My name is Stige Agstander, I work as an enterprise architect at Sikuhuspartnerd.hf. We'll come back to a little bit more what it is. And my colleague wandering aimlessly around in the room is called Jan Stobbe. He's also an enterprise architect within Sikuhuspartnerd. So this is the agenda. We're going to give you some background, some introduction to our company and where we come from. We're going to have a little discussion about what the service actually is. Talk a little bit about architecture, artifacts, and models. Lifecycle management, IT for IT, enterprise solution architecture, Togaf, IT for IT, and some lessons learned on the QA. And Rob, are you timing us? Yeah, good. 40 minutes. 40 minutes? Ah! Because we did a trial run of this presentation. And I think we talked for over an hour, so we sort of have to cut down a little bit. Background and introduction. This is where we come from. It's a Southeast Regional Health Authority in Norway. It's the blue thing down there. And we have 11 county health care trusts. We support about 25 hospitals. We have 100 psychiatric, somatic, out-care centers, ambulances, pharmacies, whatever. About 77 employees. And by far Norway's largest IT environment. Our company, Secret's partner at HoF, is an independent subsidiary of this regional health authority. And we're a shared service provider for ICT HR logistics into this entire region. About 1400 employees. One of the largest IT suppliers in the Nordic countries. Just a quick. This is today's operating rooms, which is sort of where the end customers is. The physicians and the patients. And this is what it actually looks like today. And we're kind of thinking that in 10 years, the ambulance will come and pick you up, take you to the hospital and put you into this room. The ambulance will actually bring this to your living room. So it's quite exciting what's happening out there. As part of a transition project within the company, there was done a lot of work defining a new strategy for the company. And where's the pointer? What we're going to talk about today is pretty much what's down here. The service orientation as a traversing principle. Put it quite plainly, we had problems delivering to our customers needs. So it was started a huge transition project to sort of align us more and to be better able to deliver services to the customers. Huge reorganization. The entire company has been turned upside down and inside out and reorganized. So we now have four business units. One to the left for you is customers and services. That's supposed to be the business units where you are closest to the customer. You capture the customer's needs. You start planning on how to deliver what the customer wants and needs. Then we have resource planning and scheduling, which is pretty much what it says. Are we sure we have enough people? Are we sure we have the resources available to start building those services? Then we have service development, which is a business unit, which actually do the service development. They run projects, programs, stuff like that. And operations at the end. So this entire organization was built on the plan, build, run paradigm. And these guys you will see a lot of in the presentation. So we tried to relate both enterprise architecture and service delivery, the mode of operation to sort of support this through the plan, build, run paradigm. And now it's Jan's turn. One part of the reorganization of Sukish partner was that we decided to look for an external partner that will run our infrastructure and will provide end user computing services, network hosting and telecom to us. And by basically giving away all everything you can touch, we were aware of that we can't continue to work before. Basically, you could either call it agile or you could call it firefighting. So we had to define what we actually do. And so we started building a functional modem for SIAM service integration management and basically tried to find everything we do, all the functions we need to have to run our business. And we clustered them in service integration governance and in service integration management, so the daily operation, the daily management of the services and the service delivery that is delivered either through this partner or through internal delivery organizations or actually by the hospitals themselves. And well, we got pretty far finding all these functions, but we couldn't really explain how they interact, how they end to operate and how the value chain looks like, what's the value add in each function. So then we found the IT480 reference architecture, the IT480 standard. At that time it wasn't a standard yet, but it looked very promising. So we took the status it had then and we found, okay, we have a value chain where we have all these activities, all these functions and the IT480 reference architecture, they put them in order and it defines the relations. And the other thing is that we do a lot of things and we found that the value streams, the IT480 reference architecture defines help us to actually grasp what we're doing better and when we go into certain organizational change initiatives, we could look at only one value stream and say, okay, now we're doing something in the operations area which is that detector correct or now we're actually working with planning services and we're only focusing on this value stream and we're saying, okay, this is a handover to the next value stream, we do not worry about that now. And we tried to understand, okay, this is actually what we're doing here as architecture and how do these things work together and how do we, again, how do we actually produce value to our customers and how we deliver it. And the part we like most about the infrastructure, about the reference architecture is actually not all the blue boxes. They're also pretty cool but what's best is the backbone and we found out that we don't have one. We have 3,000 applications that we're managing and delivering and that people call but we can't have a dialogue with our customers about 3,000 applications because not even the IT department of the hospitals know that they have them. And so we started to think of how can we use the concept of the service backbone to end up with 3,000 services, 3,000 which are actually applications in operations and reduce them to minimum 15 or maximum 25 services that we actually can have a dialogue with our customers about and those services are functional and that's not a service that's DPS which is our provider of EHR, the patient record system but that may be patient record system or patient records actually and then we go into those 3,000 applications and we have 15 different applications for patient records and we can have a dialogue about these applications. Yep, just take a quick step back to this one again because IT4IT starts up here with the enterprise architecture component. Where does that come from? Nobody's going to deliver it to you. It's not something that's just out there. This is where you have to start. And one of the interesting things is when you start talking about service orientation you certainly find out that there is now clear unified definition of what a service actually is. Everyone's got their own definition or they don't have one at all. So we have a Secures partners definition, we have IT4IT definition of what a service is, Togaf really doesn't have a definition of what a service is. It talks about application services, technology services. Satman doesn't mention services at all. Cobit, Gardner, ITL, Oasis, Open Group, Micro Services. They all have different definitions of what a service is. So we spent the first 6 months discussing service orientation and then we suddenly discovered we're not talking about the same thing here. Everybody has their own definition of what a service is. And that makes it kind of hard actually to get anything sensible done. So we started thinking is there another perspective on how to look at this that can help us create an architecture because creating an architecture based on these definitions is not trivial to put it mildly. So we took a look at what are we actually doing. And this is an example from the laboratory services in hospital where the question is basically what is the lab service for the clinicians. Well, for them it's pretty simple. They take a blood sample, tissue sample, they requisition a test and they want their answers back. That's the physicians and clinicians definition of a lab service. What's the lab service for the people who are actually working on the lab? Well, to them it's quite important that these stuff works. So they want their analysis equipment to work, their laboratory information management systems to work. That's their perception of a lab service. Then we have the ICT department. What's their definition? What's their perception of the lab service? Well, network storage service applications and everything that sort of builds up the lab service in the infrastructure, that's their perception of what a lab service actually is. So when we're talking about a service, it actually all depends on who the customer is. Your deliveries will change according to the customer. And all of this is jumbled together in something called the lab service. And if you don't know this, if you don't take into account who the customer actually is, you will not be able to build the services that your customer needs. So we've come up with yet another definition of a service and it's quite simply a service is what the customer consumes. Very simplistic, simple to understand, but there are some major points in here. Well, it's not a service until you have a customer because you're actually delivering something of value to someone and if you don't have a customer, you don't deliver anything. The service is defined by the customer. The customer is a consumer of what you provide. You have to know what the customer wants. So you actually have to try to figure out what the customer wants. Another important part is that the customer doesn't own specific costs and risks when you are developing the service. They're consuming a service, building, developing a service. That's our responsibility. We take the risks. We have to budget for the development. That doesn't mean the customer doesn't pay for it in the end. They do. It's an outside in and not an inside out approach to the design process because there's no point in building services the customer doesn't want. So you have to reach out to the customer. You have to understand the customer's needs, the requirements to actually start developing some sensible services for them. And a huge point at the bottom, this is actually quite easy to architect. You know what the customer consumes or you should know. If you don't know, figure it out pretty fast. So architecture, artifacts and models. So this is how we view the architecture development world with Togaf and IT for IT wrong button. So we're doing enterprise architecture and this is the plan phase. So when we as enterprise architects in Sykes partner are involved with developing a service, we are always in the plan phase. We do not do implementation, but we do it in the plan phase. And then we hand this over to the solution architect and then the guys is actually building it. They do all the service changes. They are part of projects. They are part of programs. They are the people that actually delivers the service, builds it and implements it. And at the bottom, on