Welcome, everyone. My name is Patty DeBeau. I am the president of Parsons TKO, hosting this webinar. I am thankful to see you all here today and look forward to a really great conversation about digital asset management. I'm joined by my colleague Adam Good here, who's a senior strategist with us at Parsons TKO. A few of my other colleagues sprinkled throughout. In particular, we've got Andrea Bishop with us today, who is our admin for the meeting. So if you have any issues, technical issues, or any other questions about the topic through the session, please don't hesitate to put it in the chat for the Zoom. And just note that we are recording this webinar, so we will be distributing this to everyone afterwards. And we will ask we're going to split the session today a little bit between some presentation up front, and then we've got about half the time scheduled for Q&A. So we will just ask if you've got questions to please put them in the chat, and we'll be keeping track and documenting those so that we will come back to them once we get through the initial part of the webinar. Before we get rolling, I did just want to give you all a quick overview of who we are at Parsons TKO and what it is that we do. Obviously, asset management is a piece of it, but we are a consulting firm that works primarily with mission-driven organizations and nonprofits. And the way we think about what we do is our philosophy of what we call engagement architecture. Engagement architecture is the way we think about the work we do, the work our clients do, and a holistic methodology for approaching your audience outreach. It is not just marketing, it is not just development, it is not just communications, it is all of those things and more. And so we've got a little graphic there on the side that shows you the holistic way we think about it. Engagement architecture is not only the tools and technologies of how you do outreach to your audiences, and we'll be talking a bit about that today, asset management platforms in particular, but also what processes and governance you have around that, what people and staffing you have, what sort of goals or strategy you have in place, and how does all of that come together to provide great audience experiences, what data are you capturing around it so you can learn and iterate. And so it is something we love to talk about. We'd be happy to talk to any of you about it more if you have questions about how we approach the work we do. I thought that might just be some helpful framing for the topic we have at hands today. And with that, I'm going to turn it over to Adam to kick us off for the main part of our webinar. Excellent. Thanks Patty, and thanks everyone for joining us. So today we're really excited to be talking about improving digital file management in the remote age or paraphrasing that a little bit.  Damn, of course, standing for digital asset management, which is basically how you are able to manage your digital assets collectively and cohesively throughout your organization so you can implement more effective communications and engagement with your audiences. I was really, I have been really excited to give this talk primarily because I get to say damn pretty much every slide. So I don't know if we'll have an official running tally of how many times I say that, but for those of you watching from home, if you want to keep track, it'll be a lot. And we'll have a lot of puns. We'll have a good time along the way.  What is damn? Why are we here? What promise does damn hold out for us? So I said that there would be puns. I'm going to just get some of them out of the way.   You see some people in the front audience looking kind of scared like maybe they've put their files in the wrong places or something. But it's not that. It's also not the best damn root beer. This is not a product placement. We weren't, you know, we're not sponsored by by this company. I do highly recommend this.  So what we are talking about is the ability to organize your assets so they can easily be found and used throughout your organization. And really what it comes down to, and the reason we put ability first is that is this interrelated connection of the technologies you use, but the people who use them in the processes that you have in place so that they can be used effectively. And found and used, I will really want to emphasize as well, because this isn't just kind of archiving all of your documents and creating a library that just sort of sits there until you need something. Damn is really about empowering you to find the materials you're looking for and use them for whatever you need to create in order to engage with your audiences or engage with your stakeholders.  Or I need a, you know, I need a video that I think we produced three years ago and I want to share it with a thunder. Damn allows you to find those things more effectively and easily so that you can communicate out. So chances are some of you may have a dam in place already an official digital asset management platform. But if you're like most organizations, you probably have a lot of damning going on around the organization that's very ad hoc. So if you have files in your email, like I don't know how many emails I have that like have an attachment that I've forgotten to download to a solid location.  You know, maybe you do have something official like binder or another dedicated platform. And that's just in the, you know, in the distributed online sense, you know, you probably also have random folders and files on an interns desk, which they might not even be able to get to now, because of remote working. And you probably have, you know, hard drives from five or six years ago, that maybe have some really good event footage of the organization's leadership, but you're not sure. So this is just really to say that most organizations have assets. And I'm going to put manage and scare quotes here, because they're kind of all over the place. And that's something that organizations run into a lot. And that's the that's the environment that that dam as software and dam as process is really meant to to help get a handle on. So we're going to do a quick poll.    You have a dam, but you don't use it well, you know, a lot of these things can be tricky to set up and use consistently. Or maybe you are just here for the puns, you heard that we're going to be doing a lot of dam puns, you have already have a dam, it's great. So let's just take a second to do the poll. Alright, and Andrea is going to let me know I think when that's ready to share. Okay, awesome. Alright, so about evenly split a little bit more people, you know, have a dam, but don't use it well, or don't have a formal dam, and you need one. And I think what this really shows is that, you know, even if you have a tool in place, if you're not consistently using it throughout your organization, it's, you know, it's effectiveness decreases. You know, there's there's, even if you have an initial official dam, and people are still mostly using emails or using slack to share files. That's a lot of stuff that's falling through the cracks. It's really great to get a sense of kind of where people are. Okay, so that's what dam is. That's where you are.  You know, why are you here? Why does this matter? So you're probably a hot mess as an organization with your files. And you know, this isn't meant to meant to disparage anyone. But your your file system may be a hot mess. And I created this graphic from this bless this mess show, which I haven't watched, but I'm pretty sure it's like a documentary about raising pigs. And just to really say that you have probably files all over the place that are you know, both online and offline, you may have a system or you may have too many systems like that list that we just saw, you may have no process or too many processes that are competing like someone says, Hey, for this group, you're going to put your files here. And for this group, you're going to put your files here on someone's hard drive. You know, and so the the long and short of that is that finding stuff takes forever. It's really hard to find the exact thing that you're looking for.  And that becomes even harder to do when you have distributed teams. So I did I have to point out that from now on, I'm going to be calling J pegs, J pigs, because funds. Okay. So what damn promises is a is a new way. And this is just a screenshot from one of my favorite movies, Wet Hot American Summer, the sort of the training montage, where these two characters, you know, work out and really figure out how to become better people. And they're sort of celebrating at the end. And what damn sort of promises is this, this new way. And in the movie, the character says, Can you show me this new way? And then they do the training montage. So with the new way promises is, you know, increasing organization. So you want to get your files organized. The one of the first benefits of that is efficiency, you're able to find files more quickly, more efficiently.  