This is stock number 9C46A, we are here at Summit Automotive in Fond du Lac, Wisconsin, your new and used minivan and Chrysler headquarters. Today we are checking out this super clean 2012 Chrysler Towning Country Touring. This vehicle has the award-winning 3.6 liter Pentastar V6 motor and from this HD video you'll be able to tell just how clean this vehicle is all the way around. It's a nice gold metallic color, might be cashmere pearl. We shoot all of our videos in 1080p, 60 frames per second so if you have HD capabilities on your computer tablet or a smartphone device turn them on right now because it is like you're right here looking at the vehicle with me and definitely your best way to see the vehicle's quality and condition before seeing it in person. If you want to check out more pictures in the upper right hand part of your screen is a link right to our website, click that and check out all the photos there. Painted alloy rims, it has Yokohama, YKHTX tires and these are pretty new tires on here. I'd say 80%, 90% of the tread left. This vehicle has been fully safety to end inspected by our service shop. It has a fresh oil and filter change, all the fluids have been checked and topped off per the state of Wisconsin inspection guidelines and this vehicle is all ready to go. Passenger side fender, no dents or dings on that, very nice and clean, passenger side rim is in nice condition and that tire is just as much tread as the driver's side. As you go down this side of the vehicle you can see just how clean the body is, how reflective and mirror like that paint is. We take these HD videos so if you are far away or even if you're close by and just cannot make the trip down you can still see the vehicle, hear the vehicle and have confidence in what you're looking at before you even get here. In fact, we offer a Summit Auto Fastpass option where you can apply for financing, get payment quote and even appraise your trade, all right on our website in the upper right hand part of your screen, click that. Lower rockers all look really great on this van and right there is where you always got to look for, it's where all the rust always starts on that lip here and that looks really good, didn't see any corrosion there. Back tire has just as much tread as the front tires and this back rim is in excellent shape as well. Four wheel disc brakes on this van, looks like we might have did brakes in our safety inspection, those back ones look pretty new. As we come around to the back you can see it does have the receiver hitch there. Rear bumpers in pretty nice condition and the gate is in nice condition as well, only saw one tiny little dinger on there, nothing too major. It is locked up right now, we'll have to unlock it to check out the back. It will check out the back storage area. This is a power lift gate, back storage area is very clean, no rips or tears in the carpeting and those seats do fold down flat, just follow the numbers one, two, three and four and it'll come on down like that, nice and flat, you put the front seats down and you got enough area for a 4x8 sheet of plywood or whatever you may want to haul that size, so get it up you just take strap number four, kind of flip it like so, grab number two and then the backrest comes up like that and then you can put the headrest up as well, that's what the number one tab is for. You do have your jack tools in there and to put this gate down you just press this button, it'll beat back you three times and then it'll come on down, you can see that gates in really nice condition and down this side of the vehicle just as clean as that passenger side, I didn't see any denser dings on the rear quarter and this back rim is in excellent shape as well, down the rest of this side doors look really good, do you get power mirrors inside, the touring package gives you the tan leather interior, these seats are heated, they do have aftermarket seat heaters in them and they work great, little chilly today but you can see I got them on right there, has lumbar power driver seat, factory floor mats throughout, auto headlamps, tilt and telescopic steering wheel, power windows power locks, power mirrors and the back windows do power vent out which is something that you can't get on the Pacifica and as we hop inside the vehicle here you can see that this one indeed has 81,858 miles, you get a compass outside temperature display as well as a digital speedometer, the instrument instrument panel is very nice and clean, you get the leather wrap steering wheel, really nice condition, cruise controls on the right, Bluetooth and information center controls on the left and on the back of the steering wheel are your audio control, six-speed automatic transmission and it does have the 430N radio which gives you the factory navigation, this is also where your backup camera shows up and you do get AM, FM and Sirius XM radio capabilities, you also have a hard drive on here so you can see how much space is on here, we got 20.32 gigabits of space that you can do for songs and pictures, dual climate control you also have your stability control and econ button down there as well, passenger side floor mat and seat are an excellent condition, I didn't see any rips or tears on there, the headliner is nice and clean and you do get your power sliding side doors and rear gate button right there, home link buttons for your garage door security systems and lighting systems and then you got your map lights up there, auto dimming mirror and we'll take a quick look at the back seats and then check out under the hood, you can see that that door opens up nice and smoothly, second-row seats, really nice condition, no rips or tears, you do have some headphones there and that is for the DVD player up there, see as the ambient lighting on the top there, it does have a plug-in back here, 115 volt, 150 watt plug-in power outlet and a red-white and yellow audio-visual hookup, carpeting is very clean back here and the third-row seats are in excellent condition as well, also latch child safety system on that back seat as well as these front seats too and this is the stone ghost so the seats do go down into the floor just for time savings, I'm not going to show you how that works but it is a pretty cool deal and I'm sure we have plenty of videos that show how to do that on our YouTube channel, anyways we'll take a quick look under the hood and I would personally like to thank you for checking out the video today, hopefully from this HD video you will have been able to tell just what kind of condition and quality this van is in under the hood we have the 3.6 liter Pentastar V6 motor engine bay is very clean runs very smooth, this van has been fully safety to and inspected by our service shop has a fresh oil and filter change all the fluids have been checked and topped off and this van is 100% ready to go, to see more pictures of this van or one of our other 450 new and used cars, trucks, SUVs, minivans, Wranglers, halftones, recodertons, one-tons, you name it we got it go to our website www.summitauto.com full pictures and descriptions of every single vehicle from two locations all at summitauto.com and if you'd like to check out more HD videos you can go to youtube.com slash summit auto remember to like subscribe and share on this video and all the videos that you see there in fact in a second you will see a link to subscribe to our YouTube channel on your left, a link to more used inventory videos like this one on your right if you've not been to our website on the bottom link to this vehicle on our website click those checks us out and we really look forward to help you with this super clean 2012 Gracer Town and Country Touring thanks again


Patriot Prime Reviews is a channel for adult collectors and may not be suitable for children under 13 years of age. Viewer discretion is advised. The featured bot in this video is so large I had to bring in some help to go over him. And that bot is tr- I forgot to say my son. The featured bot for this video is so large that I had to bring in my son Dylan. Dylan. You can't say Dylan. Oh, gotcha. Delete it and uh... The featured bot for this video is Transformers War for Cybertron Earthrise. UGH! Upside down, damn it. Okay, here we go. Look serious. Put your arms up. How about we start over? Okay, I'm ready. Yeah, I mean delete the video. The featured bot in this video is Transformers War for Cybertron Earthrise. UGH! Scorponok. This is a big bot. What do you think of that? Holy shoot! Dads, I needed some help for this one. I just got this from Big Bad Toy Store. I had it pre-ordered from Amazon but Amazon still says in October shipping date. I saw it available from... UGH! I need to come wasn't late. I passed. We're not starting yet. The featured bot in this video is so big that I needed some help to show him off. So I'm here with my son Dylan. And we're here to... UGH! The featured bot in this video is so large that I had to have a little bit of help to go over him. And I brought in my son Dylan to help go over Transformers War for Cybertron Earthrise Scorponok. And the box is upside down. Shoot. So anyway, this...  I wanted to put this part upside down. Okay, ready? UGH! Scorponok and I got the box upside down. I thought you wasn't for personal. You gotta do it a little faster. It was good, but as soon as I flip it around, that's when you say... I thought... I thought you... You forgot to say your part. I just put a thumb... Oh man, he's in there tight. And cheesecake. Alright. So there we got Scorponok. He is in his cardboard coffin. And... He's got no head, so I'm going to assume the head is in this box right here. And it looks like there is some assembly acquired. Required. Shoot!  No! So now, without further ado, let's get this figure ripped. He's got these other tower pieces. Pop those off. I do not know what this table's made out of. Shit. Transformers war for Cybertron Earthrise Scorponok belong in your collection? Absolutely. Absolutely. This is a fantastic figure. I am just totally impressed with this guy. My minor complaints were nothing but wish... Shoot. The only complaints I really had with this figure is just the fact he didn't come with certain accessories that I wish he had. Like a gun or radar. Radar. Grrrrr! Stooop. Stooop. No, I'm not going to start over because I can't reach it. I'll just edit it out. I love this figure. The only real complaints I had with him was the fact he didn't come with the... Did you sneeze? Yes. I far did in the video the whole time. It's alright. Alright. I'm going to get a tissue. Alright, go get a tissue and hurry back. We'll start again. He's got tons of playability. Great features. And my only real complaints with him was the fact that he didn't come with accessories that I thought he should. Like an extra set of double cannons. Some more rate. Ah! Alright. I know I'm going to say that. I want to say radars. Not more radars because he didn't come with any radars to begin with. Ready? Three. Two. Well, does a Transformers War for Cybertron Earthrise Scorponaut belong in your collection? Absolutely. Absolutely. This is a fantastic figure. I absolutely love it. He is generation one through and through. Tons of playability. Great articulation. As you can see, I've gotten Grasp and Megatron and Optimus Prime in a pretty sweet looking pose. The only real complaints I had with the guy is the fact he doesn't come with accessories that I thought he should. His large oar... Oarn. I said oarn instead of orange. So, does a Transformers War for Cybertron Earthrise Scorponaut belong in your collection? Absolutely. Absolutely. This is a fantastic toy. I absolutely love it. He is G1 through and through. Great pep.  Alright, one more time because that was a quick mess up. Oarn. Oarn. So, does a Transformers War for Cybertron Earthrise Scorponaut belong in your collection? Absolutely. Absolutely. This is a fantastic toy. What? Stop laughing. Try not to laugh so much. Alright, let's get this done.


