Yeah, that's it. Bring him in. See if you, I mean, what's your original way to resign. Yep, should we get started? You want to wait for Eddie or? Go on text. It's Dariel coming. See who's Eddie. He's sitting down there, Alan. He's in the CM's office. All right, we'll give him one more minute. Sorry. I don't think it's going to be nice. But yeah, you give him a year. Okay. I know how you do it. We dropped Shagel's resigns. I think we'll keep the core together if they keep them. All right, let's go ahead and call the order. It's like 25 seconds. It's another minute, 25 seconds. Well, you know, once Rafael closed the door, that was the sign. Time to get moving. Let's go ahead and call the roll if you would. Council Member Eddie Alvarez is absent. Council Member Jeff McCrekey. Here. Chair Chris Rogers. Here. We have two present and one absent. Do we have any announcements? Thank you. Thank you, Chair Rogers. Good morning. Just a really quick reminder, we actually made this announcement at the full council meeting on December 12th. We have recently had some staffing changes within the department. Raya Sadellarosa has left the city of Santa Rosa. And to fill those shoes, we have moved Jill Scott, who is our real properties manager, over to the team. And Jill will be covering an acting role as a deputy director of economic development. Under this role, really, Jill's core responsibility will be to move forward with the strap plan to really start forming up more of a business attraction retention component to the team, understanding also the need for small business support. But really the important piece is getting into the implementation strategies and that strap plan, which will be the core conversation for today's meeting. So with that, I'll hand it back to the chair. Congratulations. Let's see if there's any public comment on the announcement. What was the official title you have now? Deputy Director of Economic Development. There you go. Deputy Director. I will move to approval of the minutes. Did you have any amendments to the November 14th minutes? Nope. Let's see if there's any public comment on them. Seeing none. Let's show those adopted without objection. Good. And then let's go to public comment. Yes, sir. I'm here. I'll come up there on the front so you can see me better. I don't like to talk behind people's backs. That's not good. Hello. My name is Dwayne DeWitt. I'm from Roseland. I wanted to thank you all. I hope you had a good holiday and I hope you'll have a good new year. I brought a couple of flyers here that are important. I'm going to talk about the city. The city has a program now to help with down payment assistance for housing within Santa Rosa. You also have a forum coming up in two days about housing. I was hoping that you folks could actually prioritize it to be housing in the downtown specific plan area. And closer to the smart station type approach. I know that this is city-wide so anyone who's trying to buy a house is going to go for whatever they can get. But by the same token if the city gave an incentive and said listen if you'll come in closer we'll even help you get more benefits I think are the terms for it, right? And that's not something I'm trying personally to do so I'm not here to advocate just for me. This is for young families and this is for the city to have economic vitality. Having people live here in this core footprint area is what's going to get us going. With that in mind I don't know if those of you who are here remember that the transaction that involved the former AT&T building that then went to Futrell Development was premised on the idea that housing would go into that building and that hasn't occurred yet. So I believe that you should talk to these people such as Mr. Futrell and others and see if you can get this type of a program going for condominiums in these buildings down here and do something like that town home approach something that helps us here locally with the economic development within our core area. And then last but not least in your documents that I was looking at today what's up brother this is my man from another neighborhood right Rosalind's in the house so you know I get to talk about Rosalind now because a portion of Rosalind is in your downtown specific plan going out on Sebastopol Road there's an area called Roberts Avenue that is primed in a way to be developed in the future for housing some people come in and talk with you and say they've got ideas about what should go and how that should go I'm not here to tell you that I'm here to say you folks should reach out to the United States Environmental Protection Agency for grant funding for what's called community-wide planning and assessment of an area such as that and then also reach out to other entities such as the US Department of Economic Development that's what you're about they got a federal department and I heard until they have billions of dollars this is the year to get it because if the last president comes back in as the next guy we don't get a chance for seven months to try to get that funding so please reach out to those folks and okay you got this wired it's inherent now in me I think you know it's like instinctual any other comments yep welcome thank you sir we'll move on then to item 5.1 that's our draft economic development strategic plan Crystal are you putting the mic there is it on here the file folder should be open for you with the presentation and can you also note in the records that council member Alvarez is present appreciate it thank you and his presence was here before he was here he's ever present he's ever present ever present that's why they call you a gift they're always present that's right must be must be present to present present present totally changes to the www on your website stop all the way to the music that's all we're still there talking about it you gotta look you gotta look that's good you do your job all right we're on business now that's exactly what we're talking about okay good morning everyone how are you good so today I wanted to start going over the actual implementation piece to the strategic plan so I know you've all been through multiple meetings many meetings and city council meetings on the full strategic plan. But for the last several weeks, we've been working on paring down and focusing on the actual implementation. And so we've put together kind of a draft of how we see the first few years of the implementation going. And we'd love to get comments from you on if that we're going in the right direction, if this is what you were thinking. So I'm gonna start with kind of the key areas of implementation. So the key areas that we see, and again, focusing down on the plan for these areas and also thinking about the staff that we have in economic development, which is two people and has always been. And the amount of work that needs to be done as I go through this to prepare us to start for these, to get ready for these attraction plans. So the first one is investment Santa Rosa attraction program. And this is the large business would be a large business attraction. Entrepreneurship and small business support, expansion of economic vibrancy. That's in that plan for the first portion of it, the implementation. We're talking about the downtown asset strategy, which is the surplus pieces that we're already having process and expanding on that program, as well as the reimagination of any vacant sites or dead zones that we have first in the downtown and then moving out to parks and looking at those. Oops, sorry about that. Okay, who's going to use this? Okay, so the next one and then the online platform, community investment programs we're going to continue with obviously, we already have those in place with all the ARPA support programs. And then the childcare support program, of course, keeping that going and in line. And then the online platform implementations, which we need to do quite a bit of work on. And I'll go through those a little bit. So first of all, online platforms, as we see it, we need to create one business friendly city brand over the years, over many, many, many years, 20 plus years. There have been different forms of city brands for a business attraction. I think I've found five or six so far over a long period of time. And so we feel the need to work on with the community as well and with the council on one specific brand that's city focused for the city of Santa Rosa on business attraction. That's kind of our starting platform. Then we need to create an online information services and toolkit center. So the one stop shop, we've talked about this for so many years in council. We would love to have a physical one stop shop where everybody can come in, they can get all of their needs met in one area and not have to go from room to room or different places. Unfortunately in the building that we're in right now, we've looked at many times creating a one stop shop and we haven't been able to do that in our current existing facility. So I see that as a little bit of a longer term goal as we look at a new building for city hall potentially in our future, which I'll talk about a little bit more in the coming slides. But for now, we think the way to go is to create a really, really fabulous virtual one stop shop. So everybody can go there, they can get all the information they need, what they need to do, create videos to do that, make it very user friendly. And that's gonna take some time. So this is all preparation for all of that attraction that we wanna do, that business attraction. We need a few software programs which Gabe and I are already down the road with looking at two specific ones. We need something for demographics. It's consistent demographics. We need something for land availability, which we have some, but we are looking at specific programs for that. You'll hear me talk about preparation of land for business attraction a lot. And then we need some tracking software. And so we've identified some software that we're looking at now and having IT review. And then we need to implement some online dashboards for tracking and performance. So we need to be able to report out to the community and to the council and just to our exact team what's happening. So like those ARPA fund dollars. I'm sure you all wanna be able to just go somewhere and see, hey, this is who got the money. This is where it is. This is how much we've expended so far. So we're gonna try and create some of those dashboards to make it really easy for you to see the metrics of where your dollars are going and where you've chosen to program the dollars. And then we're trying to put metrics to each section. So clear metrics so we can look at the programs as we're going through this over the next five years. And after the first year, after the second year, after the third year, really look at it and see what have we done good, look at our metrics. What have we not done good? What are our percentages for business licenses for whatever these metrics are and adjust the program as needed and be able to report out to the community and to council how we are, what we've done and how well we're doing. The big one for this is the investment as our attraction strategy. This is large business attraction, which we all know that the city, fiscal responsibility and fiscal improvement is a very high priority for the city. And this is a big thing for bringing in that fiscal and economic growth that the city desperately needs. So we need to build a whole program around business attraction. Again, going back to, we need to do all the homework to have to be prepared to attract those businesses. So we can't just go out and start using our playbook to bring business in when we're not prepared yet completely. So this is all the internal preparation until we get our playbook in order and start engaging it. And so there's a timeline and metrics that we've prepared for that process.  