Okay. Today we're going to be playing around with GIMP. This is just me playing around, you know, practicing. And I'm just going to create a simple little street sign here. So I'm going to create a new image. I'm going to make a pretty low resolution. Obviously, you can do higher if need be. I'm just going to do 256 by 256. And I'm going to choose my background here. I'm going to say add alpha channel, control A to select all, and then I'm going to hit delete to delete the background. It could have started off with transparent image when I created it, but I didn't. Next, I go up to select and I'm going to say rounded rectangle, and I'm going to set this to 25. And what this does, I don't know if you can see the selection now is a curved cornered rectangle. So what I'm going to do here is I am now going to choose my fill bucket, and I'm going to choose a color. I'm going to choose a yellow. You know, if you're going for realism, you might want to sample from an actual image. Because really, street signs are more of a yellowish orange somewhere in the middle there, I believe. But I'm just going to fill this in as yellow. Next, I'm going to do selection shrink, and I shrink it five pixels. Now I'm going to change my color to black and fill that in. And then I'm going to select shrink again, and I'm going to shrink another five pixels and go back to choosing yellow and fill that in. And now we have the border of our image. So at this point, I'm going to increase the canvas size, so size it up. I'll set it to, I think 350 should be big enough, but I'll probably end up trimming that. And we'll click center and resize. At this point, I can hit control A to select all and then shift R to rotate. And we'll just type in 45 and hit enter and then click rotate. At this point, it looks like it's trimming off the edges here. That's because of the size of that layer. I'm just going to click and create a new layer here. So at this point, we have this, and I can actually, at this point, press shift C and do some cropping to crop away excess empty space here. So like so. And here I can see my cropping size is 336 by 336. So it's nice and square. I'm going to go ahead and press enter and that didn't work. Let's try it again. Shift C. I think it's because I was clicked on the panel over there rather than the image. Let's see. And I'm going to now hit enter. There we go. Make sure you selected the image when you go to crop. Okay. And at this point, I'm going to eyeball a lot of stuff, but I'm going to use these rulers. So I'm going to click on the ruler here and drag over a guideline. And I do the same thing and draw a second guideline. And I do the same from the top. Draw two guidelines. I'm just going to make a sign for an upcoming intersection. And again, I'm eyeballing this right now if you can be more accurate with numbers, if you'd like. Yeah. So there's that. And now I'm going to select some of it with the rectangle select tool. Just trying to make it even. And I'm going to hold down shift and select. And I can tweak these a little bit. But as long as it looks good, I'm going to choose my fill bucket. Switch back to black once again and fill that on in. And there we go. We have a simple 2D street sign. So again, this is just playing around in the next video. The next two videos probably going to be doing stuff in Blender. I don't know if I'm going to split up in two videos. Probably just do one where I'm making a 3D stop sign or street sign using this 2D image. And one using a flat plane. And then I'll also show you a way of creating a curved rectangular shape in Blender. I'm sure there's more than one way to do it, but I'm actually going to use something, a path that I will import from Blender. Anyway, that's it. I thank you for watching. Please visit FilmsByChris.com. That's Chris at the K. There's a link in the description. And as always, I hope that you have a great day.


from New York, extracting the signal from the noise. It's theCUBE, covering Spark Summit East, brought to you by Spark Summit. Now your hosts, Dave Vellante and George Gilbert. Welcome to New York City everybody, this is theCUBE and I'm here with George Gilbert, this is Dave Vellante. We're here, this is our second big data show this year and it just so happens it's in New York, we had the rapid miner show George earlier this year and of course we're here at Spark Summit East. This is the second CUBE day that we've done at Spark Summit. We did the West Coast and San Francisco earlier this year. We didn't do the European show in Amsterdam but the growth of the Spark community is quite impressive. We saw some numbers earlier today. We were here last night at the meetup. There were close to 300, 400 people last night geeking out hardcore data scientists. George, you were pointing out in our prep calls earlier this week that the East Coast community is much more substantially what we call the doers, the practitioners that are actually applying big data versus the West Coast, you get a lot more of the technologists community, the vendor community. A lot of doers as well but many, many more doers here primarily because of the financial services industry. So Spark is really beginning to take the world by storm. We heard a lot last night about Spark 1.0 and of course 1.6 and Tungsten and how that was sort of dealing with bringing Spark closer to the bare metal and now it's really in Spark 2.0 it's about optimizations, code optimizations, improved streaming and we're going to talk about all that. You know, heavy, heavy geekdom going on here. It reminds me of the early days of Hadoop World and of course one of the things we want to really explore today on theCUBE is what's the business impact of all this stuff. We saw this in the early days of Hadoop George where a lot of the discussion early on was about bringing the code to the data and not the data to the code and how to deal with things like the complexities of MapReduce and all these projects like Scoop and Flume and Hive and Pig and all these other sort of acronyms that we really didn't understand at the time and have sort of learned as the ecosystem grows. You're hearing a lot of the sort of similar discussions at really detailed level, granular technology levels at Spark and we want to explore that but we also really want to look at the business impact. So we heard this morning from Andy Konwinski who's one of the co-founders of Databricks and also responsible for the training, the online training but Matei Zaharia who's the creator of Spark, he came out and he really gave a meaty, meaty presentation. I think you heard a lot of that and then of course Ali, Gosie, both of those individuals are coming on the Cube later. He was the co-founder and CEO of Databricks, really talking about why Databricks is founded which gets me to the bottom line here. Databricks was founded to simplify big data. They created Spark, gave it to the Apache community, open sourced it to the Apache community and it's really beginning to take off since. George, you've been doing a lot of work in this area. You're just about to release the industry's first ever Spark forecast in the context of our overall big data forecast. So you kind of helped us get into this business, right? You were high on Databricks, what they were doing, the whole notion of the importance of in-memory and eventually real time. So what's your take on what's happening in the world of big data generally and specifically Spark's impact? Okay, so that's great teeing it up. What we're really seeing, like what you saw with Hadoop, any enterprise software has to go through this phase where it's teething and that's where you sort of work out the kinks when you're trying to get into production. You hit these sort of, I wouldn't call them roadblocks but you have to work around to them and then the vendors have to sort of make stuff production ready. So those were, you were naming some of the situation that you would find yourself in with Hadoop and we're sort of in that phase with Spark where you heard about the talk about Project Tungsten which is to try and get to bare metal performance. That's where we want to get the ease of use of Spark with the performance of software that's written all the way down to the metal. But more importantly, Spark came about as a reaction to it and as a replacement for MapReduce which is the core processing engine of Hadoop and the idea was to take better advantage of memory to build something that's higher level and more usable and now it's also integrated more capabilities so you can use it as if it were a SQL query engine, you can use it for machine learning, you can use it for graph processing which is helpful for things like recommendation engines. By putting all those things together, you've really got what is an engine for the next five plus years of big data applications. Let me just qualify that and save it where Hadoop got us, if we look at systems of intelligence as a journey and we have three stages in that. We have the data lake which is better, faster, cheaper sort of data warehouse plus some things, minus some things. Stage two is sort of personalized digital experiences for a consumer dealing with a vendor. The third phase is real time deep integration with systems of record for things like fraud detection or even internet of things. Hadoop got us through phase one. Okay, so let's talk about that a little bit. So the epiphany of Hadoop back in the 2008, 2009 timeframe was you can bring, as I said earlier, you can bring five megabytes of code to a petabyte of data, distribute, leave the data where it is, distribute the code, act on it accordingly, map it and reduce it, so to speak. And that began, particularly in the financial services industry, we saw a lot of folks, a lot of the big banks and other industries for sure starting to build out data pipelines, what our friend Abhi Metta called at the time, the data factory. And one of the points he made at the time was sampling is dead. No longer do we need to do sampling. And the reason was that Hadoop dramatically lowered the cost of the dreaded storage container. Right. In fact, Jeff Hammabacher said in the early days of Hadoop, one of his primary missions when he was at Facebook was to obliterate the expensive storage container. Sort of a shot at the traditional EMC, NetApp sort of boxes, because they're too expensive. And that's why you had to sample data. Now with Hadoop dramatically lowering the cost of storing data, you could actually operate on all that data. So we started to build data lakes. And essentially, you've pointed out, it was a cheaper version of the data warehouse. The return on investment in the early days of Hadoop was actually reduction on investment, lowering the denominator. Okay, so now, and Hadoop, of course, everybody knows largely batch, and there've been some projects that try to deal with that. Now, EnterSpark. So you've just gone out, George, you've done probably the most comprehensive study of the big data business certainly ever done. You've talked out how many companies in the last month? At least 40. So 40 companies in the last couple of months. And a number of practitioners, doers as we call them, and obviously a number of technologists. And you touched on these in your earlier remarks, but let's explore them in a little bit more detail. What are the key takeaways that you want that our community to understand in terms of your findings? Okay, so it's pretty simple. And I started touching on these, that there are three stages in the customer journey. That's the first and most important way for both vendors and doers to understand how they're gonna apply the technology. So the data lake, we could do that with classic Hadoop. We can do some elements of it better with Spark. But then the second stage after that, as I was saying, are these sort of more real-time personalized systems. And the third stage is where we've got essentially autonomous software where it can accept or reject a credit application or a credit card or take action on internet of things without a human in the loop. That's the key thing. So that needs to be near real-time. So the first takeaway then is, those are the stages in the