Okay, everyone. Hello. Thank you. I think we can get started first. I would like to introduce myself. My name is Nika and I'm a freshman here at Tufts University. I am a member of allies and I'll be moderating this panel. I would like to thank everyone again for joining us today and taking the time to come and learn about the commercial commercialization of space and its security implications. So we have discussed space as an arena for political conflict and warfare, but it is increasingly important in the private sector. Companies use satellites to provide us with GPS long distance communication and weather forecasting. Here to discuss commercial operations in space and the relationship to space security is Catherine Monson, the CEO of KSAT Inc., for Kongsburg Satellite Services. KSAT is a world leading provider of ground station services for satellites, rocket launchers, and experimental spacecraft, supporting over 96% of commercial satellites launched into non-geostationary orbit, or NGSO, during the last two years. However, before leading KSAT Inc., Ms. Monson attended a Boston-based university two miles north of Harvard where she was involved in a small unknown organization called Allies. So rather than welcome Ms. Monson, we'll like to say welcome back, Katie. Wonderful. Thank you so much for your introduction. So I'm thrilled to be back at the Civil Military Roundtable. As I'm sure has been discussed, the history of Allies really comes out of September 11th, actually, and students at Tufts realizing that so much of the policy that came out around 9-11 was going to require good communication between civilian counterparts and then the military leadership as well. I do think that there have been, you know, as an alumnus, as an alumna speaking, I do think that there have been wonderful connections that have been made through Allies throughout the years. So I do think that I am a good example of Allies having a successful mission statement. So really helping to build those bridges across from civilian to military leadership domains. So talking about space, I represent industry today. So I do work for a commercial company, and we'll talk a little bit about how commercial industry plays a huge role in the space community, but also the space domain more generally. So as was mentioned in the introduction, I lead a company called KSAT Inc., which is the U.S. branch of a larger company called Kongsburg Satellite Services. So I'm going to go ahead and give a little bit of background since, you know, spaces, as all domains, there are sub-specialties and space is not unique in having different sub-domains. So what we do at KSAT is we provide communication support. So all of the satellites that are in orbit, they're collecting some type of data, but in order for that data to be helpful, we have to get it back to Earth. So at KSAT, what we're providing is that satellite ground communication service. So this is a good picture here that shows just how connected all of our various, all of our various entities can be. So KSAT here represents these ground antennas that you see in the bottom right-hand corner. So we're providing communication link from a satellite to the ground. So that satellite may also be talking to a moving vehicle. They may be talking to aircraft. They may be talking to cruise ships. They may be, you know, viewing as we see here, potentially a disaster area. So really what we're doing is we're providing this backbone that allows all of these kind of moving entities to be able to collect global information sets and get that back to whoever, whoever can be helpful for here on Earth. So in order to provide that service, we operate very globally. So we operate at the poles. Our satellite station up at Svalbard, also known as SvalSat, is actually at 70 degrees north. So it's fairly significantly far north. As you see here, you know, this is the top of Alaska. And we're, you know, another two hour flight north of where Alaska ends at Prudhoe Bay. We also are the only commercial entity to operate in Antarctica. So we operate a station where we access from Cape Town to a location that we call Trollsat or Troll Station. And then all of these locations in between. So the reason we have such a diversified global network is that we're providing communication services to satellites that are predominantly in NGSO. Most of those satellites that we serve are in Leo, so low Earth orbit. What that means is, you know, they're traveling 17,000 miles per hour. What that means for a lay person is if you stand at the earth and you were able to see, let's say an iridium, an old iridium satellite that was coming over the horizon, it would take, you know, somewhere between eight to 12 minutes to go completely over the horizon based on whether it's going directly above you or kind of slight on an incline. So these are spacecraft that are moving incredibly quickly. So in order to have good communications, you need to have a global network. So, you know, we talked about that global back that backbone, the backbone is incredibly important because without that communications link you just have very expensive metal and orbit. So that's true whether it's a commercial satellite or whether it's a government satellite. So being able to have a satellite come over an area of interest to collect the information that it's looking to collect. And then as quickly as possible come over a ground station so that that information can be transported back to, you know, potentially it's an on-prem server. Most people actually are pushing data into the cloud now as well. So the point is where you actually can start to make that data helpful. So, you know, folks are running analytics on it, they're doing, you know, various information extraction procedures to be able to figure out exactly, you know, how is this image or how is this data set helpful. So that was an introduction to case set to give you a little bit of background on who I am and what my, what my day to day role looks like. In this conversation, we're really going to focus on what is the role of industry. So there have been a couple mentions throughout the conference this morning about the role of industry. And really, there's kind of a three-party relationship that happens, particularly in the US, but you see this model replicated in other places to a lesser extent as well. You know, the United States is fairly dominant in terms of space industry. So we can just for case set alone, half of the work that we do is in the United States, and everything else in the world represents half. So the United States is clearly still the space leader when it comes to the commercial industry. We do have three really kind of distinct bodies here though. So we spent a lot of time talking about the Defense Agency. So specifically talking about the US Air Force, the US Space Force. I was happy to hear that there was good representation from the US Navy. They often are not overlooked as maybe a little strong, but lay people are less likely to realize that the Navy has strong space presence as well. We haven't spoken so much about the intelligence community, but the national reconnaissance organization, the NGA as well. Their intelligence community also obviously has quite a strong interest in having space-based information platforms. So that's the, that's kind of the circle here we spent a lot of time talking about. The civil agencies, I think we, it was covered a little bit in the last presentation. NASA certainly is a big player. NOAA though is also a big player. So the National Oceanic and Atmospheric Administration, make sure I got that acronym right, but NOAA. So they're responsible for weather. They, you know, obviously have big weather assets, both for earth weather, trust for weather, but also space weather. So the civil agencies do play a big role in the space community as well. And then industry is really the foundation that supports both of these other sectors. So we can spend a little bit of time talking about the various ways that industry is contributing. So we've talked a little bit about SpaceX. They've come up a few times. This is actually a picture from down on the Cape. I was taken yesterday. This is the crew one, the Crew Dragon. And this is an interesting representation of just how dependent NASA is on commercial industry. And I shouldn't say dependent because it really isn't interdependence. So SpaceX is just as dependent on NASA because without NASA being a core customer, SpaceX would not have a way, you know, to quote, pay for the party. So NASA is the biggest customer for the commercial crew. They created the commercial crew program. They were able to finance the, you know, the development that SpaceX has put in here to the Dragon Space Capsule. And there's also other players in that commercial crew. So Boeing with the Starliner program as well as here in Nevada Corporation is trying to get into that game with their dream chaser spacecraft. So NASA has been a big customer that's really supported the development of commercial industry and likewise commercial industry has then been able to very quickly. We actually, you know, really just across the board quickly, but quickly, particularly if you look at the development of space programs in the past, you know, this development of new programs is moving faster than it ever has before. So for Dragon to be launching the first commercial crew, hopefully tomorrow if the weather holds. And I say the first commercial crew because technically the one that happened earlier this spring was a demo so that was still a technology demonstration to confirm that the capsule was ready to go into operation. So this is our first big operational mission tomorrow. So when you see this picture, you know, SpaceX is certainly one, you know, they're certainly the lead the prime contractor that holds that relationship directly with NASA. But there are many other companies that are behind the scenes supporting those efforts. So commercial industry really is a very interdependent industry segment in that each company has really and commercial industry is so technically specialized that each company really specializes in a subsystem so case that we provide ground communications. So, you know, tomorrow's mission represents a huge success for SpaceX but also a huge success for many of the other partners that support their mission. So here's a picture actually from the Maxar constellation. So this is a picture from Beirut. It ran on many front pages after the disaster. This is an image that is only possible because of space based platforms. So this is an image that exists in the public domain. Many of you have probably seen Maxar images on Google Earth. So Maxar has a contract with Google to provide the images that make up the Google Earth data set. You'll also see quite a few of those images if you have a Chromecast they'll circle through every now again. So Maxar is a great example of a company that provides optical imaging so they provide a lot of the pictures, the optical pictures that are used both by commercial business. So, you know, folks like news organizations are really thrilled to be able to have images such as these. NGOs are often looking at these types of images to plan their response plans because that is a way that they can get objective data in situations where there may be rapid change.  