In our first case study, we're going to hear for the next 20 minutes from Imm لكن Clarke from the Science Museum, Elli Mağd's from the London Transport Museum and Ella Neckarta from the Welcom Collection to reflect on the experiences of setting up a network to discuss ethical contemporary collecting and those nuanced and complex issues around how we go about collecting during the pandemic. So over to you ladies. Diolch yn fawr, i'r fawr, ond, elin yn dweud y blynyddiad, ac yn fawr i'r gweithio ar draws y bydd y cysylltu, ac rwy'n mynd i'ch gweithio yn gwybod i'n gweithio a'i'n fawr ac wedi'u fawr am gwrthodol sy'n cael ei gweithio. Rwy'n meddwl Llyr Llyr Llyfrgell, oherwydd, yn ymweld, yn ymddangos ei ddweud, mewn meddwl i'r ardig yng nghymru, yng Nghymru Llyfrgell, ac yn ymweld i'r ardig yng nghymru. I amgylcheddodd yn cael ei ddweud y mae'r ddweud yn y ceisio'r ddylai'r ddweud yma'r ddweud. Ond ddiddordeb y gallwn i'r ddweud yma, o'r ddweud yma, o'r ddweud o'r ddweud yma, o'r ddweud yma, o'r ddweud yma'r ddweud yma, o'r ddweud yma'r ddweud. Dyma'r ddweud yma o'r ddweud yma o unedws ac unedws. Rwy'n ysgrifennu a gwirionedd yna, sy'n ddweud yma, oherwydd mae'n amser eu ddweud. I'll start by introducing a pre-existent network. I'll talk through how it took shape and grew and the kinds of discussions that the group were having at the start of the pandemic. I hope that this will give you some context, some sense of the concerns and discussions where the field was at as the pandemic took hold. Eleanor will then discuss the formation of the new networks which were generated specifically to address collecting around COVID-19 as opposed to contemporary collecting more generally. Eleanor will reflect on the development of these discussions and talk about how adapting the group and expanding it using a new platform worked to focus attention and make connections across organisations in ways that wouldn't perhaps have happened otherwise. Imi will then take this conversation into a more focused direction looking at how these discussions have informed the guidelines and work of one particular organisation. Imi will demonstrate how these broad approaches circulating in the network are applied in very practical ways. Perhaps I can have the next slide please. Thank you very much. I'll begin about five years ago talking about the origins of the contemporary collecting group. I think it's important to note that there have been several attempts over the years to establish and maintain a network for people working on contemporary collecting. But today I'm just going to focus on the network that we have now that goes back to 2016 when Rachel Minot and I organised a symposium at London Transport Museum. What we tried to do there was reflect back on the history of contemporary collecting, taking the perspective that had been going on for at least a century in various guises. Perhaps I can have the next slide please. Thank you. This initial event was followed by a meeting in London in 2017 for those working on contemporary collecting where we sought to branch out beyond the social history in London focus of the first event. At this meeting, which I think was Chatham House Rules, practitioners shared their recent work and discussed the challenges that they had when they were carrying out this work. It was a really nice opportunity to share some of those dilemmas, those challenges and difficulties and those naughty parts of contemporary collecting with others engaged in the same kind of work in different contexts. Over the next year there were a whole series of meetings, tours and presentations in London and Manchester and in summer 2018 I set up a gysmal to keep in touch and circular information. This was followed by a whole series of sessions, a fantastic tour and how we did it meeting at Islington Museum about the echoes of Holloway Prism exhibition and collecting project for example, in which Roscari and Jen Cavana reflected and shared the ways that they had encoded and enacted processes of consideration and care in their collecting, which was really, really influential and interesting to me and others. Gabrielle Heffernan organised a fantastic symposium at Tully House Museum and I organised a very ill-attended social in December, which was in fact attended by two curators and one sleeping toddler. As might be apparent, this is a very informal network. The contemporary collecting group, as it stands today, is incredibly informal collective. It has no budget, hierarchy, committee or anything like that. It's just a group of people who've come together to share discussions and people volunteer to organise events that we had one last week with Simon organised from Buckstown County Museum. As I said, there's no budget, so museums often give support in kind, provide catering and occasionally in the past have been travel bursaries for attendees that individual museums and organisations have sponsored. We actually have another tour lined up for late March 2020 of the Medicine Galleries at the Science Museum. Perhaps I could have the next slide please. Thank you. Oh, it's a little lag. Never mind. So what I'd say was the discussions at these events tended towards focusing and sharing on the challenges and the kind of considerations that are made in running contemporary collecting projects. And so we ran a workshop on ethical considerations in contemporary collecting at London Transport Museum in March 2019. And this was a chance to kind of identify, discuss, share and start to unpack some of the most pressing ethical issues facing contemporary collecting. And through these discussions, and we subsequently did a broader survey, so people who haven't been able to attend the meeting could share their thoughts and responses. We kind of identified a series of five key themes, which we then turned into a toolkit of case studies, which was shared as a PDF and text file in March 2020. So the toolkit was arranged around these five themes, the idea of balance and how that can be delivered in contemporary collecting, how the question of decolonisation intersects with what that means in a contemporary collecting context, how climate emergency and contemporary collecting might intersect, the important considerations around trauma and distress, which have only become more apparent this year, and specifically, ethical questions specific to digital preservation. Next slide