I'm happy to answer questions on it, but the big one I did wanna address is land development. We are not prepared as a city yet for land development in my opinion for not city owned land but privately owned land. So Gabe and I have been working on the whole team really on trying to identify land development. We're working with Ashley and with Jessica as the planning team to make sure that we can be nimble in our general plan because that's our biggest plan up here, right? And our specific plan, make sure we have what we need in there to be able to be nimble to change some of the uses on the land to be able to bring those businesses in because if we can't do the land use easily, that's a hurdle for bringing business in and what they're looking at. So there's quite a bit of background work that needs to be done on that. We need to identify key expansion areas. I like to do a business and we can do that in house of business gap analysis to see where we are. We need to look at if we already have clusters, if we already have the romerations formed and can we build on those? What do we have now? What are our top ones? How are those businesses doing? We need to know what the major operating expenses for those businesses are. So we've already started to make appointments to work with the businesses to find out what are their operating expenses? How can we help with that? How can we make that better or put an attraction plan together to make that better so that we're trying to inquire new businesses to come forward? We're prepared with all that information. And then here's some of the targets that we're trying to look at. The first year is mostly just assessments of the playbook. So we'd like to get that information compiled, share it with council, make sure we're going in the subcommittee, make sure we're going in the right direction, identify those target businesses, know where we already have those clusters, those automations, where we need to build, where our holes are, what do we need? And then start and hopefully begin the outreach in the first year. It's an aggressive plan, but we're hoping that we could get to that point. In year three of AL, it's a little closer to the metric. So do we have the increase in land readiness in year three? How much progress have we made in our outreach to businesses? And are the negotiations with business in process? Have we reached those points? Are we making headway? And then year five, which is the end of this plan is really stringent. So what's the percentage of our business licenses? Have we increased our business licenses? What's the increase in job creation? Expected tax increase and a full evaluation of the program and if it's working and where we need to go. And then if we're doing well and the areas we're doing well, we need to believe we need to work on implementation of to sustain the long-term growth, not just short-term. And so then we're on to entrepreneurship and small business support. This is really growing and helping out, supporting the ecosystem of small business in Santa Rosa and that's all over Santa Rosa. So building connections, creating partnerships, also looking for places where we can build workforce development in the small business or we can get students in for mentoring or students in for working to learn one build a workforce and one teach them how to build their own business. We're a plan to connect with the state, EDB is building a huge website right now that Raphael and I have been looking at that really has a lot of support for small business that's helped with building a business plan, helps with everything that they need, connecting the correct people and getting that information out with websites to know what they're doing and then social media support from the city, help with funding sources from the state and the county for their capital stock to be able to start a business and then really looking at immigrants, BIPOC and women, our premier is what are the hurdles? How can we help close that gap with the hurdles? And then again, the evaluation metrics. This one, because we do have a little bit more in place versus all this support year three, I'm really looking at the percent change in business licenses, the percent change in startups, a little higher metrics. How are we doing? Because we do have a little bit of a program in place now. And then economic expansion of economic vibrancy. This is, you guys have heard a lot about it at council. Again, this doesn't touch on everything in the economic development plan. We're hoping that we can start with these basics, build on these and then start adding in the things that we really wanna do as time is going on and as we're successful with our basic approaches. So continuation of the downtown asset strategy. So we need to complete the development agreements with the two developers that we have on the two surplus parcels that we've started, identify grant more grant funding, expand programs to address additional underutilized city property if there is some and what are those active uses, those alternative uses, start with the downtown and then move to the outer areas. Reimagining empty or dead spaces. It's kind of a big one. We hope in the years to come, as we're more fiscally able to, that we can set up a economic development or real estate fund to be able to look at those dead zones and do feasibilities in certain areas that we all agree need to be done. And then the last one, which has kind of been our long-term goal I wanna keep on there is to continue to assess city hall complex opportunities and where we can go, thinking about that one stop shop and thinking about a potential future redevelopment of a city hall site. And then again, measurements for each of those. Where are we with the DDAs in year one? Where are we with any potential identification of potential business opportunities to reimagine all those spaces that we have especially in business parks and some in downtown to really boost the vibrancy and get people in and around our town. Year three is hopefully thinking about a feasibility fund to look at those dead spaces and how we can program that fund for certain areas. We're hoping pre-construction will be started on our two surplus sites by that time. And then looking at the percent of empty storefront. So we do have to come up with that percentage which the software package that I was talking about earlier that Gabe and I have been working on will help us with those numbers now to get a starting point and then to know what our ending point is. And then again, community investment programs. We're gonna continue all of the ARPA funded programs. We're in the process of just giving out grant expanding the grants for the first, I think, seven, five, seven facade, facade improvement grants, the park grants and the placemaking grants. The child support program is still continuing and in place. We'll put some metrics in place for both of those and dashboards in place, facade, parkland, placemaking. So you can see where your money is being spent, how it's being spent and what have we gotten from this? What has the community gotten from this? And then identify outside funding sources to try and continue some of these programs. So we know, basically, we had the ARPA money which was fabulous. We don't really have the ARPA money and once it's expended, is there an outside funding source or grant to help continue with some of these programs? And then again, as I said, build on those dashboards so that everyone can see where we are and what we've done. And that's really it for what we're thinking about for the beginning stages of putting together the program. And as I said, Raphael and I and Gabe and our whole team have a heavy lift to prepare all of this information and get those implementation packages ready, get the, you know, all of our online networking ready and then looking for support from the whole city to actually do the implementation of the attraction program. So we'd love to hear what your thoughts are if we're missing something that's really important to start with. That's it. All right, you wanna start? Thank you, sir. For myself, I think it's more common to anything that I wanna make on this topic. One of the things that I've heard is create an environment where the entrepreneur with overhead costs and how they approach overhead costs. You know, and we're seeing and we're hearing about in the paper that we're seeing all these businesses leave our malls and from business aspect of it, it's not so much what the overhead costs are, but it's more of the potential of revenue. After all, if you're charging me a thousand dollars but I'm making a million, a thousand doesn't sound that big, right? But if I'm only making 800, you're charging me a thousand, that seems to be your problem. So for me, it's more of what are we, and I'm speaking from the business owner's perspective that I'm offering here, what are we as a city of Santa Rosa doing to attract customers to our downtown corridor? As we all understand that downtown corridor is the jugular of all shopping centers of Santa Rosa. So I really hope that that maintains to be the focus. And it sounds like it is. And one thing that I believe I had a conversation with Gabe on in city chambers is what are we doing to approach the business owners themselves? And I believe that's, and it was a great response from you, Gabe, that that is definitely being implemented into the strategy moving forward. And I hope that it continues to be the strategy moving forward. So I'm grateful the high level stuff. I mean, I just have some more minor things. In terms of when we're, and I don't know if you can do this or not, but I'm just gonna throw it out there. In terms of assessing the future of the complex, the city hall complex, I'd prefer a prioritization of redevelopment over relocation, just because I don't wanna get to another point in 15 years where we are now, where we move to another place and then there's deferred maintenance and we're going like that. I think if we, I'd like to look at redevelopment, I don't know if that's getting some sort of windfall or an exclusion negotiating agreement or whatever it is, but I'd prefer that just to be able to start a new and then delaying where we are by another 10 to 15 years and putting preferably not us as elected in that position again, but some other future elected in that position. One thing I did wanna see and it just kind of came into mind was is downtown connectivity find maybe it's sort of a bridge. Cause I know, I know most of us are like, look at the mall and like, hey, if there's some way we can redevelop the mall and maybe open it up, get a pathway between. So it may not be a long-term goal, but more of a bridge from now until whenever that may or may not happen, but find a way to make connectivity between railroad square and courthouse square a lot easier and a lot more attractive. I've heard ideas thrown out there from everything from Chris and I's favorite electric car, remote electric car that we saw to trollies to whatever, right? Horse drawn carriages, I don't know but something that can get people from here to there easier than having to go under an underpass or throw parking for the official record.  And for the record, our city manager said it was not feasible. Yeah. No matter how cool it was, but I'd like to see something like that just as a bridge for right now. I think both, I hate the bifurcation of railroad square and courthouse square, but I think if we have to say it, both sides would be happy with something like that, moving patrons from one side to the other with ease. And yeah. No, that's, so one of the things that I really appreciate in the plan was the activation of, you called it, I think dead space, but I'm even thinking owned space that has future plans potentially slated for it, but isn't there yet? Like so for example, along our square, there's some spaces there that might be able to host a pop-up park that could bring parents and kids down to downtown to Eddie's point, help drive additional revenue or generation for our businesses. So I really liked that. I'd like to see that sort of explored a little bit more what opportunities that there are there and understanding as I'm looking at the attorney, yes, liability, I get it, and we can come up with a program or a plan. Talk to me a little bit about how we're going to approach emerging markets or emerging opportunities. Are you envisioning bringing consultants to help us with that? Are you thinking that we'll do that internally? How do you see that playing out? You like, oh, I'll go first and then feel free to add, Jill. I think that that's an excellent point when we have a very small but mighty economic development team it becomes an issue of the amount of hours in the day. I think when we get into our smaller community and creating those relationships, it's really important to not have a consultant involved in that. Those businesses need to understand that I'm there and Jill are there to handle those issues. The small businesses need to know the same. I think where it gets a little more challenging is when you're trying to find emerging businesses in other areas where you're canvassing those opportunities and understanding, are they going to work in Santa Rosa or not? And that's where you actually do benefit from a consultant-driven exercise because they have their finger more on the pulse of really what's happening regionally. So we're gonna have to figure out the balance of that but I think it's really important for the team to put the face on it and go out to where people are and get on a bus or plane, go talk to businesses about Santa Rosa. Do they understand what we're doing? We've put a lot of housing units into the market here and what comes next from those housing units? Is it more of a movement of goods? Is it more of the business falls behind that? We have to understand what those trends look like and that needs to be the core group. And then that supplemented by I think special studies to understand more of those regional things that are happening throughout the nation at the state. So later today we're gonna start discussing next year's budget. Is this something that we need to flag in that discussion because by June, by budget adoption, will we feel like we're in a place with this plan where we can start to fund different aspects of the plan that we wanna see roll out in year one? So I think where we are at this point, we have some initial funding for the plan and the implementation strategies on the plan. And right now in year one, it's more or less going to be a focus on building the infrastructure and the foundation of that. We'll pull together the pieces, we'll have a better understanding as we get through year one on what the actual internal resource needs are and what the external resource needs are. So I think as we go through it, we'll know a little more as we get into this fiscal year discussion, but they're happening rapidly. We'll more likely be looking in a next fiscal year sort of conversation to truly understand what sort of resources we need because we do have budget that we're working in in that beginning stage. And I think the importance of having Jill and I and the rest of the core team understanding, it is a two-person team, but it has a village behind it. And when we've been talking about a one-stop shop, we start talking about other resources in the city. It becomes sort of a coordination effort. And as we