Another big key reason for this is consistency. You know, you want to have you consistent use of the correct assets and the correct formats. You don't want five different versions of your logo that aren't approved hanging out in different places and everyone sort of pulling their own. Another thing that this does is it improves institutional memory. So instead of having like one person who's been at the organization for 20 years, and you're sort of relying on their encyclopedic knowledge of, you know, hard drives that are stored around the physical office, you have that institutional memory on a digital platform where you can collaborate, where you can collaborate in a distributed way. They should really be seen as collaboration tools, where if you're working with different members of a team, you're trying to come together to find the right assets to create something you're going to be able to collaborate more effectively with a dam system in place. And also inspiration. If you have materials that are organized, it's going to be easier to find things that truly inspire you and that truly inspire your audiences. And this is just putting a quote here from Jill Schwartz from American Forest, who we help them with their with their dam search. And the reason that that they were looking for a dam was really to get a handle on all of their digital assets. They're, you know, like we've seen before disorganized lots of different systems. And by really taking the time to understand what they were looking for, figuring out how to search through the dam and find the right platform that fit their needs. Now they're better able to organize and find assets and spend more time creating and communicating than just sifting and searching. Okay, so hopefully you're saying, Okay, this is great. Damn me. I'm excited. I'm ready to go. We need dam and we need it right now. As we're going to pump the brakes for just a second and say, Okay, hold up. Okay, dam just isn't just a software. So who are your dam people? Who are your what's your dam process? Where's your dam governance? You have to take take time to look at these aspects of how you're going to use any technology or any platform in your organization. And just to go into that a little bit more, you know, it's important to think of dam or digital asset management as a capability, not just a software. It's the connection of the people who use your assets, the processes that dictate, you know, like how people find things, how people edit things, how people deploy them. And then the technology, the tools and platforms where your assets are stored. And around all of that is your governance, which is really, you know, what are the rules and guidelines for asset use? And, you know, I want to stay on the slide for just a second, because it is so important, it's with where so many organizations kind of rush to get a new technology, and then don't end up using it well and kind of fizzles. You know, whether that's a dam or a CMS or an email tool, or a fundraising platform, you know, the the the true value of any tool is how well it's used by the people who are intended to use it. So part of getting a better handle on your digital assets is really spending the time to understand, you know, that it's a capability, and that each of these aspects has to be, you know, clarified and understood and incorporated to be successful. And this is just an overview of kind of asset management processes and governance, just to give you a sense of what it really means to have processes in place to sort of simplify the complexity of asset, you know, creation and ingestion and use. And this is something that ideally you have documentation that maps out how all of these things happen. So the process from where do we get our assets from is that internal, you know, internal communications people? Is it freelancers that we're, you know, hiring to shoot video at our events? How are we sourcing those assets? How are we ingesting them and refining them, like putting them into the dam? And then how are people using them? The all every aspect of that should be documented and clear for anyone who's using the dam to really say, OK, if I'm going to search for an asset, here's where I go to search for it. If I need to get an asset, if I need to get some video for an event, here's how I request it. Here's the process that goes through. And that's kind of a continuous process that sits above kind of collection management and system administration, which is really, you know, that you don't just dump all of your files into a folder and say, OK, great, it's all there. Go find it. You know, the collection management is how do you get stuff added over time? How do you archive stuff? How do you remove things? And system administration is how are we making sure that the right people have access to do the right things at the right times? You know, we don't just want everyone in the organization to be able to do everything with the dam. We need someone who can sort of define what those roles are and, you know, help people with their passwords and things like that. And that overall, you really do need to have governance, which is your documentation, your rules and your guidelines that really spells all of this out clearly. And, you know, this is why we put it put the section before we even talk about the features of a dam or the pricing of a dam or the different specific dam dam platforms or software that's available. Because without this in place, you could get an amazing system and, you know, and then it just doesn't end up getting used or it gets used 50 percent, which in many times, many, many ways is is actually worse than not being there at all. All right. So we're going to do another quick poll. How is your dam governance? So nonexistent. We don't have any clear processes documented. Is it OK? So you have a system in place, but there are lots of gaps and ad hoc processes. So maybe you say, OK, all of our files go in the Google Drive, but then a lot of people still put them on in Dropbox or on their personal hard drive. And then great is you that slide that I just showed, you've got some version of that in your organization and people follow it religiously. We'll kind of see how see how folks are. Awesome. I can't wait till we get to the Q&A at the end to see who has the really great governance that's followed consistently. Yeah, this is great. So, you know, what one of it we find that a lot of clients, a lot of organizations are kind of in the middle, that there is some system, there is some documentation, but there's lots of gaps. And that's particularly where governance is very important, not just in like a set it and forget it kind of way, but making sure that you're building awareness and buy in throughout the organization of exactly what the processes are and how they should be followed so that you don't have 70% of people doing it the right way, but 30% of people doing it the wrong way, which causes problems for everyone. OK, so how to dam your org? So if you're kind of wanting to move to a new dam or kind of improve the dam that you currently have, there's kind of three big sort of steps or phases that you want to follow. The first is gathering requirements, and that's really getting into what are you trying to do with the dam and why? And then once you have those solidified, then you can evaluate vendors. You can look at particular, you know, particular platforms that, you know, provide different types of features and may get you what you need to do. And then third is implement. So starting to actually roll out the dam and we'll get into a couple key points for each of those. But it's really important to kind of follow this general arc, so you're not just saying, OK, this software, the price is about right and it has the amount of storage that I need. Great, we're going to do it and then just go from there. It's really important to sort of break it down in this way. So when we're talking about gathering requirements, we're talking about a couple of different things. So again, thinking through the users and the processes, who is going to be using the dam, who's going to be contributing to it, who's going to be managing it, who's going to be searching. And this is where you really want to get into those specific users. So maybe you're starting with your comms team and, you know, who are the users in your comms team? Exactly what do they want to be doing? That's going to help you clarify, you know, a lot of what you wanted the system to be able to do for you. This is where you can start understanding your storage space and file types. So how much space do you actually need? You know, one of the key cost drivers of dam software is storage space. How much you're actually storage you're using. Search use cases in taxonomy. We'll talk about that a little bit more in a minute, but like, what are you actually searching for? In order to have a powerful search within a dam, you need to have a clear sense of the types of things you're looking for so that you can establish a good taxonomy or organizational schema. And then finally, what are some of the key features and integrations you're looking for? You know, perhaps, you know, very common integration that organizations are looking for is someplace that can serve images from their dam to their website so that if they update an image on their dam, it will update on the website and they don't have to manage one version of an image in their asset management platform and another in their CMS. So that's kind of at a glance the gathering requirements phase of damming your org. And then when it gets to evaluating vendors, there are tons, there are dozens of dam platforms out there. A lot of the key things you're going to be looking for are usability and a lot of a lot of platforms will give you a trial or let you really get hands on with your team to get a sense of how usable it is. How does it feel to actually do the day to day work of finding files? You know, that's that's very, very important. And then the other piece is cost. You know, a lot of what that boils down to is how many users need to use the system and how much space do you need? And you don't always assume that you need more and more users and more and more space. There's a lot of sort of nuance there that can help you really dial in your requirements. Another key thing is onboarding and support. So when you're looking at different platforms, what does the process look like for getting it set up?  Or are they going to help you set it up and walk through it and sort of customize it to your particular needs? And then what kind of support do they offer moving forward? And that support level will be different, you know, for different organizations. Some people have really dedicated, you know, teams or team members that really know how to use these platforms and and might not need to rely on, you know, everyday support from from the vendor. The last piece is features. And again, this should really be dialed in and dialed back to what the requirements are. A lot of a lot of damn platforms have very advanced features that you might not ever need to use.  