please. So as I mentioned, this was published as an open access PDF and as a text file, so it's easier for e-readers to use at the end of March 2020. So by that time, the membership of the mailing list had begun rising really rapidly. And of course, as you can imagine, the tour we had planned of the Science Museum was postponed. So I'm going to hand over to Eleanor now to continue the story. So I'm going to talk about sort of the next chapter in sort of where the contemporary collecting network went on from there. And really as the pandemic started to take hold and we were all starting to adjust to working from home and thinking about collecting, it became really apparent that we needed a new space to be able to do that, a way in which to be able to connect with other museums and libraries, archives and galleries, and to share our experiences of collecting as well as our fears and worries about doing that. So having spoken to Imogen and Ellie, we went about setting up a Slack channel, which is just an instant messaging platform, which allowed people to directly communicate with each other, and to really start to pick at those questions and the thorny issues surrounding collecting during a live event. We also held group video calls with seven online video calls held over the course of 2020, where we had between 10 and 50 participants. And we also shared resources and information within the Slack channel and on the contemporary collecting lists. I think when we think back to those early days of the pandemic in March of last year, stuff was happening so fast that within the contemporary collecting world it felt like things could easily just disappear if we didn't act quickly enough and if we didn't do something. And it also felt like there were loads of collecting projects springing up from diary writing projects to large scale and ambitious calls for material via social media. And certainly from my perspective it felt like everyone was doing something and I felt like I wasn't doing anything at all. And I think it's important to remember that and to remember that this was a moment where we were all as individuals outside of our work personas trying to grapple with and make sense of world changing events. So I think while what we were doing with setting up a chat channel and having Zoom video calls doesn't really sound that radical, I think it actually was in some ways a really unique opportunity for us to reframe ideas collecting and to think outside of our institutional barriers and to stop thinking solely about what it was that us at Wellcome Collection were doing or what someone else was doing at their institution, but instead to recognise that we're part of a much bigger whole and that in order to document this huge monumental thing happening, we really need to make sure that we weren't duplicating efforts and that we were aware of what others were doing and could support and help each other on it. And I think that's been a real strong point of the work that we've been doing has really been around trying to bring people together to sort of recognise that it's okay to sort of have all these concerns and questions around collecting, particularly during a live and traumatic events and that we can sort of hold this friendly space for those discussions to happen. And I think for me, one of the things that was particularly important when we were thinking about why we needed to collaborate was thinking about the types of histories that we can end up with if we're not working together well. And I think one of the examples of that is perhaps thinking about the idea of lockdown diaries and callouts for diary entries and how, while this can seem like a great way to engage people, it also can run the risk of being exclusionary by its very nature as a collecting practice. For many frontline workers, they were still going to work over lockdown, they may have been low paid and were often from ethnically minoritised backgrounds with poor protections against the virus. And their experience of lockdown certainly wouldn't have been the same as the majority of lockdown diaries that might have been captured that focused on the sort of baking sourdough and going out for your daily mandated walk. So I think this is something that stuck with me over the course of our collecting, thinking about whose stories we're collecting, where the gaps are and how we need to work together to make sure that this experience that we are all going through but in vastly different and unique ways is captured and is documented for future use. So in the early period, we also took on a contemporary collecting survey where we asked individuals working within organisations to respond and to provide information about what they were collecting, what their remit was and how the collecting was going if they had started. And this raised lots of people's worries and anxieties around collecting, which really helped to frame our later discussions. And I'm just going to end on this slide before I pass over to Imogen, but this is really just to sort of pull out some of the ethical questions that were coming out of our discussions. And concerns really ranged from things like practical questions around how to physically and safely collect and handle items to looking at the impact of trauma and how we can protect record creators and making sure that we're actually properly documenting collections as they come in so that we can ensure their use long into the future. We also talked about things like whistleblowing, the need to protect people's anonymity at protests, and the likelihood of a future COVID inquiry changing the way that records will be used in the future. And of course, while we were grappling with all of these complex issues, the killing of George Floyd and the Black Lives Matter movement brought a new urgency to thinking about the power dynamics of collecting and whose stories are held. Sorry. So all of this sort of fed together and underpinned the work that we were doing as individuals within our organisations, as well as part of this wider network. So I'm just going to pass over to Imi on that who's going to speak more about the ethical frameworks developed at the Science Museum. Thanks, Alana. So, as Ellie and Alana have said, the ethics of collecting during a pandemic was really a reoccurring concern for the contemporary collecting group. And I'm going to speak about