from Korea to Germany, from Alaska to Puerto Rico. All over the world, the United States Army is on the alert to defend our country, you, the American people, against aggression. This is the big picture, an official television report to the nation from the United States Army. Now, to show you part of the big picture, here is Captain Carl Zimmerman. In the letters from Korea, you find many interesting stories and anecdotes that seldom reach the public eye. Stories written between the lines of the news by men who see only what is going on in their particular sector will write about their own experiences or of things of special interest to them. Now some of the stories we're going to bring you today may not give you a detailed picture of the war in Korea. But we do feel that you learn a good deal about the courage, the ingenuity, the humor, and the heart of the American soldier. Let's move into Korea now, here at the side of a road and hear these words from an infantryman. I remember how we sat around waiting to move up, every guy with his own thoughts. You keep him to yourself before a battle and you get ready for what's ahead for what you'll have to do. We heard a lot about our objective. By now, I guess you've heard about it too. We were headed for a big mountain called Old Baldi. No sense worrying about what might happen to you, but that's hard to do, especially hard when you get close to the jump off point, close to the commies dug in on that mountain, waiting for us. At dusk, our guns opened and we moved out into the valley. They shot flares above us at night, but we kept going up that mountain. After the battle, there wasn't much to see on Old Baldi Mountain, except debris, shell holes, wrecked vehicles, and those bunkers where the Chinese lived, and where a lot of them died. Some of our guys didn't do so well either. They carried me down that mountain. The aid station was a busy place and some of the guys who came in were in pretty bad pain. They sure set their teeth, though. They stood it and their faces told an awful lot about the battle we'd been through, about war in general, I guess. Of course, some of the guys were luckier than others. This was my first trip in a helicopter and they don't lose any time getting your board one. It's a sort of flying ambulance. It can't fly too fast for you. You'll worry plenty, never quite sure just how bad you're hit. Of course, the boys tell you you're going to be okay, but they keep that blood plasma feeding into you all the way to the hospital. I don't remember much about the ride, but I know it was only a few minutes before we were settling down and the reception committee was there, ready and waiting. At that mash hospital, the sign looked mighty good to wounded guys. The receiving room is just a short ride by ambulance from the helicopter strip. A guy who's wounded sure gets moved around a lot. Next thing I knew, the driver said, well, we're here. The doc's waiting for you and everything's going to be all right. As they took me inside, the doc was talking to a guy from another outfit. When we take the dressing off, I'm going to put a towel or a blanket under that so we can get a better look at it. Say hello, what happened to you last night? Well, last night, sir, about 11 o'clock, I had two bunkers knocked down on me. Two bunkers? Right. Rebuild it or two separate bunkers? Two separate bunkers. I just told Stella we see this foot. Got a wound of entrance here. Easy now on lifting it. Did you got one back there? Yes, sir. Now you have a big wound of exit down here. You got normal feeling in your foot on this side? Yes, sir. How about on this side, sailor? Does it feel different to you here? Yes, sir. Okay, that's the only place. How about your other buddies up there? Well, sir, they were about three or four of them got hit last night. Got hit last night? Yes, sir. They come in through our place here? I don't know where they have not, so far, sir. And how about with you today? How many more boys were in with you? I'm on the one today. The only one in your bunker when it got hit? Lieutenant, the leader, he got hit last night. Got hit last night? About a quarter to 12. Okay, how long have you boys been up there now? We just got up our yesterday afternoon. You're just replacing the fellows that have been on the line and are now coming off? Yes, sir. But some of us weren't able to carry on a conversation. The problem here is one of this man wound of entrance in the upper chest of an over abdomen has gone into his abdominal cavity or just through his chest wall and injured his lung. He also has another one in his head. It might be in the skull, although by x-ray we feel it is not. We had all the best equipment and technicians with a know-how to handle it. They don't miss a trick in those mash hospitals. Of course, you don't stop worrying right away. There's still surgery ahead and most guys feel a little scared before they go in. Seems like a long wait and that's why it means a lot to have the chaplain there. Somebody to talk to, somebody who understands a lot of things without being told. Some of the best surgeons in the world are in these hospitals near the front. If anybody can pull you through, they can. It's up to them now. They're skilled and well trained in their profession. Of course, you don't know what's going on, but you've got confidence in them and you know that you're getting the best medical care. When you wake up, you're in a bed for the first time in months and there are nurses to fuss over you. Funny what a few hours will do. Sure, we were still weak and kind of numb, but the nightmare of battle was beginning to drift out of our minds. We usually stay at a MASH hospital for more than 48 hours, so we removed again. The clearing company they took us to was right next to an airfield. When we pulled in, a transport was waiting to fly us to Japan and some of the guys would be flown from there back home. Of course, nobody was complaining about that. Some of us had a long way to go toward recovery. Well, that's about the end of my story. We know it isn't an unusual story. It happens to lots of guys, but I never thought it would happen to me. Never thought I'd have to leave my buddies back in an old baldy mountain. Thought about them a lot as we got ready to take off. Didn't have time to say goodbye then, but we said so long to those medics, fine men. They sure treated us good and we won't forget them. Here is another story that comes from a small town behind the front lines. The people of Cap Yonge have seen their town change hands five times during the war. They have known the terror and destruction of war. But now, pieces come again to their village and the people no longer live in fear. In some ways, life for them is much the same as it was before the war.  