Welcome everybody. Thanks for being with us today. I'm Cliff Lynch I'm the director of the Coalition for networked information and I will be introducing this session. This is one of a very small number of plenary sessions, which is part of the second day of the plenary days of the CNI fall 2020 member meeting, which is taking place virtually. A couple of mechanical things we are recording the session it will be available after the session. We do have closed captioning available please turn that on if it's helpful. There is a chat box and you're welcome to use that throughout the session. There's also a Q&A tool at the bottom of your screen. You can use that to pose questions for the presenters at any point during the presentation. We'll address all the questions that have come in at the end of the session when Diane Goldenberg Hart from CNI will moderate a Q&A session. Let me just very briefly introduce this topic. I think SNR has been doing a whole series of important interrelated studies around the academic research enterprise around the services that support research around the role of the chief research officer in various kinds of institutions. They've done it through analysis. They've done it through interviews. It's very rich work in an area that I think is largely under-examined and really a bit misunderstood by many people outside of the, well, inside and outside of the research enterprise actually. Some of the roles and activities in here are quite a mystery to many people and I think that library leadership, for example, while they have certainly realized that effective relationships and working together with the chief research officer and their team is essential, don't necessarily fully understand that role and what it does. So I thought that this and the same thing, by the way, should be said of CIOs at many of our institutions. I thought that it would be very worthwhile for us to hear in a plenary session in some depth from the team at SNR or at least some of the team that's been working on this over the past months. I have to say I've followed this work particularly closely both because of our interest in research support and what that comprises and how it's delivered, but also because of the work we've done on research continuity and resilience through our executive roundtables. So I think you'll find this extremely informative and with that I'd like to welcome Jane Ruddackie, Oya Rieger and Roger Schoenfeld, all of whom I think are pretty well known to our community and thank them for joining us to fill us in on all this work and I'm going to turn it over to Roger who will start off the discussion. Thank you so much Clifford. Thank you for the invitation to present this this work today, but maybe most importantly thank you to CNI for recognizing and foreseeing the importance of work on the research enterprise this year. Clifford the the executive roundtable that you mentioned for for folks who haven't had a chance to read the notes from that it's a it's a very very the report from that it's a very very important piece of work and the efforts around continuity are ones that we've we've really benefited from and being members of the of this participants in the CNI community this this this year. It's just one one example of the kind of continued importance that I think a lot of us have found from from the CNI community this year so so just a real recognition for for that. Ian and Oya will be speaking in just a moment and and and so so I don't want to hold things up but I do want to start with just a working definition of the research enterprise. I'll be talking about here the systems the services staffing that that of the work of the university to generate knowledge, and, and a lot of that in practice has to do with supporting scientific research and so you will hear a real focus on that in a lot of our discussions today. Our presentation is drawn as Clifford mentioning from a number of projects we've worked on but principally from from to so in the next slide I'll mention one of them which is the senior research I just published this earlier this month and this was a project that Oya and I worked on, most closely in which we interviewed 44 senior research officers the vice presidents and vice provost for research across some of the largest and most research intensive universities in the US. And then the other project is is one that Jane really like Jane and I worked on which which looked at the impacts of coven on the research enterprise. A large scale landscape review of everything that we could find that that that spoke to those impacts, and we're going to weave together some of the findings and analysis from both of these projects we really tried to separate in the reports. Here's what we know about the impacts of coven versus here are some of the larger kind of strategic and organizational directions, but in this presentation we're going to try to blend blend those two together because, of course, both of those are incredibly important. So, so I will just say a word or two about the presentation as we'll give it I'm going to just offer a couple of words about the senior research officer. Then the role itself Jane will talk about the financial framework, and then I will talk about some of the important findings that came out of our conversations with the senior research officers external funding research support research data research analytics. So I'll close with some, some observations about compliance and human impacts. We expect to have plenty of time for questions and discussions so please please get, get thinking about about those already. So this the role of the senior research officer. This will be very familiar to some but maybe a little bit less familiar to others. So in the next slide what I'll show is that is that this is a big job. It's, it's one that has been increasingly centralized across at the university level in recent years so that today at most universities. The role has a unitary scope in the sense that there's a single senior research officer for the university as a whole. This has been the product of a number of reorganizations. In the universities, in terms of staffing and reporting and so forth. It's also the result, increasingly of an interest in systems integration so that data don't have to be rekeyed and so forth. So that services can be provided centrally. This role overseas hundreds and up to more than 1000 employees at the universities at many of the universities that we that we profiled. This is a, this is an academic and administrative role. It is. It's an academic and administrative role leadership role. So it includes, it includes everything from compliance and research safety research support services and enablement fundraising and other forms of revenue generation, and also a variety at some interdisciplinary academic centers that are part of this role. It has the role has different titles. So we can see in some institutions that that it's a it's a vice president sometimes it's a vice provost sometimes it reports to the president or chancellor sometimes it reports to the provost. Typically, these roles are dotted line to some degree across both of those two organizations but when it reports the president when it has a vice president title is more likely to have other kinds of responsibilities whether it's innovation government relations communications, etc. And then finally, we developed, we kind of assessed that there were two different models for these roles, all of the incumbents are highly successful scientists or administrators typically. Some of them are following more of a professional model where they've been the department chair, then they were the dean of the dean of a school now their device provost and one day they might like to be the provost or the president of an institution. In other cases, they are following much more of a of a service model where they will be taking a three year term or five year term let's say, as a faculty member, often continuing to run a lab of their own, and really seeing themselves in the voice of the faculty into the research administration apparatus. So there's some there's as many differences as there are similarities underneath this term senior research officer. From here I'm now going to turn things over to Jane who's going to really kind of connect the human piece into the financial in which this role and its work should be understood. Thanks Roger. If you could go to the next slide please. Okay. So, first before we dive into discussion. It's really important to take a look at university revenue streams and universities dependencies on certain types of revenue, as everything that we talk about today can be affected by this financial framework. So, as you'll see from this chart there are really just a few main revenue streams for us higher education. And as many of us know, several revenue sources for research universities have been and are being negatively affected by the pandemic. First, revenue from hospitals and healthcare providers has taken a significant hit due to the cancellation of elective procedures that we saw in the spring. For large research universities that have medical schools and hospital systems under the purview of the university system, the revenue losses in the spring grew rapidly. What the pandemic has shown very clearly is that hospitals have the ability to be a substantial drain on the universities that own them. Second, we all witnessed as enrollments for the fall 2020 semester dropped and thereby tuition and fees, or the largest stream of revenue for colleges and universities decreased. What's interesting about this revenue stream is that historically in an economic downturn or recession enrollment at colleges and universities actually increases, but this has not been the case during the pandemic. We have especially seen enrollment of international students decrease, which is troublesome for some universities in terms of revenue, because notoriously these students pay more or in most cases pay full price for tuition. Additionally, more financial aid has been needed by students than in many years past. Finally, there was a significant amount of refunds on auxiliary fees, which are things like room and board meal plans, parking passes and so on, all of which are part of what make up this other category from the graph on this slide. Both these refunds took place in the spring of 2020, and the financial impacts on institutions from the loss of auxiliary revenue was and is material for many. This means millions of dollars in refunds left holes in universities operating revenue budgets and decreased housing and other auxiliary revenue has topped the list of factors that influence the 2021 fiscal year budget for many institutions. Despite while many different sources of revenue have declined externally funded research which is this green grant circle that you're now seeing on the chart has remained a strong revenue source with no immediate risks to its continuation. On top of this external federal agencies have seemed to be relatively financially stable as well. One of the risks that universities had to be extremely cognizant about is that in most cases, universities do not make money from externally funded scientific research, but rather in fact this research is very much seen as a loss for universities as they have to funnel money into these projects. The unfunded costs of research are then subsidized through university schools, departments and and other contributions, thereby spending funds that are coming from negatively impacted revenue streams. As we all know, research experienced an unprecedented halt due to COVID. These temporary closures of research labs at universities not only impacted research progress, but it also had the effect of adding some undue pressures around the research office and indirect costs that needed to come in and be spent. So, on average, around a third of most federal grants are allocated towards indirect costs and a portion of these indirect costs end up going towards the research office where they're spent. This money that comes into the research office from indirect costs from externally funded grants, most time