the run phase or operations, there's a realized service. It is the service as it is realized in your infrastructure at any given time. The point with these guys is that when you have done a service change, the service actually changes down here. And that has to be a feedback into the enterprise architecture when you start planning your next run of service development. And this is some architectural artifacts that we use. What I'm going to show you now is a very, very simplistic and simple reference architecture for services. This is not the answer to the big question about life of the universe and everything, which is 42, but it's a very simple reference architecture on how you can start building your enterprise architecture in a simple and easy way. So these are the three artifacts that we need. Which is the smallest configurable managed element. And for those of you who know ITIL, it's a configuration item. It's a CI. Very simple. It's either a person organization, it's a process, technology, it can be a service. Technology can be anything from a thumb drive to a hospital to an ambulance or helicopter, whatever. But these are the smallest components, sort of the physical entities that you can touch and the smallest components that you actually do management on. And we have the capabilities. And it's a Togas definition. An ability that an organization person or system possesses. And it must have all the love. It has to have a person component, a process component, and a technology component. Because it's about somebody doing something on something for someone. So you need all these three. And then at the end, we have the service, which is what the customers consumes. That's pretty much where the money is. And this is how the model looks. It doesn't have to be much more complicated than this to get started. And it will grow and expand over time. And this is from the planning perspective. And when we're talking about planning here, we are what is, in our case, it's the clinical capabilities that our customers possesses. That they're capabilities that we need to build services to support. So an example of clinical capabilities, if this works, is this one. This is a capability map from Ireland, which pretty much lists up more or less all the different clinical capabilities you need to run a healthcare system. So this is kind of the level we are talking about here. We have your core EHR over here. We have oncology. We have pharmacy systems. We have mental health records. All of these are capabilities that the healthcare system has and that we actually need to build services to support. So the question is, you have all these capabilities. And then the question is, okay, which services do we need, ICT services, do we need to build to support or to enable those capabilities? Simple question. So, and how do we build services? Yeah, well, we have these components down there. They're ABBs and SBBs. And it's a bit like building Lego. You have a box of components and you take the pieces that you actually need, put them together and then hopefully suddenly you have a service in here. So now we're kind of turning it upside down because now we're talking about the delivery perspective. How do we actually deliver this service? Well, at the bottom we still have the components. All those building blocks, we have put them together to create services and we have created the services to support our customers' capabilities or the customer-facing service. Well, added a couple of attributes down there that has to do with money because there's always a discussion about how much does the service cost to produce, how much does it cost to deliver that service. And management is very interested in this. They're pretty much all about the money. You can split or you can figure out how much this costs because when you are building something, you are doing a service transition, you are developing a service, you are actually building components. You're not building a service. You are building the components necessary to aggregate or orchestrate the services. So your cost of investment will always be on the component layer. And then you come to the cost of operation, which is on this layer because this is where sort of all these components join together and they run in your IT environment, then you need cost of operations. You need servers, you need cooling, you need staff, you need management, monitoring and all that stuff that costs money. So you can add that on the service layer. When you come to the top where you have the customer-facing service where you actually have a customer, then you have to start doing governance. You have to start keeping the systems updated. You have to proactively hopefully detect and correct errors and all that stuff. But the point is you actually don't have governance costs before you have a customer. So the total cost of service is the investments cost on your component layer, the operation cost on your services layer, and the governance cost of your customer-facing service layer, all regulated by service level agreements. So as I said, very simple model. It's not the answer to everything, but it's a place to start. And it's sort of a place to get some kind of structure into it. Laboratory revisited. I mentioned the example from the laboratory service and I see I have to speak a little bit faster. Because if you have the planning perspective, these are capabilities. So you have the laboratory capability, which consists of the pathology, microbiology, genetics, immunology capabilities. Some other capabilities are down here.  From your delivery perspective, still components, but now they're services. Much simpler. So why this? One of the reasons why this is better is that when you build services, you kind of build them monolithic. You start with the service. If you're going to build a pathology service, you establish the pathology capability, you build services, you build components in their own silo. With this, you don't have to. With this, if a customer comes along and says, well, we don't have genetics, you don't need it. Then you sort of just disconnect them from the network. You update your service level agreement and then you're done. What if it's the opposite way around? We don't have genetics, but we need it. Start planning on the genetics capability. What more capabilities do we need? Which components do we need? And after some planning, you actually figure out we have most of the components. We only have to build this one to aggregate and orchestrate these services. So it gives you much more flexibility on how to deliver services to your customers. And it also gives you much better control over your environment when you're actually developing those services. Because down here, you now know which components that you have to adjust or do development on.  And be careful not to do too much like that.  So when we look at developing services and planning services, we had to find out that this is not iterations. We don't plan a service change and we go into production with the service change and we look at what happens and we do it again. Actually, we found out that the services we have exist in several different states at any given time. So we might have a vision for a service in our plan phase where, of course, we architects are sitting. And then you have a couple of initiatives that are in planning, maybe a couple of proposals that are out at the hospitals and they haven't answered on them yet. And you actually have a few projects that are going on and then you have some projects, the hospitals run without us and at some point of time maybe tell us about. And, of course, you have the services in production. And we needed to find a way or we need to find a way. We haven't done it yet. We need to find a way how to keep track of all these different states. And we think that that has to happen in the plan phase, right? In the beginning of the value chain. And we look at it as a roadmap of a service. So everything that's planned, everything that's in projects and everything that's in operations has its place in the roadmap. And whenever there's a new order, when there's a functional request from our customers, then basically the roadmap gets updated. And we think that the blueprint, the conceptual service blueprint and the reference architecture is that what represents the roadmap for us. Whereas the service architecture that's built in the enterprise architecture functional component is the overall target state of the whole of the entire portfolio of services. And so this is basically trying to put this in the picture that we have this... How we think to do is we're trying to use the service cop and the community of practice concept where we have an enterprise architect together with something you could call a product manager for the service. They team up and they basically build the core of the service cop and they involve everyone inside our organization and maybe even outside our organization that adds value to the service or that does something with the service. Basically that everybody's on the same page and everybody knows what's happening. You could call it situational awareness. And by that we can keep track of all the functional requirements. We can have a constant dialogue with our customers and how they want. And when they ask us or when they want us to reprioritize, then we can actually go and look at the roadmap together with them and say, okay, we can delay this delivery and do this delivery first and we can actually analyze and manage the portfolio. We think to build up one of those cops for each of the 15 to 25 services. And now I would like to go into the enterprise architecture function where we are and I think they're the reference architecture as we interpret it a little differently. And in the reference architecture, the enterprise architecture components up here kind of isolate it and actually the only thing it's responsible for is the service, the overall service architecture. And for us, in our organization, the enterprise architecture component is the same function as the service portfolio component. So the architects are also the ones that plan the portfolio. And then we have more architects that do the service design and then in the new organization we have actually decided to split the architecture community in two parts. One doing enterprise architecture that is planning and the other half doing solution architecture and working together with design teams to actually build the solutions. And we didn't like the idea, the notion of splitting people because you work how you organize yourself and we thought it was very important to keep the architects together so that everybody is friends and we are on the same page doing things. But we just had to find out that the rest of the organization would not regard these guys as enterprise architects that do planning, that focus on the function, that focus on the clinical processes as long as they're sitting in the same office as these guys. So we did an organizational split now and we're just going to have to find out how we want to work together with these guys in order to, that they basically produce the architecture, the solution architectures that we have depicted in the enterprise architecture. So for us, architecture is all about strategy portfolio. It's not only the enterprise architecture component, we think that the entire strategy portfolio value stream is about architecture