It began one morning in front of the Cap Yonge County Office where an American officer met the officials of the town. This civil affairs officer tells it this way. You might call this the story of how the spirit of Christmas came to Cap Yonge. It began one day while I was talking to officials of the town asking them how we could help the people of the village. Well, they had a parley right there on the street in front of the county office and it didn't take them long to come up with an idea. They decided to show me what they had in mind. Said they wanted to drive out to a certain field on the outskirts of town. So we all piled into the jeep while I wondered what was in their minds. But they wouldn't tell me anymore until we arrived at the field. Then they said, what we need most is a new school to be built here since our other one was destroyed in the war. Well, from then on, events moved quickly. Back in town, these officials paid a visit to Major General Joseph Clellan commanding officer of the 40th division. They told the general about the idea and he was all for it. But there was that time old question, where's the money coming from? The general wasn't stumped by it. He figured all of us would be willing to chip in on a cause as good as this one and anyway, he told these officials that he'd see what could be done. The word got around and the school idea went over big. Have you ever seen an American soldier who didn't like kids? Well, this was a cause they just couldn't resist and no sales talk. Nothing was needed by the guys collecting funds to build it. All over the division, the men really dug down to take care of those kids that kept young. Men in every unit chipped in what they could and put their contributions in the hat, gladly. And in just three weeks, they contributed a total of $14,000 in bills or coins, whatever they could afford. We set up a temporary school in tents. These were all right for the time being, at least. They served well enough to get the school in session and to get the kids back to reading, writing and reciting their lessons. We sure liked those kids. But with winter on the way, we figured they'd be pretty cold sitting in tents. So we didn't lose any time getting the engineers in on this deal. They got right to work drawing up plans for a permanent school building. And in short order, we were ready to begin construction. The kids and all officials of Cap Yonge came out for the groundbreaking, so did the general. In fact, he shoveled up the first spade of dirt for the foundation of Cap Yonge High School. And the actual construction got underway. The townspeople supplied the labor and we brought in the necessary building supplies from all over Korea. Those people really went to work. You didn't see them sitting around or leaning on a shovel. Of course, some of their methods were kind of primitive. That was to be expected. But they also showed a lot of skill and ingenuity. For example, the way they put the framework of this school together was pretty interesting. The beams were fitted into place and then secured by wooden pegs. The engineers supplied some machinery to speed up the operation so you had a view of primitive and modern construction methods used on the same project. Cap Yonge, a present from the 40th division, was built to handle 500 kids. And that present materialized pretty fast. Nothing fancy maybe, but the mud made good plaster and the tiles were solid protection against the rain. Before long, the school was ready to open its doors. But the kids weren't the only ones who came to school that opening day. Just about the whole town turned out for the dedication ceremony. And those people put on quite a show. You'd have thought the war was over. Maybe most of the villagers didn't understand the general's words, but they understood the good wishes behind them and they returned the spirit of giving with gifts and flowers. Just to make sure those kids got to school on time, a bus captured from the commies. Kenneth Kaiser High School was in session. The school was named after the first 40th division man killed in Korea and dedicated, as the plaque says, to the future leaders of the Republic of Korea by the officers and men of the 40th division, United States Army. From a signal company comes a letter from an American soldier written to his young son at home. Dear Mike, your last letter was very interesting and I enjoyed the pictures you drew in it. We have lots of animals over here too, and I want to tell you about one of them in particular, a mule. A Chinese communist we captured named Rosie, the Riveter, because she kicked so much. But she really wasn't as stubborn as a mule because she soon began to appreciate life on our side of the line. In fact, at our outfit, she became so cooperative and trustworthy that we took her into our confidence. Allowed her to look at our maps and stand in on our briefings. At one briefing in particular, Rosie agreed to help us carry out an important mission, the building of a very high frequency radio station on top of a big mountain, hard to get up to. Well, Rosie didn't say much, but she sure studied that terrain map very carefully before we set out. Our strategy was this. Trucks would carry the bulk of the equipment to the base of the mountain. At that point, it would be loaded on the backs of Rosie the Riveter and some other mules and donkeys attached to our company. Then they would carry it up the mountain for us. Well, Rosie and a donkey friend of hers, named Sarah, started off on foot ahead of the trucks, walking together, passing the time of day. Close behind them came a mule named Elmer, who thought he could fly by flapping his ears. He also had a habit of nudging people. Before long, we arrived at the mountain. Rosie wasn't alarmed by the size and the weight of the load she was to carry. She didn't kick about it at all. You see, while a captive of the Chinese Communist, she'd been worked hard night and day. But on our side of the line, she got better treatment and she regained her strength. Of course, it was a tough climb up that mountain, even for a strong mule. And there were times when Rosie's patriotism began to weaken. She kept going, though, encouraged on by Sarah and by the sergeant who was with her. So with her help, we got our equipment up that mountain. We planted our antenna at the summit and made it secure and our very high frequency radio station went into action with the help of a former Chinese Communist, Rosie the Riveter, a good American now. You've probably heard how army units fighting in these mountains have been cut off by the enemy or isolated by the terrain, yet kept alive by supplies dropped to them from the air. A story on a quartermaster aerial supply unit comes to us from Aashiya Air Force Base in Japan, where some giant C-119 flying