customer journey. The second... So just to clarify that, so Spark essentially you're saying is taking the baton from the traditional Hadoop on the data warehouse, the data lake. Because the data lake is kind of a mess. Hadoop is very fragmented and complicated. So the founders of Databricks, they started the company to simplify big data. All right, so... Yes. Is that right? That's an excellent analogy. It's not that Hadoop can't do scenario two, which is the personalized sort of digital experiences. It's just that it's hard. It's hard on the administrators. It's hard on the developers. And it's hard to get it to be in real enough time. So Spark, when you get the kinks worked out, can help a lot there. And when we get to the real, real time stuff in scenario three, the Hadoop as it's currently constituted can't really... Okay, so you're talking about sort of three main findings. One is that the data lake in the Hadoop data lake are evolving and becoming simplified around Spark. And now there's two vectors there as well. Those who have big Hadoop investments and a lot of skills basically evolving their data lakes to accommodate or bring in Spark to simplify things, speed things up, et cetera. And those that are basically starting from scratch without Hadoop because it's simpler. And that makes a difference in terms of what type of technology commitments they'll make. Okay. And then there's all kinds of detailed vectors we can go down there. The second is personalized real time services. These are all in the category of the first set of learnings. The three takeaways. The first is this journey, which you're articulating. And as you're saying, it's a handoff that's gradual from the data lake to the real time personalized services to the sort of autonomous IoT type applications. As you need deeper and deeper integration with systems of record and faster response, you move more and more away from classic Hadoop towards Spark-like systems. Okay, and so that's takeaway number one. So okay, but then that, okay, we're good. What's takeaway number two? Okay, so takeaway number two is the real big surprise as far as I was concerned. And even, I guess, institutionally as we were concerned, because last year we said in the study that there's no way this whole market can take off without applications. Because if you can't make this stuff repeatable, then you'll have armies of consultants. Picture, every time you want to do a fraud detection or prevention app or recommendation engine, picture having to do 85% of it from scratch. That's just not gonna scale. So last year we made an assumption that the only way it'll work is if we will have apps to scale. We did a huge amount of research and we came away with a conclusion that we've seen very little in terms of people sharing it, which is we're not gonna have packaged apps anytime soon. It's just there are too many things that are unknown and unsolved. So that means we're gonna do handcrafted solutions for several years out. And that means slower growth for the overall market. And it also means that we're not gonna see the rise of the big new class of ISVs. So heavy, heavy, heavy customization. Mike Olson five years ago said this'll be the year of the app. It never transpired because of the complexity. That's what you're saying. And then the third tentpole takeaway is really around real time. So talk about that a little bit. Okay, so if we look at a vector, that's techie term. If we look at the changes that we're going through in those customer use cases in the journey, we're getting tighter and tighter integration with the systems of record, the core backend apps like your order processing, inventory control, anything that is controlling and access to your resources. And in the second journey, you've got the apps that are at the edge that are supporting your digital experience. The tighter that coupling gets, the more you need something like Spark so that you can make a claim on resources. You can get a real time price. You can say, do we have resources, whether it's an airline seat or a widget to offer or which widget should we upsell? So it's tighter integration and faster response. And that's where we need Spark-like systems to take us. Okay, good. And we're going to unpack this throughout the day today. George later on today will be presenting our view, Wikibon's view of the big data space generally and then specifically Spark in context. So keep it right there. We've got a number of guests coming up today. This is theCUBE. We're live from Spark Summit East in Manhattan. We'll be right back.


Firey horse with a speed of light, the cloud of dust and a hardy hyo silver, the lone ranger. During the years of unrest that followed the Civil War, a powerful secret organization called the Legion of the Black Arrow sprang up in the western United States. Its members were to be found everywhere, defying the law or using the law for their own purposes, working toward the ultimate goal of revolt and the foundation of a despotic empire. It was the masked rider of the plains who led the fight against this band of outlaws and traitors, and for once his great strength and courage, his daring and resourcefulness were taxed to the utmost in the cause of democracy. Return with us now to those thrilling days when the west was young. From out of the past come the thundering hoofbeats of the great horse, Silver. The lone ranger rides again. Come on, Silver, run the trail of the Black Arrow. Come, Silver! Mary Hamilton was the postmistress at Painted Bend. One morning, just as she had finished sorting the mail, someone knocked at the general delivery window. When do you open up here? Oh, right away. What was it you wanted? I was wondering if you had some mail for me. What's the name? Jim Hamilton. Jim Hamilton? Oh, my goodness, it is you, Jim. Hello, sis.  Come around and back so I can get a good look at you. I can't climb through this window. The door's over you left. I'll unlock it. Come on in. You can sit down that chair. No, thanks. I'll just as soon stand. I can't stay long. You can't stay long? You're looking fine, Mary. Well, I can't say the same for you. Where have you been? What have you been doing? Why haven't you let me hear from you? Well, I'm no hand for writing letters. Well, you used to be a pretty fair hand at washing. You look like an outlaw, Jim. Do I? I'll give you the key to my cabin.  You must have some better clothes with you. I'm sorry, Mary. That don't fit into my plans. You see, I just as soon folks didn't recognize me. You what? And I guess I can get by all right. Even you didn't know it was me for a minute. Jim, is something wrong? Plenty. What? What have you done? Are you mixed up with the law some way? I can't tell you much, sis. But I guess the answer to that is yes. Oh, Jim. There's no need to get excited about it. I'm not gonna stay in town. Well, if you've done something you won't do any good to keep running away. You've got to stand up and face the music. You let me handle it my own way, sis. I'm heading for Ghost Canyon. Why Ghost Canyon? Oh, it's a nice quiet place. They say there's outlaws there. Do they? And things happen. Do you remember the big house up on the side of the canyon? Ned Rockwell's place? Where he used to live when the mine was going? Yes. Yeah, I remember. What about it? Well, Harry Star was riding along the south trail the other night and when he was passing the opening of the canyon he could see the house. There was a funny blue light in one of the windows. Well, it's no laughing matter. Those old Indian stories are coming back to life, huh? Harry isn't one to imagine things. Maybe not. And he heard a cry. Like a wolf. Only there was something human in it. Has the story gone around yet? Well, naturally everybody in town has heard it. They believe it too after what happened last week. What happened then? The sheriff found a dead man at the opening of the canyon. Not a mark on him. And no papers either. Nothing to tell who he was. The doctor said it was heart failure and the folks that saw him said there was an awful look on his face. Like he'd seen something horrible. So they're all steering clear of the canyon? Naturally. Well, what about the outlaws? Well, that was a while back. Jed Hawkins saw a band of men with bandanas over their faces. It was up by the old mine. Near the house? Yes, but when the sheriff got up a pulse, they went after them, they were gone. Well, I ought to find it mighty peaceful in the canyon. You can't go there. I've got to. Oh, no, you haven't. I wouldn't care if the canyon was safe and the best place to hide out in the whole country. You aren't, uh, Heyman, to turn me over to the sheriff, are you, Mary? I couldn't do that. You're my brother. But if you've done something wrong, you have to pay for it, Jim. You can't run away. You won't tell anybody about my coming here, will you? Not if you say I shouldn't. Then don't. I wouldn't have tried it if I didn't think I could trust you. Oh, Jim, at least tell me what... I'll tell you this. If you should happen to see me in town, pretend you don't know me. That's important. And don't worry too much. I hope it won't be long before I get... Is anybody here? Somebody at the window. I'll put myself out the back door. Is anybody here? I'm coming. Good morning, miss. Or should it be ma'am? Miss is right. What can I do for you? Well, I just rode into town and... Oh, there it is. Postmistress Mary Hamilton. How do you do, Miss Hamilton? How do you do? I wonder if you can give me some information. I'll try. How do you get to a place called Ghost Canyon? You were... I mean, you... Don't tell me a sensible looking girl like you believes in those stories. What made you say that?  Oh, not at all. But there is something to the stories that tell. And don't fool yourself about it. I wouldn't go near Ghost Canyon. Well, I've got to, miss Hamilton. This is business. I don't see how that can be. There's nothing there but trees and rocks that tumble down old house in an old mine. That's it. What? The mine. I'm an engineer and I've got to take a look at it. Oh, what for? That mine hasn't been worked for five years. Four years and 11 months to be exact. Well, here's the situation. Ned Rockwell held that claim under the old law. If five years pass without any work being done on it, the claim goes back to the government. And it's open for prospecting once more. Ned Rockwell's dead? Yes. Right now it's his nephew that holds the title. Oh, he sent you to find out if the mine was really worked out? I sent myself. I'm the nephew. My name's Ned Rockwell, too. Oh, I see. There's no point in letting the mine go if it's worth anything. How do you get to the canyon? Well, you're a stranger around here. You might lose your way. You think I ought to get the sheriff to take me down? Oh, no. No, I guess it isn't as hard as all that. It just takes the south trail out of town. The trees are pretty thick at the opening of the canyon, but if you look sharp, you can find it. Oh, thanks a lot. I suppose it's a waste of time. Oh, I'm sure of it. It wasn't any waste of time coming to a painted bend. Even if the mine don't amount to anything, I'm going to do some prospecting around here. I, uh, aimed to stay for a long time. Really? Say, did anyone ever tell you you were the prettiest girl in the whole United States? Well, if anyone ever did, I'll put him down for loco. Well, you can add my name to the list, Miss Hamilton. And it won't be the last time I'll say it. Is that all, Mr. Rockwell? That's all for today. See you tomorrow. Jim must be on his way there. I'll have to warn him not to go near the mine. The post office is closed for the next two hours. The Lone Ranger and Tonto had received a note from the mysterious girl, and in it were two words, ghost canyon. Without question, they had headed north to investigate and they reached the canyon that night. Beyond the tangle opening near the south trail, the trees and undergrowth disappeared, but the walls rose sheer on either side, dark and forbidding. Then, farther on, the rocky ground sloped more gradually toward the top of the ridge, and it was here that Ned Rockwell's mine was located. The Lone Ranger and Tonto rained up below it. Silly, silly, silly fellow. Ghost canyon, Tonto. Uh, hit plenty dark. Is that a coyote or a wolf? Yeah, not sound like either one. You're right. There was something strange about that cry. Uh, he didn't tell many stories about this canyon. Yes, I've heard them, Tonto, but we aren't interested in spirits. We're looking for men. Maybe Black Ale used this place for hideout. A girl wouldn't have sent us here without a good reason. They've got to find out what it was. Kimosabe, you look. They're light. Yes, someone's inside the house. What's that? Let's go. Watch your step, Tonto. All these boards may be rotten. The door's open. Can't see any light now. Yes, much darker inside here. A lot of match. Nobody used this room for a long time. The kitchen must be that way. Why do you want to go to the kitchen? Because it can smell cooking. Wait a minute now. A light another match. They're lantern on table. I want to see what's here. This is kitchen. They're stove. Still warm. Here's a skillet. It was used tonight. Mark's and dust and floor are plenty fresh, too. Someone cooks supper here tonight. And then, listen, put on the back porch. A man, Kimosabe. He's unconscious. There's water in here. Tonto, get it. He hasn't been wounded. At least there's no... Here, water. You take bandana. Wash cut. He's coming around. This might have been made by a gun butt. Maybe so. See if you can find any tracks. Horses or men. Time to do that. Someone hit you. Your mask.  