how these conversations helped inform ways of working at the Science Museum. Many of us spent those early months grappling with the situation as it unfolded, sharing thoughts, concerns, small triumphs and failures with each other on that Slack channel. The usual aspects of contemporary collecting that so many of us love were really thrown into question and imbued with new and profound complexity. In the medical curatorial team at the Science Museum, we were relatively familiar with the inherently personal and often sensitive nature of medical collecting with objects often closely connected to the challenging experiences. But I don't think anything could have quite prepared us for what was to come. The sheer complexity of the situation and the ethical conversations being had across the sector that the Science Museum group to form an advisory panel very early on in the project. And this is fairly unusual thing to do for a collecting project, or at least it is at the Science Museum. One of the main responsibilities of this panel was to give a steer to the ethical guidelines that needed to be central to our approach. Like many museums, we already had an ethics policy and collecting policy, but this unique situation really called for something more. So through wide consultation with organisations which included the welcome collection and building on existing guidelines and toolkits around contemporary collecting, the team created our guidelines. So whilst conversations were being had at high level, and in this advisory panel, we also kept track of conversations around ethical collecting in the Slack channel and referred to useful resources being shared by the group. Next slide please Alna. So to quickly note a few existing guidelines and toolkits which were helpful in considering our approach. The first is the Oral History Society's who published guidelines about collecting oral histories relating to COVID-19. So their guidelines warned that when interviewing healthcare or frontline workers, there is a danger that single session interviews that requires staff to talk about their thoughts or feelings may increase the likelihood of PTSD post-traumatic stress disorder. This resource along with noting that other organisations were already conducting oral histories, something that we could see through Slack channel conversations helped inform our decision not to conduct oral histories specific to COVID. The wider emotional cost of attempting to collect material associated with COVID-19 really led the museum community to debate and in some cases criticise the rapid response collecting approach. And this is an area heavily discussed by the contemporary collecting network and Slack channel and led to this idea, which is the title of our talk of kind of slowing down. The second thing to note is the museum associations code of ethics, something that many of us will be familiar with that was a framework to support museums to resolve ethical issues. And the MA also published their own statement about ethical collecting during the pandemic. And finally, the Contemporary Collecting Toolkit by London Pan-Spot Museum, which Ellie outlined earlier and in particular the theme on trauma and distress, particularly informative. Next slide please Alna. So I'll share a link to these in the chat afterwards, but I wanted to quickly talk through the main points in the Science Museum's ethical guidelines for collecting COVID. The first is, as the Science Museum group will make no communication or ask for any action that will take medical practitioners, NHS workers or those involved in response efforts away from their important duties. Knowing when to approach people was a constant discussion in the first few months on the kind of network channels and judging when or if we should contact people with a view to collecting has really proven to be one of the most delicate tasks to manage. So throughout the near year and a half that we've now been collecting, the team have really had to fluctuate in our approach, tentatively assessing the situation, attempting to track its severity, which given the unpredictability of everything that's happened in the past, it has been incredibly challenging. So the next is, we will take no action that might involve an increase in human contact at times of recommended isolation or lockdown. We will be respectful and sensitive to the fact that lives and livelihoods are at risk. We will ensure that our collecting is considered and properly documented to ensure maximum usefulness for future research and display. And this is something the team are now grappling with, it's bringing in and processing the material collected or proposed to the collection over the past 15 months, which is a huge feat. And this also comes with continued ethical complexities of assessing personal circumstances and comfort levels as we emerge from lockdown. Next we have, we will ensure our collecting is not duplicating the work of others and this is something Eleanor raised. This is where the slack channel was incredibly useful, knowing which organisations were attempting to collect what they were attempting to collect what gave us a real sense of the collective effort. And certainly for me a reassurance that we didn't have to attempt to collect everything. I'm sure there'll be plenty of mass and hand sanitizers to be found in collections going forward, but for those broader themes of oral histories or diaries and notebooks. This really provided us with clarity on what not to as well as what to to you. Imogen, one more minute. Thank you. We will ensure that our own staff are supported in collecting and displaying the material. So this is the final point and perhaps one of the most important, but has been equally challenging to assess. So these ethical guidelines have been incredibly useful and have formed a backbone to the science medium groups collecting project. Shaping the way we interact with potential donors and each other. And now after nearly a year and a half, the challenges of collecting during the pandemic continue to be significant and somewhat unpredictable. The final slide please. So going back to the network more broadly, this slide shows some information about how to join the conversation and access recordings of previous network meetings. And we can share these links in the chat afterwards. But throughout all of this, the contemporary collecting