understand what that coordination looks like, then we can start identifying the resource needs in the various areas, but it is going to take a little time to uncover all of that. Okay, and then I know a couple of years ago, EDB did a analysis for one of the things that they said was a huge opportunity for Sonoma County in large was investment in women-owned and BIPOC businesses that that was seen as the biggest opportunity for growth economically. It also dovetails very well with our equity goals in the city. How do you envision that playing out in this plan and how do we craft some of this specifically to help women and minority-owned businesses? Yeah, we've got to reach out and we've got to do some surveying and we've got to get some connections in place. We need to find out what the hurdles are. I mentioned it earlier, and then we need to start addressing with the county and the state how we can meet those hurdles. So we can't do it alone as a city. We don't have all the funding that we need to do it, but we can with our partners. And so that's a huge priority on our part of moving forward. Yeah, I think one of the things that I hear over and over again from business owners, especially small business owners, is they're so focused on their business that sometimes it's hard for them to be involved in these discussions or to even go and really figure out what resources are available to them. And so making sure that we're crafting this in a way where we're also being really proactive in reaching out to talk to folks about what's available, but then also being flexible enough to say, what do you as an individual need with your business? Yeah, and there's a lot of resources available. I think that a lot of people are not aware of. There's some newer ones too, especially. So we've been trying to gather that together. And not only, I spoke to the library yesterday about getting some help from them on this. I think a lot of our outside partners can help us to reach out to those people and to get them the information that they need and the help they need, especially on business plans. That seems to be what I keep hearing even in my real estate job, what I'm hearing over and over again is the business plan issue. And there is help for that. So really just connecting, connecting the dots is gonna be really important for us. Yeah. Yeah. Interim Deputy Director of Economic Development. All right. Acting. Acting. Okay, sorry. They're legal implications. Yes. Okay, so that leads me to dovetail kind of off of Chris's question about resources. And as we start the plan, the budget planning process, this is the altogether fourth meeting. I think this has come before either the subcommittee or council.  So for me, and this may be an assisted city manager and a CFO question is, I think going into the budget process about how we implement this, knowing what the economic development department looks like is gonna help me understand budgetarily what kind of resources we're gonna put towards it. I love our team. I love the small but mighty attitude. I prefer not to be small but mighty. I prefer to be a little bit more robust than that. If we're gonna take on something at this level in terms of how complicated it is as well as how important it is to our community. And I mean, the first discussion we had was economic development touches everything from childcare to housing, right? So this is a hugely important document and plan that we're putting together. So if we're gonna put resources towards it financially, I need to know what kind of resources we're gonna put towards it in terms of person power. Yeah, and I know we haven't been quiet about, I know we've got a structural deficit with the city but we also have one-time funds that are still sitting there. That we see this, I see this as a council member as an investment that should grow the whole pot. And I'm perfectly comfortable if we need to use some of those one-time funds that are sitting there above our reserve policy to focus on economic development. I think it'll pay dividends for us long-term. Thank you, yeah. Have we seen for being repetitive as what I'm about to speak is both what I've heard from my fellow colleagues as well as from staff. And it has to do with the one-stop shop and how important that is and how vital that is, especially if we're talking about woman-owned or a BIPOC community-owned. It's a level of education understanding from those that might not know how to fill out that form. And for Rafael, you've seen it in Roseland prior to the annexation of Roseland and South Park, how important our bottle. You were to really the growth of Roseland specifically. So for me, it's really not who's in the room but who definitely needs that assistance moving forward. And taking account that it is an opportunity zone, again being repetitive, the efforts that we're putting forward to providing those resources information to that same community and how important it is for us to be able to be effective in those efforts as well. I also heard my colleagues support an autonomous trolley system. Absolutely. Why can't it go just a little bit more Southwest and then come right back? Or just electric overall. All right, let's go to a public comment then on this item if there's nothing else from staff. Yep. Going away from Roseland. You gotta move faster, you can, you got next. Emoryville has a thing called the Emory Go Round, okay? And it's been operating very successfully for decades. So there's things that you can do like that, specifically regarding the downtown area. Almost 14, 15 years ago, maybe longer someone proposed Sunday streets where you closed off 4th Street as you do during the Thursday or Wednesday market and that you do that on Sundays and allow people to have walking streets. Decades ago, there was a downtown task force. I think it's about 30 years ago almost and they put a report together. I started coming here and I listened to downtown business people put the kibosh on these types of things that you're now talking about. So I would ask for you to lead the business people in a way to the promised land. Let them see that these economic development measures that Rafael and others are talking about in Roseland are actually going to be helpful in the greater picture. Then there's a woman by the name, I forget, I don't want to misquote her name. La Texanita is the name of the restaurant on Sebastopol Road owned by a nice woman. Alamindis. All right, Alamindis. So the thing of it is is she and another young woman who's on the Roseland School Board could be the leaders of this Roseland economic development effort, whatever you decide to name it. And then they have already been talking with me for a decade at least. And you have Mr. Navarro at the sazon restaurant out of Peru. There's a lot of people from a lot of different countries over in Roseland. And they're working together. What we need to show them is that the city is going to be supportive of the efforts they'd like to take and that it's not a top-down type thing. So perhaps you could have a forum that wouldn't cost money. This happened in the past with Mr. Alvarez bringing some of those business owners when they had El Marcalito that was happening before it was destroyed. These are the dilemmas we face because we get an initiative going and then it breaks down. So if you could now start this initiative with your strong crew, Rafael, Ms. Scott and Ed to go out there and entice these women-owned businesses to let them put together a woman-led economic development business group out there. And then there's a lot of people from Somalia, Eritrea and long from Southeast Asia and Vietnamese. We can get those folks involved when they see that you're welcoming to them. They're already doing things but they put their money into their own ethnic groups financing programs which they have. So if we can show them to come to the city and work together with you folks on what you wanna do and I'll be putting the good word into the Roseland review that Mr. Alvarez and Mr. Rivera are reaching out to the Hispanic community and seeking volunteers. And I'll make sure everybody knows there's no money involved. There never has been money for Roseland. It will be, but we can make it happen with what's that called, social capitalism. Okay, thank you. I'm a gig hideout resident, homeowner of a record's neighborhood. I own two businesses and also part-time city staff. I'm not working today. So I wanted to address the issues of evaluation and the criterias that you have throughout there. I've been a professional evaluator and questionnaire designer and all that. I'm not pitching myself right now but I noticed some of the, I looked through the whole thing and it's everywhere, which is perfect. And some of them are pretty specific, which is good. And most of them are very generic and not defined yet, which is because you're not there yet. But what I wanted to say was that in order for any kind of evaluation indicator to be useful after all is said and done, it has to be very specific. And that takes a lot of really thinking. And most of the time people say, okay, we'll get that at the end and see how many you've done this. But at the end, sometimes you don't really have the detailed kind of question that, well, this way or that way. So you have to get those indicators in there before you start the implementation. And that takes a lot of thought and it often takes somebody outside, a consultant or someone who's not already into your mindset to say, well, how do you know that they're actually doing that? So anyway, my point is just that don't just put off the evaluation and the definition of the indicators towards the end and think, okay, we'll just add everything up and see how we did. It's gotta be designed in the beginning because sometimes you need to get that data when the customer comes in or when you make the contact or whatever it is. And that might only be one question or two questions, did you do this, did you do that? Okay, boom, we got that in there. And now you've got data that you can use at that evaluation at the end. So I just know that most people think, oh, I'll ask a few questions, we'll find out what's happening and it'll all be good. It's not that easy. And it really takes thought of breaking it down into like, well, how would we know that we got new businesses, but did we get the kind we were looking for? Are they really creating economic development or are they losing? And should we count that? So you can get deeper and deeper into it. And the problem is if you try to collect too much data, then nobody wants to answer any questions and it becomes a problem. So how to focus it into one or two questions that only takes 30 seconds to get that data and then later on down the line, you present a report that's not just interesting, but gives you a strategy for, okay, how do we build on what we did well and change what we didn't do so well? So that's my pitch. Thanks, gang. All right, I'll bring it back. Anything additional from staff? I think I have a comment, I think. So there is a pilot, I'm in the steering committee for a pilot trolley project and it's in partnership with the DAO. And the plan is to bring a trolley that we're so called around Breville Square and downtown sometime between July and October. The DAO has identified some funding to fund this trolley. They're also going to apply for a community promotions grant. But we're getting to the stage where we're going to find out what the lease cost is and bring the trolley up here eventually with the help of the DAO. So that's what we call responsive staff. There we go. It's okay. And one quick comment too regarding the entrepreneurs such in addition to business planning, they're also very interested in learning more about marketing planning and definitely access to capital, low interest rates. As I said, capital would be an ideal organization that it's out there to help a lot of these entrepreneurs but many others like Cressair would be ideal as well. Well, one good thing he left but I was going to give Dwayne some credit for Jada by mind on something that I've seen before and not to get too specific but when it comes to entrepreneurship and BIPOC communities, immigrant communities, one thing I've seen in Los Angeles and San Diego is basically the pooling of resources. So instead of someone from East Africa saying I would open a restaurant by my own and trying to fund it and everything, they open, this is just an example and you can do it for multiple reasons they basically to get a cafeteria and so it's like a retail space and they put five different restaurants in there. So you walk in and there's chairs and tables everywhere and you can go over here, East African food over here, food from Michel Kahn over here, Indian food. I think that's something that we as the city could help entrepreneurs kind of get to because I don't think a lot of entrepreneurs especially among immigrant communities or marginalized communities know that those kind of opportunities exist or it could be mutually beneficial. Yeah. And if I could add to that, I know that that effort was definitely made with the Mitote or Atiange which will be a word in an old language to say of a market and it was definitely beneficial. We actually saw some of the business owners move on and occupy other spaces within the city of San Jose. So it's definitely the incubator program that we see being very effective. I was just talking to San Diego and San Jose about this week actually and they have some great examples. Yeah. Responsive staff indeed. I know. All right, any final words on it? All right, with that word adjourned then thank you everybody. Thank you. Thank you. Thank you.


