Welcome everybody to another episode of the non-profit show. We're really excited about having our guest on today, Centauri Minor. He's like one of those luminaries in the sector, in my community, somebody that we've watched and listened to, garnered a tremendous amount of wisdom over the years. And so we have him today on the non-profit show and he is going to really help us to understand how we can be dealing with employee wellness and mental health in the non-profit sector to a far better degree than we have. Centauri, welcome. Thanks for having me. I'm super excited for this conversation. Well, you know, I feel like you've seen it and done it all and you are the perfect voice of reason to come in and kind of help us realize why this is something we need to be talking about. And so I can't wait to learn from you and have our viewers learn from you as well. Again, if we haven't met, I'm Julia Patrick, CEO of the American Non-profit Academy. 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Come to the non-profit show and guaranteed we'll have somebody that's been talking about it. Okay, Centauri Minor, I am so thrilled you're here, my friend. I'm so excited for this. This is going to be great. Talk to us about what your work is involved in Evolved MD. Evolved MD was started about six years ago as a response to the burgeoning mental health crisis. What we do at the core is we integrate behavioral health into primary care. What that looks like in practice is that we put a licensed therapist right where you see your PCP.  We started, and then those two people, the therapist and your doctor, collaborate on your care. We started here in Arizona and have since branched out to Utah, New Mexico and Colorado. So really trying to saturate the Southwest to great outcomes. And so for us, the big things that we want to do is one, reduce stigma. Let everyone know that therapy counseling, mental health is a priority and there's nothing to be ashamed of to see someone and also increase that access. So by putting it at the place, putting therapy right where you see your doc, you have a higher propensity to just go to have the access to those services. And we're seeing a lot of really good things coming out of the model and we're just excited for all the impact that we're having in our communities. You know, it's such an interesting thing. I'm kind of thinking about two things and that is the number of nonprofits that have been like, wow, we have unhealthy clients. We need to get onsite medical care so that then we can deal with whatever the other problem is. Are you seeing almost an environment where you have to educate, you know, your partners as to why this is an important issue and joining this therapy issue and putting that together? No, I think one of the, I wouldn't say positive, but one of the beneficial things that came out of COVID was it really exacerbated the nation's understanding and need for mental health services. So around that time, everything was kind of bubbling up and came to the forefront and became very clear that there was not only just a pandemic as it related to COVID, but also a pandemic and epidemic for mental health. So now it's a little bit more normalized. I would say when I joined the organization three years ago, talking to potential customers, there was a little bit more sell on the why, but now we have an influx of folks that are like, we need this. And so there's less educating on it now. It's more so just how quickly can we get your services into where we are. Amazing. Well, you know, that's the good news part of this because you're right. We need to normalize this. And even just when I think about, you know, the conversations that we had in the beginning of the nonprofit show, we didn't really talk about this. We talked about burnout and getting people a little bit of rest. And that was kind of as deep as anyone was going. Yeah. And so we got to go and I'm seeing this Centauri. I'm seeing people go deeper with this, this concept. And one of the things that you point out to us is that managers matter. Talk to us about that. What are you seeing? Yeah. So there's a lot of and I do a lot of work in this area, which is like equipping the leader. And recently there was a thing that came out in Forbes. And I recently talked to the association for fundraising professionals lost a couple of weeks ago as their keynote and really talk them through this idea that your managers have so much impact on your mental health.  And so there's an article in Forbes that talked about the new data suggests that for almost 70% of people, their manager has more impact on their mental health than their therapist or their doctor. And it's equal to the impact of their partner. So if you are a leader, there's a lot of gravity in management. There's a lot of gravity in how you do those things. And so I think for if we're even going to have a conversation about mental health, people have to understand that a lot of their mental health has to do with the people that are around them.  You know, that's stunning because we talk about crazy. Yes.  And, you know, we can say sometimes, well, this is my family.  But, you know, that's something that we really need to amplify because I think so often in management, we don't really hear ourselves. We just lay down an edict or we think, you know, people can read our minds and we don't think about that is stunning. And it's somewhat frightening. I got to say it seems to me that this is something that's changed or changing because of remote work. Or what do you what do you think about that? Is it is it worse? Is it better? I mean, that's a good question. I don't have the data to support either way. But I will say from observation that you think that remote work has to if you're a manager of a remote team, there's just even more things and more steps that you have to set to be intentional. And there are there is some new data that shows that remote workers, they're they're having a struggle finding the balance between work and home. And so they're kind of working out working more hours sometimes or there's just this propensity to burn out more because you're just always at your computer always at home. So it takes a manager setting, helping set those clear boundaries for their employee of, hey, you're done at six, turn off your computer, don't be on the computer at ten at night. But again, for if you're a manager that's either new or not thinking about it, it's just like you have to be very thoughtful about how you're supporting your supporting your employees and also the expectations are setting in a good way. So if your expectation is say, hey, Julia, actually, when you're done at six, I do not want to see any emails from you. I do not want to make. I want to make sure there are no. There are no things going on or meetings after that. And so that the employee feels like, oh, I can actually rest after. And that's a little easier to do when you are physically in an office space, right?  But I do like the call out on remote work because it does make it a little bit more difficult to be a more impactful manager on the mental health front. Right. And I think that it's like the blessing of being able to schedule your emails so that you are working at ten at night or two in the morning. You can be like, OK, yeah, this is not going to be delivered until eight thirty the next morning or whatever so that you can temper kind of that that communication. And I agree, you know, set some examples. Talk about this because I can't wait. I feel like this topic is something that we could spend an entire week on. I think the human giver syndrome, we kind of know we have it, but we're afraid to talk about it. You know, what does this mean and how does it impact or I should say show up? Yeah. And so there's a book called Burnout the secret to solving the stress cycle and it talks about the human giver syndrome, especially in the nonprofit sector. And it differentiates between human beings and human givers. And the this idea that if you're in the nonprofit sector, you're just probably typically our social impact sector. I would like one of the things I want to call out is that EvolveMD is where we're a corporate for-profit company. But all of most of our executive team, we came from the social impact nonprofit sector. So it's been very fun to see how the nonprofits have informed this corporate work. But going back to that, the idea that if you're a nonprofit person, you're probably very, very passionate about the work that you do. So much so that you feel like you have to give above and beyond to even have a baseline of success. And that's what the human giver syndrome is. It's like there are folks that are nationally wired to just give, give, give. Folks that say that, you know, I feel like I'll be called selfish for taking care of myself. Or I feel appalled. I feel obligated to apologize for just existing right for taking time for itself. Those are the things that happen in the nonprofit sector and we have to get ahead of it. And when I was talking to the association for professionalizing professionals, I talked about, especially in the nonprofit and social impact sector, people were burned out as a badge. It's like, I've worked this many hours at this event. I've been with these many clients and that's just not good for you. It's not good for the sector. It's not good for the overall sustainability of the organization and being a giver is great.  So this human giver syndrome talks a lot about that. You know, I think you're absolutely right. We do wear these things as a badge. And then all of a sudden we're, we're perplexed when our staff is all of a sudden or they can't show up or they're cranky or they have substance abuse issues. And they can't take care of themselves or their families. It's like, Hey, this is where it's rooted. I used to think that we used the word, you know, empathetic or being an empath a lot more. But I think this is a better way to look at the actual psychostructure of where we, where we give and how we behave. And especially in the nonprofit sector, there was a data set that came out of the Sanford social innovation review SSIR. I'm sure so many people are familiar with it, which is saying that like half of nonprofit employees are experiencing high levels of burnout. And especially for this sector thinking about, like, I think about it as like unrealistic expectations for the work. Like there's just so much need there with few resources. But it's still the expects expectation is to fulfill that need. So unrealistic expectations just as a sector work overload and limited resources.  And so those are the things that are really kind of bubbling up right now, even more so after COVID. Absolutely. I was speaking to a CEO of a very large nonprofit recently who admitted to me that he thought he might have to retire in another community from his commute where he, you know, where he has worked his career, because he couldn't stand to see the homelessness and that that's where he had worked pretty much most of his career. And it was getting worse. And they were falling further behind. And it was such a devastation because he's like, every day I leave my office and I go home, I see where we're failing. And that was so hard. That's so hard. It was heartbreaking.  