So Maxar is a big supplier into the intelligence community base. So all of these space based images are, you know, this is one set of imagery. This is an optical image. There are also, you know, companies that provide synthetic aperture radar, SAR images. The nice thing about the SAR images is that you can still take imagery in situations where you may have cloud cover or you may, you know, it may be dark. So clearly this picture would not look nearly the same if it were nighttime where the SAR image is able to still get you an idea of what's going on for those other hours of the day when you're not able to get this, you know, pristine beautiful colored image. So this is an example that was discussed earlier. So this is actually the Northrop Grumman MEV one. This is the first commercial publicly announced successful satellite in service in orbit servicing attempt and it was very successful. And as we talked about earlier though, this is an interesting technology because anytime you have one spacecraft approaching another spacecraft. There certainly is a use case for that spacecraft being a helpful spacecraft and potentially providing fuel potentially making repairs, but there is also then an offensive capability when we talk about security that, you know, you could then start to attack someone else's satellite in orbit. So we are I think on an interesting kind of brave new world when it comes to some of these in orbit servicing technologies because most of this technology can be used for good, and it can also be used in a way that would be considered potentially high risk or could be used in a way that could be used for making to assets. So it is an interesting time in the space industry as the technology continues to accelerate and we see more and more that's possible. There is really a double edge sword of technology that could be developed with one use case in mind may have risk associated with that technology becoming more viable. The big point I wanted to make today is the legacy us national security space assets were large predominantly geo so a geostationary orbit means that it is moving at the same. Relative to earth in such a way that that geo asset is looking at the same part of the world all of the time. So many of the US national security assets were large satellites they were designed for many many years of operations. They are incredibly expensive to build. They are incredibly therefore expensive and risky to launch. And that was really the legacy of the US national security space infrastructure. What's changed in the last, you know, three four five years is really a move and a shift away from as general height and says large big fat juicy targets. So, you know, when you have something that is, you know, clearly a US national security asset, everyone in the world is able, you know, who has any type of ground based radar capability is able to track that. It's very public domain knowledge when launches occur. So it's not tricky to figure out when there are national security assets that are launched. If we in the general public can know that that means our adversaries know it as well. So really the paradigm has been to shift away from these big fat juicy targets and more to have plain, you know, hide and plain site type of paradigm. Or one of the other ways that it is often described as operationally resilient. So to start to create a lot of resiliency by building and redundancy by building in multiple layers. I'll play out in a couple of ways. This is a very busy graphic that shows all of the various layers of communications between different assets. So you see here again we have our ground stations that's obviously where where I spend most of my time thinking is this communications link, but with various orbits that you can be and you can have satellites that are talking to Geo you can have satellites in Leo that are talking directly to the ground you have satellites that are talking to operational assets in the field. So really to start to create this very distributed architecture so that you have many, many, many communication nodes that are communicating with each other. And the idea here being is that if someone took out one of these Leo satellites. So that clearly will have an impact on the communications network, but it isn't so it isn't such an extreme thing as compared to someone taking out a GPS satellite and suddenly have billions of dollars that has disappeared in an instant. And just no GPS capability so the idea is to really distribute this architecture among different planes that is more operationally resilient because of that redundancy. This example of you know was discussed earlier on the second panel on the first panel this morning about entanglement I think was the term that was used increasingly commercial what is commercial space and what is military space is becoming that mine is very blurred. So there are very good examples of commercial companies who may have commercial payloads that they're, you know, that they are creating data that is available, you know, to anyone who would want to go buy it. And then there may be subsets of data that are only sold in certain communities. So this is an example that was actually in space news and I highly recommend reading space news it's a fantastic free website for anyone who's interested in following what's happening in space world. So this was from October 5 and this is the Space Development Agency announcing that SpaceX has essentially won an award to host a US government payload on the Starlink network. So, SpaceX is building a telecommunications platform it's called Starlink. So this is a good example of that entanglement where you have what is essentially a commercial venture that may have a government and customer, but it's hosting a payload that is very specifically a national security payloads the ability to detect and track ballistic and hypersonic missiles. So now you have a system where you have multiple payloads on one spacecraft. That's really where we start to think about the that's this is a good example of entanglement because all of a sudden you have one spacecraft that I think one of the panelists earlier mentioned as soon as you make that entanglement is that a fair target. So I think there's also an argument that can be made, frankly that there's starting to be more, it's a bit extreme probably to call it mutually assured destruction but as you start to see more entanglement within the space domain. So people who rely on Starlink for communications would also be impacted then by that network being targeted and potentially disrupted. So I think we see a couple examples across the board of where we have a lot of entanglement. There is, I think, you know, a good example here to which crosses international boundaries. The US Air Force is hosting a payload on two satellites that the Norwegian government is paying for so the Norwegian government is launching two satellites in a highly elliptical orbit that kind of hangs over the poles, if you will, to provide communication services for folks who live in areas where you know it's it's financially impossible I would say to be able to create a terrestrial communications network so that he own network is going to provide telecommunications for people who live in extreme environments in Norway. And likewise the US Air Force has an interest in monitoring the Arctic as well so that was a convergence where a US government payload is now being flown on a Norwegian government satellite so there are quite a few examples to when you cross international lines as well. We talked earlier. I think, again, that first panel talked a lot about there was a conversation about some of these kind of high traffic areas. So this is an example of some of the high traffic areas as we start to look outside of Leo outside of Leo. So, the folks who are able to control these, these are very unique geographies where unique space addresses. And so, L one is going to be a place that is very important. And it's whoever can control access to that space is going to have an advantage in that they're going to be able to get the science data that they need from that location. So if you can control access to that location, then you'll have an advantage so a good example of that that actually is more of a commercial or sorry to me a civil government application. Is this satellite that I have here on the left is the space weather follow on so it's called SWIFO. It's a branding program that Noah is launching. They're actually in competitive bid processes right now. And SWIFO the spacecraft's job is to protect earth and protect is actually not the right word it's to provide early warning for space weather events. So this satellite will go to L one, and it's going to provide a very crucial service. So in the briefing documents that explain the kind of bid competitive bid process for industry. So they are talking about why is SWIFO important and really the kind of concern is that a large solar storm could knock out the power grids in the United States. And their estimate was that it would take about four years to rebuild the power grids if we had a very severe solar storm, which is altogether possible and it happened most recently in the 1800s. It hasn't happened most recently while we've had modern power systems. But if it were to happen again it would have a huge impact on really any, any area that that was impacted by this high level of radiation. So think about, you know, obviously, there's a direct security implication of war and space but there are also implications and how do you protect yourself from not being vulnerable. And if you have an entire country of people who do not have power for four years. That's clearly a position of vulnerability. So there are many levels at which the security implications play into the space domain, whether actually being a very soft and overlooked. So the really the point here though is that there are one is important because it's a place where you can station keep essentially you can spacecraft keep without having to have a lot of propulsion to keep you in this location because of the gravity impact of Earth and the sun. So, to be able to have spacecraft in L one and have them safe will be an important port, if you will, for the future. The moon is another such example of it is important for folks to be able to have access to the moon to be able to, you know, the United States with the Artemis program we are investing in going back to the moon. I am often asked by folks, you know, why are we going back to the moon. And why, why is that something that is impressive since we already have been there. And if we went there with the Apollo era. You know what's different now. And I think the really important thing to mention about what's different with the Artemis program as compared to the Apollo program is the huge amount of money that went into the Apollo program. The peak of the Apollo program 2.2% of the federal outlay was going into Apollo to put that in perspective if you think about the Manhattan project which clearly was of utmost strategic importance with, you know, the United States coming out of World War two and positioning with, you know, this this last 100 years Manhattan program was Manhattan project was just incredibly important for our positioning that project was only 1% of federal outlay so the Apollo program was twice as expensive. As the Manhattan project when you think about relative government budgets. Obviously it was something that I don't think there's political will now in the United States has been that kind of money going back to the moon. So what's different about Artemis this time around is really leveraging commercial industry. So, most of the, all of the development is being done by private companies. This first set of missions is actually the commercial lunar payload systems, commercial lunar payload services, excuse me, clips is what it's called. And clips is, you know, a program that for example, you know, the folks who are headed who are primed to be the first to go to the moon for the clips program is a company called intuitive machines based in Houston. By contrast, their budget is less than $100 million. So it's a huge dramatic, you know, order of magnitude reduction and the cost to do these things and that the government is able to promote these programs because private industry is also able to commercialize it with commercial customers as well. Another example of that is with the Crew Dragon that we talked about. There is a Japanese billionaire who is going to be the first private citizen who has bought, you know, his trip into space on Crew Dragon. So SpaceX is able then to monetize that development and be able to pay their team and be able to, you know, monetize based on their internal investment with now a new Virginia and commercial market. And all that means is that the government is then able to do more because essentially there's commercial market that is offsetting some of that cost basis. But we're not the only ones are, you know, are having a huge kind of growth in space. There are many different programs now internationally, where new folks are entering the space domain, and folks that you know, previously would not have been. They may not have seen as peers in in space development. This is an example of the UAE space program heading to Mars. The thing that's interesting about this though is again us commercial companies are often behind the scenes helping many of these nations start their space programs. There are many many regulations in terms of what is itar restricted. And there are still quite a lot of private US industry that is involved in, you know, in continuing to support some of these missions. So that's another interesting aspect of this is the US industry isn't just supporting the US national space programs they're also supporting UK space programs ESA space programs, as well as some of these new bridging space markets. So do you think that we're in an interesting, we're in an interesting point in time, as we was discussed in the last presentation. Much of the space law was really created in a very different atmosphere so it was created when space was the domain of nation states, as