because you need the target architectures, the end state of the architecture as of today. You need to have policies for architecture, you have to have the guidelines in place for the solution architects. You have to contribute to the proposal management because sometimes we have to help prioritizing the task and we have to find out what we have to do next and you have to sit on the portfolio, the moncommoner because the architects are often those that actually produce the demand or actually describe the demand and as I've depicted, we are also involved in managing the portfolio of services. And we're kind of lucky that we had, everyone attended the presentation right before us. Basically, we're continuing that presentation with one little difference. We're thinking that you run the ADM in each value stream and you run it completely, you take a whole circle. So we think when we do plan for one service or all service, we have to create the vision, we have to create the architecture in a certain granularity. We have to decide actually together with the clinicians the right solutions. We have to plan the solutions. We have to basically task our solution architects to build the solution. We have to follow up that they do it and then at the end of the day, we have to update the roadmap of what they did and then we have to start to cycle again. So we think that in strategy portfolio we run the entire circle and what happens in the next phase in R2D and R2F, the wheel spins again several times for each initiative, for each idea, for everything they do and it spins and it spins and it spins and it gets detailed and detailed and every spin could actually create one or more spin-offs, new spins of the ADM and whenever one spin is done, basically the parent spin can go one step further. So just looking at the clock, we do a little one slide on how we do tooling for the portfolio management. A long time ago we bought a solution that's called TRU. It's a portfolio management tool. We found out for ourselves that it's not so suitable for actually architecture development but it's an extremely powerful tool for portfolio management. So when we analyze the portfolio and try to find out and catch the requirements then we try to use TRU and when you actually develop architecture that's what our solution teams do and then we use Sparks Enterprise Architect for modeling and we have our resource planning happens in CI Clarity and when the service is in operations we do it in HP. But that's, of course, not the truth. We do a lot of other work too and so we try to map our tooling landscape on the IT4-IT reference architecture which is actually the purpose of the reference architecture. So we found out that we have a lot of applications that we use and we also found out that we have functional components where we don't have applications where we maybe use a word processing or actually we use paper and we're trying to find out why do these people not work together properly and why do we have to recreate data because all these systems are not interoperable or we just didn't activate the integration. So now we're starting to plan our tooling landscape for the entire service management organization according to the IT4-IT reference architecture and so far we have had great success with it. It is kind of hard to get consultants and the vendor companies to talk the same language, especially those guys here, they're not necessarily better than the others even if they came up with the reference architecture but we find out once we actually require them to do it and they ring their people that actually know about it or they read the standard, then everybody is glad that we actually have a common language to speak tooling and to speak data integration. So for the IT4-IT we have identified a few lessons. We haven't gone so far to call lessons learned because we actually haven't learned from them yet and we see in 4IT4-IT we see a value add as that the value streams help us focus on one area at a time and we can produce values faster when we just focus on one area. It's really congenial to understand tooling, the flow of information and the need for integration and actually to find the gaps you have in your tooling landscape and you can actually use the IT4-IT to develop a tooling strategy. The next thing comes actually as a surprise it might be little strange for the tool vendors but using the functional components actually paves the way for real best-of-breed tooling strategy because you can look at each functional component and find out what is the best tool for this functional component and then you look at the information architecture of the reference actor and say how do we integrate these components with the others and you can define requirements to the tool vendors when you're big enough of an organization they will develop it and you can have a dialogue on what integrations you need to have and it's very promising to do an actual benchmark of your tooling and we started initiative in such initiative right now where we actually went out to our benchmarking organization and said okay go come into our house and look at our old tooling and tell us according to IT4-IT what we're missing and where our blind spots are. There are a few challenges with the IT4-IT reference architecture for once it's just as Eitel and Togov looked at as another IT thing and it's actually not even if it's if the at least we don't want to look at it as a pure IT thing I think we can actually use it for organizational development as well as we can do it for tooling and then the insight. So that led to as it was ignored during organizational change so the organizational model based on planned old run was not they didn't come up on it because they looked at the IT4-IT reference architecture and quite understand the whole concept around deliver. It turns out that the parallel use of the IT4-IT reference architecture on Eitel can be a challenge every once in a while. You have this highlander problem that there can only be one and that works pretty fine as long as you have an incident component and incident management process but once you have a process that doesn't quite match on one component then you have a gap and it's kind of hard to find the right balance. We made the mistake in the beginning and trying to implement the entire reference architecture and we just had to find out that we have to go one by one. Two minutes left. This is lessons learned, not lessons identified. Make sure everybody are in agreement of what a service is and talks about the same things in the same way and it's actually quite important that you start that early. So when you start talking about service orientation make sure everybody have agreed on what the definition of a service is and follow up a little bit about point from young with the organization do not underestimate the need for organizational changes when adopting IT4-IT. IT4-IT is a reference architecture for how to manage IT as a business but what you're actually doing, you are imposing a set of processes on your entire organization and people really don't like to change so make absolutely sure that you sort of address that problem sufficiently. I have this kind of rhetorical question what do you think is the easiest to change 30 application or 3,000 doctors you go for the applications trust me. So when you're doing stuff like this never underestimate the sort of organizational strain you're actually putting into your company and that is also the last point get executive sponsorship because this will impact the entire organization if you don't have management with you in this process it will fail. Very simple. You need for this to work you need to get the people on board to get people on board somebody in management has to say this is actually how we're going to do it this is not just something that the IT guys have come up with yet another IT thing this is actually how we are going to improve our deliveries of services to customers. Thank you for your attention.


Assalamu alaikum, ladies and gentlemen this is Muhtar Ahmad with the virtual universities course Human Resource Management and I am here with our lecture number 29. Today we will discuss about benefits and this part of the compensation system. So, let us start our today's session and that is our lecture number 29. But what about our lecture number 28? We have to remember always that we are covering different topics of our subject that is human resource management. And what is human resource management? Managing the people within organization and how you should do that? For that purpose we are trying to understand different aspects, different activities taking place in the organization directly or indirectly affecting their behavior. So that through this we should learn how to manage people well. Not only this but when you are part of the team you should also understand what is happening and why it is happening. So quickly let us go back and review our previous lecture that was lecture number 28 and in that lecture we try to understand the compensation system. After job evaluation after pricing the job we shifted to our next topic that was compensation system. And in compensation system when we are talking about the compensation of an employee we can divide them in two broader categories they are intrinsic and extrinsic rewards we can say a compensation. And in extrinsic we can have direct financial or indirect we call them the benefits. And in intrinsic we can talk about recognitions, promotion opportunities, interesting work etcetera. So that was the basic devion of this compensation system of any employee in the organization. And after that we try to understand why we want to do this thing. The objectives are effective compensation management.  