Good morning. Good afternoon. Good evening. Thank you for joining us today. My name is Indybio Coco Muneli. I'm a social innovator based in Lagos, Nigeria, and I wear a number of hats as the founder of Leap Africa, co-founder of Sahel Consulting, managing partner of Sahel Consulting, co-founder of Asfoods and Nourishing Africa. Thank you for joining us for what is going to be a very exciting and inspiring conversation with social innovators. You know, it's been an interesting year and many of us have understood and faced personally the human and health toll that this pandemic has had, not just in our communities, our countries, our regions, but our world. And it reminds us that business as usual is not an option in tackling neither this pandemic or its consequences, not for environment, not for the social challenges that we face on a daily basis. I work in the food and agriculture sector. I can tell you that I have learned that food is medicine and that our food ecosystem is so pivotal to any transformation that's required. We as social innovators and as change agents have an opportunity to work together to ensure that we overcome this crisis and we rebuild and shape this world. We need strong healthcare systems, strong social security systems. We need a sustainable relationship with our planet. We need to address the inequities and the injustice in our environment. And more than ever before, we need free press and we need to understand our connectedness as humans and as society. There's a unique opportunity to build back smarter and better, more inclusive societies with a full breadth of experiences and diversity that's required. And I am so honored to have two amazing innovators, entrepreneurs and change agents with us today. Hina West, who is the director of WWF's Global Initiative, Nature Pays and Schwab Foundation Awardee, Helmi Abdulish, who is the Chief Executive Officer of SECEM Initiative in Egypt. Welcome, Hina, and welcome, Helmi. Now, just tell you a bit about Hina. She has a career spanning the private, public and NGO sectors in multiple countries. As I mentioned, she's currently leading WWF's Nature Pays hub, which is creating market opportunities for enterprises within WWF's conservation programming globally. And she'll tell us a bit more about herself as we progress. And Helmi is part of SECEM, which was founded in 1977 with a great vision from the founder, Ibrahim Abdulish, an Egyptian pharmacologist, and they're doing amazing work in a range of sectors. So without wasting any more time, I'm delighted to welcome Hina and Helmi. They both have names that rhyme in some way, and they're just amazing entrepreneurs. So let's start with Hina. Hina, just tell us a bit about your work and your approach to 2020. Wow, thank you, Ndidi. That was an amazing introduction. I feel like you've covered off everything I might be able to say. So well done. So really pleased to be here. I'm Hina West, and as Ndidi mentioned, I work for WWF within our global markets practice. And I specifically lead in our work with driving forward and accelerating community enterprise within our conservation work. And that era of work is called nature pays. So within that, I feel like what I'm trying to do within WWF is drive forward a social development agenda within a environmental organisation. So you have to be able to be resilient and be able to find those allies within the organisation because what I feel I'm trying to do is not the norm when it comes to conservation work. So that's kind of I think why I've been brought into this discussion. And then also just WWF has just joined the COVID response alliance for social entrepreneurs that we've have pulled together. So we have taken taken a role in more about nature within how we support social entrepreneurs who are at the front line of dealing with the COVID crisis. So that's an exciting new chapter for our work. I'll let Helmi come in now because we've only got 30 minutes. Yes, thank you so much. Helmi, just tell us a bit about your work. I know you're sitting in Egypt at the moment, but just tell us a bit about yourself and your work. Yeah, thank you for the very nice introduction. And I'm happy to share and join here. And just quickly, I can tell you that I am very lucky that the last 43 years since my father established Sakem, I was able to see a real miracle unfolding here in the desert in Egypt in Sakem. And it all started with a crazy idea, his crazy idea in 1977 to set up a sustainable community in the desert where people learn, live and work together based on organic farming, based on what he called economy of love, based on real community support and community development, and based on unfolding potential of every individual in the community. And also it seems then that this is a totally crazy idea and mission impossible. Today, it turns out to be a real story. 2000 people are living and working and learning together that Sakem, thousands of farmers all over Egypt grow organic and biodynamic food and thousands of kids go to our schools, more than 2,700 students to our university for sustainable development and millions of Egyptian consumers consume organic food from Sakem. So we are very happy that they could prove that this crazy ideas work. And the last year, the year of the Corona has really proven that this intentional community is also providing solutions which are more resilient, which can really show us the way forward. And also our thoughts and prayers are with those who suffer. We could sustain all these challenges and work now on providing solutions to our fellow Egyptians, showing them the way after the Corona crisis. Thanks for so much. Tell me, I mean, you told us when you started this day that it's all about inspiration and your work and your father's work is so inspiring. And the foresight that he had 1977 is remarkable. We'll come back to hear more about that. Let me go back to him. And so, you know, you have been at the forefront of this nexus between climate and society. And COVID-19 has reinforced how critical this nexus is. What have you learned from this year? What are some key lessons and insights that social entrepreneurs and innovators listening in can take this experience? Yeah, and just some personal insight which helped, I think, frames this. So before I joined WWF, I worked for Oxfam for many years in the field, specifically around water sanitation and hygiene work and food security. And so I've come from a social development background. And also I've come from a kind of mixed heritage as well. And I've had the privilege to travel and meet lots of different walks of life. So I feel like a global citizen. And so I am trying as an individual to try to drive as much change globally through my own personal professional way. But this last year has really, well, it's been tough to say the least. But the way that WWF is trying to drive forward is to at least try to flip this on its head and really take the opportunity to recognise that human, animal and environmental health are intimately interconnected. And we really do need to reset our relationship with nature and work out how we as individuals and as communities can support each other. And going back to Helmi's point about it's about the love. It really is.  But actually, we are all here. We share this planet. We do need to kind of take this opportunity for grass roots revolution and really believe in what it is we're trying to do. And for those change makers out there, this is your opportunity to unite with other change makers and affect change. We only have a short window to fill that change before the new norm sets in. So we're predicting about two or three years before we go back to some of our old habits. But we have a short window to get together and really affect that change. And, you know, and not just because I work for WWF, but we do really need to think about socioeconomic and environmental impact of ourselves as individuals, then also as our organisations, however big and small your business. So on a micro level, you've seen the upsurge in rewilding gardens and thinking more about, you know, harvesting and of course, Helmi will be able to talk more about that and just being not doing this for decades now. But the individual is actually getting this idea now. And then also the micro level thinking about how we invest in sustainable kind of stimulus with the government. So that's where WWF comes in. And Nature Pays is about that bottom up approach, but also that top down approach. And yes, I think probably I'll just stop, stop there. And see, yeah. Can I can I just follow up with a question? Of course, yes. So one of the key challenges with businesses, that they understand that climate is real, at least many entrepreneurs, but as they struggle through the short term returns and the demand from their shareholders, it's tough to make that argument and make the investments required. So what what message is Nature Pays conveying or what what what what is different about this time? How can we transmit that to not only strategy, but also financial investments to drive the transformation required? So when you drill down onto any, any area of commerce or business or finance, there is a root in nature with which it is grown from. So you know, if you breathe, if you need to eat, you know, indeed, you talked about the food systems earlier, that's one of the biggest, biggest areas which we could work on to drive real sustainability. And when I say food as well, I also include aquaculture there as well. So agriculture and aquaculture. If you need to, you need to build, if you need to drive somewhere, if you need to, you need to do anything, nature has has a role in it. And if once nature is gone, there's no way that it can come back. So actually, if you invest in keeping it now, that's longer term, that means that you will be sustainable into the future. We, there's no way to come back from this.  And within our lifetime, we are already seeing an impact on what's happening. So just really drill it home. There's a fact which I keep coming back to is that we have had two zoonotic disease outbreaks every year for the last century. So if you just think about that, who's zoonotic disease outbreaks every year for the last century. And what you know, COVID has really shown what it's going to be like in the future. So we can't just wait until it sorts itself out, we need to work at how we can build that resilience, individually and as a global community. So yeah, so we really need to understand that nature is not just about, you know, our homes or where we live, but it's about everything to do with our lives with business, with who we're about. And yeah, without it, we, we will have no, we will have no commerce, we will have no growth, we will have no food system, we will have no, so yeah, it then, yeah. And of course, you know, the world which those that are suffering the most of those that have the least. And that for me is just mind boggling, isn't it? We know this is the case. Climate change as well is, this is a, this is a really a dress rehearsal for the full impact of climate change. This is giving us a test. And this, we need to get through this test to prove that we can make it through the other end. And at the moment, we're not quite there. And there's a long way to go. Thank you. Thank you for that sense of urgency. This is a test and we are failing at this. So help me, you have been at the forefront of driving change in Egypt. What has COVID-19 taught you? And what are we going to do differently? How can we propel a transformation that you've been pushing? Look, we in we in check and we are convinced that Mother Earth will not keep us going on as we are over the last decades. We believe that change and system change must come. And there are