more commercial companies are very active in space, a lot of those regulations will be tested. And there's a lot of opportunity for folks who are interested in policymaking to enter because every time we're doing something new we're creating precedent. So I do think that we have seen a huge amount of change in the US space policy in just the last 10 years. One example of that is when I was at Spire, we built we chose to build our satellites in the UK and Glasgow, because at that point in time, the policy in the US was that you cannot export your satellite. So that's part of the United States which meant that you couldn't launch with other launch providers you'd have to launch with an American rocket company. That has since changed so now you have American companies who launch with the Russians, they launch with PSLV, which is the Indian is a big workhorse for the Indian program. There are quite a lot of commercial companies now that have really, you know, commercial companies are essentially trying to figure out how to close their business case so they're really looking at what is going to make the most sense for them financially and it may not be the American market so they may be looking for suppliers outside of the US and so the US regulatory bodies have had to really keep up and have to be really nimble to understand okay why. What's happening, and there's a really interesting tension between helping US industry succeed so some of these small startup companies that you know need to be able to do things that are flexible and nimble and be able to take the cheapest solution on the market with this how do we protect any national security interests that we may have and also how do we protect our US industry. So there's an interesting tension that continues to evolve as more and more companies and more and more countries have more capabilities. So we've got some really interesting international policy that's being set. So this is an example of a company, essentially that was large shares, they did a funding round in Luxembourg. So if you are a country right now like Luxembourg that has a lot of cash but you don't have a lot of natural resources, you could imagine that you might position yourself to try to extract natural resources from space. So Luxembourg has actually been a very interesting player in some of these fundraising rounds where they have invested in US startups as a way to try to figure out what is going to be their place in terms of natural resource extraction of space in the future. So again, really interesting, a really interesting dimension where you have national governments taking some of their, you know, sovereign wealth fund and investing in US private startups. I do think we'll continue to see quite a lot more of this in the future. In fact, there are good examples even most recently at the British government investing in the company one web taking them out of chapter 11 bankruptcy filings as a way to essentially now get into, you know, a national capability, but it, you know, it is a US company. So, a lot of really interesting private public type of investment conversations will continue to unfold I'm sure. So this is actually a picture of a spire satellite. I'm gonna take a step back just for students who are listening in today. As a quick pitch so I am a Tufts alum, I'm an allies alum. When I was at Tufts, I did not think that I would ever be in the space industry. I did study international security so I have a degree from international relations with a focus really on defense policy. And I thought that my path was going to be in the Pentagon. And I did an internship in the Pentagon and realized I did not like the pace of the Pentagon. So I guess my advocacy here for you all today is that you don't have to be working in Washington DC, in order to still be thinking about international relations and security defense policy. I do quite a lot of policy work on a day to day basis, mostly around radio frequency spectrum allocation. And it's all stuff that is brand new we're setting new precedents it's quite exciting. And I get to live in beautiful Boulder County I don't have to live in Washington DC. I think that there are a lot of opportunities to create to really find your place in terms of international relations and policy that are not just limited to traditional think tank jobs or traditional government agencies. So the space industry really is front running, because the industry is developing so quickly. There are huge opportunities many of these companies are hiring. So we get to work on really incredible programs that have, you know, many of them are milestone many of them are the first of their kind. And you work with very smart, very talented very passionate people. So that's my pitch for joining industry. For those of you who are looking for an alternative to just what I think I thought were the options when I was at Tufts. There are many, many ways to still have these types of conversations and be passionate about these types of issues. So they're, you know, these are just a couple pictures of various applications for space data. This one is Arctic ice monitoring which has implications for shipping routes. Obviously anything that is traveling so ships, you know, cruise ships shipping line ships, airplanes, all of those vessels can be tracked from space, which has implications for financial markets. So this is a picture actually that showed up on the front page of the New York Times from Myanmar so it shows, you know, the government's actions in Myanmar which was crucial and being able to hold various government parties accountable. And then obviously, we talked about there are so many different international players. So this is in, this is in Kazakhstan actually this is launching from Baikonur. This is the Indian PSLV that we talked about. And then this is actually a new company called Rocket Lab that is launching from New Zealand. So there are many, many countries now that are involved in the space industry. Rocket Lab being a, you know, purely private company so that isn't a New Zealand launch capability that is a private company that just happens to be based in New Zealand. And then coming full circle back to KSAT, I mentioned that we operate at Svalbard. So we operate at this location that is incredibly far north, it's 70 degrees north. To unpack that a little bit for you, the reason that that's an important location is that many NGSO satellites, so many satellites that are in non geostationary orbit, which means they're moving relative to Earth, are in a synchronous orbit, which means that they are going up and over the poles. So that transit takes about 90 minutes. And Svalbard is so far north that that north pole that we get to see the satellite every 90 minutes. So having communications at that location provides good mission planning opportunities because it's, you know, it's every 90 minute planning interval. It allows us to also provide from just one, you know, one location service for hundreds and hundreds of satellites that are in that synchronous orbit. So, you know, I share that because with communications, we end up serving space customers, but we're also very anchored to the ground. So we end up working in many different jurisdictions with many different types of countries as well as companies. And then for me personally, you know, for folks looking for kind of how did they figure out what is going to be the right work life combination. We get to travel a lot when we're working in ground communications because we're working so globally so I spent quite a lot of time up at Svalbard, which is a fascinatingly beautiful place to be. So I do again, just want to make a pitch for folks who are interested in international relations interested in security policy there are really fascinating opportunities in the space commercial industry side as well. So with that I will pause and see if we have any folks with any questions. Well, thank you so much for your presentation and as well as the job pitch. Yeah, we're going to trans transition into a Q&A session so while we let the audience kind of gather their thoughts and submit their questions I have some general questions to asking Miss Monson. So is outsourcing near orbit space launches and operations to private companies going to be the future, and what areas do you see the private sector taking over from militaries and governments, and what areas do you see the government staying in. It's a good question so I think we need to be really careful when we talk about words such as outsourcing because even in the Apollo era you had private companies that were deeply involved in these missions. So really private industry is is the backbone regardless of you know what the contract model looks like so the difference that we've seen most recently is much more again about contracting so whereas there were private companies that built the space shuttle. NASA had people who were operating it and that was really where that demarcation point happened with Dragon with you know the crew one launch tomorrow, SpaceX does the full nuts to bolts, which means that they have a service level agreement with NASA. So I do think that we'll continue to see government rely more on private industry to do more of the operational piece. And then when it comes to, you know, national assets there are absolutely satellites that are focused purely on applications that can only be described as you know a national security application. There are always going to be satellites that are owned by the government that are operated probably by government contractors so again those could be industry folks they might not be, you know military or civilian government employees they may be contractors. But all of those programs will will continue to exist in the in the classified domain whether or not there's a contractor involved or not is usually the last of an important question it's much more about. There are, there are cases for military assets to fly on commercial satellites, and then there will be cases where they will be dedicated, you know, government assets. So be it Air Force Space Force or even intelligence community assets. Great, thank you just one more question. How do you see future space conflicts impacting commercial satellites should the private private sector be concerned, or are they taking precautions to protect their space assets. Great question. In general, there's such a combination of, you know, commercial companies supporting US government that there is a very healthy and good exchange around security so security is an incredibly important factor in any of these programs. Cyber security being, you know, probably foremost on that list case that you know speaking from my experience, we are critical infrastructure which means we get support from intelligence community resources so you know there are folks who are aware of what we're doing, who are helping us make sure that we are staying protected and we're aware of any threats that make the incoming toward us. So absolutely I think with that blurred line, there is a lot of responsibility that commercial industry, both takes, but then also there's a lot of support that the US government gives to commercial companies to ensure that the national assets that are being created for commercial companies are protected and safe. So it is a two way street. I think it is interesting because the more that we see the government rely on a service level agreement the more risk private companies take on.  And that could be interesting right if if they're losing assets potentially in some type of conflict. And they have a service level agreement so the government doesn't own the risk of those assets being destroyed it will be interesting to see how that would play out in the, you know, in the financial markets. SpaceX is still a privately held company so that's a little bit of a different example so then if they had an impact to their business their shareholders would be impacted. I think it's an interesting question as we see more of this line blurring. We haven't seen exactly how it will play out yet and commercial companies are taking on more risk. So whether or not they are accurately accounting for that in terms of how they monetize against that risk will be interesting. The insurance markets are definitely a piece that haven't been tested all together too much recently. You know, the question is still very much open. Great thank you so much. So unfortunately, we have run out of time but thank you so much miss monster for taking the time to provide us with insights on commercialization of space. The next panel will be. It has actually, there's information in the chat it's going to be China's quest for space and power which will start 345. Thank you so much.


