVID vaccine. So in these cases, regular intervals, taking those values and saving them as aggregate data values may reduce the load on the server quite a lot. Of course, there are challenges to this approach. We have fully baked in the built into DGIs too. You don't have all the tools in DGIs to actually do this. You need to have something outside of DGIs to move the data. Part of that is having a mapping between your tracker metadata and your aggregate data metadata. And that can be cumbersome and that's what Pete will be talking about as well later. As soon as you have two instances of DGIs to you have the additional issue of keeping your organization unit, your facility lists in sync across the instances. So just to go through the process what is what is available in DGIs to for doing this. So assuming here we have our tracker data values in a DGIs instance. We have our table with aggregate data values, it could be in the same instance it could be in a separate DGIs instance. So what we need to do here is first define our program indicators. So for example, counting all the enrollments in an immunization program where the children have been given BCG and the age is less than one year. Then the DGIs to API allows you to export those program indicator values as aggregate data values and what is called data value set. And this can in turn be imported into the DGIs to API and saved linked to aggregate data elements. So this is sort of the process and what DGIs to has built in, but as you see on the on the right there, the actual export and import all the data is not built into the DGIs to course you need some form of script or app or tools for doing that. So the additional point is this issue of mapping the metadata you need to have a way of identifying what program indicator corresponds to what data element category option. So there's some functionality for doing that in DGIs. But there are also examples of apps out in the community that does the mapping outside of the child sits off. You have if you have multiple instances of DGIs to there's also the question of whether you want to actually first produce your aggregate values within the tracker instance and then move aggregate data values to your aggregate instance or if you want to do that directly there are pros and cons of each. And as I mentioned, as soon as you have two instances that you're moving data between the whole issue of organization units also becomes critical. Now, I'm moving on a bit to discuss some of the sort of consideration some of the issues to keep in mind if you're setting up some integration between tracker and aggregate. So I think I've touched upon most of these issues already around HMIs reporting. But thinking of this full data transfer process, there are a number of things you need to make a decision around. How often do you want to migrate data from tracker to aggregate? Do you want to do it every day? Do you want to do it every month, every quarter? How far back in time do you want to migrate data? How do you want to deal with updates? Often the tracker data capture is not actually done while you're seeing a patient or beneficiary is often done retroactively. So even with tracker data, you might have a delay in reporting. So how do you then deal with that when you have a separate system with timelines on the aggregate side? Potentially with aggregate data being locked for edits after a certain period of time. So there are a number of governance issues that needs to be decided around how to do the data transfer. And a related issue of data quality and validation. What do you do with data that is where you find the errors in the tracker data and it's already been migrated to the HMIs system? Do you correct them in the HMIs? Do you correct them in the tracker and move the data again? And the whole issue of completeness, timeliness of reporting in HMIs where there isn't any corresponding concept in the tracker world, how do you deal with that? Yeah, and often it's when planning this, it might be useful to plan for a transition period where the HMIs and manual aggregation of data is done in parallel with the automated aggregation from tracker. So that you can do some comparisons, look at the discrepancies, which there will probably always be some discrepancies and use that to identify potential data quality issues and decide on when the automated tracker reporting can replace the manual HMIs aggregation. It's also important then because of these reasons I talked about that you need something outside of the HMIs too that needs to be maintained, you need to maintain a mapping, you need to keep your organets in sync. It's important when planning this that you take into account that someone needs to do all this work, you need to have the people with the skills, technical skills to maintain this over time. The last point I want to make is that in these metadata packages that I've been mentioned many times so far during the conference, some of this mapping from tracker to aggregate is built in as much as possible. So in the areas where there is a tracker metadata package and aggregate metadata package, it does include the mapping between the two out of the box. So if you're using these metadata packages, for example, TV case based package in tracker, as well as the aggregate package. Some of this work is included out of the box. And the guidance around these packages in some cases also include recommendations related to some of these issues I talked about earlier how, how far back to transfer data, etc. Okay, so that was what I wanted to say to start up the session. So I'll leave the word to you now. I hope you have access to share your screen. Yeah. Can you guys see my screen. It's great. Thanks. Hi, everyone. I'm going to be presenting on their program data set connector app, which kind of satisfies that challenge that I love was talking about setting up the metadata to support the mapping so it's not to help linking tracker and aggregate data models. So I'm going to repeat software engineer systems and sort of came up with the idea for this app and developed at the start of this year. And so presentations going to go through an introduction to the app, a hopefully successful live demonstration. And then if I have time some future improvements. So what is the app. It's a DHS to web app built using the app platform to automate the process of configuring DHS to sort of making all that metadata that you need to set up this transfer of data from the tracker to the aggregate data models. What this also allows is you can define custom disaggregations on program indicators and set up a mapping for that to happen and use the disaggregations as true data dimensions in DHS to which should hopefully enhance track analytics a lot. To do that, the app uses this concept of category option filters to connect a program indicator disaggregation on the track side with a aggregate category option. So how does it work, you don't have to specify a huge amount of things and you pick where you want to send the data, which is the data set and data element and where the source of the data is going to come from which the program indicator. And then you specify how to break down this total data by each of the category options using the category option filters. The app does all the work for you of creating their program indicators with the different breakdowns, creating indicators that relate to those with the special DHS to properties attribute option combo and category option combo for data export. And it makes a custom attribute assigned to the indicators which also holds the data element you ID. The data will be exported from and that kind of means all of the configuration is built for you and it's bundled into an indicator group which allows you to export all that data in one go fairly easily. So let's have a go at this live demo. Sorry to get out of my demo here we go. Okay, so the program indicator going to be looking at disaggregating using that app is the inpatient cases program indicator. You can see the play server. I'm on a copy of play here has a few breakdowns already but we're going to take that to the next level and break this down by gender, age and weight with a significantly larger number of categories. So the first thing that you need to do is define where the data is going to be sent. And that's going to be an aggregate data set. So this is totally customizable. Whatever you design the categories and category options to be it's up to you really have you on a break to the data down and these can be so long as you can filter for them on your program you can create the disaggregations. So it's extremely flexible. So let's see how to actually set this up using that. So here is the app screen. It's fairly simple just a table with rose representing the mappings you can do sorting and filtering as well. So let's set up a new mapping for this. As we saw, I'm going to select the data set and the data on I want to send the data to and the program indicator where I'm going to get my data from. And you can see the app. It's automatically looked up all the relevant category options associated with the data set and data element and it's created this table for us. And then this is where the user fills out the category option filters. So basically what would you add to the program indicator to break down this total value by the specified category option. So in this case to break down in patient cases by zero to 19. You would add a filter to check that the age data element is an event program is between zero and 20. But this works for tracker programs as well as you can use attributes and anything that you would use in a normal program indicator filter you can put in here. And you'll notice these are populated automatically. So the app saves these category option filters. So when you create other mappings it checks to see if the filters exist already and will automatically load them for you so you don't have to replicate work. Okay, so we've added this new mapping to our app. Let's go ahead and