What is going on guys welcome back to the channel and I appreciate you being here today I've been doing of a destined to video and today I want to talk about the nobi labs and while the joke is quickly become but before we go any further guys if you do Enjoy the video and would like to show you support you can by hitting that like button if you are new around here and enjoy daily Destined to videos be sure to subscribe Okay, so yesterday was weekly reset how many of you actually logged into have nothing to do yes Best weekly reset ever so the nobi labs was released this kind of single room puzzle where you have to do similar things to the forge Secret emblem unlocks by shooting certain images and numbers or letters in a particular order Here it's basically the same thing But you have stages of a bus you have to take down to a certain amount of health Then you have a cold to crack each cold basically unlocks the next stage at the moment people have gone up to I believe five or six Thing is when you die, which is inevitable You then have to start back from phase one redoing all these damn calls Bungie upon week reset made it clear that as soon as the cold is cracked by any single fire team The vergoosia forge will be unlocked for everybody to take part in now I attempted this in a fire team for a little over two hours We basically got to where everyone else did at that time But we quickly give up as the colds to crack were getting more and more ridiculous It is now at the time of me recording this 10 30 p.m. The next day meaning this still hasn't been cracked almost 20 hours later people this has taken longer than most raids I remember but this isn't a raid This is a single-room activity. Good job. People ain't claustrophobic I'm telling you people and the thing is people still haven't given up Thru ups to them that is for sure now I was watching Gathalion glad and a few others last night after I had given up and it literally got to the stage where most Looked like they wanted to die Now on weekly reset I expected a stupid long quest line like the others Yes, not to be waiting on masterminds to crack this impossible cold before any of us could actually play new content 20 hours later that in my opinion is another joke Look at this from bungee on Twitter a dude by the name of J-Runk 21 telling the truth in reply to Bungie stating the nobby labs is waiting for us to discover Bungie then saying this is line for anyone smart and brave enough to attempt it. What a joke that is Yeah, for sure bungee never actually said the new forge would be arriving upon a weekly reset That was never promised, but they did promise something new in the nobby labs This most thought was going to be something new and something we all could take part in but it's clearly been put in place for a Certain set minority while the rest of us the majority see and wait There's absolutely no way that average Joe would crack these cold skies Let's take a look at just one of these puzzles where people have related to and needed to unlock these new phases Look at this. I mean what even is this crap? I mean what how if but this is just absolutely nuts I mean what even is this clearly something that average Joe would have no idea about and this is the problem with the noby labs It's a feature put in place for the minority while the majority sit it out. This isn't a way in my opinion I've actually loved these forges and farming those perfect rolled weapons. Yes Some things could be sorted but for the most part this is what destiny is to me I don't know what bungee worth thinking with this the whole noby labs event did not at all Feel like an event for us all to take part in to me felt like an event We would have to watch it unfold before us where we couldn't do anything to help progress That is how it felt there are hundreds of ways this could have been better to list them off would be silly But I'm pretty sure everybody has at least one way this could have been better But hey when you're doing what bungee think is best now I've seen people say it's like a raid people have to crack this crack that in my opinion No, it ain't the fact that this is tied to a single room makes it even more tiring more boring and crazy stupid with raids It's majorly different as for one loot is unlocked along the way People are never usually trapped to a one system room the entire process and ultimately Rades are never ever this hard to crack the last thing I remember that was this crazy was a quest for that at break prime But that was more of a community effort than this This is like a discord of 20 people all cold breaking while hundreds of thousands of people sit there and watch and fall asleep This is not how the new lab should have been introduced This is the kind of puzzle I'd expect to find a new exotic look behind I mean, maybe that will be the case I feel after this cold is finally cracked and the sequences have been a lot and Burgosia forges open to all maybe this place the new labs will indeed be a part of a secret quest line Or even better it will fade away and be forgotten about and Bungie will learn that drop in things like this in the future Especially with the locking content for the majority We don't see anything like this again unless like I said it's a part of some massive quest line for some epic exotic That way at least people wouldn't have to sit and wait on this to be cracked before new content would be released Perhaps to everybody though still trying to crack this called you guys are fucking warriors I feel like most Bungie have just made a big mistake with this I mean, it isn't a major deal. That's for sure. It isn't the end of the world either But it is one people won't forget and we'll be added to the CV of stupid things Bungie have done in the past But guys, let me know what you think about this whole new LB lab scenario I mean, I know for a lot of people it's entertaining to watch But if you are a player expecting new content where you have to sit back and you can't take part in unlocking that content How do you feel about that? 20 hours in guys and he still hasn't been cracked This is just absolutely crazy and on that note guys We have come to the end of the video if you guys enjoyed it leaving a like really helps out If you are new around here and enjoy a daily destiny to videos be sure to subscribe And if you never want to miss a video upload hit that bell button to turn notifications on but guys Thanks as always for stopping by and hopefully I will see you on that next one


A film in three minutes. Monster. Have you ever felt like an outsider? Like there was something wrong deep inside of you? Something that tries you might keeps separating you from your peers. Maybe even your own family.  With that shame stemming from a fear. A fear of being othered, of being hated. Not seen for who you are as a person, but defined by prejudice in one word. Correa Dahirakazu's 2023 award-winning drama that sensitively explores one of Japan's most hidden subject matters with an excellent cast, a solid screenplay that contains a clever approach to its narrative, all masterfully directed by one of Asia's most respected cinematic sons. Set in the city of Suwa in Japan, the story follows 5th grade pupil Minato, but is told from three distinct perspectives. His single mother, his high school teacher and Minato himself. After exhibiting strange behaviour at home, his mother suspects something wrong has been happening at her son's school, accusing the faculty of mistreating him and pointing the blame squarely at his teacher, Hori. However, when we witness the same events of the story, but now from Hori and later Minato's perspective, we come to understand what really has been going on behind the complex entanglement of all three characters' lives, profoundly changing our understanding as we discover the motivations behind their behaviour. This approach to the narrative is what makes Monster so gripping to watch, opening with what could easily be described as the first act to a horror film that turns into a sinister psychological thriller mystery that then mutates again into something else entirely by the story's final act. The perception we have of certain characters based on their appearance or behaviour is flipped on its head as we understand the type of social imprisonment they feel trapped by and the fear they have of how others will view them when they try to escape it. The performances from Kurokawa Sawyer as Minato and Hiragi Hirata as his classmate Yori are magnificent for their friendly chemistry, but also for their captivating mercurial nature, leaving us to guess and second guess their impulsions and motivations, never quite knowing where we stand as the story plays out, and Minato undertakes his deeply personal journey, a journey that is a subtle but positive step in the right direction for Japanese cinema, and one that hopefully provides courage enough for those suffering in similar circumstances to believe their own personal demons can be overcome. For the only true monster that exists is the hate we feel for ourselves when we allow the fear of others to blind us from embracing who we are.


