Good afternoon, ladies and gentlemen. I'll just start with an opening statement. I want to thank you first for the opportunity to be here today and brief you on the recent incidents involving surface forces in the western Pacific, the comprehensive review that examined the systemic issues surrounding these incidents, and then review the corrective action. Before I begin, I must say that throughout this investigative process, our first and last thoughts have been with our fallen sailors and their families. I want to offer my deep condolences to those who lost a loved one and ensure them that they will always be part of the Navy family. A review of your Navy today shows that this morning there are 100 ships and 64,000 sailors and Navy civilians forward deployed. This includes three carrier strike groups and their embarked airwings, three amphibious readiness groups, and their embarked marine expeditionary units, six ballistic missile defense ships on station, 11 attack submarines, five SSBNs. The vast majority of these ships are conducting their missions, some of them extremely difficult, effectively and professionally, protecting America from attack, promoting our interests and prosperity, and advocating for the rules that govern the vast commons from the sea floor to space and in cyberspace. We do much of this work with our allies and partners, enhancing our combined capacity to contribute to maritime security and improve our lethality in warfighting at sea. In recent three-week period, for instance, we conducted over 19 exercises with our partners involving 30 partner nations. This is what you expect of your Navy. This is why we exist. The Navy's been run hard in the past 16 years of war and the pace is picking up, especially in the Pacific. A recent experience has shown that if we're not careful, we can become overstretched, overextended. And if we take our eye off the fundamentals, we become vulnerable to mistakes at all levels of command. In response to the series of incidents in the surface force in 2017, culminating in the collisions involving the USS Fitzgerald and the USS John S. McCain, the Navy conducted both independent investigations into the specific incidents to determine what happened on board, and also a comprehensive review to identify any systemic, causal, and contributing factors as to why these incidents occurred. Both of these efforts developed the actions needed to prevent them in future operations. I'll be clear, these accidents were preventable. The causes for the collisions included a failure to plan for safety, a failure to adhere to sound navigational practices, failure to execute basic watch-standing principles, failure to properly use available navigation tools, failure to respond deliberately and effectively when in extremists of collision, a loss of situational awareness and high traffic density, failure to follow the international rules of the road, and for John S. McCain insufficient knowledge and proficiency of the ship's steering system. We are a Navy that learns from our mistakes. U.S. Fleet Forces Commander Admiral Phil Davidson recently concluded a comprehensive review which was informed further by other mishaps going back 10 years. The comprehensive review team was made up of 34 uniformed and civilian personnel, and their backgrounds ranged from specialists in navigation to officers and civilians with extensive experience in a float leadership, underway operations, institutional training, equipment and systems research, development, acquisition, and ship maintenance. It also included civilian experts and military members from other Navy warfare communities and from other services. Multiple members also had substantial experience in conducting investigations and audits. Several distinguished individuals, a four-star retired general and flag officers from the Army, the Marine Corps, a Naval Aviator and a Naval Submariner, as well as the President of the Maryland Harbor Pilots Association, and an academic from MIT who were on the team to advise Admiral Davidson. And the comprehensive review found that over a sustained period of time, rising pressure to meet operational demands led those in command to rationalize declining standards, standards in fundamental seamanship and watch standing skills, teamwork, operational safety, assessment and the professional culture. This resulted in a reduction of operational safety margins. Further, the demand for ready and certified ships to support operations exceeded the quantity that could be supplied. Lacking an effective process to clearly define available supply and associated readiness, steadily increasing risks were not understood or appropriately mitigated as these ships were routinely assigned to high priority short notice tasking. This practice became the norm and resulted in situations where individuals and teams could no longer recognize that the processes in place to identify, communicate and assess readiness and risk were no longer working on ships or at headquarters. To address this, we have taken some immediate actions. These actions include restoring a deliberative scheduling process in the Seventh Fleet, conducting comprehensive ready for sea assessments for all Japan-based ships, establishing the Naval Surface Group of Western Pacific, an independent body in Yokosuka, Japan that will keep their eye on readiness generation and standards for the Pacific Fleet commander. Using and using a near-miss program to understand and disseminate lessons learned and establishing policies for surface ships to routinely, actively transmit on their automatic identification system, a system that lets other ships in the area know what they're doing. We have other ongoing immediate actions focused on upgrading the training of navigation fundamentals, assessing operational demands against available resources, grading the baseline readiness of all Seventh Fleet cruisers and destroyers, optimizing the authority and accountability for readiness, implementing schedules that ensure everybody gets sufficient rest and baselining the force generation model for the Japan-based ships. We also have some midterm actions that are focused on developing the process to generate these sustainable ready forces starting with the Japan-based ships, reviewing the qualification standards, establishing comprehensive policies on managing fatigue, revising readiness assessment standards, aligning the operational requirements to available resources, and accelerating some of the electronic navigation system upgrades. We have additional longer-term actions. There's immediate actions, short-term and then mid-term and then long-term. Long-term actions include improving individual and team training skills with an emphasis on basic seamanship, navigation, and integrated bridge equipment, evaluating core officer and enlisted curricula with an emphasis on fundamentals, navigation skills. I got to say, though, that fundamental to all of this is how we prepare leaders for command, and we will deeply examine the way that we prepare officers for increasing leadership challenges, culminating in assumption of command with the capability and the confidence to form, train, and assess war-fighting teams on the bridge in the Combat Information Center in engineering and throughout their command. Our Navy, from the most junior sailor to the most senior commander, must value achieving and maintaining high operational and war-fighting standards of performance, and these standards must be embedded in our equipment, our individuals, our teams, and our fleets. And the Navy is absolutely committed to doing everything possible to prevent a tragic loss like this again. We should never allow an accident like this to take the lives of such magnificent young sailors and inflict such painful grief on their families, the Navy, and the nation. We must get this right, and we will. We own this, and we're moving out. Thank you for your time again, and I look forward to your questions. Admiral, would you say you can? Admiral, obviously this review was about the Seventh Fleet, but as you look across the Navy and its ships as a whole, don't some of these problems also exist perhaps in other AORs, and what are you doing to look at some of those and how do you replicate some of this across the other ships in your fleet, or is this just Seventh Fleet, and do you need more ships there? So to start, to get started, we had to contain the investigation, the scope of the investigation. And so we did concentrate on where we were seeing the problems, which is the cruiser and destroyers out in the Seventh Fleet. That's where we started, both with the incident investigations, obviously, and also with the comprehensive review. Now that we have that investigation complete, it's my intention, in fact, I just transmitted a message to all commanding officers, similar audience that I transmitted the operational pause message, for them to study this at all levels of command to figure out and determine where are they might be vulnerable to the findings in the comprehensive review and also to take a look at what of the recommended actions might apply to them. And I've asked them to put together a report to their superiors, and I'll see the consolidated results of that effort. Do you think it's likely that some of these problems exist in other areas? We have, the ultimate test for our effectiveness is combat operations. And as I pointed out, we have a four-deployed fleet, and over this year, in the not-too-distant past, and currently, right now, they are performing exquisitely in the highest degree of combat. And so we're going to go out with the sense that we want to look at everybody and find the vulnerabilities and plug them where they exist. Fibre? Well, you say that you and the Navy own the problem, and we understand, with all due respect to you, sir, at the pleasure of the President, you've described a series of ongoing, very comprehensive problems that underlie all of this. So the question is, why you, as CNO, why didn't you know about any of these problems? Because if you knew, you certainly would have fixed them. So how is it that you didn't know? And as Chief of Naval Operations, what response, while you've served at the pleasure, what responsibility as CNO do you bear on this with all due respect? Do you believe that you still have the confidence of the sailors and of Navy families? Should you remain as CNO? Arba, I think that there's no doubt, and I made clear from the very beginning, that as the CNO, I own this, and I won't dodge from that ownership. As we've studied similar catastrophes, incidents in the past, both in the Navy and outside the Navy, there is this slow degradation that happens. And what you end up is a process where you become a situation where deviancy becomes normalized.  