And I was just like, it's the perfect example of the mental toll that it takes on our lives. And even more so thinking about not just the burnout from the work itself. So the nine to five job is the burnout from the, from the empathy that you're having with those clients is the burnout from seeing their community, either suffer or suffer or thrive is the burnout from having always feeling like that waits on your shoulders. And then lo and behold, probably most of the folks in the nonprofit sector aren't being because they're just so burned out or thinking about how do I better take care of myself? Should I be seeing a counselor? I see these things every day in my community. I should probably talk to someone to debrief about this or like get this off of me. And that's just not happening. And understandably so, but it should happen. Yeah, you know, it's such an interesting conversation to be with you and talking about this.  So shame on us if we complain, because we have jobs, housing, stable relationships, whatever it is you want to count. So how do we then turn that, that organizational approach towards mental health focusing on our own teams? Like, where does that come from? And how do we do it? Because this seems to me like a long journey. You can't just say put up a poster one day in the break room and say, okay, it's solved. It's solved. You're totally right. It has to be much more a deep rooted and systemic within organization. So I for the last two years have done a wonderful, I think, because I've been asked to do it a lot. This kind of roadshow on this business case for mental health. I talk a lot to kind of for profit entities, but most were recently AFP and some other nonprofit entities around there is a business case for taking care of people. There's a lot of data behind how much absentee and absenteeism causes issues to the bottom line or for in the nonprofit case absenteeism means that clients aren't being seen. And that happens because people aren't taking care of themselves. It happens because like sick days are actually mental health days and people are just like, I need a day to not be here. And it has to be a much more sustainable way of doing that. So really leaning into the idea that if you're a nonprofit listening to this, the focus has to be on sustaining yourself, your organization by focusing on mental health. And so we talk about a lot around just doing the things that that that are just being a good human is the best way to put it. So we talked about the manager managers just checking in with your teams. How are you doing personally, professionally? What are the things that we can be doing to help you in your in your personal life too? I think it's really important to note that gone are the days where you have like, this is where I show up as work. This is why I show up at home because that COVID made that all blend. And so now we understand that people come to work with baggage from the home too. And that's OK. So being open to those conversations, having vulnerable conversations in the workplace are a really good start. Understanding that there are just small things that you can do. You mentioned to Julia, which I love, which is we have a mandate that like no emails go out from the company after six. You can hold those emails and do whatever you need to.  There should not be any expectation. So things like that. And then the other pieces are just employees are demanding it is what I talk to CEOs a lot about. So if you aren't prioritizing mental health, you will not have a workforce because they will find nonprofit that it invests at the time. The resources and the energy on saying I want to take care of my people. And I think another thing that I would add, especially for this sector is executive directors and boards have to understand the importance of mental health and shifting this piece from the that leads to compassion fatigue and burnout of saying for you to for this organization to be sustainable and for you to be here for a long time. We have to make sure that you're taking care of yourself that you're not working 15 hours a day. And by the way, oh, there's an event on Saturday. Can you just go volunteer for that because we need you know the answers now. And it's okay to set those boundaries. It's the organization should set those boundaries to you know Centauri. One of the things that I'd love your feedback on this for so many of us in the nonprofit sector. We deal with severely impacted people in in mental health issues. And so then I think when then we put those labels back on ourselves. And we're like, well, I don't have mental health issues because my clients have mental health issues, right. And so how do we bridge this? It's almost like an issue of shame. It's an issue of education. Yeah, understanding degrees like how do we bring this forward so that we're not labeling our teams. I think that's a good call out. I think a good way to do it is just normalizing it. I always start off with some key like general mental health facts. And this is an outdated figure that's only gone up, but generally 41% of all us adults have experienced at least one at first mental health or behavioral health symptom. So half of the people that you know are going through something. So let's just let's just name that and say like, let's name that. And we also understand that for most of those people getting treatment. It's just not it's not in the cards. And so folks have issues, but they're not getting access to care. And that's something that we want to change. And then I think that the things that are really, really kind of harrowing for my from my standpoint and to your point of like it's mental health is so silent. That a lot of times your people just don't know and you can look at some like an Anthony Bourdain or whoever it might be of like, ostensibly great life, but things are kind of falling apart. And so for the workers in for the workers in the nonprofit sector or anyone that you are managing depression looks different for everyone. So we can't just say like, Oh, this because I see this person that's a client that's acting this way doesn't mean that my person's not impacted the exact same way. And I also like to call out suicide is the second leasing leading cause of death for Americans 20 to 34 and the fourth leading cause of death for Americans 35 to 44. So a lot of our teams are in that age range where suicide is that one of the biggest killers death by suicide. And so those are the things where I think it's really important for us to not say for us not to debate the severity of mental health, but say if you're going through something, we need to talk about it and we need to provide you the whatever that looks like. Yeah. And it's that it's not punitive and that it's not punitive. Yeah. And it's also what we would have been really proud of our company doing and something I pride myself in as a manager is this idea of psychological safety. So my team knows that they can come to me and we can have a one on one that has nothing to do with work. It's like, this is happening in my relationship this is happening at home and me as a manager has to sit that I'm excited to sit there and say, All right, let's talk more. Are there things that we can do? Have you talked to our EAP program? Is there recommendations that we can do? Or is there just something I can do as a as a manager and as someone that you trust in your life to help support that and just even having the option of being able to go into your boss's office and say like, this is a terrible day. This is what's going on at home. I just need to be able to have the space that goes a long way. That doesn't cost you anything to just be a good human to your people. But you know what I hear you say that it seems to me like there's a cost of training and knowledge because how many managers. I know with that and that's nothing. I mean, I don't never had training on that. I've never seen that. I mean, it's in school that was never that's never spoken about in business school. I mean, it's kind of like, what is your level of empathy and how are you going to navigate it? And I think there's a lot of ways you send out signals that are like, I'm not receptive to that. Right. I am receptive to it. You can come to me, right? So how do we train our management level to understand that this is a new way of doing business? That's a great question. So I'm lucky to be a contributing writer to Forbes jobs, which is like a sub-brand of Forbes that focuses on career development. And I released my most recent article yesterday, which was like the five things first time managers should know and seasoned managers should remember. And one of the things was that the first part of it is like, no one really receives management training. And I've seen this across not just nonprofits, but even some of the larger organizations in the world where you think like, of course they have something. It's like, nope, you're really good individual contributor. You seem competent.  Okay. And so I think one, everyone just has to, organizations should have intentional training for that. But I do think there's something to be said about leaders and CEOs and boards modeling that behavior. Like modeling does a really good way of showing that just being like really asking those questions are something that you're going to have to do. I think the other piece, Julia, that I always say in this presentation is kind of you're going to have to do it because this next generation of employees, that's what they're demanding and they're going to go find it somewhere else. So the best thing you can do is equip your managers to be empathetic and they don't have to be touchy. No one would ever describe me as a touchy feely person, but I can hold space for people. And I think anyone can do that with a little bit of training and coaching around that. It's not as insurmountable as you might think. Oh my God. That's going to be my new buzz phrase, hold space. I love that because, you know, it does kind of paint a picture for me because I'm that way too. I, you know, so I'm a lot older than you and I really was raised on the you go to work, especially as a female. And when you walk out that door with your briefcase in your suit on, you're no longer at home. And you're no longer at home until you come back right after five or six or whatever.  It's so fascinating. And I mean, we could maybe in a year we can come back on and have a conversation about just kind of generational differences in the workplace as it relates to this. I mean, I'm in that I was an elder millennial.  