I never mind that. We were down below and we heard you cry out. Haven't you any idea what happened? It was a wolf. I went out of a porch. I stepped through that door. Something jumped on me. Something? You mean someone? I can only tell you what I thought. Of course, I just heard the wolf and I had a feeling it was an animal. I tried to free myself. That's all. Everything went black. You were hit by a man. Who are you? Ned Rockwell. This mind belongs to me. How long have you been here? Since noon today. I wonder... I wonder if there is something to those stories after all. Did you find anything? A place where horses were tied. Over there by the big pond? That's where my horse was. Isn't he still there? No. Are there any tracks? No. No, wait a minute. A mask man and an engine. Maybe you've been using this place for a hideout. You didn't like me coming back here so you tried to scare me out. That isn't true, Rockwell. No. A mask man helped you. He can't show her after he hit me. Just so as I'd hightail it back to town and stay out of the canyon. You're making a mistake about us. But that's for the rest of it. Well, you may be right. Huh? You understand, Tonneau? What do we do? We insert the canyon. We can leave Rockwell here and... Keep it up. You heard what? Put the lantern out. You heard what? The noise inside the house. There's someone in there. I didn't hear anything and I still think this is a trick. It may be, but we didn't plan it. Let's get out of here and try not to make any noise. Let's go, Tonneau. You haven't gotten ready. Did you locate the sound? Any idea where it came from? Maybe front room. That's the way it seemed to me. Or closed. We didn't close it. That's what we heard. You think wind? There is no wind. Well, here goes. There's a little light behind you, mister. The curtain falls on the first act of our Lone Ranger story. Before the next exciting scenes, please permit us to pause for just a few moments. Now to continue our story. As the Lone Ranger opened the door from the kitchen to the front room, he stood out lined by the moonlight and a voice from the darkness ordered him to stand where he was. Don't reach me, your guns. Just unhits your belt. What if I refuse? I'll have to let you have it. I know where you are now. You're close to the front door. You'd still have to guess a little. And me, I can see you. Don't forget my gun is drawn. It's leveled straight at you. So you don't think it would be a good idea to try and draw? It'd be the easiest way to commit suicide I ever heard of. Why are you here? You answer that question. Well, we heard someone call for help. We? Who's with you? No one. Not now. So you got a partner somewhere around? Somewhere. I'm not saying I'll believe this, but I'll listen. You heard a cry for help when you rode up here. That's right. I found a man out on the back porch. He was unconscious.  Ned Rockwell. Oh, so you know him. I knew he was here. Hey, where do you keep your matches? My shirt pocket. Reach for one. I'll light it. Slow, mister. Hold it closer to your face. Yeah. A mask man, huh? Yes. Let's get rid of that belt. I've heard your voice before. Seems to me I've heard yours. Hey, that white horse outside. What do you call him? I call him. Get him, Tutto.  I'll get his gun. We can let him go now, Tutto. Well, I guess that proves what I wanted to know. What's that? You're smart.  You kept me talking so he could slip around the front door and grab me. Yes. Now it's your turn to answer questions. You mind if I light a match? No. I hope my disguise isn't too good. Hello, Jim. I came pretty close to messing things up, didn't I? How are you? Howdy, Tutto. Why are you here in Ghost Canyon? The same reason you are, I guess. The black arrow? What's that? If you don't know, never mind. The sheriff reported there were outlaws seen here about a month ago. Then just last week he found a dead man at the entrance of the canyon. The doc reported the death was from natural causes. But some of the details made me suspicious so I decided to investigate. Well, that's the reason for your clothes. Yeah. If there were outlaws hanging around, I figured I might join up with them and find out what they've been up to. There are outlaws, all right. One of them hit young Ned Rockwell over the head. I believe it has something to do with the mind. That's possible. The mind belongs to him, you know. Yes. He came here to see if it was worth holding on to. The land's open to new prospectors if the mind isn't worked within the next month. They may be trying to keep everybody away from it. Yeah. You better take a look at the mind first. Kimitabi. What's the matter, Tunnel? Night in the kitchen. It's Ned. He's got that linen. Where are your mask, man? I didn't hear. I can't help it myself. I can hardly stand up.  Oh, Poon, what are you talking about? There was a girl outside just a minute ago. Take the linen, Tunnel. Ah. Here, sit out in this chair. I go on now. There's a girl named Mary Hamilton. She runs the post office in town. That's my sister. Are you Jim? Yeah. Was Mary outside? No, another girl. I couldn't see her face. She kept in the shadows, but she called me by name. What about Mary? This girl said she was waiting at your camp. But there were outlaws near there, and they might take her prisoner. Where's your camp, Jim? Not far. On the other slope of the canyon. Come on. You went over here, didn't you? Yes. Who could this girl be? The one who brought the message. We don't know, but she's helped us before. It was her note that brought us here. Is that it, Silver? Lead the way. Right. Get up, boy. Come on, Silver. Come on. Count. I'm hitting the main tunnel pretty soon now. Yeah. Then where? To the left. That's heading for the main entrance, isn't it? Yeah. There's a place where the tunnel broadens out. That's where the boys are. Are we? Are we in the mine now? Never mind the talk, sister. Just keep moving. Does my brother belong to your gang? You're the post, Mr. Sanchez. Where's Jim? Yes, but from the way Jim talked, of course he may not be using his right name. I thought you said that was your brother's camp where we found you. That's where he was camped today. No, sister. We saw that, Omri. He isn't a member of the gang. Oh, thank goodness. You'd be better off if he was. To the left here, huh? Yeah. What are you going to do with me? It depends on how nice you act.  I think there's a light. Let's bring out to him so they know who you are. Don't shoot, boys. It's Jake and Mark. We've got a prisoner. Omri, you in there? Yes, sister. That's almost as good. Yes, sister. Let's have a look at it. You can look while your tiner drop. Hands and feet. Kino. How about the man in the house?  That was right, huh, Mike? Yeah. We'll scare him out if we can. If he's still around tomorrow morning, we'll let him have it. Then leave him outside the canyon. You have to tie those ropes so tight. Sit down. And don't kick while I'm tying your feet. You said it was almost as good getting the girl as the man. That on Savvy. You left her a horse at the camp in a trail that anybody can follow from there to here. He'll come after her. Well, you're local. We'll be waiting for him, Sam. In about five minutes, these lanterns go out, and then we'll... I hear somebody now. They made it fast. Out with the lights and quiet everybody to let the girl make any noise. I got it. Keep back to the sides. Up by the messers. Here you go, brother. Here's your gun, Jake. I got it. The lantern, Sam. That isn't my brother. This thing over there from the house, the one we knocked out. What made you come in here? I saw a light. And you had to find out what was going on, huh? I found out plenty. You've been working this mine. You've hit a vein of pure gold. That cooks your ghosts. The mine belongs to me. You're in that rock well? Yes. It won't be yours in another month. Oh, yes, it will. You've done some work here. That saves it for me. Who's gonna know we've done any work? I saw it with my own eyes. We'll close them for you. Close them for good. You can't. You can't murder him. It's easy. Just one bullet. Go ahead. After we get the girl's brother. I don't want any shooting to warn him off. Tie up Mr. Rockwell, boys. And then put out the light. We'll wait for our other visitor. Okay, I'll let us right back to the mine. But this isn't the entrance by the house. It's a new one. Lots of fresh gravel around. Mine's being worked. They've been using this tunnel instead of the old one. Can't turn that blanket. Trail too easy to follow. We aren't stopping here, Kimosabi. Crook, wait for you inside mine. We'll have to have some kind of a light to go in there. We'll pick up a few pine branches. Ah, here. Here one. Yes. Here's some more. We won't use these until we have to. I'm worried about the other entrance. What do you mean? They can escape by it. You better go around there and stand guard, Dono. Ah, time to do it. Come along, Jim. Just a second while I get this lit. Not yet. We can follow the tunnel without the light for a while. Come on. What's the matter? I'm feeling the walls. Well? We've hit another tunnel at right angles to this one. Which way do we turn? The front entrance would be to the left. Let's try that. This must be the way. Hey, this better be quiet. Hold it. Are you all right? I just stumbled.  You suppose anybody heard that? Mask man, that was a woman. My sister. Study. She didn't far away. We were gone. What? A bird inside the mine? That was Dono. About a hundred feet up ahead. Now between us and him. Yeah. Now's the time to light our torches. They'll start shooting then. I'm going to light it fast and throw it up ahead. You may show us where they are. If it doesn't go out too fast. The woods dry. Stand over this way a little so they won't be able to see the match. Right. It's catching. Throw it. There. As the torch flared through the darkness, the outlaws opened fire. But almost at once they lost their momentary targets. The torch continued to burn where it had fallen. And the figures of the gunman became more distinct. The leader moved quickly. I'm going to shoot. I'm using the girl as a shield. Stay right where you are. I'll go out the front way. Get moving. You can see it back there, can't you? If you shoot, you'll hit her. Mark. What's the matter? Something happened to Sam. I can't see, but I heard him get out. What's going on there? You let go of a girl. Come here, Tullo. Come on, Jim. Are you all right, Mary? Are you hurt? You stand still. Can't you get away and try to hit you like others? Stand back, Tullo. He's got a gun. Oh, that good.  Now you can talk, Mary. Are you hurt? No. Ned Rockwell's over there. Ah. Time to cut rope. Take off, gang. I guess you saved my life, Jim. But I don't know whether I'm grateful or not. What do you mean by that? I can see what your friends are like now. A masked man and an engine.  I don't judge your brother by the company he keeps, Miss Hamilton. He's a United States Marshal. Uh-huh. You can handle the prisoners, can't you, Jim? Sure thing. There are no conditions to make trouble. And, Tullo, I'll be on our way. All right. I sure am. Adios. So long, Mask Man. Financials, Tullo. Did I hear right? Are you really a Marshal, Jim? Yeah. Then I guess you're the one to tell. Those crooks are trying to keep folks away from the canyon because they found a new vein of gold and they wanted the mine for themselves. Still belongs to you, doesn't it? Sure does. Won't be long before I can think of getting married. Never mind that. Uh, give me a hand here, Ned. We've got to get these crooks tied up. It's a pleasure. I still can't understand it. How can a United States Marshal be friends with a Mask Man? I wish he hadn't, men. That's all. Maybe you can tell her who he is. I've got an idea. There isn't a crook in the west who likes to meet that particular Mask Man, sis. Liz Omri's right. It was he and Tullo who saved your life, not me. All I did was take orders and help as much as I could. Who is he? There. We'll leave your feet untied. You've got a long walk ahead of you, mister. Who is he, Jim? Well, I'm almost ashamed of you, Mary, that a sister of mine could be so plum ignorant. How should I know? That was the lone ranger. The story you have just heard is a copyrighted feature of the lone ranger incorporated.