If you're not going to use an advanced feature, you know, really, really weigh the way the feature set against what your actual needs are. And then once you've done that, really thinking through the implementation. And this is something that, you know, in another version, I could have put this even before the gathering requirements, which is really planning your rollout. So who is going to start using the damn? What's that process going to be like? Are you going to try to move all of your assets over at once or kind of a small batch and get buy-in from people in the organization of, you know, a significant change to your processes is coming. So you want to be starting to plan your rollout from the beginning. One of the things that you can do is to start small. So a lot of clients that we work with like to pull in either their public relations team or a comms team or some relatively small team to say, we're going to start with this team. We're going to get the assets and we're going to create processes that we can follow. And then we'll take that out where we'll roll three other teams in and we'll roll four other teams in. And while we're doing that, we're tweaking the system. We're doing a lot of iterative enhancements. Maybe we're updating the search criteria. You know, maybe we're changing user roles. You know, there's a lot, a lot of fine tuning that some of the best, you know, the damn platforms allow you to do and by starting small and and and sort of planning a rollout where you're solidifying what you're doing, you're going to have a better, a better product and a better capability as you roll out through through your whole organization. I'll just put these up here briefly just to see the step side by side. But again, we'll be sending around this the stack and there'll be a video of this so you can sort of have this, you know, at your at your disposal, you know, one of the key pieces that we put here is a most most organizations will really quickly jump to number two, right? They'll say, OK, we have this much budget, you know, we have 40 people in our organization, so we need 40 users and we need five terabytes of space and they'll just kind of look for the thing that fits that fits the price tag or their budget. And those efforts are often bound to not be as successful because the, you know, you really need to spend time thinking about who's using the system and how they're using the system and how it's going to be implemented and supported over time. Yeah, so I'll put that there for a second. OK. But which dam should I get? So, you know, if you're, if you've already done that or you're kind of thinking like, what are the general types of ranges of platforms that are out there? This is just kind of a conceptual model that we use to sort of really think through three different kind of levels of dam. One would be something that's very minimal, which is kind of online storage that you can have in different folders. You can make it more or less searchable. You can add users, but it doesn't have a lot of the kind of advanced features. So some of you may be using Google Drive or some of you may be using Box or Dropbox. And I'll say that even some of these minimal solutions are starting to add more features that that let them kind of approach becoming a full featured dam. So if you're really looking to kind of like cut costs or you have a really small team and really kind of niche use cases, then maybe something like a Box or Dropbox could work again. So much of it depends on good governance. Then you have a sort of a mid-tier level, which are fully dedicated dam systems. But that they have a lot of the features that most mission driven organizations need, you know, in terms of being able to collaboratively upload and organize assets, having really robust search and metadata and taxonomy features, as well as other sort of basic integrations. And then you have kind of a category that's enterprise. This is where you get into your oracles or your Adobe experience manager or Salsify, etc. And these are really, really, you know, like these are, you know, this is like your Coca-Cola's of the world are going to be on these platforms, organizations that have, you know, thousands of marketers or communicators distributed around the globe that are working from the same system. The price scales accordingly. So, you know, what we found with our clients is somewhere in that mid-tier is normally what they need. You know, we've taken a look at a lot of the enterprise systems and a lot of the a lot of them are just at the scale that most most of our our clients just don't don't really need. OK, so we're going to do two kind of quick exercises and then we'll get to some QA. So one little game that we're going to play is called Where's Where's the Dam JPEG? And this is really to underscore the importance of searching and taxonomy for your for your dam to really be powerful, right? Because if it was just about putting stuff neatly in folders, Google Drive can do do the work for you, right? You have clear folders, put the stuff in the folder. That's great. But when you want to be able to really hone in and find very particular assets, that's where thinking about it in terms of search and taxonomy becomes really important. So I like this like this scene from The Matrix where they they're about to go into balance. They were going to need lots of guns and then just like they all by right. So imagine you're saying we need we need images and now you have a thousand images or 10,000 images. How are you going to find this specific image? It's really what you're looking for what's really going to be effective for whatever purpose you have. And that's where taxonomy comes into play. Taxonomy can be called a lot of different things, organization, categories, classification, metadata. But when we're talking about it in terms of digital asset management, it's really your system that lets you categorize and organize your assets. They can be found and used through searching and filtering. And again, that's why we'll we'll do the exercise here. That is really about what are you looking for? And by having a clear organizational scheme for your assets, you can find things more effectively.  And they give you a lot of ideas for how you can categorize your assets. So go to your website, look at your IA or your menus, look at the emails and the folders you have, look at project names across teams or marketing campaigns. You know, all of these places are areas where you may have formal documented taxonomies or even informal taxonomies that are in place. So what we're going to do here is just a quick exercise. You can do this on your own if you have examples or questions about this, you can bring them up in the chat at the end. But the point of this exercise is really to help you get clarity around the types of searches that you're that you're looking to do. And it takes the form of in order to create blank, I need to find blank. And the reason we put it in this order is that you're you're looking for assets for a reason, right? You're not just like, I just want to find some assets.  You need to create something. You need to do something. And so you need to find particular assets.  So it could be, you know, oh, I need to find images for an annual report. Right. But then as you go through that process, you're thinking, OK, well, what kind of images do I need? OK, well, I need images that that are out in a in a national forest that are in California because one of our major funders is from California. And I need images that are, you know, horizontal rather than vertical because I that's what I really want on this page. And I need I need images that relate to deforestation. And some of those examples of taxonomies or categories are listed there below. So you can really really think through specifically what you're trying to find. So, you know, I need to create a blog post and I really want an image that shows a volunteer planting a tree that's related to a corporate sponsored fundraising initiative, right. And so then, OK, I need to look for everything that's been funded by, you know, Coca-Cola as a partner and people picture of a person that is planting a tree that's kind of an activity. So just take a few seconds and jot down some notes about this. Part of what you'll do when you do this work sort of more deeply with your teams is identify out of all those searches, what are those common taxonomies that emerge where you want to be able for anyone in your organization to say, I really want to find pictures that are in forests that relate to deforestation. So then that becomes part of your taxonomy part of your organizational scheme. So you can quickly find those pictures. So this is this is a really key key part to unlocking the potential of digital asset management is taking the time to think through those searches. OK, and another way to really start getting into the details of, you know, getting ready to either advance the dam that you have currently or to identify a new a new system.  And it's basically Andrea is going to put links to up in the Zoom chat to you could either grab this as a Google Doc and copy it, fill it out in that, or you can download it as a PDF. But this is really a way to start organizing some of your particular organization's needs that would sort of lay the foundation for that planning that we talked about earlier up in that first column. So you can take a look at those files now will kind of explain what these questions mean and then can fill those out on your own at your own time. Or if you have questions or thoughts about them, you can bring them up in the Q&A period, which is coming up here shortly. So what do you want to achieve? You know, what are you trying to do with your dam? You know, where are files currently stored?  