scientific grants, goes towards ensuring the needs of the current research portfolio, but also to its aspirations. It also helps fund needed compliance measures, proposal development, administrative costs, and so on. So even when labs were shut down for a period of time in the spring and summer, direct expenses such as travel and equipment or materials for a project were unspent, but they're very well may have been a corresponding slowdown in the recognition of indirect costs from these projects in the research office. At the same time, many institutions and universities still had many expenses to pay for that are normally covered by said indirect costs, such as research support services. Well, as I mentioned just a little bit ago externally funded research revenue has thus far been relatively stable. There has been substantial risks to scientific research support and capital expenditure, due to the inability to cross subsidize what would be considered a normal amount of capital from instruction and healthcare. These budgetary risks to research support are really important to consider, especially when it comes to research cores as research cores are probably one of the most enabling shared services that senior research officers worry about. Most importantly, why this is of such concern is due to the fact that research cores enable capital investments at a level that would be impossible within a single externally funded research project or a single research lab. Finally, as we know from the recent library survey on library directors that SNR published last week. Most research libraries are receiving budget cuts. It became clear from interviews with senior research officers that even though revenues from research activities are steady, and in many cases growing, some institutions are fully expecting potentially devastating budget cuts to the research office. Next slide please. So, as we all know, scientific research was significantly impacted by the rapid shutdown of all non essential and non COVID-19 related research. Thousands of research were researchers were left scrambling trying to figure out what to do to preserve their work. With research halted it was assumed that the salaries for researchers would also be suspended. However, several White House Office of Management and Budget memos came out that ended up authorizing a few short term exceptions to the guidelines in how federal research dollars could be spent. The personnel costs normally being the largest share of any federal grant institutions and researchers were allowed to continue to draw salaries from their grants, even when their labs were shut down. There were also other allowances put in place. Unfortunately, the goal of these policies was to attempt to preserve as much of the US research enterprise as possible in the face of unprecedented disruptions. However, it's to be noted that these funding flexibilities were not extended indefinitely, which in many cases may have led universities to begin reopening their labs sooner than they would have liked as federal agencies such as the NSF and the NIH, could no longer continue to pay researchers salaries with no research actually taking place. In many ways, this meant that externally funded research activity and the continued need for capital had a really powerful and significant influence in shaping university activity and policies surrounding institutions, allowing labs to reopen and researchers to return back to work physically on campus. So with this financial framework in mind, I am now going to turn it over to Oya to discuss findings from the senior research officers report more in depth. Good afternoon. It's always a great pleasure and an honor to join the CNI forum. So, our interviews with 44 senior research officers from the US took place in the thick of the pandemic. So as you can imagine, the individuals we talked with were getting ready to start an unprecedented semester. They seemed to welcome when we asked them to tell us about their directions, challenges and priorities beyond the intense stage they were going through. So we would like to share some of our key findings, starting with funding. What excites a senior research officer is by all means the vision of creating knowledge, educating future researchers, getting the innovation out there. But to accomplish these goals, webbing is an extremely important goal. As one of the interviewees said, research has turned into a multi hundred million dollar source of revenue. And a range of strategies to maintain and further do a look at the university's revenue base and business model. Many research officers have funding related performance goals. The metrics used include the number and dollar value of proposal submitted or funded the percentage and distribution of scholars that submit proposals. For instance, beyond the STEM fields as many universities are interested in multi disciplinary work. External competition related to peer institutions could be a part of the metrics too. Well, it's more efficient to implement a large grant than a small one. So with increasing focus on taking on grand challenges, interdisciplinary large scale projects are gaining more and more importance. These projects not only require people skills in brokering partnerships, but also an effective and efficient service structure to support the proposal development and implementation processes. Clearly, the research configuration is evolving. For many universities continue to rely on distributed legacy support structures at the college and sometimes even at the department level. So trying to do all up common and central services is indeed a big task. Interviewees told us that they need to avoid over reliance on the federal government. Corporate and philanthropic partnerships are increasingly essential. Not only to diversify sources but also to fund prior the areas outside federal agencies. For instance, climate change or stem cell research. There were two incentives for working with companies. For instance, engaging in collaborative research, possible funds and scholarships, and also very importantly, creating internships and career tracks for graduates. Interviewees stressed the significance of translating research and innovations into products within the state, especially at public institutions. Contributing to the local economy is important in generating public awareness and political support for research activities. Research support. One of our questions during the interviews was how are the services that support research such as shared facilities research computing and the library are evolving in your institution. Research support. When we say research support. One of the very important research support services across virtually every conversation we had was the research course. Jane also referred to the research core so let me just offer a very quick definition. These facilities are centralized shared resources. Access to instruments, technologies, testing and related services. And very importantly, they provide expert technical and consultancy services. And in this case, you know the PIs and researchers, they can focus on their own areas of expertise and rely on knowledge and assistance from research core staff. And these facilities rely on cutting edge instruments and requires significant capital capital investments. Research cores are important to be competitive. While these units often report up to the senior research officer. Their business approaches vary and involve complex configurations of funds staffing and organizational models. You probably have noticed that as we were, as we were asking about research support. We especially listed the library as one of the service providers. However, the library was seldom mentioned. Many of you is described as their research support configuration priorities and challenges. When we probed and asked them specifically several mentioned that the library was evolving. Sometimes they made references to indicate their awareness of budgetary pressures, especially with electronic resources, they seem to be aware. Let me share some findings related to research data. Well, it's clear from many interview interviews that data services were largely distributed and often actually uncoordinated function within the university. These officers really do not feel that there's a blueprint for how to do so. But they feel that none of their peers have figured it out yet either. There was a sense that treating public access as only a mandate was limiting. Instead, researchers needed to be helped to see public access as part of the university's responsibility to make the products of research more accessible and shareable. We were talking about data in general, or specifically about research data. We really noticed that they are mindful of social technical issues, such as security privacy confidentiality research ethics quality of data reliability of data, so on so forth. These issues are very important for them, perhaps even more important than openness. Software that support research data gathering and analysis, such as lab notebooks and survey platforms did not seem to rise their attention. Many of them were familiar with electronic laboratory notebooks as a category, but it did not seem to be at their level. They were mindful of disciplinary differences, and some were skeptical of their broad use and value, even the disciplinary differences. I'll just say a few words about the library's role as the topic entered our discussions while we were discussing research data. There were certainly some references to the library within the context of research data and workflow tools. For instance, some of the officers either have tested or were getting ready to test digital lab notebooks in their university, their offices or their universities. Several interviewees were familiar with the library's role in creating research data management plans. Actually, you know, one sentiment I would, I think represented by one comment was that implementing research data management plans was easier said than done. And a couple of interviewees actually refer to the aspirational nature of the library taking the leadership in research data stewardship. They were really mindful and they were making these remarks, especially given the broad range of skills and resources needed and what is already available and the distributed expertise within their universities. Research analytics. So whatever questions involved research analytics and which is actually a quick definition, the curation aggregation and utilization of information about research activities and outputs. Publications, data sets, patents, grants, academic service and honors just just to name a few. These interviewees were skeptical about the continuing role and importance of traditional metrics. They seem to be much more interested in assessing impact, such as innovations translated into products, jobs created and life saved.  