Welcome everyone, so I'm very excited to be with you today at the State of the University. This is my first one, so I had to follow a lot of instructions from the team to tell me what I'm supposed to do and hopefully I'll do okay. So I hope that you had an opportunity to read the reading report and also I cherish the opportunities of having listening sessions with all the different constituencies of the university and today we're going to do this in a little bit differently. This is a big year, we're celebrating 50 years in Bristol and this is how the campus used to look 50 years ago and so a lot of wonderful things have happened and a lot more wonderful things will follow. I want to thank Mel Toph, he's Mel here today because he's the one that brought my attention that this is a very important year, the 50th year and thank you for that and we have a fabulous publication that our marketing and communication folks put together and we have a copy for each one of you to take. It's a very nice publication featuring what has happened the last 50 years and giving an insight of what's going to happen in the future. So building the university the world needs now, it's the phrase that attracted me to this university and I talk to you a little bit about that when I first came and there could be a lot of ways that this could be interpreted. What attracted me the most is that first universities have to adapt and change. I saw that Roger Williams has all the potential to adapt and change and also has all the right ingredients in place to truly become such a university. Now as you know we run a survey and not everybody was in agreement with this statement this is a comment that we get can we stop pretending that we are forever will be the university the world needs now. It's embarrassingly presumptive and there is one model for what university should be and that little under resourced Roger Williams University thinks that it knows what the world needs and I sort of sympathize with that statement however I still feel that we have all it takes to become the university the world needs now but it will take all of us to work together and to figure out how we're going to do that. So today's remarks will start off the state of the university and go by division by division however I believe you read the report and so I'm not going to go into into great detail I want to focus more on goals for the year and use the results of the survey as a basis of my comments and then we'll have a Q&A. So we had 212 respondents on the campus survey which was good but not terrific I would love to have everybody respond to the survey we got a huge amount of excellent information all the cabinet has read them I have read them one by one kept a lot of notes and these are going to be helping us with the strategic planning process as a guide moving moving forward these are the different categories and I don't know if you can read the slide here and I'll read some of them that we got responses the the majority but the majority the largest percent of of comments questions for about academics the second one was diversity diversity and equity third was morale fiscal health vision strategic planning Roger Williams problems student body distinctiveness it goes down so you get an idea of what the areas that we got responses were focused on most questions as I said about academics and diversity and equity diversity and equity in a broader sense comments about diversity and equity racial diversity and but also pay equity treatment by others acceptable treatment that some of our colleagues experience and things like that when we map the most popular words this is how the map word academics was biggest leadership comments were about restrictive culture disconnected leadership top down styles too many administrators on the morale side there was no safe place to report do a lot more with a lot less treatment how we treat each other silos divides so there are these are the comments in this area and not this surprised me and I'm sure none of this surprised you what brings pride dedication was the number one um there's no question that faculty and staff care about our students and you can see the other areas as well so I'm on a 66th day I'm not counting today and I'm still new but I'm sure there are some other people that are new this year who is new this year can you please stand all right welcome so um the written report went out there is one area that I think we should boost next year was the area about the academics and the faculty achievements and one change will make next year which will have a portions of the report from the different schools so every school the faculty and the dean will provide this information of highlights of what happened in the different different schools this has not happened in the past but I strongly feel this should be part of the of the reporting in the future now focusing on academic student success we did very well this year we had the class of 2018 we had 84.9 percent first to year first the second year retention which was up 3.8 percent and basically we had 40 more students enrolling this fall because of that in the class of 2017 you can see the numbers on the screen we had about 27 students that were retained so it was amazing that the old university worked together the academic advisors the the deans and to support the students because not only it was wonderful for the students but also financially it makes a big difference for us or about 1.3 million dollars additional revenue by us managing to retain these students by the way when you see the little yellow icon on the bottom this is a question that came from the response that came from the survey so that's what the yellow icon so this is directly from a survey what roles do flexibility innovation and alternative paths to learning play in the changing role of higher education so I'm a fan of trying different programs and you saw right away we made some changes we changed the children policy we changed the dog policy and and I'm all for trying and experimenting different things and piloting and if they work we continue or if not as we expected we adapt them and we improve them and however we have to become more nimble and faster for example the the curriculum approval process I've heard for many people it takes way too long and and faculty are hesitant to even propose new programs because they don't want to go through this whole process well that's something that the faculty can change and we'll be happy to help from administration but it's a faculty issue and and experimenting and changing things is is how we're going to become the university the work needs now again like as I mentioned how can we make the curriculum process less frustrating it's a faculty issue so we'll be happy to help the faculty to change the process and and it should change it should not change take years to to go through things that could be decided in a couple of weeks or three weeks so that's an area that that faculty is supposed to to work on it and we'll be happy to help I would be happy to get involved personally I'm an academic also if you think I could offer something in this area there were some questions on professional versus liberal arts programs and this is addressed to me your background is in applied science as you see what is valuable about college majors and programs in the humanities and social sciences well one of my degrees is in economics I do have some economics background but what attracted me to my to my college Tufts when I went to Tufts was exactly because combined professional education with very strong liberal arts and I think that a well educated person regardless what what their their their focus is should have grounding in in humanities and social sciences as well and Roger Williams has all the all the components to do that and so that's sort of how I feel about liberal arts I think liberal arts are an essential component of Roger Williams not only to support students in other professional schools but also to generate their own graduates and thinkers and scholars in these in these areas another question comment looking at the place of the liberal arts and the professional schools moving forward what should the resources be focused there are programs that are and have been at very low enrollments for long periods of time does it make any sense for the university to continue to offer these this will be part of our planning process yes there are some programs not only in liberal arts but also in professional schools that are small and we should take a look at them there are some that are large but they're so expensive to run that we should look at them as well so this is part of the of the planning process it will take take place this year strategies how to get the university to bring different disciplines to collaborate to solve society's problems there are a lot of silos here and when I talk about silos people assume it's the Bristol versus university college there are a lot more silos within Bristol schools that should be working together don't work together and the departments that should be working together don't work together and of course the biggest issue now is bringing the university college and Bristol campus together and and in that spirit we are planning a university college showcase it's going to be on November 15 I'll be there it's 9 30 to 12 o'clock where you come and meet people to learn all about university college it's open to the entire community here and I hope it will well attend it university college offers a number of great programs these are some pathways here you can see and and some of you may be surprised that the the school serves the university college serves about half the number of students that that Bristol serves here 2,654 students last year so it's a big deal it's not a small place out there in Providence and and you can see the breakdown of various constituencies constituencies in the school around university college vision what do you see for the future of university college as it pertains to working with high schools and adult learners what is my vision so this is a vision that will all create together James is a terrific visionary and leader of the school but it's something that as we bring the two campuses closer together we should create the vision should be created together and already great things are happening the the whole higher education is changing not everybody goes to college now and not everybody goes to four-year college when I went to college or sort of the expected path but now there are many different ways that students see higher education and we have an amazing tool for us to