generate the mapping. And this will be creating all the metadata for us, which has worked excellent. And so let's go ahead and look at this metadata and kind of talk through a bit about what's been made. So we can see that 70 program indicators being generated for us, which is what we expect because there's two genders, five age groups and seven weight groups so two times five times seven. We've got 70 program indicators have been made for us automatically, which is great. And then we can go ahead and have a look at one of these. So this is a copy of the total the original program indicator, but we've got our category options in the name, some internal fields which is useful cleanup. And then the key thing is the filter, which the app has automatically appended additional filters to filter down the data by the category option combo that's represented. This program indicator didn't actually have any filter originally but that would be maintained. So, next, the app makes, makes indicators with a one to one mapping to the program indicators. And that's because at the time this was being developed there was a small bug with DHS to which meant we couldn't use indicators directly. But that's been fixed in 236 so hopefully down the line we'll just be needing to work with program indicators. But for now, we've got the indicators. And this is a one to one mapping of the program indicator, but it's populated some specific fields for us to help us export the data into the right place. So we have this category option combo and attribute option combo for aggregate data export. And if we search this, we can see that it aligns with these category options here female zero to 19 weight greater than 100. Yeah, got those there. And the actual option combo relates to any disaggregations we apply on the data set. There's none in this case this just the default. And then the apps made this custom attribute for us and assigned it to the indicators called event aggregate mapping. And that holds the data element you ID, which we want to send the data to so the aggregate data element. And what these three fields mean is when you export the data, instead of exporting an indicator value, it replaces the indicator you ID with this data element you ID. So the exported data is transformed from an indicator to an aggregate data value with the correct disaggregations to go into our data. And the last thing that the app makes is the indicator group, which we can see here. And that's just a collection of all the generated indicators from mapping. And it includes a handy URL in the name to get us started on exporting our data. Okay, so that in here. So we then need to specify where we want to export the data for. So let's just go last month for now. And which organization unit we want to use. I'm going to go with though here and great, we can see that we're getting our original program indicator, but it's been broken down by all the requested disaggregations and the map from the indicator to these data elements with the correct breakdowns. So this is now just valid aggregate data, which we can save and then re-import. Go to the next one. Data import. Get our file. Import. So that's imported. We can see originally at the start of this video, there was no data in here. But now we've just ran our import. Let's go back. We can see the single program indicator has now been mapped to all these disaggregations where there is values. And like I said before, this is completely up to you what you want to create these disaggregations as that's however you configure your categories and category options. Yeah, we can then just quickly go into the data visualizer and see how this can be used to break down our program indicator. So first of all, let's get the original total program indicator. And we'll hit last month though, because that's what we did the data transfer for. Then let's add our aggregate data element version, which we just created. You can see the total is the same, always promising. And the key thing is our aggregate version. We now have full flexibility to break down the data by these disaggregations that we've created. So gender, age and weight, whereas the original obviously we can't do this break down. And so this has given us a much more useful representation of this program indicator than we had initially. I'm just going to load a pre-formatted version of this table, which is the easiest to look at. Great. So here's our program indicator, what's the data element equivalent of it broken down by weight, age and gender. And we can already see a few interesting things from this example. And so by looking at the gender totals, we can see the inpatient cases doesn't have a significant gender skew. You can see across ages and across genders, less than 50 is the most common weight. So I might make some more category options to investigate that category, that weight class further. And you can see that the most common age in patient cases is 40 to 59. So yeah, that's just a quick tour of how to use the app for transferring data. I'll go back to the presentation now, see if we can get this to an advance. This was my backup if the live demo didn't work, but it seemed to go well. So there's still lots of improvements for the app. Currently, this that CEO filter that you set up is shared between the mapping. So I want to make that specific per mapping so it can be different. Adding extra CEO filters in and improving feedback and a few other points here, but I've run out of time. So I will finish there. Great. Thank you very much for listening. As my email, if you want to reach out to me with any other questions. Thanks for your time to finish. Thanks a lot. And I think this app is in the app competition as well, isn't it? Yes. Part of that. I'll be there again, re representing back with any six minutes. Okay, so are you ready to take over? Yeah, let me try to share my screen. I need to stop. I might be able to put you off. Great. It's telling me that I'll put you off. So. All right. Do you guys see my screen? Yes, but it's blank. There it is. All right. So hi everyone. Good morning. Good afternoon. Good evening. So my name is blood. I am with ICF. And I lead the data exchange and interoperability group within PEPFAR systems.  So datum is a PEPFAR version of DHS to where PEPFAR collects. The HIV indicators mainly in aggregate form, but there's also other work streams. So it's been worked in many, many countries, which means that, you know, the data flows in from multiple countries. And a lot of times this data originates from patient level systems. So it's not always DHS to so it could be some other systems. You know, it could be open MRS and it could be some other custom legacy systems. And if you're lucky enough to not have seen the PEPFAR is my guidance, you know, keep that way. And it's usually changes of pages and it usually changes every year. So, you know, the indicator reporting frequencies might change. The indicator definition might change. The disaggregates might change. And what that means that when you have multiple countries reporting their data, you know, they need to adopt and they need to change their ATL systems wherever they get their data. So there is error prone data entry and there's a lot of manual data entry into datum. So, you know, the current state is really, you know, there's changes that means to adopt it in the field. You know, there's errors then patient level data analysis is usually done at the single facility and so on. So I want to do and get to the demos. So I'm just going to cycle through the slides much quicker than you might be able to read. But so the goal of the dash is really to try to address this. It's a proof of concept. It's a suite of tools that PEPFAR is developing. So it's not just DHS2. So we're trying to aim at data coming from any system. So it could be coming from a tracker in DHS2. But then, you know, the end result is getting the data in aggregate form into DHS2. So it sort of fits into the third model that Olaf was presenting where you're extracting it from the tracker or the patient level form and importing into aggregate. But what we're trying to do is address it in a way that, you know, we maintain some control over this changes over time, you know, create open source tools and try to use standards along the way. So what we do is usually try to fit into the open HIE model. And some of the stuff that I'm going to discuss probably fits into, you know, Bob Jolliff's session, the interoperability one. But, you know, there's definitely a benefit here as well. So what we have developed is several tools that allow mapping separately, then transformation of this data and then aggregation and generating ADX message. So for us, because we go by standards, ADX is the best way to represent the data and to import it into DHS2. And it doesn't have to be data, obviously. And there's not many HMI systems supporting ADX other than DHS2, but still, you know, if you had other HMI system, you could potentially use it there as well. And the input can be either CSV or JSON. So now what I'm going to do next is going to try to do a very deep dive into small pieces of the components. So this diagram is not very representative of everything because we do have multiple pieces. We have facility registry that addresses the harmonization of the organization units across systems, especially when you're dealing with multiple systems coming together into one DHS2. So the matches is the first piece there. So all it does is it allows you to do the mappings. It takes a format, you know, CSV format or JSON formatted data and allows you to map it to minimum data set that you require in order to represent your indicator. So if I were to take an HIV indicator, so I can map it to CSV and I'll give it a, oops, name. Oops, it doesn't matter what I give it. The minimum data set is stored as a fire questioner resource and a fire server. So we are trying to use fire as much as we can. As Bob mentioned in the previous session, if you were there, fire is challenging. It's not very