And I'd like to introduce today's Marguest Lecturer, it's Jesse Wilkins. You see he also is a CRM and an IGP, you hear us talk about that quite often, but he also has the CIP designation. And that's what we're going to hear about this evening. Jesse is the Director of Professional Development for AIME, very familiar with the exam because he's instrumental in creating training materials for the exam. So I'm going to not take any more time and turn the mic right over to Jesse so that he could tell us all about the CIP. Thanks Pat. And thanks everybody for having me. I'm really glad to have the chance to talk about the CIP. It's kind of been a labor of love of mine for coming up on six years now. As Pat said, I helped write the original CIP and we did an update last year and I helped with that too. And so what I'd like to do tonight is kind of talk a little bit about what it is and the need that we saw in the marketplace, how we decided to address that need and then really sort of dive into the meat of what the CIP covers. In 2010 or so, the market was a little bit in turmoil. We had people who were specialists in their particular areas who were deep dive records managers, librarians, archivists, IT, whatever type of information type discipline you can think of. We had people who spoke those very well and who knew their jobs very well. The problem is that they couldn't talk to each other. We had silos in process, silos of information, repositories and too often people didn't understand what was going on. Well independently from us, Gartner also saw a similar problem and they wrote a CIO alert called you need information professionals and you see the quote that I extracted from that here. After about a nine month process, which I'll describe here shortly, what we ended up with is something for which the objective was to allow information professionals to demonstrate their competence at a number of information management related tasks. And I think importantly, it drew from a broad based body of knowledge such that this wasn't somebody who was going to be a deep dive expert necessarily at everything because who is. But instead would provide them with that solid grounding that Jack of all trades if you will, that had deep dive expertise in certain areas and then broader expertise and understanding of the bigger picture in all of these other areas. There's a term for this in the HR community called T-shaped, being T-shaped or being a T-shaped individual. And that's exactly what it is. The base of the T is your deep dive expertise in a particular area such as archives and records administration and then the broad grounding and understanding and ability to recognize frankly when you're out of your depth in an area and you need to call that deep dive expert. And so the task before us really was to identify what's that CIP look like? What is the broad stroke of the T that we expect everybody to understand about records management, about knowledge management, about all these other disciplines? So we think that CIP does kind of help bridge that gap. Every year when I go to the ARMA conference or when I go to spring seminars it seems like there's always a session on records in IT, bridging the gap or IT in business bridging the gap. Well, we think that CIP kind of does that because it gives you a grounding in best practices or at least defensible practices across a variety of information management disciplines. In the original CIP exam we actually had 32 separate knowledge areas that we covered. Everything from enterprise search, business intelligence, all the way to project management planning and implementation. And so as we looked at the development of this we knew that it had to be broad and really provide that grounding so that people could understand. Again, what are the things that I need to understand to do my job and what are the things I need to understand about other people's jobs either to do mine or to help them with theirs? So the process we used is as with any certification, you have to get a bunch of subject matter experts across a variety of disciplines, across a variety of geographies because those speak two different sorts of privacy and data protection and compliance types of regimes. And we used that to develop this body of knowledge. And that was the original CIP and it launched September 23rd of 2011. It was fairly successful as these things go. Certifications are always slow on the uptake because nobody knows if there's going to be any value to it until people have it. It's a bit of a chicken in the egg. In 2016 we decided that it had been five years, industry had changed, technologies had changed, best practices had changed. And so we undertook to update it in 2016 using new subject matter experts again from a variety of disciplines. And we did a rigorous psychometric valid defensible process which I'll speak to in just a moment. Part of the value of the CIP and any other certification is that it demonstrates an individual's commitment to professional development because unlike other types of programs you have to do continuing education. You can't just pass the exam in 2017 and 50 years later you're still a CIP. As with most other certifications there is a continuing education requirement. I don't think it's too onerous to ask a professional in the industry to do 15 hours of continuing education a year. And so that's what we said it at. Many other certifications in the industry are around that same number. The certified records manager, for example, is 20 hours a year and it's a five-year period. So as we built this one of the key questions that we had to address initially and on an ongoing basis is who's the audience for this? And it's probably not CIOs and it's probably not everybody in your organization although since I have the ultimate profit and loss responsibility for it I'd love that. But as a matter of practice what we think is that anybody who is an information professional and you see some of the job titles here this is by no means an exhaustive list PowerPoint only goes so many before it's unreadable. But anybody who has responsibility for an information-centric process that certainly includes IT, that certainly includes knowledge managers, archivists, knowledge workers, anybody who's dealing with information, especially digital information. We think is a good candidate for this. Legal folks, I don't know that a whole lot of lawyers have taken it although I know a few that have but certainly I've seen a number of paralegals and law clerks who have taken the CIP and done very well at it. Consultants, in fact consultants have done amazingly well at this and I think part of the reason for that is that for most successful consultants who have been in the industry any period of time you've had to learn a lot about a lot of different things almost by default. The records management consultant has also been a project manager and has also had to deal with metadata and has also had to deal with enterprise search. So consultants have been especially successful at this but really it's anybody who has to either manage an information-centric process or has to serve as a liaison between them. So here's the process and again this is the same process that you would follow with any sort of formal certification in the industry. The first step is to validate the need for the thing. You validate the need in the marketplace to create it or to update it to develop a new flavor of it. To develop a specialty or a specialization and then you run that by key stakeholders because ultimately we have to understand who the audience is for it and what we hope to get out of it. Is there a licensure thing that we're going to try and go after and with most certifications at least in the United States that's not the case. Is it something that we hopefully people to get better jobs, better paying jobs of course. Those sorts of things. Once we've kind of got that stake in the ground we then used existing CIPs and asked them you know the foundational question. What's a CIP got to do today in 2016? What's in your job and maybe more importantly what's not part of the job because there's only so much you can put on a certification right. So early on we made the decision that paper and hard copy physical media was out of our scope. There's lots of great resources for that. The CRM covers it, the IGP covers it a little bit, but that's outside of our remit. Print stream processing, engineering drawing management, geographic information systems. There's there are a lot of things out there that we felt were specialized enough that we didn't want to spend any questions on that if that makes sense. An exam only has X number of questions and so however that the broader the exam is the more questions you have to have the longer it is the more trying it is. And so we made the intentional decision that here are the boundaries of what go on the CIP and I'll show you that here in just a second. So we asked these CIPs what's the CIP need to know? How important is it to know that? And then we assigned a waiting and you'll see that in just a second. Once we have the outline done then we were able to start writing exam questions. If you've never had to do this in a formal setting, writing a good, clear, articulate, perfectly correct exam question is as much art as it is science because for a good certification and for it to be defensible and sound you can't use things like true or false. You can't use all of the above or none of the above. If you can't use fill in the blanks the distractors which is the wrong answers have to be believable. And so for example we gave a question that said an organization has determined that for a certain type of record series that it maintains it has conflicting retention requirements of three years, five years, seven years and 12 years. What is the correct retention period for that record series according to their retention schedule? Everybody who doesn't know records management picks seven because we all keep records for seven years, right? Some people will pick the shortest number. A few people will pick the five years just because it's random. But somebody who knows that with almost very few exceptions throughout the world longest retention period wins. You have to keep stuff as long as the longest retention period and so the correct answer there is 12. But again part of the thing is making sure that the answer is correct in every case or in every foreseeable case according to current law. And part of it is also in turn making sure that the distractors are plausible so that ideally the people who know the subject matter get it and it's a breeze and the people who don't know the subject matter very well don't pass. I mean that's the whole point of the certification. And there's a lot of math that goes into that which I'll talk about here in just a second. So we wrote these exam questions. We developed two separate exam forms. And so if you take the CIP and are not successful and you take it again, you're going to get a different test. Within the test, the questions themselves and the responses are randomized. This doesn't necessarily make it any more difficult for the candidate but it does make it a whole lot more difficult to cheat. That is if I have a room of 30 people who are all taking the CIP exam for an on-site proctored exam, there's no way for them to copy off of each other because even if all 30 started the test at the exact same moment, their question number one is statistically all of them are going to get different question number ones. And even if two of them get the same question number one, statistically they'll all get question number two different. So we built the test exam. We did a beta process. And then the way that the exam process works is we got every candidate's answer for every question and we got the candidate's results as a whole. And so 100 questions, beta exam, candidate A got 60 questions right, candidate B got 90 questions right. And we know what they answered on their question number one, two, three, four, five, which candidate number one had his question number one, candidate two had his question number 29. Okay. And then what we did is a whole lot of math that basically said an item performs better when the person who got the test right, got that question right, and the person who did poorly on the test got that test wrong. And this is a psychometric analysis is the term for it. And basically it's used to make sure that we're