So we're aware of this, I do own it, we're taking firm corrective action, and we'll get this right. All due respect, I understand that, Admiral. The question, really professionally, is what responsibility is there in the sea with the Chief of Naval Operations for not knowing about all of these problems that led to the loss of so many lives. And again, I'm asking you how you feel about it. I feel responsible for this. And do you think you can remain with the confidence of the fleet of the sailors? I do. Admiral, thanks for your time on this. You mentioned sleep deprivation, you mentioned managing fatigue.  Is it four hours? Is it five hours? So the fatigue did play a role in these incidents. And we've recently gone to, throughout the Navy now, the surface force recently made it mandatory to execute their at sea schedule with respect, paying respect to what we call a circadian rhythm, a 24-hour cycle, inside that cycle, getting six to eight hours within a 24-hour period. So that's how mandatory it is, six to eight hours at sea. You should be getting that type of sleep every 24-hour cycle. Hi, I'm Samuel Grun with the USNI News. When you read the comprehensive review, you see that there's institution of new organizations and institution of additional oversight. What wasn't readily apparent when you read it was, how do you say no to a combatant commander? Bob Work, former Deputy Secretary of Defense said earlier this week that the problem, particularly with the Navy, is a simple one. It's there are not enough ships to do the missions that are out there. So in 1999, there were 330-ish with 100 ships deployed. Now there's 276 with about 100 ships deployed. How do you tell those combatant commanders? And what responsibility do you all have to say no to them, and how do you do that? This is the responsibility and accountability that comes with command. It's fundamental in the nature of command that if you're not ready to execute the mission that you're assigned, you've got to make that clear. We have a number of examples, again, where that happens at every level of command. Admiral Davidson and I have those conversations. Admiral Swift and I have those conversations. That happens all the way down to unit-level commanders. When we fail to do that, we become vulnerable. We get assigned for missions for which we're not prepared. So we have to ensure that we create a climate. This is this idea of culture that's discussed in the Comprehensive Review that values these discussions and is open and listening to those commanders who are saying that I've been stretched to. You sort of talked about the culture. You can improve training. You can institute sleep cycles. Obviously, none of this would have been possible if there wasn't a culture of sort of ignoring some of the things that happened. How do you build a culture where people will start listening and sort of it takes decades for that to build out? How do you build that? I disagree that it takes decades. There are a number of examples where large organizations with forceful action can really get at this and turn very much more quickly than that. This is what it's going to take. A forceful effort by every level of command in the Navy. That's what we hope to catalyze through this Comprehensive Review and keeping our leaders in this discussion from the four-star level all the way down. Thank you. To get back to the culture question, you said that the high pace of operations led to a culture of accepting a lowered rate of readiness and lowered standards. Were you part of that culture? Did it get to a point where you felt pressure that you couldn't say no to something you needed to resource? I never felt those pressures. But were you part of that culture, sir? Well, I'm the chief of naval operations. And so just to Barbara's point, it's hard to escape that level of responsibility. We're all, everybody in the Navy is part of this, including leadership. I want to talk a little bit about training or a lack of training. It used to be in years past that an ensign would leave the service academy or ROTC, go up to Newport for surface warfare school, spend months, if not more than a year up there, learning how to drive a ship, going out on patrol craft, a lot of classroom time. In 2003, after decades, they changed that. They gave 21 CDs. They sent some of these ensigns out to ships and basically said, you'll learn how to do it on the job. That lasted for seven years. Admiral John Harvey, who ran the Atlantic Fleet, went to the Hill in 2010 and said, this was a mistake. This didn't work. So first of all, talk about the lack of training. And do you have dozens, if not scores of officers out there that simply don't know how to drive a ship because of that lack of training? And you talk about overextended, overstretch. You talk about sleep deprivation. You talk about rising pressure. But the report says that the commanding officer of one of these ships didn't know how to operate a console when there was a steering mishap. Now, he didn't know how to drive his ship. So what does that have to do with the sleep deprivation or being overstretched or rising pressure? This officer couldn't drive his ship. How do you explain that? No, you're exactly right. These are failures of command. And when you talk about training, just to your point, we've moved away from that system where we had a set of CDs and we did all that training on the job. We've reinstituted the basic division officer courses. We've reinstituted an advanced division officer course and have been making steady improvements to both the officer and enlisted training throughout. We've got more work to do here. The comprehensive review identifies several areas where we can do that. Then these ready for sea assessments are going around and doing that look, that grading to ensure that we get a solid look and an understanding of what the proficiency is at sea. And again, there are many, many examples of where our ships, their commanding officers, their crews are doing very well. But if it's not monitored on a continuous basis, these skills can atrophy very quickly. My question is, during that seven-year period where you had lax training, where you gave these people CDs, are you worried that there are too many officers out there in the fleet that simply don't know how to drive a ship? We're doing these ready for sea assessments to determine that exactly. I'm concerned enough that I support these ready for sea assessments. We're going to get a solid baseline of that readiness and proficiency. And what are the biggest mistakes your sailors made that led to these collisions? These were fundamental mistakes of ship driving. And so the basic responsibility to maintain situational awareness of the ships around you, to know the basics of the rules, of the nautical rules of the road, how to respond when you get into a crossing situation, the basics of understanding the ship control console was actually the operator who didn't know how to do it, not the commanding officer. Those are some pretty fundamental things. Do officers today have more training than the officers of 15 years ago aboard these ships? In some areas, yes. So they certainly have more training than they got when there was a box of compactus and on-the-job training. We have been re-instituting that training steadily. And in the comprehensive review, there is an appendix that lists exactly that journey that we've been on in training. And compared to 15 years ago, are you convinced that your officers aboard these ships have more training than 15 years ago? It's more than just about hours, right? It's about the quality of the training and overall, right? It's just that the hours is a false metric. And so this is exactly what the comprehensive review looked at. It identifies some areas we can beef that up, and we're moving out to do that. Patrick Tucker from Defense One, all the failures that you just described are very human failures. As you know, SPAWR is now looking at their testing, a unmanned ship that actually can follow rules of the world and has demonstrated great sort of safety potential. Did the committee that looked at this make any recommendations in terms of next-generation software, autonomy, things like that to reduce the cognitive load that's being placed on these human proven? We've done a lot of examination of that, sort of Navy-wide already, outside the scope of the comprehensive review. And so we'll continue that effort, independent of the comprehensive review. It's actually, it's making progress, and we're monitoring that closely. Hey, you didn't look at that in the context of this? You didn't look at that in the context of this? No, we're studying that outside the context of the review, sir. Well, you've used the word failure many times. You haven't used the word negligence. Was there negligence involved in either of these accidents? Yes. Well, by several people. I mean, we found that the commanding officers were at fault. The executive officers were at fault. There are some watch standards