Welcome to Sheboygan County government working for you. My name's Adam Pange, Sheboygan County administrator and co-host of this program with Chairman Bill Gehring. And today we're very pleased to have a couple of guests to talk about the non-motorized transportation pilot program in Sheboygan County. First, Dirk Zeilman, who is chair of the advisory committee and Mary Ebbling, who is our project manager. Welcome. Thank you. There's been quite a bit of talk about this program and I'm sure folks who are watching this are following this little bit in the newspapers or perhaps have watched a program before and heard an update. But we're getting into the point now where project applications are coming in and there's just some excitement building around this program. And we wanted to start with setting the stage a little bit and Mary, perhaps you could start. What's the primary mission objectives of this non-motorized transportation program? Well, the primary mission of this program is really to create a mode shift, sort of encapsulate it. And what we mean by that is making it possible for people to have the opportunity to choose to bicycle or walk to a destination. So walking from their house with children to school or potentially jumping on a bike to go eight, 10 blocks to go to the grocery store or pick up a gallon of milk around the corner on foot. That's what we're really trying to do. So not a mode shift. No, not a mode shift. A mode shift. So transportation mode, one mode being automobile, the other two, pedestrian and bicycle. Very good. And Adam, I think there's a lot of sentiment out in the county that this is recreational trails. And that, as Mary said, that's not really the purpose. It's to try to get people out of their cars to bikes or walking to work, to school, to church, rather than just riding around for recreational and exercise purpose. And that, I think, has to be clear because a lot of people are thinking, when they think biking, they think recreational. And we're trying to shift, as Mary said, that mode shift or that kind of mindset shift, that we can walk or we can bike. And I advise your listeners and watchers, don't just think about the last couple of days where it's been minus 20 degrees. The weather will get nicer and we want you out there walking and biking. So really the intent of the program was really to change people's behavior, to make different choices about how they're going to and from. Now we heard a little over a year ago that Sheboygan County was gonna receive up to $25 million for the implementation of this program. What's the status of the funding? What's been happening with that? I guess I'll ask for a little bit of clarification. Up to $25 million, basically up to $6.25 million a year. And as far as the status goes, I guess I'm looking for a little clarification. Have we received any of the funds yet? Are you anticipating a certain amount each year, as you mentioned? And how does it work? I mean, when you say you're gonna receive up to $25 million from the federal government, is that just written on a check and handed to you or what's that process involved? Okay, we have not received our funds for 2007 yet. And that has to kind of do with a little bit of, excuse me, the change up that's going on in Washington right now. The monies are funneled to Sheboygan County on a reimbursement basis. The State Department of Transportation is administering those monies. So as projects move forward and work is completed in Sheboygan County, then the project sponsor can apply for reimbursement of their costs. So it's really a reimbursement program. It's not just granted to the county and we can spend it as we wish. Correct, might be simpler in some ways, but that's not the way it works. Basically, it's a pass through dollars. So what that means is the federal government is passing those dollars through the State Department of Transportation. And I think early on, some people may have been under the impression that, well, geez, we're gonna have $25 million handed to us. And as you just described, doesn't quite work that way. But also we've been careful to emphasize up to $25 million. What happens with some portions of that money? You just mentioned the Department of Transportation is involved. Well, the federal government charges for their administrative costs. I don't get to see a line by line breakdown of what those are going to be. And that's determined on a yearly basis. And the department, so there'll be a, basically it's being referred to as a takedown almost. It's like a bill or an invoice we're getting from the federal government for them to provide us and handle this money. The State Department of Transportation is working very hard to reduce their administrative costs and have committed to doing certain project reviews in-house. We don't know what those costs are going to be because it's going to vary project by project. For example, if there's a very complex infrastructure project with a lot of, you know, basically legislative reports and surveys to do, environmental surveys, for example, there might be additional work that needs to happen to clear those projects so we can spend our money. And that's when we might get some administrative costs. The bottom line over the next four years of that 25 million we're thinking maybe 18 to 20 million will actually make it to Sheboygan County. Okay, very good. And that's a nice transition. We now know that, you know, you've just shared with our viewers who perhaps are watching something like this or following this for the first time. We're getting up to 25 million. It's going to be from bold shift to change people's behavior, get more people walking and biking. And we're gonna see this money over a four year timeframe. Dirk, you've been just taking the lead with this advisory committee and perhaps you could share a little bit about the advisory committee and some of the work that you've been doing with the advisory committee for nearly a year now. Not quite a year. We started in June of 2006, but it's a 30 person committee and it's a marvelous committee. We have just the widest diversity of people. We have doctors on there. We have business people on there. We have just volunteers. We have people who like to bike and our great recreational bikers. And putting that all together, it's turned into I think a spectacular committee which has been very committed. We have had numerous meetings. I was telling Mary, I counted it up last month in January. I attended 16 meetings, the advisory committee. So that keeps us hopping, but we think we're making some progress. And what kind of progress have you made? What have you been working on? What we did as a committee is we said, how are we gonna get applications? And we went out and we encouraged people to talk to the planning department. And we said, we don't want them to just trickle in because then we don't really have a good way to assess them. So we created cycles. And the first cycle deadline was December 15th of last year of 2006. And we got 18 applications. From here on in, over the next three and a half years, the cycles will be March 31st and September 30th. We take the applications that come in over that six month period, bunch them together and then try to assess them and recommend them to the County Board Joint Resource Transportation Committee either for approval or there may be some cases where we just don't think it's the proper application or the proper project and we might recommend denial.  In a nutshell, how would you describe the role of the advisory committee? I mean, what's really their job? What's the bottom line from a standpoint of their role and responsibility? The advisory committee has a lot of different inputs, I think. Part of it is just the understanding of the larger Sheboygan County community. That's where we can add value because we're dealing with professionals. But we also need to know what are the needs of that community and even though it's 30 people, we have contacts all throughout Sheboygan County. So that's one, the other is oversight. We talked a little bit about it before. Many of us in the citizens committee come from the private sector and I think most of us probably scratch our head at the complexity and frankly the cost of just the administrative portion of this and we wanna make sure that the dollars that have been allocated to Sheboygan County are spent as effectively and efficiently as possible. We talked a little bit about it at committee and I think in the first few months we said, wow, there's 25 million, how do we spend it? Now we're focusing on how do we create the most mode shift and whether that's gonna cost us 10 million or 5 million or 15 million, that shouldn't really be the major motivator. It's how do we get people out of their cars to bikes or walking. And the final question before turning it over to Bill, folks might be thinking, all right, this advisory committee, I know it's very active, they've got a lot of good people on it, a lot of good work is going on, but are they the final decision maker? How's that working in the overall process? Right, the advisory committee works very closely with a very professional county planning staff and we analyze each of the applications that come in at our full committee then we'll vote on what to recommend or what to deny but then we make those recommendations to a board, a county committee that has been formed by the board chairman and the board. It's a joint resource and transportation committee. There are nine members and they really have been delegated by the full board to make the decision. So they are really the ultimate deciders. We recommend, they have indicated to us that they're gonna put a lot of weight on our recommendations but the final decision is theirs. Very good, thank you, Dirk. Personally as the board chair and I think that the board also shares this concern that the projects somewhat be spread throughout the whole county. Have there been outreach efforts and what has been going on in that area to alert communities to what they might apply for? I take that, Mary, or? I guess so, the most recent efforts that we've done is a series of three listening sessions that actually our public outreach subcommittee formed from the count of the citizens committee decided that they wanted to do. So we have to give them the nod for really taking that on and wanting to do the extra work. And we made sure to hold those at a variety of locations around the county. We had one in Elkhart Lake, one in Sheboygan Falls and the next one is going to be in Cedar Grove and that's on the 19th, which I believe is Monday. So we're trying to get to a broad section of the community. We paired, just trying to think how to say this, we also paired that with other meetings that the consultant did for the comprehensive plan that tried to broadly sprinkle those meetings across the entire county. We've also worked with a number of communities that are not in our urbanized area, you know, Sheboygan Coal or Sheboygan Falls, to develop proposals for safe routes to schools applications for one thing, repaving of roads with bike lanes and sidewalks and small villages in the county. So we're working with those communities to try to get those applications out there because we're very concerned with making sure. Chairman Gehring, you can be assured that we're very cognizant of that. It's just fun and interesting. When I talk to people in Sheboygan, they're convinced that all the money is gonna be spent out in the county and then I talk to people in the county and they're convinced that it's all gonna be spent in the city and we have actually