boxcars are based at the home of the 8081 Airborne Air Supply and Packaging Company. The men of this company specialize in air drops of supplies ranging from food and first aid kits to treadway bridges. Their story is told by a veteran of the 8081. First off on this story, I ought to tell you that even though we fly a lot, we're army personnel and proud of the patch we wear. All of us are paratroopers trained by the Army's Airborne Department and assigned to the quartermaster corps. We're usually called aerial delivery technicians and we usually do our delivering early in the morning. That's because there's less wind then, better chance of hitting the target. We know how important hitting the target can be to the guys on the ground in Korea. For example, supplies packaged and dropped to the 7th Division and to the Marines help them fight their way out of the death trap at the Charwan Reservoir. But most of our missions aren't as spectacular as that one. Right now we're getting ready to visit the Air Force radio station we've been supplying for over a year now. Dropping some magazines along with other supplies. Mighty welcome to guys who've been sitting on one mountain for months. Yeah, they're old issues, but they'll be brand new to them. Those cargo parachutes are one reason why you gotta be a paratrooper for this job. They cost a lot of dough. So do the drop containers. So if they're dropped behind the enemy lines, sometimes we parachute in after them. Gather them up and lug them back to our side of the line. We shove the cargo into the plane on rollers and push it out the same way. Since the early days of the war, we've kicked out about 20,000 tons of supplies over Korea. But the best way to give you a picture of how it's done is to take you along on a mission. We're headed for that Air Force air station I told you about.  Just in case you have to bail out over enemy territory in Korea. We all keep in mind the slogan of this outfit. Remember it says, lives of individuals in combat depend on the supplies we deliver. If need be, risk your life to get them there. Never fails, just get a cigarette going and they tell you to get aboard. No smoking till you're in the air. Takeoff time, 05.30. Plenty of fresh morning air because the back door is always open.  That's the Sea of Japan down below. The pilot and the navigator do all the work now. But once over Korea, we make a final check of equipment, especially the static line that pulls open the chutes. That Air Force station is right on the peak of one of these mountains and if we miss it with our load, those guys below are going to be mighty short of water, food and everything they need to keep alive. Our pilots in contact with that station now. On that mountain top, the radio operator fills us in on the wind velocity and the best approach to the target. Then they fire a smoke grenade to guide us in. Okay, this is it. Target below, shove the stuff out. You hold your breath until you see those chutes are hitting the drop zone right on the nose. It's an especially beautiful sight to the guys below, I guess. South Koreans attached to the air station pick up the groceries and bring them into the camp area. Sometimes a box will get broken, but that doesn't happen very often. Usually the stuff arrives in good shape. Then it's stockpiled and ready for use as needed. Yeah, it's a big event for those Air Force guys. Outside of their radio, the stuff we drop to them is just about their only contact with the outside world. But the thing that always gives us a chuckle is the sight of those guys playing ping pong on the top of a mountain in the middle of nowhere. We gotta hand it to them. Mission accomplished, time 08.20. Now you can relax on the way back to Japan.  Another mission in our daily routine. And you can chalk up a record too. One year of airdrop service to that radio station in Korea and every drop right on the target. Yeah, this job has its rewards and most of them come just knowing that you're really giving a hand to those guys who are fighting this war in Korea. Guys we have a lot of admiration for. Guess they're glad we're around too. Every soldier has his own story, of course. And today we brought you a few of these stories. Because, well, because they're important. Not spectacular or newsworthy, but important just the same. Because they serve as a reminder that the strength of our army is in the individuals that comprise it. Where today we spoke to you about people, next week our story is one of weapons. Tools for a modern army. Captain Carl Zimmerman inviting you to be with us that. The Big Picture is a weekly television report to the nation on the activities of the army at home and overseas. Produced by the Signal Corps Pictorial Center. Presented by the US Army in cooperation with this station. You can be an important part of the Big Picture. You can proudly serve with the best equipped, the best trained, the best fighting team in the world today. The United States Army.


There's just so much going on in our field right now, it's sometimes hard to keep up. But what are the real important trends that are shaping service design? What are the things that you should keep an eye on? Well that's exactly what I'm going to talk about in this Trend Report. So if you're interested to learn what these trends are and what they potentially could mean for you, keep watching. Hello fellow service designer, my name is Marc von Thijn and this is the fourth edition of the service design show Trend Report. You know, I just love doing these Trend Reports as they give me an excuse to take a step back, listen to what has been said by the guests on the show and look for those interesting patterns. Don't worry if you haven't seen all the previous episodes. This Trend Report will bring you up to speed. And one of the reasons why I started the show in the first place was because I believe that if we just listen carefully to some of the smartest people out there we'll be able to predict the direction our field is heading in. We'll be able to learn from the future so that we can make better decisions today. The three trends that we'll be taking a look at are the shift from process to outcome, escaping the service design bubble and undesigning services. Now let's go over these trends in more detail one by one. The first trend is called the shift from process to outcome. And this must have been the most prominent topic in the last 10 episodes. Over the years there has been a lot of focus within service design on explaining what we do and how we do it. That on the one hand service designers are really key for our features but there are two focus on explaining what they do, how they do it and the added value they can add. What we're seeing now is that the conversation is shifting. It's shifting