deliver for the traditional students here in Bristol but then non-traditional students in in in Providence to the university college I only have one slide from the school of law because there weren't any questions or problems with the school of law so so thank you thank you thank you thank you for all the amazing things you have done for the school just a couple of things the first second year retention is 94.4 percent at the law school so addition is just 5.6 percent which is amazing and well there is half a million dollar endowment for the pro bono collaborative this is the program where our law students help folks in in Providence on legal issues and he built an amazing faculty women make up 63.3 percent of the faculty at the law school so the diversity of the student by the end of faculty is just terrific and we are beginning the search for a for a new dean and we identified the search firm and I'll talk about more a little bit more about that so we're ready to roll there are many more questions about Jerry Williams by the way so now we have many slides so I have many slides about Jerry so actually there are questions about Jerry but about finance and budget so so we started last year with a significant projected gap between revenue and expenditures and we ended the year with a actually a modest surplus and and that's because of all the good work you did in reducing expenses and the problem we had was this the frozen tuition issue where we had frozen tuition for many years and expenses keep going up and up and up so it was a not sustainable model again if you have four enrolled class classes with no incremental revenue this puts pressure on on the headcount puts pressure and to reduce expenses and however we managed to go through it and we expect that every year from now is going to be better and better because of the changes we made this year the good news also is the university has reduced its debt from 140 million to 2011 to under 100 million and Jerry has been very creative in refinancing our debt and has saved the university millions and millions of dollars for doing so we just went through a process recently for that so we are changing the the pricing model still keeping affordability as a priority for us and also we are looking to increase diversity of our revenue because I think we are we have cut as much as we could cut so now we have to look at additional revenue for new new money also because of the financial situation of the university the budgeting process was upside down if you first do the budget that you plan and now we're going to change that to first plan and then figure out the budget so we're going to have a plan in place hopefully in May and then we'll from now on we'll start planning the budget accordingly so there would be a number of fiscal update meetings I know you've had enough of transition years but this again has to be a transition year because we don't have the the the strategic action plan in place ready but nonetheless we have to have a budget for next year and so there will be between now and January divisional meetings faculty senate meetings and meetings with other entities and we will present the fiscal update and then we'll talk about the different budget elements at the smaller meetings so try to attend as many of these meetings as you can so another comment from the survey what is the general financial health of the university after two years of austerity when will the budgets be restored to normal so we can provide to our students what we owe them and as I said we are trying to diversify and expand the revenue and and we want to offer the students what they deserve and again thank you for reducing expenses so far and we need all your creative thoughts for for increasing revenue now this is our campus currently we are in the process of finalizing our campus master plan and the plan is still evolving I went to one meeting on let's say I would go on a Tuesday to a meeting look at the master plan and thinking that this is how it's gonna look and then I go to a next meeting on the master plan the next day and the buildings would have been moved around so it's still it's still in progress I can give you a quick preview of the thinking because I think it's very exciting so this is what what it is now this is the current plan and in orange are new or in or significantly renovated dormitory spaces and the lower part of the campus will focus on on first year students and then as you move up you'll be more upperclassmen the dormitories will include spaces for academic components also so we want to bring closer academics with residential life and as you see the dark blue buildings are planned expansions or new buildings for academics and we see an expansion expanded science building and where the administration building now you see another blue building that could house could be a new building for the business school or when this is not determined yet then the other long funky building close to the dormitories on the closer to the bottom of the bottom of the screen there could be visual arts building and moving some of the athletics further on the upper side of the campus and allowing for more parking at that place so these are some of the elements of the master plan but it's not ready for for full disclosure yet because still they're going through many iterations but that should give you a view of how things like a lot less cars driving around campus a lot more walking and much more pleasant areas for students and faculty and staff to walk and enjoy the beautiful setting we have here and Bill Seymour has been championing this process from our end. Enrollment management new first year enrollment is up seven percent from the fall and new graduate enrollment is six point five percent above goal so we're doing pretty well and I know this has been an all all staff and faculty effort let me have the ones of you that have participated at an open house or accept the student day or made calls or attended off campus events or other things related to attracting student here's can you please stand well you see it's a lot people are involved involved with us so thank you okay on target demographics what type of student are we hoping to attract Roger William students from rigorous academy backgrounds students who need remediation in multiple areas the wonderful thing about this place is that it can be a place for all kinds of students we have the parent advisory group I don't know if that's the exact title is that Lisa is the parent advisory group this is much more complicated than parent advisory group so so nonetheless we have a parent advisory group with a longer name and and I met with them and what surprised me is that more than half of these parents were parents actually of alams not parents of students that they enjoyed so much and the appraisal is so much the experience the students had on this campus that they continued being involved and contributing to the school and half of these parents had students that had learned disabilities that had had trouble in high school but Roger Williams was a place that made them flourish and now they have either and terrific graduate programs or they have terrific jobs and so Roger Williams does a wonderful job on students that have learning challenges also Roger Williams offers great opportunities for students that that are very well prepared for college and at the higher end of the spectrum of of potential accomplishment here can we do a better job yes and I think we should talk about serving better or although do have a great honors program serving even better the students so we can retain them here and there are many areas that that we could we could invest in like faculty especially faculty to to boost undergraduate research and programs as such next question competition how Roger Williams continued to attract students as the projected college student population decreases how are we doing compared to our competitors so our competitors are not standing still some of them are competing with money some of them compete with the programs some of them with prestige with name again we have all the ingredients to make this place special I do not think we take advantage of everything we have to difference ourselves when I was at commencement last year I was looking at the program and I noticed that there are only very few students that either had completed the thesis or were close of completing a thesis I think that could be a program for example we should boost because one of the advantages of coming to a school like Roger Williams that doesn't have a big graduate program is the opportunity that students have with the faculty to work one-on-one on on creating new knowledge on new art or depending on the on the discipline and I think we should be doing a lot more more of that because students could pick Roger Williams versus a more research oriented institution simply because of this faculty contact that they have student life the care of our students is remarkable here I have been very impressed and it's a safe environment and a great community and we have great we don't have great dormitory facilities I think this should be one of the biggest priorities for under the master plan but we have great food actually we ranked the one of the 20 20th best dining in country and it's all about good food and well well being and I whenever I have a chance I go and I eat with the students in the commons and the food is incredible and I always say it's going to be the freshman 15 of the president 60 diversity and inclusion under Ames leadership wonderful things are happening we have programs to support students oops I'm sorry am I going yes students to improve retention and also to improve enrollment and as you can see the numbers are going up in a positive way also we have employee support programs the women's affinity groups and I had the opportunity to participate in some of the listening sessions in the beginning and actually the children's the new children policy was a result from this listening session that we just launched we have the intercultural university for staff and the leadership academy that we launch we're launching I believe next week so lots of efforts and a lot of emphasis that have started producing results so this is supposed to be a secret because it's going to be announced today tomorrow the providence business news is giving us one of the awards for diversity and inclusion and congratulations to a man and all her effort and to all the faculty and staff that have participated so not only we are doing great things in this area for our students our faculty and staff but also now the community starts noticing it which is wonderful because by being out there as one of the leaders in this area will attract more diversity to the campus it's exactly what we want advancement Lisa for many years has been doing a fantastic job with very very little in bringing resources to the university she decided to leave us much too much in green and just to go to a new venture and some of you have talked to her so you know what it's all about um she's a Bristolian so I'm trying every single way to keep her involved with the university and I think I'm gonna be successful and uh and also in recognition of all the amazing work she did for the sailing program as one of many things they named it they named the boat Lelisa Joy in honor of her unfortunately it wasn't a cruise ship but it's it's a start so advancement raised over three and a half million dollars in new gifts and pledge payments last year and the fiscal 19 represented the best fundraiser year also for the law law school with Lisa's departure we we want to boost the already great staff that is in place there so we're bringing a new leader Amy Berkeley to to work with Lisa together in the beginning and then take over the division and I know I've known Amy for years as a fantastic fundraiser and she will work with our team there to to do great great things this division as many other divisions has been hit a lot budgetarily just to give you an idea the travel budget for the whole division of advancement is 4500 if you go to two trips it's gone so how on earth can these