developed some calculations and it's not gonna be exactly. I mean not $132.44 for every population but we wanna be very careful in making sure that it does get spread out equably throughout the county. Okay, that's good to hear. How will the actual selection process be made? You now have 18 applications pending there will be more coming in. What's the process? We go through the Citizens Advisory Committee. The initial step however is that our planning department works it through and we had developed a ranking and rating system and the planning professionals take a look at each of the applications and review them, rank them and make some comments on them. Then they come to, they get assigned to some of our subcommittees. Within the subcommittee one member is really assigned to be the expert if you will or the person that's really the in-house go-to person and he or she then presents to the subcommittee and then on that recommendation we will go to the full Citizens Committee and after that it goes to the resource transportation committee. So it sounds a little bit complicated but there's a process here where we're looking at it from almost every direction so we can give good recommendations to the county board. Do we have any rough timetable at this point on when the first recommendations might be made internally? Time is getting close. The Citizens Advisory Technical Committee will be voting on these applications on February 22nd. That same day it will go to the Joint Resource Transportation Committee. Now it is their choice. They could if they wished make a decision right that day or they might say well we've just seen this we want a little time to chew on it and look it over and study it and defer it till their next meeting but from the Citizens Advisory Committee standpoint our recommendations will be coming down on February 22nd. With that timetable do you foresee that there could be projects that would be begun at least in the summer? I think it'd be good to get something going to show the public that we mean business but I don't know what the timetable might be on your end. Well I think that that's realistic particularly if we're talking about projects that don't involve construction because there are additional check-offs that need to be made before you can actually essentially stick a shovel in the ground but when we're talking about things like education and outreach projects or installing racks for bicycles at county facilities things like that those can happen on a much quicker timeframe so I think summer is a pretty good estimation. But it is our goal to get to at least some ground broken this spring. We have been encouraged by members of the Joint Resource Transportation Committee don't necessarily move too fast because you want to develop that overall vision or that overall framework of what you want to accomplish because it's so tough you might look at one application it looks pretty good but if you don't have anything to judge it against we don't want to be in a situation where in the first year or two we've allocated all the funds and then in year three a really marvelous project comes through and we say sorry we can't do it so we're working closely with the consultants that have been hired by the county and with them saying develop that framework and then we'll try to plug in the projects that make the most sense and so that probably the first round the round that's going to the transportation resource committee on February 22nd will be one of the smaller cycles and it will just build up over the next year and a half. And obviously before we commit millions of dollars we want to make sure that the money is in the pipeline to come back to us in the state so that the county wouldn't be on the hook for the projects. It'd be easy for me to say that's your problem but I think if that happened that would be all our problems. The other thing is it's going to have to be made very clear to grant recipients that they cannot spend any monies until they receive basically notice to proceed their authorized to spend those monies so that kind of checkpoint should keep us from getting in that uncomfortable position that you just referred to. And then finally is there a drop dead date by which we have to spend the last dollar or can it kind of sit around for a while and tell all the projects go through the pipeline? We have to have it obligated by the end of 2009 but it can be spent and I'm not sure if there's an absolute deadline but over the I would say maximum the next 12 to 18 months but it has to be obligated by the end of that four year period. Okay, thank you. Mary you just mentioned that it would have to be authorized before the dollars could be spent, authorized by who? By the State Department of Transportation and Federal Highways. They're the basically the administrators of this grant money. So Federal Highways is passing the monies through to our State Department of Transportation. I'm glad you raised that because again those who are watching this from the outside thinking well why does this take so long or how difficult can this be? And frankly it's one of the more complex pilot programs around right now because again you're working with the Federal level, the State level, the local level. We're working with municipalities that are applying for all the applications so you can easily have a minimum of four units of government involved.  So there's lots of checks and balances and I know part of our frustration frankly at the county level has been cutting through some of the tape at the State and Federal level to get this rolling. But what makes it even more interesting is that this is a pilot program with one of only four communities in the country that were allocated dollars. So that means there isn't all this precedent out there. So you can't say well what did this community do and then just kind of follow it. You're, we're creating precedent with virtually everything that we do and that unfortunately takes a little bit longer. It's kind of cool because we're breaking new ground and nobody really knew how to administer this. I mean from the Federal level all the way down we're trying to figure out as we go what the best way to move this forward is. So we're struggling together to do the administrative part of it. Bill and I recently attended a Wisconsin County's Association meeting and I've heard this at a couple of late, themes of late when you talk about taxation and communities and what people are looking for. And again and again we're hearing, people are really looking to go to communities where there's good schools and good infrastructure and bike trails and places you can safely walk to and from your employment or to school, things of that nature. And obviously we had this grant more or less dropped in our lap but really is a tremendous opportunity to make some good things happen for this community. And people are becoming more energy conscious as the cost of gas goes up. But yeah this can be a way for Sheboygan County to set ourselves apart from some of the other communities and if we do this right it will make it more attractive to live in and to work in and to go to church in and raise your families and that's what it's all about. It's important though that we take these dollars and we spend them wisely.  And our commitment is that we're gonna try to do the very best we can to make sure that these dollars are spent effectively in Sheboygan County. Our viewers watching this might be wondering all right, gained a lot of information here. I understand what it's about and where the money's coming from and how the process is gonna work but they might be thinking well what kind of projects could really happen? What's possible with this money? My question would be what kind of applications Mary have you received so far? What are some of the range of applications you've received and give our viewers a flavor for just where this money can go? Okay well I can start and you can feel free to jump in because there's a lot going on here but we've received a wide range of applications. Anything from doing a county wide safe routes to schools planning program and outreach into some of the schools to kind of bring them in and start implementing it on the ground. We've received applications for some sidewalk connections in communities that don't have those yet. Some actual physical infrastructure projects to connect safe routes to schools. I guess go ahead and feel free to jump in. And a lot of it is connected to schools in some way as we as a committee look at that that's probably where you're gonna get the most mode shift, kids that will walk or bike to school as opposed to taking the bus and there are some benefits to the community then too because if you have the proper bike ped paths around a school that lessens the obligation of the school district to bus your kids and we talked with Sheboygan Falls and they have identified certain areas that if we have the right bike paths there over 200 kids could walk or bike to school that now have to be bused and that's a savings and that happens in Cedar Grove and Usberg and Elkhart Lake, virtually every school district has some benefit there and it's also a health benefit because it's healthier for the kids to walk or bike to school as opposed to jumping on that bus. I've also heard discussion about interconnecting more of our trails and curtain infrastructure in place that we may have, we have the old blank road and we have some pretty nice trail system already in place. There's always room for improvement from a standpoint of sidewalks but I know there are some areas that you're aware where the trails may not connect and it's really impeded the ability for people to come and go or for kids to walk to school. Do you have any applications along those lines or are you anticipating any? We could talk about town of Sheboygan as one example of an application we have in. We've heard a lot from the community about wanting to make a connection out to Maywood Environmental Center. The Environmental Center started to work with the town of Sheboygan to kind of craft plan that will connect to the old plank road trail using existing county roads that have paved shoulders but also creates a route for safe routes to schools to Lincoln Erdemont and to the new Firehouse Park. So that's a really interesting proposal that we've received. But that is why it is important to develop that framework, share it with the larger Sheboygan County community and then as projects come in we can kind of plug them in. Does it work or does it not? If we just look at each individual project at the end of the five years or four years you could have a pile of good projects but if they're not interconnected you haven't really accomplished what we're trying to accomplish. So building, looking at specific projects but also looking at that larger picture is important. We all know that if you build it, they will come although that's not always necessarily the case if people don't feel safe or frankly folks get so used to getting in that vehicle to take their child a few blocks down the road or to go to the local supermarket. We know that a lot of that is educational and just getting people more comfortable to look at other alternatives. Do you have any applications that you're looking at supporting or recommending for approval to help get awareness out there, raise awareness out there so folks know more about the benefits of walking and biking? We do. A couple of outreach proposals, a proposal from somebody who works with what's called safe routes to schools and it's kind of a code word but it's making it easier and safer