group network and the Slack channel have provided space for colleagues to share ideas, resources and learn from one another. And this is regardless of position, whether it be senior level at a huge organisation or a sole museum working in a small independent museum. And ultimately the network has provided a space for colleagues to care for and support each other through arguably the most complex mass collecting activity in the history of museums and archives. Thank you and we'll be happy to answer any questions that you might have later on. Thank you so much, Imogen. A fascinating presentation and incredibly timely. And I think what's interesting, what you've created there is obviously was created at a very specific point in time, but it's actually got immense relevance for across everything that we collect. Can I check first of all that am I right in thinking that the toolkit is available on the Collections Trust website if anybody would like to pick it up? Yeah, I can put a link but you can find it via the Collections Trust website or the London Transport Museum site. I'll pop a link in the chat. First question is very much around. Obviously you've been very closely involved in the network. If you could just explain what you've got out of being part of that network. Ellie, would you like to enlighten us first? Sorry, I was just googling. I never have the link handy. So for me, I think it's been really practically useful. It's been really good to get a sense of how we can collect distinctively at the Transport Museum as we all go through and take action in this moment. So it's been very practical. It's made me aware of issues and approaches that I might not have known about to consider and it's given me insight and my colleagues insight into people who are much further along in working through those issues and have different structures in place already for enacting those processes of care and consideration. So there's been a lot of practical organisational support there as well as setting a framework for how we can contribute individually. And also personally it's given me something really positive to focus on and I've found it a source of terrific emotional support just to know that we are all trying to do this together and to know that it's I think that this year could have felt like a very competitive prove your worth. Everyone's being made redundant. We're all terrified sort of the year. But for me, this network has been a bit of a reprieve from that as we've all tried to help. I feel like I've received a lot of help along the way. So a real mixture of things for me. Yeah, thank you. Eleanor, you're nodding very firmly there. Just a similar experience for you sounds like. Yeah, I think it's really been having that supportive environment, which can sound a bit like actually I think has been really important when everyone's working from home and can feel quite isolated in the work that they're doing. And sort of I suppose in some ways dropping your professional veneer a bit and going into a more informal setting where you are talking to colleagues at different levels from different places across the country or across the world. But you're also admitting that you don't know what you're doing and that you're struggling or that things are hard. And I think that openness and honesty has actually been really helpful in working through some of the really difficult things that we're trying to collect and achieve and also sort of releases that burden of responsibility. I think you sort of saw with the flurry of sort of activity that was going on on the Slack channel in those in that early period, but people were sort of very desperately like seeking those answers and wanting to engage and think just having that space to do that provided a lot certain it did for me. Imogen, we've got an interesting question here, a vital question about, you know, as was discussed about and sort of stepping outside your institution and working with other institutions and a key question. Have you any tips for getting institutional support for this into institutional activity? Well, that's a really good question, isn't it? I think it's tricky to say because from the Science Museum point of view, very early, as I mentioned, we created this advisory panel. I think through doing that, we kind of showed the importance and the kind of gravitas of what we were trying to do and that really brought in a lot of support internally. And I think something we did because the Science Museum is part of the Science Museum group, which is a five museums. It's actually led to loads of cross-site working in a really positive way and I think immediately because it was a shared project across these sites because there was buy-in across so many sites as well. It just became a really huge project and for that reason it meant that we did have a lot of kind of support from higher up really. I mean, Eleanor or Ellie, have you got any thoughts on that? I mean, it leads on to a question I had that was sort of around does collecting in something which is so immediate and so universal in this experience actually increase your profile both with your stakeholders and with audiences or indeed depositors you would like to connect with, you know, does it ease up conversations? And in that, you know, how can you sort of leave that to get that institutional support? I could answer sort of going back to the first part of that just to say that with the sort of institutional boundaries and working together. I think there was something about speed at which everything was happening that we needed to respond in quite an agile way and that everything sort of developed quite organically. Coming from a large institution which is naturally bureaucratic because of its size. If this had been set up as a formal partnership, I can imagine it being a much more lengthy process, but this was all sort of coming out of people just speaking to each other and needing to do something. And there was a need for that sort of speed and to act in quite a quick way to sort of set up a platform for working together. But I don't know if that answers on the institutional support, although I know Ellie did more thinking around sort of the kind of funding, like funding for the group and stuff like that. Ellie, would you have a brief answer that before we move on to Henry? Yeah, I guess the thing to reiterate is that