How much storage do you need? How many users need to manage the dam versus need to search in the dam? So a lot of the the platforms will have kind of more like administrator roles that allow you to do lots of things within the dam. And that might be a small, a very small portion of your organization that might be four people or two people. But you might want 40 people to be able to search within the dam. So getting a sense of how many users you have and what they need to do can help to kind of hone in on your requirements. Do you have governance? That's what we talked about a little bit above. Do you have an established taxonomy? And again, this is where you can look to your website or look to dams that you currently have in place. Like how how organized are you? Right?  You know, how establishes your taxonomy? And then finally, do you do you need any advanced features? And in the in the questionnaire, there's kind of a list of some more common advanced features that some of the bigger platforms provide. And that's more really just to start get it jogging your head about, you know, if if there are particular things that you really need the system to be able to do. So I'll pause for just a second so that people can open that up and you don't have to fill it all out right now. But just, you know, have take a look enough so that you have a sense of what's in there. And then I think we're ready to open it up for questions. So any damn questions. Great, we didn't have any tactical questions come in. But Gordon did note in the chat that and their organization is using Dropbox, but governance is a challenge. So I wonder if you could talk, Adam, a little bit about, you know, what people might do if they have a tool or don't feel like they can make a switch to a new tool, but really want to work on the governance side of this. Yeah, yeah, absolutely. And Dropbox is really powerful, right? Dropbox has a lot of a lot of things that, you know, allow you to do this work relatively well. But yeah, if you don't have the governance in place, a lot that falls away. So I would say a couple, couple things to get started. One would be getting a sense of how documented your processes are. So kind of doing a governance audit, like what what do we have documented so far that we can rely on if it's not documented, start documenting it. Then the other piece is really identifying, you know, where the lapses and governance are happening and sort of making a list of those so you can see what to kind of course correct around. Another key part of that is who who are your users? Like who's doing what who's allowed to do what in the system and are they are they adequately on boarded or educated into the governance because a lot of times you can have governance. But if people don't know that it's there or they're they're not aware that it's been updated or they're not, you know, held accountable if they're if they do something that's outside of the governance, then, you know, then it might as well not exist. So again, like the the pieces of that are really documenting what you currently have or looking at your documentation, you know, seeing what kind of users you have and what they're doing and really sort of articulating the the list of where the governance is is is falling down, you know, because it might be that people are putting things in the wrong place, right? So how do you really clearly communicate? Hey, when you're putting an asset into Dropbox, here is the step by step process for doing that. Another piece on the on the documentation is really ideally establishing some, you know, organization wide a place widely known in the organization that is the source of truth documentation for your governance. So maybe that's a wiki, maybe that's like an internal, you know, an internal resource page that you manage, but something that basically says, hey, if you're using Dropbox, here's how you use it. Here are the processes to follow when you're uploading if you need to grant guest access to someone for a particular folder. And most importantly, clarity about who's managing and maintaining that governance documentation. So, hey, have a question about, you know, why this is the way it is contact, you know, Adam in the strategy department or whoever's kind of managing, managing those assets. Yeah, a couple other comments Gordon shared about some of the challenges is that, you know, they've got their photos and videos structured in folders by years and by events, but that, you know, many gigabytes of those files also live in shared folders. And I think that's a really interesting use case, Gordon, because it speaks to some of the limitations of Dropbox. Dropbox works really well as sort of general file management, but is pretty tied to a hierarchical folder structure. If you do start to look at kind of the next tier of more asset management specific tools, and particularly the ones that are focused on things like marketing assets and visual and video assets, they start to have a bit more flexibility around things like taxonomy, as Adam mentioned, so that even if things are in folders, they can live in multiple places with tags effectively. So you could tag something as, you know, we're using a lot of tree examples because we worked with American forests on a similar project, but, you know, you could tag something with a particular forest name or type of tree and it could live in the event folder. It could also live somewhere else. I mean, we'll be able to find it by searching the the other comment that Gordon made was that pretty much everyone is about to do is allowed to do anything. And I think that's another real big challenge of this user management piece, you know, something like a Dropbox or a Google Drive tends to have more kind of both broad strokes, permissioning or individual file level permissioning. And Adam alluded to this earlier, but one of the great things about some of the asset management specific products is and they have user types that are better configured for these sorts of things. So often they will have a user type that is just someone who can download assets. So if you have a, you know, external freelancer who does graphic design for you and you just want to give them access to here's all of our brand assets. Here's all of our images. There is sort of a defined user group for that in most cases. So there can often be sort of a tipping point between we're using Dropbox, we're using Google Drive and while we need something really specific to say our marketing assets. So that can be an interesting comparison. Yeah. And I'll kind of piggy back on that point about kind of living in multiple places, you know, in different file structures and things like that. So, you know, one of the things in many of those mid tier, mid tier dam platforms is the ability to sort of say things live in one place. So like you have a set folder structure and maybe, you know, maybe it's year and event, you know, events and marketing materials, whatever kind of core structure makes sense. But then you have your taxonomy, which allows you to sort of tag and categorize those assets for search. And then in addition to that, as Patty mentioned with user roles, you could have some users that are allowed to make their own collections, which don't actually move the files around, but sort of make the collection of assets that make sense to them for their particular use cases. Right. So what you don't want is, you know, a bunch of files in your events that then someone copies or worse just moves to their own folder that's like marketing events or in person events or fundraising events. Like you don't want those files to be duplicated in multiple places. You don't want them to be moving around, but it is very powerful to allow users to say, I just want to see a particular subset of events. And that could be a broad category like, you know, fundraising events. Here are all the pictures from fundraising events. Pictures still live in the events folder, but I've created my own curated collection of fundraising images, videos, etc. That I can use and my team can use. And that becomes that becomes very powerful when you give again with user permissioning. Maybe it's just the head of each department or a manager in each department is allowed to create a collection that then only their team is allowed to see. Right. You can get really granular in creating creating these collections and giving people access access to them in different ways. And as you kind of get further up the scale in your platforms, some of that user management has a lot of a lot of stuff baked in.  