for children to walk or bike to their schools and they've been working with communities all across the state and they've got a proposal in to help us. As you said Adam, it's not just building the infrastructure it's also convincing people to change the way they've been doing things. In America, the culture is you might live one block away from a convenience store but if you need that quart of milk you jump in your car. It's not that you're a bad person it's just the way we've been I think we've grown up thinking and to try to change that mindset but that's going to be difficult. You said there's been one round of applications 18 received so far I think it was around $14 million in applications for $4 million in applications and as you said you're going to be looking at that very carefully and taking additional time to make sure we do this right. When do you see the next round of applications and do you offer us any assistance in completing those applications? The next round is coming up fairly quickly because we had kind of periscoped it just to get going but the next round or the next cycle deadline is March 31st and our planning department has been very helpful in the past and I'm sure that... Yeah, what we've done for the first round and what we're going to do in the future is potential applicants have questions or need some help we're offering assistance to that applicant to get some mapping together if they need it to work on helping them sort of focus in their application to make sure it really meets the intent of the legislation basically we want to see good applications too and we want to see good projects so we're willing to help to the maximum extent possible to get that accomplished. Well we only have a couple of minutes remaining and a couple of thoughts I wanted to share it was December of 2005 that Shannon Hayden our former planning director and Roger Lanning our former highway commissioner that the three of us went out to Washington D.C. where they had the kickoff for this program when we learned about the opportunity. Do you have two of the three are former's? Yes and that's something. Roger Lanning has since retired and moved on to another position Shannon has moved on to another position and I can't tell you how grateful I am that the two of you are in your leadership roles because Mary you stepped in and provided outstanding project management and your position is so key to this and Dirk as you've heard me say on a number of occasions your role in leadership with the advisory committee has been exceptional and we thank you from a standpoint of county government for the work you've done and the work that all the advisory committee members have done and I know Mary you recently hired an employee who was working with you, his name? Aaron Brault he comes with many years of planning experience so mapping experience in particular and he's doing excellent job he's jumping right in and really adding value. So I think we've got some good people in place our new highway commissioner is Greg Schnell who certainly is now engaged in this process and we are going to be hiring a new planning director hopefully within the next few weeks and that person will certainly have to jump in and get involved but appreciate not only your leadership but also leading by example from a standpoint of the biking you're doing. Dirk I think has gotten on the bike more in the last six months and probably in the last six years how many miles you got? Probably more in the last six months than the last 30 years. 30 years. But I do think that it does make sense to lead by example and when I became part of this committee my wife and I went out and got bikes. When I became chair I figured I better get a bicycle or they're gonna throw me out the window but between the beginning of August and the end of 2006, Sue and I kept track of what we call the utilitarian miles where we otherwise would have used the car and 895 miles. So it does make a difference and I think as households look at this that's a benefit to a household. You're not only getting exercise but you're saving money by going places that otherwise you'd be taking the car. Absolutely and Mary it doesn't seem like no matter how cold it is outside you're riding your bike to work to and from each day and I think what are you putting on? A few miles one way or? Slightly less than a mile from work and I've been walking recently. Yeah there's benefit to doing both and it depends on what errands I need to run after work and how far away they are from the work place I might walk or I might bike. And yeah it's really nice when I walk I kind of laser in on the sidewalk conditions and things like that which I can't really focus on when I'm on my bike. And really what Mary has said I think we have to remind it we so often kind of revert to biking but walking is just as important a part of this project and we encourage any of our viewers if they are aware of some place where they would walk but they're concerned about the safety or something let the planning department know so we can be working on some of those projects. And that's a good point if anyone watching this program wants to ask additional questions, get additional information, has some suggestions do you have a general phone number that you can provide that people can call? I sure can it's 459-3060. 459-3060. Yes and either speak to myself or to Erin. Outstanding. Well, Dirk Seilman, Mary Ebbling thank you so much for joining us and talking about the non-motorized program and again we appreciate your leadership. Thank you. Next month Sheriff Mike Helpeke will be here to talk about the roles and responsibilities of the Sheriff's Department. Some good things going there and until then on behalf of Chairman Bill Gehring and the Sheboygan County Board thanks for joining us.


CHAPTER XXVII That surging mob of men outside this factory during the week following the announcement of his profit-sharing plan had impressed indelibly on Ford's mind the tremendous importance of a job.  No one man should have the right ever to send another man home to his family out of work. Think what it means to that man, sitting there at the supper table, looking at his wife and children, and not knowing whether or not he will be able to keep them fed and clothed. A normal, healthy man wants to work. He has to work to live right. Everybody should be able to take his work away from him. In my factory, every man shall keep his job as long as he wants it. Impractical The idea seems fantastic in its impracticality. What? Keep every man, lazy, stupid, impudent, dishonest as he may be, every man in a force of 18,000 workmen on the payroll as long as he wants to stay, surely if there is any point at which ideals of human brotherhood end and cold-blooded business methods begin, this should be that point. But Ford, obstinate in his determination to care for the interests of everyone, declared that this policy should stand. As a part of his new plan, he installed the labor clearing house as part of his employment department. Now when a foreman discharges a man, that man is not sent out of the factory. He goes with a writ slipped from the foreman to the labor clearing house. There he is questioned. What is wrong? Is he ill? Does he dislike his work? What are his real interests? In the end he is transferred to another department which seems more suited to his taste and abilities. If he proves unsatisfactory there, he returns again to the clearing house. Again his case is discussed. Again he is given another chance and still another department. In the meantime the employment manager has taken active interest in him, in his help, his home conditions, his friends. He is made to feel that he has friends in the management who are eager to help him make the right start to the right kind of life. Perhaps he is ill. Then he is sent to the company hospital, given medical care and a leave of absence until he is well enough to resume work. Over 200 cases of tuberculosis in various stages were discovered among Ford's employees when his hospital was established. These men presented a peculiar problem. Most of them were still able to work. All of them must continue working to support families. Yet if their cases were neglected, it meant not only their own deaths, but spreading infection in the factory. The business world has never attempted to solve the problem of these men. Waste from the great machine, they are thrown carelessly out, unable because of that telltale cough to get another job, left to shift for themselves in a world which thinks it does not need them. Ford established a heat treating department, especially for them. When the surgeons discover a case of incipient tuberculosis in the Ford factory, they transfer the man to this department where the air, filtered, dried and heated, is scientifically better for their disease than the mountain climate of Denver. Here the men are given light jobs which they can handle and paid their regular salaries until they are cured and able to return to their former places in the shops. It's better for everybody when a man stays at work instead of laying off, Ford says.  There's always some way to keep him doing useful work. And as long as he is doing that, it's better for the man and for the company and for the world. And yet there are men in business today who install systems to prevent the waste of a piece of paper or a stamp and let the human labor and their plants go to waste wholesale. Yes, and they sat up and said I was a sentimental idiot when I put in my system of taking care of the men in my place. They said it would not pay. Well, let them look over the books of the Ford factory and see how it paid. How it paid all of us. Five months after Ford's new plans had gone into effect, his welfare workers made a second survey. 1,100 men had moved to better homes. Bank deposits had increased 205%. Twice as many men owned their own homes. More than $2 million worth of Detroit real estate had passed into the hands of Ford employees who were paying Ford on the installment plan. Among the 18,000 workmen, only 140 still lived in conditions which could be called bad in the reports. And the output of Ford automobiles had increased over 20%. That year, with an 8-hour day in force and $10 million divided in extra profits among the men, the factory produced over 100,000 more cars than it had produced during the preceding year under the old conditions. Many figures had proved to the business world the practical value of sentimental theories. Ford's policy had not only done away with the labor problem, it had also shown the way to solve the employer's problems. The heart of the struggle between capital and labor is the idea of employer and employee, he says. There ought not to be employers and workmen, just workmen. There are two parts of the same machine. It's absurd to have a machine in which one part tries to foil another. My job at the plant is to design the cars and keep the departments working in harmony. I'm a workman. I'm not trying to slip anything over on the other factors in the machine. How would that help the plant? There's trouble between labor and capital. Well, the solution is not through one side getting the other by the neck and squeezing. No, sir. That isn't a solution. That is, ruin for both. It means that later the other side is going to recover and try to get on top again, and there will be constant fighting and jarring where there ought to be harmony and adjustment. The only solution is to get together. It can't come only by the demands of labor. It can't come only by the advantages of capital. It's got to come by both recognizing their