Hello everyone, I am Rahul Patil, Assistant Professor, Department of Mechanical Engineering, Walchand Institute of Technology, Solapur. Today we will discuss about projection of triangular plane. At the end of this session, students will be able to draw the projection of triangular plane. Now, consider the question, a 3060 z square is its shorter side of 50 mm length in the HP. The plane is inclined such that its top view is an isosceles triangle with the shortest side 40 degree inclined to the VP. Draw the projection of a plane and find its inclination with HP. Now read the problem and note down the given data. Here 3060 90 z square is given where shortest side is 50 mm length and it is in HP so that its primary position in first stage z square is drawn in the HP. Now shortest size 40 degree inclined to VP. The inclination with VP is drawn, can you answer this question, where is the inclination of VP is appear, inclination with the VP is appear in the HP. Now shortest side 50 mm and is in the HP. Now inclination with the HP you have to draw in VP and inclination with the VP you have to draw in the HP. Here instead of inclination in second stage they have given the case that it is isosceles triangle. In that case you have to draw the isosceles triangle in second case. Now first draw the x y axis name it as x and y then mark VP and HP. Now draw 3060 z square where AB is 50 mm length remember this AB is in 50 mm length this is the z square. Now draw the projectiles from point AB and C for drawing the front view here A and B lie on straight line it is a single line so that single projectile will appear similar way from point C projection is drawn. Here you will get two points A and B on a single projectile similar way point C is appear. Now join A to C this is the front view for first stage it is a line view. Now in second stage instead of angle they have given the condition that top view of the object is isosceles triangle what is isosceles triangle isosceles triangle is that whose two sides are equal so that draw the isosceles triangle in top view that is in HP in second stage for that draw the projectiles from point A and B where you will get directly distance A to B similar distance you have to mark from B to C so that two sides are equal and you will get isosceles triangle in top view. Now project point A and B in front view again in single projectile similar way for point C now how to draw front view for this condition here A to C distance you have to consider you will get this distance measure A to C take into compass from this point A to B cut this projectile which is from the point C so that this distance must be same what is the procedure measure A to C distance for this is the base point from this base point draw cut the this C's projectile you will get this C point and here is the theta you have to find out which is the inclination with the HP now third inclination with the VP is given this inclination side A B is drawn on this incline mark side A B is drawn on this incline mark mark A B C point now draw the projectiles from point A that is here you will get location for point A again point B here point B is on the same axis that is A B you will get second point as a point B again draw the projectile from point C similar way draw the projection from point C intersection point will appear as a point C now join A B B C and A C this is the final stage now answer while drawing all these things remember that at the end you must measure this angle because in question they ask the inclination with the HP here you will get inclination with the HP measure this inclination and write down where you solve the problem remember that instead of inclination with the HP they have directly given the position of triangle A B C that is isocellular triangle from that isocellular triangle you will find out the inclination that is the theme for the problem now total problem is like that where this is 60 30 set square top view is appear as a isocellular triangle from this isocellular triangle you have to find the inclination with the HP in third stage inclination with the VP is get in the HP remember that if inclination with the VP is given you have to draw it in the HP and similar way problem is carried out these are the references thank you


I can't just start. I can't do it. Okay. So good morning. It's 10 a.m. in lovely Czech Republic. Everybody had a hangover from yesterday's party, I guess. No, we're still at home. Maybe next year. So operate first. How to open source cloud operations. That's something that we touched on yesterday at the keynote. I don't know how many of you have been there. I talked about it last year. I talked about it at DEF CON. That's something that I've been working on for the last 1.5 years or two years or so. And it evolved from one idea into something larger than that. Maybe it's I have confirmation bias or something. But I think it's actually a paradigm change. Something to re-envision open source in the cloud age. And I will talk a little bit about the philosophical underpinnings, how we came to that conclusion, where it all started, and basically the mindset behind operate first and what it actually means. And then I will go into the state of the systems, the state of the community cloud that we are actually running. So it's not just something that we talk about, but it's something that we actually prototype and implement, which doesn't mean that we should be the only ones implementing it. So it's really a call out to action and a phishing for new members in that community and contributors. And finally, I'll also talk about community metrics, how the community is composed and on what trajectory we are. This is my corporate picture. I'm a senior manager at Red Hat in the office of the CTO. So that's super nice because we can play with things that are completely open and that's envision how the state of affairs looks like in five years from now. So it's a little bit of a startup culture and playing with toys and stuff. I'm working on open services and how well open source can impact services. I worked on AI and I've worked on AI ops. I think all mesh very well together. Without AI in the future, I don't think services will work. Anyways, this is my picture on the internet. I'm a, what does it say, old school open source hacker and demon zombie slayer at B-format and Red Hat's office of the CTO. So let's to get some credibility from the cool kids. Going back, I don't know how many of you saw that thing. Like what is it, 30, 40 years ago? I certainly did not as a grownup. I did an internship at IBM and I was like 11 years old and they took me into the mainframe room and there were these cabinet sized machines and only with one terminal. And actually that's what computers were like. You would order a large rack, large set of machines. IBM would deliver them and you had this interface to these machines and you could pick up the phone and say, IBM, I need more compute power and they would go into the machine and enable one more CPU or one more something. And the only thing that you got was that manual to interact with the machine.  So you cannot really innovate on top of it beyond the manual and beyond what the vendor allows you to it. And we all know this story. Then Linus Torward said, oh, I actually want to hack on that stuff. This manual has defined system calls. So I would just re-implement those system calls. And hello, my name is Linus Torward and I have renounced Linux as Linux. So that's happened. And that's brought this whole open source community, free software, and people got together and innovated on top of it because suddenly we had this contributor file. We had people that just used the software that, let's say 100 people use the software and then people were asking, so how can I contribute? And they, maybe they write an issue, maybe they talk to the community and the community people that actually implement stuff do those fixes or maybe they contribute their fixes themselves. So you have a funnel where out of 10 out of 100 people using the software, maybe one person actually contributes and contributes code to the software. Not saying that the other contributions on top don't matter. They all matter because you also need users as a feedback pool. But open source actually made it possible so that the contributions flow right into the code. Now today we are in a similar situation. The age of cloud has dawned on us, the age of scale. I think we're going back to mainframes.  I'm not using a local mail client anymore. I'm using a web based mail client. I'm using documents in the cloud. Basically I could just use a tablet to do all my day to day work. Although I still have a beefy machine to do some coding from time to time, but it's still only small parts of the whole setup that I'm doing locally and then deploying into the cloud. So you will never run a whole setup on your machine. And if so, it's always in a downscaled version of set software. So the times where we just did configure make and then we had the full stack running locally, those are gone. And in order to develop against a cloud setup, you want to have that stuff always running. So suddenly availability, scale, performance, basically everything that touches operations becomes equally important, if not more important to you or to users. Because in the end it doesn't matter whether you're coding against a PostgreSQL database, a MySQL database or a Redshift database from AWS. You worry about a database that is available that you can use. And this is a tweet from a person, Matt Assay, who was working at AWS, I think he moved on. And he said, what happens if you open source everything? That's exactly what Yagabyte, they are doing a I think the database thing, did when it's dumped open core to instead release all of its code as open source software. So they were not selling just parts and they were not distributing just parts of their software as open source, like the open core model, but everything as open source, which is great. So suddenly you're not trying to make money out of a reduced feature set, or an expanded feature set, which is enterprise ready, but you're basically giving everything to the community. Offering customers a managed service. How's it going? Blah, blah, blah. And if you really look closely, is everything really everything? No, the important part why and how they can make money from their software. And it's good that they make money out of their software is not the code, not the features of the software itself, but it's the availability of the software so that they are offering it as a managed service to customers and that they operate it. And they certainly did not open source their operations. So you cannot go into Yagerbyte's back office and look at the issues there, why the API call didn't perform good. The only thing that you can do is file an issue, say, hello, this is running slower, or this is