Why did we, why was I taught that? That's so unhealthy. And so just even undoing some of the things that we were all taught and learned in whatever generation to support this work. Yeah, it's riveting because I think I speak, I spend a lot of time with, you know, CEO level and of course they're older and they totally don't get what's going on with just these next generations to the point where it's not only frustrating, but it's damaging their, their, their organizations and frustrating them to the point where they're like screw it. I can't lead because I don't understand how to get to these, these demographics. And so what you're talking about is, is really one of those conversations that we need to start having and weaving in. You know, we don't have a lot of time left and I just, I feel like you're just so riveting. And I, I know we've, we've identified some of these problems and we've really highlighted the process and why we need to be thinking about this. But what does it mean to take care of yourself? How do we do this? Even if we don't have an ecosystem or managerial system that supports us, what are some of the things that we can do? That's a great, great question. So I, one of my articles this year was entitled true leadership means emotionally taking care of yourself. And so I, I had that same, that exact premise of like, of the things you can control, what can you do? And one was setting healthy boundaries and prioritizing yourself. And so going back to the human giver syndrome, the best thing I learned in my 30s and after good therapy is like, it's okay to be selfish. So even if it's outside of, outside of work, even with your family, it's okay to say no to things that just aren't serving you. And it's so hard because we're raised to be people pleasers, but set healthy boundaries and what that, however that looks to you. And so just really being thoughtful and with your, depending on your relationship with your company, your, the nonprofit you work with or the, your boss of like setting really healthy boundaries of, hey, I'm not available for that. I think I'm so blessed to have a CEO so that I report to that I can say like, I'm, I'm just not in the space for to do that and it's not going to be good for me. So can I, can this not be the expectation in setting those boundaries? And sometimes it's a, absolutely. Sometimes it's like, we just have to do this and I totally understand, but like actually making sure that you're prioritizing yourself. Being selfish is not, it's not bad. Like it's okay to do that. And we have to get that out of our minds. Making self care part of the daily routine. So find the one thing that really provides you energy for me. It's I work out every morning, but it might be reading a book, I have an employee that like she likes to play the piano. So every day we've talked about like, have you played the piano today? So whatever that is for you, it might be watching, keeping up with the Kardashians, whatever it is, make sure you do it every day. Make sure you do it every day so that you get that energy from something that really, really provides you like something that you love and can help you take care of yourself. I love the one that I also talk about is like spend more time with the people who give you energy. I said like, look at your outlook calendar and think about like the people that you're super excited to like for that appointment and then see the people that you're like, God, I got to do this. Spend less time with those people if you can and be thoughtful about who are the people that actually fill you up, you feel energized afterwards. Be very intentional about spending more time with them. Talk to your company about what mental health means to you. So I think a lot of times people just assume that there's like this divide between personal and professional or just like the person themselves and the professional. And I talked in my article yesterday like managers have to be good with the whole person. And that also means you as an individual going to your boss during your company and say like it's really important that I can set these boundaries that mental health is a priority. So what can we do to get there? And then my other tip is just like if you can get professional help. I've been in therapy since I was 24 or 25 years old. It is the one thing that I will always make time and resources for. It's been a life changer and a game changer. And so if you can make sure you go see just go see someone. Yeah, you know having having known you and watched your career.  And I've got to believe that that has added to to this, you know, piece of you being comfortable and being sage. And so yeah, I think it's really important and especially for those of us that work in the nonprofit sector. Absolutely. It is, you know, grimy. I mean, even just my work doing the show and working with clients, it's exhausting and I'm not on the front lines, but I witness what is going on to the people that I work with. And it is really tough. It's really so tough. It's actually, it's kind of crazy to me that like more and more folks don't that do this very, very hard work aren't seeing someone. It's like how do you process what you just saw today. It's so hard. Yeah, yeah. Yeah, I know. And I, I find that I mean, I ask that question a lot of the people that I work with. I mean, what did you do to heal yourself? Not your clients. Love that question. What did you do? And it's, it's so brutal the number of people that are like, I, I can't answer that. I didn't, you know, and it's like, well, then that's where we need to start the conversation. Because if you can't answer that, then you can't help those that you're, you're trying to help. Right? That's exactly right. And you're going to leave. You're going to leave us and you're going to leave our sector and we need you here. We need you here healthy and wise.  I am so honored that you are a part of our sector. I know you have such an amazing presence nationally. I am thrilled that you're sharing your knowledge and your passion. This is great. Yeah. Centauri, Centauri minor VP of strategy chief of staff evolved MD checkout evolved MD. They're doing some really cool things and hopefully they'll be coming to your community soon as they really flourish throughout, you know, this region of our country, the Southwest. It's such an important issue. And I think this is a fabulous opportunity for all of us to see you moving forward. Again, I'm Julia Patrick, CEO of the American nonprofit Academy, Jared Ransom, the nonprofit nerd CEO of the Raven group will be back with us tomorrow. Again, I want to give one more shout out to our sponsors who are here with us, allowing us to have these conversations, Bloomerang American nonprofit Academy, your part time controller, nonprofit thought leader, fundraising academy at National University, staffing boutique, nonprofit nerd and nonprofit tech talk. So Centauri, every day when we end the show, we sign off with this like certain message. And this message is maintained. I say it every day and Jared does too. But it has its intention and how I hear it and how I speak it has changed. From the beginning, we started this message because it was COVID. And then we've we've morphed through different issues in our country and in our sector. And today I say this with mental health in mind. And it goes like this to stay well. So you can do well. Thank you so much, everybody. We'll see you back here for another episode of the nonprofit show.


Hello guys and welcome to another session on laws of motion. Today we are going to take up a very important topic called inertia. Now inertia becomes the precursor for whatever we are going to study in Newton's laws. So it is very important to understand this particular concept. So let us begin. What does inertia mean?  This is where you are showing a resistance to change or resistance to wake up in this particular case. Basically guys, you are displaying inertia. So you are displaying inertia. So you can now you would have figured out by now that something where you are resisting to change that that indicates inertia. So let's do an activity, which is a very famous one, you can do it just now. So you can get a glass or tumbler and put a card over it like this, right. And I have put a coin on top of the card. Now what you're supposed to do is you have to flick the card with force. So you can see a screen grab where the card is in air and just at that instant the card has been just displaced and the coin is flying in the air, right. Wherever the coin was, it's staying over there. Next, as the card moves away, the coin now starts falling down and eventually the coin falls down. So you can repeat this experiment for activity very easily. You might have done it already. So you can go and grab a glass tumbler from your kitchen, take a card. It could be some stiff card. For example, I have used a gaming coupon card here and you can use the old credit card of your parents or you know, but yes, whenever you're using it, do take a permission from them, then put a coin over it and then repeat this. So yeah, so basically what you're supposed to do is as I will explain once again, you have to put a coin over the card and then flick the card with reasonable force so that the coin falls down, right. So you'll observe that the coin doesn't move with the card instead it falls down in the glass below. Why does this coin not go along with the card? Because of inertia of the coin. The coin did not want to move from where it was, right, and hence it tends to stay wherever it was, but now the card has been removed from the, you know, from the low side and hence there is no support for the coin and hence it falls down. Okay, now let's say some more examples from day to day life so you can see whenever you shake a, you know, fruits and leaves fall, right, sacred tree. So let me show you this video where, you know, a machine is shaking the tree and it's basically some berries are being collected so this is how you do it and then a fast bowler in a cricket match takes a long run up. Why? Because he uses his inertia so he bowls like this, he runs and then the motion which he use it or in which he is helps him speed up or let's say throw the ball at a higher speed so he uses his speed and, you know, and the ball is with him, it is in the bowler's hand and hence the ball is also moving with a great speed so once he releases the ball it carries that inertia, right, so the inertia of motion and hence it goes with a very high speed to the batsman, right, this you would have observed.  