towards putting more focus on the outcomes of our work. As service design is quickly growing up and being widely adopted more and more people are questioning what happens after they've invested in creating their first customer journey map or service concept. We know that service design doesn't stop there. Do you think the end of the delivering the outcomes of your project is the end? Do you think being there while it's being developed or implemented is there rolling out being there on a daily basis? I mean, that element I think it needs to be further discussed. So we need to reinforce our focus on the value we're delivering for clients and for their customers. It's our job to address the outcomes our clients want to achieve and take a shared responsibility in actually achieving them. If we don't, we run the risk that service design will eventually fade away again because it promised the world but wasn't able to deliver on it. So think about the recent conversations you had with clients. Where they focused on what you're going to do or rather what the outcomes of your work should be. I think you can really tell when you look at service design conferences how many people are actually showing real results and statistics of this change from this to this versus the number of people who show the process and some diagrams. I don't think that's good enough. The second trend is what I would call a service design bubble that we might have created for ourselves. As service designers we go to great lengths to empathize with end users in order to understand their needs and desires. While this is and will remain a cornerstone of service design we're seeing that we can't stop there if we want to create impact. We have to question if we understand the needs and desires of the people we're working for and with, well enough, our colleagues and our clients. I mean we think we need to build more engagement, etc. But we don't spend much time or efforts or we don't plan to that much more proactively. And I think it is simply the act of designing for the project lifecycle and the actual experience of your client as he goes throughout the process. This trend is driven by the fact that service design is being internalized by organizations and it needs to fit in with the other moving parts that are in place. What does this mean? Well, it could mean that we have to be even more open to learn from and collaborate with other disciplines. And we need to better understand our place in the bigger value chain and be able to point out the value we add. How well you're able to empathize with other stakeholders will increasingly determine how successful you can be as a service designer. We are, as designers and service designers, really keen on starting from observations. We're formulating the ecosystem of stakeholders in order to deliver much more added value as service designers at the end. But sometimes what we forget is that the first person we have to apply these kinds of methodologies are our first clients. The final trend that I spotted wasn't as prominent as the other two, but it might turn out to be a really interesting one. And to be honest, it's not really a new trend. It's been going on for quite some time. It's the strive towards simplicity and delivering more value by designing less. Progressive reduction, in my mind, is a kind of undesign. So rather than continuing to add more and more and more things at the rate that we're going, we need to consider how we take them away. The reason why I decided to include this trend is because up till now, it hasn't been getting a lot of attention in this service design practice. And that needs to change. As a skilled service designer, you should be able to cope with and eliminate complexity. But are we doing that enough? Are we taking enough time to think about and reflect if the things that we've designed in the past are still adding value today? Because if they aren't, we should remove them instead of piling solutions on top of each other. We have a moral obligation to be really mindful about how our designs consume scarce resources. And not just in terms of raw materials, but in the perspective of service design, the time our services demand from customers. So the big question is, can we undesign services? A good first step is to ask yourself how your service can help people to achieve their goal in less time and with less effort. If people would refuse to buy it because of certain things, that would be helpful. So I think if you speak of services and communication, you also have to look at what are people doing with it. All right, so these were the three trends. Everything that I've said is based on what I've spotted in the last 10 episodes of the show. But I'm sure you also spotted interesting trends happening around you. I would love to hear them. So leave a comment down below and let me know what you feel is shaping service design today. If you're a regular listener or viewer of the show, you might have spotted that I've been experimenting with some new things on the show. I've organized some webinars, which got quite a lot of attention to my very own surprise. And we started broadcasting live episodes on Facebook, which is really cool. But the biggest update to the show is definitely the university. The goal of the university is to really help you take your service design skills to the next level. We do that by offering in-depth courses by leading service design experts that dig deeper into the topics we talk about on the show. The first course that is out there right now is called selling service design with confidence. And it's really tied to the first trend we talked about. During this course, you'll learn how to get clients to buy in on the idea of service design by explaining what value it creates in a way that everybody understands. Service design occupies that territory of unpredictable complexity. When you try to design services into settings, but you cannot predict how human beings are going to behave, the best you can do is to try and understand what their needs and aspirations are. But, you know, and that is as variable as the number of human beings on the planet. So service design occupies this incredibly messy, difficult territory, and that's what makes it really, really fascinating. If you'd like to know more about the course, head over to learn.servicesignshow.com where you'll find all the information you need. And the links are also down below in the description. If you enjoyed this trend report, I would really appreciate it if you click that like button. And if this is your first time here, I would love to have you to subscribe to the channel so we can keep bringing you more interesting content like this in the future. That was it for me. Thanks for tuning in and I'll see you next time.