on the ships. And we've been pretty clear about identifying where there was fault and taking appropriate accountability actions up to and including the 7th Fleet Commander. And do you anticipate legal action against some of those guilty of negligence? I've assigned Admiral Frank Caldwell to be a consolidated disposition authority to take a comprehensive look at all of these and to make his recommendations with respect to any further action we may do. Admiral, you said that the vast majority of ships are operating safely and effectively. I mean, some of the findings here are pretty stunning. For example, the training continuum of surface warfare officers and candidates, quartermasters, and operation specialists, my humble rate, does not provide sufficient seamanship and navigational knowledge in advance of milestone assignments. So I mean, I guess the question is, how could you possibly know if the ships out there are operating training safely and effectively, especially since there doesn't seem to be, and the review finds, a good way of measuring the performance as these people go along in their careers. Right, right. A big conclusion of the comprehensive review is that we've got to beef up the assessment process across the board, both in individual and in team training and effectiveness, but in many cases, that assessment is going on right now. And so while we did focus on this area in the Seventh Fleet, there's assessments of readiness going on throughout the Navy, which give us a sense of that proficiency and that effectiveness. Admiral Becker. Yep. Hi, Eric. Hi, Eric, perfect. Just in reading through this and listening to it, it sounds like that the way this was going, these were accidents were almost kind of destined to happen to some ships out there. Would you say, as a fair statement, that this was an accident waiting to happen? Because the way things have been going all along? I would rephrase that. I would say that what happened was a gradual erosion of the margin to safety. And so when the system has that and you get this reduced margin to safety, you combine that with the stressful situation, then you're much more vulnerable. You're much more vulnerable to that. I'm going to go to Eric's. You've described a number of changes that are being put forth. But as you know, a few years ago in the Ballala Report, a lot of the same recommendations were put forward. There were also some of the same forms of recommendation that you've made now. Why is this iteration of problems that were first brought up years ago and going to be addressed this time? Why should people, the American public and the Navy community have confidence that in this iteration these problems are actually going to be addressed? And then the report goes on to describe a real fundamental problem in training, in leadership, in culture, and even the quality of the ships it talks about how there are some of the oldest ships in the fleet. In an AOR, where the US is dealing with a very real threat vis-a-vis North Korea, given that you've got a seventh fleet that hasn't mastered the fundamentals, what confidence should the American public have that seventh fleet can handle what is probably one of the highest risks from the US national security perspective? I'll tell you, these ships in the seventh fleet did not master the fundamentals. And we noticed some issues at headquarters that may have set them up for that. We're correcting that very quickly. But again, there are ships in the seventh fleet that are out there doing their job. Their ships are old since they've been built, but they're also been some of the most modernized ships as well. And so we have been consistently sending our most advanced capability out to the seventh fleet. Can I send a banal report, please? Admiral, thanks for your time. Dan Amal of Washington Post, wanted to ask you about transparency through all of this. Your report that you released yesterday kind of mentioned you trying to balance the legal concerns for the country along with trying to get information out about the McCain incident and the Fitzgerald incident. At the same time, the Navy is still withholding all documents requested through FOIA on the Lake Champlain collision. Can you explain that dichotomy and what will be happening there? I'll take a look into the request on the Lake Champlain incident. I wasn't familiar that that has been held up. There are legal concerns that have to be recognized and addressed. But it has been a pretty consistent thrust through this effort, including the release of the full comprehensive review, release of the descriptions of the Fitzgerald and McCain incidents to maintain that level of transparency. So I'll check on what we can release on the Lake Champlain. Thanks for a similar level of transparency with these other incidents. I'll tell you what, I will do that. The Lake Champlain will come up with a similar description of that incident that we put together for Fitzgerald and McCain. OK? Carly, bad voice of America, I just want to kind of follow up on Champlain. There are people that said more should have been done after the Champlain incident, after the Antietam incident in January that might could have prevented these two deadly incidents that occurred after. Why wasn't more done? Why wasn't an investigation or a more thorough investigation put in place before these happened? There were thorough investigations done of those two incidents. You just referred to them. And those incidents were shared on a more local level. This effort to instill this near-miss and lessons learned program will improve our ability to get those lessons out more broadly, more quickly, so we can prevent this in the future. Yeah? Yeah, hi, Admiral. James from Aviation Week, the nation spent billions of dollars on these ships to take out ballistic missiles. And over the past couple of years have intercepted no North Korean missiles during all that testing. Why haven't they done so? And with the fleet that you've got out there at the moment, could you do that if required by the president? The details of that capability are classified, as are the decisions that go into, so it's just inappropriate to discuss those sorts of things here. Yeah? Why wasn't the Lake Champlain CO relieved? Antietam runs aground in Tokyo Bay. That CO is relieved. Fitzgerald CO, Triad is relieved. McCain, Triad relieved. You guys won't not only release that report, but this guy changed command last month and you guys put out the Navy news press release. Each one of those cases is evaluated independently, consistent with this commitment. I'll get to that answer as well. Admiral? Yeah? The report said that the Japanese-based ships were adequately resourced with the exception of manning. And as much of this comprehensive review says that the issues were inherent impact fleet and seventh fleet, how much of that responsibility for manning, however, is a U.S.-based function, either from y'all's office at OPDAV or Fleet Forces.  I think that there's responsibility for everybody in that regard. In terms of how that manning is assigned and then allocated, we realized this on our own before the incidents happened. And the manning fluctuates throughout the fleet. And there's always an effort to make sure that we are ensuring that, first and foremost, our at sea and our deployed forces amongst them are manned with the highest priority that we're filling those at sea gaps. We made some adjustments recently to readdress what has been a slight degradation and manning levels out in the Pacific. We're already starting to see the return on those. But that was put in place before these happened. It's a constant balancing and optimization effort that we strive to achieve. We had some inside defense. Could you give us an update on the initial cost estimate for repair? SecNAP said in September it was going to be about $600 million. That's what you were asking Congress for. Yeah, that's about right. And the John S. McCain is still on their way to Yacosca. And we'll get a better estimate when she gets there. Well, can I follow up on something you said about the commanding officer? You said he was aware how to operate the ship control system. But the report says... No, I didn't say that. Go ahead. The report says no one on watch on the McCain, including the commanding officer, was properly trained on how to correctly operate the ship control console. Right, I just want to make clear it was the operator there that misoperated that. The commanding officer, it wasn't any help in that regard. But including the commanding officer, it says, did not know how to correctly operate the ship control console. Is that good enough? That is not good enough. But again, that gets back to lack of knowledge, lack of training, doesn't it? Not you're over, you're not getting enough sleep or you're stretching or extended. That gets to the basic knowledge of how to drive your ship, doesn't it? That gets to the, yeah, exactly. The training and qualification standards that were resident on that ship were not right. Admiral? Yeah. We're hearing the McCain investigation. It said that, I believe, three of the officers on the bridge were from another ship, were not appropriately equipped in trained to operate. This goes to the question about the ship control console. And so what had happened there? I was going, first of all, how that happened and if that happens on other ships, that this is a systemic problem. Right, so what had happened specifically is that a couple of the operators on the bridge at the time of the collision, particularly the helm, were actually crew members from Antietam who were temporarily assigned to the John S. McCain. Now when that happens, when you get a watch stand, this is not unusual, right? Ships and maintenance will, it's not uncommon for them to, if they need to get their sailors at sea experience or qualifications and training, they'll assign their sailors to a ship that's going to sea and get some underway time. When that happens though, the requisite training and qualification for the systems that are on that receiving command have got to be in place to ensure that before they operate the equipment, they're trained, qualified and certified to do so. Accounting for any differences in equipment configurations between the two commands specifically. And that was a gap on John S. McCain. They did not go to any kind of rigorous steps to ensure that those watch standers from Antietam were qualified on the equipment on the John S. McCain and that ended up contributing to the confusion that led to the collision. Is that gun-damping, Edward? I'll just say that there was no rigor to the re-qualification standard. Admiral, pretty much the culture issues we talked about before.  