easy to work with, but we are definitely trying our best. And what you see here is the set of the fields that you would require in order to produce the aggregate indicator. So you would need a patient ID in order to deduplicate, you would need birth date, gender, location, and viral load count if you're doing an indicator that requires viral load when they are started and things like that. And what you can do is I'm not going to do this fully, but you can use your CSV file to sort of pre-populate the possible dropdown options. So I have my simple demo data file, which shows me all the columns that are available there. So all I have to do is then just pick the ones that are in my system. So date of birth would be DOB, gender would be gender. In addition to mapping the columns, you cannot map the value sets as well. So for gender, for example, it's not given that your system is going to use a female, other, and unknown that we would expect, right? So in my file, I actually, well, I know this, but you'd be able to upload if you wanted to. So I know it's M and F and O and U and so on. So I would save that. And once I finish this, I have the mappings established. Now, once I have the mappings established, then I can take the CSV file and convert it to a fire representation or in a common format that can be digested downstream by something that can aggregate this data. So I have one that's completed. So I'm just going to use that one for demonstration here, but we are trying to make the matches have API endpoint for transformation, but it can also send the content to an endpoint if you have one, but I'll quickly show you. So this is the simple file that I have. It has very few records, you know, not to scare things off. So all it does is has this CSV data with the columns that I identified using the gender with the M, F, and U as the value set. So once I upload it, it's going to convert it to a JSON representation over fire resource bundle. If you're not familiar with fire, what fire resources is basically it's representation of an object and it's very specific. There's documentation what a specific resource can have and how it should have it. And also a bundle is really just an array of those resources and because my file had multiple records, it's really just this long list of this individual resources. And if I scroll down, it's just, it's not super large, it is verbose compared to CSV, but what we have now is a representation that if you were to map five different CSV files to this one questionnaire, all the questionnaire responses after the mapping would look basically identical. Now the next step after this is if I take this, next tool is something we call Fire Engine. And what Fire Engine does is it takes this and using aggregation directives, it puts it in an ADX format. I'm not using the full workflow. In our full workflow, we have open it, open him involved where things are set up as mediators and there's orchestrators and transformation going on along the way. So I'm just going to take a shortcut here and I'm just going to use a Java code. So what Java code is going to do is take the JSON file that I just generated. Well, it's the same file, it's just, I have it on the file system and I'm just going to run a transformation. Now that's going to take just a couple seconds, but while that's happening, let me show you what the actual aggregation directives look like. So we use OCL, the open concept lab, the terminology service, which is part of the OHE platform to maintain this aggregation rules and directives and also the metadata. So you can see here, this is something familiar to you probably. There's something that looks like a UID, there's the names and codes and stuff like that. So what we have here is UIDs from Datum for things like category options like under one, one to four, five to nine. But if I actually look at 10 to four, for example, there's actually custom attributes associated with it. The option where it actually says, and this is something similar to what Peter was doing in his presentation where we're calculating age in years of the patient at the time when the test was done and see if it's more than 10 or if it's less than 14, then that record will be assigned this category option. And then what happens is we basically aggregate all the data and put them in the right back buckets. Now the ADX is there. So once it's aggregated and I don't know how many of you have seen ADX and as Bob also mentioned, DHS2 does support ADX. And I know Jim Grace is on this call and he has a lot of help that he did to make this happen. So thank you, Jim. So this is the ADX message that represents that CSV file that we had. And what you can see here, we have the data element. I'm using the code system because it's usually easier to read. But in ADX, the good thing about ADX is you actually don't have to do category option combo. You can do the categories themselves and then specify the individual options. So in our case, we have the TXcur. It's a demo data element, but we have value one for someone who is 20 to 29, who is positive and who has unknown sex. We also have one person with unknown sex who is 10 to 19. And then we have three people who are 10 to 19, who are male. And I know I'm glazing over a lot of stuff. Like HIV status is positive only, which it's implied. So in the mappings in the OCL, we can specify that something is implied. So you don't actually have to specify in your input file. So if you remember the input file we showed, it didn't show anywhere that the person is HIV positive. So it is, you know, because it's treatment, it usually is implied. So for the indicator, because this is the input file, then we can take it. So this is really the demo I wanted to show. So this file then you would import into DHS to, and it would become part of the aggregate reporting module. And then let me just show you the very last slides. And I think I have a couple of minutes left. So, and this is, you know, what we're trying to do and where we're trying to go, right? And it's really what we're trying to do is get to the improved data quality through this and reducing the implementation costs and time burden and use the, as many off the shelf technologies as possible.  So that is really it. And I really thank you for your attention. And that's my email. If you want to reach out or use the community of practice. If you have any questions. All right. Thanks a lot sharing. Thank you. Interesting to see the two approaches next to each other as well. So yeah, we have 10 minutes now for questions. If anyone wants to write in the chat or just unmute and ask questions to any of us. If you, I've got some unmute the anyone that wants to ask a question. So if you raise your hand, I'll do my best to find you as quickly as possible. So maybe start with a few that's come up in the chat. So one for Pete is the cold open source and is it going into the app hub? Yes, to both of those. It has to be open source to be in the competition. So it's on GitHub. I can put a link in here. And yes, it's also going to be submitted to the app hub. Still on direct message. I think it's, it's definitely ready to be submitted. Maybe I'm just being too perfectionist about sorting a few things, but it should be there fairly soon. Yes. Then this year also wrote that there is. This app already in the app store called MD sync. Which is among other things helps with the organization in sync. I don't know if you want to elaborate. Thanks, Olaf. Maybe it's actually better if you can mention a little bit about the different apps you have come across and where we can find them easily. Because the meta data sync, as you said, is one of the applications that allows to synchronize organizational unit trees. It allows you to do mapping across to different DHS to instances. Mapping of metadata within the same DHS to instances, synchronize metadata transfers or data transfers across different instances with different metadata using the DHS to app app. But as you said, there are other applications that are also doing these processes. And I think for all of us who are trying to develop solutions for using this process of transferring data, it would be really nice to have like an idea of how many apps are out there. Who is doing what so that we try to avoid as much duplication as possible and try to build on each other solutions is rolling. Yeah. Thanks. So I can also mention that we're working here in Oslo on the implementation guide on this topic of linking Tracker and I read. And as part of that, we also want to have it will be mainly about sort of what the tries to support out of the box, but we'll also have a section where we list some tools out in the community that can help with either the whole process or parts of the process. So that's on the agenda to publish that with some overview of resources useful in this area. And we're also discussing with the interoperability team. To what extent we could also provide some tools for facilitating this data transfer from the Oslo side. So that will probably not be apps, but some template scripts or similar that countries can adapt. So no raised hands. Or other questions. Yeah, if we don't have any more questions to we call it that give people a few minutes to take a break for the next session start. Yep. Brilliant. Cool. Thank you so much. If we were in a conference hall together, I'd get everyone to give a round of applause to everyone. Maybe next year, hopefully next year. So I'll just share my screen now so you can see what other sessions we've got coming up now. So if you want to stay in this room, we've got the enabling innovation by designing for accessibility. Then we've got the second part of DHRs to for education. More stuff on DHRs to the data warehouse. LMIS and NCDs or non-communicable. Non-communicable. I had to say this like three times today recording the update video. Non-communicable diseases and DHRs to. So we'll take a break now and give yourselves a few minutes to go and get a drink. And thank you very much. Thanks everyone. Thanks.