another episode of condo insider. My name is Jane Sugimura and I'm your host for today's episode. And today we're going to have a really interesting discussion with Senator Sharon Moriwaki, who is going to be talking to us about what in the 2023 legislative session that just recently ended and about what condo bills passed and didn't pass, and maybe some of the reasons why. So stay tuned. Okay, well thank you. Senator Moriwaki, thank you for being with us today. Thank you for inviting me. Pleasure always Jane. Well, thank you. And, you know, we're going to start the conversation. I mean, we didn't have too many condo bills. I mean, which was probably a good thing. Although we had some of the usual characters, but we'll talk about them at the end. But, you know, let's talk about Senate Bill 729. And this was your bill. I just called for the real estate commission to set up a curriculum for boards and directors and I think the original bill talked about owners as well. And this was your bill.  Well, my district is very condo dense. I think it's the most condos among all the districts and so we have a number of complaints coming in about typically one owner against another and owner against the board and the owner against the manager. And you know condos are self governing and so we try to try to mediate that but there is law and they do collect money from the real estate commission to do training to do mediation so we've heard about from a number of residents condo residents or owners who want to eliminate proxies to the board have term limits for the board an ombudsman bill so that they can resolve these disputes that really should be sort of more amicably resolved and haven't been so I mean looking at at the problem. It really boils down to who is the decision maker in the condo and it really is the board of directors and you all the condo owners elect these people and if they are volunteers which they all are they may be teachers they may be people who are not trained in running a multimillion dollar corporation. So the idea for this bill was to train owners and board members about what they own in terms of the condo is not a single family dwelling unit where you just you know you you you have control over everything you deal with your neighbors all your neighbors are part owners of your property. So, so the bill started off that way training owners training condo board members so that they know their responsibilities which is a fiduciary one because they get elected to represent all the members of the association my condo 310 units and they represent everybody so they have to look out the best interest of the whole condo and and what's called fiduciary duty you have a very real responsibility, but you should know what the condo law is because it's a very different animal than others, and you should know all the rules of your own condo so you've got bylaws you've got your house rules and ways that you operate so the idea of this bill was to have a training program so that board members and owners would know what they deal with it in this new living arrangement which is a joint jointly own a property that we all own and we all take care of. So, so that was part of it and then the the board you know one of the let me just point out one of the the the triggers I think that started all this. There was an issue with one archer lane that came to you that was being to your attention. In fact, it was in the media was on the newspapers it was on TV, and this was a situation that happens. You have a group of homeowners who claim that the board of directors blindsided them by making approving a special assessment for doing structural repairs to the building. And they said it was a full surprise. And they came to you because they wanted the legislator to do something about their ball or their their awful board, who did these bad things to them. But then, I think what you have to do in a situation like that, you know, because a decision to do a special assessment, especially in the one archer lane situation didn't happen overnight. There were meetings. There were town hall meetings where the where the owners were invited to attend. They were told they were going to talk about structural problem. And some people did not attend. And some people didn't attend board meetings. But when, you know, after all the discussion and the meetings, you had structural engineers telling the board of directors that unless they did these repairs, they're building the structural of a safeness the safety of their building was in jeopardy. And so under the Hawaii law, the board has got to take action. Otherwise you have a situation like in Florida where the building collapses. Right. And Hawaii, the board can make the decision to do a special assessment in Florida that board, the Florida law did not allow the board of directors to make special assessment. That's why that decision in Florida dragged on to the point where, you know, the boards were not empowered to make the repairs and the building collapse. But in Hawaii, we don't have that situation. But what happened at one archer lane is the board after all the months of talking to experts and trying to have town meetings and inform their owners have to make the hard decision.  And I think, you know, the whole purpose of your bill was that both sides have got to be communicating with each other. You cannot have, because, you know, that situation show that it's not one sided. There's two sides to every issue.  But, you know, I guess if they had participated in the process, it wouldn't have been so painful. I mean, it was going to happen no matter what because they didn't have the money in their reserves to pay for the repairs. So long story short, they would have had to do a special assessment, one way or the other. But the problem was that they weren't talking to each other, or at least some of them weren't talking to each other. Yeah, and I think that you bring up a good point is that you live in, you know, it's a community, it's a communal interest, right. So you do have to talk to each other and the board is responsible talking to the members of the members coming to the board meetings and reading the documents as well. So, so I think it's a joint responsibility of everybody and you pick a board, just like you select legislators to represent your best interest. So, so I think it's that kind of training that we look for. And in the Senate bill 729, which passed, which I hope the governor will sign into law because it does, it got watered down. Because I really did feel that, that we should have had the board being certified by the association at least I went through some training I know what the law is I know, you know, what my rules are in my, my, my condo. But without, without that, at least what we have in this bill is that the real estate commission which collects money from each unit owner every other year has money for training that it should develop the curriculum for board training and and other training and I know the Department of Commerce and Consumer Affairs has programs like this already developed us pulling it together for board for all the board members to really review that and the documents that I think we can have a better functioning. Not only board, but the association and and happier people living in condos and some of these are huge. So you really do need communication and better ways of working together and living together in in the condos. And I think I heard you say one time that the reason for this bill to is to train these volunteer board members who probably don't know how to manage a multimillion dollar, you know, building in terms of taking care of the repair and maintenance of the structure.  