You know, are you really going to tell your ISIC that your ship is not good to go when that could realistically lead to a blemish on your fit rep and affect your career? It shouldn't lead to... I didn't mean to interrupt you, but I did that when you were at the 05, 06 level. Whatever command you were at, did you ever tell your immediate ISIC that your boat or unit was not good to go? Yeah, absolutely. The alternative is to go to see unprepared or unsafe. All right, so you've got to do that. And what's that? You know, we're in the high-stakes waters of seventh grade. I was in those high-stake waters. All right, so this is the culture issue where the can-do aspect of our Navy is something that we want to preserve. It's this bottom-up, effusive enthusiasm to get things done. People are going and getting tasks done. This is a positive in our Navy. When that turns around, it becomes the sense of sort of a must-do. I've got to go out at any cost. This is when it becomes toxic. This is the culture adjustment that we have to make where appropriate. We have to make it okay. We have to set the standards for going out and executing your missions. The commanding officers have to be absolutely blunt about whether they are meeting those standards or not. And if, for instance, a material failure or some kind of a training, a mistraining opportunity, you know, some adjustments have been made. And as I said, those conversations do happen. These are not things that never happen. It just wasn't happening regularly in the 7th Fleet. Are the cultures different between a submarine and a surface ship? There are, I would say, tribal differences. In our warfighting areas, submarineers' aviation, the special warfare, information warfare, you get the slightly different cultures for each of those different warfare specialties. And those things are healthy things. They contribute to overall naval power. When they start to, those differences lead to, I would say, you know, lack standards. This, that's completely inappropriate. Is the submarineer and a surface warfare officer as it goes to navigation? No. Sir, just to follow up on that point. If you're in the aviation and you're out of compliance with NATOPS procedures, you can say I'm out of compliance in NATOPS procedures if you're in a submarine and you're out of compliance with submap or whatever other operational conditions that you have. I can say I'm out of compliance in this rule. Right, we enable that conversation to happen. Where is that equivalency in the surface fleet? So there is some of that in the surface fleet and part of the recommendations and the comprehensive review are to reinforce that. So part of the review does talk about circadian rhythms and sleep and what I'm wondering is, are you looking to integrate the same kind of crew rest policies that the aviation community has into the surface warfare community? No, the fundamentals of it, the principles of it, yes. How they specifically execute it, each of the missions will give rise to differences in execution. But the fundamentals of making sure that before you go and you operate on watch or you operate equipment, you are sufficiently rested, those will be instilled. Admiral, do you need more ships in the 7th Fleet? Does this suggest to you that perhaps under man but also maybe you need additional various types of ships there? Absolutely, a part of this highlighted that there's a mismatch between the sustainable level of naval power that we can generate with the current assigned forces in the 7th Fleet and the mission set, the growing mission set that is emerging out there. And so if we are going to define that sustainable level of force generation at appropriate training and readiness standards, and there's a gap between that level of forces and what the missions that are out there that gap can really only be met by additional naval forces, more ships. We'll see what that, I mean, it's a dynamic number, right? Because the missions keep changing. What we are developing right now is, hey, with the currently assigned force, given maintenance and training and a certification requirements, what is that sustainable level of force generation? I don't know if I'm wrong on that because another alternative is to say no to Sam's point that if the ships aren't there, the way to fill the gap is not just more ships but to say no, that there's only so much we can do. And you were talking earlier about how you had said no in your career. Why are we not hearing about an announcement of some sort about reducing the demand given that you have such problems at a fundamental level, and you're trying to encourage a culture of saying we're not ready? The demand is defined by the security environment, right? And our ability to respond to that demand is defined by, throughout the joint force, not just the Navy, the quantity of ready forces to meet the demands of the security environment. When you have a gap between those two, that's risk, right? And so it's all part of that day-to-day assessment. Every commander has to wake up each day at their command level and say, what has changed in my security environment? What is my new risk posture and how am I going to accommodate or mitigate that risk? And at some point, it may get to the point where I can't. And at that point, you've got to say no, okay? At the beginning of the briefing, at the beginning of the briefing, you were mentioning about the size of the U.S. Navy and just the number of ships in general. But are these two incidents any kind of proof or indication that the U.S. fleet may have become too large to effectively manage or supervise? No. No, we've got command structures in place that allow that to proper oversight and command to exist. So it's not a question of being too large to command. Okay. Thank you all very much. All right.


Hey, coach. What's up? Welcome back to the channel today. We're going to be ramping up your clinic and camp registrations if You've run camps and clinics before and you haven't sold out and you're struggling selling out those those camps and clinics Pay very close attention to what I'm going to walk through today So I'm gonna show you a very simple three-step process What I want you to do after you get done watching this video Make sure send me a text at<PHONE_NUMBER> if you have any questions Here's my three-step plan. Very simple step one We need to have a very detailed and organized Registration page. I prefer using the registration system called Sam cart If you go to my website if you click on The resources page if you just go to www.buildmysportsbiz.com and click on resources You can get a free 14-day trial there and that's going to take care of all of your registration needs This way you have a very professional looking Registration page you send that over to the parents they enrolled there and once they enroll you're gonna collect their name email phone number any information you want about their child and You're good to go. All right, that's step one. So we need a solid registration page step two All right once the parent signs up once your client signs up Because you're going to be retrieving their phone number from that form from Sam cart What we do is we send the parent a Very simple text. All right, and here's the text message that I want you to send you're gonna say hey, miss Jones Thanks so much for signing up for our clinic today. I can't wait to see fill in the blank Johnny. All right and Once you say that you're gonna say I Love to speak with you for five minutes over the phone. Are you free today to speak at this time or this time? She'll respond. All right once she responds Then you schedule time to chat with her and you call her and first when we get on the call This is step three. We let her know, you know, thank you so much for signing up. I can't wait to see you guys You ask miss Jones What do you want your child to achieve in our clinic? I what do you want them to learn? All right, and you're taking notes You do this with every single person who signs up for your clinic and you're gathering all the data And when you get to the end of the call you let miss Jones. No, you say hey miss Jones I'm running a special promotion. Here's how this is set up If you forward the registration link over to any of the other parents that you know That would be a great fit for this camper clinic Anyone who signs up what we're gonna do is we're gonna give you a credit towards our next clinic You guys can come for free or you could give them a discount to your private training but you need to give them a specific offer and Now because you have the registration page. It's professional.  You should never have a problem Selling out clinics if you follow through with what I'm talking about Because I could take five five parents that sign up today I'm gonna have that phone call with every single one of them and they're going to get that link out Towards probably 20 to 30 parents that maybe they don't even know me yet So this gives me a great chance to get in front of way more clients Take what we're talking about today. Literally copy and paste it. I know this is gonna help you This has helped so many of my clients that are part of our consulting program They've been crushing it with camps and clinics and I know this is gonna help out That's it for today's video. If you have any questions for me shoot me a personal text message at 2 1 0 9 6 0 5 7 7 1. I'll see you later