cancelling with a four or four error or five something error. Can you please look into it? So it essentially trains this nice funnel that we had previously. So you can still use the software, you can still use the service, but you're basically stopped at the boundary of contribution. I even bet that the issues that we're opening against those nice services running in the cloud are not open because only the back office can see them. So I cannot see into which issues other people ran for that cloud service, unless they maybe post it on Stack Overflow or someplace else. So I'm essentially limited with these hyperscalers, which is bad. So that's the bold statement that I put out there. If the value in IT is an ops, an ops are proprietary, then open source has a problem. And that's how we started out with this operate first paradigm. We needed to build operability into our software. And essentially also to ship software to customers, so that customers don't run into issues that the community or the people that built the software might run into. So basically shift left in your development cycle includes developments, includes QE into your development pipeline really as early as possible to understand and to discover operational problems, to fix them before you ship them and to also deliver software more in a service in a cloud fashion where we have updates and upgrades continuously and not just release cycles every quarter or every year. You get a new update which fixes bugs, know what you want to have continuous integration and continuous deployment, maybe also for the software that just works over the air. Operating your software in a cloud environment, in a cloud native environment, in a hybrid cloud environment as people, as operators doing stuff and then codified as operational, codified the operational knowledge, built into the software. People from the cloud native world know this term of operators. I think it's just a concept, how we codify this operational knowledge. Boom. So say it in another, in more, in another way, operate first is a concept or an initiative to operate software in a production-grade environment, bringing users, developers and operators closer together. And at Red Hat we try to establish, operate first as a basic tenant, just like we have upstream first as one of our tenants, one of our principles, how we operate and how we, how we build code, how we build software. Now, one part, one fun part of working in the office of the CDO is that you can re-envision stuff and you can take a step back and think about what are we doing here exactly. And I think it's really using the power of open source and apply that to these new domains, to operations and to data and maybe also to even higher up the stack. So in this case, open source applied to that context means that you have read-only access to all the data, that means issues, that means metrics, that means logs, that means deployments, artifacts, basically like you can have all access to, to all data, all artifacts regarding a software setup, a software project, you can read the GitHub issues, you can read down to the code, you can see their build pipelines, a cloud setup and then deployment, all the data expands to exactly this, logs, support issues, incidents, but also making it really easy to onboard people. So don't stop or don't require really, really specific knowledge for people to come to your community, but also embrace just users of your service and make it easy for them to grow into power users, grow into contributors and have something for the power users already. So on that whole scope of beginners to experts, you need to embrace people coming to you, essentially to establish that that contributor funnel, read, report and resolve issues. So on the community side, what personas are we targeting? It's certainly those that operate the platform, that operate software, the workloads on that platform, the software stacks running there, the developers that develop parts of the platform, so a Kubernetes developer would be part of that community, but also somebody who develops a workload running in that community. People that use the software because without users, it would be a sad deployment, nobody would use it and you wouldn't run into those edge cases. So you need to expose it to people because they will click the buttons in an unexpected way. Product support meaning that also encompasses documentation and so really find something out about the user experience. Maybe it's not so obvious how you would envision this feature to be used. Architects, software architects. I think it's more like LEGO bricks these days where you build something new for a new vertical or new use case and you take bits and pieces and just stick them together differently, put some glue in there and usually we do that with a dedicated demo environment for a use case where you have to build out these 80% from the bottom and in this environment you can mix and match stuff and have it long running in a community environment. And finally also why we love it AIObspots so that at some point they do most of the tedious work and the chores and we can enjoy funnier stuff. No, that stuff is also funny, but even greater stuff, I don't know. So in one sense it's a hybrid cloud environment with full visibility into the operations center. It's something that you can really touch and this is this URL where you should go to operate-first.cloud that's your entry point into our system. So what are our systems? The environment consists or we started out with a bare metal deployment at the Massachusetts OpenCloud MOC that's a university or a collection of universities in Boston University in Boston and that's like I think it's 20 nodes with some bvcpu so it's 150 cores or maybe 300 cores. I'm not 100% sure but it's not small and we extended that to a deployment in Germany where we have some cloud bare metal deployments and we have deployments running in AWS. So it's already a hybrid because bare metal on-premise install and cloud install and multi-geo because US cloud and EMEA deployment. So that's pretty advanced and we're extending that to other universities and other clouds. Now that's already super cool that you have such an environment which is operated in such a fashion. You can see how people are running clusters, how they are deploying and managing clusters but you also want to run stuff there and we started out with open data because of the shared history with the team that initially started this environment and because we had users there so an open data hub is being operated at scale in that environment. We always upgrade to the latest and greatest version and we have users using this environment and although it's a non-SLA environment which can go down at any time we still have some nines of uptime so people can actually work there. We have project Thoth running there which is AI guided dependency management and software stack resolution and which also contributes CI CD pipelines and bots for your day-to-day software development needs. We have some stuff out of the python and the java world, apcureo, quarkus and pulp which is a python index all running in that environment and used. So actual stuff there and in order to deploy and manage those workloads we obviously need management and automation so we are creating and curating an environment where GitOps is lived and practiced with a mindset that is forward looking where we say okay let's do it right and don't care about legacy system. We can always we can always scrap it and try out something new where we think the future is going to and where the best practices are leading to. So we're using advanced cluster manager for deploying clusters, we're using argocd for deploying workloads and we're using prow for CI jobs, we're using tecton for CI pipelines etc and we try to treat everything as a service and embrace the concept of operators because that's where the future is going to and that's how you would deliver parts of your project. In a more stable production environment you would have a hard time convincing your operators to run a better version of an operator. Here you can just contribute that operator, deploy that operator with the ops team and see if it breaks, probably it doesn't break the whole setup otherwise you would roll back and offer that service, offer that operator as a platform service to users or to power users yourself and get immediate feedback and last but not least and I think that's the most valuable part because it encompasses this notion of we want to share knowledge, we want to act as a catalyst of a community where you come to it and see how stuff is being practiced. So you would see those blueprints, those best practices documented, how to manage secrets in your setup, how to do alerting for a multi cluster setup. All these decisions are noted down and are captured in architectural decision records to go back to and either read up for your future self or if you need to set up such an environment and the operational data that's being captured there, all the metrics, all the logs, all the incidents are also there and people that want to train AIs or models can use these as a data set for doing AI ops or if you have a similar problem that you're running into you would google it and maybe you are directed to a github issue where we already debugged a similar problem and you can follow along to the post-modem of that issue, how we recovered and maybe fix it for yourself. So I'm not aware of anything like that where you would have a larger set of actual operational data available for free which is not just a snapshot of revised data from a setup but that's long running data available of a real production environment where we add data and metrics of the current state of affairs. I re-rend these numbers or I re-rend these numbers, I cannot execute Jupyter notebooks anymore, that's how far of a senior or senior or old manager I became. So these are the metrics from 2021, we have still 26 repositories in our community and the number of external contributors versus internal contributors actually increased. So a couple of months back we had like 80 to 20 and now it's more like 90 to 10 as a ratio which is great. So 232 external contributors plus 28 internal contributors makes a total size of 250 people running in this or working in this community and we have a steady line of issues or an increasing line of issues there. So it's luckily it's not a hockey curve so it would become unsustainable at some point but it's a nice and steady slope going to the upper right. We had a peak in in January that's probably because people are coming back from the PDO and realizing oh I need to actually my new year's resolution is to open more issues I don't know but it's going up so we have like 150 issues per month being created and this is the numbers across repositories so obviously the apps repository this is where we store