two ways forward. Basically, the one is via crisis. And I hope we can avoid this path. And the other one is via wisdom and understanding and real care for the other care for for the planet. And I think that this wake up call of the Corona crisis has actually given us a boost. I think that it will enable us to move forward faster. More and more people all over the world now connect the health of the planet to the to the health of people. More and more people are using organic products, 30% more organic products this year than the year before, because people connect organic products to health and resilience and immunity. And more and more people will accept that we will have to change dramatically, starting from farming, from agriculture, to the way we deal with each other, to the way we consume products. And we cannot go on externalizing course to next generations. We cannot go on depleting resources, which will not be available for the next generations. Now, in our concrete case, this means that we are now convinced that instead of needing another 20 to 40 years to convince the world to go organic and more sustainable agriculture, we see signs that this will go on much, much faster. Nowadays, and for the first time since 43 years, we are now in the communication with our farmers in Egypt, and we have 7 million of them going to a next level. We are not speaking about go to organic agriculture because it's better for the world and it's better for the health and it's this and this, but it's more expensive, take care. No, we can prove now that organic is also cheaper. It's more efficient, it's better, and it's cheaper. We have now, by connecting the dots, being able to prove that in Egypt, for an ordinary farmer, it works out to improve his livelihood, to go organic, produce better products, contribute positively to climate change and provide healthy products to the consumers in Egypt. So everything we do now is very much focusing on educating farmers, educating the engineers and the universities, educating our consumers that the way forward must go via more sustainable agricultural production, more sustainable food, more sustainable consuming. And I'm actually very, very optimistic because in reality, we can also prove today that our way of fertilizing our soils is not only better, but it's also resilient and cheaper. Our way of dealing with energy, which we use less of because we are in organic farming and use renewable energy sources is cheaper. We can reduce the cost for our farmers, 35% in comparison to conventional farmers. And this gives them an edge, which even at the same price than conventional products will improve their incomes and livelihoods. So I think we are on the right path and now it's all about capacity building, education, communication so that people can follow this path. And we will see a dramatic change over a few years to come. Thank you so much, Helmi. I mean, one thing you've proven is that you can scale and you can scale a social change, which is often so difficult for other innovators. Can you just tell us briefly what are the two or one or two secrets to your success around scale? How have you scaled so quickly? I mean, millions of farmers and proving that organic food is actually cheaper and affordable, which is a breakthrough. I think it is the focus on trying to improve the processes of farming as we have learned them for thousands of years here in Egypt along the Nile and re-focusing our farmers on what they have learned on caring for soils. The soil is the actual asset of our farmers. And when they care for their soils, when they improve the quality of their soils, when they integrate organic matter, sequester carbon, they not only stop climate change, but they also improve their fertility and productivity. And over the years, we were able to prove this for all the crops in Egypt, in small scale, in bigger scales, in ever bigger scales. And today, when we go to a farmer, we do not start with the philosophy of organic farming. We just tell him, show us what products you want to do. How do you do them at the moment? Let's test together on a small scale, the new methodology of organic and biodynamic farming, and it will make you successful and better off. And it works. And the idea that we are more expensive, we know for decades, and Hina knows this better than the way we have seen a lot of studies on this, that the true cost accounting already tells us in 20, 30 years that organic farming is cheaper than a conventional, but because of externalised costs did not show. Now our government in Egypt cannot afford to subsidise chemical fertilisers, energy and water and so on any longer. And now, at even place fields, we are proving that we are more efficient. That's fantastic.  Hina, as we start round... You're most welcome. Thank you. Thank you. Hina, as we start rounding up, you know, this has been a year of learning and growth for so many of us. And I'm sure those who are listening and I am eager to hear from you. What advice would you give for innovators who want to transform the ecosystem and who wants to lead this change effort? What practical advice would you give? Yeah. And also, Hermie, I hope that invite you to your farm farms include me as well. It's going to be a while before I can travel again. Yes. I'd love to come. So I think the advice for innovators is really what I would advise anyone as an individual right now. It's I've frozen, but hopefully you can hear me. Indeed, he's frozen. Can you still hear me? OK, good. So I think resilience is the bit of a buzzword that's going around right now. But I do think having really strong personal resilience and belief in yourself that what you're doing is the right thing is so critical. There are so many people right now who are panicking or thinking that we can't make change or they have issues with their home life and their work and everything. And you know, they're losing investment, but actually keep on going because what you're doing is so important. And and we are all in it together. And I think even finding that that community that you have, be it being closer to your family or being closer to your local community, find other innovators, changemakers, other, you know, working mothers, other, you know, find what you need to help you stay strong and also believe in yourself and to remember that. Remember that there will be there will be positivity out of this. There will be if you believe it, it will come. Yeah, I think that would be my main piece of advice. Thank you so much, Hina. And and help me. What about you? What advice would you give me? Oh, the first one is, and I'm going along with Hina to believe that you and it's in our hands in your hands, in my hands, in our hands, how the future is going to look like. Do not wait for others. Do not believe that it needs government. So I don't know who to make it, but we can shape it in 43 years. We have shaped with our own hands without support of anyone and miracle in the desert. And when we can do it, everyone can do it. When we can do it in Egypt, everyone can do it in Nigeria and any other country of the world believe that there is no mission impossible. And we are very lucky in Africa, you know this, indeed, that we have Nelson Mandela, who once said, it always looks impossible until it's done. So there is no mission impossible when you believe in yourself and in your ability to do it. And a second small advice is prototype, prototype, prototype, do it, just always do it, improve it and accept that there will be failures on the way. But on with passion and love and you believe in yourself and the ability to do new things every day, reinvent yourself, do new things, you will come to the to the vision you envision for the world. The vision is coming from the future towards us. It's not only we go there and enable yourself to see this vision, believe in it and you will reach it. Thank you so much. Tell me. And there was a question that came in on the chat and I wanted to follow up with that as your closing remarks. Tell me, how can we scale love and solidarity? You started us off with love. How do we scale love and solidarity around the world? And the great ideas? How do we prototype to that? Second, how do we scale? One minute, please. I can tell you, come and visit us and see and watch by yourself that an economy of love is more competitive, more efficient, more productive and more profitable than the economy of war. And in second, we are competing at the moment with multinationalists in the local market and we are market leaders. So economy of love is not only about kissing and hugging. Economy of love is about with real care for the planet, for the people, for the consumer, for the farmer. You can do miracles and you can be very, very efficient. So believe in this and if you do still meet, you are always, everyone is very welcome to come and visit and see it with your own eyes. It works. Thank you so much. I want to thank Hina and Helmi. You know, this has been a phenomenal discussion too short because we have so much to learn from each of you. But what am I taking away? I'm taking away a few things. I think Hina has reinforced how critical intersectionality between climate and businesses and how each of us should become climate champions through the way we run our companies, through the way we live our lives, to ensure that we protect our society, protect our economies, but also protect our future. This concept that COVID-19 is just one shock, but climate change is the real short and this is just a test and we're failing. So if we don't take urgent steps and actions, we will not have future as humanity. So thank you Hina and Helmi through your work and through your life and through the phenomenal impact of second we're seeing what it takes to scale, engaging with farmers, creating prototypes that work and enabling impact at a large level. I mean millions of lives being changed. I think both of you have inspired us this morning to think about the impossible, to rise up to the challenge and to embrace this challenge as social innovators and implementers. I'm going to end with my favorite quote and this became my quote in 2020. It's a Tibetan quote which says, if I tell you my dream, you might forget if I act on my dream, perhaps you will remember it. But if I involve you, it becomes your dream too.  And this is where we end with how we scale love. We scale love by involving others in our dream as social innovators. We scale impact by involving others in our dream. And I hope that today you've been inspired to think bigger thoughts, push boundaries, engage with others and partner across borders. And yes, we're all going to Egypt soon. So please believe that it's possible and we will see it in our lifetime. Thank you all for joining us today. And God bless you all. Any final comments from my from Pina? Any final comments? We have two more minutes. And what a way to start Friday. Just thank you, everyone. Yeah. Reach out to me if you if you want to as well, you'll be able to get my details and look forward to collaborating with you moving forward. Thank you so much. Yeah, thank you. Thank you very much. Thank all of you who participated. I'm really looking forward to interact and to share our dreams and to move on them together. And I'm sure when we meet next time, we celebrate success stories. Wonderful. Thanks again to our participants. Thank you to the fantastic web team for putting this together. And thank you to all of you for listening in. Wishing you a fantastic Friday and a great weekend ahead. We will build back better and we will come through stronger because social innovators like Hema and Helmi exist and because together we can amplify our voices and effect change. Enjoy the rest of your session. God bless you all.