You cannot use your phone all day, but if you do, if you're the first person to touch it, you gotta call your ex. Tell him that you want it in the back. Oh, my sister's calling me. Another person's calling Mariah. You don't have the key, huh? Never the picture you sent me this morning? Dad, do you need to post that on your story? Dead serious, Phil. I did not post that on you. I'm calling Mariah's sister right now, guys. All right, Meg, me and Mariah are filming a video today where we cannot touch our phones at all. If we do, we have to call our ex.  Can you do that for me? We haven't filmed the intro yet of this video, but I just wanna get this done because she's literally gonna have no clue. Okay. All right, we're waiting. You're for team Bill today? I'm team Bill. Hey, okay, okay, okay. All right, thank you so much. 10 minutes. Yeah, no more team twins, so 140, 140, okay? Okay. This will all make sense when we do the actual intro. I'ma win today, guys. Let's get her. Babe, you are so cute. Not you, our cat. Excuse me? You're so cute. I know, he's just playing with me. Mariah, what are you doing? What am I doing? What are you doing? I'm giving my baby comfort and love. You've been laying down here for the past half hour.  It's the best half hour of my day, by being by you. I was just gonna say, no, your best half hours of your day are hanging out with me. What are you talking about? Look at this girl.  I know, he just wants to sleep, Mariah.  Let's let him be. We got a film. What's up, Marvel Squad? Welcome back to our channel. Today's crazy video. A banger, guys. We thought of the craziest trend idea. You cannot use your phone all day, but if you do, if you're the first person to touch it, you gotta call your ex. And I am not going to lie to this down, because I have not talked to my ex in three years. Do you realize how hard this is going to be? Because the thing is, you are good friends. No, no, no. I don't care no matter.  Yeah, so we're doing that. We're doing that in this video. Telling you right now, I will not lose a challenge. I don't care if we both are the winners. Babe, get out of here. I don't care if we both are the winners. I will not touch my phone. Only one person can win. The person that doesn't touch their phone. This girl's on her phone. Literally 79% of the day. You're watching Instagram. You're scrolling through stuff. You're liking stuff. And you're not gonna be able to do any of that today. That's so hard. I mean unless you want to, you can. It's gonna be so hard.  No, no, no. I mean you gotta pay the price. Well, so do you. Guys, get ready. Make sure to watch this video all the way through. By the way, I'm gonna try the whole video to try to get her to touch her phone. So that's like what we're gonna be doing. No, I'm gonna be doing this. Touch your phone for a second. And like if you guys are wondering what we're gonna be doing to say all day, we're gonna be trying to get each other to touch the other person's phone. And if you do, you're done. What are you doing? I don't know what this girl's doing. She was just messing with my phone a little bit. But it's gonna start now. So give me your phone. Where's your phone? Is that with both our phones? Both our phones are going in this bowl. We cannot touch that. From now on. From now on. I know I'm gonna win, but like I don't know what to expect guys. I don't really think you're gonna win. Babe, I know I'm gonna win. What? Stop slapping my phone. Is it you're gonna win? Oh, this is Vlogmas Day. Oh yeah, Vlogmas Day 12. Vlogmas Day 12. Vlogmas Day 12, guys. We made it 12 days of Vlogmas. How are you guys liking it?  Love posting for you guys every day, creating content. What's gonna be crazy is we're gonna still keep posting five times a week after Vlogmas. How many days till Christmas are there, Mariah? 13 days. 13 days until Christmas. That is insane. We're inching our way up every day. Day closer, guys. Christmas is coming. 13 days until Christmas.  All right, don't break your face. What the heck? Oh my gosh, babe. Let's see yours, let's see yours. Babe, I can do it. Do a car wheel. You used to be a kid. Right or car wheels down below. Yeah, right or car wheels down below. Babe, only you can get this on camera, babe. Put this out of your story. Oh, yeah, you're right. Only you can get this on camera, huh? I am gonna get a camera. I'm putting it on here. No, no, no, no. I didn't, I was just ready. That's better. So, you're looking really cute today. I wish we could get a picture for you on the gram. Oh, we can. Sorry! Not gonna touch my phone today. Wait, can you see what I'm playing about? You gotta try harder. Oh, you're joking me.  Oh!   You're gonna walk around the whole part of the conference.     Do you see how annoying that is? It's not my fault. You know what? Whatever. No! I'm kidding! I'm not gonna... Hey, if you want that to be about... You gotta think smart. You gotta think smart. How are you gonna turn it off?  Listen, listen.  I'm not shutting it off either.  Oh, we have to. Guys, we're literally about to leave. We're literally about to leave right now. This is gonna be so embarrassing.   And tell her you miss him.  I'm not telling my ex I miss her. Yes, you are.  I'm trying to hit the power button. No, stop.  I'm trying to hit the power button. No, no, no, no, no.  We gotta go. We gotta get going, babe. This is all day. Sorry. I'm not losing. I'm not losing. Yes, you are. You wanna know what's funny is why am I holding your phone that's going off? Babe, you... You were gonna hold it. Because that is... They're both of our phones. That is your phone. Guys, we're currently walking through our apartment building right now. That is your phone. And this is, it's not blaring, but it's pretty loud. I'm sorry, but I'm trying to get you to lose because Team Orion needs to win this challenge. We're literally gonna have to walk around everywhere with this thing.   It's a mixing bowl. You don't wanna be embarrassed? I'm not losing. No, I'm not losing.  Squad, just wait. See, Mariah's gonna win this challenge. It's Bill's gonna be crying it. Call on his action. False information. Stop, please. Grace, can I have you back? Oh, I need you back.  I will not be calling him. No, to the no, no, no.  You think I'm losing this challenge now? But I don't want to tell him. Hex to the no. Hex to the no. Bye. Ow. Was watching our old videos. There was a video of us talking about how we run down that path because we get really scared. Oh, of us? Yes. We're not scared anymore. But when we first moved in, that thing was scary. Wait, I didn't forget the car key today. Always forgetting it today. I think it's the first day that I haven't forgotten it. Every single time that we come down to the car, he's like, oh, I forgot the car key. And then we gotta go all the way back up. Actually, one of our last videos, the handcuff video, we had to go all the way back upstairs handcuffed. Literally. Listen, this sucked. And it was just a lady. Wait, what time is it? Oh, my sister's calling me. In exactly 10 minutes from now, I need you to call Mariah. I didn't answer it. Oh, my God. This is annoying. Why is your sister calling? She's calling again. Guys, we literally got her sister calling on one phone and the alarm going off on the other phone. Babe, this is crazy. So we can just touch our phones. Please. Your sister wants it. What about it's something important? Please, please, please, please, please, please. What about it's something important? I'm not doing it. I've been with my ex in three years. You've talked to your ex. I don't care. I don't care. I still don't want to tell her. It's gonna be Akrotako.  Right, answer it. It could be someone that's important. I can't. I'm not losing this challenge. I'm sorry. Your sister and someone else is literally calling you right now. Answer it. Come on, answer it. Come on, put your hand there. Nope, I'm not telling you. You know you're tempted. No, don't you dare. Come on. We bought this bowl and target and we don't want them to think that we're stealing it. So we're gonna dump the phones. We're not touching it. They're dumped into her purse and we're gonna leave them there while the phone goes off and target. It's so annoying.  You can shut my phone off if you want. This isn't my phone. It's not my phone. I'm not touching it. Wait.  My alarm went off? No way.  I was like, wait. I don't hear it anymore. You did not see us touch it. It was going off in her bag and then it stopped. I don't know. It's not there, dude. Is someone calling you? Is someone calling you again? Oh, God. Hey, do you want to go answer your sister? It might have been important. You might want to. No, am I answering her? She can wait. She can wait. I'm not losing this challenge. You think you're funny? I am funny. Funny guy. You're not. All right. So we're in target. I said we shouldn't have got a car, but I'm kind of regretting it now. Regretting it because we have a lot of stuff. I bought a drop it's a couple times. I didn't think we were gonna get a lot of stuff. Like we were just running in here really quick. What? I have to transfer money on my car. No, you don't. Do you have my phone for me? No, I'm not grabbing your phone. Why? Because I'm not losing them. Be patient.  You know that you thought that alarm would work, but it worked out in team builds favor actually. Just wait. You know what I'm actually surprised? It's been longer than 10 minutes and this girl is not on her phone yet. Like think about that. The girl that's always on her phone literally has not gone on to that at all. Right? I'm impressed. Like honestly, I thought you'd be done by now. I am proud of myself because I am a little bit addicted to my phone. A little bit? A little bit. She's on her phone for five hours last night. Oh, I'm a little bit. All right guys. So we just got back from the store. You dropped something over there. Huh?  