And this is the person who gave them access and if they want to get access again, they have to request access and that request will go to this user. So there's a lot of that user management stuff that gets increasingly baked in, you know, baked into platforms. You know, one of the more advanced features that some of the enterprise tier offers is built in workflow where the system itself will say, OK, Andrea submitted a photo. Adam, is it approved? Adam approves it and then it goes to Stefan for final final use, right? So that and again, that's stuff that can be managed just through clear governance and documentation. But the larger up your organization scales, the more you might need to rely on the system to do some of that work for you. And there's some chatter in the chat about, you know, this distinction between one file in multiple locations and, you know, versus just living in one place and being able to access it or curate it in different ideas or in different spaces. And that leads me to think about a question we hear really often, which is like, how do I know how much space I need? Because, you know, Gordon, to your point, the challenge with having something in multiple places is now you're just having, you know, double, triple, quadruple the space. If everyone who uses that file copies it and puts it in their own Dropbox folder for their own space on your shared drive. And so that's often a question people have is like, how much space do I need on my asset management platform? How would you go about answering that, Adam? Yeah, I think so there are a couple of different ways to address that. So one would be thinking of it again as assets that you intend to use for some reason. So, you know, a lot of organizations will have, you know, 500 hours of video of events. But that's just all the unedited raw video from events that they've ever done. But they have B-roll and then like specific video packages from those events that they want to access more frequently, right? So one of those, like all of the videos from from all of time for your events, all of that doesn't necessarily need to live on the dam, right? That's where you can you can easily use something like a box or Google Drive or a Dropbox and say, hey, for any of our stuff that we don't need to search through, we don't think we're ever going to really pull it up, but we still want it somewhere. You can offload it to a system like that where it's not using up storage space. So that's one sort of big conceptual framework to think about, which is, you know, what's what's the plan to use the material? If there's a plan to use it, is there a plan to be able to search for it and find it to be used? Then it's a really good candidate to be in, you know, in the in the official sort of standard dam. If it's not going to be used, you know, put it in an archive and you know, that I would say like that's that's the biggest distinction. Your your mileage is definitely going to vary in terms of how much space you actually need. But I would say that it might be less than you think and particularly with some of the more mid tier solutions, the costs go way up with the more storage you get, right? So the difference between 500 gigs in a terabyte can be considerable and from one terabyte to two terabytes can be very significant. So that that gets to the starting small piece of the of the implementation as well. Like what are what are the main materials you need for your communication team? Let's get those in there and see and you know, different vendors will help you calculate how much you actually need based on what assets you have. But yeah, those are hopefully some useful frameworks for thinking about that. That also raises a question about, you know, you started to hint at some files could be in a different spot. And you know, we're giving a lot of examples here about use cases of assets one might use for outreach, right? Photos and videos. This is what we do marketing and outreach to our audiences. But obviously, organizations have tons of other files. And you know, you you may choose to store archival video somewhere different than you store the you know, the photos you're using day to day or your marketing team is using day to day and needs to access quickly. And can you talk a little bit about that? Like how people may draw lines between what what assets ought to go in a damn platform versus not? Yeah, yeah, absolutely.  So that could be consent release forms or contracts with that you're using with freelancers. Those could go into the damn, right? Or they could go into another file storage system. You know, you could have all of your PDFs, you could have your press releases in the damn, for example, and you know, most mid tier to enterprise tools will actually index the materials of PDFs so that you can do deep searches within the PDFs to find particular phrases or content. So that's why we have in that in that questionnaire, you know, what kind of assets you wanted to put on the damn. And, you know, we have been talking a lot about video and images because those are, you know, so important for marketing purposes. But really think through like who's using the damn? What are the use cases that come up a lot in your organization? And part of planning that rollout is thinking, OK, even if we're starting with comms or even if we're starting with marketing or fundraiser or kind of whatever group you have that's going to really spearhead this, you know, find relationships with other people across the organization and say like, hey, what do you have problems finding on our intranet or on our Google Drive or, you know, whatever the case may be and really dig into those search use cases, right? Because I think you all more often than not find some surprising and interesting ones. And so I think, you know, really, again, it comes back to the use case. Like what do you need to be able to search for effectively within the damn? You know, it's not an archive. It, you know, parts of it can be used in an archive, but there are more cost efficient ways to kind of just archive all of your stuff. And Greg called out in our chat that the shortcuts function for shared drives in Google Drive is a great way to sort of replicate this idea of a collection, right? You can sort of store, quote, unquote, or access a file from multiple places in your Google Drive and not have to create a copy of it. And so, yeah, some of the tools have sort of similar approaches to that. But the idea of not, you know, really exponentially growing your space by having everyone copy the file is sort of the gist of it. And one of the questions that we hear a lot is how people might roll something like this out. There's been some questions and folks raising challenges in the chat about governance. And, you know, there are some challenges that come with that. And I think even just the roll out, right, like getting the adoption as a baseline before you can really think about maintenance and enforcement of the governments can be a challenge. So where would you start thinking about that? Yeah, I think the start small, you know, revise, iterate, enhance, you know, fine tune, tweak, all that good stuff.   I got the way that I do it. So the smaller the smaller the group you can start with that you can bring on board to realize that are excited about the value of that, right? That it doesn't feel like a burden. It feels like an opportunity. So maybe it is again, this is partly just from our experience is working with like a small comms team of maybe two or three or four people that they're like, we really need to be able to find our stuff better so we can write blog posts faster. We can put together annual reports. We can put together special fundraiser reports. We need to find our stuff better and faster. Everyone else in the organization, they probably need that too, but we need it now. You know, they're excited, they're motivated, they have the primary use cases that you could really sort of drill into and go, oh, like how how can Dan make your daily life better? And starting there, really getting people excited about what it's going to provide to them. And then really prioritizing like what we're going to start with, right? We're not going to pull over all the assets. We're going to pull over, you know, just our our event videos or B-roll and our video packages from events. We'll start applying the taxonomy. We'll create, you know, best of video out of it and we'll see how that worked. And as we're doing that, we're documenting our process in a shared location so that we can say, oh, here's where it's working. Here's where it's not. Here's where it's unclear. Here's where we would probably need to enforce it if we roll it out to a larger group. Yeah, so I just can't stress enough the idea of like starting small with a group of people who, you know, really want to change. And that that's often the case for most, you know, organizational transformation initiatives. Find the people who who are going to show up and be excited to do the work. I will point out, too, that that can often be a way to test it out in a pretty budget friendly way. One of the things people are often concerned about with trying a new tool or shifting to a new tool is cost. And I think particularly in our nonprofit space, no one wants to be spending tens of thousands of dollars on a new tool. We don't know if we need. We don't know if people will use. But I will point out that the two biggest drivers of cost for an asset management platform are the number of people you have using it and the amount of storage space you need. It can grow pretty exponentially in cost if you're trying to store hundreds of terabytes of things. But if you just want to get, for example, you know, all of the images the teams use in emails into one place so that they are easily accessible or if you want to get all of your brand assets into one place. And it's really just your three person marketing team that uses them. You could probably do that fairly cheaply and test it out and see where it goes from there. So the cost is really hinging on those two items and maybe not as insurmountable as many folks might think. I put out a last call in the chat to see if there's any final questions. It didn't look like there were any. Is there any last ones that folks topics people wanted us to address while we're here today? We've got just a few minutes left. Right. Well, I'll keep an eye on it if one pops up. But Andrea, do you want to maybe just share our what are our wrap up logistics? Folks will be receiving some materials from us. Correct. Thank you, Patty. We're going to be sending everyone that registered a copy of this recording as well as the copy of the presentation deck that everyone was able to view today. So be watching for your emails that will be coming to you soon. Thanks everyone for joining us today. It was a really interesting discussion. And if you'll have questions, don't hesitate to reach out to us. We're always happy to talk dams and puns. Thanks. Good afternoon all. Take care.