all the deployment manifests basically the whole setup of the whole cloud environment has the most churn and there are 1500 issues created over that over that time and then the support repository that's number three here has also some good issues good numbers and the orange part is the external contributors versus the was it the internal let's see yes orange is internal which is not which is wrong here so orange is the external part and blue is the internal part so you see most of the oh yeah two minutes I will make it in two minutes and obviously you see most external contributions in the apps repository for people onboarding their stuff and for people asking questions in this in the support repository and contributors by issues that's a similar pie chart then previously that's a little bit in the reverse where most of the people internally in that community are working on the issues so here we have an 80 to 20 balance 20 people external 20% of the external people actually working on issues and 80% of the internal people working on these issues which is normal and which might be also not so true because at some point somebody external just is invited to the GitHub org and becomes an internal person so that will probably always stay the same that ratio so now it's the call to action go to operate-first.cloud and just browse around if you are familiar with exploring GitHub projects that's not different we have these GitHub orgs and you see the issues and see what's going on there and you can deploy demos because the only thing that you need is a GitHub account to access all the clusters so you can go there right now with your GitHub account and go to the web console of an OpenShift cluster this is the website this is your entry point for a developer this is the entry point for a operator for an SRE person and up there in the corner the black and white issues not visible with bad eyesight but the matrix one is the pop-up for the OpenShift clusters for the clusters the GitHub icon the Slack icon in our YouTube channel which has also a lot of content boom that's it thank you thank you Marshall for your amazing talk and I hope my mic is clear yes your your audio is clear now that's much better thank you for listening and thank you for showing up so early yeah weird we had one question but it was already answered in your slides so I think we're good thanks again good have a nice day you too and looking forward to see you in person next year bye-bye


Everybody forced here ripping two boxes of 2022 top scrum black baseball for Chad tea. Let's get it Chad. Let's find that super fracter Avocado bacon and tomato on yep, that sounds great The best part about avocado toast is you can you can just build it. Yeah, you can put an egg on top if you wanted to All right, here we go. Hobby by as Jram your refractor of boba chef Numbered 179 of 199 and Refractor auto it looks like of Ryan Mount Castle 147 of 150 That's funny. You mentioned Gorgonzola blue the same restaurant that the same barbecue place had a blue cheese coleslaw that we Put on like pork sandwiches. Sometimes that was ridiculous the box to jaren durand rookie base Rain and marsh rookie is a Philly a green atomic refractor Jose Ramirez Avocado everything bagel seasoning. I'm about that too 62 and 99 of the Jram and a refractor auto a Palm oliter 21 of 150 Solid couple of boxes there chat. Thank you again. We'll get these out to you


Hi, and welcome to our session. Let us discuss the following question. The question says that radii of the circular ends of a frustrum are 33 centimeters and 27 centimeters. Its land height is 10 centimeters. Find its volume and whole surface area. Let's now begin with the solution. We are given that land height of the frustrum is 10 centimeters. And radii of the circular ends are 27 centimeters and 33 centimeters. Now for the dominant volume of the frustrum, we have to possible find height of the frustrum. We know that L squared is equal to H squared plus R2 minus R1 whole square. L is equal to 10 centimeters, and we have to find H plus R2 minus R1 whole square is 33 minus 27 whole square. Now this implies 100 is equal to H squared plus 36. This implies 100 minus 36 is equal to H squared. This implies 64 is equal to H squared. And this implies H is equal to 8 centimeters. So height of the frustrum is 8 centimeters. Now let us find volume of the frustrum. We know that volume of a frustrum is equal to 1 by 3 pi H into R1 square plus R1 into R2 plus R2 square. Now substitute the values of H, R1, R2, and pi in this. So we have 1 by 3 into 22 by 7 into 8 into 27 square plus 27 into 33 plus 33 square. This is equal to 1 by 3 into 22 by 7 into 8 into 729 plus 891 plus 1089. And this is equal to 1 by 3 into 22 by 7 into 8 into 2709. On cancelling 2709 by 3, we get 903. And on cancelling 903 by 7, we get 129. Simplifying this, we get 22704. So volume of a frustrum is 22,704 centimeters cubed. Find whole surface area of a frustrum. Now whole surface area of a frustrum is equal to pi L into R1 plus R2 plus pi R1 square plus pi R2 square. Now substitute the values of pi L, R1 and R2 in this. So we have 22 by 7 into 10 into 27 plus 33 plus 22 by 7 into 27 into 27 plus 22 by 7 into 33 into 33. This is equal to 22 by 7 into 600 plus 729 plus 1089. This is equal to 22 by 7 into 24 by 8. This is equal to, here we will have 22. And simplifying this, we get 7598.8. So whole surface area of the frustrum is 7598.8 centimeters squared. This is our required answer. So this completes the session. Bye and take care.


Good morning everyone, it is Wednesday morning, like 6.30 am, I'm just trying to get some work done before I go to class at class hot, so I get like 10.30 to leave like 5.45. Yeah, you guys are enjoying the vlog minutes, so today is Wednesday, Wednesday, one of my favorite days of class, we have a teaching in the morning, then lunch, and then we have our tracks. I'm gonna try to vlog more in school because I've done a bad job. These vlogs are about to get so much better because I'm about to like just have more fun festive things to do. There's one so far that I had like finals and stuff, which I still do, but like I have like less of them. Actually, I have a lot to do, not that I'm thinking about this, but if you guys are here, subscribe. Yeah. It is now like 8.40 am having some upload problems, which is annoying, but I got a lot of work done. I'm gonna go while this is like fixing and get ready for class. I hate when I have this stuff because I found out like later, so now I'm like, I don't even have to put a fix in before I leave for class. Wow, look at this angel. Very cute cocoa. My tree. So cute. Hey guys, here's my outfit for the day. Blocks, water, block like leather pants, sneakers, block coat. My hoops are in my car again. Someone put those on and then I just pull my hair back with some barrettes. And that is it. It took me like literally five minutes to get ready today. My video is still not re-uploaded, which is really frustrating. It's just taking forever, so I'm gonna have to leave for class and then hopefully like upload it there and then just hope for the best, I think. I like hate upload difficulties more than anything in this world, so awesome. I'm only a few minutes from school. I'm gonna be a little bit early. I hope I can get this uploaded there before our teaching starts, but we'll see. Whatever, at the end of the day, it's gonna go up at some point. Passing the Grove. I love the Grove at Christmas time. Every other time I'm like, hmm, it's a lot, but during Christmas time I'm like, this is great. I literally feel like I feel the most myself when my hair is like this, which this needs to be fixed. And I'm wearing hoops, and when I have my leather jacket on, probably two, but ooh. Guys, so on Friday, I'm hosting a Christmas party, which is gonna be a pretty big deal.  Okay, look at our new vlogger. Wow. Good for you. I wonder how good this lighting is. The lighting is really good. Guys, get it back on. Look how great this lighting is. He's just like a dragon. Just sitting on the hat. It's the hat. The hat is back, everyone. No, no, no, no, no, no, no, no, no, no. He has the umbrella. Yeah, but it means too many figurines. You're the only person I know who carries the actual umbrella. Just take it. Here you go. Okay, guys, we're at our lunch break. Going to get sweet green. Angel. Sorry, I was walking your face on accident. Thanks for the little jump. Whatever. Got a beautiful Hollywood bull. Never had one before. My first Hollywood bull. Amazing. Time to get coffee. Guys, so when we were filming that clip in the store or in sweet green, like dancing, being stupid, didn't realize Rachel McAdams was literally behind us. So now we're just like idiots, but it's fine. Now we're getting coffee. Oh, it's so dark. Okay, so I got an iced cold brew with oat milk. It's going to be so cold. Did you think about that? It's freezing outside. Oh, look how perfect and cute she looks. Oh, wow. Friendship. Her skin. So, like I was saying, literally, she's right behind us. So she thought that we were filming her, I think. She's her baby, brand new baby, you know, newborn. So, anyways, I just had a cold brew.  Not in real life, just in this camera. I have to head back to Creative Tracks. Erica just called me. She told me I'm in charge. Oh, thank you. This is my all-time favorite song. How did you know? How did you know? How did you know? She surprised me. My boo Usher. It is the... Wow. Starting Creative Tracks, we have to go get some fresh garlands because it's Christmas and it's starting to rain out. And Angel... I'm with my eyeliners. You're really going to be like... Angel has like the best eyeliner. But we need to go there painting some stuff for Sunday. We need to go get some garland also for the same thing. So we're going to a tree lot. Mr. Jingle's Christmas tree. Oh my gosh, it's so cold. Mr. Jingle. Yes, yes, yes. Mr. Jingle. We like cut to like a clip of us in the car. It's like sand house on like listening to Christmas music. Yep. Oh my gosh. Exactly it. That's it. I can't believe it's called Mr. Jingle's. Florida and Colorado. Why am I calling them again? Please call while I try to see everything. Hi, I was just calling to see if you guys... We don't have that much at our location right now. Sav and I are at Blick. I know I said I was going to the tree lot. I sent other people to do that. And now we're going to Blick. We're artists from France. Sav, these are the easels we need. We need them. We're artists. Beautiful alley, rainy, Sav. We have our nice chalkboard paint. Just got guys. We had to like paint a bunch of stuff and like that's what we're doing. For Christmas tracks for Sunday. Anyways, I'm listening to Azure. I'm actually going to go to Alicia's because we're going to edit together. I'm going to come back over this way later tonight. But for now... I liked it. There you go. That's it. All right, here you go. You got