Welcome, ladies and gentlemen, to the Royal Society book! This book is so gross! Could you go plant another planet? It's got people being cut up. Would your phone get a signal in space? And poop. What would happen if you fell into a black heart? It wouldn't be much fun. My name is Dr Rapsingh. For me, the most exciting part about being on the Young People's Book Prize shortlisting panel is that I get to have that fascination, interest and curiosity that I had when I was surrounded by science books as a kid and now I get to do it as a grown-up. Yeah! How quickly is it going to play?  We're here at Sunfields Beach area, where I probably won't find a cheetah or lion. Aargh! The most dangerous creature is a mosquito. I might find it here. My name is M.G. Leonard. In my opinion, what makes an excellent science book is a book that can take something that you think is boring or that you've never noticed before and then opens it up in a way that shows you just how wonderful this world is in which we live. I have one large leg. Hey, what's this guys? I'm together. There are beautiful illustrations for the young years and lots of information for the audience. A good science book, anything from books about outer space and how stars and galaxies work through to books about the human body. If you can do it in a way that is fun and informative, then you're on to something good. It's really funny and disgusting in a fun way. My favourite fact is that the heart can pump enough blood to fill a pattern pool in just one day. I'm going to puke! Are you made of stardust? Have I made a stardust? Dr. Maggie Adrin Pockett is here to answer all the questions curious kids will ever have about the universe in this thrilling book. Reading is the fastest route to happiness and a richer, more exciting life and to be able to choose and highlight some of those great books out there but that is just a complete and utter joy and privilege.


In this step, we're going to use something called Duplicate Special to turn this one piece of tabletop into many pieces of tabletop and complete our tabletop. So what we need to do first of all is make sure that we have it selected. And then what I'm going to do is just duplicate it the kind of standard way because I want to get a measurement for how far I want to move it and on which axis. So I'll be looking up here. So I'm just going to hit CTRL and D to just do a quick duplicate and I'm just going to move it so that it's basically touching. Let's have a look. Yeah, that looks okay. And that is, in my case, 1.011. I'm actually just going to copy that value. So I'm going to hit CTRL and C to do that. And I'm going to delete the duplicate. Next thing we're going to do is use this Duplicate Special command. So if we go to our Edit menu and down to Duplicate Special, what I want to do is just go to this here, which is the options box. And there's lots of things you can do here. But the thing that we are interested in is just creating a number of copies of having them move so translate by a certain amount. So I think I'm going to want five pieces in total. So I'm going to have four copies. And I need to translate them on the Z axis. So I'll just paste that value in. And what it will do now is every time it creates a copy, it will move it by this amount. So if we now just hit Duplicate Special, you'll see that that creates our tabletop for us. And what's kind of nice is that we get tabletop and then it renames the additional one. So we get tabletop one, two, three, and four. That's it then for the tabletop. Nice short step, but it's important to know about tools like Duplicate Special. They can save a lot of time. In the next step, it's going to be another setting up an explaining step. We're going to be bringing in a reference image, which we'll then use to model a more complex shape, which is going to be the table leg. So I will see you in the next step for that. Game Dev Academy is graciously supported by these absolute legends. If you'd like to offer your support, then check out our Patreon page using the link in the description below.


Forty-eight kilometers northwest of Saigon, armored personnel carriers of the 25th Infantry Division move across the rice paddies of Haanjia Province, launching Operation Kahala on April 16th. The armored column is momentarily halted as the tropic lightning troops encounter small arms fire from the unseen enemy ahead. They fire back at spots from which it seems the enemy fire is coming. The at Kong positions have been abandoned when the men of the 25th reach them. However, each hole and tunnel is shot up before searching it. The APCs continue moving up, threading their way through a hodge podge of thickets, bamboo clumps and weeds. Finally, they emerge from the underbrush into an open field. Here, the troops set up a forward CP and take stock of captured enemy material. The day's sweep has netted nearly eight tons of rice taken from various Viet Cong storage facilities hidden in the undergrowth. Much of this rice, once a gift from the U.S. to the Vietnamese poor, wound up in the hands of the enemy. Aside from the rice, Vietnamese communist uniforms, helmet liners and web belts were taken. Tunnels in which the enemy supplies were hidden were destroyed. The uniforms are burned. Two Viet Cong were killed, but the main force escaped. Continuing the sweep the following day, the APCs cross more rice fields. It's rough going in spots and the APC ambulance gets a shaking up as it climbs over a steep dyke. There is no resistance when the men of the 25th enter this village and a house-to-house search begins. Tunnels used as shelters are investigated and found to be empty. Residents of the Hamlet are questioned regarding the whereabouts of the Viet Cong but say they know nothing. The troops are not satisfied, however, since the VC had retreated in this direction and the village is in Viet Cong territory. The intensive probe of the village goes on and it is noted that all of the young men are missing. Only women, children and old men remain. And so the search moves to the outskirts of the village. Homemade hand grenades and several weapons were abandoned by the fleeing Viet Cong. With discoveries like this, the searchers redoubled their efforts. This propaganda sign was located in a bunker hidden in the brush. It depicts Viet Cong soldiers wiping out an American armored column while confused US pilots dropped bombs on the American forces. Another sign is a VC morale booster. Shows men and women of various professions as equals under the Viet Cong flag. One prisoner was taken in the swift envelopment of the area. The Viet Cong suspect had not been armed when he was seized. He is interrogated at length by interpreters. Finally, he admits he is a Viet Cong messenger from the nearby village. They untie him so he can eat. A dinner of fish and rice pleases the prisoner and he tells of a tunnel in back of his house where five armed Viet Cong are hiding. The tunnel is a long winding affair and it yields nothing. It is decided to blow it with a grenade. The infantrymen keep watch in the area as the tunnel collapses but no Viet Cong appear. The informant will be turned over to brigade intelligence. On the third day of Operation Kahala, traffic lightning troops enter another village. The peanut farmers and their families seem unconcerned continuing with their daily chores as the mechanized units move in. The soldiers dismount and begin searching the area. While checking through the small graveyard outside the village, one trooper locates some Viet Cong uniforms hidden in the brush. Here is evidence that the Vietnamese communists use the village. The entire area will have to be thoroughly searched. In short order, new defense positions are located and examined. They are unoccupied and devoid of any supplies. More armored personnel carriers move in around the village. Underground shelters are searched and incriminating documents are located in some of the houses. Upon completion of the village search, the troops burn down these dwellings. Then they move on to the next objective. On the final sweep of the five day operation, the units moved toward another village reported to be a Viet Cong field headquarters. The APCs opened up a path through the rough spots. This time the occupants of the village are taken by surprise. Several armed VC are trapped and taken prisoner. In addition, several suspects are also rounded up and held for interrogation. The enemy captives are tied up and taken to the APCs for transport to the rear. As operation Kahala concludes, the 25th reports 27 bunkers and 40 tunnels destroyed. 54 Viet Cong were killed. Friendly casualties were light. High over Binh Duong province, these helicopters are en route from Ben Hoa to the Thay Ninh area, about 88 kilometers northwest of Saigon. Vietnamese troops are commencing Operation Green Eagle. As the assault aircraft approach the landing zone in the early morning hours of April 5th, a cloud of tear gas and white phosphorus released by the choppers creates a barrier protecting the landing zone. While the first wave of Hueys moves into landing position, gunships lay down suppressing fire. Despite these tactics, enemy ground fire is quite heavy and several of the assaulting helicopters are hit. The landing zone is a massive activity as the American aircraft touch down momentarily and the Vietnamese troops come swarming out. Incoming fire speeds the men on. Before taking off again, one helicopter crew hastily checks for damage resulting from enemy ground fire. Back at the Ben Hoa complex, the ship is completely checked and serviced, preparatory to its return to action. The aviation mechanics here provide all classes of maintenance. Even helicopters which have crashed are brought here for repair or salvage. Keeping the fighting choppers in operation is a full-time job. Out on the flight line, the choppers return from the first phase of their support mission in Operation Green Eagle. After refueling and rearming, they will commence phase two picking up the Vietnamese troops. Mortar aerial delivery, a new field expedient method for hitting the enemy with mortar bursts has been devised by the 173rd Airborne. At Ben Hoa on 5 April, a UH-1D helicopter is being loaded with 81 millimeter mortar shells. Dropped from the air, mortar shells strike Viet Cong locations that are difficult or impractical for ground mortar crews. On 14 April, General Harold K. Johnson begins a Far East tour in Korea. General Dwight E. Beach, a Tharme commander, joins him for a meeting with Korean President Chung Hee Park in the presidential residence in Seoul the following day. The generals also visit Defense Minister Sung Yoon Kim. Later, General Johnson addresses personnel of 1st Corps, commander by Lieutenant General Andrew J. Boyle. At Camp Casey, headquarters 7th Infantry Division, he confers with Brigadier General Robert B. Smith, Assistant Division Commander of the 7th. The purpose of General Johnson's tour is to observe present capabilities of the Army in the field. At headquarters of the Republic of Korea's 26th Division, General Johnson meets with its commander, and with the commander of the 6th Rock Corps, Major General Hee Duck Kim. They watch a karate demonstration given by men of the Rock Division. A karate fighter concentrates his body into the moment of impact. It