writing good questions. That we don't have questions that have multiple right answers. We don't have questions where the answer is simply flat out wrong, where the answer is supposed to be A and we inadvertently coded it as B, et cetera. So it's a significant quality control step. And then we used CIP candidates, some of whom who had taken the beta test, some who hadn't. And we asked them the question, how difficult do you find this question? And how important do you find it to your job? Okay. So that gave us two additional qualitative factors. And at the end of all of that, what we ended up with is the current CIP exam. As part of that, there's a mathematical process by where you get a passing score. You don't just throw a dart at a dartboard, or hey, it's 70%. There's a lot of math involved, and it goes into what the percentages of people that you want to pass, how well they scored on the different forms, how do we equate the scores between the forms. And what we ended up with is a passing score of 60%. That is you need a 60% or higher on the CIP to pass. That actually ranks it as a fairly difficult exam in the certification community. Many exams such as the CRM, IGP, the CIPP exams, I think, are all around 70 to 75%. PMI doesn't even publish their passing score anymore, but at one point it was below 50%. And it's widely acknowledged as one of the most difficult IT and information industry exams out there. So what we ended up with, it's a two-hour proctored exam. That is you have to go to a test center and sit down and no references and no resources, and you take the exam and two hours later it's all over, but the shouting. It's 100 multiple-choice questions, and it's all electronically scored. It's available year-round. There's no test window. If you register for it, you could take it. Depending on your test center, we're pretty late in the week to take it this week, but you could take it next week as long as you're prepared for it. Criterion is our test provider, and they have test centers around the world. When I took the beta, because I took the beta myself, my test center was about 15 miles away from me, but it was still, you know, not too bad. In certain conditions, we can also proctor it on site. For example, at the AEM conference last month in Orlando, we did a CIP preparatory workshop on the Monday the conference opened, and then Tuesday morning we had 25 people in a room, and I proctored the exam. And we checked IDs, and nobody could talk, and nobody could copy off of each other, and but that's not as frequent. Usually you have to go to a test center. Once you pass, the certification is valid for three years, and then you have to recertify to maintain it. You can always retest. Retesting is more expensive unless you're a very good test taker, it tends to be a bit more nerve-wracking. And so I would argue that the easier route, and the route that most people take for most certifications, is to do continuing education credits. Fifteen credits per year for three years. You can attend a webinar. This webinar counts, by the way Pat, this webinar counts if anybody needs it, who is the CIP. But any event from any source, including vendor sponsored events, counts, as long as it's educational and relates to one of the topics on the CIP. So we had a CIP who wanted credits for attending a genealogy conference, and obviously we didn't give them full credit for a genealogy conference. Genealogy is not one of the topics on the CIP. But there was a topic on how to search certain digital archives for certain types of information. And so we did give them credit for that. There were two other sessions. I ended up giving that person three credits for attending this conference that they would have attended anyway. We routinely give credits for academic courses, as long as you pass them. We give credits for, again, vendor meetings, it does have to be educational, is the primary requirement. So the question that I get a lot is how does CIP compare to insert credential here? How is CIP compared to the ICRM? How is it compared to our AEM certificate courses? How is it compared to the ARMA IGP? And I think the short answer is we don't believe that it's competitive. Instead, we believe that it's complementary. And so let me sort of walk into what I mean by that. For those of you not as familiar with the CRM, and I'm sure some of you are, the CRM exam is six exams. Part one is on management. Part five is on technology. I forget what parts two and three and four are. And then you have to pass all five of those parts, very in-depth, very detailed about the nuances of how to do not just records management, mail room management, repro management, management theory, setting up a records center, disaster recovery, business continuity, microfilm, all these different areas. And then there's a part six, which is a case study. Okay? So at the end of the CRM process, the presumption is that you're pretty solid in your grounding of a lot of different areas of records management theory and practice. Same thing with the PMP, the project management professional for project management. People who pass the PMP exam are generally considered to be pretty good project managers. Now, that's not a guarantee of efficient results in the actual workforce, but we as certification developers, the entire point is that this is a shorthand by which you can at least presume that somebody knows what they're doing until you find otherwise. And so that's why people go after these certifications. Again, be it ours, be it other ones, be it Microsoft certifications. Training courses like the AEM certificate programs, the ARMA certificate program, certificates from continuing education centers at universities. They tend to be the same thing. They're very narrow, very deep dives in a fairly specialized area of expertise. And they also tend to be biased to the developer's view of the world. Now, when we develop the AEM certificate courses, I developed the electronic records management course. We use ISO 1549, the global standard for records management. We use resources from ARMA and from AEM and from the National Archives of the U.S., the National Archives of the U.K., et cetera. So they are somewhat standards-based. But at the end of the day, our exam is based on our course. If you go to the narrow federal records certificate program, it's based on how they do federal records management according to whoever is running the place. Is that going to be the same this year as it was 10 years from now? Probably not for a variety of reasons. But the exam and the training materials are closely, closely aligned, whereas for a formal certification, the alignment is more between the exam and the job skills that are required. Obviously, we try and develop training materials to bridge that gap, but there is a little bit of a difference there. What this means in any event, whether we're talking about our certificate programs or the certifications you see listed or others, is that they tend to end up in silos. Again, records management focuses on records management. The archivists focus on archives. The knowledge management team focuses on knowledge management. And again, this is important, and this is helpful for most organizations' success, but we believe it's not sufficient. Because what ends up happening is IT all too often selects a system either based on what the business thinks they need, which is not often what they need, or based on an exchange that they had with a vendor at a conference. Vendors want to solve your problems, but vendors also want to sell you solutions. And so, I can't tell you how many times I've had students in my ERM classes or records managers who say, yeah, we got SharePoint. One day, IT surprised us and said, hey, we got SharePoint. You're moving all your stuff into it in 30 days. That's not the right way to do it. But IT didn't know any better. Records managers went to the MERC conference and said, hey, this solution by insert vendor name here seems pretty good. We should get it and come to find out that IT can't support it because it's based on an Oracle back end and they're using Microsoft SQL Server. So, a lot of these discussions and challenges happen in organizations all the time because, you know, like a horse with blinders on, you can only see what's, well, that's a bad analogy. The point is that you get so deep and so detailed into what you're doing that you kind of can't see the force for the trees. And so, this notion of bridging the gap, this T-shaped individual, that's what we think where the CIP works. And so, it's not CIP or CRM. It's CIP and CRM so that you have that deep dive in records management, that deep dive in archives, that deep dive in librarianship, but you also understand how that relates to all of the other knowledge areas within your organization, those information-centric processes. And so, we do make CIPs understand a little bit about workflow and business process management. We do make them understand a little bit about email management and other communications technologies. It's 2017, so we do require them to demonstrate a certain amount of understanding of social, mobile, cloud, consumer-based IT, bring your own device. All of these challenges that organizations are already starting to struggle with and some of them have been struggling with for years and years and years. I mean, we've been dealing with email management for 30 plus years and with email itself for over 40 years and yet, you know, organizations still struggle with it. And so, basically the way we position it is that the deep dive is the deep dive and CIP kind of gives you the broader picture. Now, the other question I get that's closely related is, what about the I.G.P.? This is ARMA certification that came about at the same time as ours, like ours, they position it as sort of a very broad-based certification. If you see the first slide or the last slide, I have that as well. And so, I think I'm not talking too much out of school when I say they are similar in some ways and that both of them are very broad. I would add that one of the distinctions though is that at least in my mind, information governance is a little bit more strategic. It's a little bit more, I don't know if foundational is the right term, but it's more strategy-focused. Information belongs to the organization. It's an asset that has value. It needs to be managed appropriately, et cetera, et cetera. And then, within that broad information governance framework, we believe that records management is a practice in a discipline and a tactic. Knowledge management is a practice in a discipline and a tactic. All of the areas that we cover on the CIP are themselves, practices, disciplines, and tactics that align to I.G.P. And so, we started to see quite a few people in the industry who have gotten, you know, the sort of the big three, the CRM and the CIP and the I.G.P. There's an awful lot of CIP's and I.G.P's out there because they see the value of the broadness of the I.G.P from a strategy perspective and the broadness of the CIP from a tactics and processes perspective. Okay. Let me switch gears a little bit and talk about the actual CIP exam. You see it on the screen. We've organized the exam into six separate domains. The weighting refers to how many questions from that domain are on each form of the exam. Every single question counts the same amount of weight. Basically, your passing score is roughly an hour just to how many questions you get right. So, there are 20 questions on creating and capturing information, 10 questions on automating information, that's our BPM. Records management is covered fully within domain five, among other things. There's no penalty for guessing. It is the number of questions you get right ultimately. So, now let's dive into each of these into just a little bit more detail. The first domain, creating and capturing information covers everything related to capture. Historically, capture has often referred to paper scanning, document imaging, digitization, whatever you choose to call it. And that's certainly well represented in the CIP. But we also have bulk import of information. For example, from a file share cleanup or a legacy system decommissioning and migration. We have capture of born digital documents. This is where we address capture of email and other communications technologies and how to manage them more effectively. And, of course, this is also where we talk about collaboration. Primarily, though