it. It's raining. I'm so hot. Coco and a little reindeer costume. We're going to visit Alicia. Look. I can't believe they're finally meeting. Hey, at Alicia's. No, I know. I always felt like Coco was smaller, but no. I thought Coco was smaller too. No, it's just... Whoa, Coco is a little smaller. Coco. Coco is literally... I'm like, actually, this is the most annoying... This is just the funniest thing I've ever seen. I love... Actually, I saw... How'd that happen? She was running? She was running. Oh, she was running. Look at my... It seems to be groomed really bad. Oh my gosh. Oh. Yes, yes, yes. Genius. You guys are Christmas miracles. Get over yourself. She... This is just you. No, you're supposed to be in this, but you don't have to move. I positioned it so you can sit there because you don't feel good. You know? Hey, guys. Look who's here. It's your first... It's your first vlogmas appearance of the year. Can I, like, get you in my person? Okay, guys. Um, so... We are just going to... Ooh, sorry. We're just going to... I don't know which set. I like... Why is... Whatever. We're going to... I know. I was looking at the lighting. I'm like, which one do I like better? We're going to do a little vlogmas Q&A because I can't really vlog much tonight. So we're just going to, like, have a butter clip. Okay. Do you believe in the right person at the wrong time? No. I don't either because I feel like if they're the right person, they'll be the right time. Yeah. Right? Yeah. No, I... Okay, I... I have to call me out. Okay? Second off, no. I think... I don't know. Wait, that just proves what I'm saying. Anyway, what... Okay, next question. She's mad because I'm right now. Anyway, best Christmas present you've ever received? Okay, this is not like my best Christmas present. I'm just trying to think of... Oh, my dog when I was little. Ooh, yeah. I've gotten dogs. I'm trying to think of... Okay, my dog... Yeah, my dog when I was little for sure. Um, what's your favorite thing about living in LA? SoulCycle and S.I. Bowls. My Zoe. But then it's SoulCycle and S.I. Bowls. Backyard Bowls. All the... All the opportunities and, like, all the stuff there is to do and all the cool people and, like, my BFFs. You know what's crazy? I was... I, like, didn't mean to be moving around. I'm, like, away from you when you did that. I was like, wait.  I was thinking about this the other day. I tweeted about this. I literally started crying right here because I'm so happy. But, same. Imagine, like, my life this time last year versus now. So do it. Imagine mine. Yeah. That's so true. Two. It's so weird. Like, it has been a year. This girl's like my ride or die LA girl.  Guys, if little, many motivational speech, if you think that you are in a situation that is, if you know that you're in a situation that is unhealthy for you or bad for you. Just know it can get worse. Motivational. So, like, I'm gonna take it the other way and you know that you need to leave but you've been too afraid to leave because you're too comfortable or whatever it is. It'll work out. Leave. Because then all the good things will come into your life once you leave. You just can't expect... You'll find your worth. What is it? Yeah, you'll find your worth. You can't expect the good if you're holding onto the bad. Wow. Preach. So, there we go. Torn between the option of graduating early a semester or just sticking it out one more? Stick it out. What would the thing... Yeah, I think stick it out. What's your favorite thing about going to ZLC? Literally everything. Everyone should go to ZLC. You know, I've really been in the Christmas spirit this year. Thank God. You're happy for me? Yeah, I'm very happy for you. I'm in the Christmas spirit year round. I really am. I'm a Christmas girl. Are you guys dating anyone? Nope. And nope. Well, that's it for today's Q&A. Hope you guys enjoy. Unless... Do you have anything else you want to say? Do you have a motivational speech for them? Don't be afraid to overspend on your friends this Christmas. That's good. That's good. Give as much as you can. Give. Yeah, I love Christmas gifts. And actually, I take that back.  I've lately been buying really cool cards or funny cards. And getting something thoughtful for someone is way more rewarding and awesome. Yeah, like personalized. I agree. I do, though. I do this segment in my vlogmas called Pull of the Day. Oh! Yeah, do that. How do you light your Christmas tree? Bottom to top or top to bottom? That one's pretty lit, but bottom to top. Same. It's 59% say bottom to top. I cannot believe that many people 41% said top to bottom. I can't either. But I feel like if you have a real tree, that's not as weird.  Why is that not as weird if you have a real tree? Because when you have a fake tree, you set it up from the bottom. So you have to light it as it goes up. Maybe when you have a real tree, it doesn't make that big of a difference. I don't know. I feel like that's just... Ask real versus fake tree. Do you guys have a real tree or a fake tree? Fake, all the way. Fake for sure. All right, guys. Well, that is it for today's vlogmas. We're coming to our TED talk. Thanks for coming to our TED talk. We love you guys so much. Subscribe. Subscribe to Taylor's channel. She's also doing vlogmas. Podcasts. Listen to our podcasts together. Yeah! Yeah, yeah, yeah. Our episode's awesome. They're so good. Okay, love you guys so much and I'll talk to you soon. Bye. Subscribe to Taylor's channel.


Hey all, welcome back to theCUBE's coverage of KubeCon North America 22, CloudNativeCon. We're in Detroit, we've been here all day, covering day one of the event from our perspective. Three days of coverage coming at you. Lisa Martin here with John Furrier. John, a lot of buzz today. A lot of talk about the maturation of Kubernetes with different services that vendors are offering. We talked a little bit about security earlier today. One of the things that is a hot topic is national security. This is a huge segment we got coming up. It really takes all that nerd talk about Kubernetes and puts it into action, where you actually see demonstrable results. This is about advanced artificial intelligence for tactical decision making at the edge to support our military operations because a lot of the deaths are because of bad technology. And this has been talked about. We've been covering at Silicon Angle. We wrote a story there now on this topic. This should be a really exciting segment. So I'm really looking forward to it. So am I. Please welcome back one of our alumni, Nick Barsai, Senior Director, Customer-Led Open Innovation at Red Hat. Great to have you back. Greg Forrest joins us as well from Lockheed Martin, Director of AI Foundations. Guys, great to have you on the program. What's been your, Nick, what's been your kind of perception before we dig into the news and break that open of KubeCon 2022? So KubeCon is always a wonderful event because we can see people working with us in the community, developing new stuff, people that we see virtually all year, but it's the time at which we can really establish human contact, and that's wonderful. And it's also the moment where we can make big topic, move forward, and the topics have been planted at this KubeCon, from Microsoft to KCP to AI, all domains have been covered. Greg, you're the Director of AI Foundations at Lockheed Martin, obviously well-known contractor to the military, a lot of intellectual property, story to history. Sure. Talk about this announcement with Red Hat, because I think this is really indicative of what's happening at the edge. Data, compute, industrial equipment, and people. In this case, lives are at danger or to prevent, to preserve peace. This is a killer story in terms of understanding what this all means. What's your take on this relationship with Red Hat? What's the secret sauce? Yeah, it's really important for us. So part of our 21st Century Security Strategy as a company is to partner with companies like Red Hat and Big Tech, and bring the best of the commercial world into Department of Defense for our soldiers on the ground. And that's exactly what we announced today, or Tuesday in our partnership. And so the ability to take commercial products and utilize them in theater is really important for saving lives on the ground. And so we can go through exactly what we did as part of this demonstration, but we took MicroShift at the edge and we're able to run our AI payloads on that. That provided us with the ability to do things like AI-based RF sensing, so radio frequency sensing. And we were also able to do computer vision-based technologies at the edge. So we went out, we had a small UAV that went out and searched for a target on the ground. It found a target using its radio frequency capabilities, the RF capabilities. And then once we're able to hone in on that target, what Red Hat device edge in MicroShift enables us to do is actually then switch sensing modalities. And then we're able to look at this target via the camera and use computer vision-based technologies to actually more accurately locate the target and then track that target in real time. So that's one of the keys to be able to actually switch modalities in real time on one platform is really important for our joint all-domain operations construct, right? The idea of how do you actually connect all of these assets in the environment in the battle space? Talk about the challenge and how hard it is to do this. The backhaul, you'll go back to the central server, bring data back, connecting things. What if there's insecurity around connectivity? I mean, there's a lot of things going. Can you just scope the magnitude of like, how hard it is to actually deploy something at like a tactical edge? It is, there's a lot of data that comes from all of these sensors, whether they're RF sensors or EO or IR. We're working across multiple domains, right? And so we want to take that data back and train on that and then redeploy to the edge. And so with MicroShift, we're able to do that in a way that's robust, that's repeatable, and that's automated. And that really instills trust in us and our customers that when we deploy new software capabilities to the edge over the air like we did in this demonstration, that they're going to run right on the target hardware, right? And so that's a huge advantage to kind of what we're doing here that when we push software to the edge in real time, we know it's going to run, right? And the real time is absolutely critical. We talk about it in so many different industries. Oh, it's customers expect real time access, whether it's your banking app or whatnot. But here we're talking about literally life and death situations on the battlefield. So that real time data access is literally life and death. It's paramount to what we're doing. And this, in this case, the aircraft started with one role, which was to go find a radio frequency admitter and then switch