So why does it get, you know, the moisture gets driven away because when you jerk the cloth what happens is the moisture particles tend to stay wherever, wherever they were and since the cloth has moved out from its place the moisture content or the motor molecules stay wherever they were and hence they come out of the cloth, right. So the answer to all the above questions somewhere is linked to inertia so everyone is trying to resist any change, you know, so someone which is at rest is trying to be at rest, someone which is moving for example in this case the cricketer and the ball which is holding if it is moving at a particular direction at a particular speed it tends to stay like that only so that is some examples from day-to-day life. Now let us define inertia formally. So what is inertia guys? Inertia comes from a Latin word inners so you can see this is the word inners which means idle or sluggish, okay. Next let us go to the, you know, the definition which Newton gave in his book and what he defined inertia as so he defined inertia in this book philosophy naturalist principia matematica which states that the Inesita or Incita or innate force so he is not using the word inertia he is using the word innate force now he is using in Latin but it means innate force of matter is a power of resisting, right. So the very power through which it resists what? Resist what? Resisting by which everybody as much as it in in it lies endeavors to preserve its present state so everyone wants to stay as they are they have been right so no one wants to change its state so they want to continue with whatever state they were whether it be of rest that means something which is at rest tends to continue at rest this is the observation made by Newton and something which is moving uniformly forward in a straight line will tend to move that tend to do that continuously, right. So neither the body lying at rest would like to change its state of being at rest or a body which is uniformly moving in a straight line wants to change its state of motion, okay. Now that means this is what is the definition of inertia so hence what is inertia in a nutshell inertia is resistance to change but change of what? Change of state, state of what? Change of state of uniform motion so whenever now you can define rest also a special case of uniform motion whether body is totally at rest no movement at all and the other case of uniform motion is like when the body is moving in a straight line without much of a deviation moving continuously in straight line with the same speed that is uniform motion so hence Newton is suggesting inertia is that property by virtue of which any object which is at rest tends to continue at rest and any object which is at uniform motion tends to continue its state of uniform motion, right. So now next is if you look at it there is more information around inertia which if you look at it it says inertia was you know first introduced by whom? Johannes Kepler, right. So you can see that here inertia was just so inertia was introduced by Johannes Kepler the famous astronomer, isn't it? So he introduced the word inertia in his this book Epitome Astronomy Copper Nikkei, right. So I am really sorry if I am not able to pronounce it properly but this is what the book name is. However the meaning of Kepler's term the meaning of Kepler's term what did he mean? He meant that from the and you know this word is derived from the Latin word for idleness or laziness it is mentioned here the meaning was not quite the same as its modern interpretation. So right whatever we use for let us say explaining Newton's laws and Copper Nikkei's sorry Johannes Kepler gave this term but then he did not mean whatever you know the current meaning of the word is. Okay so now let us take some more examples. So what is inertia example? So in there are inertia of rest, you can see inertia of uniform speed and inertia of direction of motion, right. The three types of inertia we are going to discuss. So what is inertia of rest guys? So a body at rest resists anything which tries to set it in motion, right. So something some stone is lying somewhere in you know it will not move on its own. So hence in the coin over card activity when the card moves away the coin tends to continue at rest and hence falls in the tumbler because the card is not there underneath so hence the coin just falls down but the coin doesn't want to move from its place. If the card was there it would have stayed there isn't it. Now in inertia of uniform speed is a body moving at constant speed, right resists anything which tries to change its speed. For example if you have a you know a train moving at a very high speed right at let us say 100 kilometers per hour here you can see 100 kilometers per hour and it takes a huge breaking force to bring it to a halt isn't it. So you would have seen you know and it in the train the train actually holds after you know covering after a significant amount of distance. So hence this is the train doesn't want to change its inertia, right or state of speed constant speed. Similarly something is moving in one particular direction doesn't want to change its direction of motion, right. So you can see on a slippery road while negotiating a bend you would have experienced this your bicycle tends to move in a straight line and hence kids right. So let's say if you want to take a turn or in a circular path you want to go and you're moving at a very high speed typically on a very slippery road you will see that you know you have to decrease the speed from first of all to take a turn that will learn anyways in circular motion but you know typically if you don't really break you tend to go in the same direction yeah. So that's your inertia of direction you something is required to change the direction and until and unless that thing is available the bicycle will continue going in a straight line it will not change its direction right. So these are typical example of inertia now. So the thing is how do we measure inertia of any object now? So you will see inertia of an object is measured in terms of its mass. So that's now mass you would have learned by now that mass was nothing but the amount of matter continued but now mass is defined as how much inertia some object or any object is. So that is directly proportional to the mass of the object. So higher the mass higher the inertia higher the mass higher the inertia you can see here there's a man who is trying to push this rock huge mountain rock and obviously the mass is so high that it demonstrates a huge resistance to change its position. Obviously you know that entire effort of this man is going to go down the drain he will not be able to move that alone right. So because of its heavier mass while at the same time a small bubble soap bubble is blown away by just you know a small you know blow of air by even a child right. So it's so it's so light they are so light that you know even the blow of air from child pushes them away from or let's say set them in motion right or change their state. So that's what the difference is right. So heavier the mass heavier the object and hence you can now infer also that it takes humongous amount of effort to move or change the state of any object with higher mass whether it is a plane lifting of train stopping or a mountain being moved right. So hence higher the mass higher will be the inertia. So this is quite obvious now the rock with more mass has more inertia than a soap bubble. So this concept of inertia is directly related to Newton's first law of motion which we are going to see in the subsequent video. So once the concept of inertia is clear you will be able to appreciate Newton's first law of motion and hence we can build on our concepts of dynamics. So I hope you understood the concept of inertia. There are lots of lots of day-to-day events where inertia is involved. I would urge you all to you know go and see and observe in wherein you find something displaying the property or let's say its inertia to change its state of motion right that would be a good activity to do. So see you again in the next session next video where we will take up Newton's first law of motion. The journey is going to be exciting friends. So be there. See you in the next video. Bye bye.


Hey everybody what's going on? I am Greg Sospin joined today by Tom Vecchio Fanduil who's here to break down tonight's NBA sleep. What's going on Tom? I'm doing good at seven games on the sleep. We'll start the week with some NBA. We'll end it with some NBA. Let's go. Let's get right into it. Russell Westbrook's out for at least a week according to the woesh bomb that just dropped which means we're gonna have a whole lot of Bradley Beale to play in DFS this week. The Wizards Guard is priced at $10,100 tonight on Fanduil and yeah, Rolla Meadows good. But he's no John, he's no, I say John Wall. He's no Russell Westbrook. Like you said, no Westbrook and we're already looking at good stats for Beale when Westbrook is playing you know 25, 29, 30 field goal attempts for Beale in the games that Westbrook has played. Now in a small sample size it's only been a few games for Beale and Westbrook together this season. We see Beale with a 43.2% usage rate and 1.76 Fanduil points per minute when Westbrook was off the court. I mean those are NCAA numbers. We saw Beale last week drop 60 real points and that was with Westbrook playing. We have a 229 and a half overrunner going up against Phoenix. We also know that Washington lost Thomas Bryant for the season with the ACL injury. So we are on all on Bradley Beale, all on the shots, all on the extra usage and frankly he's going to need to score 40 plus real points for the Wizards to have a shot in this game. For the Wizards to be able to do anything. They need a monstrous Bradley Beale game just like that 60 point game they had the other night but they lost that one. Let's not forget that. They're going to need more from Bradley Beale in order to pick up a victory and we'll take it here in Daily Fantasy. Bradley Beale $10,100 tonight on Fanduil. Now COVID has wrecked the NBA. Another game getting postponed tonight. The Philadelphia 76ers they're kind of like patient zero here. Almost their entire team is out and whether it's COVID related or injury related. It's tough. They don't have many players. One player they are expected to have tonight is Joel Embiid. Embiid is priced at $9,700 and it seems like he's avoided having to quarantine or self isolate and that is very good news for us DFS players. Yeah exactly. The 76ers are this fluid situation for the past few days or over the weekend they had seven only seven players take the court against Denver and that was because Simmons and Embiid were out simply due to injury. Now Ben Simmons is out again tonight against the Hawks where we see a 222 over under simply due to injury but they still they're without Tobias Harris they're without shake Milton without all these players and Embiid is expected to be back with all of these Ben shit depth rotation on players so we look at his 29 usage rate this season 1.50 Fanduil points per minute and we're saying already that is great you know when Simmons is off the court last year we're always going back to Embiid but we'd be going back to Embiid if Simmons was out and Tobias Harris was in we'd still be looking to Embiid now all these normal players are out so why are we not just looking to Embiid as one of the best overall plays on the sleep so $9,700 you'd expect him to be super chalky and expect 50 or 60 Fanduil points from him. Yeah everybody's going to have him but that's okay he's priced under $10,000 tonight he's a superstar always now with nobody on his team playing well you have to get him in there he's chalky in cash games it'll make sense Joel and me yeah you know that's true he's $9,700 tonight on Fanduil. One final player to talk about and that is the Dominator DeMonte Sabonis who's been incredible all season long. Absolutely you know I've been a big fan of his game for the past couple of seasons and this year he's off to a blazing hot start a double double in every single game he's played this year he's averaging 21 and 12 to start the season best thing about it on top of that is the fact that he's playing 33 minutes or more in every single game we love minutes in the NBA in NBA DFS we love production and NBA DFS things that they're 1.20 Fanduil points per minute right now we have a great game going up against the Kings sitting at 225 of Runder it's a four and a half or five point spread we should see it back and forth we also should see an up-paced spot for the Pacers going from 15th in the league to the Kings up at ninth so we're taking a double double we're taking 35 plus minutes every single night and we should be looking at close to 50 Fanduil points from Sabonis. A double double in every single game this year Tomata Sabonis has been incredible I'm just furious I was sniped from him in my fantasy basketball draft thankfully I have DFS so I can put him in my line of every night set it and forget it. That's gonna do it for us here on Fanduil hurry up Tom we appreciate the time good luck tonight. Same to you. Talk to you in a few days. Absolutely tomorrow. Davis Matic will rejoin us here on the Fanduil hurry up as we take a look at this week on the PGA tour. Tom back here on Greg Sussman thanks so much for watching enjoy the national championship game tonight and we'll see you back here tomorrow for another edition of the Fanduil hurry up