The Torah doesn't begin by telling us about the Jewish people. The Torah begins with the creation of world. The Torah begins on a very universalistic note. It's the creation of mankind, of humanity. And our sages teach us that mankind was created in order to establish an ideal world, a utopian paradise down here, so that all people will be able to cultivate a relationship with their Creator. That is the purpose of our life on Earth, all human beings. We're supposed to be able to establish a relationship with God, and you can't really do that in a world that is running amok. You can't do that when you're running for your life. You can't do that when there's all kinds of problems and evils that are running rampant in the world. We have to have a world that is stable. We as human beings are responsible for establishing a utopian paradise in this world so that we'll be able to fulfill our function as human beings. However, the Book of Genesis reveals to us failure after failure among the human world. We did not get off to a good start, and it continued to go downhill from there. And so what happens is that finally God chooses Abraham and makes a covenant with him for Abraham to foster a nation that would help the world to move in the direction of righteousness and to be able to fulfill its potential as human beings. God says, at the very beginning of the story of Abraham, right after God says to Abraham, go, lech lech, go for yourself, go to yourself, to the land that I will show you. He says to Abraham in chapter 12 of Genesis, I'll make you into a great nation. And he says, Abraham, in you, all the families of the earth shall be blessed. Abraham was not told to be a people just for the sake of being a separate nation. Abraham was told from the get-go that you have a mission to the rest of the world, and your mission is to help bring blessing to the rest of humanity. The Torah tells us later in chapter 19 of Exodus, verse 6, right before we receive the Torah at Mount Sinai, God says to his people, you will be unto me a nation of priests and a holy people. That God tasks the Jewish people with this mission, that our mission is to serve as priests, as teachers to the rest of the world. The prophet Isaiah expresses this in chapter 42, verse 6, and chapter 49, verse 6. He says that we are to be a light to the nations. And in chapter 43 of the prophet Isaiah, verse 10, God says to Israel, you are my witnesses. We are supposed to be witnessing to the rest of the world about God. Now the question is, why was Abraham chosen for this mission? Why was Abraham given this responsibility? So the first thing to remember is that Abraham was chosen really as a response to the fact that Abraham chose God. There's a famous Midrash, Rabbinic teaching, that Abraham grew up in a home of idolaters. His father actually probably manufactured and certainly sold idols for a living. The Midrash tells us that one day his father had to go out of town probably to an idol manufacturer's convention. And he left young Abraham in charge of the store.  And he puts the club into the hands of the largest idol. His father comes home and he sees all the idols broken into pieces on the floor. And he says, what happened? I put you in charge.  And his father says to him, what are you talking about? These idols can't do anything. And Abraham says, well, then why do you worship them? And Abraham got into trouble with the leading power of his generation, with Nimrod for advocating this kind of monotheism. He was the first iconoclast. And the first reason that we understand that God chose Abraham was because Abraham chose God. As modern writers say, we're not so much the chosen people, but we are the choosing people. Secondly, Abraham received this mission because he was obedient to God. The Torah tells us in a number of places, Abraham followed God's instructions. Abraham obeyed the laws of God. Abraham was someone who lived in order to be obedient to God. And he lived righteously with righteousness and he practiced loving kindness. Abraham lived an ideal kind of life. Thirdly, the Torah tells us, I chose you, God says about Abraham, because I know you will teach your family after you to follow in the way of the Lord to do righteousness and justice. So Abraham was not just someone who lived a righteous life himself. He was someone dedicated to teaching this way to his descendants and teaching it to the world at large. The rabbis teach us that actually Abraham and Sarah would teach the neighbors around them about God. And they actually brought many people to have faith in God. And fourth, Abraham received this mission because he believed in the mission. One of the questions that is important to discuss is, why was Abraham chosen for this task of being the progenitor of this special nation and not someone who came before him? Like Noah. The Bible tells us that Noah was someone that was Tzadik Tamim, perfectly righteous. Noah was a perfectly righteous person. And so why doesn't God choose Noah to be the founder of this nation? The Bible never even says about Abraham that he was perfectly righteous. So I learned from my teachers that we can answer this question in some ways, Noah to Abraham, because they really were two people who faced the exact same challenge in life.    Otherwise everyone else is going to be destroyed. And Abraham is told the same thing. God says to Abraham, I'm going to destroy Sodom and Amorah and Adma and Sivoyim which were the major population centers of the world back then. And yet Abraham and Noah react very differently. Noah says to God, you want me to build a boat? I'll build a boat. Because I'm obedient. And if God tells me to do something, I say, you want me to jump? How high? Noah is very obedient. He does exactly as God tells him. Abraham is very different. As soon as God says to Abraham, I'm going to wipe out all these people, Abraham goes nuts and he challenges God and he says, shall the judge of the whole world not do justice? He says, it's not becoming of you God.  He challenges God. How could you propose this idea of killing everybody?  So Abraham says to God, what if there are 50 righteous people within those cities? And then they begin to barter back and forth. Okay, what if there aren't 50? 45, 40, 30, 20, 10. And he gets God all the way down to 10. Now what you would expect is that Abraham would say to God, look, it's not right to kill the righteous with the wicked. If there are 10 righteous people, God, take them out of the cities and then, okay, kill all the wicked people. That seems to be Abraham's line of reasoning. It's not righteousness.  