roles to then go get cameras and eyes on them. So where is that coming from? Are there people on the ground? Are there people, dangerous people on the ground? And it gives the end user on the ground complete situational awareness of what is actually happening. And that is key for enhanced decision-making. Enhanced decision-making is critical to what we're doing. And so that's really where we're advancing this technology and where we can save lives. I read a report from General Mattis when he was in service that a lot of the deaths are due to not having enough information really at the edge. Friendly fire. Friendly fire, a lot of stuff that goes on there. So this is really, really important. Nick, this is like, you're sitting there saying, this is great. My customer's talking about the product. This is your innovation, Red Hat Device Edge in action. This is real, this is industrial. So it's more than real. It's actually, this type of use case is what convinced us to transform a technology we had been working on, which is a small form factor of Kubernetes to transform it into a product. Because sometimes, you know, us engineers have a tendency to invent stuff that are great on paper, but it's a solution trying to find a problem. And we need customers to work with us to make sure that the solution do solve a real problem. And Lockheed was great, worked with us upstream on that project. And helped us prove out that the concept was actually worth it. And we waited until Lockheed had tested the concept in the air. Okay, so Red Hat Device Edge and MicroShift, explain that, how that works real quick for folks that don't know. So one of the things we learned is that Kubernetes is great, but it's only part of the journey. In order to get those workloads on those aircraft, or in order to get those workloads in a factory, you also need to consider the full lifecycle of the device itself. And you don't handle a device that is inside of a UAV or inside of a factory the same way you handle a server. You have to deal with those devices in a way that is much more akin to a setup box. So we had to modify how the OS was behaving to deal with devices. And we reused what we had built in rail for each edge aspect and combined it with MicroShift. And that's what became with that Red Hat Device Edge. We're in a low swap environment. Space, weight, and power, right? Or very limited around a small UAS in this demonstration. So the ability to spool up and spool down containers and to save computing power and to do that on demand and orchestrate that with MicroShift is paramount to what we're doing. We wouldn't be able to do it without that capability. It's awesome. I want to get both of your opinions. Nick, we'll start with you and then Gray, we'll go to you. In terms of MicroShift, what is its super power? What differentiates it from other computing solutions in the market? So MicroShift is Kubernetes, but reduced to the strict minimum of a runtime version of Kubernetes so that it takes a minimal footprint so that we maximize the space available for the workload of induced very constraints in the environment. On a board where you have eight or 16 gig of RAM, if you use only two gig of that to run the infrastructure component, you leave the rest for the AI workload that you need on the drone. And that's what is really important. And these AI payloads, the inference that we're doing at the edge is very compute intensive. So again, the ability to manage that and orchestrate that is paramount to running on these very small board computers, right? These are small drones that don't have a lot of space. It's going to be efficient. It'd be efficient with it. How are you guys involved? Talk about the relationship. Still you guys were tightly involved. Talk about the roles you guys played together. Was it co-development? Was it customer partner? Talk about the relationship. Yeah, so we started actually with Satellite. So you can think of small CubeSats in a very similar environment to a low-powered UAV. And it started there and then in the last, I would say a year or so, Nick, we have worked together to develop MicroShift. We work closely on Slack channels together like we're part of the same team. That's great. And hey, Red Hat, this is what we need. This is what we're looking for. These are the constraints that we have. And this team has been amazing and just delivered on everything that we've asked for. I mean, this is really an example of the innovation at the edge, industrial edge specifically. You got an operating system. You got form factor challenges. You got operating parameters. And just having that flexibility, you can't just take this and put it over there. But it's what really is a community applied to an industrial context. So what happened there is we worked as part of the MicroShift community together with a real-time communication channel, the same Slack that anybody developing Kubernetes uses. We've been using to identify where the problems were, how to solve them, bring new ideas. And that's how we tackle this problem. Yeah, a true open source model. I mean, the Red Hat and the Lockheed teams were in it together on a daily basis, communicating like we were part of the same company. And that's really how you move these things forward. Yeah, and of course, open source is great, but also you got to lock down the security. How did you guys handle that? What's going on with the security? Because you got to make sure no takeover of the devices. So the funny thing is that even though what we produce is highly inclusive of security concern, our development model is completely open. So it's not security by obfuscation. It's security because we apply the best practices. You see everything. Absolutely, yes. And then you harden it in the joint development. There it is. Yeah, but what we support, what we offer as a product is the same for Lockheed or for any other customer because there is no domain where security is not important. When you control the recognition on the drone or when you control the behavior of a robot in a factory, security is paramount because you can immobilize a country by infecting a robot the same way you could immobilize a military operation by infecting a UAV. Not to change the subject, but I got to go on a tangent here because it popped into my head. You mentioned CubeSat, not related to theCUBE, of course, or theCUBE for the video. CubeSats are very popular. People can launch space right now, very inexpensively. So it's a highly contested and congested environment. Any space activity going on around the corner with you guys? So remember the edge is not, the world's not brown. It's edge is now in space. It's Mars is the edge now. Our first prototype for MicroShift was actually a CubeSat, an IBM product, the project called Endurance. That's the first time we actually put MicroShift into use and that was a very interesting project. Very early version of MicroShift and now we have talks with many other people on reproducing that at a more industrial level. This was more like a cool high school project. But to your point, the scalability across different platforms is there, right? Right, we're running on top of MicroShift on this common OS. It just eases the development. Behind the scenes, we have a whole AI factory at Lockheed Martin where we have a common ecosystem for how we actually develop and deploy these algorithms to the edge and now we've got a common ecosystem at the edge. So it helps that whole process, right? To be able to do that in automated ways, repeatable ways where we can instill trust in our DOD customer that, you know, the validation and verification of this is a really important aspect. It must be a fun place to work. So it is, it's exciting. There's endless opportunities. And let's get a lot of young kids applying for those jobs. They're barely into the hole. I mean, this AI is a hot feel and people want to get their hands on real application. I was, I was serious about space. Is there space activity going on with you guys? Or is it just now military edge, not yet military space? Or is that classified? Yeah, so we're working across multiple fronts. Absolutely. That's awesome. What excite, oh, sorry, John. So what excites you most as you said, never a dull moment with what you're doing, but just the potential to enable a safer and more secure world? What excites you most about this partnership and the direction and the, we'll say the trajectory it's going on? Yeah, I think, you know, for me, the safer and secure world is paramount to what we're doing. We're here for national defense and for our allies. And that's really critical to what we're doing. That's what motivates me. That's what gets me up in the morning to know that, you know, there is a soldier on the ground who will be using this technology and we will be giving that person the situational awareness to make the right decisions at the right time. So we can go from small UAVs to larger aircraft, we can do it in a small confined edge device like a stalker UAV. We can scale this up to two different products, different platforms. They didn't even have to be Lockheed Martin. And more devices that are going to be imagined. More devices that we haven't even imagined yet. Right, right, that aren't even on the frontier yet. Nick, what's next from your perspective? You know, in the domain we are in, next year is always plenty of things. Sustainability is a huge domain right now on which we're working. We have lots of things going on in the AI space. Stuff going on with Lockheed Martin. We have things going on in the radio network domain. We've been very heavily involved in telecommunication and this is constantly evolving. There is not one domain that, in terms of infrastructure, Red Hat is not touching. Well, this is the first of multiple demonstrations. The scenarios will get more complex with multiple aircraft and in the future we're also looking at bringing a lot of the 5G work if Lockheed has put a large focus on 5G.mil for military applications and running some of those workloads on top of MicroShift as well as things to come in the future that we are already planning and looking at. It's needed in theater to have connectivity. You've got to have your own connectivity. Paramount, right? Absolutely, it's Paramount. It's game-changing. Guys, thank you so much for joining John and me on The Keep talking about how Red Hat and Lockheed Martin are working together to leverage AI to really improve decision-making and save more lives. It was a wonderful conversation. We're going to have to have you back because we've got to follow this. This was great. Thank you so much. Thank you very much for having us. Our pleasure, thank you. We really appreciate it. For our guests and John Furrier, I'm Lisa Martin. You're watching theCUBE live from KubeCon CloudNativeCon 22 from Detroit. Stick around. Next guest is going to join John and Savannah in just a minute.