actually it avoided a lot of duplication. It meant that we could quickly make connections between individuals who might be working on similar areas and make sure that, you know, and it was also, it's so informal at this stage that it's incredibly light touch. So there's not a great deal to do. And I think for us it's quite easy to make the point that what we can do is really distinctive now because we're informed about what else is going on. And I think our senior leaders really responded to that. Can I just ask just very quickly before we move on to Henry? The network is still in existence and people can still join it. Just got just got one question about the legacy of the network, but it's still there. It's going to keep working and not so much legacy is ongoing work by the sound of things. Yes, our aspiration is to continue to support the sector in this work in the future and use this moment to make sure lessons aren't forgotten. Well, I think your membership might go up after this afternoon. So thank you very much all three of you for a fascinating conversation. And I shall now move on to our second case study, which is Henry Roberts from the National Library of Scotland. And he's going to tell you, tell us about the National Library's climate action plan, which was the library's initiatives to become more sustainable organisation and use its collections to actually inform the Scottish public on climate crisis. And to help coordinate the action plan and influence its content, the library hired Henry, who's actually young climate activists. So following the tradition of DCDC, it's not just curators and archivists talking to each other. We bring in other professionals as well. And he's going to speak about the rationale behind the library's climate action plan before moving on to its content. So I'm going to hand over to you now, Henry. There we are. So thank you very much for inviting me here. So I'm going to be talking about the National Library of Scotland's climate action plan, which touches on every area of the library from collections to conservation to the day-to-day running of the estates. The climate action plan will take us to 2025, but it has an overall vision of the library becoming a net zero circular organisation by 2045. So there is that long term vision there. Briefly about me, I was brought into the library in October of last year to help shape and coordinate this piece of work. And as I'll touch on at the end, coming into a centuries old organisation as a young climate activist was at times frustrating, but I hope I managed to inject some urgency into the process. So I'm going to speak about the rationale behind us pursuing this work before going over the steps we took to write the documents. I'll then very quickly draw out some of the highlights from the action plan and the next steps we intend to take before discussing some of the things that could have gone better. And then finally ending by taking a step back and considering what roles library should play in a world in crisis. But first the reasoning behind the plan. I don't think I need to spend too much time going over the obvious rationale. We all know the destruction being wrought on our world. You've seen the same images of burning landscapes, flooded cities and swirling hurricanes that I have. But you will have also seen the mass civil society demonstrations. School students to retirees taking to the streets across the globe, demanding that governments take immediate and significant action to halt emissions and prevent the worst effects of the climate crisis. But there was an internal rationale to act as well as many of the audience will already know the victims of climate change are not just ecological as risk from increasing temperatures humidity and flooding rise. So to the do the risks posed to our collections to Scottish cultural memory so taking a proactive and defensive action to safeguard our collections was in the organization's best interest. And climate action also fed into the national agenda. Following the declaration of a climate emergency by Nicola Sturgeon in 2019, Scotland up to their national climate targets pledging to becoming net zero by 2045. To help achieve this targets public bodies in Scotland like the National Library are expected to play that part publicly declaring the year they intend to reach net zero as well as doing their best to becoming sustainable and circular themselves. But this is all already formally reported to the government so why the need for a public facing climate action plan. The answer is to make the policies understandable and to put them in context, both for our staff, as well as for our audiences. The structure of the plan mirrors the Scottish climate change duties for public bodies so the document is therefore divided with sections on mitigation, adaptation, sustainable development and wider influence. But we were also influenced by other external publications. We made sure to reference the Scottish National Performance targets, as well as the UN Sustainable Development Goals. Additionally, we felt compelled to reference relevant climate legislation, both national and international, such as the Climate Change Act for Scotland and the Paris Agreement for the global community. Again, not only did this help shape our own thinking, but by presenting the actions in this way we contextualized the work for our readers, be they members of the public or members of staff who weren't directly involved in the writing of these policies. So first the process, what were the steps we took to get here? Really quickly, the process went a bit like this. First, the research period. This was done by me and involved researching what other climate action plans looked like, both from the cultural heritage sector, but also from other places like universities and even the private sector. Next, a task group within the library was established. This was made up of several people from across the library and was led by someone from the library's senior management team. As I'll go on to explain later, it's vital that these groups contain a representative cross-section from all levels of the organization. Here, I reported back the findings from my research and we discussed what we wanted from the plan and our vision for how the library should look in 2025. The third stage, consultation, consultation, consultation. As those of