takes years of training to develop this skill. Karate experts are among the world's fiercest fighters. This oriental technique of self-defense dates back to the days of Genghis Khan. On the following day, Saturday, 16 April, General Johnson talks to the men of the 2nd Infantry Division, Major General John H. Chiles commanding. The party later returns to Seoul, where General Johnson talks to members of KMAG, headed by Major General James H. Skelton. At 8th Army Support Command headquarters, commanded by Brigadier General H. G. Davison, an award is presented to a member of the 55th Aviation Company. From a hilltop nearby, General Johnson looks over Pusan Harbor. Back in August 1950, as a battalion commander in the 1st Cavalry Division, he had fought in defense of the Pusan perimeter. Toward the end of the day, General and Mrs. Johnson make their farewells at Kimpo Air Base. The next stop is Okinawa. That night, they arrive at Kadena Air Force Base and are greeted by Brigadier General James S. Billups. The next day, General and Mrs. Johnson attend Sunday services. The general pauses in his brief Okinawa tour for an awards and decoration ceremony. He then inspects a large warehouse complex before departing for Vietnam for a visit of several days. Visiting the Kushi area with Major General Jonathan O. Seaman, 2nd Field Force Commander, he is briefed by Major General Fred C. Wyatt, 25th Division Commander. General Johnson talks with the men of the Tropic Lightning Division and spends much of his time in the field with the troops. He discusses Operation Helping Hand. 25th Division units are distributing goods donated by residents of Hawaii. He is briefed at a forward tactical operation center on the five-day sweep Operation Kahala. General Johnson tells men of the 25th about the nation's pride in the Army and the Army's pride in the achievements of soldiers serving in the Republic of Vietnam. On 15 April, a truck mobility test is conducted in Thailand. This is Staff Sergeant Ray Goddard of the U.S. Army Special Photo Detachment Pacific. Today we are at the Bang Poo vehicle testing site approximately 20 miles south of Bangkok. With me today is Major Roger Boris and Captain Norrie of the Thai Army. Major Boris, would you please explain to us exactly what ARPA is and some of its functions? ARPA stands for Advanced Research Projects Agency. Its field unit located in Thailand is one of its many field units throughout the world, engaged in the process of studying remote area conflicts. Sir, could you possibly go into a little detail on what you are going to be doing here today in testing these vehicles? One of the problems that we've encountered in Thailand has been the problem of mobility. In the dry season, the standard Thai Army three-quarter ton truck located right here is a pretty good vehicle.  Today, we will be testing out in the Bang Poo soft-slaw area to show how the mobility of a standard truck can be increased by just equipping it with a different size tire rather than going to a completely new vehicle. This three-quarter ton Japanese-made truck, a standard vehicle of the Royal Thailand Army, bogs down after traversing only 40 feet of mud on standard tires. A modification of the truck's tire system is the mounting of four extra standard nine-inch tires using only 15 pounds of air pressure. Its progress is slow and it nearly stops several times. The same type of vehicle using a 20-inch-wide low-pressure TerraTire easily traverses the same tidal flats which so rapidly immobilized the vehicle with normal tires. After the mobility tests, the TerraTire rut recorded only four inches. The precise soil resistance is determined by a penetrometer and the information carefully recorded. The standard tire made a rut 15 inches deep. Next, on a planned course, one truck with TerraTires and one with dual standard tires run back and forth over their own tracks, testing traffic ability. The TerraTires experience little difficulty, but the truck with the double standard tires stops under the added weight of the mud caked on the wheels. I think the results of today's testing will clearly show the increase in mobility and soft-saw mobility that can be obtained with both the dual wheel and the TerraTire. The standard tire could not enter the test course, the dual wheel vehicle was able to make 11 passes before becoming immobilized by lack of engine power, and the TerraTire equipped three-quarter ton in the background is still moving after 16 passes. Telling Major Boris, in addition to the tests here, what other tests are planned for these vehicles? Well, after the traffic ability tests, we'll move up north into the rice paddy areas, test through the rice paddies, and continue on into the jungle, test on remote jungle trails, and that will finish up our testing on the tire concepts. At the Thailand Armed Forces Preparatory School in Bangkok, tests are given twice a month for Thai officers and enlisted men to determine their proficiency in English. I am Major Edward Conway, map training officer in the Army Advisory Group, which is a element of the military assistance command Thailand. This is an English language lab that we have introduced into Thailand and the auspices of the military assistance program to Thailand. It's only one of several language labs that we've introduced in the country. This one is located at the Armed Forces Academy's Preparatory School. At the present time, we are going to test a group of candidates for bonus training. Specifically, we're testing candidates for the next courses that will start at the Command and General Staff College at Fort Leavenworth, Kansas in August of 1966. This test, given 20 April, is supervised by the Army Military Assistance Program's English language officer, and conducted by the Linguistic Advisor for the U.S. Army Advisory Group. 12 Royal Thai officers are tested on their comprehension of the English language. Each of these specially chosen officers passing the language qualifying test will be sent to the Command and General Staff College at Fort Leavenworth, Kansas. Others qualifying at other sessions go to a variety of U.S. Army schools. Meanwhile, at Chonburi, Thailand, on the same day, guests arrive at a training area 80 kilometers southeast of Bangkok to observe a demonstration. The Korean Embassy Military Attaché in Thailand, Colonel In-Woo Lee is greeted. Colonel James Moore, Chief Army Advisory Group, JMAG, and Colonel Stanley White, Chief Operations Division JMAG, join Colonel Lee. The Royal Thai Army 18th Korean Rotation Company, also known as Little Tiger, a name it earned during the Korean War, has undergone extensive training. The men will replace the 17th Rotation Company and be attached to the 7th Infantry Division as part of the United Nations forces in Korea. At the range area, the visitors observe the firing of the U.S. M-14 rifle. The officers follow with interest the performance of the men who will soon be serving in Korea. The group is next escorted to the M-60 machine gun range. The Thai gunners demonstrate their proficiency. After the demonstration, the Thai officers and men are addressed by Colonel Lee. All of the men of the company are volunteers. They will depart Thailand for a year in Korea on or about 15 June. In mid-April, a shipment of typhoid serum donated by CARE arrives at Santo Domingo Airport in the Dominican Republic. Destined for the National Hospital in San Cristobal, the serum is loaded aboard a U.S. Army helicopter. The airlift to the 82nd Airborne Division Camp in San Cristobal, 40 kilometers away, begins. The serum is urgently needed to fight a typhoid epidemic spreading through the San Cristobal area and was requested by the Dominican Minister of Health. At the Army base, the new 1,000-dose shipment is turned over to Dominican hospital authorities. Earlier, U.S. Army Medical Service had contributed another 1,000 doses. Immunization is required for 20,000 cases and CARE is shipping additional serum. Just outside of Santo Domingo, meanwhile, a shipment of U.S. Navy water tanks was being picked up by Army engineers who will establish pure water points for the populace of Santo Domingo. Now headed for the Army engineer's camp, these tanks will soon replace the city's old water system, which is contaminated and considered to be the chief cause of typhoid. At the engineer base, the 1,200-gallon cube tanks are prepared for use. A water fill hole is cut in the top and a drain-off pipe attached to the bottom. Still more tanks arrive at the depot to be used in the program to combat the critical water situation. 16 kilometers from downtown Santo Domingo, a tank is installed at one of two points supplying water to the Inter-American Peace Force and several civilian hospitals. 26,000 gallons of potable water are consumed daily by the IAPF. Originally, the water is taken from a river, filtered and stored until needed. It is then transported by tank truck. The storage tanks are protected by a barbed wire barricade. Water is drawn off by hoses connected to portable pumps. The water is then distributed on a 24-hour basis, providing the citizens of Santo Domingo with 200 to 300,000 gallons per day. Deliveries to the rebel section of the city are hazardous. In two cases, the water truck and the cameraman's jeep were stoned by hostile Dominicans after the water had been delivered. In many localities, the tanks of purified water have been painted with initials of political parties and anti-American slogans. Several times, the words, yonky go home have been painted on the trucks themselves, but the water is welcome. It is April 24 in the Dominican Republic, one year after the revolt that overthrew the junta of Dr. Donald Reed Cabral. Here in the international zone and along the main supply route leading into Santo Domingo, everything seems peaceful. Elsewhere in town, thousands of Dominicans demonstrate with anti-American slogans. Throughout the country, preparations are steadily being made for the June 1st elections. Approximately 150 kilometers west of Santo Domingo, a radio station to relay the election returns is being constructed. Two helicopters from the 283rd Aviation Company stationed at Camp Randall ferry building materials from this road to the top of the hill. This will be the first election and first constitutional government to be installed since Juan Bush was elected in 1962. A completely different type of radio station provides entertainment and news for the 8,000-man inter-American peace force in the Dominican Republic. Seven enlisted men have operated this AFRTS station in Santo Domingo since last August. It is the only armed forces station broadcasting news and programs in four languages, English, Portuguese, Spanish, and Guarni, which is a Paraguayan Indian tongue and requires a guest announcer. The disc jockeys are as international as their audience. For news, the ticker provides the stories which are edited in the time-honored radio way. The operation is much like that of a small commercial radio station. Originally on the air 18 hours a day, the station expanded to a 24-hour operation on one April. A 25,000-album record library has been built up over the past nine months. Music reminds the lonely soldier of home. I'll go like this, it's the eighth of the year. I miss the long-awaited one. Oh, rolling, rolling. With this, it's the eighth of the year.