not exclusively, document-centric collaboration. And we do tell people about other different ways that you can collaborate, different types of things that need to be concerned with in terms of collaborating, especially outside the organization. Those types of things. Just pulling this up on my screen to make sure I'm not missing any of the topics there. This is where we talk about file formats. This is where we talk about capturing structured data. One of the key challenges that we often see is how to capture and manage throughout its life cycle structured data. And what's the right file format to select based on business requirements, right? When is PDF best? And the short answer is frequently, but not always. When are other types best? And ultimately, how do you apply governance to all of these different types of content, structured and unstructured, different types of file formats, et cetera? domain 2, organizing and categorizing information. This is where we deal with classification. Now, we use the term categorization as opposed to classification. It's a distinction as well as a difference, and it's a meaningful difference. But the reason we chose to use categorization as opposed to classification is because a not insignificant part of our audience deals with security-classified information, secret, top secret, that sort of thing. And so when we say organizing and classifying information, what they immediately think is of classified, you know, top secret stuff, and that is a part of it. We don't expect the typical test taker to have any familiarity with that. And so that's why we chose categorizing. But for all intents and purposes, we're referring to both the creation of categories that would go into a controlled vocabulary, a taxonomy, a thesaurus, et cetera, an ontology even, and then how to apply things to them, how to sort into the appropriate buckets. So in this area, we also talk about metadata, search, and eDiscovery. And eDiscovery we use as the generic term to also refer to things like Freedom of Information Act. So we talk about how to capture metadata, how to apply it, different ways to improve the quality of it through things like controlled vocabularies and data validation, the various benefits of doing certain types of metadata capture versus others, the benefits of different types of categorization and classification schemes, lists versus hierarchies versus facets, even including folksonomies. And we do talk a little bit about different findability mechanisms, both in terms of search broadly and also in terms of more enterprise search types of techniques and capabilities. So in three, information governance, governing information. In this, we look at all of the different things that need to go into an effective information governance program, framework, strategy, and all the moving parts that are needed to affect that, basically. Again, this is not intended to out IGP, the ARMA IGP. However, I think we used a lot of similar resources and so there is a certain amount of alignment, right? Information governance is information governance. The appropriate stakeholders are going to be very similar for a given type of information governance program at a given level of information governance maturity. The types of activities that you would do in terms of monitoring and auditing are going to be very similar. There will be a lot of nuances to figure out for your particular organization, but the need to do them will be consistent across organizations. Domain 4, automating information intensive processes. This is really business process management and workflow. And really, that's the two key pillars of this. And so, we spend about half of our questions in that domain on process analysis, how to gather information, the types of information to gather, the things that a business analyst would do. Flow charting, how to flowchart a process, some of the different things that you can do once you've got a flow chart in terms of analysis, how to convert that into a process model and why you would want to do that. And then we get into a little bit of the enabling technologies. And again, CIP is very vendor neutral. We don't mention a single vendor in the entire exam, not even SharePoint. But we do note that there's a class of tools called business activity monitoring. And this is kind of what they do and what their value is. There are differences between routing and workflow and transactional content management. And we expect the CIP to understand some of those nuances. Again, 60 percent is what you need to get to pass. So, you could miss every single BPM question and still pass. We'd hope you wouldn't do that, but it happens. All right. Domain five, near and dear to many of you, I suspect. Managing the information lifecycle. This is largely our records management domain. And we cover the steps in the information lifecycle. The purpose of capturing records and distinguishing them from non-records, what vital records are, the challenges with capturing and managing different sorts of information through their short-term lifecycle. And then, of course, since we're talking about digital preservation as well, through the long-term lifecycle as well. It's not at all uncommon for certain types of records to have retention periods that are decades, centuries, or even millennia in cases of certain types of nuclear-based records. And so, I don't purport, and we don't purport to test how you're going to read these records in 10,000 years. Frankly, I'm not sure we're there yet. But certainly, there are proven techniques for how to be able to read information in 10, 20, 50, 100 years. And we make, we have questions on the exam that deals with those, both in terms of generalities and in terms of specific strategies and techniques such as migration, digital emulation, and the like. We also note the importance of standards in open standards and standard-based, open standard-based file formats and storage media as an effective mechanism towards long-term digital preservation. This is also where we talk about knowledge management. And frankly, that's because we couldn't figure any place else to put it, and we knew we needed it. So, we had a lot of discussion about where collaboration would go and where knowledge management would go, and ultimately, this is where they ended up. But on the exam, it doesn't go in order, it's all randomized anyway, so it doesn't matter. Okay, and last but not least, we have implementing and information management solution. This is really where we get into the nuts and bolts of developing a program and selecting and implementing a technology solution. But there's an awful lot more to it than just simply buying something and flinging it over the wall. And this, we think, is an important topic for CIPs to understand and be able to impress upon their organizations, that they need to understand the needs of the organization, that the business is in the business of the business, whether you're a business or public sector doesn't matter. You have a mission and information management, information governance, all of the stuff that we're talking about on the CIP ultimately has to support that. And so, we require on as part of the CIP exam that candidates demonstrate some understanding of that, that they identify the roles and responsibilities associated, that they understand how to do a baseline organizational assessment so that they can understand where you're at with respect to existing systems, existing processes, existing techniques, existing policies and procedures, what needs to change, what needs to be developed from scratch, where are the types of resources that you can go to to find that information if you're not lucky enough to be part of a formal academic program like this. So, we expect them to understand how to identify what they've got in place, where they need to get to and what that gap is. And then, once they've figured out what that gap is, what's the right thoughtful, systematic, methodical approach to address and sometimes that's hardware and software. Oftentimes, it's process redesign, it's policies, it's training people on policies and processes and then enforcing their adherence to policies and processes. I have to say, having been involved with a number of implementations over my career before I joined AIM, most information management programs fail not because the technology is bad or even because it was implemented poorly. It's because it's not a good fit for what the business needs were and because nobody used it and they didn't use it for a variety of reasons because they weren't trained on it, they didn't understand it, it was too complex, there's lots and lots of reasons. And all of these are covered in this domain. We also cover in this domain key things around metrics and measuring the efficacy of the program, not just data metrics but other sorts of metrics and making sure that we realize the benefits that we expect to accrue from this type of program. And possibly the most important thing, change management, which again is not just training, it's not just sending out an email blast, it's having a formal program in place that says we're going to start this initiative and here's how we're going to raise awareness and prepare people for change. And we're doing the project and here's how we're going to get the end users involved and the stakeholders involved and keep everybody informed. And now we're at implementation and the tasks change and now we're at go live and the tasks change. And so it's again, it's a comprehensive systematic methodical approach. So that's it for the exam. Six domains, you do not have to pass every single domain of the exam. You have to answer 60 questions right more or less. You need to get an aggregate score of 60.00% on the exam to pass. So for anybody that's interested in it and I'm happy to talk with you individually afterwards via email if you are. But the next steps that we would assume most candidates would take is you schedule the exam, right? You go to criterion's website and you schedule the exam. You prepare for the exam and then the day of it you take it and hopefully you pass it. And so I'm going to talk about each of these steps now in a little bit more detail. To register for the exam, again, it's proctored by criterion and so you can use the link that I have on the screen and it will ask you first to search by country and then in many countries by state, province or prefecture and then it will show you exam centers within, I want to say it's 100 mile radius by default. We have about 10 of them in the greater Denver metropolitan area. I'm certain that in the greater San Jose metropolitan area, there's got to be a dozen of them. But we've had them in Nigeria. We've had people take the test in Israel, in Russia, in France, in Brazil. I think we're at 33 countries right now where CIPs are represented. That's not where you go to register though. You go to register at the second and you have to create an account and then you select your, you will then move into the Locate Test Center. You select your date, time and location. You pay the fee if it's applicable.  Take the exam and it's instant gratification. The second that your exam closes and the proctor logs you out, your score will be generated on the screen, both your overall score and your by domain score and then you will be able to assess your next steps. We have a number of study resources. Some of these are free, some of them are not free. But I don't think most of them are too onerous. We tried intentionally to kind of provide pricing that was typical of the industry. The outline is free. The study guide is free to aim members. I want to say it's $60 for non-members. The sample exam is free. But you do have to give us your name and email address. And we generally will send one email out after you take the exam, sometimes six months, within six months after you take the exam saying, hey, do you want to take the real exam? And that's it. We have a CIP preparation workshop which is far from free. But it's on the website. All of this is listed at aim.org slash CIP. They're all there. They're the links.  And if we do, send me a note and I'll fix it. And all of our aim training courses align to the CIP now as well. That was one of the things that we did as we relaunched the CIP. And so our ERM course aligns pretty closely to several of the domains actually. Our ECM course aligns to domain one. Our BPM course aligns to domain four and so forth.  