After the Apex Summit in San Francisco a lot of people are wondering are China and the US friends again Yeah, we have to switch the animal from Wolf Warrior to Panda Listen guys we got to talk about it the Apex Summit in San Francisco just completed We got to talk about some of the viral moments between President Joe Biden of America President Xi Jinping of China so make sure you like subscribe and turn your notifications Andrew But you know what else is a collaboration between the East and the West yes It's a friendly collaboration smaller sauce. It is shipping this week. I know it took a while guys I know a lot of people are asking where their sauce is trust me. It is coming I'm very excited to share with you guys smaller sauce.com listen guys. We're not geopolitical experts There's so many think pieces written by so many people who follow this so closely, right? But I'm here to give you sort of a layman's perspective on this somebody who's not Professionally involved in politics right because from the outside David if you see the clips It sounded like it was a positive meeting right right like they're just like the whole tone was just way friendlier Than you would have thought right so what do you think is happening? What are some takeaways that you have from this? So here are my first three points, okay? It's friendlier than I thought I think the media is distorting the story for clicks which then leads from the media to social media and my last part is Man, it's just nice to see the energy calm down a bit So back to my first point Andrew I do think that initially when Xi Jinping got off the plane and he's shaking hands with Biden Then Gavin Newsom has given him the NBA jersey from the Lunar New Year edition You know warriors jerseys obviously from the NBA team and Xi Jinping lets out the biggest smile I think he's ever let out in his life. Yeah Xi Jinping. He actually is a fan of basketball There's a long history of him of basketball in China and he's actually a fan even though he doesn't play that much himself He more play soccer. I mean he actually had a interesting conversation with the Thai Prime Minister about soccer I thought that was pretty interesting, too I guess he just came through like really smiley really relaxed and I guess everybody was just like smiling and just like hugging each other Now now David, I think it's safe to say he was seeming pretty friendly But is there a reason for people to doubt it and to think oh, he's lying He's just putting on a front guys China's actually plotting on the low. Um, you know, I Don't really think so. I do think there is real motivations behind it China's economy is incredibly slow right now relative to the past 20 years America's economy is also slow in a different way whether it's like hyperinflation. It's involved in all these foreign things right now Right basically Andrew China and America are each other's biggest trading partners So for the way the rhetoric was to be like slipping into almost like it almost felt like the vocabulary was like going towards World War three and then there's some real wars that break out all around the world and everybody's like whoa Whoa, bro. You guys how did the talk and the vocabulary and the syntax get so crazy right between like people who own a restaurant together Right? It's kind of weird when you see the other conflicts that are going on across the world that are real conflicts real great people are dying And then you think about in a way and then you think about the relationship between the US and China and you're like It's not as bad as I thought like it's really not like we still a little intellectual property here and there No, yeah, I get it America is you I guess you could say Judeo-Christian Protestant at its core right theoretically I guess China is Confucianist or some people want to say it's Taoist or Buddhist at its core But at the end of the day Andrew in modern day 2023, these are two capitalistic countries They're consumeristic. They're capitalistic both countries incredibly materialistic, you know, they they make it in China They buy it in America They reship it back to China to buy it again because they like the American brands If you guys did not hear the quote that came out of it literally Xi Jinping and Biden both agreed that war is really not an option They essentially said that they said we cannot go to war the earth can sustain both of us We can both be successful war should not be an option. So anyways, and then Biden was I think said we have to be sure that Competition doesn't slip into conflict. Yes through miscommunication. Yes. Yes. Yes. So that's why they wanted to communicate David Your second point you're talking about the media here because the media for some reason both sides of the media It seems like I don't even know what right side left side. We talk about Fox or CNN It seems like they always drummed up the feelings between the US and China more than they needed to what the end of the day guys Like I said people have to understand that media companies are there to get clicks. They're there to get watched through time They're not there to necessarily improve the situation or even keep the populace Fully accurately informed about anything. They're here to make money and sell ads just like any other TV show is just like any YouTube channel It's just like TV show is literally and I think that so the first thing that went viral was SF is being cleaned up for Xi Jinping, right? That went viral hyper viral. That's like still going on in its own way, right? And we made a whole video talking about it.  Um, I will say this so that so after they have a pretty friendly first meeting It's not like anything big is discussed, but they're trying to smooth it out, right? We just want to simmer the temperature down. He Biden gives a press conference to the journalists, right?  Yeah, because that's what he is. They just run a very different system than us And then the media tries to make it into this huge thing like China's gonna be super offended and everything is like gonna just crumble Oh, you're saying that the way that the media spun that is that Joe Biden Called China a dictator and now all that friendliness and that whole meeting just goes to crap, right? Well, you can see Blinken's reaction He cringes because that's his job is to watch for messaging like that But ultimately it turned out to be not a big deal and then actually Joe Biden gets up in the middle of like one of their like Boring translated talks and just like goes over to Xi Jinping and it's like, you know shaking his hand and smiling So it seems like I guess what I'm saying is there's a media cycle and then there's the social media cycle Where people who like really don't know the whole story or don't even care to know the whole story give like a 10 out of 10 Yeah, I mean, I would say obviously Biden did make a mistake maybe by saying it that way No, he's not technically wrong by the dictionary definition like and then what people is a dictator So are people mad that he called him a dictator or that he didn't back down from his previous words because then like anyways So weird because some people are mad at him for not being a adept statesman, right? And they're saying that's because of his age, but then other people were like, you know, I'm conservative That's the first time I agree with Biden. I like that. He said that man. So I'm like Trump So it's like, you know what I mean? It's so interesting to see just the myriad of reactions of people who are you know Probably really not that invested in it But they just like are invested almost in a tone or a narrative and uh last but not least Andrew It's just nice to see the energy calm down a little bit It was just getting out of hand man. I really felt it I felt like I was just like why is everybody acting like they almost like want it to go to World War? Yeah, I didn't understand that part where it seemed like for the past couple years Especially people like just regular citizens were like, we're gonna go to war with China I'm like who said that like why would you think that like there's literal real wars going on across the world guys? You see the horrifying those are real wars What China in the u.s. Does it's definitely a rivalry. It's definitely competition. There's definitely some spying There's definitely some stealing of intellectual property. There's might be some cia plays over in China Like you said, it's Brazilian jujitsu and there is some cheating. There's some Cheating much like Brazilian jujitsu match somebody stuck their finger in the other guy's butthole Someone's kind of kind of scratched their eyeball in the other guy.  