interest and getting together. That's the solution of all the problems in the world as I see it. Let people realize that they're all bound together, all parts of one machine, and that nothing that hurts one group of people will fail on the end to come back and hurt all the people. So at the end of 37 years of work, Henry Ford sat in his office on his 52nd birthday and looked out on a community of nearly 20,000 persons working efficiently and happily together, working for him and for themselves, well-paid, contented. He thought of the world, covered with a network of his agencies, crossed and re-crossed with the tracks of his cars. He had run counter to every prompting of practical business judgment all his life. He had left the farm, built his engine, left the moneyed men who would not let him build a cheap car, started his own plant on insufficient capital, built up his business, established his profit-sharing scheme, all against every dictate of established practice. He had acted from the first on that one fundamental principle. Do the thing that means the most good to the most people. His car, his factory, his workmen, his sixty millions of dollars answered conclusively the objection. I know it's the right thing theoretically, but it isn't practical. Thinking of these things on that bright summer day in 1914, Ford decided that there remained only one more thing he could do. End of Chapter 27 Chapter 28 of Henry Ford's Own Story Henry Ford's Own Story by Rose Wilder Lane Chapter 28 A Great Educational Institution It happened that on Ford's fifty second birthday, a commission from the French Chamber of Commerce arrived in Detroit, having crossed the Atlantic to inspect the Ford factories. They viewed 276 acres of manufacturing activity, the largest power plant in the world, developing 45,000 horsepower from gas steam engines designed by Ford engineers, the enormous forty-ton cranes, 6,000 machines in operation in one great room, using fifty miles of leather belting, nine monorail cars, each with two-ton hoists which carry materials, in short the innumerable details of that mammoth plant. Then they inspected the hospitals, the restrooms, noted the daylight construction of the whole plant, the ventilating system which changes the air completely every ten minutes, the labor-saving devices, the safety-first equipment. At last they returned to Henry Ford's office, with notebooks full of figures and information to be taken to the manufacturers of France. They thanked Ford for his courtesy and assured him that they comprehend that every detail of his policies saved one. We find, sir, said the spokesman courteously, that last year you had more orders than you could fill. Is it not so? Yes, that is correct, replied Ford, but with the increased output this year we hope to catch up. And yet is it not so that this spring you lowered the price of your car fifty dollars? Yes, that is true, said Ford. But sir, we cannot understand. Is it then true that you reduce your prices when already you have more orders than you can fill? This seems strange to us indeed. Why should a manufacturer do that? Well, Ford answered, I and my family already have all the money we can possibly use. We don't need any more. And I think an automobile is a good thing. I think every man should be able to own one. I want to keep lowering the price until my car is within the reach of everyone in America. You see, that is all I know how to do for my country. Unconsciously he was voicing the new patriotism, the ideal to which he was to give the rest of his life. He said it simply, a little awkwardly, but the French commission, awed by the greatness of the Detroit manufacturer, returned and reported his statement to the French people as the biggest thing they had found in America. Yet this viewpoint was the natural outcome of his life. A simple man, seeing things simply, he had arrived at a place of tremendous power in America. He had come to a time when he need no longer work at his engine or his factory organization. He had leisure to survey his country and its problems, to apply to them his machine idea. And he saw in America a great machine made up of countless human parts, a machine which should work evenly, efficiently, harmoniously, for the production and just distribution of food, shelter, clothes, all the necessities of a simple and comfortable life. His part, as he saw it, was to make and distribute automobiles. He meant to do his part in the best way he knew how, hoping by his success to hasten the time when everyone would follow his example and all the terrible friction and waste of our present system would be stopped. This was his only interest in life. A farmer-boy mechanic who had left school at sixteen, who had lived all his life among machines, interested in practical things. He saw no value in anything which did not promote the material well-being of the people. Art, music, painting, literature, architecture, luxuries, super-refinements of living, these things seemed useless to him. Education? Come to Detroit and I'll show you the biggest school in the world, he says. Every man there is learning and going ahead all the time. They're realizing that their interests are the same as their employers, that he is the men's trustee, that he is only one of the workmen with a job of his own, and that his job, like the jobs of the others, has to be run for the good of the whole plant. He would fire a man who took away from the other men for his own advantage. That spirit would harm the works. Similarly, the men would have a right to fire him if he took away from them for his personal benefit. The men in my plant are learning these things. They're leading the way for the workers of this country. They're going to show other workers, just as I hope to show other employers, that things should be run for the most good for the most people. That's the education we need. This education outside of industry that we have today is just the perpetuation of tradition and convention. It's a good deal of a joke and a good deal of waste motion. To my mind, the usefulness of a school ends when it has taught a man to read and write and figure, and has brought out his capacity for being interested in his line. After that, let the man or a boy get after what he is interested in, and get after it with all his might, and keep going ahead. That is school. If those young fellows who are learning chemistry in colleges were enough interested in chemistry, they would learn it the way I did, in my little back shed of nights. I would not give a plugged nickel for all the higher education and all the art in the world. This then was Henry Ford at fifty-two, a slender, slightly stooped man with hollow cheeks, thin, firm, humorous lips, gray hair, a man with sixty-odd millions of dollars, used to hard work all his life and liking it. A man who on a single idea had built up a tremendous organization so systematized that it ran by itself, requiring little supervision. In some way he must use his driving energy, in some way he must spend his millions, and his nature demanded that he do it along the line of that idea which had dominated his whole life, the machine idea of humanity, the idea of the greatest good to the greatest number. That summer for the first time he found himself with leisure. He was not imperatively needed at the plant. He and Mrs. Ford spent some time in Greenfield where he enlarged the old farm by purchasing nearly four thousand acres of land adjoining it. He himself spent some time on the problems of organizing the work on those acres. He and his wife lived in the house where they had begun their married life and where with their old furniture and their old friends they reconstructed the life of thirty years before. Ford returned to Detroit with a working model for a cheap farm tractor which he intends to put on the market soon. He worked out the designs and dropped them into the roaring cogs of his organization which presently produced some dozens of the tractors. These were sent down to the farm and put to work. In due course caught up again by the Ford organization the tractors will begin to pour out in an endless stream and Ford will have done for farm work what he did for passenger traffic. But he realized that those occupations did not absorb his whole energy. Unconsciously he was seeking something bigger even than his factories, than his business operations to which he could devote his mind, something to which he could apply his ruling idea, something for which he could fight. The terrible Fourth of August 1914 which brought misery, ruin, desolation to Europe, and panic to the whole world gave him his opportunity. End of Chapter 28. Chapter 29 of Henry Ford's own story. This Libervox recording is in the public domain. Recording by Leanne Howlett. Henry Ford's own story by Rose Wilder Lane. Chapter 29. The European War. War. The news caught at the heart of the world and stopped it. For a time the whole business structure of every nation on earth trembled, threatened to crumble and to ruin under this weight to which it had been building from the beginning. Greed, grasping selfishness, a policy of each man for himself against other men, these are the foundations on which nations have built up their commercial, social, industrial success. These are the things which have always led and always will lead to war, to the destruction of those structures they have built. Austria, Germany, France, Belgium, Russia, England, Japan, Turkey, Italy, one by one they crashed down into the general wreck. Everything good that the centuries had made was buried in the debris. The world rocked under the shock. Here in America we read the reports in dazed incredulity. It could not be possible. It could not be possible, we said to each other with white lips. And this age now, today, for, living as most of us do, on the surface of things, among our friends, in an atmosphere of kindness and helpfulness, we had been cheerfully unconcerned about the foundations of our economic and industrial life. In the winter there are thousands of unemployed men. We try to give each one a bowl of soup, a place to sleep. Our street corners are unpleasantly infested with beggars. We pass an ordinance, arrest them for vagrancy, feed them a few days and order them to leave town. The city is full of criminals. What are the police doing? We inquire testily. We build another prison, erect another gallows. We are like an architect who, seeing threatening cracks in the walls of the building, would hurriedly fill them with putty and add another story. Henry Ford read the news from Europe. He saw they were purposeless, useless, and waste of everything valuable. He saw a machine, wrongly built for centuries, so that each part would work against all the other parts, suddenly set in motion and wrecking itself. It was a repetition, on a larger scale, of a catastrophe with which he had been familiar in the business world. How many companies in his own field had been organized in the early days of the industry, had gone into business with the one purpose of getting all they could from everyone, workers, stockholders, buyers, and had gone down and roamed. Only those companies which had been built on some basis of fair service had succeeded, and these had done so in proportion to their real value to others. Whether or not this principle is recognized by those who profit from it, it is the fundamental principle on which business success is built. The trouble is that people do not see that, said Ford. A man goes into business from purely selfish motives. He works for himself and against everyone else as far as he can. But only so far as his