Some feel that research analytics systems often fail in incorporating contextual or institutional practices and values. We also asked them if they have a research information management system, how it is working. They are generally familiar with research information systems such systems. The material is not engaged with them. In some cases, the program is delegated to a subsidiary office. Or in some cases, the program is or some cases actually they understand the importance of data driven decision making and the role research analytics can play, but they don't feel that they have access to the required information and analysis to support their purposes. When it comes to managing research information, there were really a handful of success stories. One of the impediments seems to be the distributed nature of responsibilities. Again, we kept on running into this actually distributed nature, and also challenges in assigning responsibilities and coordinating efforts in such an autonomous environment. Many expressed a considerable level of dissatisfaction with their institutional research information management systems. Actually, this is another occasion when the library was mentioned as running the university's rim system. Actually, the system was mainly perceived as an externally facing communication tool, rather than an information management mechanism system in support of their work. I think at this point, I'm going to turn over to Roger to continue with findings from the senior research officer study. So now we come to the boring part compliance. In fact, in fact, this was not a boring topic at all in the conversations of senior research officers. This is one of the themes that came up most frequently with them in discussing their strategic priorities. So we can go on to the next slide. What was what was quite clear was that when they say compliance, there's of course many things that they're talking about many issues that they oversee, but easily the most important of these in terms of new areas that's really come up as a strategic are the issues of foreign influence and research security. And for those who may not know CNI is currently running a series of executive roundtables on research nationalism and some of the issues related to this so there will be report out shortly on that which I think will be terribly informative for for all of us on on these topics. But what we heard from the senior research officers was a widespread view that although often there's a discussion about foreign influence or research security. Often the regulatory target of that today is China. We did hear some mentions of Iran and Russia as well. Some of the specific issues that came up from the senior research officer perspective in these areas is disclosure of foreign research funding and some concerns about whether those disclosures are are adequate given the regulatory scrutiny of those as well as issues around flows of international graduate students there have been some of you may know some some concerns about the about the kind of sourcing and interest of certain sets of graduate students. This area has been occupying huge bandwidth for the senior research officers. They've worked to understand the issues because there have in fact not been you know there's a combination of new regulation but also newly enforced existing regulation and I think just trying to understand what the issues are has been preoccupation. There have been efforts to establish the processes organizational structures and the staffing by the way there is now dedicated staffing at many institutions to try to ensure and manage compliance with with some of these issues. And of course there's been an effort to educate faculty members and make sure that faculty members understand with their responsibilities and potential risks in some of these areas, maybe. If we can go on to the next slide one of the things that was really really clear is that within this emphasis on compliance there are also some real concerns that the senior research officers have. Probably the one that came up most regularly was a concern about limitations in talent acquisitions and research competitiveness. Where there were concerns about whether they would still be able to acquire talent internationally to the same degree that had been possible previously and the implications that that could have on research competitiveness. There were concerns about scientific collaborations with universities and individual researchers and research labs in other countries. And there were concerns, you know, frankly about the basic principles of scientific openness and the free exchange of ideas. All that said, we heard a variety of different views about the nature of this emphasis on compliance we heard some individuals who felt very very strongly that this was a reflection that this this. The issue of foreign influence and research security really was a reflection of research nationalism and even xenophobia in the in the outgoing administration in the US. And then we heard others who said well I'm ready and on a classified basis and I can tell you that at least some of these concerns are very legitimate so we heard a really wide range and everything between between those those two extremes. And I want to emphasize that the concerns here, some of them are are about competitiveness and so forth but some of them are actual, some of the concerns we heard from the senior research officers are real human concerns about the effects on individuals So I'd like to close, we'd like to close by talking about some of the human impacts that the, not just from research security but but also from the pandemic itself on the research enterprise. And so in the next slide what you'll see is that the human impacts of coven on researchers that that we were able to see in our landscape review review are are vast. I'm sure this is not a surprise to anyone but it would be remiss not to emphasize the limitations facing international students graduate students in this case is what we were focusing on because of because of the research enterprise and the impediments that they face in coming to and staying in the United States during especially during the pandemic but there were other certainly other issues connected to that as well. We, it was also very clear that there are differential impacts from the pandemic and the associated disruptions. These impacts are inequitable by gender, they're inequitable by caregiver status, they're inequitable by career level. And this really comes into, you know, into how the research enterprise is staffed and the researchers themselves how they are, how their career progression and professional development will will take place. And so just to kind of recap, we saw that there were substantial unanswered questions in these areas about international talent flows and so here you can see that the pandemic. And these issues around research security are probably compounding on one another in some, in some deleterious ways. There are substantial unanswered questions about the development of early career researchers, and some of the challenges that that they may face from some of these disruptions. And, although it was clear that there are likely setbacks in achieving gender equity in the academic science enterprise. There of course are substantial unanswered questions about exactly what what those will look like and whether there are ways to ameliorate that. So with that, we would like to bring the presentation to a close. We've certainly covered a tremendous amount of ground here, and we would love to hear what resonated and what what questions there there may be where we can perhaps dig in a little bit further. Thank you. Thank you so much, Roger and thank you, Boya and Jane for just a fantastic presentation and overview of this landscape, which is rich and fascinating and really just leads us to so many more questions about where we're headed and what more we need to be addressing and asking and thinking about I really appreciate you setting the scene for that. As Roger said the floor is now open for questions so please feel free to type your questions into the Q&A box now. And our panelists would be happy to address them. I know that Cliff has a question. So while we're waiting to hear from other attendees, Cliff do you want to go ahead. Yes, I do and it's a it's a little bit long winded, but I'll ask it anyway. So, particularly when we started looking into research continuity kinds of issues in the March, April timeframe. There was a sense that we got at a number of institutions that senior leadership seemed to roughly equate the research enterprise with the stuff we do in the labs here, which I found very interesting. I'm thinking a little bit about your definition of the research enterprise and it seems like there are a couple ways you could go at it one is a purely is this sort of well it's what we do in our labs. Another way is to look at it as it's anything we can get extra mural funding for. And the, you know, sort of financial frame lens a little credence to that. Or you can use the sort of more general definition that I believe Roger opened with about, you know, it's it's about the generation of knowledge. In your conversations, how did how did things like humanities factor in to the thinking of chief research officers, and maybe as as one additional sort of sub footnote to that. Do you find your distinction between professional and service approaches to the chief research officer position, extremely illuminating and fruitful. I'm in my limited experience here. If you look at people who are doing this in the service role. They almost, I cannot think of a of an example that doesn't come out of some kind of stem field. I'm wondering if you ran across any chief research officers in a service role who came out of the humanities. Roger, do you want to start. I'll, I'll jump in and and or Jane can as as as is useful. I think that I would just say in terms of the definition I would start by saying in terms of the definition of the research enterprise. I think it would vary tremendously based on which senior research officer we spoke with so we spoke with some who really see themselves principally as chief revenue officers for the for the research enterprise and for those I don't think that the humanities do meaningfully factor in, except in so far as in a few cases they really were looking at how could we generate value for the humanities that was that was kind of the discussion topic that at least one of them maybe to really prominently. We're trying to emphasize and they were saying look, it's not that we're expecting the humanists to generate millions of dollars each. But if we go from, you know, an average of $5,000 each to $10,000 each. That's a huge increase percentage wise and it represents a validation of the an external validation of the kind of impact and interest in the work so there was a kind of mindset like that that we came across a few, a few times. So, you know, I think the other way that the humanists factored in. We have spoke about this already was in terms of the richness of these interdisciplinary programs and teams that some of the senior research officers were trying to foster on particular and so it's not just humanists I mean it could be legal scholars it could be social scientists and others but the idea of bringing together, you know an ethics perspective on the biological area, you know biomedical area of interest or what have you in the sense that there are ways that humanists can and should contribute to and support that work and I think that was one of the, one of the bits that came up, probably more more frequently than anything else in terms of how we heard about about humanists. Clifford your observation about the service role I think is such a service model is such an important one of those call of those senior research officers, almost every single one of them was a was a scientist now not all of them were necessarily a lab there could be, you know, field field researchers or observational researchers of one sort or another. There was one notable exception who was a law professor. And I think that may have been the only senior research officer of what service or professional model who was not a scientist by training at least. And in that particular case, the individual brought to bear some pretty extensive policy and sort of legal interests that were germane to to the senior research officer role so it wasn't as surprising of a sort of you know intellectual property and knowledge transferring things things of that sort so let me stop there and where Jane may have me wish to add to that. Just one point to add. In every conversation, we had this whole issue of interdisciplinary importance of interdisciplinary research was highlighted. And always mentioned was scientists working with humanists social scientists and actually they very often listed professional programs with its law social work. Management so on so forth. But something he really did not check was whether this whole interdisciplinary thing was more aspirational as vision or how much they were able to put it in practice, but they very often mentioned that that kind of structural, not the barriers but impediments in means of kind of bringing individuals together and, you know, and motivating them to work together. And again I think Roger already made this point but there were several mentions