During the last decade, and particularly during the Reagan presidency, a number of issues have been raised that may indeed concern law students, such as fairness, justice, and the legitimate role of government. And I believe that these issues surface at a time when we have numerous problems that threaten our future as a free nation and a prosperous nation. And the symptoms of these problems are manifested by high real interest rates. And any economist's word that's soft will tell you that high real interest rates means that the future is not worth as much. High unemployment in some segments of our society, high unprecedented and growing deficits, growing national debt, and I believe a set of circumstances for the first time in our history for runaway inflation and, of course, runaway government. And note that I refer to these as symptoms rather than causes of our problems than if I can just say what I think are the causes of our problems in a summary fashion, and I'll talk about it and explore a little bit more. I think that the basic cause of our problem is a departure from the principles of freedom that made us a rich and prosperous rich nation in the first place. And these principles of freedom were embodied in our nation through the combined institutions of private ownership of property and free enterprise or capitalism, if you will. Now through numerous successful attacks, private property and free enterprise are mere skeletons of their past in our country. And Thomas Jefferson, he anticipated this, and he said, or he predicted, that the natural progress of things is for government to gain ground and for liberty to yield. And we see the government is gaining ground. One way to look at how government is gaining ground and liberty yielding is to look at what's happening to taxes and government expenditures. The only way you can look at taxes, or at least one very, very importantly, you can look at taxes, is to see taxes as government claims on private property. And indeed, if government taxes private property, 100% would confiscate private property. And indeed, taxes are going up. And spending is going up. Matter of fact, spending is a much more useful way of measuring the impact of government on our lives. Let's look at spending for just a second to look at, to see how it's growing. In 1902, expenditures at all levels of government, federal, state and local levels of government, totaled $1.7 billion a year. And in that year, the average taxpayer paid $6 a year, paid $6 in federal, state and local taxes. Today, federal expenditures alone are over a trillion and a half. Local governments spend more than a trillion dollars. And the average taxpayer today pays $8,000 a year in federal, state and local taxes. And what does this mean? Well, it means that as time goes on, you and I own less and less of our most valuable property, namely ourselves. That is, the average American must work from January 1st until May 8th, and is increasing by a day or two each year to pay federal, state and local taxes. And what does that mean? What's that under that? Well, it means that you work that period. And you do not have rights to decide how the fruits of your labor will be used. Somebody else decides how the fruit of your labor will be used. And keep in mind that a working definition of slavery is a set of circumstances where you work all year. And you do not have rights to decide how the fruits of your labor will be used. It will be determined by somebody else, and it will in fact belong to somebody else. So it turns out that we Americans, if you want to look at it narrowly, we might be one-third slaves increasing by a day or two every year. Now in the economic sphere, the founders or the framers thought that relatively free markets or what is called capitalism or non-interventionism was the most effective social organization for the promotion of individual freedom. And indeed capitalism is defined as a system wherein individuals are free to pursue their own interests. That is, individuals are not forced to serve the purposes of other people. There is voluntary exchange. There's private property rights held in goods and services. And indeed we see that much of the original intent of the United States Constitution and much of the debate about some of the principles of the United States Constitution was to bring about a climate in which this kind of social organization would occur. Now many times the virtues of the free enterprise system are demeaned and perhaps in that note here more demeaned than on college campuses. But the great benefit of the free enterprise system is that through private ownership and control it minimizes the capacity of one person to force another person. And additionally and just as important is that the coercive powers of the state are minimized. That is, the powers of the state are limited to what I consider to be the legitimate functions of the state in a moral society. And that is, the one legitimate function of the state is to protect you and I from international fugs confiscating our property. And we should have national defense. Another legitimate function of the state is to stop domestic bugs from confiscating our property. And so that says at some level we should provide police services. Then there is adjudication of disputes and forcing constitutional order and the provision of certain public goods. Now for the past half century in our society the free enterprise and what it implies has been under unrelenting attack. Americans from all walks of life have demonstrated a deep and abiding, somebody's trying to get the door right there. Americans from all walks of life have demonstrated a deep and abiding contempt for private property rights and individual rights. And I believe that free enterprise is threatened today not because of its failure but because of its success somewhat ironically. That is capitalism has been so successful in eliminating the traditional problems of man the historic problems of man such as disease, pestilence, gross hunger and poverty that all other human problems appear to us to be at once inexcusable and unbearable. The desire by many Americans to eliminate these so-called unbearable and inexcusable problems has led us away from the basic ideals and principles upon which our nation was built. In the name of other ideals such as equality of income, sex and race balance, orderly markets, consumer protection, energy conservation, just name a few, we have abandoned many personal freedoms. The primary justification for the attack on private property and economic freedom and privacy on my day can be found in people's desire for government to do good. That is we all hear things like government should care for the poor, government should help the elderly, government should help college students become educated, government should help failing businesses. Well, it's all well and good to say that government should do this, but we must recognize that government has no resources of its very own and what I mean by that is that all these programs to help deserving college students or failing businesses, they don't represent congressmen and senators in Washington or legislators at your state capitol reaching in their pockets and sending the money out. That's what I mean when I say government has no resources of its very own. Moreover, there is no tooth fairy or Santa Claus giving them the resources. Now, so when you recognize that government has no resources of its very own that forces you to recognize that the only way the government can give one American citizen one dollar is to first, through intimidation, threats and coercion, confiscate that one dollar from some other American citizen. Now, some of you might say, well, this terminology that Professor Williams is using, intimidation, threats and coercion, it's just too loose. Well, you have April 15th to check me out. That is, you can tell the agents of congress, namely IRS, that you don't want your earnings going to bail out failing banks. You refuse to give your earnings to farmers, give it to them so they can give it to farmers. You'll see all the intimidation, threats and coercion that you want to see. And if you act too ugly, you will get shot. Now, a lot of people say, well, wait, you need to get shot. Well, that's like, I mean, I tell the people in Washington, look, you're not going to, I'm not going to give you any money to give to the farmers. And they say, well, we're going to take your house. I say, no, you're not going to take my house because I bought that house.   Now, the government, the government does those things and many of us support the government doing those things for which if a private person did them, he would be condemned as ordinary common feet. For example, I could see some homeless lady in downtown Charlottesville or in downtown Washington. And I could walk up to Don who drove with a gun in my hand. I could say, give me your $200. I'd take his $200. And then, having taken his $200, I could go downtown and buy that lady on the grate some housing, some medical care, some clothing. If you were members of a jury, would you find me guilty of a crime? I'm sure you would. You'd find me guilty of that. Regardless of the disposition of Don's money, I'd nonetheless be guilty of that. Now, I ask you, is there any conceptual distinction between that act and where the government comes up to me and says, well, you know that tune it all you made last week, that you plan to buy some Lafitte, Rothschild, Bordeaux wine, or some Chateau de Chem, and so on. You will not do that with me. You'll give it to us and we will help the lady on the grate. We will give the money to the lady on the grate to buy her some housing. I assert that there is no conceptual distinction between those two acts. And if you press me, I would say that the only distinction is that the first act where I walked up to Don and took his $200 to help the lady downtown, that is illegal theft. And the second act where the IRS walked up to me and took my money or intimidated me, that would be legal theft. But nonetheless, theft all the same. Now, I know all of you are law students and you're somehow enamored with legality, but I'm not. That is, in a moral society, legality should not be our talisman. Because, indeed, many things in this world are legal but clearly immoral. A part date in South Africa was legal. Slavery in the United States was legal. The Nazi persecution of Jews, the Stalinist and the Maoist purges, they were all legal. But they were clearly immoral. Now, so we have to, we want a just society. I'm quite sure that all of you would say that you wanted a just society. We have to ask questions about morality. And the moral question I'm asking you to think about is, can one make a moral case for confiscating the property of one American and giving it to another American to whom it does not belong? That is the moral question. That's one moral question. Now, in a free society, we want transactions or lectures between people to be voluntary. And we want to minimize involuntary or coercive behavior. As a matter of fact, another interesting way. I like to look at it because a lot of people get hung up. They don't fully appreciate involuntary and involuntary exchange. I love seduction, but I'm against rape. What is seduction? What is the essence of seduction? Well, seduction is where it's a kind of transaction where we proposition our fellow man in the following way. We say, if you make me feel good, I'll make you feel good. Because both parties come out feeling better in their own opinion. And that would be an example of seduction would be where I walked up to my grocer. With the two dollars in my hand, I say, look, if you make me feel good, give me that gallon of milk. I'll make you feel good to give you two dollars. And we call that a positive sum game. Both of us are better off. Now, rape, on the other hand, is the kind of transaction that we proposition our fellow man in the following fashion. We say to him, if you don't make me feel good, I'm going to make you feel bad. Badly. Like at first.  