grasping selfishness really works out in benefit to other people, he succeeds. If he knew that, if he went to work deliberately to help other people, he would do more good, and at the same time he would make a bigger success for himself. But instead of that, he gets more and more selfish. When he has got a lot of money and becomes a real power, he uses his power selfishly. He thinks it is his grasping policy that has made him successful. Why everything I ever did selfishly in my life has come back like a boomerang and hurt me more than it hurt anyone else, and the same way with everything I have done to help others, it helps me in the end every time. It is bound to. As long as a machine runs, anything that is really good for one part is good for the whole machine. Look at those fighting nations. Every one of them is hurting itself as much as it hurts the enemy. Their success was founded on the fact that they have helped each other. England got her dyes and her tools and her toys from Germany. Germany got her wheat from Russia and her fruits and olives from Italy. Turkey got her ships from England. They were all helping each other. Their real interests, the comfort and happiness of their people, were all one interest. Left to themselves, the real German people would never fight the French people, never in the world. No more than Iowa would fight Michigan. Race differences? They do not exist in sufficient degree to make men fight, and they are disappearing every day. See how the races mix in America. I have 53 nationalities, speaking more than 100 different languages and dialects in my shops, and they never have any trouble. They realize that their interests are all the same. What is the root of the whole question? The real interests of all men are the same. Work, food, and shelter, and happiness. When they all work together for those, everyone will have plenty. What do people fight for? Does fighting make more jobs, better homes, more to eat? No. People fight because they are taught that the only way to get these things is to take them from someone else. The common people, the people who lose most by fighting, don't know what they are fighting for. They fight because they are told to. What do they get out of it? Disgust, shame, grief, wounds, death, ruin, starvation. War is the most hideous waste in the world. In the first terrible months of the war, the American people in horror echoed that opinion.  We thanked God that our country remained sane. We saw a vision of America after the madness had passed, helping to bind up the wounds of Europe, helping to make a permanent peace which should bring the people of the earth together in one fraternity. By degrees, that feeling began to change. We want peace. Are there a hundred men among our hundred million who will say they want war for war's sake? We want peace, but we've begun to ask that old question. Is it practical? That vision of the people of the world working together, increasing their own happiness and comfort by helping to make happiness and comfort for each other. It is a beautiful theory, but is it not a bit sentimental, a bit visionary, just a little too good to be true? Here is a world where war happens, we say. If a war should happen to us, what would we do? Let us begin to prepare for war. Let us take war into our calculations. Let us be practical. And Henry Ford, reading the papers, listening to the talk of the men in the streets, saw the object lesson of his great organization disregarded. He heard again the objection which had met every step of his life. It is a good idea, but it is theoretical. It is not practical. It will not work. Things never have done that way. He saw this country already wasting incalculable human energy, destroying innumerable lives daily because of a practical system of organization, preparing to drain off still more energy, still greater wealth, in preparation for a still more terrible waste. The dearest principle of his life, the principle whose truth he had proven through a life of hard work, was in danger of being swept away and forgotten. End of chapter 29. Chapter 30 of Henry Ford's own story. This LibriVox recording is in the public domain. Recording by Leanne Howlett. Henry Ford's own story by Rose Wilder Lane. Chapter 30, The Best Preparedness. Henry Ford saw that the meaning of his work was about to be lost. He was in for the greatest fight of his life. He counted his resources. The mammoth factory was still wanting to capacity. The farm tractors, which would mean so much in increased production of food and greater comforts for millions of farmers, were almost ready to be put on the market. His plan for profit sharing with the buyers of his cars had recently been announced. 300,000 men in this country would have, during 1915, an actual proof and dollars and cents of the practical value of cooperation, of Ford's principle that helping the other fellow will help you. Those men would share with him the profit which would add still more millions to his credit. Ford had these things. He had also a tremendous fortune at his command. He cast about for ways of using that fortune in this fight, and again the uselessness of money was impressed upon him. Money is of no real value, whatever, he says. What can I do with it now? I cannot pay a man enough to make him change his real opinions. The only real resource this country has now is the intelligence of our people. They must think right. They must know the true principles on which to build a great strong nation. They must hold firm to the big true things and realize some way they must be made to realize that they are practical, that ideals are the only practical things in this world. It is to everybody's interest to do right, not in the next world, nor in a spiritual way only, but in good, hard, dollars and cents business value. Let's be practical. Suppose we do prepare for war. Suppose we do take the energies of our young men and spend them in training for war. Our country needs the whole energy of every man in productive work, work that will make more food, more clothing, better houses. But suppose we turn that energy from real uses, train it to destroy instead of to create. Suppose we have half a million young men ready to fight. What weapons shall we give them? Shall we give them guns? They will be out of date. Shall we give them poisonous gases or disease germs, or shall we invent something even more horrible? As fast as we make these things, other nations will make worse ones. Shall we turn our factories into munition plants? Shall we build dreadnoughts? The submarine destroys them. Shall we build submarines? Other nations will make submarine destroyers. Shall we build submarine destroyers? Other nations will build war aeroplanes to destroy them. We must make something worse than the aeroplanes and something worse still and then something still more horrible, bidding senselessly up and up and up, spending millions on millions, trying to outdo other nations which are trying to outdo us. For if we begin to prepare for war, we must not stop. We cannot stop. I read articles in the magazines saying that we might as well have no navy at all as the one we have. That we might as well have no army as the army we have if this country should be invaded. Yet we have already spent millions on that army and that navy. Let us spend millions more and more millions and more and still unless we keep on spending more than any other nation can spend, we might as well have no army or navy at all. And yet there are people who think that to begin such a course is practical is good common sense. I tell you, the only real strength of a nation is the spirit of its people. The only real practical value in the world is the spirit of the people of the world. There were animals on the earth ages ago who could kill a hundred men with one sweep of a paw, but they are gone and we survive. Why? Because men have minds, because they use their minds in doing useful things, making food and clothes and shelters. A few hundred years ago, no man was safe on the street alone at night. No woman was safe unless she had a man with her who was strong enough to kill other men. We have changed all that. How? By force? No, because we have learned in a small degree that there are better things than force. We have learned that to look out for the interests of everyone in our community is best for us in the end. Let us realize that to think of the welfare of the whole world is best for each one of us. We do not carry a gun so that if we meet an Englishman on the street and he attacks us, we can kill him. We know he does not want to kill us. We know that the real people of the whole world do not want war. We do not want war. There are only a few people who think they want war. The politicians, the rulers, the big businessmen who think they can profit by it. War injures everybody else and in the end it injures them too. The way to handle the war question is not to waste more and more human energy in getting ready to hurt the other fellow. We must get down to the foundations. We must realize that the interests of all the people are one and that what hurts one hurts us all. We must know that and we must have the courage to act on it. A nation of 100 million people, of all nationalities and races, we must work together, each of us doing what he can for the best good of the whole. Then we can show Europe when at last her crippled people dragged themselves back to their roined homes that a policy of peace and hopefulness does pay, that it is practical. We can show them that we do mean to help them. They will believe it if we do not say it behind a gun. If we carry a gun, we must depend on the gun to save our nation. We must frankly say that we believe in force and nothing else. We must admit that human brotherhood and ideals of mutual goodwill and helpfulness are secondary to power and willingness to commit murder. That only a murderer at heart can afford to have them. We must abandon every principle on which our country was founded. Every inch of progress we have made since men were frankly beasts. But if our country is not to go down as all nations have gone before her, depending on force and destroyed by force, we must build on a firm foundation. We must build on our finest, biggest instincts. We must go fearlessly ahead, not looking back and put our faith in the things which endure and which have grown stronger through every century of history. Democracy, every man's right to comfort and plenty and happiness, human brotherhood, mutual helpfulness, these are the real practical things. These are the things on which we can build, surely and firmly. These are the things which will last. These are the things which will pay. I have proved them over and over again in my own life. Other men, so far as they have trusted them, have proved them. America has built on them the richest, most successful nation in the world today. Just so far as we continue to trust them, to build on them, we will continue to be prosperous and successful. I know this. If my life has taught me anything at all, it has taught me that. I will spend every ounce of energy I have, every hour of my life and the effort to prove it to other people. Only so far as we all believe it, only so far as we all use our strength and our abilities, not to hurt, but to help other peoples, will we help ourselves. This is the end of my story and the beginning of Henry Ford's biggest fight. The end. End of chapter 30. End of Henry Ford's own story, how a farmer boy rose to the power that goes with many millions, yet never lost touch with humanity, by Rose Wilder Lane. Recording by Leanne Howlett.