you who have tried to work in groups before, the inevitable next step is to break off into yet smaller subgroups. So that's exactly what we did. We split into four smaller groups, each one for each of the sections of the climate action plan. Each subgroup had three rounds of sessions, during which we envisioned where we wanted the library to be in 2045 and then work backwards to 2025 and then finally thinking through the steps and resources that would be needed to get us there. I chaired all 12 sessions and the debates we held there were illuminating and at times frustrating, particularly since they were all done remotely over teams. And the final stage, more consultation. Once I had gone away and written a draft of the climate action plan that we in the task group had agreed upon, it was time to share this with the wider library staff over our internal communication system, along with a feedback form for employees to feed in their questions, comments and concerns. After this consultation period, the draft went on to the senior leadership team, who then gave their own comments before a draft was formally resubmitted back to the library team for approval. After all those steps, which took place over roughly a six month period, we ended up with a climate action plan which will hopefully be released around September in the lead up to COP26. We ended up with over 80 actions to be implemented over the next four years so I obviously won't bore you by going over them here but some brief highlights from the plan are a net zero pledge for 2045, a 72.5% greenhouse gas emissions reduction target by 2025, obtaining data to better understand our indirect emissions via third parties, improving our sub metering capabilities to develop real time monitoring of our estates, electrifying the remainder of the library fleet, updating our procurement policy to ensure that the sustainability tool is used effectively, improving the remote monitoring and management of the library estates, I'm reducing the amount of waste we sent to landfill to just 5%. However, these all came from the first three sections, I want to take a few minutes here to speak about the final section on wider influence, for it's here we find the actions that overlap most strongly with the themes of this conference. This is what the public sees and it's this section that deals with our collections with events, workshops and exhibitions. At the climate crisis gets worse over the coming years we can play an invaluable role in improving climate literacy, and in building resilience in communities both practically and emotionally. Again there are many ways we can do this but I think three broad and overlapping categories of public engagement stand out. The first, collaboration, collaborating with other organisations both within the cultural heritage sector, but also civil society groups to maximise our work. The second, curation, picking the most appropriate titles when choosing materials to intake and curating and displaying them in the most helpful way to the general public. As I'll speak about later on, this means not only focusing on the science of climate change, but also its social, economic and moral aspects also. And the third, collection, choosing what to collect. This will be aided by the collaboration aspect I just mentioned, proactively outreaching to civil society groups for instance to collect materials from them to help document and archive people's response to the climate crisis. We're currently planning on the various ways we can collect materials from COP26 happening this November in Glasgow. The work included in the wider influence section has the most potential to reach audiences and inspire change at the local level. Here is a chance to educate the public, but more importantly to give individuals the tools to conduct their own research both formal and informal into the climate crisis. Going forward then, there are two key areas of work which I think need to be prioritised in the library's public facing climate work, a diversity of audiences and a diversity of topics. The first speaks to what I've just said about collaborating and proactively reaching out to new audiences. We could have the greatest climate collections in the world, but it would be no good if they were restricted to the same audiences we always rely on. There are people far more qualified than me to speak on this, but it's worth making the point that active efforts should be made by the library and by all organisations to proactively engage with those on the frontlines of the climate crisis. These most affected people are often ethnic minorities and those living in the least affluent areas of society. Libraries, particularly centuries old institutions, can seem like intimidating spaces and engaging with libraries may not be the most obvious thing people jump to in a time of crisis when there isn't already a pre-existing relationship there. So time and money should be spent on reaching out to new audiences. On this point, in order to build resilient communities, everyone has to feel welcome in the library, so ensuring that the buildings are accessible to disabled and neurodiverse audiences is essential. Climate work and outreach and inclusion work should not be seen as separate. The second relates to the kind of topics we choose to promote. As a legal deposit library, it's not for us to turn down materials we don't agree with. Our archive is full of materials we don't agree with, but we do have agency when it comes to choosing what we choose to actively promote, be it through events and exhibitions or through our online presence. And here I think the language of climate justice is so important. Even the most alarming scientific data doesn't tell a person the whole story. It won't say anything about the power dynamics between the global north and the global south and between affluent and poorer areas within countries. It won't say anything on the racial and gender disparities of the climate crisis. It won't say anything about the historical inequalities that are entrenched in modern-day climate politics. That is to say that that's not to say that we shouldn't include scientific texts, of course, but only that we have to ensure that social texts are represented also to better understand the wider implications of our present ecological crisis. We wouldn't be reflecting the severity and the complexity of