I'm Melly James, host of Let's Mana Up. This show is meant to dive into stories of local product entrepreneurs and how they are growing their companies from right here in Hawaii. My guest today is Jaylene Kanani Bell, founder of Noho Home by Jaylene Kanani, and it's based on Oahu. Welcome to the show. Thank you, Melly. Thank you for having me. Yeah, of course. And today we're in this gorgeous living room which is designed, decorated by Noho Home. So we'll kind of get into some of the pieces in that in a little bit, but Jaylene would love to have you kind of open and share with us a little bit about Noho Home and how you got started. All right. Excellent. Thank you. Well, it was definitely by accident, so to say. My mom was actually a designer. She did Hawaiian-inspired designs, and she sold them in McInerney's and Liberty House and craft fairs all over the island. And quite frankly, I didn't think that I had much creativity or artistic value, but as it came about after college, I came home and I started working in hospitality and commercial FF&E, that's furniture fixture and equipment. And in working with architects and interior designers, what I found very quickly was that there really were not designs that spoke to our island aesthetic. So I started to create them. You would like ask and say, oh, you know, we're looking for something that's based for something in Hawaii, and they were like, what would they send you? Oh, well, they would send me pink flamingos. That seems very Miami. Flamingos, fluorescent monstera leaves, they would send us bamboo trellises that were very European and ornate, in a sense, a lot of Asian designs. And really, there was nothing that spoke to our flora, our fauna, or any of our cultural experiences that we have here. So in collaboration with the architects and interior designers, we basically started to think through that process and I started to do designs. Amazing. Yeah. So did you, like, when you were growing up, was that something that interested you, like Mo'olelo and stories of Hawaii and the flora and fauna, or is that kind of, how did your design mind work with, like, kind of historical and what you had known from your past? Well, my mom was very active. She was very active in the movement to bring Oha into reality. She was the education coordinator for the Polynesian Voidings Society, so I very much grew up around these situations, more so than not sleeping underneath conference tables or in the car, but I was constantly surrounded by, you know, people who we would now call Kupuna, who had amazing stories and that really shared what it meant to be Hawaiian, and that was very much instilled with me, but again, I went off to college and thought I was going to have a very corporate career, but it came full circle, as I think, you know, many islanders do, yeah. Well, why don't we take a look at some of the designs you can start sharing with us on the stories? Oh, I would love to. So we can see here our beautiful backdrop as well. Do you want to share a little bit about what's going on here? Sure. So in this in this photograph here, we have our pillows. So we have decor pillows. We have drapery in a drapery here. We have it's a little hard to see in the photo, but we have our upana pattern. So upana being fishnet and really what we're doing is trying to have touch points within our prints that connect us to things that are familiar to our island, to our culture, to our heritage, to our practices in just small, meaningful touch points in the wallpaper. We have a peely pattern. And so there's a duality in this peely pattern. One, it is the name itself means closeness. And so we really like to talk about that closeness and wanting to bring it into the home and to our sacred space. There's also the framework that it's in is a very textural, fibrous visual that's very much like peely grass. And then the framework and structure is actually taken from a Cook Island couple pattern and re-envisioned. So there's a lot of there's a lot of duality, a lot of meanings that we infuse into our design. And often it's just one piece. And I like to say that it's a piece that contributes to the values that we're trying to portray in that space. Yeah. So a lot of times, you know, home home is about values and the values that you want to grow and share and portray. And so really what we do is just try to bring pieces to market that help you convey that. You started know-how home after having this amazing career, really being a designer just, you know, for the big hotels and working for large companies. What what what inspired that shift to to start your own company? So I always like to clarify. So I am a textile and product designer, not an interior designer. And I like to clarify that because what I do is I work with manufacturers.  And my major goal is to be able to bring these Hawaiian inspired designs to more of a mass market to be able to have everyone share in it, but still have it be very elegant and sophisticated and not kitschy, which is really all that we had out there for a very long time in mass. Circle me back. So one of the things I love is crossover. Yes, one of the things I love is that you started know-how home for the aunties. Yes, yes, yes. So the so I was business to business. So it was always my I was always working with architects and interior designers, hotels, the military, but always business to business and commercial. And I always say I did it for the aunties because over the last 20 years, they, you know, they I'd always get the the ask, oh, can I have a pillow or can I have a rug? Or can I buy just like one? Yes, can I buy one? Can I buy one bedspread? And the answer was always, oh, I'm sorry. No, we have to buy five hundred or each one cost, you know, fifty thousand dollars. So to that point, I decided that I'd like to bring some things to market direct to consumer and kind of really be able to be a source of pride for our community in being able to walk into a store or go online very easily and purchase something that, you know, has some touch points and connection. But so neat that, you know, us as individuals now can can can buy, you know, a single pillow or a bedspread. But what's neat is that you've had so many years of experience in commercial that, you know, you're not just kind of coming up with some cool pattern and creating a pillow that you have all these technologies behind your material. I know there was one shot where there was like a spill on the pillow. And I'd love to be to see to see that right now so that you can share what's going on here. Absolutely. So often to my detriment, I do come from the commercial arena. So I want to make sure that everything is completely functional and I'm probably an over perfectionist. So what we've done is we really created a product that is not only beautiful, but functional. And so our decor textiles that are printed and cut and sewed here in Hawaii all have a DuPont stain and soil protection. So that stain right there or that what would become a stain can be taken out. So like it just spills and you just wipe it right off as it's gone. Spills, you can wipe it off. You can actually take your finger and go in there and try to get it in. And and then you can take it out while running under some water. Yeah. So one of the one of those stories I love hearing is about the bedspread, the dark blue one and the story behind how you created that because it really kind of creates this like mindset when you're coming into bed and I actually have this bed set. So thank you, Jaylene. And so this reminds me of my evenings, but I would love for you to share the really neat kind of story behind this one. I'd love to. Thank you. So in developing spaces, you know, we like to talk about the experience or what that aspirational experience would be of that room. And in the case of our Ho'ohiomoi bed, Ho'ohiomoi in Olalawaii means to be rocked or lulled to sleep. The aspirational experience was really one of let's say being on the Hokulea out to sea under dark skies. A canopy of stars and being gently lulled to sleep. And so in developing that, we wanted to take, you know, what were those touch points? So we have the we have our upana pattern, which is our face net. And what we've done is we've basket we've done a basket weave in that so that it it it has a flow and motion to it. And then on the other side in the spirit of being a bed itself and wanting to be something of support and strength in our most sacred space. We have our Kua pattern, which is what we call our foundational pattern or pattern of support imagery itself as the rock foundations. And and then on top of that, we have our overlay pattern of our canoe. Our canoe design is also our logo, and it is it's a graphic interpretation of the avapuhi foliage. But more importantly, the name canoe to plant really serves as our mission, which is to plant seeds of culture and entrepreneurship, not only within our company, but throughout the community. So kind of speaking of entrepreneurship in the community, what kinds of things have you been involved with? And then I'd like to talk afterwards a little bit about some of the bumps in the road along the way. But how are you contributing to entrepreneurship in the community? And then what kinds of things are you guys up to? Well, you know, I think for my for my space, I really enjoy talking to people about students as well as young entrepreneurs about the opportunities and textiles. So an example would be I've started to work with Olamana School. They have they have great equipment, but currently they use it to do t-shirts and stickers, which, you know, there's always a need for t-shirts and stickers, but I really am hoping to expand. Their thought processes in how to create patterns that are repeatable so that they can make fabric and that that fabric doesn't have to just be for fashion, it can be for home decor, it can be for industrial purposes, car covers, etc. So really just trying to expand the knowledge base. And then Shamanad School kind of working with they have a they're the only interior design program on the island. Oh, really? Yeah. Wow. Yes. How many students do they have? You know, I can't say for sure, but it's not a large program. And really, one of the things that we were just talking about is how we need to reach out to high schoolers to start talking about professions in interior design and creative creative textiles. Because by the time that they are making those choices about college, they've already kind of said, oh, you know, this is not for me or there's no money in it or they've kind of prejudged that or they don't even know about the field in general. So reaching out to high schoolers is is really important so that we can actually grow not only the program at Shamanad, but the community of interior design here in Hawaii as well. There is such a need for more