to you know income in comparison to science, the funding sources for humanities not being robust and again, that's one of the reasons they are trying to diversify from, you know, getting funds from alumni or from foundations so on so forth. I think definitely. I'm really happy to hear kind of this research enterprise definition, you know, being kind of formed beyond the science although the science is at the center because of the revenues it generates or sometimes its impact especially with health so Thanks that's really illuminating. Thank you. Thank you so much. We do have a few more questions here in the queue so let me just get right in there. The first one is, could you give a better sense of the context when the library was mentioned by SROs. Let me perhaps start and then I'll turn it over to Roger and Jane. I mean as you know SNR we work very closely with libraries and I spent more than 20 years of my life in the library so we know when we enter these conversations, we really want to understand the big picture but we were really trying to understand the space vis-à-vis libraries so very, very specifically in at least two questions we asked about libraries, libraries role, so that was really the context. The first big one was research support and that we as I said that was the big question to start the conversation and then we use probes we said you know about the library how is the library working. And the second one was research data and research information management systems again we did ask. As I said, you know Roger and I in these interviews were very much interested in understanding implications for various service providers that are really aiming to support the research enterprise so library was very important for us at least understanding. I hope I answered a question. Roger, anything to add or Jane. I think that's perfect. I think. Thank you, Oya, and thank you for the question. Roger just pointed out to me there was a there was kind of a related question here that I think would be fine to go ahead and follow up on. That last question from Sarah Pritchard who who asks, did any of your vpr interviewees seem to get that libraries themselves meet all the definitions of core facilities and library funding should be worried about in exactly the same way. And then she comments too often on campus were not clustered to advocate in that way and I'm not talking about how overhead rate is split up. Would you like to comment on that. So perhaps I'll try to speak to that so the simple answer is no I don't think that the typical senior research officer that we spoke to gets that even though of course we. And that was the reason why we phrase the question the way that the way that we did as I pointed out. So the single exception, which I think maybe of interest to some of the library directors in particular. Maybe not the single exception, one of the very, very few exceptions was a senior research officer, VP of research to whom the library reported. And as, as many of the people in the CNI community will realize there tends to be a preference among library directors to report directly to the provost, whether as a vice provost for libraries themselves associate provost for libraries or as a as a dean of libraries right that is seen as a kind of signal of the kind of importance that's given to the to the library. But in fact, the one case where the senior research officer seem to really really get some of the strategic things that were going on in the library was a case where that senior research officer had the library as part of their reporting responsibility so I don't say that to you know argue with anybody's perspective on anything I just thought it was very, very interesting. I think this raises a really important question, though, which is what are the things that libraries can do to build greater alignment with, you know, with the senior research officer and a greater sense of shared purpose and, and so we're actually one of the things that we're thinking of doing is organizing a kind of cohort of research library directors who might be interested in exploring that that question further so happy to talk to anybody offline who might be interested in pursuing that. That was really interesting and a great question Sarah thank you for raising that thanks for addressing it Roger. Another question now was there any consideration of working in the various open environments open source open access open data. Perhaps this is anecdotal, not a generalization but as someone who is really interested in preference this kind of stick stuck with me. Mr. interview is mentioned that their faculty now has increasing interest in using preference. And he mentioned that maybe it was a recent meeting or they were discussing preference and was very interesting because he was thinking about reputation building an institutional reputation and risk. It was obvious this person would be excited about openness but his mind was really thinking about what does it mean for my university. How would early sharing of research going to affect my, my university's reputation or are there any risks involved so it's just an anecdotal but there were definitely are definitely watching the space. And I think I tried to articulate it as I was talking about research data, research data, public access mandates. There is really great awareness among these senior research officers that it's really important to engage the public's and, you know, and increase their confidence about research knowledge created and how it has impact on real individuals. So they are very mindful. But, but they were talking about how do we tell our story. How do we unpacked research so it's easier to understand. And yes, openness is important but is that open information making sense and is it really leading to better understanding. I thought that they were really much more thinking about impact not openness for the sake of openness. Roger, Jane, you may have additions. I think that's really, really well said, and you know the research data case just really as you've already spoken just really made that clear that there were just so many factors on their landscape other than openness it wasn't to say that they disagreed with it or had any, you know, ideological opposition to it but there were just so many other factors at play and I think that's, that's just so interesting. Thank you very much. We really appreciate that question as well. I see that we're close to time here so I'm going to go ahead and I'm going to actually shut down the recording but invite any attendees who'd like to stay back. Our panelists have agreed to stay with us a little bit longer here for a chat and we'd love to have you join us. So, if you just raise your hand I can turn on your microphone and you can join our chat. And thank you again so much to our three panelists, Oya Jane, Roger, it was wonderful having you here at CNI we really appreciate your coming to share this work with us and thank you so much to our attendees for making time with us we hope we'll see you at our next plenary where Fran Burnham will receive the Paul Levin Peters award so hope to see you there. Bye bye.


Okay, so for those of you who don't know it, the GET-A-PROJECT is a suite of free software programs for electronic design automation. It has GSCAM, a schematic capture application. It has GNETLIST, which is a command line tool for creating NETLISTS, which are lists of components and the connection between them. It has PCB for PCB layout, GOPWE for inspecting GOBA files before sending them to application. And recently somewhere in between those connecting this zone. This talk is about what zone is, why it is there and if maybe you want to use it. So I got involved with EDA in 2009. I was using GSCAM to create some simple schematics. And every time I would add a component, I would double-click it and nothing would happen. Because you have to select it and then press OK, which I knew, but it still was counter-intuitive to me. So I created a patch, which would be allowed to double-click a component and I submitted it problem-soft. But then I wondered if it would be a good idea to put the component sector to the side of the main window as a dock. And if it would be a good idea to have a project browser where you could select files in the current walking directory or property editor. And then I realized that the way the code is organized right now, this would be not easy. And that's probably the way why it hasn't been implemented before. So because the wish to have a common user interface, both PCB and GSCAM, was around for some while with GAM, I decided to work on that. And four years later, I solved most of the user interface issues. I had the library, dock, a project browser and some other features which were nice to have, which didn't exist in GEDA right now. But I still haven't connected this to the main GEDA code. And that is because I wanted to have a good scripting foundation, which would allow me to not replicate any code which is not user interface related. And this scripting foundation didn't exist yet in GEDA. But in order to work on that, I would have to answer a few questions asked. What is scripting? What purpose does it solve? And what are the constraints under which scripting is working? So in a proprietary context, an application is this big blob of code and you can't inspect it. You can't change the way it works. But users with more experience usually want to automate the tasks done in an application. They want to change the application's operations into more complex functionality. And also it makes sense to extend the user interface depending on the workload for maybe a simulation or importing a schematic into PCB. And obviously combine those two, create more complex functionality and extend the user interface with that. So what we want to do is we embed a scripting interpreter into an application and export the functionality of the application as procedures to the scripting interpreter. And then they add at various points, for example applications start up or pressing a user interface button, saving a file where user scripts are executed. So this is basically a way to regain some of the flexibility which is lost by not being able to modify the application in the first place. Free software users can modify the package, so there is no need to do scripting. But there are a few reasons why it may be a good idea to do so anyway. Because the high-level application, the high-level logic of an application is usually more complicated and error-prone to express in a low-level language. So it may make sense both for the developers of the application and the users to have another high-level language to address this functionality. Also, if you have worked with the WellerConsole Firefox, you probably know that it's really good for learning how the script work and for debugging. And it would be a nice thing to have that too in an application. And finally, today most users will get the binaries from the distributions package management. So it is a very important thing that they are able to modify the application without having to rebuild it. So you may ask why not write an application in a high-level language in the first place? And actually in most cases that's a good idea. There are a few problems with that. If the application does very data-intensive work like bit-shifting stuff, this is much easier to express in, for example, C. And a solution for that would be to create an extension for the high-level language which extends the language by this functionality which is done in, for example, C. And you could write the rest application still in a high-level language and would not have any performance problems because the important data parts are written in C. Also, application step-time may be an issue. Depending on the machine, a script interpreter may take like a second to load up. And this is not always acceptable as a delay for a user interface to show up. So one approach to this would be to write the user interface in, for example, C or C++. And then embed a scripting interpreter which executes the rest of the application, a high-level code which is written in a high-level