climate change justly if we focus all of our attention on just the science of climate change. We have to look at its social implications also, how the climate crisis intersects with race, gender and class. And related to both of these points, we have to ensure that the materials, events and services we offer cater to a diversity of knowledge levels. It's no good if we provide an extensive library of just academic texts. If we're to build resilience in communities, this information has to be understandable. And that means offering materials for the layperson as well as for teenagers and for children, those most inspiring of climate activists worried about their future. So as well as buying materials from Springer and Cambridge University Press, we need to offer workshops, relevant events and other non-textual materials to audiences such as maps, sounds and videos. This is all going to be implemented over the next four years, and I'm about to go on to the next steps we'll be taking to achieve those goals. But quickly, here's a really brief rundown of some of the things we have planned for the remainder of this year. Firstly, we'll be touring our living proof film. This is a film made up from our moving image archive, which explores Scotland's historic relationship to industry and nature. We'll be putting on a climate focus collections discovery. This is a curated reading list on our website, which again will speak to the diversity of topics I just mentioned. Our maps collection offer a visual representation of the effects of climate change both in Scotland and around the world. We'll be offering workshops on how to develop your research skills so that you can engage with the library yourself to find what you're looking for. And we're looking at the various ways we can engage in COP26 happening later this year. So that was a really brief look at the rationale behind the plan, the steps we took to produce the documents and some of its key contents. Now let's take a look at some of the next steps. The most important thing is to ensure that this plan does not end up in a draw, somewhere forgotten. And that's why it's vital that staff at every level feel included. The importance of collaboration at the planning stage I spoke about at the beginning of the talk will really be demonstrated here. The 80 or so actions won't be implemented by magic. They need people to carry them forward, and that means people understanding and supporting them. So having a cross section of the organisation on board from the beginning is essential. The best climate action plans will be a meeting of bottom-up enthusiasm with buy-in from senior management. And as I'm sure many of you will appreciate, this isn't the easiest or the most natural of marriages. To get senior management on board, it sometimes means talking in their language. I believe this climate action plan to be the right step for the library for moral reasons, but it also makes financial sense. Despite some short-term costs buying new technologies and adjusting to new systems, a more efficient and circular operation will start saving the organisation money quite rapidly. So knowing your audience is important, as is knowing when to talk about morals and when to talk about money. Once again, a climate action plan, as with any cultural change, cannot be a wholly top-down process. And to this end, we're creating a digital platform, a sustainability news hub on the library's internal communications site where employees will be able to see the library's energy stats, well-being resources and external opportunities to get involved in. But they'll also have the chance to add in their own content. For example, if they see an external event they think staff might be interested in, they'll be able to post that on the sustainability hub. Again, providing an opportunity for staff to feel included and to feed into the library's ongoing climate actions. And finally, the plan will undergo a formal review in 2025, at which point it will be renewed to take us further, presumably to 2030. So, really quickly, that was how we wrote our climate action plan. I'd like to spend a couple of minutes just talking, reflecting on some of the things that went wrong in order to understand them and do better in the future. From the moment I joined the library, it was clear that people were excited to take part in this initiative. People were glad to finally have a forum to voice their ideas. But for all the ambition, there was also fear, fear of being too pushy, going too far, rustling too many feathers. In part, this is a characteristic of the organisation itself. National libraries tend to think in centuries and not years, and those centuries tend to be looking backwards, not forwards, and so there will always be those voices who don't see climate action as falling into the organisation's purview. The point of this conference is to discuss ways glamour organisations can be catalyst for change. We all know the potential, as well as the difficulties here. Libraries may suffer a reluctance to be proactive, but libraries can and should be proactive, as I'll touch on just at the end. But it's not just libraries or even glamour organisations that may face problems. We all know the problems that come with organisations generally. The bigger the place, the more difficult it can be to get things done. There are always traditions, ways of doing things that employees don't want to break with. And even if you get your climate action committee up and running, there's always the risk of groupthink. There's always budget competitions. There are always other initiatives competing for attention. There's always the temptation of putting it off until next year. But the temptation to wait until next year will always be there. It will still be there when the world stumbles into irreversible climate disaster. However, these are still problems specific to the library, but we don't live in isolation. It's worth noting the limitations that stem from the fact that we're a single organisation. The climate crisis is a global problem, one that is geographically and temporally complex and porous. We are just one organisation with a limited budget working within a country with a certain energy system. We can only work within our limitations. And a lot of what we would want to do is not down to our own determination, but down to external forces beyond our