And in that we have covered different forces of different factor which are affecting your decision like government policies, the bargaining power, the market demand and supply relationship and so many other things. But let before I should go for the today's topic we have also discussed one aspect we call it equity. And during our discussion part in the evaluation and pricing of the job we recommended that we should keep always keep in our mind the equity part, the internal equity and external equity when we compare with each other. And during our previous lecture I trained I tried to explain that concept in two different ways. So I thought why do not I bring it back today and discuss it again with you so that it should be clear. So let me explain this concept again to you so that nothing should be, there should be no problem while understanding this concept. So what is equity and how it is affecting the, your decision about the salaries or compensation. Equity perception, technically see this equation outcome over input or output over input it is the efficiency right, if you want to see the efficiency then you will see the output and the ratio in input and here when we talk about compensation, so an employee who does the effort as much as the input and as much as he gets in return of course after the delivery, his compensation package is understood and when we talk about equity then this compensation base on his performance or base on his or her input it should be equal to the same type of other person whether it is inside organization or outside organization because all those micro and macro factor and internal forces and external forces they are affecting your decision. How should you describe this, the description of this concept is that pay should be based upon contribution made by the employees, higher effort should be rewarded with higher pay. The more you will perform the better you will get within the same region, a position in a particular region, now we cannot compare it like this, let us see a blue color person who is working in the sun for 10 hours, 8 hours of course he or she is putting extra effort there, it is very hard work, but when we compare it then according to the environment we will compare it based on the same type of capability, the same type of qualification, scalability base. So what is the situation, pay should be tied to the performance level of individual employee and based on this we will see what the market situation can be and then during the same lecture the 28th lecture we also discussed this slide, in which we compared two persons, person A and person B. Let us see if person A has a reward which he has to get at the end by putting his effort, we can say that the person A is being under rewarded. And in the second situation if the person A reward is equal to person B reward, so we can say that is the equity, they have been dealt equally, now the others extreme can be that person A's reward is more than person B, so that is our rewarded. Now in this there are two factors, its outcome B and its input B, because the ratio will be made based on both of them, so I hope now this concept is clear, nothing is doubtful, so let us move forward, so to start over today's topic, again this going back a little bit and trying to understand the total compensation. As I told you that in this there is direct compensation and indirect compensation, what is the difference in both of them and today we will try to see the indirect part. Do you remember in direct that we discussed that there can be salaries or wages, commissions, bonus and where direct you can have the financial benefit. And indirect and we call them the benefits, in this your vacations, your insurance has become medical life insurance and so many others we will discuss them in detail. That is your security, pension, all the other concepts and services that you provide, that is coming under indirect compensation. And as I said we call them the benefits, and what are the benefits? benefits, of course the same thing and indirect compensation given to an employees, a group of employees as a part of your organization's membership, and these benefits vary from organization to organization. And of course why they are doing, the good reason, the three big thing like attract, retain and motivate their employees, we thought we should also discuss this topic in our discussion, this is also an important part of your total compensation plan. So, let us move and see how these benefits are affecting, when we are talking about human resource philosophy see here, employees they want more and more benefits, and sometime even people join organization where they are getting less direct compensation, but the benefits are more, so that the potential the candidate should deliver the more, or the same base paper of our business or strategic objective which we achieve by utilizing the work force in the organization. And what are the strategic roles of benefits, the most basic, I do not know, benefit absorbs social cost for health care and retirements, now see we are all the part of a society, and society has some responsibilities to fulfill, now who will take care of the health requirements for the people, and if they are retire that is also the responsibility of society. So, what is happening here, that role of the society is now being played by the different organization, and of course those they are also part of the society, those benefits kishakal mein aapko health facility aur retirement ki jo, aapki jo pension aaya baaki cheezein security provide ki jaariye, so in a way you are observing those responsibility which other way the society should have to arrange, so strategicali ek toh iska bada important role hai, ki society ki jo zimidari jo otherwise onko kisi tera poori karne thi, aap organization ne le liye usko benefits ki shakal mein apne employees ke liye implement ki hai. Uske lawa, these benefits are also influencing, implies decision about what, when to join in organization and when to retire, should they join in organization aur agar benefits achhe kaida fa to aap early retirement liye lethe, aama rahe bhi concept baire se chaltara, golden shake hand ka, so these are above, that is where the benefits are also playing strategy goals, and nowadays even the benefits are being seen as the entitlement, doke it is concept was different, but now people feel no, jab salary melegi to saath, gadi bhi melegi saath aapko medical facility jimidli chahi ye, because you think this is your entitlement, for saale se bhi, lot of pressure is being posed on the organization. And remember around 30 to 40 or sometime more than that, percentage of your benefits jo hain, wo aapki total pay role ka jo issa aapke wo bante hain, total compensation jo banti aapki usko 30 to 40 or even sometime more depending on as organization and country to country, aapki jo total compensation ka part is going toward your benefits. Why focus on benefits, why should we worried about benefits, because it is the integral part of the compensation strategy to compete for employees, aapki ek marketing strategy me bhi organization ke part play ka rahe, attraction gili aana, if your company is providing some extra facilities, some as extra benefits, that itself will play a marketing tool for you, to attract people, like when new firms, they are starting wo shuru meh shahid base page kum rakhti hain, lekin benefits ko badaa dite hain, ta ke zyada log aasak hain. Incentives ko vary kar dite hain, performance se bhi attach kar dite hain kabi kabi, aur iss se kya hota hai, ki base pay toh so waise bhi dehi nahi aapne, agar aap usko attach kar dite hain kisi benefit ke saath aur with different categories meh, toh hosakta aap thotsa kaas ko bhi control kaas hain, and it will also help to establish or build your image in the market, the business image isi kaite hain, wo aap ka market meh banta hain. Those benefits can also influence the employees decision, whether through join your organization, accept the offer, stay there or when to leave, wo recruitment jo aap prasa shuru krte hain, attraction hoti hain, to attract talented people to come and join you, and it depend on both internal and external environment in which you are working. These benefits can also communicate organizational values and sports strategic objectives.  Aur usse bhi ek bahant jo banta hain organizations ka, employees ka apas meh, jisko, jiske organizations, citizenship 12 hoti hain. Of course, other factors bhi play a role kar rahe hoti hain, but this is also very important factor, ki jo aap ka wo linkage wo jeg bond kriate karta hain. Aur agar jisko proper trike se manage kia jaye, to aap apne kaas ko bhi control kaal sakte hain, because like if you have medical facilities available for your employees, if you have the housing facilities, aur moment jo bade bade production units hoti hain to uske sath hi wo apni colonies bana lethain. Of course, shuru me to capital costs lakta hain, boh bada hain, dekendal long term pe you are containing the cost, you are managing the cost, to financially bhi aap ko helpful hosakta hain. Aur yad rakh hiye ki iska kaafi sa person jo aap ka total pay package ka hota hain wo aap ke benefits meh jata hain. Benefits shakal meh, implies ke liye hota hain. And very important, it can enhance agnation image, people will take that as a positive signal. In the market it is a positive signal. How it is positive? Just imagine two different agnation, they might be paying the same base salary, but one is having extra benefit for their employees, people will take it a positive signal.  Aur agn wo jo basic filasfi hain hain, ki why should I work, what is cash for me? Aur insaan hoop se hoop tar ki talaash meh to rahata hain, within framework of a particular time frame meh rahata hain. Let us move forward, but one thing we should remember, the benefits depend on the times. A person who is just joining an organization is young, energetic, he or she might not be worried about the pension plan. But some time it is very important to, bachon ke taleem ke li jo aapko agnation assess krti hain, wo jo bachar hain jisne abhi agnation join ghi, uske li usme shahad ko itne attraction na ho. Nekin uske mukawale meh, wo jiske bachin hain, school goeng hain, college goeng hain, that might be a very big attraction for him or her to decide. They are the motivators, of course directly itne shahad motivation, logon ke liye naho proformas ke li motivator shahad naho, lekin usse agnation ko join ke liye aur aane ke liye ek motivation hosak hain. Dobara sabahitne iss konsept ko, ki jo benefits hain, ye time dependent hain. Aap life ek iss phase meh, that dependent hain, uske uspe dependent hain. Og agar hain kisi ekki proformas ko uske saad motivator ke tor pe use kane shahad na effekt naho proformas pe, lekin ye aapki attraction, retention of implies pe bada important role play kar sakte hain. Baah sabahin jaye? Kuki, those benefits can vary from person to person, kisi kiniye kiniye attraction hain, kisi kiniye come hain, kisi kiniye usme zyada hain. Khuda na khas taklu banda, kisi ko kuch medical problem hain. Uske liye wo institution, wo agnation important hogi jaha pe maximum medical coverage memory usko. To wo uski attraction kariye usko waha retain karne ke liye bada important factor hain. Not for performance, but ek setman, insaan ke liye shahad wo itni zyada attraction naho. So, that is what the concept basically I am trying to explain to you. Wo jo am 30-40% ki baat karte hai ki total compensation ka benefits kri shakal me jata hai. Wo kaha kaha harich hota hain agnation ka paisa, usko dekhte hain. Aur ussi phir a mandaza lagainge ki kitne kisi mke benefits agnation can provide to their employees. Insurance payment pe kaffi paisa, usko pay karna parta hain. Insurance can be medical insurance, jiske andar complete medical coverage bhi ho sakte hai. Again, it varies from agnation to agnation and type of worker, a work force is there. Aur phir usko spread bhi kar diye jata hai. Dentist ki lada hoti hai, vn ke liye lada, ike liye care ke liye lada hoti hai. Aur uske lawa bhi, life insurance aur dosi group insurance ki shakal me bhi, agnation can provide you the facility. So, major portion of your benefits can go on that side too. Similarly, jo aap chhutiya karthi hain, vocation te jata hain. Paid leaves hoti hain aapki. So, kuch paisa usshakal me bhi, accompancate ho raha hota hai. Even leave in cashment milti hain aapko. Kuch institution mein hota hai. Ki agar saal ke ain pe, muhtrib kisim ki leaves hogi aage hum dekhenge. So, uske andar if you are not utilizing those leaves, you can have cash for those days. Usse bhi paisa kharch ho rahe hai. Wo paisa kuch hodar bhi jaar aapki benefits hain. Similarly, sometime there is some legal contribution to make. Social security ka concept hota hai. Bhakti wo kitabin aap parin aasme kaafi zikar hai iska. Kuki America ki baat ka hain, UK ki baat ka hain, bhakki country ki jaha pe they are very well established social security system. Jo baat mein, agar aap layoff ho jaate ho. Agar aap ke baat job nahin hain. Agar aap problem mein aajate ho to, they can help you there. Amar hain, pension