Hi guys, welcome back to Daniel Starkworld on Medium YouTube and at danielrosil.tech. So today's video continuing the setup and discovery process on this exciting new Synology DS920 Plus network attached storage device, I'm just going to log into that quickly, is looking at the active backup set of tools. So there's a few, I actually have put them all on with package manager, which is found in DSM and DSM for those new to Synology and I by no means a Synology veteran, in fact the opposite, I'm a newbie that is just learning what all these interesting things do. So there's three active backup tools that are in the main packages screen, they're not beta packages which is a smaller list, just all packages and you have active backup for business, active backup for G Suite and active backup for 365, off of 365. So the two that I'm going to be taking a look at are active backup for business and just to jump into that for a second, there is an agent you can run on a Windows target. So what I'm interested in doing is just seeing if I can use this guy to back up my Windows VM, my virtual machine which I keep in VMware. I do actually have a Windows bare metal installed but I would need a fixed grub and to be honest I'm not I'm not tempted to back that up, I would like I would be much more interested in protecting the VM because to be honest I almost never use the Windows bare metal anymore but the one to look at today is active backup for G Suite, I'm not interested in 365 because I don't use 365 but I do use G Suite, in fact I have two current active G Suite accounts. So the first thing after I've opened it up is asking for authorization. It's telling me firstly that active backup for G Suite supports backing up multiple domains so that's good news I can back up the two but I'm just going to firstly set it up on my on my primary account. Alright so I put in the domain I'm backing up and I put in my domain administrator email address which is just me and now it's looking for a thing called a service key. So I've just gone ahead and taken a read through Synology's documentation how to obtain authorization for Google for using active backup for G Suite and just to quickly run through that process login to as you would expect G Suite admin console features driving docs. Now bear in mind that I'm just I'm coming at this I'm coming at this for the first time so I'm just trying to see exactly what this backs up. Now my main backup that I currently use for G Suite is Google Takeouts. Now I've looked at a few of the options on the market for for taking you know these automated G Suite backups so you have a lot of them and you can just search for G Suite backup and for that matter 365 backup and there is an entire industry of providers. Acronis have a tool backupify have a tool spanning a lot of tools covering G Suite and covering 365 cloud to cloud backup.  Now my first question is what are you backing up in G Suite? So if I do a Google Takeout and Google Takeout is like the automated engine for backing up G Suite or for extracting your data I'm not going to go into the semantics of what's a backup what's a snapshot what's an archive but Google Takeout is very very granular and what I like about it is you get everything. So for instance this YouTube video which I'm currently recording is going to go up to YouTube obviously. Now using Google Takeout I can pull out all my YouTube data because YouTube is part of the Google you know online services in my G Suite and on the negative side that'll make my takeouts heavy because MP4 is a relatively heavy files. On the plus side I know that when I'm running a takeout I'm getting absolutely everything out of Google. So that's why these guys haven't attracted to me that much because they typically focus on some G Suite functionalities such as Gmail, Calendar, Contact Strive. The kind of things to be honest you'd expect would be of interest to an enterprise environment where you might have a few hundred users on a G Suite installation and you know in that kind of a backup scenario it wouldn't really be appropriate to be backing up the YouTube videos on everybody's account that's just not something that wouldn't really be a business tool. So I'm just curious to see what this is going to actually do and we are going to shortly find out. So I'm just going to have a look at this documentation and get things running on the G Suite site. Alright so we're this far in the setup journey so far now it wants to be I've gone into my Google admin over here I've gone into Google Drive and it wants me to to allow users to access Google Drive with the G Drive SDK API. So if you look at Drive API for SDK for the Drive SDK specifically that's already turned on so I can skip this step. Next thing the instructions have asked me to do is go into Google Developers console. I'm just going to activate this it looks like my Google Cloud I still have some time remaining. Now select a project hit new project and call the project active backup for G Suite. So I've gone ahead and done that project name is active backup for G Suite it's in my organization it has a project ID and I'm just going to click the create button. Okay so it's told me to go into the project so I've gone ahead and clicked into my project in Google developer console. Please select a project you created go to library and search for the API's list as follows admin SDK contact API Gmail API. Alright so this is pretty much telling me what's going to be backed up if these do the API's we'll be needing. Admin contacts Gmail calendar Drive and it tells it asked me to enable them one by one so I'm just going to go ahead find those API's in the library for this project and I will enable them. So I'm pretty much mirroring the screenshots in the in Synology's documentation right now couple of clicks took me to this landing page welcome to the API library and I don't see a better way than just searching for each API and just enabling them one by one so that is the methodology I'm going to use. This is what you do you search for them one by one there's an enable button and I'm going to take a take a guess that you click the enable button something you might want to do just a quick tip to save time rather than going back and forth is just to duplicate this tab so I can actually duplicate it. I've done admin one two three one two three four four remaining API's I'm just going to duplicate this tab four times so that I don't need to constantly be shuffling back and forth and I will resume the video once I have enabled all these API's. Alright so that should be it I've gone ahead and enabled those four API's. Okay after enabling the API's in the upper left corner of the console go to IAM and admin service accounts create service account. Okay it says enter service account name as you please and then so you're just going to call this Synology backup as you please service account ID is going to be the same at that at your API and then click on create. Next I need to assign the right permissions to this account and its owner permissions you can see here so you have service account permissions by default that's not going to have permission so I want to make it the owner of this project the backup project so just the first one is project and the third option down is full access to all resource click on that and then press on continue. Next thing in the documentation is it's told me to create a key so I actually needed to get out of that window in order to get to this but I can see here it's not hard to work out service accounts we can see the Synology backup service account that I just created and if I click on to actions the third option in the drop down will be create key so I'm going to go ahead and create that key. Options are for JSON which is recommended or P12 backward compatibility was code using P12 format no idea what P12 is never heard of it but I do know that Synology was looking for a JSON file so that is fine so I'm going to create the JSON key. All right and as you can see a key file called .j with the extension .json a private key has just downloaded and that's going to be on my desktop so I think that is all that is required because I know that Synology is looking for my key so I hope that's the access credential but let me see what else Synology recommend. Indeed there are unfortunately more steps so step 11 is click show service wide show service domain wide delegation take the checkbox and click active so I'm just going to do that too. So I just clicked on the email address in order to get back into service accounts you can see there's a nice drop down here called show domain wide delegation going to click on that and you can see that it was not enabled by default so I'm going to enable that so my mind could not rest without enabling this checkbox so I was able to find this at this stack overflow thread and this Learon here says if you don't see the checkbox it mean you don't need to enable it you can get the client ID from the UI or by looking at the JSON private file and you use that to authorize your scopes in the admin console so I'm going to take a look at the JSON and see if there is indeed a client ID in that or else if not I'll try find that from the UI. So indeed as Learon on stack overflow said or Learon I should say I presume he's Israeli and that's how you say Learon in Hebrew is that weird r-signed so I have got that client ID now on my notepad so I can proceed with the installation. Alright hopefully getting close now to the end we're on step 12 was getting the client ID which we've done it's now on my notepad from the JSON and 13 login to your Google admin console we are already in there go into security advanced settings manage API access okay so we have manage API access towards the bottom of the security settings in the G Suite admin okay so for the client name it's asking for the client ID we just pulled out from step 12 and then you're gonna have to copy and paste one by one the different APIs this guy's supposed to have access to so I'm gonna go ahead and do that process the nice thing about this is that it allows you to copy them in comma delimited format and Synology has got a little comma at the end of each so I'm hoping this will just parse directly but we will quickly find out when we click the authorize button. Indeed it is my lucky day and we can see that the new API client has been added and the permissions to the various Google APIs are there so I must say to Synology's credit that their documentation