language. Another point where there's a big difference between what's useful for proprietary and for free software is how do we deal with user-contributed code? With proprietary software, Wenders add this API and the users use it to add their scripts. But what they do with it is basically their own problem. It is not usual for user scripts to go back into the main application. In a free software context, a model where user code is contributed back upstream is usually much better. For example, the Linux kernel is really aggressive about this and tries to get things into the repository. This has a few advantages. Users will see the code if it's in the repository, but even more important, the developers will see this code. When a developer changes something and, for example, the signature of a function can just grab the repository for lines which this and can fix it with the same commit. Scripting is often used as a way to move the responsibility for the contributed code from the users, from the application Wander to the users. But this doesn't make sense in a free software context. So, by taking responsibility for the code, the contributors are not left alone with old incontable versions and the users have the not-begotten code, even if the original contributor is not around anymore, the project. And finally, there is a part which concerns the programming. Because, up to now, this looks like much more additional responsibility for the developers where they don't get anything back. They do, in fact, get something back. And this is really a good thing because they need to worry less about what they are breaking outside the repository. So, if you have a plug-in model where others have their own code living on their own machines, you usually define an API to have still some flexibility because you would break everything if the add-ons would rely on the internals, the program, and the internals changed. So, if the code lives in a repository, this is not necessary. You can have the code use the internals of the application and can just change the code along with the internals if the necessity is there to change anything. So, in order to create a good scripting foundation, it is necessary to see what is a good idea to have for scripting in a free software context as opposed to proprietary software, because the models we know from there may not be very useful in a free software context. The most obvious thing probably is functionality of the application should be available to use. And if you ever used GIMP for, for example, script 2 and have tried to run it from a command line, there is an option, not to show the GUI, but it is loaded anyway. So, when you run a GIMP script from the command line, it takes a very long time for GIMP to start up with not usually acceptable for command line tools. So, the most, the easiest approach to this would be to try to strictly separate between the GUI code, which is not loaded at all if there are any scripts executed, and functionality, which is the one that the scripts, for example, how PC handles this. But if you do this very seriously, what you are left with is a slim occasion, which basically embeds a scripting interpreter and exports a lot of functionality, and then runs a script. But if you have this, you could also have just made the part of the functionality of the occasional library and invoke a scripting operator, which then runs the script using the library. So, you could state this, this idea to have the functionality of Git available as one of multiple libraries, which then be used by other programs, which are having to spawn another approach process. Another thing, which would be a really good idea to have is high-level code being able to operate on the same data, the same process as low-level code. This has a number of advantages. For example, if you want to be able to switch which language to use, according to which is appropriate for a problem, then there should not be the need to serialize the data feed into an external program and deserialize it back. And also, it would make the difference between an external script and a high-level functionality of the application much smaller, because it would basically both do the same thing. It would execute some high-level code. And in one case, in the application, and in another case, it has been invoked another way, but it's basically the same code. And also, it would make an interactive code possible. So, in order for this to work, what we need to have is a clean point where the low-level code and the high-level code can both access the same data without having to worry for each other's implementation details or private fields or whatever. So, it is necessary to enforce a very strict object model where there are no fields private to some part of the application, so they can all, in the same way, access the data. And this, from this follows that it is not possible to have, for example, notifications when anything changes, because it would mean that every part of the code would have to run these triggers. And if any part didn't run these triggers, then something would not be updated on the screen or undone or undone and redo. So, for this to work, we need to have a one-oriented data model where we have a number of revision objects instead of this one file object. And if anything changes, the application just has a pointer on one revision object and can compare these revision objects and see what needs to be updated or what needs to be undone and redone. In order for this to be implemented in an efficient way, it would be necessary to encapsulate the storage code into part of the application. So, for example, the high-level code does not have to query every object and iterate over it and see anything if it has the right property it's looking for, but it can run high-level query like, please give me a handle for every object that has color blue and move all these objects with fit this handle to an alaya or read all top-level floating attributes. So, this is what I did. There are steps on storage, which is this shared storage part of the application. It defines the revision type, which represents one version of the file. It implements object type, which represents the identity of an object, which is basically what you would have left if you just show me five minutes left. Which is what would be stay selected if you changed the revision by undoing or redoing. And what would still be selected, and it defines a selection type, which is the same thing for a set of objects. In addition to this, it defines set of data types, which contain the data for an object. And this local example like this, this is a structure for a net, and you might notice that some recombin things are not in this data structure. For example, the bounding box of the object, which is on the screen, or if the object is connected, or what that's this net is connected to, or what attribute objects are attached to this net. And this is because the bounding box is something which can be recalculated. There would not be one situation where the bounding box is changed, but the object parameters are not changed. And the selection is something which is only useful in interactive context. And it would make sense to have an additional pointer to, for example, a selection object. So if the script wants to change the selection in addition to the contents of the file, it can update the selection object. And it would be possible to change the selection, not change it on undo redo by keeping track of a selection object or ignoring it. Attribute texts are visual objects on their own in get-adjust. So it makes sense to have them as individual objects and keep some break of the structural data. So there are dedicated lips on storage functions for looking up all attributes attached to one object, for example. Also a question which is important is what data should be inside a revision. For example, symbols in get-adjust are usually embedded from a library. So the user does not expect them to be undone and redone when they undo and redo. And pxmaps, there is no way to change a pxmap from site gscamp. So this is a strong indicator that they would not be part of the version. Paths, on the other hand, are objects which represent all the geometry which cannot be represented by symbol line or circle or arc objects, for example, the arrow on the transistor. And they are modified by moving handles inside your skin. So this is not a truly question. It's what makes sense in this context. This is how a ton is currently implemented in get-adjust. There is lips on storage, which I just talked about. Here is an example program which I will skip for time reasons. There is sonnet storage, which are Python bindings for lips on storage. I decided for Python because it's a language which is relatively easy to learn opposed to a scheme which is currently used in get-adjust. Here is an example for that. Son.gedo, which is basically the parts of lipgedo, which are interesting to use in other application, ported to use the new functions. There is a new file form. There's a command line tool son, which offers all the functionality you would expect to be available on the command line, for example, convert a file from one form into another or attracting symbols from a schematic file. Genetlist, which has been ported and factored, so it's now a Python package and can be used from any application. And there is support for guile, which is important because it allows users to view the old setup they have with executed scheme configuration files and made custom scheme code executed in the netlist, and it will still work. So, if you use get-adjust, you can use on-write-no, for example, for writing scripts, which manipulate schematics, writing an Eston-based netlist backend. The most important restriction on this is GSCIM does not use the new libraries yet. So it can't manipulate the objects load into the editor. But you could, in theory, use a Python interpreter to edit a schematic file, which I wouldn't see what you're doing. The most obvious next step would be to use the new libraries in GSCIM too. This is trivial because libgable is the shared part of GSCIM and some other applications. And my approach so far has been to port the other applications to use the new libraries first. I've done this for the netlist, which is probably the most complicate part, and started doing so for g-trip and libgetacairo. But there are some problems, like, for example, g-adrip uses gdk-spread-widget, but it's not supported anymore. So it may make sense to duplicate the libgetacode and have for some time two versions around, one for the old tools to use, one so it can merge back into GSCIM, so GSCIM can be updated to the new libraries. With PCB, it would obviously be also a good idea. I posed a data structure for PCB on the mailing list, but didn't have time to pull things, parts of PCB out into the library there yet. And for other projects, it may be interesting to use this approach too, or maybe even the same library too. And this may as possible have a common user interface, which is used for several projects and applications. Thank you for listening. Thank you for one quick question. One? Yes? The same for Kaika. Excuse me? Could you do the same for Kaika? If I could do the same for Kaika, well, in theory, in practice, I would definitely not have the time for that, but I could support you if you wanted to do that Kaika.


Cylinder News, a group under the ages of Southeast youths for equity alliance, has met in Oweri, the emo state capital, to deliberate on issues bothering on insecurity bedeviling the region. This report is presented from our studio. We equally demand for immediate implementation of the state policing in Southeast. We equally demand for the inclusion of Southeast youths in the governance across the Southeast states. We propose for an all-inclusive Southeast youth stakeholder's meeting with his excellency, President Muhambadu Buhare, to state our displeasures and get firm assurance of inclusiveness in his government. We demand therefore that there should be dismantling of all military and police checkpoints across East Zone and replacing them with police patrol teams.