How we're good stewards with the limited resources we are given and entrusted with. I can save the environment by using a ceramic cup instead of a plastic cup. That way less things go into our landfill. Cheers! Being transparent not only with our people but with our products. Securing a future for everyone. Sustainability is not only important in the materials we use in our design. So as individuals or as a larger corporation we need to look at what we're making, what materials we're using, what resources, what capital, how much time we're investing and then all focusing on are we aware of and any types of waste we're creating and more importantly how to prevent it. Creating a better world for everyone. We holistically can focus on how our products are designed. When thinking about sustainability and how it relates to my role, I think about a product that we designed and launched recently. It's an electrified version of our CLX 3300 and Sargent 10x line that incorporated our EcoFlex motor technology. By designing in our EcoFlex technology we were able to reduce the energy consumption of the lock by up to 92 percent. So we were able to provide a sustainable solution for our customers that gives them the benefit of lower operating costs. Focus on the product lifecycle from start to finish and the circular economy that we embrace. Protecting the opportunities of future generations. I'd say that's a win-win.


Hello, my name's Fernando and I'm a technical marketing manager here at GitLab and today I'm going to go over the newly released security features in GitLab 15. First we can see that container scanning is now available in all tiers of GitLab. This helps developers find known security vulnerabilities and dependencies within the container images. In the past this feature was only available in GitLab Ultimate but is now seen in the free and premium versions as well. Once container scanning has been added to a pipeline we can simply click on a completed pipeline then we can go to our stage where container scanning is defined and click on our container scanning job. This will show us all the vulnerabilities found within our container images. We can also download a JSON of the results. By looking at the container scanning documentation provided within the links in the description you can see the capabilities available in free versus those available within our ultimate tier. The next feature I'd like to go over are the audit changes to group IP allow list. Many changes performed to the group IP allow list now generates audit events. This allows us to see who changed the group IP allow list as well as when. Now let's go ahead and change the group IP allow list. I go to settings and general and from there I can scroll down to permission and group features. I'll go ahead and expand this section and I can scroll down and I can see allow access to the following IP addresses. I'm going to go ahead and add a random IP address. Then I'm going to scroll down and save these changes. Now I'll go check out my audit events. This can be done by going to the security and compliance tab and clicking on audit events. And here we see an audit event of me adding an IP address. Audit events are also logged for merge settings. This includes merge method, options, checks, suggestions and much more. I'm going to go ahead and change the merge request settings. I can do this by going to settings and clicking on general. Then I'll go to merge request approvals and expand the tab and I'm going to go ahead and change the eligible approvers to two as well as enable the coverage check. And I will add an approver, Sam White and then I'm going to go ahead and add this approval rule. Then we also prevent approval from author and prevent approval from users who add commits. And let's save these changes. Now when going to the security and compliance tab and clicking on audit events, we can see a bunch of different audit events that have been logged for different merge request settings changes. This helps us audit the system and prevent noncompliance. Scan result policies are now listed under MR approval settings. This makes it easy to view in one location all merge request approval rules that apply to the project. We can see this in action by going to our project settings and clicking on general. Let's go ahead and expand the merge request approvals section. And as we scroll down we can see security approvals and from here we can view details, edit policies as well as create new security policies. You are now able to upload project level secure files. You can upload binary files to projects in GitLab and include those files in CI CD jobs to be used in the build and release processes as needed. They are stored outside of version control and are not part of the project repository. To add a secure file, go to settings and click on CI CD. From here you can scroll down to secure files and click on manage. And here you'll be able to upload different files. We can see in the secure file documentation located in the description how to use the secure files within our CI CD job. Another new feature is dependency path information. Dependency scanning can now identify the shortest dependency path for findings identified in your project. This makes it easier for users to triage the finding and to determine the steps to resolve the vulnerability. One way to see the dependency path info is using the dependency list. Here the location column provides us with the shortest dependency path. Dependency info can also be seen within a merge request before the code is actually merged into our main branch. When going to our security scanning, we go down to dependency scanning and click on a vulnerability. And here we can see evidence with the vulnerable package which makes it easier to find the resolution. And now I'll go over some of our scanner updates. With each new GitLab version, we make sure to maintain and update all of our different scanners. First, SEMCREP-based SAST scanning is available for early adoption. It allows for a significantly faster analysis, reduced usage of CI minutes, and more customizable scanning rules compared to the different language specific analyzers. To learn more about this, please see the links in the description. Next, we have updates to secure and protect analyzer major versions. These updates include schema validations which make GitLab analyzers and third-party integrations much more reliable. There are also many updates to the static analysis analyzers. They include additional coverage, bug fixes, and improvements. For more detailed information on these updates, please see the links in the description. Thanks for watching, and I hope you enjoyed this video. For more information on GitLab as well as these security features, please see the links in the description, and make sure to hit that subscribe button.