You can use the designation instantly. We will send you a pre-certificate that is suitable for printing on your I love me wall. Usually within a couple of days, it may be as much as a couple of weeks if we really get backed up. We only have 24 employees worldwide. But the colleague of mine that does this is usually pretty good about getting them out. At that point, you can immediately start tracking your continuing education credits as I described earlier. On the aim.org slash CIP site, you will, there's also a link. To the continuing education form. I know it's 2017. We should have a web-based form. It's on my list. I think I mentioned we have 24 people. But that form also includes examples. So again, formal academic instruction like this counts. Vendor presentations that are educational count. Going to your local ARMA chapter meeting that's actually a wine tasting doesn't count. Unless they talk about the taxonomy of wines. In which case it would probably count and I'd love to go to that meeting. There's also a recertification fee. This is $25 per year for members or $50 per nonmember. So the fee that you see on the screen is for the entire three-year period. This also represents a substantial discount from retesting. And so again, as with most certifications, we fully expect that most CIPs who choose to maintain it and we hope they all do would do 45 hours and pay this much lower fee as opposed to trying to retest on whatever the current exam is. If you don't pass the exam on the first try, you can take it again. However, you have to pay the exam fee again. And this is fairly common in the certification industry.  And domain one, you get a 79%. But domain two, you got a 33%. Well, obviously you focus on domain two more than domain one. You have to wait 15 calendar days to register to take it again. And 90 days in the unlikely event that you have to take it a third or subsequent time. The reason for this is that there are bad people in the world who sit for exams many, many times over the course of a week. And remember five questions at a time and then spit them out to exam cheat and brain dump sites.  And so part of the way that we address that is by randomizing the questions. Another way that we do it is by having multiple exam forms. And a third way we do it is by making you wait so that you have to wait a minimum of 15 calendar days. Now, since I know that all of you are honest, reputable, reliable credits to your organizations and communities, I know that you wouldn't do any of that. You instead should look at that 15 days as the opportunity to really sort of study on those areas that you did poorly on. Review the study guide. You can always reach out to me personally if you take the CIP and you're not successful and you kind of wonder why. We do not give you the exam questions that you missed. Again, that's part of the security mechanism. But I can certainly point you to additional resources, many of which are free, many of which are available from other organizations. Again, AIM wrote this, but it's intended to be an industry certification. And so we use ISO 15489. We use the International Institute of Business Analysis, Body of Knowledge. We use the Project Management Institute, Body of Knowledge. We use these sorts of standards. Okay. At this point, I would welcome any questions that anybody has on anything I've covered or anything I haven't. If you could take the mic if you have a question. Go ahead, Anna. Can you talk a little bit more about the options for continuing education? Sure. In essence, we tried to make it as broad as possible. I know that there are certifications that require you to take their stuff and pay them money and do that, and we don't like that. And so if you go to an ARMA chapter meeting or an ALA meeting or trying to think of the other people that are out there doing meetings, PMI meeting, if you go to a vendor demo that you believe to be educational in nature, yes, it's vendor, but it's still, if they're showing you how to do, set up a record center with SharePoint, that's educational in my mind. Writing a paper, writing an article, writing a tweet. No, you don't get credit for writing a tweet. A blog post I'll take on a case-by-case basis. If it's long and meaningful, I may accept those on a case-by-case basis, but generally speaking, what we want is you attended an event, it was educational, it related to a topic on the CIP, we don't care who the sponsor was, be it vendor, be it ARMA, be it the ICRM, be it, you know, San Jose State, it just doesn't matter, as long as it's educational and aligns to the CIP. Every hour of contact, educational content, counts as one credit. So, if you went to the Managing Electronic Records Conference in Chicago next month, I want to say that's 12 and a half hours of credit. If you went to the AIM Conference in Orlando this year, that's 12 and a half hours of credit. I think the ARMA conference every year, it varies between 11 and 14 hours. Did you have a specific example of whether you wondered it would apply? No, I didn't have a specific example. Lisa asked, teaching a course. Yes, Fish. This is an interesting challenge for a lot of us. I teach a lot of AIM courses and I actually had the same discussion with ARMA at length about how do I verify that I actually taught a course. Fortunately or unfortunately, we don't get a lot of those requests. So, but I, but certainly teaching a presentation is, and so, if you're basically doing a presentation three times a week for 14 weeks, yeah, that counts. We just probably have to figure out what the right number of credits is for that, both for development and for delivery. But yes, teaching a course would count too. Delivering a presentation counts extra because you have to develop it and then you have to deliver it. Other questions? And what kind of evidence do you have to provide of you attending an event that would support a continuing education credit? Again, we're pretty flexible. We want proof that you actually did it. So, registration receipt. I don't know if everybody tuned into this webinar and listened to the whole hour. I have no way of knowing that. There's a technical way that we could get to it. Life's too short for that. So, what we would do is we would accept a registration receipt. We would accept a review. We would accept a syllabus or an agenda from the event along with some sort of proof that you attended, an email that says, thank you for registering for this webinar is probably fine. And a lot of it's on the honor system. We reserve the right to audit those and to go back and check. We haven't had any problems yet. So, we try to be as flexible as we think is prudent and reasonable to make sure that people don't find it too onerous to maintain the certification while at the same time recognizing that it is a formal certification and we're not going to hand it out like backer jack prizes. For those of you old enough to get that. Other questions? Hi, JC. It's Lisa again. When you are, have multiple certifications, so like CRM, IGP, et cetera and your review cycles come up at the same time and I noticed you have all three. I just want to talk about managing that because I had two and they both came up at the same time. One was at a three-year cycle and one was at a five and they both happened to kind of come together at the same time. Can you just share your thoughts on, you know, managing, especially if you have three certifications and trying to. Right. Yeah. And by the way, I'm a CIP and I maintain my CIP. I paid the $75 because I'm an AEM professional member even though I work there also. I still pay my dues and I paid the $75 to do my renewal and I had to send in the same form that we expect other candidates to submit. So how I manage it, frankly, I have two answers. One is I keep a spreadsheet. That's the only way I can do it. Otherwise, I'd go nuts. And an awful lot of things where they're done electronically, so that the brochure quote on quote isn't mailed to you. It's an e-brochure like a PDF that you would download. Those URLs go away sometimes. And so generally what I do is when I know I need credits for an event, I download the brochures. I have a spreadsheet. I make sure that I've got either a link to the description of the event or downloaded whatever the description was so that I've got it. We try and provide receipts and we try and work closely with the other organizations in the space, so far the ICRM and ARMA, to get our stuff pre-approved. AIM events for them and likewise. And so the MERC conference is pre-approved for CIP credits. The ARMA conference, once it gets finalized, will be approved for CIP credits. So that's one answer. The other answer, and this is something we don't do, but the two I mentioned just do, is that there's a limit to how long you have to report something. So if you attended the AIM conference, which was in March of this year, and you want to claim it for ARMA credits, or excuse me, for ICRM credits for your CRM, you have six months. If you want to claim it for ARMA IGP credits, you only have two months. And so if you haven't claimed it by May, you're not going to get it. We don't like that approach necessarily, because you still did it in our minds. But they do what they do, and we do what we do. But I think that the key thing is whether it's one certification or a dozen is to have some sort of a tracking mechanism and anything that you do, you participate in that you make sure that you've got some documentary evidence of it, and that you keep that. I think the good news is that most of us, when we do stuff, we register via email or we get a confirmation email, and honestly, who here does inbox zero, right? So we've got all those emails in our Gmail account, or Hotmail, or whatever your personal email account is, and you can go back and refer to those. Is that an interesting question? Yes, thank you. And do you just use a follow-up? I guess I know I do. I use, you know, maybe potentially one item for both certifications. Like, I submit it for potentially both, and that sometimes works too. Yeah, absolutely. And I think the key to that is, again, making sure that you meet whatever the time reporting requirements are for the most stringent one. And so when I was doing my IGP, first of all, I submitted stuff way too late, and they just denied it out of hand. And that's really when I started tracking it much more closely. And, okay, I taught this class, here's my thing. I taught that class, here's my thing. And that's when we got into the whole discussion on how do you document being an instructor. But, yeah, I think you have to be organized. And fortunately for us, I think most of us in this discipline tend to be fairly well organized. And absolutely double, triple, dip, if you can. Now, it doesn't always apply, right? Somebody who's a PMP, many of our courses have a little bit of project management in them. But some of them don't. And PMI doesn't recognize any of those. Some of our stuff is approved by the ICRM as records management related. They've actually been pretty good for us in terms of granting, even our BPM course, which arguably is not really records management per se, but part five does cover business process management, and so they give us credits for that. Any other questions? We've got about two minutes left, it looks like. Okay, if there's no other questions, first of all, if there are questions that come up after this or that you didn't want to ask in this forum, feel free to send them to Pat. And she can forward them to me or even send them to me directly and I'll respond and I'll send those responses to Pat as well so that she can disseminate them to everybody. Here's my contact information. I generally try and post my public presentations to slide share. I'm happy to connect if you want on LinkedIn. If you don't want, that's fine too. My Twitter feed is open, so if you want to follow me on Twitter, you absolutely can. I generally try and follow people back who are in this space and in this discipline, unless you start posting about your cats or your kids and then I don't care. I love cats and kids. I love my cats and my kids. I don't care about your cats or kids. And that's my work email, jwilkins at am.org. And I'm usually pretty good at responding pretty quickly. Thank you very much, Jessie. This was really informative. I appreciate your time very much and I see the comments in the chat area are saying the same thing. So I'm going to officially close our presentation.