Wow what's up everybody once again it's brand man Sean and today we're going over four tips to how to get a deal but this is from an A&R's perspective which A&R in particular that would be Riggs Morales vice president of A&R and artist development at Atlantic Records. He's been responsible for careers of multi-platinum artists like Eminem's 50 Cent D12 and others and the first thing that he says draws him to an artist personally is character or personality. He loves characters. If you think about Eminem, Eminem had a lot of characters and a lot of personality. Somebody who has a character that they created around themselves today would be somebody like Lil Yachty, MF Dinn would be old school and Doug has a lot of personality. Travis Scott of course those people that we've gone over recently. This does not mean you can have a unique personality but have trash music he's just saying that's what draws him personally into an artist. The second thing and you'll find this with so many A&R's is the live show. When an A&R comes to your live show whether you know they're there or not they're looking for owning the stage. Stage ownership performance really being an entertainer. A lot of people have great music but when they get on stage people get mad they even bought tickets. When you show you can engage people with a great show especially in an age where touring is the number one way that a lot of these companies are sure they'll get their money back they need you to have some level of good performance. Before I get to number four which I believe is the most important and insightful let's do number three which is stand out. He says more than anything try to do something different. He even expresses a pain with the fact that we're in an age where people really have the resources and the internet and so much access to do something different. However most people aren't really taking those risks or taking those chances and then the few people that seem to be a lot of them just don't happen to be good they're doing something different but different in a bad way because different is not always good. Keep that in mind if you don't know that and as I said saving the best for the last number four be a complete package. He even gets detailed into saying from your music to your artistic vision all the way to your team which a lot of artists forget about. He wants you to be the complete package before he steps into the picture that's why once again as we see these independent artists moving and having that leverage that first video right you have leverage an established fan base and you also have a team that can really help you take advantage and keep that ball rolling and then they come in to accelerate that they don't want to create your team. Most and ours now just went to enhance they're one of those like Mario level up type things you know what I mean that's it hit that subscribe


QuickBooks Online 2023, credit card, bank feed, and data. Get ready to start moving on up with QuickBooks Online. Here we are in our bank feed practice file. We started up in a prior presentation using the 30-day free trial. We also have open the free QuickBooks Online sample company. If you want the two open at the same time, we suggest using support accounting instruction by clicking the link below, giving you a free month membership to all of the content on our website, broken out by category, further broken out by course. Each course then organized in a logical, reasonable fashion, making it much more easy to find what you need than can be done on a YouTube page. We also include added resources such as Excel practice problems, PDF files, and more like QuickBooks backup files when applicable. So once again, click the link below for a free month membership to our website and all the content on it. The Incognito or another browser to open the sample company. You can open the Incognito if using Google Chrome by selecting the three dots in the browser Incognito window, typing into the search engine, QuickBooks Online Test Drive. We're using the sample company to compare the accounting view, the one the bank feeds practice file is in, and the business view, the one the sample company is in. You can toggle between the two views by going to the cog up top and switch the view down below. Opening up some tabs, duplicating them in other words to put reports in by right-clicking the tab up top and duplicate. Perfect duplicate. Right-click the tab up top again and then duplicate. Back to the tab to the middle to open up the report. Which report is it? Oh, I don't know. Let's switch things up this time a bit and open up the balance sheet. If you're in the business view, by the way, the reports are in the business overview reports on the left-hand side. That's where they are. That's the location of them. Let's go to the tab to the right and then back to the reports on the left. This time the P of the L, the profit and the loss, the income statement. I'm closing the hamburger. I'm changing the range. 0-1-0-1-2-2 tab, 12-3-1-2-2 tab. Running it to refreshing it, tabbing to the middle, closing the hamburger, scrolling up, and the range. It needs to change, man. Things need to change around here. 12-3-1-2-2. That stuff had enough. Run it to refresh. Running, running, running, running, running, running, run! Okay. No need to get angry. We're going to go tab to the left and now open up the banking, because that's what we're working on. So that's in the banking area. There's our bank feed stuff. If you're in the business view, by the way, the banking is located in the bookkeeping on the left-hand side, and then the transactions up top, and then the bank transactions is where they're located over there in the business view. All right. So last time we set up our check-in account, and then we're like, that makes things way easier. Can I do that with my credit card accounts too? And the answer, of course, yes, you can. We could do it with the credit card. So now I've got the drop-down. I've got the two tags up top representing the credit card, the credit card being very similar to the checking account, in that every time we link something, it'll basically be linked to, like, an expense, for example. But instead of the checking account going down, we're going to have a liability account, the credit account going up. We're not going to have basically the deposit side of the checking account. So remember, when you're looking at the checking account, you're thinking of the two kind of components, the vendor cycle or expenses cycle and the customer or deposit cycle. At the end of the vendor cycle, we typically expect the cash to be going down in some way, shape, or form. Most small businesses, often time, will do electronic transfers so that they can basically use the bank feeds to create their expenses cycle, paying their telephone utilities and so on automatically. And that's great. The larger the business gets, it's more likely that they might use, like, an accrual system entering bills, which means you have an account's payable and that makes it a little bit more complicated to construct with the bank feeds. But then on the customer or revenue side of things, when you're looking at the checking account, many businesses often have to deviate from just constructing their books from deposits that come through the bank feeds because they have, like, a cash register situation they have to deal with or they have to send out invoices, which kind of puts more complexity into the situation, which we talked about in prior presentations. With the credit cards, you're not really talking about the revenue cycle. We're really only talking about kind of a way that you can deal with the vendor or expenses cycle and the credit cards themselves are, of course, a form of electronic transfer going through the financial statements and therefore it's likely that many small businesses will, if they're using the credit card, to pay off their bills are just going to be paying off those bills using the bank feeds. In other words, we're not going to enter the transaction into the credit card as we make the credit card payment in our books to match it to the bank feeds. Once they clear the bank feeds, which is a full-service kind of system, but instead, we're just going to say we're going to pay it with the credit card, we're not going to record it, wait till it clears the bank, which will happen with a credit card company in one to three days, typically quite quickly, and then record it in our system with the use of the credit card so the expense will be impacted in the same way as if we paid it with an electronic transfer on the bank feeds, but instead of decreasing the check-in account, we're going to be increasing a credit card account. So we'll look at some examples for that. The only other kind of tricky thing with a credit card is that then you've got payments to pay down the credit card, hopefully monthly, so that we don't have to deal with the interest on the credit card. So if you pay off everything with a credit card, if you pay for all your expenses with a credit card, you collect the points and all the stuff that the credit card gives you, and you avoid the interest and penalty charges by paying the credit card each month, that could be a good system oftentimes, and it might raise your credit score, it might allow you to get points from the credit card company and so on and so forth, and it'll still allow you to minimize or avoid interest. So that could be a good system to do, but then you've got this inter-bank feed transaction coming from the bank to the credit card. We'll talk about those in a future presentation. So those are easy to deal with, but they're a little bit tricky. You can see they're trying to pair it automatically with QuickBooks here, so we'll talk more about that in a future presentation. All right, so let's just categorize these. We're in bank feed limbo, just like we would be if these were coming in from the bank feeds. We don't have enough information for QuickBooks to pull it in from here, bank feed limbo to the promised land, creating the financial statements. With this data, what does it need? It needs an account at least to assign it to. We can, of course, start to memorize those accounts. We can create rules in the same way. We do with a check-in account to make it more automated going forward, but we've got to give it that little push, that little bit of help, that little bit of love in order for it to be able to do that. Okay, so let's do it then. We'll go in. We also have to add a vendor, by the way. You want to add the vendors as we go. Okay, let's do this one. So we'll just add a few of these as we go. We'll just kind of say, all right, this one is the pharmacy. So I'm going to say, okay, let's just say it's going to be CVS Pharmacy and I'm just going to type that in here as the vendor, just like we did on the cash side of things, on the check-in account. Save it. It's trying to pick draws. That might be actually somewhat accurate because if I'm paying for pharmacy pills, then maybe I'm paying that with my business credit card and it's like a personal transaction. So you have the same kind of issue that you do with the check-in account in that case. Normally, you don't want to do that. You'd like to have two credit cards, one for personal, one for business, but if you do mix them up and you say, okay, what if that's a personal charge? It shouldn't be on the business side of things. Then let's practice that and say I'm going to put it to draws instead of an expense account. So the thing you should do is pay it with another credit card, but if you can't, you could say, okay, I'm just going to make it go to draws and that way it won't hit the income statement. So that's another format that you could do. And then of course you could create a rule for it. Let's create a rule and I'm going to say it's going to be a money out rule. I'm going to say it has the text. I like using the text to be more specific and it has CVS. I'll draw it from the memo. CVS slash pharmacy in it. Boom. If it has that, then apply the rule. It's going to be an expense type of transaction. That's the form that it's going to be used, an expense type of account. Category is going to be draws. It's actually an equity type of account that's going to be hit. And then this is the payee and I'm not going to add it automatically. Maybe I'll do that later, but I like to turn it off at the start so I can double check that my rules are