Hello everyone, this is Michael Krista and Laura from the Nebraska Library Commission and welcome to Small Information Campaign, gets big numbers at the polls, this is part of the 2013 Big Talk from Small Libraries conference sponsored by the Nebraska Library Commission, the Association of Rural and Small Libraries and IMLS. This session is presented by Melissa Gardner, the director and Katrina Arnold, one of the trustees of the Broadview Public Library District in Broadview, Illinois. These are you there? Yes. All right, just go ahead and take it away. Okay, like you said, my name is Melissa Gardner and I'm the executive director at the Broadview Public Library and we have with us also Katrina, yes Katrina Arnold, library trustee for Broadview Public Library District. Okay, and we're just gonna sort of tell you the story of our library successful referendum campaign. I'm gonna start out with a little bit about who we are. If you attended the other sessions, you would think that we were a large library compared to them, but in our own area, we're the small fish in the big pond and we are a western, Broadview is a western suburb of Chicago, we're about five miles away, so we're very urban. We have 8,000 residents and we have over 10 libraries that are within a five mile radius of us, which means there's sort of a lot of competition. We're very close to each other, a lot of sharing and a lot of competition in that. We're a member of the SWAN consortium, it's a shared ILS and we share that with 80 other libraries. So we have a really good pool of resources to pull from whether we don't have it at our library, we'll get it somewhere else. You can see some of our other statistics on this slide, our collection size and our circulation, but I'm gonna focus on the building next. Our building is 16,000 square feet, which is still a fairly large building. We also, we've been showing the public our statistics for our usage and I just wanted to include this for you guys, but I'm sure all of you are aware most of our, most libraries, our uses has gone up over this bad economy, so showing you that. Now our building has some of the same issues we saw in other presentations. We have aging facilities, need of cosmetic changes. I'm sitting in my office now doing this presentation and I can see through the paint on my walls. So there's a lot of outdated things. We don't meet ADA requirements. We have a very small youth space and you can see from the photos, it's not pretty. Knowing all of this, there had to be something despite the fact that we all know that this building has been aging, it's been aging for a long time. There needed to be something that sparked a change in the building. And we have narrowed down a few things that we think were the impetus for this change. The first thing is a new administration. I'm a new director here. I've been here for two years. I came on in January of 2011. We also have three new trustees, which Katrina is one of them. They all started in May of 2011. And we found this project at the time to be somewhat financially viable. The former board of trustees saved money over a long period of time. And we had about 3.9 million in reserves when I started on at the library. The other thing that happened was there was a state grant for 1.5 million that we wanted to apply for to do a building project. So the money is there. At this point, we also got community input. When I started out the library, we did a survey. And that went out in April of 2011. And we got input from the community that we needed to make a change with our facility and overall with our library. Planning. It's not fun. One of the most important steps, although not glamorous, was planning. Katrina and I want to make it clear at the beginning of talking about planning that from the beginning of planning, we were not considering a referendum. In fact, I think we were all opposed to a referendum. Nobody on the board wanted to even say the R word. There was a bad word to say referendum. So at that point, we were just going to plan on the fact that we had 3.1 million in reserves. And we were hoping that applying for the state grant would give us another 1.5 million so that we can turn this space that we have now into something bigger. Because even though it's 16,000 square feet, we only have 12,000 square feet of usable space. And I don't know if you looked at the slide earlier, after all the increases in the programs and circulation and things like that, it's just not enough space in this building now to house all the programs that we are envisioning that came place from when we had our retreat back in January 2012, which Melissa is going to touch upon now as far as when we came up with our mission and things like that. Yeah. So as Katrina said, we had the survey and then there was a little bit of time between the survey and then the next step. And that was the mission, envision, and the strategic plan. The board got together and we had a retreat away from the library and it was just at a local hotel. And the board came up with a new mission and vision. So I'm just going to share with you the mission. You can see here and you can go back and read through everything and our vision. Now, previously, the library had somewhat of an unofficial vision that we would be a popular browsing library at 40% and reference 60%. So the new mission and vision was far away from what the library had been practicing before and was practicing when I came on board as director. We were very reference centered and so it was a different philosophy from our new mission and vision, which is more about going out into the community, seeing what the patrons want and empowering their lives before it was we're reference and popular browsing. And this is more encompassing the new mission and vision. We rolled this out. We put it on a lot of our publications. We put posters up in the library, in community centers. But the most important thing was this was a staff philosophy change. And so when we were creating the strategic plan with the staff, the mission and vision was at the heart. Every one of our strategic goals ties into the new mission and vision. And when we start a new project, we talk about the mission and vision and where they stand in that. So more than getting out the new mission and vision to the public was changing how we saw things as a staff. After we got past the mission and vision, we have the state grant. And what happened was, and this happened very close to the same time. The mission and vision was in January. We knew, I told this board about the state grant around the same time and they decided to move forward with it sometime in February or March, which gave us less than three months to put it together. And the state grant required a lot. For the state grant, we did town hall meetings. We had to put together a building program which said exactly what kind of space we needed. We did preliminary designs with the architect, a facility assessment. And that was very detailed. It told us the age of all of our heating and air conditioning, what systems were at the end of their lifetime, which was pretty much all of them for us. And a financial plan, we hired financial planners, elders, investment partners, and they helped us come up with 20 years of projection of our income, how much we could use from our reserves. Again, at this point, we still weren't thinking of referendum. So we were trying to see what we could do with all of our own money. After we had preliminary designs from Dewberry, our architect, and some of this financial plan, all of these pieces start to hold together. We were trusting a process. And so we just went through the process. And at the end, you'll see how we came to our decision. We also did an environmental assessment and an ADA evaluation. All of these things were required for the state grant. We did them in less than three months. But I would not recommend that. Do you want to add anything about that Katrina? No. OK. We did at the town hall meetings was when we first started to see some negative feedback on our campaign. And so when we get to the point about what we've been doing, that's when we first started to hit some roadblocks on people not really being excited about our project. What applying for the grant did for us? Well, we had a clear understanding at that point of our financials and our building needs and wants. We had a great image from Dewberry, our architects. You can see on the flyer there. And we turned our grant in in April. The grants were awarded in June, and we did not get one. In fact, they told us we were not even close to the top of the list. A lot of people applied for this grant. What we did, though, in the meantime, while we're waiting to find out about the grant, was we formed a group called the Citizen Input Committee. And we gave them all the information that the board got. They saw all of our financial reports. They saw all the detailed information. So they were getting that at the same time we were waiting for the grant when we announced that we did not get the grant. The board and the Citizen Input Committee found out at the same time. So it was a group of people, the board and this group, that came together and heard this news at the same time. And that was a big turning point for us, because we were at a point where we knew we weren't going to have enough money. And everyone felt like they wanted to continue the momentum and continue to move forward. And plus, along with that, from the Citizen Input Committee and from us having a town hall meeting and taking the surveys from the residents, a lot of people really wanted to see the things that they were voting on, that they were looking at contribution. So at that point, I think that's when we first started talking about a referendum, because we stated we have all this information, we gave all these people the drawings and seeing what they're going to be, can have. Now everybody has this vision in their head of what we could possibly be. And nobody wanted to put it down at that point. Everybody was on the consensus that, wow, we've gotten this far and we are falling short. We only short by a little bit of money to make this happen. So at that point, that's when we started talking about, maybe we need to ask the residents if they want to help pay to see this vision come to reality. And that's when we started talking about maybe going for the referendum. We were still a little afraid to say the R word. We kept saying, we're going to the bakery to get some dough. So we all were a little hesitant at that point. But what happened was the Citizens Input Committee and the board talked and discussed it. And really what was decided was we would go and ask the community and let them decide. And so this is why when we go through what our campaign was, you'll see it was almost entirely informational. We didn't want anyone to feel pressured. We wanted to make sure we got all the information out there for people and gave them a choice, an educated decision. So really everyone felt they would leave it up to the voters. I know the board felt strongly about that. OK, so what kind of publicity did we put out? We had a lot of things and some of them fun and some of them your standard publicity. All of our publicity was informational that the library put out. And it ran between April and November. The election was in November. And since all of our stuff, the library put out had to be informational, all of it was attorney approved. So the attorneys went through it and said, that sounds a little bit like you're encouraging them to vote yes, you need to change it and make it more neutral. So you'll see that we had a couple of instances where they changed things. But for the most part, most of our stuff was OK with them. And we repeat the same message over and over again, which made it easier. The Q&A fact sheet, this was our main piece of information for anyone. It's still on our website. So I included the link for you. This was given to the Citizens Input Committee and the board and the staff. Everyone in those groups had to read this and knew it. You slept with it under your pillow and you pretty much knew everything that was in this. But this has all the information. If anyone asked a question we didn't know the answer to, we would refer them to this document. Like I said, it's still on our website. And I'm sure people still go and look at it. It's 29 pages. It's a huge document. But really, most of the questions that were asked are in this document. And when we got a question more than once, we added it to the document. And then we put a little revision date at the bottom so people knew if it was updated. The next thing that we had been working on this again before we decided to go to referendum, but this was we created a new website that was launched in June. And our Facebook page, we always had a Facebook page, but we never really kept it up to date. So when we created the new website, we kind of tied our Facebook page in and posted on it daily. So that was key for our Facebook page to become more popular. And then the website, we had a Plinkett website before. And it was getting kind of outdated. And ours had a very bland look. I saw some nice ones during this presentation. But ours was white with a little bit of green and it wasn't very exciting. So the new website that we had, we were able to put these images up on it that you'll see repeated over and over again of this modern facility. And overall, we were just trying to show the community that we're becoming more modern and our facility is gonna become more modern along with it. This isn't just a building change. This is a philosophy change. And we also wanted to make sure that in all the publicity that we went out that we kept, let me everybody see the same image. It wasn't one day you see this image, another one you see, it was just hammering home. This is gonna be our new home. This is the home that you're asking for so that they can start getting more into feeling and get more excited about the changes that are about to be made. This mailing here that I'm showing you now, this was the only mailing that we did that was specific to the referendum. And this went out right before early voting started. We have, in Illinois, we have early voting and it's actually pretty popular here. You don't need a reason to do it. And a lot of people do early vote. So we have not only election day to think about, but early voting to think about. And this mailing went out pretty much the day before early voting, so everyone saw this. It's a pretty simple mailing. There's not a lot of information to it, but if you wanted more, you could always go to the website and get those facts. It was just a reminder of that image and what you were gonna get with that library.  