bhagara ki jo contributions hoti hain, usme kuch paisa bhi jaata hai. Similarly, jo breaks hoti hain, line time pe jaate ho. Aap ka ea-dea bilti hain, bhakki aap ko traveling ho gara mein hota hai. So, wo benefits ke andar bhi, usme se wo benefit ka amount agnation hai decide ke hota hai, some money can go there. And sometime they can have the education assistant program. Jisme miscellinies ko isko kate hain, jisme wo education assistant provide kar sakte hain. Child care ke liye, ek concept bhi aagyaan dekhenge. Ke even child care center they have established at the work for the parents, single mother. Arjun ke batche chhote hain un ke liye. So, everything costs, you know that. So, yeh sara paisa hai, ish sakal mein aap ka benefits ka hota hain mooclif, heads mein jaata hai, waha kharch hota hai. Aur harikka, ispe jaisye mein aap se kaha, ke aajate ke liye isme attraction bhi hai. Aur that is how we always take it as part of the total compensation plan. Isi se, yehi jo aam ne abhi areas dekhne hain, yehi humare benefits ke kisme bhi hain. Inko thoda sa detail mein dekhne hain. Or at the end of those types, we can also have couple of examples. So, let's start those things. Jaisye mein aap se kata ke insurans, benefits. Ab isme kitne kismog insurans hosuhti hai, medical insurans hai, VN insurans hai, dental insurans hai, mental health insurans mein bhi there, life insurans, disability insurans. And again it vary from organization to organization and company to company. And even country to country. In most of the country, they have the compulsory medical insurans on employer responsibility. Aur uske baghain employer aapko rakhni sakta. Humare hain bhi, most the organization, they provide you the medical insurans. Lekin uski phir kya kya cheez cover karne hain, kitne hain aap ki limit hai, that again depend. And depend even on which level we are talking. Kis grade ki, kis class ki baat kare hain, hare ke different us package ke andar hi wo hota hai. Aur iske lawa, kuch organization ne apna medical setup banalia hota hai. Instead of buying insurans, they can have their own setup, where they help, they provide the health facility for their employees. Aur iske lawa phir, group insurans hoti hai, life insurans hoti hai, mohthulif kism ki insurans is bhi, organization provide you. Fully paid by the organization, in some time, partially paid by the company organization or partially paid by the employees. Again, it depend. Employee scorty benefits, jais main aap se kata ke, income scorty kya se aapko ho, aapne retire ho na uske baat kya ho gha, to uske liye kuch pension ka, retirement scorty ke liye, pension ke liye, even sometime, they have special funds, jok comp, aap imply bhi usmek baat contribute kara hota hai aur imply bhi contribute kara hota hai kara hota hai, at the end of your service, you should get a good amount of money for your future expenditures, ko business kara hai usse, kuch aur kaam kara nahi ya, thoda thoda usme se, baaki zindagi ke liye isnamal kara nahi. Yhe bhi boht achha attraction, boht achhi palisi hai, isko implement kari ho ki. Time of benefits, jap ke jab kaam kara ho, darmean me breaks milti hai aapko, kaafi break, type, tea break jise kate hai, lunch break milti hai, amare aap prayers break bhi milti hai, lekin kyu ke ye us time ke andar hota hai, jisko aapko company ne pay kiya ho hai, but still company provide you those facilities so that you should feel easy and you should be more, more productive.  Another newly emerging concept of work scheduling benefits pehle bhi kei mainin discuss ki hain, ke aamaare hain jate hain, ke 7 days a week kaam krte hain, kuchha daare hain wo 6 days a week di kar hain, but wo total jo working hours hain wo utne hi rate hain, 7 days wale shah 3 bhi chhutti kar leti hain onge ya 2.30, lekin 6 days wale, 6 days a week kaam hota hain, but they can have the 5 days a week, to lekin hours total, 40 hours onge complete karne per week. Bakki countries ke andar even, they can have 3 days a week work, ke wo 3 din me apne 40 hour complete karne, 4 din me karne, to it depend. Similarly, even you don't need to complete the 40 hours, you can have the part-time work schedule. 20 hour per week bhi kaam kr sakte hain, lekin phe uske saap se aapke benefit change ho jainge, basic jo shahid wo tani cheez hain hain, lekin benefits me fit, plus minus ho jate hain. Flex time is a very important and emerging concept, apne marzi se jo time aapko sood krta usme hain. Agnation of working round the clock, they can have different shifts, aapko morning shift sood ne krti hain, ab evening ko join krle, and even job sharing, agar mia bhi we do not talk to re, to aadala time krle, and even in certain cases they can allow you to take work at your home and do it, because they are mainly concerned about the work, does not matter where you are doing, so that is again a kind of benefits. Agnation can also provide you services, like education assistance, aap apne qualification improve krna chaate hain, they can sponsor you, or even they can send you with pay leave, and leave, go and get your qualification. Financial services bhi aapko agar ko masla hain, aapko financial consultant ki help chahiye, agnation can help you there, and for even social services too, aapki apne social life ke liye kuch help chahiye, usme bhi aapko agnation assist krti hain. Family oriented, kuch benefits bhi hota hain, usme piche bhi kuch discuss ke hain aapne, childcare, elder care, aamaaraya to allah karam hai, aam oman joint family system hota hain, nobody worried, somebody that at home to take care of your elders, lekin o society ki jaha ki aap kitabe par hain, waha pe things are different, everybody has to work for survival, and so who will take care of the kids, if they are not going school, and who will take care of the elders, to phir waha pe olds home hai, baby sitting hoti, childcare centers hoti hain, to kya hota hain ke wo parents hai, mother hai, baki log hain, wo apne elders ko old home mein bhehidehte, bachon ko baby sitter ke paas ya childcare center mein bhehidee hain, but see what is the problem here, let's take example, if kisi ka bacha ya bachi bimar hain, wo jab usko baby sitting ke paas, ya childcare center mein chhor ke work pe aagin hain, to kya uski aap saari koncentration to kaam bhe nahi hogi, she might be worried about the kid, now agnation has realized this point what now agnation are doing, now some agnation they have their own childcare center at their workplace, dhaan ke agar aap kaam kar hain, aur aap ke saar chote bachhe bhi hain, aap ke bachhe bhi uski kisi floor pe, aap chota childcare center hain, and whenever if you need, if there is any emergency, you can quickly go there and check it, uske lawa financial bhi aap ho kuch help mil sakti hain, like if you are working and you have some dependent on you, like the elder care ke liye, child care ke liye, aap ko kuch financial assistant bhi kuch agnation deti hain, and that is all covered under benefits part, relocation programs bhi, usme bhi agnation aap ko help krti hain, wisi aap hain hain hain bhi kuch under rule bhi hain, kya agar male, mia, bhi, jo no, do no working hain, to kisi aap ki transfer kisi duisi jaga pe, tabhi possible aap uski mia ko yoski spouse ko, bhi waha uske ishita aap ki aap mil jai, take dono aap ek jaga pe kaam kr sakti hain, aur agar aap kisi je, aap ek place se duisi jaga shift hote, usme bhi agnation aap ko help krti hain, transportation may help kr sakti hain, extra bhi aap ko kuch financial assistant mil sakti hain, so that it will be easy for you to relocate from one place to another place. Some other benefits, ushita ke boh sare aur bhi ho sakti hain, agnation ke aap ko investment ki opportunity mil sakti hain, let's see if your agnation is producing something, gharia banari hain, refrigerator banthe hain aap ke agnation ke aap to aap ko discounted rate pe wuch easy mil sakti hain, education institution me aap ke bache waha pe discounted rate pe par sakti hain, it is not by law, but again people do these type of things, similarly insurances ko aam ne dekh liya, recreational activities ke liya aap ko help ki jati hain, agnation ke apne clubs hota hain, apne, ushme mukh tarif kisim ki game, mukh tarif in sports mein activities me aap ko help ki jati hain, altoriums hota hain, ke aap apne social activities hai, function hai maang kar sakein, so yeh sari aap ke benefits ke andar cover hota hain, family care benefits hain and you name it, usko aap hud bhi sochi aur kya aur sakti hain. kya ushme mukh tarif reference meinin ke, ushse raf aap ki ushke liye ke nothing we are not missing anything, the basic concept is same thing, let's see some examples about those benefits, retirement benefits, kya ushse raf aap ke ushme logon ke pass early retirement options bhi ho sakti hain, pre-retirement counseling bhi ho sakti hain ke retirement holdin se pehle aap ko counseling ki jaya ke aap aage kya karenge, yeh jo aap ko time agnashan provide you certain trainings you see now, you are going home after completing your service here, to aage jo vaktar hain aage jo nahi technology aagi hain, nahi feel khulke hain, to why don't agnashan provide you certain kind of skill oriented trainings so that when you go in the market again, so you should have a better opportunity to get some job or at least keep you busy there, disability retirement benefits, khuda ana khasta you disable ho jata kisi baya se ush ke liye kya benefits ho sakti hain yeh bhiye daare, plan karte hain soh chti hain or benefit me shaman karte hain now, we have discussed about the health benefits, like insurance hoti hain, health facilities aap ko provide hoti hain, but only when you are in the service, what about after the retirement, some agnashan can have some systems, some benefits that even those facility can be provided to you after retirement, may not be the complete but of course some basic basic requirements of healthcare emergency, ush mein khush aap ko benefit me shaman karte hain so yeh bhi, retirement benefits kanda shaman kya jaa sakti hain iskila wajya se, pension plan ki baat khiti, ke jab aap koi, aap ne service kyi hoti hain to ushi ke saathi ko pension, if they have the pension system some agnashan can go about this pension thing and some may not be they have always a contact appointment they can free hoti hain kya jaha pension hoti hain maa thori, may be but the other without pension there are more basic salaries there are more there is a concept in your text silver handshake you must have heard that in Pakistan we call it golden handshake premature retirement, early retirement agnashan gives you financial incentive that you are fine, because what are the benefits of this let's see that they don't have the financial resources to continue all those liabilities so what they do is they give you the opportunity to offer early retirement now early retirement may silver shake handshake golden handshake hand shake in this you are told to wait for 10 years and for 10 years there are big liabilities because they have to give you benefits there are many other activities to save that agnashan can provide you the basic time difference according to that compensation gives you a lot of money that you can take retirement so this also comes in those benefits because you are given the opportunity you are not taken without the benefits other than that before that pre-require retirement as I said for you there can be counselling seminars, workshops you are told that now you are when you are