And then one friend just kind of lays like a kind of a hits a little too hard gets you in the eye and you're like Damn, bro. That wasn't supposed to happen Hey things happen. But of course, uh, and there was some people like tom cotton Who was like, I can't believe we even let that foreign adversary on american soil let alone shake his hand I couldn't believe that I couldn't I don't I'm just like, bro David do you think people actually even understand what war an actual hot war between china and america Could we would be like I think it would be really bad for both countries now You might say oh america might win that one Yeah, barely but everybody would be like in shambles like it really would not be a good idea for both people Yeah, and like I said guys, uh, we're just saying this because we're just like look like a lot of people are gonna look at Our situation to be like, well, you guys are chinese american Of course, you feel that way or elon and ray dalio and jamie diamond Of course they'd be at that $40,000 plate per dinner elon muska be there zuckerberg I'm sure he was zooming in from his hospital bed after tearing his aco Yeah, y'all are are just double agents and then i'm saying listen when you have More perspective it motivates you to do the research to know the actual truth It's not that we are like blinded by it and just biased by it It's because you do have they have business motivations We have uh business but also personal motivations to actually do the research to understand it It's not that i'm endorsing all his policies at all. I think shijun ping handled a lot of things I wouldn't do it like him, you know, I wouldn't do anything as the president of america I wouldn't do it like them either, but I'll probably change more if I was president china I definitely wouldn't handle cove it that way. Yeah, but i'm just saying like since i'm not I just it's you know, let's just simmer things down a little bit Yeah, I think it's just funny that like if you imagine that if china was just like Like Closer like physically the land masses were closer together I think we would have found a way to work together a long time ago But it's because a lot of people kind of have this like gang mentality, you know, if you go to la Like there's a lot of gangs out there and it's like because la is more spread out You can like drive to each other's, you know, like people are not forced to share the same spaces People are not forced to like figure it out with each other But like if you come to new york, yes, there are still gangs and violence and stuff, but like Because people are so packed together.     You know, I think we got to make some changes over here But the one thing we should just do is all just calm down a little bit. It's not You don't want war. Nobody wants war dude I'm just extrapolating it. China goes to war with America. Russia gets involved America got to get everybody else involved It's it's crazy. It's crazy. Why would you want that? I don't understand why people would even want to start that But anyways guys, uh, let us know in the comments down below do things look a little bit more friendly or now Uh, it does it seem a little bit more calm. It seemed like there was a good meeting overall It was a net positive. So, uh, I think that's good in general, you know But uh, you guys let us know in the comments down below and uh until next time with hot pop boys. We out


Article 2 addresses the Executive Office of the President of the United States. To be fully understood, this must be seen in light of the sovereignty of We the People in their capacity to delegate authority to this national officer. The President can only have such powers as people are able to provide to the office. Where the people do not have powers and authorities, they cannot delegate these to any officer through agreement among themselves. This is specifically limited where some citizens might want to govern over other citizens. Also, the authority that is delegated is for a purpose. It is to provide government to perfect the union and satisfy the purposes set in the preamble to this larger agreement. These are the stated purposes as are applied to the government formed under this agreement. To this, we also add the limits placed upon the larger government that it is not to honor the office holder above the people, and this is a government of law rather than of sovereign authority exercised through public office holders. And yet, We the People recognize the need for a central figure to represent the United States to other nations and peoples. We recognize it, even as we recognize the consistent abuse of people under such leaders in the past. By Article II, the executive powers of the United States rests on the person elected as President. We have a history of confusion as to the extents and limits of these authorities and powers of the President, even though they are effectively set within the constitutional agreement. The first power is granted to execute the laws of the nation. A specific note is that the sovereign citizens have no authority to avoid or refuse a properly enacted law. They cannot delegate any right or privilege to deny a law to the President. The President is personally responsible for executing all the laws passed by Congress, wherever he has the ability and opportunity to execute these within the authority otherwise granted to the President. As will be discussed later, the function of the judicial branch of government includes review of laws. This is not a function of the President. His function is execution of law. There is no presidential determination of what elements of law are to be executed and what are to be ignored or opposed. The method for election of a President is set in the writing, and it addresses how to establish the President as a people's representative. The method of election is not as important as the assurance that the people are given sufficient voice in that election, that the representation of we the people is assured. As it was for members of Congress, this presidential election includes electors, representatives, who are expected to carry the representation of we the people into a central election process. In today's environment, this stated method is awkward at best and contains risks of non-representation that are unnecessary. Its inclusion in the main document is not to be received as some sort of statement of what will be right for all times, but serves the purpose of assuring representation in the time and situation of the early decades of the United States. It was probably meant to continue until changed. We will address changes on discussion of articles of amendment. We also have specific personal qualifications on those who are allowed to be President. There is a birth requirement, assuring that the President is a person born into the society of the people of this nation. The apparent purpose is to assure that the President has family ties to citizens of the United States, superior to potential ties in other lands. There is an age requirement indicating a minimum level of maturity. There is a residency requirement, assuring a common knowledge of the people that the President is to serve. In terms of this constitutional agreement, any person who fails to fulfill these requirements is ineligible to be President, no matter what other qualifications they may have. Gathering sufficient votes to be elected does not overcome this requirement. As with the members of Congress, the President is to be paid from the Treasury for his or her service as President. Election is to be a hiring process, and the President is to serve his or her employer. This employer is not the United States as a corporate entity, for the funds that pay his or her salary are also the property of we the people, those under whose authority the President has been elected, and in whose delegated authority he or she will be required to act and from whom the Treasury contents were largely collected for the purpose of operating the people's government. This article addresses some of the powers of the President. It opens with a remarkable statement that the President shall be the Commander-in-Chief of the United States military forces. What is startling in this is that ruling over the military is not considered to be a general function of the nation's chief executive. It is something to which the U.S. President must be appointed. The relation between the President and the military is not defined as sovereign rule, but is as agreed by we the people. Commander-in-Chief is not directly defined, but obviously includes duties and responsibilities associated with being a Commander within a military organization. It includes responsibility for the people who are military commanders. It includes the ability to issue orders that must be obeyed and authority to enforce orders by whatever means are appropriate to the environment in which the military effort is required. The big difference from prior military-commander relations is that the Commander-in-Chief is not a sovereign ruler who personally directs the military where he feels it should go. A Commander is also an officer who accepts orders from higher officers. In the case of the Constituting Agreement, it is higher authority, and it is able to set alternative authority upon others so that they issue effective orders to the Commander-in-Chief. The ability to require written opinions from other senior officers is, again, new. It provides that the officers be willing to support their Commander with written records. They can be required to put their opinions in writing where they may be held accountable at a later time. It strengthens the President's orders and directives to the military without granting the office additional legal powers. The final statement in that paragraph speaks to an ability to issue pardons for federal offenses. By placement in this paragraph, it might be read as applying only to military. It is, in accord with other writings, been taken to address the general right of pardons for both military and civilian offenses. It is hereby placement, specific to the appointment of the Commander-in-Chief. We next get a list of specific powers along with limitations. The