We were gonna do kind of a blitz.  But at the last minute, we had to change it because the village didn't want us going out door to door. So we just switched it to a mailer. It worked out fine. We do have a library quarterly newsletter and we did put information about the building project from the beginning in that. The first one, you can see the library matters that's in black and white. This was the first time the building was mentioned at all and that was just to let people know that we were forming a facility planning committee. And that was when the board started looking at, well, what are we gonna do? That's when they knew they were gonna be applying for the grant and the facility committee was the group that really put together all the materials for the grant for the board. And so that was the first mention of it. And then you can see our newsletter changed along with our website and along with our Facebook page. We just got more graphic. We became more visual and so you can see the summer and fall. We switched to a color newsletter, which ended up not costing us very much more than our black and white one. And you can see then the whole first page of both of these were dedicated to the building, but it was more informational about Citizens Input Committee on that middle one. And then on the last one, it just is letting the community know we're going to referendum. Here's how much it's gonna cost you. I didn't even include the image of the building in that last one because they were getting, they were seeing that image everywhere and this was more of a letter from me explaining it to them. And also before we get to the fall one, you'll see later on in the next couple of slides that we have been going door to door. So they were prepared, they had seen things out there before and this was kind of just a summarization of what had taken place during the summer, our summer activities. Yeah. Okay, so we had a couple other publicity that we thought was fun. At the top, you can see the orange card that says treat yourself to a modern library building. And we passed these out for Halloween. We passed them out at the library, at the senior center and different areas where you would pass out candy. We also put together hundreds of these for the schools with pencils in them, Halloween pencils in them and each, we have three elementary schools in our town. Two of those, two of the school districts got these with pencils in them to pass out. So the majority of kids in Broadview came home with one of these or threw it on the street, on their way out the door of school but they all had the opportunity to bring one of those home. We also had all of the trustees attempted to write letters of opinion to the editor as well as I know some of the community members did and some of the citizens input committee members did. Two of those letters were published and we were able to get one article in the paper letting people know about the referendum and that went out again right around early voting time so that was good. The other fun thing that we did, we have an electronic billboard here in Broadview because we're right by a highway and we ran the billboard five days before the election and on election day and you can see that picture there. That cost us less than $600. So really it wasn't that expensive and I know that in some communities you can use these billboards for free. So I thought that was another fun way to get the word out in our community. We were offered phone banks but phone banks in our community had a negative connotation especially at the time because there were other groups using them for the election so we did not do phone banks although that's another idea that someone might want to use and we had volunteers for that as well. The thing that we've felt had the biggest impact on our campaign is our door-to-door and it's probably the thing we're most proud of when people ask what did it, I think the door-to-door sent us over the edge. The idea for door-to-door really came from Katrina I think we didn't get a lot of public attendance at our town hall meetings so we were trying to come up with a way to really talk to residents about what is going on without inconveniencing them. Because we had about two town hall meetings and we had every week we were having citizen input committee meetings and facility planning committee meetings and we just weren't getting the turnout that we were expecting. Sometime around July or August it's nice out. I think we need to start taking it to the citizens. A lot of people's lives are really busy these days and I would say one way that we can try to let them know what's going on because like we said, we wanted this to be informational. We wanted everybody to know what was going on. We didn't want anybody to say they were surprised by seeing a referendum on the ballot and that they didn't understand what was going on in the community so we got some people from the citizen input committee and a few board members and we started a door-to-door campaign. We decided that we wanted to make it something consistent where people knew the exact day, time, when we were gonna do this so we had to set it up for the months of August and September where every Thursday from three to six we would go out and cover different areas of the village and knock on the doors and try to speak to as many people as we can and as we went, we had to have opportunities to speak to quite a few people and once they weren't there, we would leave them sorry we missed you tags like the UPS does when they miss you so that they know they haven't and give them an opportunity to go online to take a look at what we wanted to speak to them about and it was funny because every Thursday when we did the walking, Melissa will report back that we had spikes on our webpage from people going out and actually taking a look at the website and looking at the information that they missed from us talking to them and taking a look at the question, the Q&A publication we had out there as well as the designs. So we attributed a lot of the things that happened with being able to get out there to see the people and a lot of people that came into the library would tell Melissa they appreciated that oh we got their information in our door and oh I went on the website so they kind of made us feel good and that just kept us going as far as moving forward on our door-to-door campaign. Yeah, it's a little scary going out and knocking at people's doors because you think they're going to be upset that you're bothering them or that they're just gonna shut the door in your face but to be honest the people who didn't wanna talk to you just didn't answer their door and you left the player there and you moved on and the thing I found, because at the same time I got myself personally involved into another political campaign and I did door-to-door with that, I found that the library one was so easy. I live and breathe the library. Like I said, we were sleeping with the Q&A under our pillow. We all had absorbed this information. We were all working on it weekly. We knew our project, we were passionate about it and that came across when we went door-to-door. It was really easy to talk to people about it and the other thing that we found, or I found as a library director, I got great feedback from people about how they felt the library was doing and what they used the library for or maybe they didn't even know about the library. I mean, some people didn't know we had computers or didn't know we had kids programs and going door-to-door we were able to spread that information and I think it helped us just overall as a library get some new people in the door and get some new library cards out. If I were to go back and do something differently in this whole process so far, when we did the surveys, I would have done a three-question survey and I would have done it door-to-door because I think it would have opened up the conversation with the public that we got later in the process and that would be really valuable.  You don't have a million houses to go to, it's not overwhelming. We did our door-to-door with a small group of people. I would say there was probably five of us dedicated people who did door-to-door and we reached a lot of households. The best thing to do, you never wanna go out alone. We always went out as a group. We carried our library bags with us so people knew where we were from. We had name tags, some of us had name tags on, some of us did not. And we would always walk the same streets together. One person would hit one house, the next person would go to the next house and then if someone answered the door, we would try to always have someone come over so that there are two people talking with the person when they answered the door. And for those who didn't know quite what to say, we decided we'll make it really easy. Let's come up with a script. So that way, when you're introducing a script, just to introduce yourself, then people are not gonna take up a lot of time, just want to let you know about what's going on. I think it made it really easy for people to, when they had their script, to know what to say and what to do. And we also had little things that in response that somebody had a question, the things that we wanted to make sure that they focused on when we were talking to them. So I think that made it easier. So that way, it went out to all the board members. It was one of those things that was out there, I believe it was on the website. So when people, anybody who wanted to come along and help with the coverage of the canvassing of the neighborhood, they already knew what script they had. You had some, we also had some people who went out with their friends and were on days that we didn't do it on Thursday. Like they couldn't make a Thursday, so they went out on a Friday, but they had the script, they had the bags, they had all the things that they needed so they can go out there. You really couldn't make it at the schedule time on a Thursday. They would do it at a time that was convenient for them. Yeah, you can also see on this slide, you see our script, what it says, how we really, you know, we didn't try to spend a lot of time with anyone. We just let them know what was going on. We handed them the flyer that you saw before and if they had additional questions, we would either answer them right there if they were easy or if they weren't, we would point them to that Q and A document on the website. You can see our map of our community down at the bottom. You know, after we went out, we would highlight the area we went for the day. So the first day that we went out is that pink highlighted area. You can see we covered a good chunk of town just in one day. The people who went out on the door to door were trustees, citizens, input committee members, or myself. We didn't have other staff members go out, but they could have and I would recommend that they do. I think it was a really positive, good experience. And then, you know, anyone who's, we sent out people who are familiar with the project. Okay, this is our only piece of non-informational material that went out and this was not sponsored by the library. Citizens on their own did this. Katrina was a part of making this, but it was not library sponsored. And basically, this was a little postcard shaped thing and that was a four by six postcard that we handed out at the polling places. We wanted to keep it kind of straight, simple, quick to the point. You know what? We need for you to go to the end of the ballot and vote yes on the referendum. We put the language in there so that when they saw the question at the end of the ballot, they would see what it was and up under it, it still was reinforcing what we had been passing out in the summer times in our publication on the website that, you know, this amount, even though you see in the $4.1 million, it is equivalent to $5 per month over the next 20 years because, you know, one thing you didn't want people to do is kind of get a sticker shock and they see the $4 million and they're like, well, what happened to the $5? So we wanted to make sure we kind of kept it simple, make sure that, you know, there wasn't no funny stuff going on that all of a sudden you kept hearing about $5 for the last three to four months and all of a sudden now you're hearing about $4.1 million. So this was put together by the citizen input committee. We went out on the election day. We hit, I think it was like six different polling places. I mean, yeah, five different polling places that we had on the day, making sure that we passed it out and making sure people understood. Even on that day, we still had people asking us questions, but I think a lot of people were excited when they went to the polls and saw that we were out there because we got a lot of feedback. We got a lot of thumbs up and I voted yes, you know, at the polls. So, you know, it really made us feel happy. We didn't really know the results until we came back because it was a cold, rainy day and all we kept thinking about was trying to get back in but, you know, we stayed out there from like 6 a.m. to 6 p.m. that day, making sure that we got it out there. You know, it just made you feel good with some of the residents or something like that.  