So if there are 10 righteous people, then God, take those 10 people out, save them.  But it's not what Abraham says. Abraham says if there are 10 righteous people in the city, God, you have to save the entire city. What is Abraham's thesis? His thesis is that these 10 righteous people and not just 10 righteous people in the city. The Hebrew is very precise. Betoha'ir they're living amongst the rest of the city. They're not built away in some monastery where no one else can see them. These are 10 righteous people that are living amongst the rest of the people. They're living with the rest of the people. And Abraham's thesis is that if there are such 10 people, God, you have to save not just them, but the entire city because these 10 people that are modeling righteousness have the ability to influence the rest of the city and they have the potential of changing the rest of the city and therefore he says to God you have to save everyone. Now conceptually, how is Abraham different than Noah? The essential difference conceptually is that each of these men face the very same challenge. Abraham protests and Abraham demands that God not destroy everyone. But why doesn't Noah protest? Why does Noah simply accept the notion of the entire world? And the reason is because Noah lost touch with the idea that every single human being is created in the image of God which means that every human being has moral free will. We have the ability to choose and we have the ability to change. Every person simply because we are created in God's image, we can change. Noah lost touch with that and it's not so hard to understand why. Noah saw a world that was so wicked, so thoroughly evil, he couldn't imagine that these people could ever change. But Abraham didn't lose touch with this basic idea. Abraham believed at the core of his being that every one of God's creatures is created in his image, has moral free will, has the ability to choose and has the ability to change. And so for Abraham it wasn't a pipe dream that ten righteous people might have the ability by modeling righteousness to have an impact on the rest of the city and those people might change and they might become themselves righteous. And that's why Abraham is tapped for this mission because he believed in the possibility to change. The essential nature of the Jewish mission is that we believe not just that we as individuals can change one of the center pieces of the Jewish Bible is the idea of repentance that if we as individuals sin we can turn ourselves around. We can turn away from our sin and turn back to God. But we also believe in the idea of universal change that the world can change. And so because of Abraham's firm belief and commitment to the idea that people can change he was given this mission of becoming a change agent that he would lead a nation that would exist for the purpose of ultimately helping transform the world. Our calling as a people is to model a faith in monotheism a faith in the creator alone to model justice to model what it means to live a life of peace equality tolerance and righteousness. That is our calling as a people. Does this imply racism? Does this imply intolerance of other people? The reality is that Judaism is not a race. Just as Abraham chose to follow God every human being has the option if they desire to join Abraham's people through conversion. We're not an exclusive club. The truth is there really wasn't a Judaism until the descendants of Abraham stood under Mount Sinai and accepted the Torah. There really wasn't a Judaism until the Torah was given. And those first people that stood in Mount Sinai if you think about it they basically converted to Judaism because conversion to Judaism is basically the acceptance of the Torah. And so from that time on any non-Jew can choose to go through the exact same process of accepting the Torah upon themselves and becoming a Jew becoming a member of Abraham's family through adoption. Now the truth is it's not easy to commit to observing all the laws of the Torah. It might be one of the reasons why people are not beating down our doors to convert. It's not an easy thing to take upon oneself. And it's certainly not easy to withstand all of the hatred and persecution that have been heaped upon us for centuries and centuries and centuries that we've had to endure. But if a non-Jew wants to opt in they are very welcome. The truth is however that from a Jewish point of view there is no tremendous need to convert to Judaism. The person who's not Jewish is not in any great disadvantage by not being Jewish. You do not have to be a Jew in order to have a relationship with God. You do not have to be a Jew in order to have a relationship with God. Every human being is created in the image of God and is beloved by God as one of his children. Long before there was a Judaism. Long before there was a Judaism back in the book of Genesis.  They were not Jews. They didn't practice Judaism. Judaism does not believe that God ignored the world for almost 2,500 years before finally revealing the Torah on Mount Sinai to the children of Israel. We don't believe that God created the world and then took a vacation and never explained to people what he expected of them. Judaism believes that God revealed to the first human beings to Adam and then to Noah the universal laws of humanity that are the standard of righteousness for all people. And so our sages in the Talmud teach that the righteous of all nations have a share in the world to come. You don't need to be a Jew in order to have life eternal in the world to come or in modern simple parlance to go to heaven. You do not need to be a Jew. Our sages teach that all righteous of the nations have a share in the world to come.  And the Talmud teaches that any non-Jew who fulfills their Torah obligations is considered to be on the level of the high priest. So is Judaism racist? I would say that because Judaism is not a race and any human being can join the Jewish people we are not an exclusive group we're not racist. And secondly, those who choose not to join us are not looked down upon as inferior spiritual beings. Every human being because they're created in the image of God has infinite potential and can have a relationship with God by seeking God and by seeking to live according to God's righteous standards.