designers everywhere. All of the local designers are hiring because they do fabulous work. And so was it like that when you kind of came out as an interior sorry, textile designer that you were kind of the only one at the time and even now looking 20 years later, it's still a challenge that you're trying to help with some of these schools to get more interest in the local community. Yes. So I would say, you know, I would say when I started doing design in this way, I was the only person. I actually do a lot of carpet design and I do carpet design here for other places in the world as well as fabric design and other items. And I'm licensed and it goes to other places. So yes. But they know it's that's Hawaiian or is it is it more? So that's a very interesting that's that's an interesting topic about about manufacturing and the way in which things come to market. So so it goes out with a message and the message is then conveyed by layers of salespeople and retailers or wholesalers and distributors. And so you kind of don't know where that message ends up. You don't know that person who has that textile really knows where all the money came from. And I love the how know, home now that you're in that you're in control of that. That message comes all the way through. Exactly. Yeah. So we're going to take a break right now and be back in a few moments. Thanks, Elaine. Thank you. Aloha. My name is Mark Schlaufe. I am the host of Think Tech Hawaii's Law Across the Sea program. My program airs every other Monday at one o'clock on Think Tech Hawaii. Most of my programs deal with my own life and law experience. Recently, I interviewed Alex Jampel, who I have known for over 30 years about his voyage across the sea as a lawyer from Tokyo to Hawaii. Those are the type of stories that I like to bring and like to talk about human stories about law and life. Aloha. Hi, I'm Rusty Kamori, host of Beyond the Lines. I was the head coach for the Punahou Boys Varsity Tennis Team for 22 years. And we're fortunate to win 22 consecutive state championship. This show is based on my book, which is also titled Beyond the Lines. And it's about leadership, creating a superior culture of excellence, achieving and sustaining success and finding greatness. If you're a student, parent, sports or business person and want to improve your life and the lives of people around you, tune in and join me on Mondays at 11 a.m. as we go beyond the lines on Think Back Hawaii. Aloha. Welcome back. I'm Ellie James, host of Let's Mana Up. We have Jaylene Kanani Bell, who is the founder of Noho Home by Jaylene Kanani. So welcome back. Yeah. So I know we were talking about Mo'olelo and, you know, when you've made these beautiful designs that have gone out to other companies, there's these layers and layers of salespeople. And by the time it gets to the end user, it's quite diluted. And now you've started Noho Home. This is really your company. This the story comes through all the way. And part of it is also, don't you have a lot of the Mo'olelo and a lot of this in native Hawaiian that you that it's on, actually the back of the label? Oh, yes. That was this. This was an awesome aha moment. My manufacturer called me and said, wear your care tags. Oh, care tags. All right. So I went to go make my care tags and they have to be done in two languages. Oh, I said, OK, well, what's my second language? And I said, oh, Japanese, maybe. And then I thought to myself, oh, my gosh, this is my product. I'm manufacturing it. I can do what I want. I'm going to make my care tags in O'olelo, Hawaii, as well as O'olelo, English, so. And, you know, again, just a touch point just to normalize O'olelo, Hawaii, there is a movement for that.  So it's that at every, you know, having those touch points at every turn is is really how we bring pride to our language and our culture. Yeah. So you started Noho Home and obviously it's a totally different beast than what you had been used to, having been a textile designer with kind of the larger companies. What were some of the hurdles and what are some of the hurdles and challenges that you face that you can share with the audience? Oh, yes. Well, there have been many. So one of one, of course, is going to be manufacturing and of course, manufacturing here in Hawaii. So I do both. I manufacture here in Hawaii and I also manufacture overseas. And I like to say that I do it in a very thoughtful way. What makes the most sense? What's going to get the most amount of our mission to market, so to say. And so one of our desires is to bring home what I would say is the low hanging fruit of opportunity to manufacture in Hawaii. And that is a challenge. What are you making here? So manufacturing. Yes, so we are making all of our decor textiles. So that would be our pillow, our pillowcases, our decor pillowcases. And then our kitchen textiles like tablecloth, tablecloth, napkins, runners, table runners and then we also have actually just announced that we are partnering with the wedding linen company and we will be offering wedding linens through their through their company. Yeah. So what other challenges have there been starting this amazing company here? So I would say that and this is going to be the challenge for everyone, maybe not just in Hawaii, but maybe a bit more. So because it is Hawaii and it is the e-commerce space and learning to navigate it, to understand it. And actually, oh, yeah. Oh, yeah, definitely SEO, you know, customer acquisition. All of the the the key performance indicators that we have to monitor on a daily basis and and the content that we have to create website development and maintenance, all of those. And they're really understanding what the marketing is, the funnels. And I would like to thank one up for helping us with that, because really what one of the challenges is getting world class ever changing information now to us here. And you've helped us tremendously with that, as have other organizations as many, many a YouTube video. So I know, yeah, Shopify coming in and some of our SEO specialists. So that's a big area and really an opportunity as technologies, I believe, really leveling the playing field for a lot of our companies who are based here in Hawaii to be at that global level, because it's no longer about having your physical stuff and physically every store and across the US and the world, but having that online presence, being able to tell your story and kind of navigate through all the craziness that is online. And that's really quite a powerful tool. So that's great that you guys are making some headway there. Oh, absolutely. Yeah, it definitely is kind of the democracy. It's it's democratized the the retail sales industry. Absolutely. And there it there is a wonderful opportunity for Hawaii and the brand of Hawaii to leverage our native intelligence, so to say. And for our community on a global platform, kind of shifting gears into super not online. You guys had an amazing Mary Monarch booth, I wouldn't call it a booth. You took over two hotel rooms. Can you share that experience and how that's been for you engaging with the community? You know, you really started this company because of the aunties in the community. But how that has been, you know, with the marketing and stuff like that here. Absolutely. Well, our response was amazing. And the opportunity to come in to our first Mary Monarch and to do it in such a grand way. I need to thank Noel Ross from the Nani Lo hotel for that. We had, like you said, we had two rooms that we outfitted with all of our batting as well as our other textiles and decor. And what we did was we had people come up and enjoy some champagne and just have a really intimate experience, you know, touching, feeling, getting in the bed and then just having really good conversations. I was able to share what there's no other avenue, right? That's so intimate and personal, then one on one with your customer to share what the sentiments and the values behind the product is. So that was that was very, very special. But I have to say the best part that kind of brought it full circle. It's a lot of work to bring a company to market. And what kind of made it all worthwhile was I was talking with one of my aunties and she picked up our capillipillo and she walked over to me and she said, baby, what is this? What is this? You know, what is the same? What does it mean? And I shared with her the meaning and the money that we put into it. And then she said, you know, it reminds me of the Pico of my papale. She's a weaver and she then shared about her history in weaving and her kumu and, you know, how this pillow, she was going to, you know, use it as a connection to that whole experience and be able to talk story to the next person about that whole experience. Just because we're talking about a pillow. And that can only happen because, you know, it's someone like yourself who is, you know, from Hawaii and has these incredible stories and really being able to convey those through your textiles and pillows and everything else that it's covering. And so kind of looking at that from a next generation standpoint and her being able to tell that story to the next generation. I know you said Chamonaut has the only training and in terms of textiles and design here in Hawaii. You know, is there any kind of advice that you could give to young people about where they can plug in or opportunities you're seeing, as we're, of course, trying to develop out more of these opportunities for local people, especially in the textiles and design world? Absolutely. There is a large creative, a large youthful creative community here. And they're often doing, they're often doing talk and there's Creative Lab. There is over on the out in Kapolei next to me. They have the film school and within those organizations, they continually talk about creative. And then the design firms themselves, the local design firms, they're very much invested and staked in Hawaii, you know, G7D, Architects Hawaii, WCIT. They all run their own programs. They have internships, shadowing, mentoring, and really, I think it's just a matter of reaching out and or kind of invent bright is an excellent place to find the latest and the greatest for events they can come to, for events that they can come to. Absolutely. Yes. Yeah. So so what's next for Noho Home? We did have just a little bit of time left. So we did just launch our wedding textiles and then we have rugs that are coming our way. Where can people find you? Oh, where can we find you? Well, you can find us at online at nohohomehawaii.com. And we will be doing pop ups and throughout the holiday season. We just finished up at Duty Free and we are not. We don't have a scheduled pop up yet, but we will. We'll be popping up some more soon. We will be popping up soon. We will have our soaps in your gift basket at the Maiden, Hawaii. The Puakene Kei. Yes. Our Puakene Kei scented soap and candle and yes, the candle. They smell amazing and we are very pleased. In fact, I planted a Puakene Kei in my front yard to kind of celebrate the launch of that candle and so congratulations. Jaleen, love all of your stuff and so proud of you. And of course, I'm on a cohort three or two. And so thanks for joining us on the show today and congratulations. And I'm looking forward to seeing you popping up lots of other places. Thank you. Thank you for having me.