So, it was fun. Now, I unfortunately didn't get to be a part of that fun, which, you know, I was dying in my office just wanting to be out there, but I stayed away from that because the library needed to remain neutral. But you can see on this, you know, what percentage of coverage we thought we had at each of the polling places and that's kind of important for the next slide because we were trying to gauge what was the thing that gave us the most success. So, while all of those people were out at the polling places, I was here at the library getting ready for our referendum party and we invited anyone who helped out on any of the things that we did. So if you served on the Citizens Input Committee, if you came to the town hall meetings, if you were a trustee or a staff member, you were invited to our results party and that's when we learned that the first one came in and you can see my picture at the bottom of this slide. That's me telling everyone when one of the precincts came in and the first one came in and we had 81% yes vote and that was a great sign for us because we only had seven precincts and for the first one to come back with such high numbers, that was great. And then you can see in the bigger picture at some of the Citizens Input Committee members and actually we also invited our architect and our financial planners and the other people that were a big part of this project to this party as well. And so you can see how excited everyone was. If you look at the statistics next to it, I broke down each of the seven precincts and I put what sort of materials went out to those people. The two precincts that we covered, 100% of the precinct door to door received the highest percentage of votes and then you can kind of see that it falls in line almost with what percentage we did door to door. The last two precincts, six and seven, we didn't do any door to door at those precincts and they got the least votes. You can see the fourth precinct, that one had a huge, we had a huge number of palm cards passed out of that precinct and it didn't make as big of a difference as the door to door made. So we realized when we looked at these numbers at the end what success the door to door part really was and overall I mean obviously our lowest vote was still in the 70s percentile so we still had a really high percentage at the lowest of the precincts so it was a big success overall. The people obviously wanted this project to move forward. After we found out the vote we did the billboard, again the electronic billboard, we put up again thanking the public and we also put signs up at the library thanking the public and we have a big banner up that says future home of your modern library and we really made an effort to thank everyone. We had a day where we invited the public to come out as a thank you and we served some white refreshments. We also honored those citizens input committee members at that day just letting them know that we appreciated all the work that they did, walking around and all of those things. I wanna make sure I leave enough time for questions. So we, at our party we put together a little board that showed sort of the whole process and you can see all of our flyers and publicity and everything and it shows that just all the work that went into it in one place and now we're doing even more work now just getting the building built so. Does anyone have any questions? I think we're ready now for that. All right, that was phenomenal.  Laura, you just started to ask a question and or make a comment. So have you started building yet? We plan to break ground around July. So we haven't started building yet but we're getting very close. The project goes to bid this April so the bids will go out and we feel that there'll be construction and digging in July so. All right. And then what is the projected finish date? We expect it to take around a year from then so we think summer of 2014. Okay, we'll be back then. I want pictures. We want pictures, we wanna see how this goes and we really wanna hear, so we're gonna wanna grand tour when you get open. Yes, well once the progress begins, we'll be putting pictures up probably daily on Facebook so you'll like us on Facebook and you'll see how it's going. Okay, thank you. All right, I just wanna remind all the attendees that we'll have you to take any questions. There's a questions and answers area in our, just a questions area in the go to webinar interface. Just go ahead and type your questions in there and Krista is monitoring those on a laptop here so we'll happily pass those along to our presenters. I've got some questions and as other questions come in, we'll pass those along. First, the one thing I wanna say is I love the new newsletter design with the full color, very graphically oriented, especially on the cover. I think kudos for that, I might steal that idea somehow. Yeah, well we wanted to make everything a lot more colorful. You'll see we used orange a lot. It was just, at some point that got picked and we just kept repeating the same sort of visual in every one of our materials and really it was, here at the library was a philosophy of we're showing people something new and we showed it to them in many areas and these newsletters and the website and things were just one, we added new computers at the library and we were just, we're getting out more in the community. It was really when we had the new mission and vision we really took it and ran with it. Yeah, and the other comment I had with the door to door and just pound and chew leather basically is one thing I've always tried to remind people is doing a survey of your users is one thing but talking to people who aren't necessarily even coming into the library can almost be if not equally important, more important and from the looks of those numbers going out and talking to people was probably the single most successful thing you actually did. Definitely, yeah, I mean and it was really, it was really powerful for me. I felt like the survey and we got responses and we got an okay feedback but when I went out there and talked to people I really saw what they wanted and I think they just really gained this huge amount of trust in us. Before I was here, before I came on board as the director I mean, I think people had gotten this impression that the library hadn't changed at all and when they see you out there and when they, all of a sudden you felt this trust overnight that would take years to build and I think going out there and talking to them really opened their eyes to what the library was doing even if they weren't library users I think they saw the change. Definitely, I've lived in broad view now for 10 years and I have to admit I did not come to this library before I came, when I first had my children I came to the library and I just thought they didn't offer anything for the children. The children's section was lacking and I did, I used to go elsewhere to the library. I decided to run because I wanted to see a change and I heard about the new executive director that was on board, I came to a meeting I think when she first came on in January and she got me when she said, I have a wish list. I was like, ooh, and after the meeting I called and I said, I really want to get a copy of your wish list to see what you want to do. That she said before, it was one of those things where people didn't really know, people didn't really come into the library and I think it just kind of hit home when they saw me, when we introduced them we go on next door and they say, oh, this is the, when I talk to people I say, oh, we have the library executive director here, they're like, what? I'm like, yeah, come on, let's let you know I'm flagging her from across the street and they actually got a chance to talk to her and give comments to her about things that they didn't know was going on at the library and things that she was able to fill in me and so I thought it was really successful for her to be out there and being able to get that feedback from the community. Yeah, and I think if you were to do a survey and you were to do it door to door, I mean, I would highly recommend it and I plan on doing it in the future. I would get staff involved.  All right, and I think we have some questions from the audience. Yeah, there's a couple of questions about the campaign you did. You said the campaign ran from April through November. Once you decided to ask for the referendum, how much prep time did it take before you launched the campaign? We had no prep time. We had no prep time for anything. We had a really tight schedule because we applied for the grant in April. We waited to hear about that. We didn't make a decision on the referendum till June or July, probably July because we didn't hear about the grant until the end of June. So sometime in July, the board decided, okay, we're gonna go for a referendum. So we were out walking in August. So we didn't have tons of time to prep which was another reason why we just felt that the community town hall meetings weren't a good avenue for us. Going out there, really, all we needed was a simple script, a flyer and us.  Having that conversation was what did it and we didn't have tons of time to prep. We've really been moving at a fast rate ever since January and doesn't look like we're slowing down anytime soon. And second question, someone has about on voting day. How close were you able to stand to the polls on voting day to hand out the postcards? In Illinois, I believe it's 100 feet from the polling place and then again, the library was not a part of that. We couldn't be a part of that. And I definitely couldn't, I'm exempt. My position is exempt. So anytime I put in looks like you're using taxpayer money to vote one way or another. So I didn't participate in anything that said to vote one way or another. I only participated in informational things. Anything that got printed was informational from the library. Anything that was done that wasn't was outside of the library completely. The thing that said on the palm card that was being handed out at election day, that was funded by the citizen input committee and the only people that went out there was since input committee volunteers and a few of the board members went out there. So we were the ones that were out there at the polling place. And like she said, we was like, I think it was 150 feet from the polling place. So we stood our distance and as people were walking up to the place, we would hand them the cards and do a quick little explanation if they needed it and just say, you know what? Because we just thought the palm card just said, I'll just go to the end of the ballot. We'll sit at the bottom of the ballot and vote yes. Yeah, and when we say end of the ballot, there were 400 some things on the ballot. So it was really the end of the ballot. So we really had to motivate people to go all the way through to the very end to get to the last thing, which was the library referendum. Well, it's probably better than being number 212. Right, not the middle, that's our point, right. Yeah, that's right. So to be clear, I remember that in the slides that slide that said that postcards put together by a community, people not by you guys, yeah. Yeah. Any more questions from the audience? All right, well, that is just about our time here. So Melissa and Katrina, thank you for doing this. Thank you for participating in big talk from small libraries this year. Thank you for providing this, taking this time to get your whole presentation out there for everybody. I just wanna remind everybody we have been recording this and we will post this online on the Big Talk from Small Libraries website probably tomorrow or Friday, yes, today's Wednesday. And I wanna thank once again everybody who has helped to organize and participate and attend in Big Talk from Small Libraries. All of our presenters, Laura and Krista, who have helped me out with this. Thanks for everyone who attended and all the wonderful comments that we have been getting so far. We will be sending out an evaluation URL tomorrow to everybody who registered and attended these sessions. So we do wanna hear back from everyone and what you thought of Big Talk from Small Libraries and just to let everybody know because we haven't getting the questions we have at this point, pretty much booked February 28, 2014 for the third annual Big Talk from Small Libraries conference. We've already started talking about how we're gonna do it next year. So I would say that it's been a success at least enough that we wanna do it again. So Laura, Krista, any last words you want to say? Oh, this has really been very inspiring and very educational for me so much. Yes. All right, well, thanks one last time to everybody, all of our presenters, all of our tenders. This is Michael Krista-Laureth of the Nebraska Library Commission. One last thanks to ARSL and IMLS for some co-presenting and help with this. And we'll call it a day. Thank you very much. Thank you.