Right. It's like a mini government. And, and we thank the legislature for at least acknowledging self governance and allowing the condos to do self governance. What it means is that that means that the owners and the board have to kind of work harder, because otherwise they're all going to come rushing to the legislature to say, oh, you got to fix. You got to fix this, but if you keep fixing it after a while we're being regulated by the government. Yeah, right. Right. Right. Yeah. And I don't think people would want government to be regulating how they live, you know, ultimately. And it's only when you have a few people who have a problem or many people who have a problem come to us, and we say, okay, we're going to make this law and now it applies to everybody and everybody suffers because now we're regulating. Yeah. The owners of the condo. Yeah. Yeah. Well, I think this is a very important first step. At least the real estate commission is going to have to develop a curriculum. And, you know, there's, you know, like my group Hawaii Council and CAI, and the various property managers, we all do board training. So this is going to help us because it's going to at least focus us on what we have to do to train do board training. Because you already have a lot of segments like the ones we're doing, but you actually have fiduciary, what is fiduciary? What do you mean by a reserve? And how do you have to manage the operations of the condo? So I think they're all very important segments that you have already developed. So it's pulling that together for boards and for condo owners. And then, and one of the things we wanted in this bill which got mixed, because they thought there was a liability and board members having to or not wanting to become board members and volunteer when we said you had to read the law. Well, I would rather not have a person volunteering who didn't know the law running my multi-million dollar building. So, you know, it goes two ways that really if you're taking on a board role, then it's your responsibility to know the law and to be able to, on the best interest of everybody living in your building to take good care of it and to know what the law is. So I think it's that thrust that we're really trying to see everybody has a stake in this.  Right. And I agree. And I think that, you know, if everybody did that, it might alleviate some of the issues we have with the owners. And by the same token, you know, the owners have an obligation, you know, as a owner in the building, if they care to attend, not every board meeting, but, you know, some board meeting, and especially like in the one archer lane where there's a notice posted for town meetings. And they tell you, we're talking about struck for repairs to the building. I mean, I don't know about other people, but if I saw that notice in my building, I would be attending because I know you're talking big bucks. You're talking big bucks. And I know that if you're talking about the building, and I'm an owner of the building, I'm going to end up paying for it. Right. So I would make sure that I was at that meeting to at least hear what was going on. You know, and I think most people, if they understand what's going on, and nobody wants to be in a situation like the Florida collapse or that building, you know, just collapsed. I mean, there was your investment and some people died.  And so I think that if, you know, we were able to at least, you know, get some of the board members more interested in learning and, you know, knowing what their responsibilities, then you've succeeded. You really have. You really have. And I congratulate you for, you know, doing the hard work to get this bill passed out of the legislature. Okay, well, thank you for your support on this. And you know, it's still not all the way through because the governor has to sign the bill or at least not veto the bill. So I hope that your listeners and those watching will make sure that the bills that we do, we do talk about today and others that they're interested in seeing become law, that they have a responsibility as well to go one step further and let their voices be heard by the governor. So he, in fact, will make this become law. It's all law but not quite. Okay, so let's go on to the next one. The next one is Senate Bill 855.  And what it did, I mean, one of the unintended consequences was that it made things more expensive for older condominiums, especially those condominiums that didn't have fire sprinklers. Right. And then, at the same time, as the fire, as these buildings are in Honolulu are dealing with the fire safety ordinance, you have an insurance problem. The reinsurer, which and the two are not connected at all, because the insurance problem that's happening because the reinsurance companies that supply the money, you know, they cover claims for the local insurance companies, they had their they suffered all of these losses. I mean, you look at the world, you look at the wildfires in California, the condo collapsed in in Florida, the floods in in Europe, the floods in the mainland. It's all covered by the same reinsurance companies. And over the 2020, they've suffered losses that are in the hundreds of billions of dollars. And so what do they do. They recoup their losses. So they raise their premiums to the local carriers and the local carriers passed it on to us. And so associations are shaking their heads and saying, What did we do? How come this is happening? And the answer is, it's nothing you did. It's because of other conditions around the world has nothing to do with Hawaii. But we still have to pay just like everybody else has to pay. And, and so like my my building, the insurance went up $35,000 in 2021 and 2022 went up 65,000. That's over and above. I think the 12% that we budgeted. Right. And so, and, you know, I heard, you know, some people couldn't even get hurricane insurance without spending hundreds of thousands of dollars. And this was not included in their budget.  And now, because of the fire safety ordinance, the budget, budget and reserves section of the 514B was revised to include the, you know, having to include the components of the fire safety ordinance, which are not cheap. Right. And I think it's really important that this change be made so that it's before you have the problem so that you're, you're preparing ahead of time because as, as you know, we're discussing even with the one archer getting a special assessment is like Buko Bucks at one point in time versus planning ahead and saying, okay, I've got to spend, even if it's $10 million in 10 years, I can deal with that over time to make sure that at the time that I need the money to make the repair, I have the money without another special assessment. So that your maintenance fees may have to go up, but it going up 3% or 5% and putting it in this reserve is really important because again, planning ahead for major expenses like you're talking about, Jane, I mean, you can't do it in one year. It has to be because you're, you know, the contractor is not going to take money over 10 years. They want the money upfront. So it is problematic if we don't plan and the law now requires you when passed an actual sign will require to have an independent reserve not reserve preparer so that you do have, you know, the facts before you as much as candidates. This is another interesting thing is when the board doesn't have to talk to the owners, because we're not talking about cheap. The fact that, you know, being put into this statute, and you know about the board has to consider it, and setting aside more money, it means increased maintenance fees just like you said. And so what you cannot have is unit owners saying, hell, no, we're not going to pay. That's not, that's just not the right attitude, because this is stuff that's required by the ordinance. And it is for safety purposes.  I mean, they're, you know, right. Because I know ours is like a ball band aids, you know, and so it's in need of serious, you know, attention.  It's not cheap. And it's going to cost a month bucks, but they have to do it.  You know, because what, what good is it of, you know, how are you going to sell it if you're not taking care of it?  And this is, it ties into your bill 79 about the board and the owners talking to each other.  So you really need to be eyes wide open and, and, and think of it this way, look at, look at Marco Polo, they didn't have that.  Right. So, so if you look at that as the worst case scenario, it's better to plan forward. To prevent that versus being stuck with it at the end and it's too late and you lose lives, which, you know, it's really a tragedy. But before we get to 1509, I told a Benjamin Sullivan who's with the state of Hawaii that I would make an announcement. And so we're going to see something scrolling other something called benchmarking. So all of you high rises. There's a state law that says you have to benchmark your utilities and your water and your reports are due to the state of Hawaii. The deadline is June 30 2023. So that's right around the corner, right around the corner. So if you haven't gotten your act together, talk to your property manager, your managing agent and tell them, ask them, where's our benchmark report? And are you going to submit it to the state by June 30 2023? I'm told it's a computer program. It doesn't take more than an hour to install onto your computer. And then you get your information from HECO and border water supply. It uploads. And then it can be forwarded to the state of Hawaii. But you don't do it. Jane, do you know what happens if they don't do what's the penalty? Well, there are fines, but since this is the first year, I was told that they don't anticipate doing the fines. But, you know, I was asked to make the announcement because we had a special program on benchmarking. And what is it? But the report is due June 30 2023. It's right around the corner. Talk to your site manager or resident manager. And if they give you this blank stare, then you better tell them that to check the law, the state law benchmarking of utilities and water. The report for your building is due on June 30. Okay. So make sure you don't let it. June 30. But you'll get it on the state of Hawaii as to where's your report. Okay. Now we're going to talk about 1509. And this is not so complicated, but it's the common interest development. And, you know, there's three laws in Hawaii. There's 514 B that deals with condos. And that's quite a substantial law.  