leaving our agnashan what is happening in the market what are the strengths what are the opportunities there what are the threats there in the market and if you want to survive there what should you do and even they can help you to get the pension how to invest it what options do you have what is all this these are your benefits your agnashan is taking care of your interest we are talking about pension there are two types of pension there are contributory plans and a non-contributory plan what is contributory in which your employer is paying and you are also paying and what is non-contributory that only the employer is giving you the benefits and again it depends from agnashan to agnashan or the kind of job we are talking about we also discuss about the family-oriented benefits family and medical needs dependence care alternative work commitments job sharing I have already discussed this with you not only you we know that you are not the single person you belong to a family or family saara it can depend on you because of that dependence in those benefits agnashan does these things I have talked about social recreation in which even you get courts tennis, squash, badminton table tennis facilities are arranged for you sponsored events companies, cafeterias are also provided even food services you get sponsored food and the big production area at that reasonable price you get good food at work you get provided you get more recreation programs you get trips parties and functions these are all social and recreation in the benefits that are included in your benefits but remember it is not compulsion on agnashan path it varies from agnashan to agnashan we talked about time off there are holidays breaks these are all included in your benefits even we can see some benefits like I said the food services food is also provided there on site health services can be provided you get insurance medical insurance now in emergency you can use these hospitals are cleaning and the rest can go to a normal doctor this is your limit but apart from this there are big organizations on site health facilities medical facilities are arranged for you and why is all this again to create the relationship things in the organization and the purpose is that you work for the institution for the welfare and agnashan is watching your interest well wishing that is how it should work and this continues apart from that sometimes you can get the legal services too if you need some legal services your institution can provide you the help financial planning housing and moving if you want to move from one place to another institution can help you even sometime some organization they pay you the extra funds for the settlement for the furnishing transportation facilities sometimes they pool it and again depending on which level of employee we are talking if it is executive they can provide you the chauffeur driven car you can get assistance in purchasing you need a car you need a loan credit limit for that and they can also provide they give the awards to their employees all these things are in the package and what is the benefit it is your compensation we call it indirect compensation and what is in direct salary check that is your direct compensation and it is indirect compensation bonus not every organization gives the bonuses but yes some organizations do give the bonus and it requires how much salary is on which level how much bonus you want to get and this is on the performance everyone does not get bonus the extraordinary performance they get bonus in the organization and in the long term you get incentives you get stock option you get different stock option you get different stock option you can have the cash award or you can the organization give you the opportunity if they float in the market you can buy that stock and through this you can become the partner within the organization too but they keep a limit the maturity level so these are very good incentives sometimes people prefer to buy the stocks rather than the cash awards we talk about the long term incentives picking organization pour a lot of money for the benefits they are spending a lot of money but what are we getting in return what is the benefit of the organization to see this we should ask certain questions to ourselves what is the benefit of the organization are you company's benefits adding value value to what organization's image pay performance pay what and you have to conduct benefit need analysis periodically and during this analysis you should ask question like how much total compensation should be provided what part should be benefit comprises of the total compensation why are we offering each type of benefits which imply get what because to see this how much is needed how much benefit should be given you should get a survey so that you can see the benefit you should collect the effectiveness of decision making like what are your goals for offering benefits why are you doing it like if it is attraction, attention productivity or what or design study to assess effectiveness let's see if it is effective or not to effectively manage good benefits there are some guidelines for proper management it is necessary that we should communicate the benefits effectively communication is critical here sometime in the organization people don't know about the benefits how many types of benefits most implied don't know about those benefits benefits communication is very essential how can it be should be sent annual personal statements of benefits how many benefits you get how much amount and for that what we have seen human resource information system on top of that you can keep this information for your employees it is very easy try to be flexible in benefits so that everything is beneficial and you should also scan the environment what are the employees preferences what benefits you have provided what do different generation look for the benefits senior people have more benefits young people have more benefits for the new generation it is again you can see this on the assessment base what about benefits for the part-timers as I told you they work for 20 hours a week now this scanning will help you not only to manage benefit today but of course it will help you to decide about the benefit for the future as I told you different generation are working for you and each generation may have a different point of view for those different benefits there may be some benefit attraction for someone else so accordingly you should decide so that you should get maximum benefit of those benefits similarly during scanning you can also see that whether your benefits are kind of in the at the same direction where your corporate strategy is because you have to relate it from the performance in the same line so these are very important concern about benefits so remember that benefits is part of your compensation and it is in direct compensation there are some points because the time constraint is there we will try to cover during our next lecture let us stop it here enough for today quickly go through what we have covered today we try to understand the importance of benefits that this is the part of total compensation and we call it indirect compensation and we discuss why we should focus on benefits and in that type of benefits we have discussed a lot in the deal if there is nothing left then you can read your texts and how we can manage it and return on employees benefits we did not cover today we will see in the next lecture in the next lecture so what about next session so next time we will focus on performance based we will try to understand the role of money in the performance so I have to go now but I am sure that you will work hard till next time Allah Hafiz and Salam Alaikum


This is Dennis McMahon and welcome to Positively Vermont and today we are going to be speaking with Suzanne Snyder Johnson of a very interesting organization called sale beyond cancer Which is a program Providing a unique water aspect experience for the entire family So thank you so much Dennis. Thank you for having me on a on the show. It's really an honor to be here, so So so sale beyond cancer actually was started this year in February 2020 after I had Started and ran another nonprofit by the name of healing winds Vermont for about six and a half years so I I decided to go off on our own and I Provide a similar service and So what we do Dennis is I went through cancer about 10 years ago right here in Burlington breast cancer I was completely bald so I went through the whole works.  I really just Actually when I was right in the middle of everything I knew that for me to be able to get away from every every day every minute of this anxiety that You know hoping you're on the right track for your your right Treatments and am I going to survive and what's going to happen to my children and all of those anxiety-provoking thoughts? That I felt that being on on the water being powered by the winds and especially sailing out here on Lake Champlain was a tremendous opportunity for me just to leave everything ashore for three hours and Just to be with my extended friends and family and just make me feel like that was Normal, you know, I you know without cancer for just three hours and that was incredibly Empowering so I in 2014 decided to start this at non-profits and in this past year We have changed the name to sail beyond cancer, which is a better name that better describes who we are what we do I mean healing was a great name, but it just didn't quite I always had to sort of explain it to people Right. So, you know, so I really wanted to have something here that Was easy to to identify with immediately and actually you can see sort of behind me. I have a couple of code flags. This is the You'll see what the the actual trademark and the logo is, you know, we're gonna talk about that in a minute, but The that's that's how it started. And so for me it was people who I'm just getting diagnosed with cancer are going through chemo or in radiation on hospice The people who are actually in it, you know, are dealing with this thing a day and day out It's their private three-hour sale with anybody that they want to take with them up to about eight people and so it's sort of a private little this getaway that's gonna escape on Lake Champlain and You know regroup and honor that person that asked us to be there and So, yeah, that's how that's that's that's that's the whole the wonderful organization that started again here in February That sounds very wonderful How how would you as someone who doesn't describe The experience and how does that help somebody who's facing that particular problem? a very very good question it you know to Answer how it helps somebody for one thing. It just helps them physically to detach. It's amazing how when you're on a boat I mean many of us had the opportunity to get on a motorboat or even just something once you detach yourself from land There's just something symbolic about just leaving everything there, you know and just get away So so for that person who's dealing with this day in and day out It really is insistent and it's been wonderful to be able to be out there With people that you just adore you and love you and want the best for you. So What happens out there Dennis? It's really pretty cool is that This is an opportunity for for someone to say, you know nominate you or refer you to come to a sale with us and We think you would have a great