On the stairs. You don't have the key. You need the key to come in. Hey, can you please go on your phone and I'll let you in? I'll see you later then. Bye. It is fair. All right, go on your phone. I'll let you in. Guys, she literally cannot come into our apartment because this is the only door. Wait, you have a key? No, she has a key. Guys, get away from me.  Go away. Get out of here. Babe, come on. What? Sorry. I totally forgot she had her own key.  You don't have an apartment key though. Yes I do. You do? Damn it. Oh my, I thought that was gonna work guys. I literally was that close to getting her. You were contemplating it. Actually, you had my phone. So I'd be screwed too. I wouldn't be able to put it up. Oh my God. Okay guys, I just thought of the smartest idea. Bill thought he could try to get me by locking me out. Uh-uh, I'm sorry guys, but Team Roy is not gonna lose this challenge. I actually saw this TikTok trend where you go up to your boyfriend and you say, did you mean to post it on your story? And basically what I'm gonna do is I'm gonna low key film. I'm just gonna have it like binding because he knows that I'm holding the camera anyways. And I'm just gonna be like, do you remember the picture you sent me this morning? I was like, did you mean to post it on your story? And I'm gonna literally try to lure him to get out on his phone because I know he's going to freak out if I tell him like, did you mean to post that? And he is going to literally go crazy. I am so excited. I hope this works because I am not about to call my ex. I have not talked to my ex in three years. That is not about to happen. Almost four years. That is not about to happen. Team Roy is not going down today. All right guys, so I'm gonna go out there and low key film. Oh, I'm excited. Hey babe. Uh-uh. You wrote a lot of these. You remember the picture you sent me this morning? Huh? You remember the picture you sent me this morning? Oh, that you like? Yeah. All right. Did you mean to post it on your story? I want to ask you that. Did you mean to post it on your story? I didn't post it on my story. Yeah, you didn't. I was gonna, I totally forgot about it, you posted on your story. I did not post it. Everyone was texting me and was like, why would Bill post that? And I'm like, I didn't even realize earlier and I just totally forgot to ask you. Why did you tell me that?  I thought that you did it on purpose. I wanted to ask you. No, I'm dead serious, Bill. I did not. Yes, you did. No, I did. I only sent it to you. No, you didn't. Someone, I literally saw you, that's why I wanted to ask you to confront you about it. Why not? Tell me that. I don't know. I just remembered about it. You have freaking stories. What are you doing? What are you doing? What are you doing? What are you doing? You're on your phone. You lost the challenge.  There was nothing, babe. I ain't gonna win this challenge.     No, I'm sorry. You lost. You lost. Can we stop? Can we redo that? No, no, redo that. Yes, can we just snap? Marvel Squad, you hear him? Do you hear him, see Bill? No, no, no.  That is not fair. You know what? You try locking me out. No, no, no, no, no, no, no, no. You try locking me out.  I don't want to end the video here, though. You're ending the video here. You lost. No, I don't want you to lose. You want me to lose? Can we just, Marvel Squad, can we just please?  We're actually filming? Yes, I'm actually filming. Can we just like, delete that? No, no, no, no, no. Come up. You have to call your ex. Why don't you call her up right now? No. Call her up right now. I haven't even...   Please, can we be... Call her up? No. Call her up. Call her up. Did you touch my phone? Touch your phone first, dummy. Babe, that's not fair. Call her. I can't. Come sit over here. I can't sit here. The lighting's better. We gotta see the full reaction. Babe, I can't.  Sorry, but it's time to call your ex-girlfriend.  Guys, this is not okay.  You want her loving. You want her kisses and cuddles and snuggles and love and just... Stop talking. Just stop. You're making a word. You want all of it. Go away. Can I do this alone? You want all of it. No. Boom, boom, boom. What does that even mean? You want all of it. I'm not calling that out. My dad always goes... I forfeit. Not doing it. Both cheeks. Not doing it. You are doing it.  That was the whole video. You cannot be like that. Whoa. That's not... We'll be very upset if you don't fall through with this. That is just totally disregarding anything that's coming back. Okay, come on. That's not really fair though. Come on. Was it really fair to lock me out and try to get me on my phone? No. So don't even. I had to get myself back. You are so lucky. Team Araya is so good. I hope that hurt. Let's just get this over with. Because I... Babe, this is going to be so awkward. Come on. Team Araya. Oh my God. It is officially time. Babe, stop. Let's do it. Just go away. Let's do it. Come on. I am. I literally am. Oh my God, I'm nervous for you. Got to put on speaker. Yeah, put on speaker. You got to put on speaker. Oh my God, guys. This is it. Do it. Okay. Okay, babe. You don't even realize. This is harder than you think. It's not that hard. Go away. I don't even want you to hear it. What about what about she says I want you back? What about she actually is like... She's not. I want you back. How do you know that? She doesn't want you back. Billy, it's going to close the phone now. All right, fine. Call it. Put on speaker. Hey, what's up? I'm just hanging. Just hanging, you know. Yeah, so I just had to ask you something. I don't know how to say this. But, yeah, just I want... Dude, what is going on? Give me a sec. Come on. My heart's beating fast. Kind of I want you back. I know it's been a while. I just I don't know. Maybe maybe I'm just tweaking. But yeah, that's I just had to call you say that. All right. All right, this phone on. Are you going to tell me? The challenge in touch is phone. Oh, my God.  I'm sorry. Round two. You had to tell her she wanted her back again. You're sweating? I was literally shaking. I'm so freaking nervous right now. You were talking so delicate. You're like, okay. I didn't know what to say. I was just trying to break the ice. How do you give me a minute? How do you break the ice? Yeah, you're like, you're the one that called me. Grace got a whole boyfriend. She don't want you back. All right. Well, don't want you back. Bye. All right, see you. Bye. Why are you so awkward? You should be embarrassed. You should be embarrassed. That was the most awkwardest phone call I've ever heard. I'm going to text you after this. Can I call her back? Can I call her back and be like, no, I actually want you back. No, no. Guys, that was so. That was hilarious.   You guys better click into it right away. Watch the whole thing because I'm going to win. Just saying. I am officially done losing. You lost this challenge. You called your ex. I didn't have to talk to my ex. I'll never have to talk to him again. Guys, my heart is pounding. I'm sorry. That was literally so nerve-wracking, guys. Oh my god. All right. Well, only thing that can make me feel better is giving away $50. Let's go give away $50 right now at the end of this video. Let's get it going. So the $50 giveaway winner. Give away goes to Barry King. Barry. We just sent you $50. Should be a $50 gift. We just sent you $50. Should be in your account within seconds. Guys, thank you so much for watching our video all the way through commenting down below something cool. If you guys want to win these dollars, comment down a win and you might be chosen. You got to be subscribed with post notifications on, like the video, and watch the video all the way through. Guys, in our analytics, we can literally see who watches the video all the way through. So we go through that. And we also determine who gets the $50. So make sure just to keep showing love. And you can be the next winner. You can be the winner in tomorrow's video. We're doing a $50 giveaway every single video up until Christmas. I think we should keep doing it though. Like throughout December. Like up until like New Year's. That'd be awesome. Oh my God. Wait, wait, before we leave, Mariah, the desk. The desk. The marble desk. So someone gave us like candles and of course they're marble. So. Everything has to be marble guys. You know us. Our ship name is Mariah and Bill. Marble. So the lighting is going to be a little sauce in here. Little sauce. But look at this desk. It is literally a marble desk. You can see it past the computer, but I'm getting an all new white theme.  And I kind of wanted to go lighter just to switch it up a little bit. No, I'm going to get a, you know, cool gaming chair or whatever. But look at the desk. That is lit. I love Amazon. So, you know, just, you know. Wait, is that awesome that it came in yesterday? I literally didn't even throw out anything. I just set it up and I was so happy. I've been staring at it all day. But guys, we just came out with merch Monday. Our Christmas candy cane collection merchandise is only going to be available this December. So the link is in the description. Make sure to go in the description and find the thing that says merch link. Click on it and grab some merch, guys. We have a whole collection of merch. Oh, it looks like this. This is the merch, by the way. These are the joggers, guys. And it has the marble look, the sweatshirt. Also looks like this. How dope is that? You can get matching sweatshirt, joggers, phone case, face mask, and socks. Oh my God.  All right, well, we will see you in the next video. But until then, peace. Love you guys.