This is Think Tech Hawaii, Community Matters here. Aloha and welcome to Eyes on Hawaii. I'm your host, Carol Cox. Today's topic is procurement woes, and many of you out there can understand procurement and government and the role the government plays in safeguarding our monies and spending it wisely because most of the money that they have is taxpayers' money. So we're going to talk about, in length, to flesh out some of the things that happen in a very unique situation here. We had one contractor to recently default on many contracts, contracts within the county of Hawaii, contracts with the city and county of Honolulu, upwards of five or six, and there's even more now as we go in a small time period. So we're going to talk about that, and so hold on to your purses here and your purse strings because we have some waste going on that we're all suspicious of and concerned with, and when I say waste, whether it's intentional or not, but it's poor management. So what is this all about? Specifically, there is a solar building as part of a consent decree being built at Camel Industrial Park at the H-Power facility owned by the city and county of Honolulu. This H-Power, as you see this picture here, is an actual building that has been structured but the contractor, PSI, Performance Systems Inc. defaulted on this building, erecting this building and completing it. So the city never spoke one word to the public. We couldn't find any documents saying that they were defaulted or anything. So this project cost some nine million dollars. Now what does that mean? The contractor, PSI, defaulted on this particular contract, but at the same time he defaulted on others pretty much. And so the city, and one of the things that we'll tell you that it's one thing that if we don't know but when we begin to ask questions, it is very, their tight mouth and tight fisted the city is not wanting to provide these documents. And what you see here is the second picture here is a facility called the KHE Transfer Station. The KHE Transfer Station sits at Middle Street and Nimitz. And if you look closely, you'll see the symbol PSI, sticker on the piece of equipment there. That was an excavator to be used. And we'll go into greater details as to what was to be done at each job site. But again, nine point seven million dollars estimated for that one contract at H-Power. Another possibly two to three million at KHE Transfer Station. So you can imagine starting to add up. And KHE Transfer Station was one million, the estimated cost was one million five hundred thousand dollars for that particular project. And something's just kind of strange about the whole thing that why would the city and county of Honolulu allow for a person to get as many contracts?  But something's wrong here. We didn't hear anything. And how could one person get several contracts as we will point out later on as we go? The other one was at Kuhel Street. And that Kuhel Street was up in Palolo. The original bidder was two million eight hundred and seventy three thousand. But that person pulled out once they won the bid and the city then for some reason gave the business or the contract to performance system. Because it was a second lowest bidder of three million four hundred and fifty seven thousand nine hundred and one dollars. So this folks, you don't ever want to be caught in a predicament as the people at Kuhel and Wild Mile Street. You just don't as we'll go through and show you the streets are collapsing potholes sinkholes along the street. Many of the citizens there and homeowners there think that the sinkhole is attributed to the sewage water flowing underneath and eroding away. The city has a different saying that it's slippage and geological slippage that's occurring. This house here is about to fall over and the foundation has split. The walls were tilted. And why would the city and county of Honolulu award a contract if you have a slipping heel that is basically in motion? So is it good use of our money? Should they fix the problem? The sliding of the heel or condemn that area? Why would you spend three million dollars on a slope that you know is moving and that you know is eroding away and you just continue to hand out money? And then that party that originally gets the contract withdrawal declines and then it handed to PSI who in turn defaults on it. So I can understand this situation where he would default in this case because you have a mountain and some of the pictures will show. The sidewalks, the water, the storm drains are busting up breaking due to the tension. And there's actually monitors there, geological monitors or sensors to determine and measure the movement. You have water bubbling out of the middle of the street and flowing down and flowing on the houses and washing out walls. And the city elected to continue to go ahead and pay for that contract. It probably would have been one of the worst waste of money that you could possibly imagine because if the heel slide is sloping and slipping and eroding away, why would you pay the road? You would think more so human safety, the safety of the people, maybe consider condemning it or doing something or finding the cause. But there is a many lawsuits that's flying back and forth up there now and unfortunately the homeowners like you or myself are suffering from having to fight now the city. The other contract was Uwalu wastewater pump station in Wahiwa owned by the city and county of Honolulu. And that contract was for 2.4 million to 2.7 million. It was awarded to PSI. PSI defaulted on this contract. And what was supposed to take place at this site is this building, the cement, the asphalt, all of that was to be demolished and hauled away in a new building place there with new driveways and what have you. But the city, again, it takes lots of money to plan these things. So we are paying city workers to plan, draw plans, address these issues, get the money allocated, put out the bids, hand it to and get a winning bid and then it goes into default. What happened to all that work that exists? If you were a contractor and would you come on the tail of another contractor who has started to work or didn't start to work or what have you, would you accept the responsibility or the liability of the earlier contractors work? So that puts the city in a dilemma and the city apparently what we find is really not addressing that and the difficulty in getting information. Now we've gone to budget and fiscal services and they did in fact provide documents. But when asking questions of the environmental services and others, they refuse to respond to in writing questions or anything. We did receive responses from the city as well as a state on a few questions. But the main question that we wanted to ask, they wouldn't answer and having no part in talking or discussing it. I understand things are in litigation but we want to see the documents leading up to how did you vet this person? We also have some concerns, these concerns based on the number of contracts and how they were awarded. We would like to see if they were consistent with the laws and procurement laws and rules of the city and county of Honolulu and the state. The Honolulu site should have been all of that removed by now, but it was not and the taxpayer once again work is not being done. It's stalled. Now it has to go back through the process, deal with the bonding agencies and the security companies as well as the new contractors, a finding one that's suitable. So the people's business is not getting done. That is a big problem. The other one is the fire department at Waipahu, the maintenance charge, facility maintenance or automobile or fire maintenance facility. There was a contract there. The actual contract, the estimated cost would have been $800,000. The basic bid was $484,927 and that was won by Performance System Inc. So something unique here called R.I. in that the second bid or RAF's, S.E.N.O.A. bid at $840,000, $40,000 higher than the estimated cost that the city has, but the PSI bid at nearly $400,000 less than the estimated amount. So we hope to look at this more and deeper and dig deeper and find out how could one party get so many contracts, how could they be vetted, and then in turn default in such a fashion leaving all of the city work undone and exposing the taxpayers to a higher cost and loss of revenues. Now, I'm not here to defend businesses, local businesses or anything, but there are certain laws that require you to use Hawaii-made products in some of these contracts. Now, did they get done? Well, some did. In this process of defaulting, I'm looking at a letter from one of the people, vendors, that provided a service to the contractor on KHA transfer station hauling dirt, bringing gravel, trucking, and what have you. That party had to follow legal action, and I understand now he did recover. But what about the other vendors that are hired by or subcontracted by PSI, let's say, who defaulted? How are the, is the city exposing these companies, local companies, to this kind of work? Where is the oversight? We didn't find much of oversight in this, especially when you have this number of defaults. And this document here is from travelers. You can't see much of it, but what this is, it's the first step in identifying that there's default, notifying the city. Many of these cases, the city had no knowledge. They claim, we