time And we're going to suggest that you know they they ask you to come out and at the same time for that person Who is let's say in in hospice or a respite house and you know stage four and limited time left with us? I have found that it's a great opportunity for them to say Thank you to all the people that have been by their side all this time and say thank you in a unique way When they can provide memories, you know So to being with us is an opportunity to say thank you to their family and also have a wonderful time outside and it's positive and Uplifting memory of this that this person is providing for their family While they're still here and and so this is wonderful these two things that are happening out there at the same time And and then mother nature just does her thing, you know, I mean just being out there is is really very incredibly moving So, yeah, you described the route you take where do you go if you go across to New York? Where on the lake you have any special spots? It's a very very big lake of course and where do you go? How far you? Good question. How far do I go? So it really we tend to go three hours at a time because we find that that's about the right time That you know, it takes about an hour for people to really just you know Let this and just relax and not worry, right? We have you know captains and we have a two crew So it's three three total crew that are really there to be there for these people and with three hours here on Lake Champlain Dennis we have Prevailing winds that come from the north or they come from the south generally in the summer I mean, that's pretty much, you know, I mean within reason, right? But that's pretty much the deal so We have pretty much found that you know, that's a big lake, right? So, you know, nine miles across there at the widest part 57 miles long and so we really can go out we tend to go out and Depending on the waves and the wind we will often go around juniper island sometimes go into Shelburne Bay and Sort of really depends on the wind and where it'll take us because the whole point is to turn off the engine Get these sails up, you know, and allow Allow mother nature to really bring this boat through the water And we actually just so you know, we we immediately as soon as we can We'll hand the helm the wheel over to that very person that is being honored Because we want to give them something that's in control And they have something nice in control for a few hours where everything else seems to be kind of out of control You know, and so it's a lot of fun incredibly It's a it's incredibly powerful, you know, it's not a negative thing because we're we're giving them a little piece of joy in Their journey, which is not so positive often So you have your own vessel or what vessels do you use? So yes, well healing winds has your own vessel and so sail beyond cancer we just started up here in 2020 and We are going to have a vessel we don't right now, but all the all the vessels in this organization in the past organization have been donated and so the actual organization owns the vessels and so what that means is that we get to sales six days a week and sometimes up to three times a day and So it's going it's it's it's amazing last summer for instance with healing winds We took we went on 91 sales and we took about 595 people out so I anticipate that absolutely happening here again with sail beyond cancer and Our captains are pretty qualified. They're all either Coast Guard licensed captains or have been or you know really know what they're doing and with sail beyond cancer we we take pride in and Providing tremendous training for them before they get onto the boat, you know rather than just sending people out There is a training that goes through, you know that you really have to know kind of what to say and When to be quiet and you know when obviously have compassion, you know, but Just just making sure that we're providing the best possible sail every single time Are these captains volunteers or do you actually charter best? No, so this is all a volunteer driven non-profit, which is so wonderful because you know, many people have been touched by cancer I don't know whether you have or not, but you know, I mean, it's everywhere and so it's a great way for people to give back and in their in their time we have up to 20 captains and probably 35 crew or so that we've vetted and That we really want to Make sure that they're feeling really good about being out there, which they always do but So yeah, it's all volunteer. I mean there's with sail beyond cancer. We have one one staff member will probably end up having two as we get up and running more and It's just great for people to know that this is what we're doing here on Lake Champlain, so How does somebody Coordinating does sound like a massive operation running almost from my mind or something like Does it work? Is that what you said? How does it has it organized? Yeah Yeah, so I think you I was a little bit hard for me to hear you. Sorry. I think you said how is it organized or Organized and coordinate Yes, okay, so the staff member is our scheduler and What happens is we have a board of directors here and You know, you know just like any nonprofit we are a 501 c3 So we're fully, you know part of the IRS and you know, we're all legitimate And so anybody can nominate anybody or you know refer anybody to come sailing and then we coordinate with that person What's the best day? You know of the week that they can come out sailing with us and Then they have then they're kind of charged with coordinating who they want to have come with them Right, so then we leave it up to them and we get once they gather their friends or family Then they will call us back or we'll call them back and we'll coordinate a day and a time that works best for them Dennis we tend to sail the exact same time Each day so we know that on Fridays. We leave at 10 a.m. Or 2 p.m. Or 5 30. So you have three choices The weekends tend to be the most coveted times, you know to to go because it's easier for Friends and family to take off from work or you know are available to come and sail With you so it's it's pretty it's it's a pretty good well oiled machine at this point You know we've taken and with the other organization. We've taken about 1800 people out sailing So, you know, it's just amazing. Yeah, it is just great So I fully anticipate that we'll be as be busy if not busier Here on Lake Champlain as well. So it's a it's exciting. You know, a lot of this is electronic We get all the all the waivers a sign before they get on the boat What's different about this type of organization? It's a nonprofit We don't take any money to to take somebody out sailing So we're not a charter company like the friendship slugs or it is For any of the other places here on Lake Champlain, it's it's it's a free service that's supported by individual Donations family foundations Corporate grants that sort of thing So they're similar to make-a-wish if you would you know, if you think of make-a-wish or Habitat for humanity or so it's it's a service that we provide, but it's a free service. So, you know It what what that happened that makes it all work, right? If it was a charter company would be very expensive to to do Imagine that's that's amazing Sailing itself All the coordination and also inspections and Making it ready you're running, you know, it's both goes with both Now when when a Bessel goes out, how many people do you take and how many people can you? Let's say someone has a big family that kind of thing Well, we thank you. That's a good question, too But right now of course the sail be on cancer because we are looking for the type of boat we want We've really figured out what works best here on this lake So, you know, we're looking at probably a 40-foot vessel which will accommodate for here That's big, but you know, you get off of Lake Champlain a 40-foot vessel is not really considered a very big boat But in any case we have one captain that's in charge and then we have two crew members than us One of which is considered a first mate, which is essentially that captain's right-hand person, right? and that first mate is is qualified skill level is very high and for sailing and then we also have a second crew member which is sort of like a I would say a I We call them an ambassador, but it's almost like a cruise director, you know that person and You know loves I mean the old we all bet people we train them all right, you know Everybody is compassionate but that person's job is to really be sort of the liaison between the group and You know getting getting sunscreen getting water getting whatever else that they might need they can go up and down You know, there's a hold down below, you know of these boats There's bunks and bathroom and you know, there's what they're pretty good size But yeah, so that person's really there to Be be the point person where you all talk to everybody but as your role That's you know, the captain's role and the first mates role Their primary role is to make sure that this sale every sale is is by the books exactly the same Protocol, you know, US Coast Guard compliant, you know being a captain myself It's so important to have safety matters and training done Well before anybody gets on that boat as one of our crew because you know, you that is the program Dennis, you know It was three hours, so what about What about explaining what's going on? Sort of and I think everybody could use this a little bit of an educational component explaining What's going on with the vessel but also what are they seeing out there some of the historic Aspects of Lake Champlain does any of that type of thing? Yeah, it's very good question. You know, it's interesting.  You know your your job as captain and crew is to say well that yellow buoy over there represents a sunken ship and this is the whole history on this boat We do that Dennis, but It's a really fine line with what we do because our main purpose is To guide these people this group is very special group Who is very much engrossed in their family and especially that person that they're honoring, right? So we're essentially Getting them away from their their cancer anxiety to bring them out to allow them to be with each other and and Sometimes some of these family members have not been you know in 40 feet of each other in a very long time You know let alone stuck on a boat for three hours and you know You can think about some of these high school kids who are like, oh You know, but I'm telling you a year an hour into the sail They're just loving life and they just think this is the best thing ever So the captain's role and the crew's role is absolutely to have this knowledge, right? We have all the knowledge of the different You know the wrecks and you know history of all and there are definitely people that ask that But it's very a very fine line because we are not here to entertain them or to Teach them how to sail We'll answer questions But it's it's very interesting because you know our job is to watch a lot, right? Watch the body language Some of these families are just hunkered in and have no idea where they are on the lake. They don't care They're just thrilled to be out there. They don't they have no idea that we're tacking You know, they don't even know like then sometimes they'll look up and they'll see oh my god There's another boat over there, you know, but but then they get right back into their