Five ways to torture a narcissist. In this video I am going to give you five ways to torture a narcissist. If you do these things it will make them suffer. Although I do not advise engaging in this type of behavior, this video is for educational purposes only. Confident. Act self-assured. Show confidence in your qualities and abilities. Show certainty about something. Be optimistic and hopeful. This will torture the narcissist. But I understand that it's not always easy to do when you're around them because they always target your self-esteem. They always make you doubt yourself in your decisions. Which is why you constantly need to do things that boost your self-esteem. You need to do things that make you feel good. Spend time with your family and friends. Spend time with positive people. Because the narcissist wants to isolate you. They want you to be alone. Do positive things. Do things that you are passionate about. Because that will boost your self-esteem. It will make you feel better about yourself. It will make you more confident. And that will make it more difficult for the narcissist to manipulate and control you. Two. Go flex. Walk in a way that conveys confidence or even arrogance. Show them that you are proud and happy. Show them how attractive you can be. It will drive them insane. Because as I said in my first ever video, the narcissist doesn't want you to look good or feel good. They want you to feel bad about yourself. They want you to feel like you're unattractive. Three. Be evasive.  Don't talk about anything long too. Don't talk about marriage or children. Don't plan any trips with them. Answer their questions in a way that is not direct or clear. Avoid speaking openly or making revelations about yourself. And never tell them you love them. Because they're not serious about any of that anyway. It's just love bombing and future faking. It's designed to secure you as their source of supply. But they have no intention of following any of that up with action. Don't feed into it. Because they're not in it for the long run. So be evasive.  It will drive them insane. Because they want you to be under their spell. Four. Point out their flaws and imperfections. Tell them about everything you think is wrong with them. But don't say it in a mean or insulting way. Just make an observation. Say it as though you're trying to help them. Follow it up with a compliment. It will make them feel very insecure. It will lead to weigh up them from the inside. But you don't even have to do that. You can just avoid giving them a compliment. Especially when you can see that they're desperately seeking your approval. It destroys their grandiosity. It destroys the illusions of their false self. Go no contact. Once you're tired of playing games with a narcissist. Go no contact. Because nothing will torture them more than that. Especially when they don't know that you're going to do it. It will trigger a narcissistic injury. It will make them very angry. Especially when they can see that you're putting yourself in a healthier place. Thank you for watching. I hope this video resonate with you. Please like, comment, share and subscribe. If you would like to donate. My PayPal link is in the video description. Coaching inquiries. You can email me at coaching.naxifier.co.uk Thank you for watching and I'll talk to you soon.


Now let's actually take a look at a very advanced topic and again We're in remote learning because we're in a wonderful little pandemic or at the ending portion of it Well, we'll see Delta variants and whatnot But let's say it wouldn't be a data visualization course without some type of visualization of Disease spreading or infection spreading. So in this instance, I've got all of this already built out just to show and kind of Walk through what we're working off of So to even begin we're starting with some of our basic libraries a random library So we can just have a little randomness to their numpy because we're gonna actually need it math because we're gonna be doing the distance formula so square roots, but The really important part here is this kind of slew of information. You're seeing going on here. So I'm importing matplotlib I'm importing a Subplot or sub portion of matplotlib again instead of being piplot I'm actually importing animation because again if we're trying to simulate something over time You know time means we need to represent at different time cycles and for that We're gonna use something called function animation or funk animation Then I am adding in just a little bit more for example this ipython.display Since we're doing a visualization Jupyter will not just automatically show the visualization. So we're gonna have to like Force it to do that. And so we've got you know that also imported in now I do have some extra a little functionality going on here for example RGB to float When we get to a certain portion, I'll acknowledge we have to convert our RGB values into a floating point number from 0 to 1 But that's really weird when we're trying to just represent those as colors So I'm built a little function here that I'll just do that quickly for me And then in fact that's actually where some of my parameters are coming in so population size Let's just do a thousand people the height and width of sort of my visualization. So 500 by 500 square Red and blue are gonna represent our people red will represent someone is infected and blue Someone is not infected. So these are just some RGB values that I got from flat UI colors Com and then I'm just going to work off of an infection rate of five percent You have a five percent if you come in contact with someone with the infection You have a five percent chance of getting the infection nothing terribly crazy We're not going into like oh what what happens when they recover or they become immune just Starting with the most basic version of that So to start I'm first just generating where each one of the population Individuals participants in our little simulation are going to appear So I have two values positions Which is a list of their XY coordinates and then status which is going to be whether or not they are a red or blue person then Going through all thousand people generate some random XY position that from zero to five hundred and Do that for both X and Y? Okay, so This is just a little quick, you know when you're dealing with randomizing data You know just storing that in your list and checking to see if it is if it is Randomly generate a new piece in this case I don't want two people in the same spot that doesn't physically happen You can't stand on that person you can stand on a person anyways But just a quick while now this technically could produce theoretically This could produce an infinite loop, but since we're dealing with random. How possible is it to randomly generate? the same location twice You know Doing it in an infinite number of times again theoretically possible app Realistically not so much, you know, you may happen like once or twice So either way once I've established an X and Y Coordinate that is not currently in use. I will go ahead and do it and add it into positions Then I'm again. I'm just doing a check. Let's see who already starts with it just to you know, inject it in so Generating a random number from zero to one and if that is below my infection rate So if it's below five percent, you're infected and I am keeping a tally just so I can have sort of a Know of how many people started with my infection. So then I've just got some visualizations going on here That's the same number So let me Actually get rid of that So let's go ahead and run that first one boom take that second one boom and you see that we initially have 62 people Infected out of our thousand. Okay fair enough This is just more of a when I'm sort of working off of large data sets I like to throw in these little cells here where just show me five just show me five values So I have a good feeling of what's going on here Okay, so the positions of the first five are those that all that's all it's doing for me But that's you know, it tells me my data is being generated properly Now when we're dealing with a scatter plot diagram One of the things you might remember is that we need an X value Which is the x axis values and a y value which is the y value values Since I'm dealing with sort of the entries as x and y in one lump Instead I do need to do some fancy Python magic and that's what this is what I'm effectively saying here is first Convert my list into an NP array then from that entire array Extract out the 0th column So in this case again, that's exactly what that does takes out them And so we can prove this so again that 0th column should be 26 24<PHONE_NUMBER> 189 That's exactly what we see. I'm doing it again with the y coordinates And we can confirm that those are also there So now what we're going to do and you can already see I've got a little text coming in here as well I'm just going to just show a visualization to start So in this case you can see I'm building I am technically still using the subplots But since I'm only using I'm not using I'm only using one row one column the same kind of thing again just with my prior video Acts is not an array or it's not a dictionary. It's just the one single plot We kind of have to do this for some of the fancier magic later But then I'm coming in and this is again that RB RGB to floats Doing that as well So we established that those are now instead of them being the tuples of integers. They're now tuples of floats I am adding in a little text point here a ax.txt and so same kind of thing with a plt or I mean sorry a plot a pie or a scatter Text is just going to add a text where well zero zero represents put it at the bottom left corner It's not going to be the cleanest, but it gets the job done for a visualization And then we'll just say oh, this is the initial point Then as you can see I'm doing scatter now one thing you might notice is I'm saving those as variables when we were working off of them Previously so when we are working off of say for example this value or rather. Let me show the pie chart one that will show it It's sort of producing it's just going to magically imprinting out those values. Well, we're going ahead and saying let's save them into variables and the reason why is we're gonna have to Update them and manipulate them later. So again, if we take this and we run it We see some little red dots every once in a while that's indicating where our infected individuals are in our space. So again, this is just a little text saying that For if you're you know looking at the the notebook now, I do have two specific Sort of functions that I'm working off of here distance. It's the traditional distance formula. So again given two points Put it somewhere Update position. I'll draw this out actually just for a quick second. So the entire idea to Update position what I'm working off of is if I think about this is where