understand, that they were working on it. But we look at the documents. We don't see any real actions in a hurried manner to understand why and how is it possible that this company can get this number of contracts. At one time, basically. And he has federal contracts as well. And the performance of those. So we're going to talk more extensively about what is going on with these contracts. And we're going to take a little trip to the big island, because there, too, was a contract with some $16 million, as we were told by the city and county of Hawaii. And an estimate of between $16 million or maybe a little more. But we don't have the specific facts we've made a request for that. So what does that mean? There's a lot of moolah just floating in the air around here. And so you default on a $16 million contract on the big island. And then you, we understand that there are another agency within the city and county of Honolulu. But also a state agency. And we'll talk about that. This is Eyes on Hawaii. I'm Carol Cox, your host. We'll be back in a minute. We'll take a break. Hello. This is Think Tech Hawaii, raising public awareness. It's our baby's brain development. Push! Read aloud 15 minutes, every child, every parent, every day. Welcome back to Eyes on Hawaii. I'm your host, Carol Cox, on the thinktechhawaii.com. If you want to go and listen to some of the shows, or view some of the shows, or send an email, go to Jay at thinktechhawaii.com. And you can catch all of the shows and many other hosts that are hosting shows.  So, and thank you for joining Eyes on Hawaii with me. Again, we were talking about, or I'm talking about procurement and waste of money. Taxpayers' money, not just any money, but taxpayers' money. And this is the city and county of Honolulu. We were talking about granting contracts to a contractor who defaulted on at least five city contracts in the basic same period of time. So, not only did the city and county of Honolulu get the sting of default, the state of Hawaii did also. The Ma'i'i, Palawua Bridge in Miley. This is, we've seen an aerial shot. We shot the bridge, low-level bridge over the stream there at Miley. And the conditions are horrendous. I personally walked and photographed the entire bridge underneath over it and what have you and it's it does not appear safe and in reading some of the documents and studies that this bridge is vulnerable and when you look at the amount of traffic more than 30,000 cars that transit that within a day or so they say or week or what have you but it's substantial. But when you look at the structure of the bridge as well as the concrete spaulding the exposed rebar this contractor PSI accepted the contract bid it wanted and proceeded to build a staging ground the staging ground consists of two containers two trailers and the black cloth to keep from runoff but this is give you an example you see this bus city bus traveling over this bridge and then and this bridge mind you is the Maipolo or Paula or bridge and this bridge in my opinion in my observation is not safe and the tide the high sand and what have you but 16 million dollars they walked away so I have a statement here from the State Department of Transportation Mr. Tim Sakahara and then thank you for the opportunity to respond to your inquiry performance systems Inc. notified HDOT March 29th 2017 that it would not be able to complete the Maipolo or bridge improvement project. Prior to its selection of the bidding process the company was verified to be in good standings that could be but it's apparently some it suffered some incident or some activities that caused it to not deliver the work causing the people's business to be put on hold and then causing probably more than likely a greater expense. Moving forward the surety company will be responsible for the completion of the project under the specification and satisfaction of the state per contract agreement the surety company is 100% bound by statute regulations contract language including the case of default and we're confident the matter will be resolved get this the project is a 5% complete which is approximately 760 thousand dollars the work performed on the project included mobilization set up protection of the staging area while the improvement project is necessary the structure is inspected at least every other year and is safe. Well I don't accept that as being fact because if you can't control the dollars and the flow dollars how can you deal with something you don't know the real structure and when you see the structure how horrendous it is you don't know. A footnote we tried to reach out to Senator Miley Schumer-Bakur who was in that area and we didn't get a response back but as early as July recently as July 27th or 17th she was writing and talking about the progress of the bridge in its place when in fact there's a default notice in March did she know that did she not know that if she didn't know it why not if she did know it why didn't she disclose it to the public. So there's a lot of questionable behavior as it relates to occurring as it relates to the use of public money the guarding of public money and the protection and the proper spending we need these jobs done in a timely fashion we need vetting better vetting of the contractors and when you can't detect if a person is overextending themselves when you default on a city project at Camel Industrial Park at nine million dollars another three here and a three there and a two here the city should be concerned and there should be an emergency action or something to call into play. Now this $760,000 I'm informed was paid to the contract PSI if you go there and see for the setup the work that was complete as I said there's two trailers there's a black cloth to control the dust there's gravel that was brought in by truck there's runoff the black better management sausages that you place around property the perimeter and that was it that person then can claim that is five percent. Now I didn't mention that this was a non a Native American corporation not a Native American minority corporation who won an award something's wrong here I'm all for getting the job done and giving fairness to competition but if you demonstrate that you can't do the job and we're talking millions and millions of dollars at stake here and the interest of the public and exposing the public to safety concerns and danger I don't think that we should tolerate that at any cost a minority business and this person also won an award for being the minority business I'm not speaking ill of the minority business program because it's trying to right some of the wrongs but don't right the wrong to a point where it's off kilter where we are exposed to loss of revenues loss of monies and dangerous conditions on the roadways it's just not logical. So talking about using local businesses and local resources these two trailers now I make a phone call to the company that rented or delivered the trailers to PSI and I inquired as to who owned the trailers they said they did and they expressed concern that they had not been paid so that's a pretty good deal if you ask me you go in and you do 5% of the work and that 5% I don't know if it constitutes 5% but we'll accept what the state say and then in turn accept that but when vendors are harmed or cause to lose money or cause to have to fight for the money they're rightfully owed from these contractors then something is wrong we need to review the procurement process we need to step up and have better monitoring and management and oversight maybe they do maybe they dropped the ball on this one that's the big question why was the ball dropped on this one if there is anybody willing to play ball that's the problem we are pretty much exposed to loss of revenues again exposed to danger delay in services delivered and in turn higher cost at the tax box when it comes when you open your mailbox it just does not seem that the taxes are going down and this might be yet another example of the waste fraud and abuse that we also are so concerned about our fear that is prevalent and prominent in our culture here in Honolulu we should think rethink this the mayor the city council need to revisit this this is a biggie to default in such a fashion with so many contracts it's not to be taken lightly and it does not speak well for the procurement process or the monitoring or the oversight or the management on the part of the administration so on the big island I told you they too lost a bit of money or time in the area so here's a press release from Mayor Harry Kim and the headlines contractor for aeration sludge removal at Keala Kehe transfer state of defaults the contract in charge of the project to provide aeration pump upgrades and sludge removal at the Keala Kehe wastewater treatment plant has defaulted and dredging of the facility sludge puns has come to a temporary hall according to the Department of Environmental Management I'm not going to read the whole thing but again this is suggesting that our procurement system or the people that is managing it are handing out or doling out our monies does not have our best interest at hand it's not monitoring it's not policing it and we need to do better I'm not preaching I'm attempting to teach we can do better we know we can the monitor is in place we're paying people to do it so how is it that again one person can have five contracts and more to default and just in the city and the state and by the way the bridge is still sitting there traffic is transferring over and that is it so again I want to thank you for tuning in to eyes on Hawaii on the think-tank Hawaii it's always a pleasure bringing you something of this sort to nature and and enlightening you as well as myself as to the loss and the cost and what can we do better so let's ask our mayor our governor our city council our state representatives to do better let's come up with stricter laws and monitoring and avoid the waste and fight the waste that we witness here and the fraud I believe it's fraudulent that we would be led on to believe that things are happening when they're not happening so that's about it and thank you my executive director Jay Fidel technical support from Robert McClain and Ray Sangolan and Nick Sexton this is eyes on Hawaii thank you I'm your host Carol Cox see you in two weeks Aloha