being applied in the format. I think they should be before I pull them over to the promised land of the financial statements. So something's not quite right. I don't think it likes this dash maybe. And so let's save it again. Okay. So there you have it. So the rule has been created. I have created another rule which is over here in the rules area. This being a credit card rule. So that looks good. If I go to my financial statements and I run the balance sheet running it and scrolling down instead of the checking account going down we have instead a liability. The bad thing going up. Now this has a beginning balance in it. I'm going to take that beginning balance just so you can see what is happening as we go here. So I'm going to go in here and say I'm going to go into that beginning balance and I'm going to remove it just so we can start at zero so you can see what happens when I put the expenses in here instead of having that balance in it at the start. So I'm going to go ahead and just delete this. I'm going to say more delete and then we'll deal with that beginning balance issue like we talked about in the prior presentation when I do the first kind of credit card reconciliation. Now I didn't actually record it I just created the rule and then apply it so I'm going to go back on over and I'm going to apply it so there's the rule. Rules, rules, rules. The rule has been applied. So now I'm going to add it and now let's go back on over to the balance sheet refresh it again and just see that one transaction in the credit card account. There's the transaction. It's increasing the liability account so it's a positive like bad thing. Notice it increased it with a expense form which might look unusual because you like expense forms usually deal with a decrease to the checking account but that's the form that QuickBooks is using and it's just assigning it instead of a checking account to the credit card so you can think of the expense form as one that can be used for the credit card or the checking account. It's like a check without the check number usually for a checking account form but you can also use it as basically a credit card payment increase in the liability by just assigning it to the credit card account and then draws down below. So note the other side did not go to the income statement because we said we bought something for the personal side therefore it went into draws, a contra equity account. So there it is on the draws scrolling back up. That looks good. Notice that if it was a personal thing and you put it as an expense then your income statement over here would have overstated your expenses understating net income which is actually good for taxes because then you would have less taxable income likely and pays less taxes but of course it would be incorrect and if you have a large dollar amount in like pharmaceuticals and you do accounting then the IRS might say why is that? Or if you have a big amount in miscellaneous. Also note that if you have someone else doing your bookkeeping or if you're doing bookkeeping for someone else it can be very difficult sometimes to determine whether something is personal versus business but if you're doing your own books it might be a little bit easier to do that. Also note you might want to use QuickBooks for your own personal accounting which works great. It would be best to have two files and still have two credit card accounts and have two checking accounts personal versus business but if you have a small business and you just have a schedule C business it's possible to run one QuickBooks file and use the class tracking. Turn on class tracking which means you'd have to assign a class to every transaction and then you could run a profit and loss report business and personal. So remember the way you could turn on class tracking if you want to practice that we have whole courses on class tracking as you hit the cog up top you go to the account settings and it's in the advanced over here and then you've got your class tracking then you've got your class tracking it was right there hold on a second then you've got where I just saw it I swear there it is it's under the category section so you can turn on your class tracking if you do that you're going to have to assign a class to every transaction so it's a little bit tedious but you might be able to memorize that transaction and you can always go back in there fix transactions if some of them were not classified so it's something that you might want it might be interested in checking out so there's that alright let's go back then to where my profit and loss got messed up so this is going from 010122 to 123122 run it and let's go back and do another one so then let's say that these are all for supplies for Costco supplies my Costco supplies so I'm going to say this is going to be Costco I'll just say Costco I don't want the WWW that doesn't I don't like that I'm just going to say Costco save it and then we're going to say this is going to be a vendor draws then the category I'm going to make the category be supplies I don't think I have a supplies yet so I'm going to create an expense account as we go on the fly as we're flying and so we're going to say it's hard to make stuff when you're flying but I'm going to do it right here because we're flying and I'm going I don't really care about this other account I'm going to put it over here and it's going to call it supplies expense boom save it now Costco is one of those areas where you might buy like supplies most of the time but then you might buy equipment sometime so you might want to set up some rules that are a little bit more restrictive I won't get too detailed into this now but just to give you an idea if I create my rules over here we might say okay this is Costco rule you might try to differentiate the rule for a dollar amount under say five thousand dollars or something versus a dollar amount over five thousand because if it's over five thousand or a thousand or whatever number you think is appropriate it's likely that it's going to be equipment as opposed to a supplies expense so it's going to be a money out rule for the visa and you might say that I want all of them to apply let's go from the text so in the text I'm going to do the normal kind of thing where it should say Costco in it somewhere I'm not sure I want the www dot but Costco and then if you have that number rule you might also say look if it's has an amount that is less than like a thousand or two thousand or whatever you think is appropriate then I want you to apply the rule if it's over two thousand I don't want you to apply the rule because I want to double check it and see that if I need to include it as equipment as opposed to supplies it's because if you buy like a fifty thousand dollar piece of equipment for cash or something and you just expense it as supplies it's going to start again looking bad on your tax return because the IRS is going to say you should have put it on the books as an asset and depreciated it you over-expensed it and you might and so it could be a red flag in that case so you might put a dollar we'll talk more about those rules though later so I'm going to close I'm going to X that out it's going to be from an expense form I'm going to say okay everything looks movie B to the end B to the end baby let's go up top and then I'm going to sort the rules and say I want to see the ones that are recognized I recognize so there they are so I look they look good so I'm just going to select all of them I'm holding down shift and I'll select the top and bottom boom boom and then accept they have been accepted let's go on over to the balance sheet and K-passo what and what happened what happened let's go down and check it out I'll show you what happened in the credit card if I go into the credit card now we've got these increases from of course the Costco's that are going in they're all with expense forms so QuickBooks is using an expense form instead of like creating another form that they're going to use specific to the credit card because it's like the same thing we're just assigning it to the credit card another financial kind of account although instead of asset a liability account back the other side let's go into the income statement as would be expected into the to the supplies expense that we created down here boom shock a locker just like just like the bank feeds except for instead of cash going down the credit card is going up do I have any others that we need to deal with here let's go back to the first tab and check it out I'm going to remove the rule and so let's do this board of accountancy so I'll say okay let's do that one just say this is like I'm going to say board of accountancy board of accountancy and then we'll say like this is going to be license or something do's and subscriptions or something like that let's say so I'm going to say it's going to be an expense it's going to be do's and subscriptions boom let's do that and save it and I can create a rule for that if I wanted to let's do it because why in the world wouldn't we huh huh tell me that let's see dude okay so then rule has been applied boom and then let's add it bam check it balance sheet running it running scrolling down on the the credit card credit card let's see the credit that has been happening and so there's that one there it is the other side going to do's and subscription we made the account on the fly we were flying and we made it in the air in the air we made it on the fly made it on top of the flies wings made the thing on flies on a fly and I swatted the fly what are you talking about just do the where to do there it is alright so there let's go back on up so that looks good so now we've got this one we've got this this issue with the credit card which might not tie out at this point in time to what's on my credit card statement due to that beginning balance issue that we're going to have to deal with so we've got that issue and then we've got the payments that are going to happen later that are coming that are going to be enter bank feed accounts payments coming out of the checking account and going to the credit card account and they're kind of trying to match those up we'll talk about those and a little bit more detail in future presentations


What's going on guys got Kyle here relating sports cards, and we are ripping this is 2022 2023 select basketball three box number two We were in a randomizer before the break. I'll show you guys results again real quick on our website Can always find these on the results section had Dagoburto down with the heat down to Matthew s with the pistons can always find these on the results section down here guys the very bottom of our website Good luck on this one. What's up Jeremiah? How are we doing today, sir? Good luck guys. This is three box select number two three goalies. Are you serious one?  Never know what you're gonna find sort in the Did you link that um first contenders real quick or chronicles got a Redemption to start a redemption to start It is Jalen Williams on the rookie Jersey autograph nice one there J dub for the thunder Very nice one rookie Jersey Otto. That should be to 199. I believe the base Jersey autos are Nice one there thunder on the J dub Chris Middleton silver and a Johnny Davis rookie. I Guess the Yotes were just getting three of each That's pretty funny This one is Blake Wesley on the select Jersey for the spurs Jalen green silver and a Devon vassal a six foot six goalie That's wild That's wild This is Caleb Houston now on the blue die cut rookie for the magic that is number two one or two forty nine Josh giddy. I don't know who that is, but I do Jeremiah. I think you're talking to I Think you're talking to Vaughn, but I do there's a chat home green base We've got so 199. This is gonna be Jersey Otto of Denny idea veteran Jersey Otto there for the whiz idea God try color bam out of bio not numbered Zion there's a Jason Tatum on the red die cut nice one. They're a Celtics to 175 Marjane Bochamp rookie We've got rookie nice one here scope rookie say shade on sharp nice hit for the Blazers on the scope rookie CP3 Trevor Kiehl's we got try color Lamello Michael Porter. There's a so Han rookie God I'm not a smart on the blue die cut that one is numbered to two forty nine. That's right. I gotcha I'll throw him away. Don't you worry Well, that is kind of pretty clear. Yeah That is kind of crazy Jeremiah that he would just say that he's not gonna play for a professional team There's a DeMar de Rosen try color and a Cade on the court side Didn't Kumar rocker say that for the Mets didn't he just you got drafted and said no, I'm not Not doing that and then went back in the draft There's a Jabari Smith rookie Rockets Got a silver rookie Malachi Branham for the Spurs Luca puka Donchich Don't feel like players should be able to like really demand that. Yeah. No, they shouldn't like you're lucky in Fuego, Luca Silver Mitchell Darius Garland.  