And you have 421 J that talks about planned community development and 421 I which is called and 421 I and 421 J are very small. There are only a couple of pages.  Like the condos do. Why can't we do recall complaints like the condos do? And so the whole purpose of this is this bill is to set up a task force, basically, right? So that the stakeholders can meet with the DCCA and tell the DCCA what farce of 514 B they want, right? So that they can then come to the legislature and say next session, okay, we're going to amend file because I guess the consensus was because one of the things of that bill was to make one law to deal with all the different types of common interest development. But that kind of hit a brick wall. I don't think anybody was. We got enough problems just by 14. We don't have problems. So, so, so I think it morphed into something. Okay, well set up a task force and the stakeholders can look at 514 B and make a list and work with DCCA and say, okay, we want this portion we want that we want this and that. And then DCCA is going to make a report to the legislature so that you can expand 421 J to include those provisions under statute. Right. And with the condos. Yeah, with the condos, I think they're they're they're just setting up a task force to basically review some of their procedures to see if they can make things better. And I think, you know, it's been many years when was what the when was 2000 and what that the condo law was passed by 14 B, but it's been over 20, 30 years, right, Jane. So the new one B, I think that came about in 2016. Oh, only 2016. That's because that's when that's when they, they separated separated amount and for a while we had two of them, 514 A and 514 B. And then it was the two years. They said, at the end of the two year period, 514 A was going to go away. And that was in 20, I think it was 2016. So I'm looking at, you know, I think it's, it really governs us well, but you know, it could be clarified and certain certainly looking at what some of the dispute resolution kinds of. I mean, it's very general in the law it says the real estate commission shall provide for mediation and it shall do training, but it's very general and I don't know we want to get that specific but but looking at the law and says, does it cover everything that some of some of the condo owners are complaining about does it need to be revamped and I think that's the idea that it's their focus is really on these community associations and co-ops that don't have the protections and the governing structure that condos have and they wanted to see what of it can they can they learn from and include in this. But but there's also while we have that those task forces asking the task force to maybe look at 514 B should there be more duties. There should be place on board members or should there be any kind of more information or more more regulation of how you do dispute resolution I think those are kind of the areas where it's been friction in the condo arena that maybe this would be a good time for those who have almost to turn it into the task force so as you're looking at the community associations and the condos here are some things to think about in terms of whether we revise the the law or not and that would be very good for us coming back next session to see what what transpires from the task force. And, you know, we only have like a minute left but you know in that time, I wanted to address this, you know, there's a concern about the ombudsman bill which didn't get much traction is that. And, and, you know, maybe I'm an old timer. I can. And, and, and, you know, and I was talking to some of your colleagues in the legislature when those bills were being considered, and I reminded them about the condo court. And some of them remember that in 2024 through 2027, there was a condo court in the DCCA. And there was a hearings officer. And if a condo owner had a complaint, they filed it with the DCCA they got a hearing before the hearings officer, no rules of evidence you didn't need a lawyer you just went in and basically told your story. The hearings officer would answer questions and make a ruling on the complaint. The problem with that is because of the rules that were in effect it was an administrative hearing. If you didn't like the decision, you could appeal it to circuit court. And then when you appeal it to circuit court, I mean the whole purpose of the process was to come up with a process that was cheap and fast. The minute you go to circuit court it becomes slow and expensive. Right, which is what we wanted to avoid. And, and then the results came were mixed. And, and William Sparrow was the lead legislator on that and I was working with him. It was a one year with a one year bill with the sunset. And I taught them into extending the sunset because I said, you know, Senator, one year isn't enough time. I extended it two years. So the whole bill was in place for three years. And by year number three, everybody wanted it gone. The association faded, the attorneys hated it, mainly because the rulings, you know, the people who are making the decisions didn't have a clue about condo. I mean, they could look at 514 b but if you don't have the experience. It kind of keeps the decision, even the owners run half. And especially when it got appeal to the circuit court. I mean, and then you get mired and litigation and expenses. I mean, it was not what was contemplated by anybody. So it went away. And I reminded people that's what happened. So do we really want to go back and revisit that. That's what the ombudsman bill is all about. I don't want to jump in on just one thing. You know, we feel that the condo world is is the world, but we're a small portion of all the states living arrangements. I must say, so when we try to pass some of these bills, there are very few of our colleagues have interest or you know know about it. And so when James talks about a hearings officer or even maybe a judge unless he's or she is dedicated to condo a condo court. The law is different. The whole 514 is a different regime. So you really do need people who have history who know what it means and and it's not it's not just regular landlord tenant law or housing law. It's it's an animal of its own that was created for the self governing, not to have government and government interfere too much. We can, we can take care of our own in our own condo or living arrangement. So, so it is different. And so when you talk about having an ombudsman or having a hearings officer. You really do need to have a person that really understands condo law and has history, you know, in terms of how we resolve problems in a community living arrangement. Right. Well, anyway, I think that that's the response I have to people who want to know how I understand that. Yeah. You know, Bill never had any traction. And because there were a lot of people who remember the condo court and all the complaints that why would you go there again. I mean, it's done that then they're done that. And so anyway, we run out of time. Thank you so much, Senator again for being with us. We always have always a pleasure. Interesting conversations. Okay, and please. Just remind everybody, these 3 bills. Please write to the governor if you like them because they really do need to have the governor signature or at least not be doing the bills. They're all good. Okay. Listeners, pick up your pencil or get on your computers and write to the governor. But anyway, thank you for being with us today. And please join us next week for another session. Thank you so much for watching think tech Hawaii. If you like what we do, please like us and click the subscribe button on YouTube and the follow button on Vimeo. You can also follow us on Facebook, Instagram and LinkedIn and donate to us at think tech Hawaii.com. Mahalo.