conversation, you know so It is it is really magical Because it is it is important to understand what our role is out there and that's why the training is just So important, you know And so I did that does that help answer? Oh, absolutely, and yeah, I know there's some of these charters don't want to just have a lecture and People really want to talk or when people want to talk they want to make you hear a lecture or whatever, you know, so it's Flexibility, I think Enjoy the day enjoy the the moment Probably more important than getting getting a lecture And I know this is probably on the website Oh My goodness so many amazing amazing comments, you know, I I have a couple of I'll give you a quick story I've had them, you know hundred stories, right, but Here's the story of a woman that Had nominated her sister and her sister was in hospice so we all went out sailing and it was a really great day and so it's kind of in the August or so and This is again, this is several years ago But so in October or the boat comes out of the water, you know the first week in October It's too cold up here to sail so in October. I get a call from the sister I said, you know, Suzanne do you remember me and I said absolutely I totally do and she said well, I want to tell you that You know that you know Helen passed away this morning, you know, so she's calling me They tell me that the very person that that we took out passed away and that was like, you know, of course I'm just so sorry and she said and we're all sitting here in her living room in Barry and we're all talking about What an amazing gift you all gave us and it was something that no other organization has been able to do And you gave us the gift of memories and time and time together And we are so very thankful for that and we just keep talking about this and she kept talking about this You know right up to the you know the day before she died and So I meet just we just hope that this is something that is available for other families like us and you know In little flowers with can we have you know donations going up, you know, of course Yes, thank you so very much, but that's the kind of thing that It affects people in it. I mean we give photos Dennis as well So the photos are lasting memories of this of this time together And another another story that was very touching that I love to share is that a friend of mine here in Burlington was not you know came out sailing. It's the stage for Cancer and She came out with her girlfriends, right and they had a great old time I mean they were laughing and just you know having just a ball and It was really really wonderful to see and so what we've got off the boat after the sale and everybody's leaving and She let me get on to the dock and she turns to be and It starts crying and gives me a big hug And just said, you know, you have no idea she said I Felt cancer-free for three hours and you know, I will never be ever be cancer-free again And just this time it could be with my girlfriends and just be You know, I'll call her Susie, you know, just be Susie Everybody knew and they all my girlfriends know me as you know, this is we that was that was unbelievably Special and and we thank you so so much for doing this and it's so important that We have these times to get away and escape, you know, so Those are two examples. I mean I can go on forever, but Or at the beginning of June right now, maybe you can just tell our viewers What plans do you have for the summer and the rest of the season? Well for this season, you mean? Yes. Yes. Well a good question, right? I mean I honestly believe that we we do have You know, we have a few sales that are scheduled and it but they're tentative because for me the last thing I want to do is to to at all hurt And and expose this very very Sensitive population right now because of course anybody going through cancer any age any cancer, which are the people that we serve, right Dennis They have no antibody. They have no they're everything's shot, especially if they've gone through chemo Which most of them have And I know this all firsthand, you know, I mean it's well So to answer your question We are able to get out more on the lake now Normally, you know, those of us who are not dealing with cancer But that does not mean that we can go and do this with the very very demographic that we are here to serve so I am Very tentative about getting out there and because they are the priority It's not about showing the community that we're out there. We're getting out there doing these things so we need to be very very careful and You know, we just don't know enough about this covid to know The last it would be be awful if we accidentally, you know expose somebody And that's that's not good, right?  So so I'm not I mean So meanwhile it gives us an opportunity to get out there and talk to people like you So thank you so much for having us on and share with people that I am right here I am running sale beyond cancer We are absolutely positively here to serve the public and do it even better than we've done it before so That's great One of the things we like to do in positively romant is to tell the viewers And the public how they can help and specifically what do you need right now? Yes, well we great great. Sorry. I didn't mean to interrupt you there So the best way people can help us is to to like our website our our facebook page or instagram Our our linkedin watch what we're doing Comment get involved sign up to be a volunteer. There's many many different things that you can do even if we can't get out sailing yet We are going to be starting a little campaign for a vessel even though All these vessels are usually donated to us. We would love to be able to have anybody's You know friends of anybody on or off the lake who have a vessel that they are thinking about either selling or can't sell That they would like to talk to us and so that would probably be our front and center Aspect that we are looking for a 38 38 to 45 foot vessel Of a sailing boat obviously, you know, that's not Any older than 1990 ideally So but you'll see those type of things on our website and I just encourage people to sign up learn about us find out how we're a little different than the other organization here in Lake Champlain and You know what sets us apart and how they can help Why don't you give us? I know sometimes it's difficult in this format to see those Website information. Why don't you just state them out right now? your website Okay sail beyond cancer.org Yeah, and so sail beyond cancer.org is is the mothership And when you get to that website, you'll see the boat sailing by Hit there's two chapters one right here in Burlington and one in Salem, Massachusetts They are separate entities They are each other board of directors and they do their fundraising So you if you know somebody that you want to nominate or you know refer Refer a nominator the same thing, you know, you're basically referring a friend to go sailing You can refer them if they are from Boston or from that area you can get onto that page and refer them there We are absolutely 100% Legit with these two different chapters, so if you have friends that you think would want to Volunteer you can send them a page and say you go ahead and click right on there The little buttons to say, you know donate here, of course, but that we really need So we especially, you know encourage any kind of support Dennis, you know, whether it be financial because we're just starting back up again here and With COVID-19, obviously it's very hard to be able to Share the value of what we do and that's that's what people people want to give To help people in our community, right? That's why You do what you do right because you're here you're trying to explain and share people in your network What other awesome opportunities are there out there to get involved and So that's that's how you can do it get on that website Look at our facebook page sale beyond cancer vermont There's our facebook page same thing with linkedin and comment And get involved. They just love to have your input That's great. Well, thank you very much and certainly we should happy selling and We want to thank you for appearing with us today on positively vermont This is Dennis McMahon My guest today has been susanne snider johnson the executive director and a captain of sale beyond cancer A very unique organization and thank you all for watching


Back to the channel.  The physics are real It's the first game where they actually implemented first-person real head movement.  It's gonna be coming out for the VR headset. It's pretty dope Devs did a pretty good job doing cross platform for real truck simulators You can see people from real truck simulator on PC are able to mesh with there's no one mesh with the real traffic simulator here They're coming out So what's also cool about this game is not only to have NPCs they have other players as well I can play So yeah, it's pretty sweet. You have NPCs and other real world players in this game So have character customization to you and like if you were to put sunglasses on your character It actually changes your screen resolution. It's actually pretty sweet Don't forget one of the most important things about this game is you got to actually keep your character hydrated By drinking and making sure you're good. I Didn't know it's about the game It doesn't notify you when your friends come online and give you a location by a one-buddy who ever hams us online I tried to load the fast travel and Apparently fast traveling is not available in the game yet because it allows you to drive the full distance Is that you can actually go to dry throughs and customize your vehicle the way that you want it Which is pretty insane. I'm currently sitting in line right behind a raft Mercedes What I just realized this game has a legitimate dash into it too It tells you your actual RPM speed Geared mileage apparently from driving this in this game for so much almost at 40,000 miles logged onto this car Just add to realism. They got realistic a tree damage and to finish off this Simulator review. Um, I just pulled it into my houses garage. I found these switches. Let's see what they do Whoa So I figured out on my trip That you can actually put the spare on your car by getting out of the car and using your VR Controller and you can actually take all five look nuts off and change wheels So I just got off my VR headset So this is what my rig actually looks like what I was playing in the game. There's no actual dash there So that was pretty cool. So another cool thing. The fun doesn't stop here in traffic simulator just on the highway They have rural roads to a full of NPCs houses and such like that.  Not too much traffic. Hopefully I Really like the the manual transmission option. It's always nice to be able to select transmissions Get the small things that make us make us happy as well as they even put boost gauges in the game Three and up on the forms and apparently if you drive around that night You will be able to find some car made so I'm going out to test that right now Looks like they brought even Pretty good working light system, you know a lot of NPCs out in this place Not too many real players out here.  This is ridiculous That I can tell right now everything load pretty pretty much loads fairly smoothly I haven't gotten on the highway yet, so it might be a little lag further down I'll let you guys know though seeing pretty good so far