so far cannot be faulted it's very good alright now it says it may take some time to export the key but when it is ready please use the locally stored key generated in step 8 to continue I'm pretty sure it just means that JSON we created a key yeah we took it out in JSON so I'm not sure why it says it'll take a while because we got it so I've gone back to DSM I'm gonna take my chances that that wasn't the JSON file and put it up alright JSON file is here and we're gonna try to upload this now alright we're gonna try proceeded it has been uploaded alright it says connected to the cloud and I so far so good it appears to have connected so now it says task name backup destination and backup list and you can see one user is is backed up and we have as I suspected the option includes just drive mail contacts and calendar enable active backup I guess that means we're occurring task so backup destination I presume it's gonna look through my folder shares in which case I am going to go ahead and create a dedicated folder share indeed as I suspected the backup destination it's one of our buckets they've gone ahead and given it the unimaginative name of G sweet backup DR I like to keep all these various backups in different shares just that while I'm testing things out at least and I'm gonna call it Daniel's Daniel G sweet backup account discovery settings are good so I can click next and look at these lovely options we can go for a continuous backup manual backup or scheduled backup now I don't like the idea of continuous backup because we can see what it says any modifications backed up in a few minutes yeah I don't I don't need my NAS continuously pooling all my small changes to G sweet so just adding contacts schedule backup will be more than good enough for my needs so you can set it to now here's one thing I don't like about Synology DSM I don't know why they don't have simply daily monthly yearly whatever their options and scheduling options are always seem a bit weird to me like weekend is not how I would really think of it I like I can configure a seven-day interval or every 10 days to me that's a bit weak but let's say let's run it on a Sunday and not on a Saturday why not the start of the week first runtime midnight is fine actually I like to do I like to do all backup things in the middle of the night while I tend to be sleeping just in case it causes any slowdown or whatsoever so 4 a.m. depends how nocturnal you are for me 4 a.m. lately is not such a safe bet but for most people on a normal circadian rhythm 4 a.m. is good so I'm going to just select that as frequency and that is fine gives me a little summary that it's going to be back up to juice we back up to you are the task name etc and it looks like I'm ready to just finally click apply alright so it's applied that and it's given me the option to take the backup now I'm gonna head gonna go ahead and let it run its first backup so things are sort of happening this is this is raw I've never done this before I did not set it up and trial it before I made this video so whether this works or not I'm not clear of I'm hoping it works and if it does work how do I rate that set up job a little bit more difficult than I would like and that many users would like obviously if you do this in enterprise environment and you're an IT professional those steps would not be too troublesome and even for me it wasn't overly troublesome but nonetheless it was still a 14 step process that required going into Google dev console and setting all that stuff up so I'm gonna go ahead and put minimize this on my DSM over here and I'm gonna just see gonna go try and cheat a bit and see if stuff is running so there's a few screens in active backup for G Suite you can see the summary you have a log activities over here one user one drive and not really much a ton of detail but you can imagine if you're using this as I said again for many many different users this would be useful so I've navigated into my file station and I always take a sneak peek at backup jobs before getting my hopes too far up and you can see G Suite backup DR well it's done something it's created a folder called active backup for G Suite it's created I can go into Drive and it's in the process from what I can see of building out the backup but it does look to me as if it's run I'm gonna go ahead and call this a success I will check back and update the video description but that is essentially the set a process for setting up G Suite backup to your Synology as I said a 14-step process which you know might seem like a lot depending on your level of comfort with technology but it did it did allow me to set this up and I can also configure a syncing schedule and that's pulling down from G Suite onto my NES clicking into this and we can see it's effectively building stuff up the backup and if I go into the voice notes voice notes setting I am down to the level of individual files and I can download these so I can just now verify that the backup has been successful and it's running thanks again for watching


One of the things that here's here's something to think about with regards to Hitler so because one of the things you might ask is how the hell could he be so so Absolutely compelling to his audiences, but here I'll give you an explanation So let's let's make the let's make a few assumptions and the first assumption is There are a lot of resentful Germans kicking around why well they lost the first world war That wasn't so good and then there were a lot of brutal men left because they'd been in the trenches and they'd been shooting and Shooting at each other under absolutely abhorrent conditions for like years and years and so there were plenty of brutalized men around and Then their whole damn economy collapsed because they were forced into signing what historians regard as a very punitive peace treaty and so like Everything had fallen apart to a degree that we can't even begin to imagine and so you know in the 1930s the Germans were starting to get back on their feet and and When Hitler came to power he started not only to rearm but to reindustrialize the economy and he was actually pretty damn good at that So now Hitler was a good orator, but he but he it isn't exactly clear that he was a Coherent Philosophical theorizer although to think of him as stupid is it is completely missing the point. He was by no means stupid I wouldn't say that he was particularly educated But he had a very powerfully developed aesthetic sense And he spent a lot of his time designing the cities that would be built after World War two was over and those cities were generally Conceptualized by him as places where the arts or at least the Nazi version of the arts could flourish You know, so there's no real evidence that what was wrong with the Nazis was that they weren't civilized There's more evidence actually I think that they were too civilized and I'll talk to you about that later But anyways, you think how did Hitler get all these people under his spell? Well, here's a hypothesis that's basically derived from Jungian thinking and I should let you know by the way because sometimes Jung has been accused of being an anti-Semite and there's various reasons for this partly because of what happened during World War two and partly because His theory drew heavily from Christianity although from many other sources as well And he did believe that there were differences in the psychology of people with different ethnicities And now, you know, whether that's racist or not depends on whether or not you like the person you're talking to because the lefties Think that there are cultural differences and they're important But if you ever talk about them in the wrong way, then you're racist and the right-wingers Well, they just think there are ethnic differences to begin with so it's a tricky It's a tricky issue if there aren't differences that are important then who the hell cares about multiculturalism It's not even worth preserving and if there are differences. Well, then you're stuck with having to deal with the differences So you're basically screwed either way So anyways Jung has been the target of many accusations of anti-Semitism particularly by biographers who were resentful and clueless and historically uninformed and I would say malevolent fundamentally He worked as a CIA agent It was just revealed last year and he he he provided psychological reports to the American government on the underlying Psychological structure of the Nazi leaders for years and he never told anybody about that while he was alive It only came to light like it only came to light as far as I know last year or perhaps a year before that so So anyways the Germans, you know, they weren't very happy about the whole damn situation And so when they were aggregating on mass you think well, what happens when all people get together in a group? You know, we talked about that last time when we talked about Kierkegaard's idea that as soon as you get a bunch of people together No matter how truthful they are all as individuals instantly the crowd is not a truthful thing And you know, there there are there are real reasons for that real psychological reasons. So there's the famous ash experiments I hope that those are the right experiments a s c h about line length You know, so you draw two lines on the board and they're the same length and you get the the crowd to You know collaborate with you and you ask some poor sucker who doesn't know about the game To play and you know, you ask one person and they say no those lines are different in length And you ask another person they say well, you know, they're quite different in length and another person says Yeah, sure I can see the difference in length and then you ask the poor pigeon, you know Are they different in length and he says Yes, you know and you can understand why it's like if all those other people are saying it There's either there's either something wrong with all of them, which seems unlikely or he's the victim of a conspiracy Which is a little on the paranoid side, but happens to actually be true in this case or He's just not looking at it right and you might think well the humble thing to think is he's wrong And so you know the fact that somebody might go along with the crowd You know you can you can you can blame that on their on their ability to be social and Conventional which in many ways is a huge advantage because if you are all anti social and unconventional, you know I mean there'd be