Lawmaker representing Nassarawa West in the Senate, Abdul-Lahi Adamu, has declared that the current administration has not failed. Adamu, who is chairman of the Senate Committee on Agriculture, set out these while briefing Senate correspondents on Monday in Abuja. According to him, there is no basis for comparing the country with other developing nations. They insist that Nigeria has not failed under the leadership of President Mohammad He submits that the security challenges bedeviling Nigeria have been ongoing for decades. He explained that Parliament can only make laws and recommendations to the executive as it does not have the powers to hire and fire. The duty to protect the herdsman and the farmer rests quietly on the table of the national government, the state government, and the local government administration. The question to ask is, have the government done what it is supposed to do to protect the Nigerians who are in that calling, in that profession, in that trade? I would say no. My answer is no. And you cannot blame a person who is desperate, who is looking for a means of livelihood from going to pursue legitimate goals. However, this does not excuse anybody in the course of existence is right, doing harm to somebody else is right.


My table is using graph theory. Let's look at the action, notification, and remove of features in all versions of the database office. For my, I'm a coach and model from Japan. I have a new project in graph database. Given the graph database, please raise your hand. Oh, thank you. I have a new paper for the base and the graph weekend AP, new speaker and manager. And I have a highland legal list, Japanese legal scheme, and coffee. Okay. And agenda in space agenda, graph theory, and the second three graph is graph is one is timeline, second is mathematical functions, third are functions. In this presentation, I don't know if they have been reused. My version gives me do you have any of these questions? I did the version written for UI or local forms. And that is one of my favorite questions. When it is formed, version of it in the language or when has it written a form for functions and Excel versus functions. Okay. Let's talk about graph theory. Okay, graph is equal relationship and nodes. Just three components. Relationship is a circle. Okay, here you can see. And nodes, the circle rate for that graph. And this graph is graph is Java 17. This is the 17th or 17th level. So this function is here. You see the graph rate function. It is easy to find the modification function. I use the tools at this time. They were at this point 4.1 and there was much graph database. Graph database however in any graph database. So I use this time near HA 4.11. So you can use other graph database. I like it. This is the famous timeline of the offices. Okay, let's start with star office. I choose some data from star office and their office. This is a simple data of timeline. Okay, star office forward. And sometimes for star office and their natural office 4.1, I want to forward to 4.1. And they know this 3.3.3 to 7.4. And star office is here. This is the data. So you put the data to star office with a base. This is a graph. Each product is separate at this time. So I have the timeline to work relationship. Star office 5.2.2 for office or 6.3.3 to 4.1.4 for graph data. I have the relationship. So you can see a graph here. This is a from office 1 to regular office vision.  The red line to blue is a virtual office. Easy to understand. And 4.1.4 for 4.1.4 for 4.1.4 for 4.1.4 for 4.1.4. And this is Excel and the later functions. I compared the functions. Just about 50 functions from A to D. This is a data of web. Excel. Like this. It's not good for this data. Something this web state Excel 407. This is a step. This is a digital function or something like this. It's easy to read for humans, but it's just good computer. I get the data from here. Let it change the data here. This is a function name. A, B, S function or A, C, C are in function. And version. From Excel 2013. What type? Time is here. And description is here. This is Excel data. Some Excel functions name is a little bit changed. B, E, T, A this function. New one is dot. Dot this function from Excel. Okay. Next. I get the data from a database. This is from a database. This is a function name, A, B, S. This description returns some data. This is a data of the label is here. Function name, version type or type description. This is Excel graph is here. This is a label of the graph here. So this is a label of the last graph is here. Green one is the database function is here. Function name, A, A, B. Okay. And orange is Excel function. Excel function is a formal function. You see a formal. This is here. 60. 46 same functions but four different functions. It's easy to find the function. And next. Readies note. Readies note pages here. Readies note is a lot of language in the Japanese or something like that. And readies note a lot of versions from 3 to 7. Label 3 and 3.4. 2.5, 2.6 and label 7 7.4, 2, 7.5 Okay. And the 7.4 has many languages but a lot of languages. Okay. This time is focused on font and language. In which version did the font, languages change? No problem for green one. So I need for this the font readies note from where additional information adds okay. This is a font functions graph is here. Green one is label 6.4 font category or category is here middle of the ground one and the middle is red. This font open sends something and add 3 fonts here. Not the fonts and yellow fonts and red fonts. Next I have to try I hope to report all readies note from where used with yellow tools like a batch of or something like that and all languages or the readies note I hope to report all languages and all readies note to the one into the background and compare all readies and or multiply really first presentation and


The proposed FDSSC framework was able to reduce the training time and improve accuracy when compared to existing deep learning-based methods. It achieved state-of-the-art performance on three datasets while significantly reducing the training time. This article was authored by Wenji Wang, Shihwang Do, Xiong Mingjiang, and others.