people fundraise for alums in california and in texas or qualify people so the whole budget for stewardship stewardship is taking care of donors to make sure they stay engaged with the university 2500 at the museum I used to spend that much for a dinner with donors not a single donor but you know bring donors you know a few donors and have the food and have the people to help with this is so and people expect that because our donors are donors to a lot of other places and people people give to success people believe it don't look at harvard does harvard need another 20 billion dollars in its endowment the biggest gifts go to harvard because people want to to give to a place that successful raise a lot of money and so we have to invest in this area and and we'll do so another question recognizing that roger williams university's endowment is not as large as it needs to be and given president yawlis's experience with institutional development what does he think is a realistic goal for the endowment and over what period of time could the goal be achieved we need to have a campaign who are far from a campaign you have to have enough people in place that would contribute significantly so a campaign could not become an embarrassment and we have some alums and some donors that are very philanthropic but we really have to build the culture of philanthropy they will have an alumni council with dedicated alums the average ones from the alumni council the leaders group group gives 70 dollars a year we have a lot of work to do to change this so we are going to have a campaign we're going to raise money for the university for capital projects and for endowment we need that and it's going to take time and it's going to take each one of us working together it's not going to be just my job or amy's job or christine's job it's going to be all of us have to work on it i'm not saying you have to go and ask you individually people for money but the experience students have the experience alums have parents have all this is significant of how people give to the university and we moved the marketing and communication to the president's office so we're going to do institutional branding as well as still focusing on attracting new students here and we're going to boost the advancement division but we're going to rebuild the board of trustees and and and all work together to make this whole thing happen goals for the year ahead so we're going to develop a strategic action plan one of the best moves i made this year is to move brian to the chief of staff position he has done an amazing job not only helping with everything else during my first 66 days and a lot has happened to the 66 days a lot of the credit goes to brian but also brian is going to help as man as the whole strategic action plan it's not going to be brian's plan or my plan is going to be our plan that we're going to all build together and and brian is going to tell you more about it in a few minutes we have to build the culture of philanthropy we're starting by enhancing the and funding the advancement division but also i'm working on the other side with the board of trustees and express what my expectations would be for them that's another goal start eliminating silos we start with the open house at the at the bristol at the university college campus and there are more work we're going to do internally any new facility that opens up space opens up i would like to see more of a collaborative space and a space that is shared by different schools versus this is my my fort nobody else is allowed to get in and and even faculty new faculty requests i would like to see more interdisciplinary appointments maybe appointments from two schools or more and also we're going to begin implementing the equity action plan that a man has put in her group has put together and and in building the team we were going to hire a new provost for the university we're going to have a national search and i'll talk more about it we're almost done on on load finishing the search for an associate pros for for a civic engagement programs and and dean of the law school so the provost search we talked with a number of search firms we yesterday we decided on on hiring a store break pimentel i've known them from the other side because they're trying to recruit me in the past for positions and they are terrific also they specialize with they do a lot of work with prestigious small schools so they have a good rolodex with with folks that are looking or they want they want them to look at other jobs and and also we pick the same firm for the law school and search and the provost search because they have experience with both because there are economies of scale on then coming on campus and meeting with different groups for for both both searches also they'll get to know the university well and we won't have to to bring up to speed two different two different search firms uh we're beginning the process for faculty elected positions so we're in conversation with the senate and there will be very strong faculty representation in the search committee i would like to have a small committee to make decisions and and keep the process as open as possible and that we have to look listen to the advice of the search firm to see what's possible because at the very end we do not want to lose candidates that they want to keep confident confidential the candidacy so we'll push as much as possible to have it as open of a process and and we'll depend on who the finalists are and how how it works i think the process that was used to hire me was was great because at the end it was a fairly open process um and i didn't say it's great because you hired me at least from my from mine was great there was a difference though because i had decided to leave the museum by the time uh and i had announced my departure the museum by the time i started looking and so i did not care if people knew that i'm a candidate but there are other people that if they're sitting provosts or sitting deans in other schools they may not want their candidacy to be exposed so we'll see how we'll see how that goes um strategic planning process so uh we uh we are not going to do a strategic plan we're going to do a strategic action plan and brian is going to tell you how we came to this decision and how this whole this whole thing uh is going to to pan out good afternoon so the spirit of how yannis is talking so far about strategic planning and being more innovative and nimble in our processes is something that he asked me to think about when we think about strategic planning at the institution and in the spirit of how we think about where we've been as an institution and where we're going the first place i started when asked to think about planning is to look back at the history of planning at roger williams and the information that that we have available to us um and what strikes you when you start to look at it and talk to people who've been here and been involved in planning is the first thing is that no plan at the institution has ever outlasted the president that initiated the process um they've been projects that are more individual projects that were specific to that president and then in the movement to the next president you either had a reset or a new plan and didn't look back to honor the work that was done before them and that history goes back at least to the nineties and the history that um we've been able to to look at and understand the documents in the path the path that we've taken so honoring that and sharing that here a little bit the plan for the nineties um was how we started in nineties and the plan for the nineties lasted from 1990 to 1994 because that's sort of the span of the transition of the presidency at the time a lot of great work a lot of sort of core values that came out in initiatives that were that were identified some of them may look familiar we call them different things now but community partnerships um and thinking about global um thinking about academic excellence and what makes us distinctive we're there in those plans it ended up and it was a nice view book i have it in my office um 96 goals 354 objectives for the university to follow you transition from that to president centoro who as far as we know worked without a plan um the focus was creating a law school the focus was fundraising and philanthropy but in terms of a written plan there wasn't a plan plan for the nineties plan for his tenure and then that transitioned to president nercial and the plan for 2020 which is just months away for us um so there was a thin document that was the 20 objectives to achieve by 2020 we've actually achieved a lot of them in the tactics of the institution but this is a nine inch binder um so there were 24 task forces 312 participants um and working really from the starting of this planning process in the early 2000s but the heavy work 2004 to 2007 and many people working in different committees for context just again and we're sitting a long time just raise your hand if you were on one of these 24 task forces in the room and for all the work for three years of work in committee meetings and writing documents to then have president nercials transition and that work not move forward um that strikes me um as what we want to do different in the planning process that we put in place now um and so yes i've read the nine inch binder um if anyone's looking for good night reading i recommend um that full document but we've taken that work i've had help to pull all of these objectives into a spreadsheet so that we can inventory which things are still present which things still matter to the institution to follow that we didn't follow up on well and many of the things in there are still urgent still important um and we need to act on them in a different way so truly yon is talking about a strategic action plan is to not come up with another plan but to move from strategy to action in as timely way as we can so that was the challenge then of the transition from nercial to um president ferrish and the vision project gave us um some really strong goals um of strong statements about the university the world needs now and a direction for the institution and a lot of great work across the institution and our commitment to affordability um cpc coming out through this time in these efforts but we didn't bring them into the divisional work explicitly um and it was really a project of a vision without the tactics and the measures and the objectives tied to them in a in a traditional planning structure so summarizing 30 years of planning a number of presidents plans that didn't transition some plans that were very heavy on objectives but not giving a vision and a guide and some things that were heavy on a guiding vision without the details tied to them so thanks for asking me to do this first of all and how do we do it differently um so at a high level um what i wanted to share is that we don't need to reinvent the past part of that campus survey um i wanted to just highlight here and you can see 70 to 80 percent or more campus consensus that these are still relevant um from you think these six goals of the vision project about we want to provide transformative educational experiences and that received the highest number of support from the campus but we want to have vision groups that look at the at the plan for 2020 understand the work that's important understand the work that advances these goals that the campus still feels important and bring that work forward into our awareness for everyone to map to our planning that we do across the campus um so as sort of the spirit of sort of a year of planning at a high level i'll share and then we can answer questions at the end in in the open q and a what we're trying to do is move from vision to action in as quick a way as possible and versus one committee that meets for three years we're trying to create some small groups that have sort of sprints of work six to eight weeks of a concentrated effort on a given topic with given tasks where you can go deep into the work and then build to the next step um so what we're mapping out is really phase one of really honoring