limitations, in accord with the rebellious history of the colonies, dealt with avoiding an imperial president. It denies ultimate authority and the President to take special actions on behalf of the United States without the application of regulation through law. The power to make enforceable treaties was limited by requiring the overwhelming support of the Senate. Agreements with foreign powers were not to be made as a sovereign leader, but as a representative executive acting with the concurrence of the territorial representatives of the people of the States. This puts much the same restraints on benefiting some states at the expense of others as had been placed on Congress in the passing of laws. The apparent purpose was to perfect the union, to bring people together in support of the acts taken by government leaders. It is also indicative that two-thirds of the Senate must concur before the President can act. Dealing with foreign interests as a sovereign entity is a power denied to both the President and the Congress. They have to come together before the United States government is authorized to act on behalf of we the people. You will note a like requirement for empowering ambassadors. The President is not able to simply direct senior officers who deal with other nations. They are only empowered after the Senate puts in support in their employment. It is possible oversight that these representatives of the whole United States do not have to answer to the Senate after appointment, but are supervised directly out of the office of the President. There is no established means for the Senate to withdraw support for an ambassador who misrepresents the United States, nor is there some reporting requirement back to Congress for their actions in representation to other nations. Where answering only the authority of the President might assure consistency, it does permit a certain level of imperial authority in presenting the United States to foreign nations. The limit of senatorial approval is only for written instruments to which the United States will be legally bound. Other significant officers of the United States are likewise to be supported by similar requirement for senatorial approval, including members of the Supreme Court. The final paragraph addresses administrative necessity and convenience, allowing for a President to temporarily fill vacancies without the blessing of Congress when they are not readily available to perform their process of approval. In short, the business of government is to continue through times of congressional recess. The third section, in requiring congressional communication of the State of the Union, has been interpreted as a duty for an annual event, which does not appear to be either within the purpose or character of the constitutional agreement. It is more properly addressed as an ongoing communication duty, one to keep the Congress informed of the needs for legislation and potential misbehavior in office situations that come to the notice of the President as Chief Executive Officer. There is no intent in the wording to limit communication to an annual event. It is consistent with the rest of the constitutional agreement that the President is to work with the Congress to see to the purpose of governance as set forth in the preamble. We also have specific powers granted to the Executive in calling the Congress into session to meet the needs of the Chief Executive in operating the government and enforcing the laws that Congress has passed. It is worthy of mention that the purpose is not separation of powers, so much as coordination of powers. Also, it is the President's duty to deal with other nations as representative leader of the United States, and the office has given powers to suggest the use of subordinate officers to further this purpose. Again, the President cannot choose his own subordinates, but must have them approved by the Senate. There is language in this article to specify limits to the President in running the presidency as some sovereign leader. In section 4 it is emphasized. It provides specific instructions for and limits upon a process for removing a President who abuses the office. This is specifically addressed as a matter of impeachment and trial. It is not a summary process. It is also not for minor matters, but only for treason, bribery, or other high crimes and misdemeanors. These were not subject to definition in the common law in the place and time of the signing of the constitutional agreement. They were matters for feudal rulers, with the rulers no longer an authority in the United States. For example, treason was no longer an offense against the Crown, nor was the US government a sovereign authority that could take offense as a government. It was created by sovereign people. Bribery was well-defined, but had been a necessary part of feudal government. The very existence of the feud required supporting the privilege of rulers with unearned payments. That was the very nature of privilege. The application of this in the new environment of sovereign citizen agreement was probably like to payments that interfere with the representation of citizens, or that give reason to avoid the duties and responsibilities set upon government leaders by its constituting agreement. It is here where modern political government is put to the test. Does this work to challenge the election of any candidate who accepts funds from a political party? The President is not separate but equal part of government. He is its chief operating officer, with a purpose set upon implementing what Congress directs, working with the Congress to establish needs for legislation, and acting as a chief representative of the authority of the United States in dealing with other nations. Presidents do not have the option of refusing to implement laws. That is an impeachable offense. Once the people's representatives have set a course of direction through law, the President is bound to pursue it. The President does not have the power to reprogram public funds, taking them from what purpose was set by Congress to redirect them to meet presidential priorities.  The very purpose written into the articles of the Constitution is a government in three parts, each doing their part of the larger governance effort in coordination and harmony with the other two.


Hello and welcome to this session. In this session we discussed the following question which says the following table shows the percentages of buyers of four different brands of chocolates represent the above data by a pie chart. First let's recall the formula to find out the central angle for a component. This is equal to the value given in percentage of the component upon 100 this whole multiplied by 360 degrees. This is the key idea for this question. First let us study the given table. In this table we have that for the brand A the percentage of buyers is 20% for brand B the percentage of buyers is 40% for brand C the percentage of buyers is 30% and for brand D the percentage of buyers is 10%. Now let's move on to the solution. First we will make a table for the calculation of central angles. We have made this table for the calculation of central angles in which we have brand, percentage of buyers and the central angle. Now for the brand A as you know that the percentage of buyers is 20%. So we write here 20%. Now to find out the central angle look at this formula for the central angle for a component given in the key idea. In this we have the value of the component given in percentage upon 100 and this whole into 360 degrees. So the central angle for the brand A would be given by 20% upon 100 into 360 degrees. Now this 0 and this 0 gets cancelled, this 0 and this 0 gets cancelled 2 into 36 and this would be equal to 72 degrees. Now for the brand B the percentage of buyers is 40% as given in the table. So we write here 40%. Now using the above formula given in the key idea we calculate the central angle and this would be given by 40 upon 100 into 360 degrees. Now 0 and 0 cancels, 0 and 0 cancels 4 into 36 this would be equal to 144 degrees. Now for the brand C the percentage of buyers is 30%. So we write here 30% and using the formula given in the key idea we find the central angle given by 30 upon 100 into 360 degrees. 0 0 cancels 0 0 cancels 3 into 36 is equal to 108 degrees. For the brand D the percentage of buyers given in the table is 10%. So we write here 10% and the central angle is given by 10 upon 100 into 360 degrees. Now 0 and 0 cancels 0 and 0 cancels 1 into 36 is equal to 36 degrees. Now we can easily draw a pie chart. First we draw a circle of any convenient radius. So we have drawn this circle of any radius. This is the center of the circle. Then we draw horizontal radius of the circle. So we have drawn the horizontal radius of the circle. Now starting with the horizontal radius we form the sectors with central angles of measures 72 degrees, 144 degrees, 108 degrees and 36 degrees respectively. As you can see we have formed the sectors with central angles 72 degrees, 144 degrees, 108 degrees and 36 degrees respectively. This sector with 72 degrees as the central angle is for the brand A. With central angle as the 144 degrees is for the brand B. With central angle as 108 degrees is for brand C. And with central angle as 36 degrees is for brand D. So this is the required pie chart. This completes the session. Hope you have understood the solution for this question.