And then, in a involuntary exchange or rape, it is a zero sum game. That is, in order for one person to be better off of necessity, somebody else has the worst off. Now, widespread private ownership and control over property is consistent with seduction and the minimization of rape. Widespread government ownership or control over property is consistent with rape maximization. That is, government, all the world including our government, is the major source of organized rape. And you just think of many examples, one that is especially touching.  You get in my cab, I could give you information to buy anything that you wanted at any time. And I was getting well compensated for that. And I got a letter in the mail and the letter essentially said, Williams, you'll stop making $400 a month and begin to make $68 a month. And normally people don't switch in that direction. It requires some coercion or intimidation. And the letter said, unless you make us feel good by being in our army, we're going to make you feel badly by putting you in jail. You can think of many cases of rape by the government. Now, despite, I should add, that despite the bigness and the alleged power, I say alleged power of industrial giants like IBM, AT&T, Exxon, Chrysler, in a free market, what kind of power do they have over the United States? They don't have any power whatsoever. That is, ask ourselves, because there's a lot of college camps where they say these corporations have a lot of power. But ask yourself, now, for Exxon to get $1 out of me, what must happen? I must voluntarily get out of my chair, voluntarily get into my car, voluntarily drive down the street, and voluntarily drive to this man's life and give him $1 for a gas lane. Now, that does not describe our relationship with government. Government will get money from us, whether we want to give it to or not. Now, but however, I would not be responsible if I didn't say that corporate giants like AT&T, Chrysler, and Exxon, they can get dollars from us whether we want to give it to them or not, but first they would have to go to Washington. They'd have to give permission to take money from us by the United States Congress and the Senate. It would take Chrysler and Lee Iacoco was having trouble years ago. He's had similar trouble as now. Or take the farmers who are having trouble. Now, you know, the farmers and Lee Iacoco, they know where I live. I live in Valley 4. They can knock on my door. They could say, buddy, I'm having trouble. Can you spare a dime? Can you help me out, will you? Now, I'd probably tell Lee Iacoco or the farmers to go play in the traffic. And they kind of know that.  And the farmers will say to Senator Dole, if I ask Williams to voluntarily help me out, he's going to tell me to go play in the traffic. So could you use your agents to take his money? Now, so that's what I mean when I say that businesses can get dollars from us whether we want to give it to them or not, but they don't do it in a free market in a context. That is, they go and get the totalitarian, of course, the powers of the Congress. Now, the free market and voluntary exchange are randomly denounced by today's defenders of what I call the new human rights. These defenders of the new human rights, that is, people who you hear are human rights, most of the time. They are the chief supporters of reduced rights to profits, reduced rights to private property. They are anti-competition and pro-monopoly and pro-control and pro-corrosion by the state. Of course, these people have what they call reasons for their behavior. But every tyrant that has existed in history has had what he's considered good reasons for restricting the freedoms of others. Many of these people in our country who are pro-control, pro-corrosion, they, you hear them calling for industrial planning, economic planning. Now what is economic planning? What is industrial planning? I'll give you a definition of economic planning the way actually you like. Economic planning is nothing more than the forcible superseding of somebody else's plan by the powerful elite. That's all there is. I mean, for example, I might plan to buy a Honda automobile. The powerful elite will say, Williams, we're going to supersede your plan through tariffs and quotas because we think you ought to buy a Chrysler. Or my daughter, my plan to work for the hardware store guy for $2 an hour. He thinks it's okay. She agrees to it. I as her parent agree to it. And the powerful elite will say, Williams, let's plan unless it transpires under the terms that we select. Now, they do all this. The do-gooders, they do all this in the name of good. At least they say they do it in the name of good. But do-gooders fail to realize that most good in the world is not done in the name of good. In fact, if you were to ask me, if you say Williams, what's the noblest of human motivations? I'd say greed. Greed is wonderful. Now, people say to me a lot of times, Williams said, since you're talking young people, can't you temper that a little bit? Can't you say, instead of greed in life and self-interest or something like that? Now, like greed, you can use in life and self-interest. But when I say greed, I mean the noblest of human motivations is people trying to get more for themselves. I'm not talking about robbing and stealing from people. I'm saying people trying to get more for themselves. Let me give you an example of virtue of greed. You see it all over, but let's make it explicit.  Texas ranchers, they're going out, taking risks, having cold weather, trying to bring feed to their stray cattle in the snow. You find Idaho farmers getting up in the morning to, you know, and it bugs biting them and playing with potatoes. And the Texas ranchers and Idaho farmer, they're doing all these things what so that people in New York City can have beef. So that beef will get in New York City. And the Idaho farmers, they make these sacrifices the other morning so that New Yorkers can have potatoes on the shelves. Now, why do you think they do that? Because they make these sacrifices because they love New Yorkers? No, they may hate New Yorkers, but they get that beef and potatoes in New York. Now, I would surely be worried if I were a New Yorker, if the beef and potatoes coming from New York depended on love and human kindness on behalf of the Texas ranchers and the Idaho farmers. Let me give you another example of greed or self-interest. I often said, you know, during the energy crisis in our country, as a matter of fact, government manufactured energy crisis in our country, now you had little advertising, little kids on TV saying, don't be foolish, save some energy for future generations and things like that. When I used to see these advertisers, I felt like throwing my ash tray in the TV. Now, I've told a lot of people this and they say, Williams, don't you care anything about future generations? No. Now, you know, I don't care anything about future generations.  They say, well, Williams, how come you don't care about future generations? And I say, what have future generations ever done to you? I mean, let's look at it.  What has he done for me? Now, if he hasn't done anything for me, how then am I obliged to do anything for him?  Where is the contract? Where is the consideration? As you guys would say. Now, however, if you watch my behavior, my behavior would be lie that sentiment. That is, if you came to my house in Valley Forge, I'm a nice bread in Valley Forge, several acres, you were seeing several years ago, maybe six or seven years ago, I took $200, $200, instead of spending that $200 on, let's say, three or four bottles of Chateau de Chem, it's alternative wine, that I could have fully enjoyed by myself, selfishly, consumed totally, I bought little seedlings, planted trees around my property. Now, when those trees reach their full maturity, I'll be dead. There'll be some 20, 50 kids swinging in my tree. I made extensive repairs on my house, additions on my house, that will outlive me. The guy who put on the roof said, my out, that the roof is going to last until 2035. Now, I'll be dead. I made extensions, my wife has made extensions to our house in the deck and kitchen, and there'll be some 20, 50 kids tracking mud in my kitchen. Now, why did I do these things? At least part of the reason is, the nicer my house is, the longer my house will provide housing services, why? The higher the price I get for my house when I go to the cinema. By pursuing my own selfish interest, I ensure the availability of a house for some kid in 20, 50. Now, ask yourselves, would I have the same incentives if the government owned my house? Or would I have the same incentives if there were a 75% transfer tax when I went to sell my house? In other words, anything that would change, that would attenuate my private property rights of the house, would create disincentives for my doing this socially responsible thing, namely conserving on society's scarce resources. So, what you want to always do, if you care about future generations, you want to enforce and strengthen private property rights. You know, I'm looking at the audience and I'm looking at all of you, look like nice people. And some of you might be concerned about the extinction of the elephant of Bald Eagle, the whale.  I'm 56 years old now, I just know I don't look at it. But I was 35 years old when I saw my first Bald Eagle. And I was looking at the critter in the cage and I was asking myself, could I have gone another 35 years without seeing him? And I said yes to myself. But there would be quite different values. But many of you know, here are clubs, people have clubs to save the eagle, to save the whale. They're worried about the extinction of some duck, worried about some extinction of the owl, spotted owl. And so I was sitting in my office one day and I was listening to this commentary on the people worried about things becoming extinct. And by the way, 94% of everything that has ever lived on earth is now extinct. So what's 94.5 or whatever. Anyway, I was listening to all this concern about people even having clubs, whale clubs, duck clubs, things like this, to stop the extinction of various animals.  I mean, I was listening to some animals that people don't care anything about. But they're very bad animals.  When's the last time you've seen people in the Tizzy about chickens becoming extinct? I mean, there's an estimated, I believe, something like 5 billion chickens in the United States right now. There's no cow club, no sheep club. Now what's the characteristic about these animals where nobody's worried about them becoming extinct? And these animals that people in the Tizzy about. Well, it turns out that the animals that people are worried about becoming extinct, they belong to somebody. It is somebody's private, vested interest to make sure that the chicken survives. It is in nobody's private, vested interest to see that the whale survives. That is, nobody's wealth is at stake with the whale. What people's wealth is at stake with chickens. So if you care about the extinction of various animals, you want to promote private ownership of these animals. In other words, what I'm trying to tell you is that in a free market one's personal wealth is held hostage to his doing the socially responsible thing. Conserving on society's scarce resources. Now, despite the virtues of the free market and never mind the fact that it was with the rise of capitalism that brought better treatment to women, better treatment to racial minorities, better treatment to the handicapped, better treatment to the criminals, better treatment to I'm down here insane, I should be politically right. Correct.  