Metadata-based approaches have become increasingly popular for document classification due to their ease of use and accuracy. Metadata-based approaches are more efficient than content-based approaches as they require less data to be processed and do not need to read the entire document. Additionally, metadata-based approaches are more accurate as they can identify the domain of the document without having to read the entire document. This article was authored by Nasir Ahmed Sajid, Adiraman, Munir Ahmad and others.


Out here this week we're running a three day training event. We have approximately 27 partners from seven NATO countries. We're doing a training event with canine tactical combat casualty care. So we're showing them a progression of point of injury care from didactic training through skills training through the culminating event which is a simulated tactical scenario. So basically with the point of injury care, often times the veterinary team is not present at that point of injury so it's up to the medical or the handler or the medic to provide that point of injury care before they can evacuate them to a higher level of care. I think this training event has been an excellent opportunity to enhance our overall interoperability and increase our shared understanding with our NATO partners. Not only is it excellent training but it's an excellent opportunity to just get to know our NATO partners better and that creates improved communication and shared understanding which ultimately enhances our interoperability. So I think what's great about working with our NATO partners is we always learn from each other right? So we teach them as much as they teach us and what's been really great with this training is just as much as we're teaching them on how we run tactical combat casualty care. They're also showing us new things that we didn't know about how to better care for our military working dogs and I think that goes both ways. For me like a veterinarian it's very important things because there are experience, these very important things to try to find the experience because US Army have a real experience in the battlefield. So my is not and for me it's a very big advantage to find out this information and improve my practice and I can cooperate with my dog handlers and the veterinary service about this information and we can change a lot because I prefer and I like American system, these guidelines and because in this situation and the course is about the quick to be quick and to save a safe dog life and we feel if we have very good guidelines are then you can save life of the dogs and this is the important things.


Good afternoon, everyone, and welcome. This is Melissa Arma with a stock squishing here reviewing Oracle. Oracle was a really nice gap today. And actually, it had so many different entries, so many different entries, and so many different ways that you could have played this today. It's very, very interesting because sometimes you do a trade, and it looks great, and it looks fabulous, and then you kind of realize that it's really going to go to not only the target that you had originally anticipated, but a bigger target as well. And that's exactly what this did here today. And this did it on its own because the market's rallying. So Oracle rated OK, and this was a downgrade. It was not an earnings gap. I do gaps for all kinds of reasons, earnings, news, downgrades, whatever. This was a downgrade today, but the gap rated enough to watch it, and we did. But the fact that it had so many different setups in it today, and so many different times you could have played it really is amazing to me because it just goes to show you that when selling comes into a stock, and that's what happened here in Oracle today, it really can go. And this is one of the reasons why I love trading gaps. High of the day today in Oracle was 4702. Open was 4701. Low of the day today was 4566. That is a big bar. It's a big bar for Oracle. It's a big bar, period. And also considering the stops in Oracle, the stop in this today was $0.30. And that was just the one entry. You could really see how this really, really paid here today. So I find it interesting because, again, so many people, so many people want to do all kinds of different things. A million kinds of strategies out there. I'm telling you, the only strategy that you need to focus on is what I do, is mine, is the golden gap. And this is all you need to get paid. And you really only need two or three good ones like this a week. I mean, in earnings season, we get way more than that. We get one every day or sometimes multiple ones in a day, five, 10 a week. But in non-earning season, which it is right now, all you really need to do well is two or three really good ones. And Oracle paid in this today. I mean, the entry that I called in this today could not be beat. In fact, I don't think it ever went back to that price. Let's just look at this. Literally call this almost at the high of the day. Perfect, perfect entry. There it was. And here's the sell-off. You could have shorted Oracle right where I called it around 46, 80-ish wherever you got in. That was here. This never went anywhere near that. What a beautiful move. What a beautiful call. This is exactly what I do. Here is the bar. Here's the number where I called the trade in the short there today. And look at the bar after that. So if you shorted the stock where I called it today, and we're still in it for some reason. I mean, it's almost four o'clock because you wouldn't be in it. But if you held it all day, or if you got in good app, and in good app, and did several trades in it, you could have made so much money in this today. Selling, selling, selling. A beautiful short, a beautiful set up. Never went up to the stop. Never went anywhere near the stop. And what a great trade. So congratulations. Everyone made money in this today. And I don't know how many times people did it, but it was definitely a good one. Here we go. We're closed now. And it was a really, really, really nice sell-off today in Oracle. If you want to learn how to do this, if you want to learn more information, email me at melissa at thestockswish.com. The next Golden Gap course is June 23rd and 24th, last class before earnings season begins. And it's going to be a good one. Have a good day, everyone.


You know what I mean?  You know, you get the paper mixed with the drugs, mixed with anything, motherfucking think they invincible. And it's good that you saying that because you give another cat's game, you gonna wake a lot of cats up that's out here getting that paper because I think sometimes it don't set in that you're all millionaires.   So it's crazy. But one thing I'm noticing, you seem happier, bro. Than when you was out here before. You seem happier than the motherfucking man. Cause I feel like, you know, I appreciate more. Like, you know what I'm saying? When you in there, you get to sit back, think about what you grateful for, what you thankful for. So now I'll be like, man, I'm just, you know, I want to go home. Like, you know what I'm saying? Just the other day, my people was going out to the club. They're like, you going out?  Uh-huh.


Hello and welcome to the session. In this session we will discuss the question which says that pre-image and its image are 232 degrees apart. If the pre-image was reflected over the two intersecting lines, at what angle did they intersect? And second part is the rotation of the correlator is shown below what is the measure of x and y. Now let us start the solution of the given question. Now in the first part we are given that a pre-image and its image 232 degrees apart and then the pre-image was reflected over the two intersecting lines. We have to find the angle between the intersecting lines. Now we know that when a figure is reflected in two intersecting lines then final image is the rotation after figure about the point of intersection of the two lines and angle of rotation of the figure that is angle between the pre-image and image is twice the angle between the two intersecting lines. Now let angle of intersection be x degrees that is angle between the two intersecting lines is x degrees then of rotation is twice the angle between the two intersecting lines. So it will be 2 into x degrees. Now we are given that pre-image and its image are 232 degrees apart. So here we are given angle of rotation is equal to 232 degrees. Now where we have taken angle of rotation as 2x degrees x degrees that is angle of rotation is equal to 232 degrees. This implies x is equal to 232 degrees upon 2 which is equal to 116 degrees. Therefore angle between the intersects is 116 degrees and now let us start with second part. Now here we are given a quadrilateral abcd rotated at an angle of 150 degrees obtain its rotated image that is the quadrilateral a dash b dash c dash. Now in rotation the pre-image point and its corresponding image point are equidistant from center of rotation. Now let us name this center of rotation as o. Now here you can see the pre-image point d and its corresponding image point d dash are equidistant from center of rotation o. You can see the other points also. Of course the distance as well as the angle measure this will be equal to side bc is equal to side b dash c dash. Now bc is equal to this will be equal to b dash c dash which is 15 and this implies which implies upon 4 Now here as the two figures are congruent are equal it means angle b dash a dash d dash is equal to angle bad is equal to 80 degrees and this further implies upon 2 which is equal to 40 degrees. I is equal to 40 degrees to have the given question and that is all for this session. Hope you all have enjoyed this session.


it's just not scary for me because I know how it works and I've got a lot of good hip out here these ladies have all been here for years and they're well trained and they do a good job and I think we're gonna be fine.