Ahoy, and welcome to the channel. I'm Dr. Sumerian, not a real doctor, and today I have to tell you that my camera isn't working. I've been trying for the last three hours to figure out what's wrong with it, and because I leave my recording to pretty early the day of the video uploads, I don't have anything else prepared, unfortunately. So this is actually just a video to let you know that I'm sorry that I'm not able to do the content that I was expecting to do today. It's gonna not be a very long video. Apologies, and I will see you on Thursday one way or the other. If I can't get the camera working, we will just work around it with audio, but I probably won't be doing meme reactions unless I can get the camera going. So yeah, apologies. We'll figure it out. Thank you very much for watching. I'll see you in the next video on Thursday.


What's up guys, Saturday the 2nd on Lake Hartwell. Me and my buddy, Wes, and we have a tournament tomorrow. And tomorrow is Sunday. So we're going to go out here and try to figure them out. We haven't been here in a while. Haven't fished Hartwell in a little bit. And I love Hartwell, so I'm really excited to get the new rods. Actually, I have them all in here. My dad actually got 12. So now we have like 25, 25 Akuma. Akuma's now. Here's all the new ones in here. They're all tied on. I haven't casted one of them yet. Literally, I haven't casted. I got to go. Like these are my dads. I don't have baits on them. But literally, like I just tied the baits on. That was a brand new line. Everything. So I can't wait to use them. I just got to pay attention and make sure I don't backlash from the start. I got to set them up first. But hope you guys enjoy the vlog. I don't got to do it. Yo, do up a cock, man. No. Yo. That's all I got. I'm going to shad wrap. Just fishing this bank back here in this cove. I'm going to just reaction bite. It's a healthy fish right there. I mean, it's nothing big. But I mean, that's the start. Hopefully, you can find some more and duplicate something. Let's go catch some more. There's a little pocket right here. I'm trying out the music board. We're about to throw a fish head down here. We haven't scant it yet. It's just really, I mean, it looks pretty good to me. If you guys can see, I mean, there's some stumps on the edge. But I just really like that middle we are scanning through right here. Let me show you. We scan through right here. A lot of bait. Bait. And this one's similar. I mean, that one's pretty good. Come on. I mean, that's pretty similar. It's pretty identical. And there's a lot of bait there. We're not really fishing all the spots with all the bait yet. We're finding the bait, but we're not really fishing. There's so many boats out that it's like, and they're not doing what we're doing. Everyone thinks the fish are all up shallow in the back of the coves, but we just finally found out that they're right in the middle of the ditches and stuff. So that's something that we love to do. So that's perfect. So we're just going to go to try to catch some. Hopefully we can get some on the fish head. This is how Western pre-fish is. He's foam fishing. Trying to line up some dude for tonight. He's trying to line up some dude for tonight. Yeah. I'm on back page. He's really catching the z's. All right, guys, we're going into Cumbela's. Just got off the lake, not too long ago. We had some moes. That was pretty good. But yeah, we didn't really find a lot, but we did find a few spots. We didn't fish everything. So we want to wait till tomorrow. So we did find a few spots with some bait on it. And so we're, what's up, man? So we did find a few spots with some bait on it. And so we're definitely going to go back and fish out. We didn't want to fish, because there's just so many boats around. But we're at the meeting. So let's go ahead and hop into it. I appreciate you guys. Thanks. Good to see you, buddy. You bet. Take care. Take care. Oh, I blew a mold. You go through line. How you doing, man? CJ. Nice to meet you. What's up, man? What's up, man? Nice to meet you. Are you going to go to the conference room and get food again? Kind of hungry. I'm eager to the bathroom. I don't know where that's at. That's a nice shot. First time in Cumbela's, never been here. There's a pretty sick wildlife. Look at that. Same thing. What fish are you talking about? It's my species. That's my species. I appreciate it. No problem. That's like I used it tomorrow. Put it on your drop shot. Put it on your drop shot. Dude, that's some finesse type stuff, bro. Dude, I'd be throwing beetle spins with this thing. Sample. Spend some money there, dollar menu. No, false. Oh, you're going to watch this live. Can I sample something? Of course. Come on, just go over there. Hi, hi. There you go. You're going to be famous now. Very. You're already famous. Are you? You're already famous? Okay. Can I sample the skookies and cream? See that? See, kicking their bass TV. Kicking their bass TV. See that? Kicking their bass TV. See, you're watching kicking their bass TV. You're watching kicking their bass TV. Yeah. Right on. I'm going to be famous. Everything, real beer is good. I don't know all of them are real beers. They'll probably be my last one. Put that on, Weston. Weston, put that on. Put that on, Weston. That ain't no, you can't put this on. That's a coon hat, baby. No, that's no hat. That's the hang on the wall. Come on, get in line. Yeah, we creepers. That kid back there was like, hey, there goes kicking their bass TV. Really? Huh? Right there in the grass. You guys off on the same school? You guys good today? Let's do a club picture. Get in there. Do a pleasure here. Here, get on the set. Let me get your phone out. One, two, three. You're watching kicking their bass TV. Right on. What's up, dude? Oh. What are you going to say? We picked some up today.  We're going to be famous. You never fished them? I never fished them. Just keep it on the bottom. They're at the top school.