Good morning. This is Juan Garcia from Washington, Admiral Guillory. Great to be with you. Thanks for your distinguished service and incredible Navy career. To the University of North Florida, Ospreys, thank you for hosting this important summit. For Mayor Brown, thank you for your leadership. And as a former resident of Jacksonville, who has family currently stationed in Jacksonville, thank you for your community, for the support you've always given our Navy and our sailors. And I'll tell you that we here in Washington are counting on the Jaguars to beat the Lions this weekend. As we go into the eleventh year of the longest sustained combat operations in American history, I'm convinced that when the dust eventually settles from these two conflicts, one of the key cornerstones of the history that military historians someday write will be the enormous advances made in military medicine. The numbers speak for themselves. In World War II, for every 100 combat injuries, 38 were fatal. By Vietnam, for every 100 combat injuries, 28 were fatal. Today in the desert in Afghanistan, for every 100 combat injuries, only six are fatal. We are bringing personnel home alive that in any previous conflict would have come home and flag draped coffins. Matt Nathan, Admiral Nathan, Navy Surgeon General used to say that every day visitors to Bethesda remark on how many more amputees these wars have created. And he points out that it's not that they're more amputees, it's that in previous conflicts these individuals would have not made it back alive. So that's the great news, the historic news. But the challenge, of course, that comes with that is how do we reintegrate a cadre of wounded warriors, of combat veterans who are wrestling with a set of injuries that the nation and for that matter the world has never seen before? How do we ensure that IEDs and PTSD and TBI do not become the agent orange of this generation? And expert after expert tells us the key to that successful reintegration is in a word, a job. The sense of self-reliance and independence and worth that comes with work is the key to successful reintegration. Now I understand that in your summit you've dedicated meaningful time and a special focus on the challenge of reintegrating our female veterans. I appreciate that, thank you for that. We have 300% more women serving in today's military than we did just 30 years ago. Every year our Navy selects four sailors of the year, an active duty sailor from the West Coast and active duty sailor from the East Coast. Four completely independent processes to arrive at these four sailors of the year. Last year, for the first time in U.S. naval history, all four sailors of the year were female. Our females are serving in nearly every community available, both in the Navy and the Marine Corps. We may have followed headlines that we are two years now into a new policy allowing women for the first time to serve aboard submarines. And that initial cadre of young junior officers are now, have now completed the nuclear training pipeline, have reported to their boats that many have already deployed and they're doing great. The statistics indicate a lag between female veteran hiring and their civilian counterparts that is even greater than the male Delta. So thank you for your focus on this challenge. I want to share a story with you about Lieutenant Jay Redmond. Jay is a Navy SEAL. He was injured in Fallujah in the early part of the war in Iraq.  And in the photograph you're seeing, I'll tell you that Jay looks a lot better than he did before he went through 11 months of rehabilitation and a string of surgeries. But as he was recovering at Bethesda, Jay was moved one day to take a piece of paper and a sharpie and scribble the following note. And tape it to the door of this hospital room. I'd like to share it with you. The note reads, attention to all who enter here. If you're coming into this room with sorrow or to feel sorry for my wounds, go elsewhere. The wounds I received, I got doing a job I love, doing it for people I love, supporting the freedom of a country I deeply love. I am incredibly tough and will make a full recovery. What is full? That's the utmost physically my body has to recover. And then I'll push that about 20% further through the sheer mental tenacity of being a U.S. Navy SEAL. The room you're about to enter is a room of fun, optimism, and intense rapid regrowth. If you're not prepared for that, go elsewhere. Signed, the management. Jay's sign has since been signed by the commander in chief and framed. And if your travels bring you to Bethesda, you'll see it hangs on one of the passageways there in the Navy hospital. We've got a lot of Lieutenant Jay Redmond's out there. And as we wrap up operations in Iraq and begin to see the light at the end of the tunnel in Afghanistan, ensuring that successful reintegration, I believe is one of the challenges of our time, of our generation. Earlier this week, the Department of the Navy held our third annual wounded warrior conference in San Diego. And we rolled out a program we called DOORS, Defense Outplacement Referral Service, which for the first time will allow a wounded warrior to, in one stop, click of the mouse, be able to search across the entire Department of Defense enterprise, looking for positions from coast to coast that suit his or her skill set, his or her geographic preference, and his or her desires for post-rehabilitation service. Accelerated hiring, priority hiring for those available to work within 30 days. Our position, the Navy's position, is that if we're going to ask the private sector, if we're going to ask corporate America in this challenging economic environment to step up to reintegrate, to hire these veterans that we should lead from the front and we should put our money where our mouth is. By the end of this fiscal year, we'll have hired about 11,000 veterans within the Department of the Navy, about close to 60% of all new hires are veterans, and about a third of that are wounded warriors. So for the business leaders of Jacksonville, for the private industry of representatives taking part in your summit, we're here to ask you to help support this reintegration and to step up and hire these personnel, consider bringing them into your organization, not because you're the great patriots that I know you are, not out of any sense of philanthropy even though you are philanthropists, not because it's the right thing to do because I know you do the right thing. We're asking you to hire these folks because it's good for your company, it's good for your business, it's good for your corporation, it's good for your firm, it's good for your store. These young people, average wounded warrior age is about 20 and a half years old, have been entrusted with an incredible amount of responsibility at an early age, they're disciplined, they're trained, they're savvy and qualified in the most technologically advanced gear in the world. These are the folks you want to entrust your business with. It's good for your shareholders, it's good for your board of directors, it's good for your bottom line. They won't let you down. Thanks for your support, thanks for your patriotism. Have a great summit and we'll see you down in Jacksonville. Appreciate it.


Honourable visitors of the water environment, some visitors. Irish ambassador Ronald Krohn, distinguished guests, ladies and gentlemen, good morning. At the chair of the LEC group, the LIS developed countries group, it's an honour to speak on behalf of the 48 LIS developed countries, including Uganda and my own country, Ethiopia. It's also a real pleasure to be in Kampala to share our knowledge and experience on the issue of community-based adaptation, which is of paramount importance to all of our countries. In the International Climate Negotiations, our group represents the interests of the world's first. We call for deteriorating actions on the ground to secure tangible outcomes to protect the lives and livelihoods of our people and safeguard our future prosperity. For the LCCs, this means not only ambitious initial reduction, but also adapting to the current and future impacts of climate change and variability and addressing the loss and damage caused by its unavoidable consequences. Many of our countries have large rural populations that rely on climate-sensitive industries such as agriculture and communities that rely on ecosystem service. The adaptation discourse therefore needs to include ecosystem-based adaptation considerations as an important element, including the sustainable management of our ecosystems, safeguarding of our ecosystems against drought, extreme weather events, rising sea levels and other hazards posed by climate change and variability and the enhancement of ecological structures and functions that are essential for our communities. Adapting to climate change can be extremely difficult in the context of eradicating poverty and developing sustainability, and this is compounded by lack of domestic capacity and lack of international support from both the public and the private sector. Yet, in the face of these daunting challenges, the LCCs and other vulnerable countries are taking ambitious mitigation and adaptation action while calling on world-tier nations to do the same. There are a couple of vital ingredients to achieve the adaptation outcomes we rely on. First, international climate finance needs to flow and be scaled up to support our countries' efforts on climate change. Although climate change is predominantly caused by developed world, its impact hits harder in the global south. So, while we continue to work hard to develop adaptation strategies such as national adaptation plans and work with local communities to build resilience and adaptive capacity, financial support is desperately needed along with the transfer of adaptive technologies and capacity-building support. Ensuring climate finance flows to local levels will also empower communities to use their knowledge to take effective decisions and actions to address local needs and priorities on climate change. Second, we need more cooperation and knowledge sharing at the world stage including through the South-South cooperation among developing countries and multi-level multi-sector engagement across different governments, research centers, energy and private sector organizations. This is where conferences like these are incredibly valuable. A great deal of excellent research and work has been done on how best to adapt to climate change but often the knowledge is not in the hands of those who must implement it. Global cooperation is vital to navigating the path to effective, robust adaptation action. The team of this year's conference, harnessing the natural resource and customs for adaptation, is an important one for these developed countries, many of which have vibrant ecosystems and undratrived natural resources. Learning to use these resources in a sustainable way to contribute to adaptation will help give local governments control over their fed and built long-term resilience. I look forward to learning more about this important topic which all of you over the coming days to catalyze the real adaptation actions require to protect our comments from the dangers of climate change and secure a better future for all. I thank you.