There is considerable hostility towards the market. Social reformers say that the market does not work. Well, maybe one of the reasons is that the market does not work because it's not allowed to work. Because there's government intervention in the market. And most government intervention is either the form of taking the property that belongs to one person and giving it to another to whom it does not belong, or it is in the form of denying privileges to one person and giving them to another. Governance granting is an activity by government that dates back far beyond the dark ages when guild and mercantile associations with a payment to the reigning lord could get the right to live at somebody else's expense that is how it not believes. Well, in modern times, we have the equivalent of the guild and mercantile association. There's just not a payment to the reigning lord, we just give what? Political contributions. Almost every group in our nation has come to feel that the government owes them a special privilege or a favor. And so-called conservatives in our country are by no means exempt from the practice. Matter of fact, that's what you work on all the time in your law courses. That's what you're going to come out as law students and as practitioners, you're going to specialize in privilege granting and confiscating the property of one and giving it to another. Manufacturers, for example, they feel that government owes them protective tariffs. Farmers feel that government owes them subsidies. Organized labor feels that government should keep their jobs protected from competition with those who are not union members. Intellectuals, college professors feel that government should give them funds for research. Farmers love to get to poverty funds to do, you know, $500,000 grants to studies on poverty and have meetings in Miami at Nice Hotel in the winter to talk about the poor. The unemployed and the unemployable feel that government owes them a living. Almost every occupation, profession or trade, including, I might add, law feels that government through licensing and other forms of regulations should protect their homes from competition that would be caused by others entering the trade or factory. Now, conservatives, you know, if you ever see a group of conservatives arguing, you can bring instant peace and tranquility along the conservative. Just start talking about food stamps. Now, conservatives rail against food stamps. They rail against aid to families of dependent children. They rail against legal aid. But they come out in support for aid to dependent farmers, aid to dependent banks and aid to dependent motorcycle companies. And as such, conservatives don't have a moral right to stand on. That is, conservatives as well as liberals prove H. L. Minkin's definition of an election quite correct. Those of you who forget, H. L. Minkin was a political satirist of Baltimore Sun. And somebody asked H. L. Minkin what was the definition of an election. And he said, quote, government is a broker in pillage. And every election is an advance auction on the sale of stolen property. That indicates the nature of our problem as a country, as a nation. That is, we have a political system whereby strong interest groups can use the course of power as a state in a pursuit of their own goals. Many times the pursuit of their own goals makes everybody else very slow. So let me close by kind of suggest that a lot of people say, Williams, you talked about the problem, but you haven't come up with any solutions. Well, that's not necessarily my job. But let me just talk about some solutions I think that it would be very interesting to get your opinion on it, particularly since you are fledgling scholars in law. I think that right now the major problem with our country is that Congress has no bottom line. That is, Congress can do what a sufficiently large enough or strong enough interest groups allow to do, so far as economics is concerned. That is, there is nothing in the Constitution of the United States that I see that protects our economic liberties. That is, clearly the frames of the Constitution through things like the First Amendment there are protections of our rights to free speech, rights to assembly, rights to coercion. But there is nothing there that sets a limit on what Congress can do to our future. But there are things that sets a limit to what Congress can do with respect to our speech. So what we need to do, we need to give Congress a bottom line. We need to restrain the power of Congress because freedoms depend on our ability to restrain the government. So far as protecting our economic liberties, we need an amendment to the Constitution that will limit federal spending. And I've worked along with my colleague Milton Friedman and a number of very eminent economists some years ago, back in late 70s, and some constitutional scholars like Bob Ork and Paul's name and some other people. And we wrote the Spending Limitation Amendment to the United States Constitution. And what it did, it says that percentage increases in federal spending cannot exceed percentage increases in the GMP. That is, our political people told us that we could hold the line, but we couldn't cut back. And at that time, the federal government was 20% of the GMP, 20%, 21%. Well, and we had the appropriate emergency clauses and we had a super majority to change it. And indeed, the so-called balanced budget spending limitation amendment passed the Senate in 1982, but Tip O'Neill played games with it in the House. And it didn't even get to the floor in the House. And it was reintroduced in 1986 and it didn't even pass the Senate. But as long as we don't have something that will give Congress a bottom line, limit the amount of spending that Congress can do, Congress is going to increase spending. And as Congress increases spending, as I suggest earlier on, we have reduced freedom. Well, let me just close by saying that one of the problems in our society is that we're not losing our freedom all at once. Or there's no major threat of our freedom in one big chunk. That is, we're losing it little bits at a time. You know, my colleague, Leonard Reid, the founder of the Foundation for Economic Education in New York, he said that if you want to take freedom away from Americans you have to know how to cook a frog. And he says that you can't cook a frog by putting a pot of boiling water on the stove and then throwing the frog into boiling water because the frog's reflexes are so quick that as soon as his feet hit the water he would be out of the pot and on his way towards freedom. He says the way that you cook a frog is to put a pot of cold water on the stove put the frog in the water and then heat the water up a bit by a bit. And by the time the frog realized he was being cooked it was too late. That's what's happening in our country. That is, nobody, Americans would rebel against any tyrant coming here taking our freedoms all at once. But we're we sit silently and watch them be taken bit by bit. So, our problem is that the founding fathers, although they produce a brain document there's nothing in the document to protect that economic freedom. And as my friend Richard Epstein suggested as outside his office door maybe the founding fathers would have bequeathed us about a nation if they had stopped the Bill of Rights at its first sentence. That is, Congress shall make a no-go period. And that's Richard Epstein version of the Constitution. Well, that's all I had to say and I'm going to answer any question or respond to


he internet service, is it good? Do we have the resources for it? Is there a barrier? Do we not have the money or do we not have the space for a maker space? We don't have a separate room to put all this in. Those kind of things. Funding. Do we have enough funding? Should we have opportunities for improvement? Should we apply for more grants? Is that something we can work on? These are just ideas. Something that is for the new economy. Is there a new employer coming into town or employer leaving? Is the factory shutting down? Is a new business coming to town? And both of those ways, besides, as a library, you could do resume writing classes or resources. What's the social climate? Are there teams running wild? We need to do something about that. In community relations, are there new ethnic groups coming in and working in our community now that weren't here before and how are we relating to them and how are we reaching out to them? Just thinking about all these different things. Sometimes it is really hard to pat yourself in the back. We all have trouble saying good things about ourselves and bragging, but do it. If there's something you think is really good, write it down. But also be honest with yourself. We have these volunteers and we've struggled with using them. So that's an opportunity for improvement. Think about things you could do. Why is there a barrier to getting volunteers if you don't have any and you wanted them? Things like that. We have a guide here about taking stock too that can help you think this through. Sometimes it's writing up phrases. Sometimes it's getting data and numbers. So use some of these resources as you're going through that. So then once you have all this data, the community profile, the demographics, you've figured out what needs are happening out in your community. You've taken stock of your library and community and what you might have to offer or what you need to work on. Then you're going to develop those specific goals. Those three things. Like do you have three? Two is okay. Minimum two. So two to three. Specific things you're going to do that you've gathered. And like I said, you're going to have lots of things the library does. This is not every single program, everything, but just three things you've come up with based on this information you've gathered. So you found out there's actually lots of young families according to the census data that are coming into community. So there have popped up. There have been like there's now like five daycare centers in town suddenly. They need with these daycare centers. Well, we have a great team of people or great children's library and it does storytime. Let's do a storytime in the at the daycare centers go out to them to show them what the library can do for them and then they might start coming to the library afterwards. So that would be your goal to create a storytime program in the live in that in the daycare. Yeah, storytime in the daycare centers. Now to figure out what you're going to do. We have information about setting priorities for that, but I want to talk about writing smart goals. This is something some of you may have heard of before. Whoops. It's an acronym. Then this is a document that came from a university. So it mentions university, but anyone can use this as a guide. In order when you're writing goals, you need to really focus and set priorities, but then this can help you do all the different parts of a goal. It's something is actually you can use and viable and actually useful to you. Smart stands for specific, measurable, attainable, relevant, and time framed. So your goals should meet all five of these criteria. So specific, what specifically are you doing? What has to be done? We need to we want to we have tons of daycares. We want to do storytime in the daycares. Great. You need to be able to measure it. How many storytimes? How many children were there? How often did we do it? Those are things you can measure obviously. Attainable. Something you can actually achieve. You got five daycares in town. I would not start off with saying we're going to have storytime in every single daycare in town. That's a lot. Your employees may revolt. So say we're going to start and do a pilot project with one daycare and see how it goes. And then we could possibly later expand it to other ones. Relevant to what you do as a library. Ideally with all that information you gathered that should fall out that it is relevant. That's why you have all that data backing up. And then time framed. You've got to give specific dates of when things are going to happen. Now these are target dates. It's okay if things don't happen. So you could say within six months we are going to reach out to the daycare and then within six months after that we're going to have a plan and a program and within a year do a storytime at that daycare. Remember this plan, your strategic community needs response plan will cover at least five years. So you can actually say in two years we are going to do this in your plan. You may know I've got some other things I'm doing. I can't figure it out. I don't have the staff to do it this year in 2020 the next year coming up 2024 but I'll