So YouTube team keep it clean. What's going on the same grave in here with another video And in this video, we're here to talk about the game very exciting game that we just finished watching Between the Rams and the Eagles the Eagles ended up pulling out the victory And just to talk about it really quick before we get into of course What's the worst news of the day? But it from the beginning of the game when Carson wins through that pick It looked like and then the Rams went down the field. It looked like the Rams were gonna just look like they were gonna dominate this game Excuse me, but then right after that The the Eagles they just started I think they went up like 21 seven then it started like looking like the Eagles We're gonna dominate the game But then after that the Rams kept coming back and the game remained close throughout It remained close throughout and it was a heck of a game They kept talking about coming into the game. These are the number like the number one and two offenses They both average in like over 30 points a game, which is crazy More so for the Rams like who would have thought that the the Los Angeles Rams out of all people would be average in 30 points a game 30 points a game But anyway the and this is another game where a lot of people talked about a lot of people I've been talking about throughout the season that the Eagles haven't really been playing anybody I mean the only team they lost to with the Chiefs and the Seahawks and those are like the only teams They play with a winning record or something like that But then I guess this game is a game where they played somebody with a winning record and they won so um either way Y'all know the outcome of the game y'all know what happened Eagles did win in Division 2 so to get a home game but that's not all that all of that stuff matters, but It really doesn't matter anymore now.  I hate stuff like this man. I hate it I always say the worst part about football is injury. That's the worst part about it. It's not the rules It's not the refs. It's not any rigging. It's not any bets. It's not any hard hits.  I hate it with a passion man.   That don't mean it ain't torn But I mean, we'll see what happens man But if Eagles if Eagles Carson Wentz is done if he's done for the season Eagles, they've done too But oh my fault, I didn't even introduce myself. We've been talking about this the whole time Let me introduce myself me. I'm engraving vision. This is my YouTube channel engraving vision I'm a Ravens fan, so we got a game coming up in a couple of minutes that I'm very stressed out about But even though I'm a Ravens fan on this YouTube channel, we talk about football periods So if you're Ravens fan, if you were Eagles or you were Rams fan, make sure you subscribe to the channel Make sure you turn your notifications on so you never miss not one video and make sure you leave a like on the video It's 50 people in here, but only 17 likes y'all make sure y'all click that thumbs up button because like my guy Ryan Maddler says it's completely free all 52 y'all make sure y'all click click the thumbs up button But yeah, but like I was saying Yeah, just because he was walking off the field don't mean he didn't tell his ACL that means like nothing that means nothing but Cuz it report after report after report after report after report after report after report kept coming out Went ACL ACL ACL so it is It is bad man It's bad It's a sprained MCL. Oh, we'll see We'll see Once it's confirmed, whatever it is, but we're gonna definitely talk about it, but This ain't looking good at all But if like I said if it is if he's done for the season Then Eagles I feel like they've done to Nick foals. Yeah, Nick foals is he's Nick foals. He is Nice backup and he started plenty of times before two He ain't Carson Wentz though, man He ain't Carson Wentz Carson Wentz and I saw the play where he got injured I believe it was on that touchdown where he dove and then he got hit low and got hit a little bit high, too but he the plays that Carson Wentz makes did y'all see that throw to Not Nelson Aguilar to Alshon Jeffrey the touchdown Did y'all see the the throw who for that touchdown to Alshon Jeffrey? It was a great throw and he threw it like all them between the Rams defenders and then it was such a great catch Because with the catch Alshon Jeffrey had to concentrate and focus while all those defenders went in his face And he had to stop the ball from hitting the ground and it was just a perfect play. I don't see I Don't see foals doing stuff like that. I don't I don't think it's gonna happen But I don't know man.  I feel for Philly right now I feel for Philly bad right now, man. They lost their guy. They lost their guy sucks, man Sucks, but again, hopefully hopefully it's wrong. Hopefully it's not a ACL tear. Hopefully not hopefully it's not but um Rodney say he was clearly hurt any other time he would have ran it in on that last fourth down play So, yeah, we'll see man. We're gonna see we're gonna see real real soon I'm sure the report is gonna come out tonight That's either gonna confirm it or let us know exactly what it is It's gonna it's gonna confirm it's gonna be tonight that they're gonna confirm whatever happened to Carson Wentz Whatever type of injury it is and we will know for sure then but either way I appreciate y'all man Thank you for watching now. I gotta go get ready for my guys because I'm It's kicking in now. It's kicking in. Anyway, I appreciate y'all man Thank you Make sure you subscribe to the YouTube channel if you haven't already turn your notifications on if you haven't already and make sure you Leave a like on the video if you haven't already because it's completely free and you can follow on Twitter Instagram and snapchat All three are engraving vids and we will definitely be tweeting Throughout this entire game. That's about to go down right now Just kidding. Alright, I see y'all man. I love y'all


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Today I'm going to show you how we work with odd and even numbers in a Montessori preschool classroom. In our classroom we use the term cards and counters. We are teaching the children to differentiate between odd and even numbers from number 1 to 10 using our counters, cards and counters. The children will be able to identify that an odd number does not have a friend and an even number does have a friend. And with an even number we can divide by 2 and with an odd number we cannot divide by 2. Our numbers range from number 1 to number 10. Okay friends, today we're going to learn about odd and even numbers. Odd and even numbers are numbers with a partner or without a partner. So first we're going to take all our cards and counters and we're going to put our numbers down. Now what is our first number on the number line? But first we start with zero and zero means? And the next number after zero? So Mrs. Dennell is going to take number one. And what number comes after one? Two. Good job, so now we know our numbers. So Mrs. Dennell is going to do the first two and then I'm going to call each one of you to do the next number. So my first number is number one. So I'm going to put one counter under number one. So say this with me. One. One. One. The next number is number? Two. Two. One. Two. Two. That's number two. Number one is an odd number. Can you say that? Number two is an even number. Now I'm going to call on a friend to do number three. Kira can I start with you please to do number three? Is it an odd or even number? Odd. Why? It doesn't have a friend. Thank you. The last one does not have a friend. So number three is an odd number. So let's go through all our numbers from number one to number ten and we're going to identify. We can divide by two. Good job. So let's go through all our numbers from number one to ten and we're going to identify the odd or even numbers. So number one is? Odd. Number two is? Even. Number three? Odd. Number four? Even. Number five? Odd. Number six? Even. Number seven? Odd. Number eight? Even. Number nine? Odd. All right now let's identify all the odd numbers now. The one that does not have a friend. All the odd numbers. One. Nine. Again. One. One. One. Three. One. Five. Five. Seven. Nine. Nine. Now let's say the even numbers. Two. Even. Four. One. Six. Seven. Ten. And those are our even numbers. So now we know how to identify odd and even numbers. Well done friends. You did a wonderful job. Thank you very much.