time to start yeah Yeah, welcome to our developer developers room for Office systems. I don't know Yeah, open document editors. Yeah, so And I will have a small talk about building of open office our build system how it works and so on um The reason for it is I get asked in a recruitment channels often How do I build open I want to contribute and then I say okay build open office, and then I don't get an answer so I hope that with this talk I can help people a little bit more to To get over this hurdle Yeah, so my name is Peter and I'm usually using the nickname Petco I joined in 2016 the open office project from Apache and I was the chairman 2018 and 2019 That's what you need to know about me and what I do in the project or what I did so far in the project Yeah Okay, like I said The goal of this talk it's and I Won't give you an overview. I do not want to go really deep inside depth I don't I will not go so much into the differences between Windows Mac So it's more about principles what you need to know and the understanding Yeah And I will talk a little bit where what I Picked up where we will be going with the build system how it's changing We work on this from time to time and yeah so If anyone is interested in building open office We have written two guides One with general information Where we explain a lot What are not on how these options is what does it mean and so on central stem things? And if you have an OS and you want specifically built on for one From for you system, then we have an OS page where you on detail Get explained from windows or you know, it's even break down on certain distributions And I can only recommend if you download the presentation Use the links the presentation is only in help or giving you some guidance you know so when we build open office we have Let's say different phases, you know and where we both Which you have to follow in order to get a successful build first you set up your environment that That means you prepare you have to install The dependencies that the building environment needs to get working then We have to do a configure that the build system knows What do you want to build? The third is bootstrapping then we pull in the dependencies that We need for building the code Yeah, even if you say if you pick the choice that you go on system libraries Which where you have probably to do some adjustments, but and our Our bit environment is set up so it's generally working and so you have So you so we pull in all dependencies and we provide all the dependencies from from our sources ourselves, so if you build open office plane Then you will provide it all dependencies in the right versions that there is if you use if you want to use the system libraries You will have to tweak around probably And the last thing is to build open office, you know building commands and so on So But environment needs a working power version And And for for the Java stuff and Java of course, we have G-perf for Google Perf for performance test You need this WinRack DLL for building at least I did not know how to circumvent this Did you? Yeah Okay, I get all those complains from the But maybe if you if you say without SDK, then it will not You will not be a cross to set it up If you build on Windows, you will need Additional tools the material to for example and the Microsoft SDK On Mac, you will also need some special the SDK for Mac. I'm not sure which version Then in doubt if you if you have questions when you're trying it ask on the deaf there We help you look it up You get the answers you need, you know so if you have installed everything and you're prepared to build then You can go to the next level and you have to know a little bit how How where we store some stuff so in the X libraries and in the X sources we have We will store our dependencies. Yeah so The Inst set all native On folder It's where we build open office. So this is the home folder of the build There we will start the big scripts one and It will always also provide a default to build in this folder Yeah, and there's a test where the test from where it is. I cannot yeah, I Just took this test stuff from the website. So I don't know exactly how this stuff works and Yeah Then we have set up our environment. We know where the dependencies goes and so on And then we want to configure our system. Yeah, so we use autoconfig autoconfig and then configure for doing this like in most Like in most Unix or open source project But for the starters you need to to say some some You have to switch some switches. You have to give that and my recommendation is you can go on the cv key and where we have Layout with some examples where you can start or you can use the Bots we have some good bots That run every day and you can start with their configuration and with their links and so on we will Look them What We will take a short look what what the important switches is and there are some more and You can have to look for example. This is most And most central is one We have we have one the autocons then you start with that configure then you have the first switch You will always need with the make we still use the old Demake and system Impulse We are in the migration away from the make to remake and If the relation is done as far as I know, it will use automatically so But we still need to use this When you when you pass the rule then you can then it will I don't know. I think in the bootstrap it will download the make it will be built automatically You have not need not to do any extra stuff the EPM as the second Dependency for the build environment which we need you can also install this separately and have it and it just passed Do Well, it can be directly found here. It will be downloaded and built and The EPM we need for packaging. So if you build That files RPMs and so on this will be done by this package Then with with one you define which languages you want these languages are Copied it from the built parts. So you have a short choice if you did for yourself then You will Maybe reduce it or so And then you have some switches like we keep publisher variables Category be unable open gr enable the bus without J unit and enable bundled direction is And these are still a bit what will be built how it will be built For example enable category be this is a license issue if you Not issue, but it's it's a lightning stuff. So Open office is built quite modular and The core it's in API to But which is from Apache Perspective a category are License also other and free license like The No, I forgot like other similar license to the Apache license. There will be also category are and Other licenses like the mature license is counted like category be so even with you with a third party Extension is made in Or is published with me tiller this is the particular and license for example you need this and I don't category be so With the build You're going to be do enable open GL GL stuff and windows you have also the option to To use Direct X if you have the SD car available for it Debas or something in Linux special fit and so on I recommend to use with vendor and then Just write something So it's not confused as an official build if you do it as an official build You you will probably get into some issues if if the PMC looks at it If you build for yourself you can You can give with the option or with the switch with package formats. You can give the You can configure what what packages it will be installed if it's a be RBM RPM depth or whatever if you use installed it will be It will be roll out in the in the build folder and you can directly use it for your tests The last two are enabled debug you tell and enable symbols That will help you in the debugging you can then attach it to GDP or you get Assertion errors if you open up the windows The last thing is you can deactivate Modules like without J unit will deactivate the J unit testing without STL port you will You will disable a specific Specific module That This STL port especially will it's about some basic standard standard library functionality and it's And this one is I put it in there because we usually built without STL port The modules so maybe at the for starters you will want to do this also Or you want to use this You want to use this option if you use this option as it it is given here at least on Linux It will build quite nicely and you will get a Debug able build of open office So when we have configured our system we do a bootstrap in between The bootstrap is only downloading The dependencies we want to build The command for building open office is build all p8 For example minus p8 Slash slash or dash dash and dash p8 For example, and what does it mean? Yeah, it means We want to build everything With eight Parallel modules built and with eight threads per module Yeah, so Yeah, this is pretty much With p8 and p8 we have rather bad Experience I Think it's maybe better to use something like p2 and have here something p8 Yeah, depending on your processors. You have to experiment With it a little bit because open office still needs a lot of time build bots need something like I don't know six to 20 hours. Yeah, well that was it right something like that. Yeah We did this quick. Okay. I need something around an hour maybe. Yeah on my machine Yeah, so What does it mean with this p8 I have some maybe some Some graphics some small graphics to make it more clear Maybe we look at the first PM. We have our modules. Yeah, if we use p1 It will build one module after another if we have built with p2 It will start with the first module and then Depending on the day dependency setup. It will start to it will start to go ready for two or more stuff It will open up more parallel buildings Yeah, so If you have too much Parallel modules to be built We have some dependency legs. I think You will You will maybe Find out that we want to build module three But it has a dependency to module four and module four is not built and so the build will stop with an error Best is if you come across these things Ask about on the dev mailing list and we will look into it and we will have to fix it if we go to the P if you go to the second Switch If we build one module then we open up more one-on-one threads And we built this code stuff in parallel You can also think this will be passed the second one will be passed to D make and G make so they they work in parallel and they work faster If we do our builds and it stops and we fix something then It breaks and we fix it and we want to continue there or We have to we clean something up Then we don't want to start over so we can we can continue where we have stopped or we can Where we did in the module where we did our changes we can set up on on this On at this place and restart the build and there's two ways you can You can do the the build yeah The first one or one is to we talk of compatible builds and we can build of incompatible builds So for example we have module one we have module two we have module three we build all three or We built we started to build all three and then we do a change in module two so that we want to set up again on module two and The wise thing is to build then again module three if we build module three or We said We would give them the build command build from module two you know and Built will then know okay. I Want to build also module three I will go in depth Just to have the principle and incompatible builds We already know module three will not be affected We are sure as a developer that this module did that the change in module two will not affect module three or Anything that comes after it. So we only build module two. Yeah Which will be much quicker, but well if there's something Changing in the in the Interfaces or something then you have an issue that might be difficult to debug So the recommendation is definitely if you have no idea what Whatever then do incompatible builds build everything from the place you where you quit and Then And then you're safe Yeah the command The computer build command is done in the inst set OO native then the build environment will always know that you want to continue after The module you have changed is done. Yeah, it will automatically Know which dependencies after that has to be rebuilt For that We need to clean the build that has already been done. This is this is done with the command Built from module two minus minus prepare, yeah but Since we also use Gmake and Gmake will not respond as all we're not we'd not be cleaned with the minus minus prepare you Need also to set up build minus minus from module two and then minus job and then make clean make clean Debug equals T minus ignore This will you will This will be safe for you Then you have really cleaned your build environment and you can really start over with build from module two Yeah, this is something you have to keep in mind for this and Quick look under So and if you do compatible builds you go into the module name and just Clean the in the module. Yeah, if it's a if it's a module that is based on Gmake you can just Pass a make clean and then you're done And then you can start with build from module two okay last slide As we have seen the current build environment is At the center of it is built is a pearl so the build command is a pearl script We use a mixture of D make and G make I think it's I don't know I'm not very sure but I think around 60 to 80 percent of the modules are already on G make And we use and for Java stuff or Java code In the future, there's some there's quite an agreement that we will move away from from the builds pearl script The preference is to only how use the GNU make So You have the standard make make install and stuff And we will continue to use and our new make Configuration is set up in the way if there is Java in the module then it then make will automatically fire up and and built built to Java so This is For building perspective, it's it's the end is really on On the top on the floor, but maybe if the GNU make if the build PL will not replace the If you cannot replace build PL with the GNU make then maybe and will become an option There's also the wish to use Python or Scon But it's not so preferred so let's put it like this and Yeah In future, we will only use G make we will drop D make if we if we manage to Migrate the last modules To G make we will continue to use and and This is my personal personal wish that we someday can use an ed. I don't know eclipse net beans or something to develop Open office further so yeah, thank you for your I didn't for your attention and And for this quick run through the open office built System and environment We have I think one minute for questions Yes, so currently there's I think no There's no specific support for Distributions specific distributions, I don't know Mr.. You do Debian Specific builds, right? Oh, oh, you mean you mean the signing Signing signing a pet as a signing the the build code in the In the current builds or current releases we did not do this. Yeah We have a process in place or we have people who are who are looked into it and with the next release We will start to sign Sign our builds for Mac and I'm not sure we try for Windows Yeah But this is I think at the moment the manual process and we have to make our experience Until and we will see if we get that how we can get the process then smaller So we start with a separate manual process and then go to and then see where it takes us, you know, I Hope it answered your question anything more. Okay. Thank you for your audience Yeah