the past and vision working groups and faculty elections just happened recently for this and we'll be populating these groups to look at this past work to question the wording of the vision working goals to think of how the tactics of the past can help advance them and bring them forward for us and that work will help us answer this question what really does the world need from a university now you know do we still commit to transformative and diversity and local and global communities and solving problems and thinking about affordability in different ways um so we'll spend that work that will then really need to feed to all the divisions of the institution the spring work will focus on the business and operational plans of the institution which everyone in the room needs to be a part of and be connected and how all of our plans integrate together so how we take a vision plan and say how does this affect our work in marketing how does it affect athletics and student life we have good momentum on different plans across the institution that we can feed and connect the work of the institution to the vision project very explicitly then that piece that yonis talked about before comes in linking planning to budgeting this is where we need to go this is the role that this unit can play and we need resources to realize this vision um and moving very quickly through that process and then measuring are we doing it well um so at a high level from vision to action to operations to then measuring our work year over year is a sprint that we're trying to get to to get to may and this is what we've identified at the cabinet level and across the campus as the important plans that not everyone on campus has seen or been involved with some of these efforts are um done some are near completion some you can look at and know they've been very um inclusive of the campus community and others have been done within their integrated within their own divisional area so the challenge of yonis asking us to break down silos is to understand how all of these plans are connected to each other um our asem and our strategic enrollment process this last year underscores that we can't move with an enrollment plan without knowing the majors in the way that our schools are moving and we need to be in dialogue with each other but you can draw lines between all of these plans and the work that we need to do moving forward and a really a sense of integrated planning is where we hope to move through the course of the year ahead and from the survey um this is the challenge um the challenge of acting more nimbly of not having one committee take three years to build a plan but to move and ensure that planning is very action based and happening across the institution and guiding our decisions guiding our budget work and and the time that we have together um so with that is just a high level i'm i'm glad to turn it back over to yonis there's a handful more q and a's that didn't fit the divisions that will go through um and then turn it to full question and answers and i'm glad to answer questions about planning at that time so a few more of questions or statements from the survey about the university's identity what is the identity of roger Williams university who are we as an institution what is our competitive advantage over other schools or what is the plan to figure out the answer to these questions um we we're doing many things greatly great um i think it would be a good move to consider moving closer to a teacher scholar model um we are always going to be a teaching university but i really believe that will attract a lot better students if they think they're going to come here and partner with faculty in the generation of new of new knowledge and so that's an area that we could we could build upon um civic scholarship is a signature program here as you know we elevated the director position for the civic scholars program to an associate provost position um i would love to see that become a requirement for all our students and differentiate us from other schools northeastern is known for its co-op program roger williams could be known for his civic engagement program as well um so there are many more areas identifying scholarship and teaching areas such as cost of sustainability and investing in these areas and distinguish us from other universities that's another way we could distinguish ourselves on the moral area for any institution to function cohesively you need a positive vibe from all members of the university community unfortunately many staff workers feel undervalued way underpaid and generally understaffed make your staff happy and they will in turn feel good about what they do they are your best marketing tool so moral is is not just the job of the president or the administrations everybody should work together to improve moral um and when different entities of the university different groups are advocating for their particular group they should take into consideration what effect that that advocacy results will have for other groups as well so that's an area that that is going to take time to to all of us but to work together but but it's going to be a joint a joint effort improving the budget situation of course will help moral but there are a lot of other things that don't cost much money that that affect moral and some of them may be driven from administration some of them may be driven from faculty staff one department to another department and that's an area that we could we could all work together and there are certainly some things that that we I can do to improve moral and two small things where the children policy the doggie policy and there'll be more coming through but the big moral issues I think that all of our responsibilities to improve and I think we know what we should be doing here uh transparency communication that's another thing that came will there be and when will there be more transparency between the upper leadership and the rest of the campus community communication in the last year has been terrible um well those of you that have spent time with me you know that you know what you see is what I am and what you get um I say the same story to all the different constituencies and even the way we decided on this year hires was very open I brought all the deans in one room today they made their case we made some quick decisions we'll go back but then every dean heard the case from the other dean so there's no nothing behind closed doors no deals it's all out in the open and I'm committed to continue working like this with all the constituencies and and make sure that all my cabinet members all my team does the same thing as well silos and collaboration I would like to know how he intends this is he intends on bringing this university together after it has been fractured apart uh that is no department wanting to work together for the common good instead of only worrying and seeing the small part in this university I think communication better communication among divisions and programs can help a lot as a small example we're going to have this open house uh in in Providence for the university college it's up to the Bristol folks to attend if they don't attend then it's not going to work so I think that everybody should should make an effort to learn more about what the other entities do and there are the suspicions and and all this will eventually go go away and this does not refer only to Bristol versus Providence it's even within Bristol a lot more has happened so we'll try to have a lot more uh collaborative efforts on the sustainability area can we elevate sustainability to a higher profile venue so it's on par with diversity inclusiveness by establishing sustainability office or center with a staff person to coordinate and advance sustainability initiatives one of the uh planning groups is going to focus on sustainability so that could be somewhere we move however assist sustainability as a broader issue ecological sustainability human economic health sustainability well-being sustainability so it's a broader it's a broader term and we cannot have an officer for every one of these elements so we have to figure out first what we do in the traditional sustainability the environmental sustainability area and how we're going to make progress in that but also think of the other sustainability areas as as well so these are some of the questions uh that uh that we pulled off of the survey and just to frame today's conversation it's the beginning of a conversation there are a lot more great comments on the survey that that will uh my team and I will start working on and work with the deans and the faculty senate and the different different staff constituencies to to make things good overall I was very pleased to see the engagement of of the staff and the faculty through this survey and people are really committed to making this place even better and it's I'm very optimistic I think it's we're in a great path and it will move forward so let me take a few questions now if you have any oops I'll talk about that later so I'll tell you now anyway so this is the question one question is what about having the week of Christmas and new years off to spend time with family and save on course of the university being closed and this question was asked by at least seven different people so let's do it so we're going to have we're going to have the week between Christmas and new years off now there are some details that will follow from HR and Union reps because there are some people that will have to be here but they will take the equivalent time off uh you know different times so everybody will have the total days off if somebody has to be here and you know who these people are uh then they will take the three days off subsequently so that's another small move so any questions now everybody's happy that there'll be no questions any questions anybody because you can move on okay if there are no questions so when we collaborate great things are happening and look what happened with retention and enrollment and amazing things happened just in one year that everybody worked together now there are things we should work together in changing the culture and we talked about morale planning budgeting and philanthropy and we're going to do this together and I want to thank you and we have this fabulous publication over there that you can take home and enjoy and thank you for coming and listening and if you have any comments you know how to find me just email me thank you