my Person is right. Well, we can think about this as sort of It's own little tiny XY plane and again, this will just sort of be a very rudimentary drawing to this But I want to say I want my participants my Individuals to be able to move so the way I'm looking at it is I want to produce sort of a Direction that they can move from and a radius to that So I've got this giant circle again, you know, just thinking about them As a particular step. So if I wanted to go here, well, that's technically just a radius And so my in-game is I need to take that radius and I need to find Specifically to change the color again. I need to find where that x value is so where that x value is and where that y value is and Once I find out that point You know again, if I'm thinking about this as it moving I want my person to move to this new location So once again There we are That's what I'm doing. I take my XY position that I'm currently at Then I'm randomly generating just a direction just pick a number from 0 to 360 That's gonna be where we're kind of working off of I probably don't need to be doing that much, but that's just it works. So And then I'm doing a simple little mathematical calculation I am just arbitrarily stating that they're moving two steps. I could have made this another random So someone traveled far distances. I just said two But I'm again since I'm working off of a circle Math that sign convert that 0 to 360 into radians So it'll tell me sort of a good spot to work off of And then I take wherever my x my y were and I'm adding that to that position. So in theory It'll update the XY Now we get to the meat and potatoes and you can see I've got a lot of text here going on here What happens is when we think about sort of a simulation? Just to bring this back up When we think about a simulation We are operating off of time and time constantly moves forward So wherever my point is, let's call this, you know t1 just to be fancy Wherever my point is Well, the next time cycle or time step. You'll see a lot I want my point to be somewhere else. So in this case, I want it to be maybe up here And then you know for a time cycle three maybe up here. And so at each one of these time cycles We're effectively producing a new Visualization so I want to see this visualization. I want to see this visualization and this visualization So what we're working off of when we're building out something like an animation is I need to make each of these individual frames so To do this No There we are to do this I'm going in and one of the things we have to take note is I have to go through every single person so Everyone in my simulation has to be updated So again, I'm going in and I'm doing a for I in the population for all thousand people Get my specific location or my individual location And then update that position so I'm saying move before infect you could do the opposite way But I that's the position that I chose then I'm getting my status Okay, fair enough then Something that we can sort of enjoy here is I don't care about any other Instance if you are not infected if you moved you moved awesome I only care if you are infected because then I got to see if you spread so if you are A red you're an infected individual Guess what I have to do well There are a number of different points that are in my population size Unfortunately, I have to go through each one of these points and maybe cleaner ways to do this But I'm just going to say well now go through the entire population again to see who you who you can Potentially infect so again for J in population size and get their location Then I'm doing just some since we're doing a large number of traversings a thousand by a thousand I'm doing some quick things if I'm if my I and J are the same aka if I'm the same person skip it You can't infect yourself. You're already infected and then secondly I am just checking well is that person already infected again They are already infected can infect them again. So if that's possible skip move on Then as you can see I'm doing a distance. I'm checking for 10. I had it at 6 I've had it at different numbers, but you know, you could say for example just to make the joke there six feet if you are Closer than six feet Then let's roll the dice Generate a random number zero to one and if that is less than the infection rate well, guess what you have just swapped from being Clean or negative to a positive.  All of this looping was just to again Update locations and statuses then we have to actually update the visualization and to do that Again, this is where it's a little funky. I won't lie. It took me a few minutes of Working through this and debugging and whatnot first thing if you want to update those positions This is one of the reasons why we saved the scatter plot diagram earlier as a variable Because we're gonna reference it. We're gonna say take scatter And in our case of updating the XY coordinates Update or set offsets and that'll change the XY positions Then since we're dealing with sort of this visualization of colors this I will go ahead and just Say this took me down a rabbit hole because apparently that's not just as easy as it looks And I acknowledge this with the variable naming But to change colors in a scatter plot diagram and animated scatter plot diagram on that plot lib You use set face colors now. This is actually why I have to do this RGB to floats Variable is because set face values these have to be a tuple of floats if they are not a tuple of floats It doesn't work Why? Because I didn't invent that plot live and whoever is working on set face colors has not modified it as of this video Either way, then just a quick little the next thing I'm going in with is the text is Changing to the new iteration And then one of the things that I have to do as part of the animation function for the funk animation Process is say what updated this is again for the internals of matplotlib to understand Oh, this is what needs to be updated and whatnot Okay, well we take that and where we leave off. So let's load that into memory So now we officially have everything in place And so it's time to now work on actually making the animation and to do that again We're using funk animation So to break down every single one of the pieces parts that are going on here The first thing I'm giving it is fig again. What is the visual that we're working off of? Animate which is in this case telling funk animation. What is the update function that you want to happen at each Time cycle or frame Then I'm saying how many frames I want to work off of and again as you can see it's frames equal Because this is where we start getting into the special keywords. So I'm saying do 200 iterations 200 frames and Interval interval is now specifying well What kind of delay do you want between each one of your frames and in this case? This is a millisecond approach So I'm just saying have a hundred milliseconds going on there now Fargs Fargs is saying what additional values you need to give your update function if I did not have this The only thing it would be expecting is iteration, but I'm also passing in position and status as well So I'm giving those to it and then blitz blitz is just it's again It's some of the internals going on with that plot lib to say oh well, you know This is going to optimize it and speed up the entire process. So we take this and we'll run it Now we've just set the animation. We haven't made the visual as you can see it's not doing anything But okay, well, I'm going to I think this is actually This will I move some things around for the video But that should stay the same roughly speaking or one got updated, I guess for that initial step But the entire idea here, let me actually edit cut Edit Paste above there we are so now there comes a place where we have a visualization We have an animation that we want to look at we have two approaches. We can either put it as a Little graphic in our Jupiter if we are working off of Jupiter or as you can see we can also Save it and I'll talk about the saving in just a little bit But as you can see this is where that HTML comes into play We take our animation and there is a function for funk animation To HTML 5 video and it will inject the video into our player Now this is going to take a second it will process for some time But to just at least show that off So we don't have to wait for it When it saves this is the visualization that you'd be getting so as you can see the points are floating and as Time and iterations go on The spread is happening So congratulations, you can see and again this will take some seconds So I'm going to leave it running until that happens Please by all means start hitting the arrow or the L key to skip ahead Because again, this is going to take some time and in fact while it's happening What I'll do is I'll just go ahead and explain so with animation save Again, we're specifying the file name so in this case I'm calling it simulation and giving it the file extension mpv or mp4 up there. We are so here We are with that visualization. This is actually one of the reasons why as you can see the quality is not that Great, that's mostly again Jupiter just And Matt plot lib making sure things stay minimal so you can see there is some growth going on there And as we reset as It begins every little piece is slowly moving and then you can see the spreads are slowly happening the entire time But there we are Again, so again that visualization quality was low quality and again That's just to make rendering it onto a page very quick and easy But that's actually where when we're saving those animations the different Parameters that we're using are going to increase the quality. So FPS frames per second Put 30 frames in one second DPI dots per inch is what that stands for 800 is just it's a high number So have higher I have a lot more pixels for a particular dot and then just some extra arguments This is more for when you're rendering it since we're rendering a video. You need to use a video codec So in this case v codec and then libx to 64 is What I am using But once again if we were to now take sort of that we've ran through our simulation And we run this we can see that after our 200 iterations We started with 62 infected, but after just 200 time steps Almost one-third of our population had been infected and this is why we had the whole stay at home thing So, you know some fun simulations you can play with this. So you can obviously update it maybe create another variable for like someone who has been infected but has sort of gotten over the Parameter and again, you would use sort of for the same format of You know if they are red You know You can also determine if they get cured And then you would change my status to I don't know purple or something like that and you can represent that So again, this is a nice little blanket template for working off of again changing Colors in an animated scatter plot diagram in that plot loop