Yeah, right? I'll play make it. You know, I'll play in Arizona, man. It's beautiful out there. You'll be all right Kevin Porter got another filler Yeah, and here you go Jaden Ivy on the white concourse rookie, that's a great one there pistons number to 149 Great Ivy there can make this one too Anthony Edwards Box two. Oh, is that right Vaughn? I thought it was rocker. I didn't know it was the Mets. I got you I Thought it was the opposite situation. I thought rocker didn't want to play. There's a jersey. This one is drew holiday Not numbered for the bucks Got a silver hookah Donchich Jimmy Butler another redemption. Let's do another Jalen Williams. How about that? It is hookah Donchich on these signatures red prism There we go Mavs nice Luca You see who had the Mavs That is Nick V Nick V taking home the Luca Donchich signatures red prism Great hit there Nick Got silver curry Scotty Barnes go notes. I believe to 99. I can check for you in a second. There's a 199 red of Anthony Davis You have a checklist open on this. I do not Okay Just one second. We'll check on that nefarious. I think it's the 99 on the autos Got a Johnny Davis future. We've got a Kade Cunningham. That is blue die-cut number to 249 nice Kade Christian Coloco I Got Donnie checkin if you uh, no worries. It's the 199. We've got Jersey auto silver Nassir little for the Blazers to 199 on the audit got a scope Evan Mobley and J. Dubb there nice Willie J. Williams J. Dubb. I think it's just base prism signatures. Yeah, it's a 99. Yep It is the 99 nefarious on the the base red signatures. There's a chat home green rookie Caleb Houston And we got Jalen Suggs to try color for the magic Christian Coloco Really nice hit there on the Luca. That's sweet There's a Jama Ran try color and There is Jalen Williams nice one here on the court side. It's a lot of J. Dubb coming out We've got a try color Lamello AB court side Suggs got a filler Ooh, nice one here. We got a rookie blue die cut. That's Walker Kessler number to 249 Nice hit there jazz got a bend the bucket on the premiere level Jeremy Sohan rookie Kade blue Fred Van Vleet Number to 299 Raptors D book for a nice has been poppin today. They must be getting some dubs. There's a shading sharp rookie Silver of Kyrie world be flat and Nicola Yokech Kyle What's it gob? Oh, you wouldn't know man You wouldn't know Jayden Ivy It's kind of like Rubbing six and stone together making sparks. I can't believe you went to that song box three select basketball Let's go boys. Come on now. That's funny Sky rocket scene like surprise Ron what's love like rookie Ben Matherin got silver will be flat chris paul Nicola Yovic Nice, we got rpa. Oh, no, that's just Jersey shading sharp. Sorry about that. That was for uh blazers Nice one there. I thought that was the rpa design. Sorry about that Blazers on the shading sharp Jersey got silver does soon move Wiggins There's von meller's in right there lucky von meller and uh, is that dream on? Jalen durran rookie Got kade cunningham unstoppable insert silver kelton johnson and a base kelton johnson This is in fuego curry On the course right now my home's is in fuego got a blue scope. There's clay tomson right behind it His teammate number to 249 splash bros Yolkic There's aj dubb base This is the erin fox on the white jersey number to 75. They're kings. Oh, wow the erin fox the swiper Travis kelsey was a really nice try color of demar de rosen. Why are these guys so good, right? I didn't think Travis kelsey had that greater golf thing, but it's all right Not too bad He's wearing headphone. Oh, I guess that's probably for the interviews. Yeah another redemption third redemption out of three boxes That's pretty crazy This one is Peyton Watson on the rookie jersey autographs for the nuggets Peyton Watson there should be the 199 on the base rpa Silver out of bio world be flat Watson's World champion Watson rookie Peyton Watson got a scopes of kd for the suns Nim hard rookie base A dame dala that is going to the blazers on the uh die cut blue to 249 Thai thai washington. There's a tricolor xion pelicans And lamello field level Our court side Wagoner by g. Oh, that's not a but that was the name of the the course. Oh, that's a weird name A jeep sponsored course. There's a jayden harvey based rookie Got scopes rookie blake wesley And rookie patrick baldlin court side Curry's trying to get too cute with it. He needs to just hit a golf shot, huh? They'll try to force some Oh, it's closest to us. I have a measuring tape closest to the hole. That makes sense. So they do a cow There's a injure nem hard there on the lime green number to 75 nice one there uh rookie for the pacers Kate cunningham and last pack. Good luck guys I'm gonna start keeping the tape measure of my golf my golf bag smart Got to the exact distance Start walking it out And kaleb hueson is going to be on the back purple die cut that one is number two 99 for the magic And a tatum on the back already guys do a quick recap here We had jersey to 75 de erin fox. We had shane sharp jersey jew holiday um, blake wesley We had patin watson on the redemption. Um rpa there to 199 Had nasir little jersey auto denny abdia jersey auto We had jaylen williams on the rpa to 199 as well j dub We had a signatures red prism number to 99. This is luka donchich on the um On the redemption there and we had jayden ivy number to 149 on the white select concourse level Nice one there pistons Alrighty guys, that'll do it for select three box number two. Thanks so much. We'll get them right out. See you


Hi, my name is Christian Hernandez from the Cloud Platforms Business Unit over at Red Hat. In this video, I'm going to be going over how to install OpenShift 4 on Azure using the full-stack automation method, along with any of the prerequisites you may need. You will need to have these prerequisites in place before you get started. You will need to have a Microsoft Azure account. You will also need to download the client CLI tools. These tools include both the CUBE CTL and OC CLI tools. The OpenShift install CLI tool will also be needed as well. The installer will need to have a pull secret that can be obtained at try.openshift.com. I will be going over that as well. Finally, you will need to have a DNS domain in your Azure account. This can be a delegated domain or a domain bought directly from Azure. Once you have those prerequisites in place, you're ready to begin. Before we get started with the installation, we should verify that you have some of the prerequisites done already. First, make sure you have an Azure account by visiting portal.azure.com and log in. Once you've logged in, please verify that you've already delegated or created a DNS zone. In my example, I have already created az.redhatworkshops.io. Next, we would download some of the CLI tools by going to atry.openshift.com. Click on Getting Started, then log in with your Red Hat account. Once you've logged in, you can choose between an infrastructure provider. In this case, we're doing the Azure installation. I would go ahead and select Azure and follow the instructions provided. We're going to need a few things here. First, we need to download the actual installer CLI binary by clicking Download Installer. We're going to need the pull secret for the installer as well. We're also going to need the command line tools for the installation. Once you have downloaded and installing those, you're ready to begin. I will be performing the Azure setup using the Azure CLI. You don't need to use the AZ CLI tool. You can definitely use the Azure Web UI to perform these steps if you wish. But the Azure command does make things a little easier. For those that are using the AZ command, you'll need to make sure you're logged in first. You can do this by running the AZ Login command. This will launch a browser for you to perform the login procedure. If you're already logged in, I recommend running the AZ Account Show command to verify that you're using the account that you want. The OpenShift installer will use a service principle to do the installation for you. You can create a service principle by running the AZ AD SP command. I'm also going to specify that I'll be creating an RBAC rule for this principle since it'll be creating Azure resources for me. I will give my service principle the name chernand azurevideosp. Hitting Enter will create the service principle for me. Save the output as you'll need it later. You need to assign your service principle two roles. To do this, you run the AZ Role Assignment command. The UUID in the command is the app ID of your service principle. It was given to you upon the creation of the service principle. You will need to assign both contributor and user access administrator to your service principle. Here, I have added the dash dash output none for this video. It's for security purposes. Before we begin the installation, one more thing is needed for the service principle. The service principle needs application read write owned by application permission from the Azure Active Directory Graph. You do this by running the AZ AD App Permission Add command and provided the appropriate API and API permissions. Once that's done, your permission needs to be granted to the application via an admin consent. Only the tenant administrator for Azure can do this.  It provided you in the output. You would also need your subscription ID. To get the subscription ID, you can run the AZ Account List command. You can add dash dash output table for easier readability. Once this is done, you are finished with the Azure Prep. Next, we're going to create a directory where the installer will store all the installation logs and artifacts. I will create a directory called ocp4 for this. Please note that this directory is empty. Once you do that, we can create the cluster. Simply run OpenShift Install Create Cluster command, specifying the directory you just created. This will ask you a few questions. One of which is which SSH key you would like to use. Go ahead and select the key you would like to use. Next, I'll choose the Azure for the platform. Now it will ask you for your subscription ID. This was in the output of the AZ Account List command. Go ahead and paste that here. Then it will ask you for your tenant ID. The tenant ID was given to you in the output when you first created the service principal. You will also need your client ID. This was in the app ID field in the output when you created your service principal. And your secret, which is the password field in the output when you created your service principal. Please note that this info is saved in your home directory. I will select the central US region for my installation. I will also select the domain that I've delegated to Azure. And I will name my cluster OpenShift 4. Putting my pull secret in my coffee buffer, I will go ahead and paste it into the terminal. Remember, this pull secret was obtained from try.openshift.com when you downloaded the binaries. Once you pasted your pull secret, press enter and the installation will begin. The installation can take some time. So I will pause here and come back when the install has finished. Once the install is finished, it will display information about your cluster. This information includes where the API is running, how to export your kubeconfig environment variable in order to access your cluster. It also has information about where the web UI is running and which credentials to use to log in. The installer stores artifacts in the directory you specified during the install command. Export the kubeconfig environment variable in order to access your cluster. To ensure connectivity, test it with OC Get Nodes. We installed three masters and three workers. Run the OC Get SC command to display your storage class. You also want to run OC Get Cluster version to verify that you're running OpenShift version 4.2. I hope you enjoyed this video and get a chance to test out the OpenShift installer for Azure. If you have any questions, feel free to leave a comment. Thank you.