Hi everyone, I am here in my office today in Crow Park as today we had a conference around the future of Talent 2023 by FRS Recruitment and I had a delightful job of being the emcee and I wanted to share a range of insights that came up through the conversation. So it started off with Stephen Kinslep and he first of all asked us if we had read the book Where Is My Flying Car because he's read it three times and it's a history of future theories, so what people have predicted the future in the past. And he was talking about that in the context of asking us to stand back and to look at where we are today relative to where we were in the past but from the lens of standing in the past. He said Ireland is eight times wealthier than it was 40 years ago and that Ireland as a population is transitioning from being one of the youngest in the OECD to one of the oldest in times to come. He said the future is wealthier, faster, grayer, happier, greener, witter, slower and similar. And he took us to a range of ways in which that was the case. He also pointed out that Ireland is the highest life expectancy in the EU and he compared that to a couple of countries that were surprising in a couple of ways particularly in the developing world sorry developed world. Now he also went on to talk about the opportunity that would be there if Ireland was to develop renewable energy dominance and he compared the output of the country now he was to the output of the country back when Ireland and Croatia was built and compared to what it could be if we really embraced particularly offshore wind energy. I pointed out as well of course that a third of our energy generated in Ireland today is through wind and he was just talking about the point about how this could go and the two particular outcomes of that number one is having almost free energy for people in Ireland and the impact that would have on cost of living and also how we could export it as well. He pointed out that there is huge wisdom from talking to people and we often talk about that in the context of market research but perhaps not in the case of community engagement when it comes to things like net zero or infrastructure particularly green infrastructure etc and he did really say that if he could design his ideal job it would be to talk to everybody in Ireland at least once. He was talking as well about an initiative that's going on at the moment with his own students in UL where he's teaching them to think like economists but to use AI to make the code and also he said AI will absolutely take your job that's procedural but from there we need to figure out how to make AI work for us and also to figure out how reskilling and upskilling can happen as well. He also pointed out statistically speaking that roundabout midlife and I don't want to specifically hone in on the exact age he mentioned but he said roundabout midlife is where we can go from being happy as we are as a teenager and there our happiness can decline and then go right up again and particularly by the time age 84 you're happier. Moving on from there then to Johnny Campbell from Social Talent so he spoke about how we use job titles and qualifications as a proxy for skills and he said if you change to skills based recruitment the whole game changes entirely. He said for a start that your talent pool can expand by 10x and particularly for women because they're underrepresented in the workplace is that can expand by 13x. He also said that if we move people away from jobs and into skills what exactly would that mean? Well he said then we would change our job descriptions to be more skills based, change sourcing, change talent advisory, change skill assessment, change interviewing, particularly standardizing it with a rubric associated with said skills, L&D being learning and development as well as internal mobility and he also pointed out that 77% of organizations have a skills shortage and that's why this particularly needs to change. He also pointed out that we need to be able to identify one's learning quotient because if you are somebody that can learn well well then it doesn't matter what skills you have today the point is is that if you're susceptible to be able to take on more of them tomorrow well then that can change the basis on which one might be hired and he also spoke about the future of talent and specifically skills shortages and how it is only moving in one direction as the world increases its need for people and talent and the skills that they have but he also talked about introducing certain technologies. He spoke about AI and he spoke about different HR tech etc but he said there's no point in bringing in new tech if you haven't got your structure right. Fix that first he says get better organized enable people to know what they're expected to do and so on like that and then introduce your technology and your improvement. He also spoke about the potential implications of the EU pay transparency directive and the speed at which it's coming in and he caught in the audience not to be guinea pig don't do things first let someone else do things first you do second and then see how it works from there. Moving on to Kevin Green then he said 85% of economic value comes from intangible assets and ultimately everybody no I won't say everybody lots of companies say their people are their best asset and yet they're not recognized in a balance sheet and any one of you that come from a financial or accounting background you know why that is the case but he made the point that how do we get out of the way of our people to let them unleash their creativity and thus unlock that intangible value in our businesses. He also pointed out that people want when they're applying for jobs to be able to make an application really simply like one click of an upload of a CV or something that isn't a clunky system something that really has great user experience. He pointed out that AI the gig economy and different trends like that are leading towards a more polarized workforce and that needs to be addressed from one perspective it offers the opportunity that Johnny was talking about and on the other hand it needs to be managed from an employer, political, economic and social point of view as well. He said it's very important to empower leaders and managers to make decisions and he also said that they are super important in the tea and toast meetings is what he calls them in first boss but he talks about having fast feedback loops ask people for their opinion listen to what they say and then go back and show them you said we did that is what builds up trust and if you can't deliver upon what they're asking for say why involve them in the feedback loop bring people with you. He also said use design thinking in order to figure out new ways of doing things and do those with the people that it's going to affect. So then moving on from there I had Laura Doyle from Distilled and then I also had Lynn McCormack from general manager of SRS at Boris recruitment and we Laura spoke about the importance of making commitment to staff to show them what you as an employer is going what you're going to do for them and then hold both of you accountable along the way she said good people want to work with good people. Lynn particularly pointed out the role of the cost of living changes that have happened in the country and of course wider society and how that is affecting career choices whether it might be the cost of energy bills and where people physically choose to work whether it might be the push to renegotiate salary or move for higher salary. And of course the opportunity to get a job closer to home and how that might affect things as well. She said one fifth of people based on their research one fifth of people would move for salary increase of 10% and that is coming from people who've been with their employer for three years or more predominantly and Kevin on the panel then also said that purpose and belonging is really important in a company but he said there's three key things that staff need to know. Number one is why is their job important and who does it affect. Number two how they have autonomy and number three is how they're going to grow and develop. All day we were talking about the role of flexibility and what that means whether it is the timing that people are working the place that people are working from the opportunity to change all day flexibility came up again and again. I also was well the role of feedback loops and wellness days and the understanding that you need to take care of people not just the fact that they are staff and Laura particularly talked about performance calibration where people go through a performance review but also that is calibrated by customer feedback or a respective staff feedback or performance in terms of other metrics etc. And she just said you know good people want to know where they stand. The conversation then arose about retention versus recruitment and Kevin particularly said start with retention. A consistent turn takes a huge amount of energy and takes an awful lot of time and effort away from retention. He said also if there is going to be people who are made redundant and I don't mean that in the literal sense but what I mean by that is if people's jobs are going away by virtue of technology etc. He said first of all be transparent about it and then find the opportunities for those people to perhaps move internally or else if they are not if their jobs or the contracts are not going to be renewed it communicate communicate that early and help them figure out a way forward from there. So then we had a conversation with Colin Donnery and Hannah Terrell and in particular there was five key things came out of that one is the importance of diversity inclusion in the workplace two is communication all day long again they're talking about the role of clear communication. Number three and Hannah really put this forward she said people need to know what does it mean to do what they're doing so what does it mean in her case to play for Dublin or what does it mean to do the job that you're doing know your why and articulate it. Colin also talked about well both actually both of them really spoke about the role of stakeholder management. No that's the term I'm putting on it but is taking care of the people who you need to take care of and communicating according to your audience and bringing people with you and everyone just talked about how it's a busy world. Yes the economy is doing very well people can be very busy that comes with its own challenges and we need to be understanding of that whether it is from a work-life balance perspective or whether it is from the perspective of taking care of oneself or understanding that it's not always easy to keep up with that pace but overall a super day and thank you to Lynn to Erin and to Joe and to Colin for giving me the opportunity to emcee right here at Croke Park.


Sometimes I wonder how people would react if I came to the past with a smartphone and on one hand On one hand they might revere me as a guy.  He is the Messiah I get blessed from the Lord of the land with hoes.  Yeah, you know hoes on top of hoes Hey, excuse me not hoes I mean I get blessed from the Lord of the land with promiscuous maidens my bad I've dreamt about it several times actually, you know I've also been very wary to not get my hopes up on the off chance some portal does open up to a parallel dimension That's like a few hundred years behind ours. I got to stay on my tippy toes Okay, I got to stay on my tippy toes for all I know for all I know people don't take too kindly to niggas with smartphones Let's say I get transported to some pirate ship. I'm on the deck the cruise just looking at me captain pulls up What you got there, mate? That's how um, that's how pirates talk, right? What you got there, mate? This this called a smartphone, you know, you can text people with it You can take pictures it's a little too much for your puny brain to understand So yeah, I mean like if you guys could just take me to your king. He could award me the Medal of Honor whatever the hell y'all got this time period, you know, even the um, even the Nobel Peace Prize It's Ron these niggas pockets, mate. Maybe they won't even like smartphones You know, maybe I'll present it to the king and he'll think I'm some sort of witch That's responsible for the for the four years of famine. They've had and check this out. Okay, you can even use it as a flashlight Click clop. Click clop. Which which he's a witch have him burned at once This is a smartphone, right? Oh my mom. I'm not a witch bro. Why y'all tying me to this crucifix? Why are y'all pouring gasoline over my body? Why wait a minute time out? Where you get gasoline from huh? I don't see no cars around Talking about crucifixes. Nothing would make me happier than getting transported to the time period where Jesus was doing all the miracles And just showing him up bro.  He is the son of God. That's that's crazy, bro That's that's so crazy. I guess that's kind of cool. Oh, whoa, who said that? Who that just said that he sounded like he was gonna show that guy up me over here. I guess that's kind of cool But can he do this? Oh my god. Oh my goodness.