Everyone is important but coming off the last two and particularly the last one and the feelings you know following the performance there in the last three quarters you know how satisfying is a win like this in the way you guys are able to battle back. It was a great win you know we needed I think for our soul and you know lots been thrown at us a lot of you know new things you know new group new coaches I keep going over it that all the stuff we're facing this year and weren't happy with the last performance we came out tonight and weren't great in the first half we weren't physical enough we we lacked communication and we asked them to compete in the second half to up their level physically and demand and compete and and win some little battles and that's what they did and and they got a victory and they deserved it for sticking with it and sticking together. Can you take us into the decision to put Bruce Brown in the starting lineup and and how you feel about the way he performed throughout the game with particularly in question. Bruce was great unbelievable you know played his butt off played hard made some tough shots and some timely baskets you know and guarded his man you know I think the decision was I think the second unit needs Karris as a ball handler and creator I also you know I need to protect Karris you know when he starts he ends up playing 30 plus minutes you know almost without a doubt and you know with five games and seven nights let alone 17 games and 31 days you know Karris is a guy that you have to protect with his with his injury history a little bit he's in great shape but he may never have a problem again but you have to protect him and give him a chance so I thought that would allow us to control his minutes it would allow us to have a playmaker on the second unit and so you know we're gonna have to adapt continually I think this year because who knows what's around the corner so you know proud of Karris he was outstanding tonight as well. Brian Lewis with the New York Post. Hey Steve Tupole was there anything tactical in the third quarter and when you're down 18 and you flip that to a 7 point lead was anything tactical was that just asking guys to reach down deeper and definitely obviously DJ doesn't play, J-A gets 36 minutes is that just rewarding whoever's playing the best at that point? Yeah man I think the tactics were to get tighter to our man communicate be more physical you know I think the breakdowns were largely we weren't attached we weren't talking and we were letting them go wherever they wanted and they're too good an offensive team so that if you want to call that tactical mental emotional whatever you know I think that was a big adjustment you know DJ tonight you know they go largely their backup center is Dr. Michael Green or the big fella but he's not necessarily a post player so we tried to you know as much as anything develop our small lineup take a look at it so it partly tactical because of the way they match up but partly just you know if we want to have us a small lineup that's effective we got to take some looks at it and so that was sort of the decision tonight you know you know I hope other nights DJ gets minutes but I was proud of him for the way he supported his teammates and was a great force for us because he is a vet and a and a big personality the guys look to our locker room Christian Wynfield with the New York Daily News. Coach can you just describe the performance that Kevin had tonight and what does it do for the team when he comes out and sets on the way today. Yeah I mean it's so it's it's a it's a pleasure to coach him he's so talented and loves the game you know I thought he you know he turned the ball over early but he he calmed down I think that's part of this process of him coming back to play is that it's it's not going to be smooth off the bat he's I said early 15 to 20 games and I think that's that's even you know that maybe I need to be more conservative with that number just because it's such a lot thrown at him at the climb he's had back here but he was unbelievable made the big shot at the end but 13 assists you know he he led us and I think his attitude was great you know there's moments when first half where I could tell he's frustrated and he held on to it for his teammates and he rubs off so positively on his teammates you know they look up to him and they they know how gifted he is and and when he sticks with him and has that has that leadership qualities that he had tonight you know the guys end up you know I think feeding off it and performing. Alika Andrews with ESPN. Steve's sticking with with Kevin for a minute how aware are you when you're coaching that he is climbing into the top 30 all-time and scoring in an individual game and then passing Dwayne Wade and those numbers does that enter your mind at all did you know that? I had no clue. Aaron Harris told me before I took the podium so you know that's just the way it's gonna be I mean he's gonna keep climbing he's gonna you know I'm sure he's gonna skyrocket all the way up there if we're lucky to have good fortune and health he is a walking bucket and you know he's no matter what you throw at him no matter who's on the floor he's gonna find a way to get 25-30 points so this is this is nothing he's gonna keep climbing and keep catching guys you know and I don't know where the next guy is or the guys ahead of them but he's gonna catch a bunch of them that's for sure. And last question we'll go to Bruce Beck with NBC New York. Hey Steve facing adversity you often find out a lot about your team sometimes even about yourself what did you find out about your ball club tonight specifically in the second half? Yeah you know it shows we have the resolve you know that we can find the connectivity you know these nights you know even the ones where we've taken it on the chin here this season in some close games they are what provide you the biggest lessons in the most room for growth so tonight it's beautiful to win it to come back to lock up defensively and to start making shots in the ball moving and playing the way I think we're capable of playing but you know you you always especially a new group like this you're looking to build that that connectivity and that resolve and that you know that ability to fight through adversity and so you can't cheat that process so these opportunities for us to say hey we've been there and survive we've been there and it hurt and we built through it and here we are tonight coming out on the other side and and those are that's gonna happen throughout the year especially in this crazy season but as long as each night we take something new from it and build our result but also you know build that you know collective identity that's what it's gonna take to be in these moments and to be comfortable under pressure and to thrive even under pressure eventually thanks so much coach we appreciate it thanks everybody


Felly, fy llwys yng Nghymru yn ddiwedっと'r ar ulgrifio ar gyfer, nid o'r ffordd i'r ddefnyddio'r gweithio. Fydda'i nhw'n mynd yw, i ddyn nhw'n mynd i'r ddefnyddio iawn i ddintôr a gallu ei hwn i ddintôr. Mae'r ddintôr wedi ddintôr yn gaelwch eu cyfynghau. Ond efallai, rwy'n handleb o'r oedd ddintôr wedi caelwch dros eich ddintôr yng Nghymru. Mae'r ddintôr ar y cyfnodau i ddintôr, ac mae'r ddintôr wedi ddintôr fod yn eu cyfnodau. A oes i ddintôr, gallwch i ddintôr o'r rôl, iddynt i'r diallu ddintôr o'r rôl o'r ddintôr of votes in room P 102, there the clerks will empty the ballot boxes and begin counting votes. I will announce the result of voting when the vote is counted and verified. To ensure that everybody's safety is in line with their Covid-19 protocols, could I ask all members to put their face coverings on now, please? All members can do that. Unless, of course, you have a medical exemption. Thank you, colleagues. I now declare the election of the Presiding Officer open and I'll ask the clerks to begin distributing the ballot papers. Thank you, colleagues. The voting for the Presiding Officer's election is now closed. The clerks will now take the ballot boxes to P 102 and I would invite any scrutineers appointed by the candidate to make their way to P 102 to observe the counting of ballot papers while observing social distancing. I can see to members that you may now remove your face coverings. Thank you, colleagues. In the election of the Presiding Officer, there was one candidate, Alison Johnstone MSP, and the number of votes cast was as follows. Yes, 97, no, 28, there were two abstentions, there was one spoiled paper and Alison Johnstone is therefore duly elected as Presiding Officer of the Scottish Parliament. Now, may I be the first to formally offer Alison my warmest congratulations? And as she is one of the members sitting in the main hall of the Parliament, may I ask our newly elected Presiding Officer to make her way to the debating chamber? Yes, and to take the place in her chair for the remainder of this meeting. Alison Johnstone, please make your way to the debating chamber. Thank you, everyone. That means a lot. I'm very, very grateful. I'm sorry that I didn't have a contest today, but I'm very proud to be in this position. For those of you who don't know, I joined Scotland Forward, the campaign for a devolved Parliament, before I joined the Scottish Green Party. That was back in the late 90s, and it's just such a very important place for me. I was then really fortunate to get a job with Robin Harper, who was the first elected green parliamentarian in the UK here in 1999. I've been in this building in a couple of guises, and it's been an absolute privilege to serve as a Scottish Green Party representative for Lothian region. I'd really like to take this opportunity to thank my little staff team of Sally, Dan, Richard and Helen. All of those who have contributed in any way during the years, because that team has changed. I'd also like to thank my Scottish Green Party colleagues and my party and everyone who's worked on such a fabulous election campaign. Here today I've been afforded a great opportunity and an incredible privilege, and one that I will never ever take for granted. Before I forget, I'd also like to thank my very patient and tolerant family. I think that you have afforded me the opportunity to take on a major challenge at an incredibly important time in Scotland's history. We face various challenges, we're just coming out of the end, we hope, although you know we hear worrying statistics, on a daily basis of a pandemic that has affected the lives of each and every one of us. We've lost loved ones, people have lost livelihoods, it's a very very challenging time for us all, and it's the duty of the Government and the Parliament to do everything that we can to make sure that those living in Scotland have the best lives that they possibly can, that we continue to work together and cease to reduce inequality and poverty. I want to encourage a culture of open debate in this Parliament. I think that we should be able to have that debate, but I'd like to do so in an atmosphere of inclusivity, mutual tolerance and respect. I think that it's absolutely fabulous that in this new session I see more diversity, I mean it's absolutely clear and that that is welcome. We see more people from minority ethnic backgrounds, I see far more women, this is fabulous progress, but we're not there yet. I know from Hustling with Pam Duncan Glancy that we have a real champion there for disabled people, but we can do better. I think that we need to get to the stage where this Parliament truly represents all people in Scotland, people from the LGBT community, so that we really mirror those who live in our streets and in our neighbourhoods. There are challenges ahead, of course. We are in the midst of the nature and the climate emergency, not as well as the pandemic, we have to tackle them. Our young people have done such a fabulous job bringing this issue to life. They've helped us, they've helped to ensure that we adults debate it properly on their behalf. We only have a few years to act and I think that it's really important that Scotland makes the most of the opportunity that COP26 will provide. I will do my very best to make sure that each and every one of you has an opportunity to best represent your constituents, your interests and everything that is important to you. I obviously recognise a lot of old faces, I mean experienced faces, and there are a lot of new faces too. We're all going to have an opportunity to get to know one another better over the next few weeks, months and years, but I just want to assure you that I will do my very best in this role, as Ken Macintosh has done. Obviously, it's very large shoes to fill, and I think that he's done an exceptional job for which I'm very grateful. I'm pleased to announce that this is an announcement of the election of the deputy Presiding Officer. Nominations for the positions of deputy Presiding Officer open at 9am tomorrow. Details of the process for submitting nominations will be set out in the business bulletin. Nominations must be submitted no later than 10am tomorrow morning, and, after the nomination period is closed, members will be notified of the names of the nominees, so I will resume this meeting of Parliament at 10.30am for the election of the deputy Presiding Officers, and I suspend this meeting of Parliament.


Hi everybody, big thanks to Exchange for Media for giving me this opportunity to be a part of the IDMA 2021 awards as a jury member. I thoroughly enjoyed the experience. It was really nice to see so many interesting and inspiring entries, especially given the fact that we are in the middle of a pandemic and it's been that much more difficult to do various activations. So that was really nice, compliments to everybody and especially to the winners. Thank you.