do it in 2025. And that's okay. Think about it. Figure out what is attainable. What is something you can actually do and you do have to put down the specific target dates of when you may do the thing. It's okay if you don't meet those dates. Just adjust as you go. Your strategic plan, stop saying that. Your community's response plan can be adjusted as you go. That's part of the evaluation too each year. You may update it and change things and realize actually something totally happened new and I had to switch gears. This like I said should be a living document, something that you use and you refer to but it can be tweaked. It is not hard and in stone. If you realize oh this daycare, their staff actually were not the right ones to work with or their staff changed and they didn't want to do it. Shift gears back up. Let's try a different one. Let's try the other daycare on the other side of town. You never know. You have to have a plan and something you're going to do but also be flexible. Sounds like life, doesn't it? And the last part of your community's response plan is your evaluation and this is how you're going to evaluate the plan itself. So who will looking at it regularly I would suggest at least once a year if you're not using it more often than that to see oh what did we say we would do? Are we doing that? How's that going? Do we need to shift gears? Are things going fine? Whatever. Who will be on this team? I would recommend some people who created the original plan but some who didn't have a mixture. People from the outside with the new eyes and say and can see what you're trying to do and give their input. It wouldn't need to be as many people as the original planning team. I think two or three can look at this and evaluate it. Why are you doing this? You're doing it to make sure we're keeping on track and what will you do afterwards? We will adjust as we go if necessary those kind of things. As far as your team for this and your team for your planning team in the beginning this is a question that someone asked I think in yesterday's workshop about using past board members, previous board members or previous staff. Does it have to be your current staff only? Absolutely, yes. Bring in people who used to work there. They may just have done something off in another job but they're still supportive of the library.  They may have term limits so to speak. You can definitely bring in past board members or staff to be either on your original planning team or on this evaluation team if you're comfortable with that. Then our last worksheet we have here is called our community's response plan summary and this is it has all the different parts that all the different elements are required in a plan and space for you to fill in all of them. The dates, the plan covers when you started planning it, the members of the team the demographic info and information about your community, etc. If you fill in answer each one of these sections you will have a community's response plan. This has all those seven elements in it so this can be your template to work with and as long as you fill in all of this based on all that information and research you did you've got a plan. This is something if you want to use it if you want to just use another library's plan as your template feel free to do that as well. There is no rule about the format and how it looks and what's in it the only rules is these seven things are in it somewhere. You'll see some of these plans have a cover sheet and a table of contents and whatnot and some don't up to you what you feel like you how you want yours to look and how it works and what you are comfortable with and so that is all the parts of the plan. Anybody have any questions about community needs response planning? What was confusing? What were you hoping I would cover that I didn't? What would you like to know more about or something you would like to see? Type into the questions section we have about 10 minutes left in our allotted time for the workshop so we have plenty of time to answer any questions you have about this or about anything accreditation. Awesome question that just came in that I didn't that is I did not mention it. Someone wants to know is there a spot where we report out on the last plan or compare. So that is not something that we have as a requirement here is there's not some section that says that you don't have to report to me hey here we did the thing and it worked out or we didn't do the thing or we did that but we changed gears and ended up doing distance debt whatever. And so that is it does seem weird that we don't require that that's just not something we ask when we just ask you to create this plan and do it. So we don't have a okay now that you've done this you have to send me a report like when you've applied for a grant and you say we're going to do this project we gave you the money and then you tell us that you did it. We don't have that last part telling us what you did no it is not required. However if you want to please do include that in your plan like when you're talking about your goals you can say we did previously have this as the goal and we completed it this far and that was great and that made us think of a new idea so because of that previous goal now we're doing this new thing or we had this goal before and it didn't happen and we want to do it again that's okay too. So if you had a previous goal and for whatever reasons like COVID as was mentioned here or natural disaster like the floods we had in Nebraska things had to be totally switched gears and now we're doing nothing this year except for cleaning up after the flood or we're doing nothing this year because we're shut down for COVID that's okay you can say that in your next plan and say here's what happened and here's why we didn't do it but we'd like to try again so we're going to start fresh and that's our goal and that's okay so if you want to you can I'd love to hear about what you have done it's not a requirement if you think you did a great program you just want to send me an email or something and say look what happened I would love to hear about it but no there's not a requirement for that there's not a requirement but if a previous goal informed your new goal or influenced a new one or was the reason why you did something definitely let me know so I can see that I do compare your new plan to your previous one as well so you can't just submit the same plan all over again I'll obviously look at the census data the numbers have to be different they have to be current you don't want to use 10 year old census data last time many of you did this five years or more ago we're probably using the 2010 census numbers you don't want to use those this year or anytime soon those are too old they aren't useful they're useful showing a change over time sure if you want to say in 2010 it was this and now in 2020 we know it's this and here's what we've learned from that that's okay but you've got to have those new numbers I'll look at your goals and make sure you didn't just repeat the same exact thing and didn't explain why you were repeating it you can't I don't want you to have all the same three goals if you want to you got to come up with something new at least one thing new this year so I do compare to your previous plan to make sure it's not just a duplicate any other questions go ahead and ask me anything I'm going to keep talking about this a little bit I want to also explain yes how I do evaluate this like I said I look at your plan your previous plan I look at your application form the online form and make sure it all matches up that anything you mentioned here you've checked off on the form and you've checked up on the form you've mentioned in your plan I may reach out to you if I notice that a part of your plan is lacking it is not it's either missing entirely or is really small and doesn't have all the data I may send it back to you and say okay we need to expand here more before I can approve approve it or you the numbers in your community profile are actually your 2010 numbers I think you might have forgotten to update those things like that I will send them back to you and we will have a way back and forth I'll send it back to you you can change it send me a new one and it will work back and forth until we have something we can agree on if you want me to look at a draft of this before you consider it final definitely send that to me I can look at it or just a part of it I can look at it if you want to work with your regional library system directors they can do that too send it to them and have another set of eyes look at it too so we can have a back and forth before you send me well here's what I think is the final one let me know if anything needs to be changed and I will do so so the plan and the application form as I've mentioned are what you need to submit they are not in stone things can be changed all right we have a few minutes left five six minutes left here what other questions do you did you do you want to ask me about accreditation anything about it is there anything I didn't cover that you're hoping I would ask me about it is there something you would like a little more explanation on that I was too quick on or that I didn't explain in in depth for you let me know go ahead and type in your questions section we've got five more minutes here I will answer any questions you all have right it looks like you don't have any desperate urgent questions asked now that's okay um y'all know where to find me email me um call if you have any questions that you're working on this um like I said the process officially opens in July with the application form going live for you uh you all get an email from me letting you know that you have been invited if you're up for re-accreditation this year or if you are unaccredited and done your form your public library survey I'll email you all but you can start working on that community's response plan right now um you could have been already working on it uh you don't have to wait to do that that you can work on um whatever you want to so start working on that if you have any issues questions you want more about what you're doing let me look at it uh reach out to me um both your final version of that form and your application are due October 1st at the very latest and by December 31st I will let everyone will know if they are accredited or not all right so since we don't see any questions coming in that is it for our uh public library accreditation 2023 workshop thank you everybody for being here and um we will have a recording of this available soon I'll say um I will need some editing and whatnot and posting it up but as soon as it available I will announce on our usual paid places um mailing lists uh blog social media etc when it is out there so if you wanted to rewatch it you could if you had any other staff or board members or people that you want to learn about accreditation so that you can um get them on board to help you out you can watch that recording um I'll also going to show you here I'm going to click here right now it says the workshops are open for registration but this now also has a link to I did do an encompass live a short introduction to um public library accreditation process that I did um last month no few weeks ago may 10th time flies so if uh you want someone to want something shorter than this three hour workshop this is just a little over an hour long gives you an overview um or a short introduction to the program and the process so if you have someone who just needs this send them to that recording and they can watch that um eventually the three hour recording of this session will be available and they'll both be linked here from the accreditation page for um you to rewatch or you to send off to anyone else like I said who you think um should watch it right I don't see any other any other questions that came in while I was babbling away here so I think we'll wrap up our workshop thank you so much everyone for being here reach out to me with any questions or uh issues you have and good luck with your uh public library accreditation this year bye