a good chunk of you in jail and we certainly wouldn't be having this, you know Delightful peaceful conversation that we're having so, you know, you don't want to Underestimate the utility of conventionality to too much of a degree Anyway, so There's this funny story I read once I don't think it's true, but it might be Where a psychology class got together and decided they play a trick on the professor and the trick was that? He would walk back and forth they and and the trick was that they wouldn't pay any attention to him at all If he was on the left side of the room, you know They talk a bit and look look up and if he was on the right side of the room then they'd really focus in and pay attention and the story goes that by the You know by several weeks of this little trick they had him like lecturing right beside the door You know and he wouldn't move from that spot And so the reason I'm telling you that is because it's pretty obvious that People can respond to the cues that a crowd is delivering, you know and a good speaker does that right? So a good speaker does a variety of things and one is they never talks to the to the crowd per se You know you pick out specific individuals and talk to them and they're sort of reflective of the crowd And then you can tell if everybody's understanding and the other thing that a good speaker does is pay attention to the damn responses of the crowd because You know if a lecture is really a dialogue even though the the audience is Only emitting nonverbal the nonverbal elements of the conversation those nonverbal elements those damn things are important So you want to stay in touch with the nonverbal communications now? Hitler he's kind of a chaotic guy, you know, he's very angry He's angry in part because he was a frustrated art student He tried to get into art school like four times So really the person to blame for World War two was the four-person committee that wouldn't let poor Hitler into the I believe it was the Viennese school of art because he really wanted to go, you know And he had some artistic talent.  Well, okay now I'm gonna switch to a slightly different story and then I'll get back to this one So I don't know if you know guys know about the The daycare scandals that that were very very common in the 1980s so Horribly common actually this infested many towns and usually what would happen is somebody who is a little on the paranoid side Or maybe a lot on the paranoid side would send their children off to daycare And that was a whole new thing in the 80s right because women were you know moving into the workforce like mad And so they were handing over their often their infants kids below three say to total strangers And you know for some of them that set up a fair bit of worry like it still does and sometimes that worry got out of hand Especially among the people who are a little on the little predisposed to paranoid schizophrenia Maybe even had had some previous episodes and so, you know The kid would come home and the mother would observe or not Something kind of peculiar about their behavior and then she'd fantasize about maybe what that was and then you know She'd start asking the child if the child had been touched in any particular way And you know and she'd keep this up for a good length of time and then the child would start to have nightmares and then the child would tell the mother about what the Nightmares were and then that would freak her out And so she'd ask even deeper questions and soon you know her children were telling her that Horrible things were happening to them at daycare And so then she'd go to the police and they wouldn't look into her psychiatric background And then the police would go out and they'd start to interview other children And if they interviewed them properly then the other children would start to produce all these stories as well because the now How did that happen?  Well, that's not a question That's a piece of information the piece of information is if someone touched me there an adult would be very interested in that Right, so and now what's a child doing when he's answering an adult's questions?  They're like three, you know, they can hardly organize their story You know if you're talking to a kid and you want to give get them to give you an account of their day You have to really guide them through the organization of their memory and partly what they're doing when you're doing that is they're looking at you Trying to figure out if they're telling you the right things Which is what they should be doing because what they're trying to learn to do is to tell people things in a way that they'll understand them But that makes the child very very responsive To the non-verbal and verbal cues of the adult you think about how fast those little rats learn how to pick up language You know, it's really very fast and no one really teaches them. They're just paying attention like mad So you get a bunch of Cops who are on a like a half-cocked adventure and they think there's some serial sexual Pervert in their midst and they go interview, you know 15 20 kids and they do a do do it do it a lot They use little dolls and they do it a lot and they do it a lot and they do a lot and sooner later all the kids start Having nightmares and then they start telling the cops There's also these terrible things happen like they're taken into underground caverns and they're stripped naked and they're forced to Like leapfrog over each other and like you just can't believe it what happened You can't believe it. It's all documented in a book called Satan's silence, which was written by a social worker and a lawyer It's mind-boggling the longest prison sentences in American history were handed out to it to a series of Middle-aged women who were taking care of little kids and the FBI even came up with a whole new criminal category Late-onset female sexual offender. Well, why didn't that category exist before it's simple There are no late-onset middle-aged female sexual offenders. That's why we didn't need the category But once all these accusations came up well poof, you know You had to have some damn category for these poor women some of them were put in jail for 350 years which seems a bit excessive Given that they're only going to last about 40, you know, they get 12 consecutive life sentences So and you know, there was actually a situation where one town Went so far as to start digging underneath the town to find these underground Satanic layers where all these weird ritual things were going on, you know And along with this was not one shred of Concrete evidence, you know and the eventual conclusions and this affected thousands of people the eventual conclusions was Well, there there actually isn't anybody who's you know satanically torturing children in daycare centers now now anyways, why am I telling you this? well What the children were doing you think about how the tale of the children come up with these weird ideas, you know I mean first of all we should note the children are not stupid and they can also dream up the most horrible things, you know Because they have an imagination that's capable of extending itself out into the terrifying now Everyone knows that because all you have to remember when you were a kid You know when you were hiding under the covers because there were horrible things in your dark room, you know You can populate the darkness with monsters with no problem And you should be able to because there are monsters in the darkness even though your parents might tell you there aren't It's like there might not be any dark monsters in that particular piece of darkness And that's a perfectly reasonable thing to tell your children, but in the darkness as a whole.  What do these people want? What do these people want?  So maybe it's a cop who really hates child Satanist abductors, which you know, it's perfectly reasonable stance And so when the child offers any information about about the existence of such a thing Well the cop will perk up and then the child thinks oh I see well So sort of what's going on seems to have something to do. They don't think this consciously, you know But their imagination is working. How do I model the reality that's being presented to me? And that's when the dreams start to kick in too okay so by speaking in the appropriate way You can get all sorts of things churned up in in the in the unconscious minds of your listeners and by watching them as well You can extract out Their unconscious desires.


All this month, get up to $50 off any Android smartphone from Appalachian Wireless. Any Android you desire. All $50 off with two-year agreement. Better service, bigger savings, that's today's Appalachian Wireless at East Kentucky Network Company. The City of Prestonsburg has been working to develop hiking, biking, and horseback riding trails at Jenny Wiley State Resort Park. Today, preliminary work began on reopening the Jenny Wiley Pool. The pool has been closed for over 10 years and the deterioration and vandalism has taken a costly toll on the facility. Just recently, I've got the OK from the court to go ahead and start cleaning up, start getting it ready. We've got a lot of work to do just to get the points so we can start rebuilding it. As you see here, they busted the walls out just to get to the copper pipe. This porcelain breakage right here, nothing but vandalism. There's no benefit in that whatsoever. They got no benefit from it. But as you see, they crawled back into the pipe chase, they cut the copper lines out. For what damage they've done and what maybe a hundred bucks they got out of it, it's going to cost us about $40,000 to give everything back in correctly. But the good thing is, we're putting it back. We're going to try to be open to spring. We look for good things to happen. Manny have fond memories of the pool and think it will be a good thing for everyone in the community. It will give everybody something else to do other than sitting in a parking lot and talking. I think it's a good idea all the way around. When I was younger, we used to come over here. I haven't been over here in forever, which has been closed down. I'm looking forward to get back to work on it and reopen it. Biggest thing is probably the big mushroom that was in the kiddie pool. I used to remember that. That was one of the highlights when I was younger. Mayor Stapleton also said there are plans of adding a beach area just outside the pool. Reporting from Prestonsburg, I'm Shawn Allen for EKB News.