control. For example, the requirement to reach net zero. With our current assets, we can't reasonably reach net zero anytime soon. It would mean buying masses of external land on which to offset our emissions. That's an unreasonable expectation for the library to take and for most public bodies in Scotland, hence why we placed our target at the furthest available year. Likewise, until the government decarbonises the grid, we're always going to be using some kind of non-renewable energy. So this at times feels demoralising, realising that we couldn't make all the sweeping changes which we'd ideally want. But I hope that by writing the climate action plan that we could achieve, we'll inspire others to do likewise. And thereby increase the volume of the climate conversation, which in turn may lead to more urgent action being taken in the corridors of power. Taken together, these problems lead me to conclude that getting people on board early and speaking their language are vital to achieving your goals. Compromise is inevitable, but some actions are too important for compromise. And there are certainly some disappointing moments for me personally working on this plan. But knowing where these potential pitfalls are may help you understand how best to navigate them. Should you choose to embark on similar work in your own organisation, be it climate-related or otherwise, I just have one minute left. I know it's ever so slightly over, but this is the last section. Before I finish, I want to take a step back and talk about libraries and the climate crisis more broadly. I've been talking about a case study, but case studies shouldn't exist in a vacuum. Libraries, archives, museums, we play an interesting role in the power-knowledge relationship. With sites of knowledge, that gives us influence and responsibility to educate the public on the various strands of the climate crisis. In a time of crisis, one may question the value of a heritage organisation, indeed of a library. But libraries are not powerless. Libraries can help build resilience in communities, both practical and emotional. Both will need to be addressed as the climate crisis gets worse and worse as the years march on. We can give people the tools to think critically and to build that resilience at the local level. Crucially, it's not just about providing resources, but helping users understand how to research and engage with those resources themselves. We should remember what I consider to be one of the inherent responsibilities of libraries in our society, to enable communities they serve to live without fear. Coming into the library as a young activist was at times a challenge. I wanted to move as fast as lightning. The library moves with the slow tides of history, generally taking the long-duray view of history. But libraries can be proactive. They should be at the forefront, building resilient communities, protecting the past from erasia, but also paving the way for a robust and informed future. Thank you so much. I think I went over, Silo, so a sincere apologies for that. No, that's very important message you've got there, Henry. Thank you very much. I mean, fascinating to talk to. I think one thing that comes to mind for me is, you know, the NLS is very lucky to have their own Henry. And, you know, other organisations, smaller organisations will not have their own Henry.  So what would be your advice on in terms of, you know, any organisation, we all want to tackle this. What do you think of those ground level, those key things that any organisation could start tackling without, you know, knowing necessarily very much about the true science and the impact of what actions can lead to? Well, I think as I try to say throughout the talk that active engagement, which should be going on anyway, I think this is obviously each organisation has its own, has its own agendas, but like we say, this is, we would think a universal thing that every organisation should be taking on in future. So I think by talking to the right people and by doing your research, looking at what other organisations are doing. This is, if you can believe it, I was actually wanting to talk even more, but I cut some slides down because I realised I was going to go on. I had a slide on top tips and one of them was essentially being, yes. Are you able to bring that up Henry? Oh, I'm so sorry. I haven't. I'm so sorry. But one of the top tips was essentially no when to be bold, but no when to steal. A lot of this climate action plan wasn't original. I, in that initial research period, and you do this when you can look at the research yourself and you look at other climate action plans, there's a lot of overlap. And so that kind of does the work for you in the sense of pointing you in the right direction, telling you the things you need to go, the areas you need to go. So I think doing your research and looking at other organisations, for example, will just help cut time and resources doing that. But also that collaboration really speaking to the people who are involved and most affected and asking them what they want. Because, you know, we can spend a lot of time thinking, OK, well, what kind of resources can we have? What kind of resources can we bring in? What should we do? But sometimes the easiest thing to do, both in terms of time and money, it's just to speak to the audiences you want to engage with and say what's going to be most helpful for you. And again, that's going to save us quite a few steps. Yeah.  But you said you had some non-negotiables and I'm just interested to know what they were, the ones where you said, no, this really matters. It was really important for me and I actually said this. I think I said this in my interview even before I got the job. I think it was really important for me to put the language of climate justice into the plan. And that might seem like a bit of a symbolic step, which might not mean anything. And it is a symbolic step, but I think there is importance there. So in the introductory section, like any big publication organisation, there's obviously long introductory sections, one of which I wrote, and that talks about the language of climate justice. That was really important for me for the reasons I spoke about in the talk, in that it's not just an ethical point. It would be an inaccurate point, I think, to talk about climate change and not address those social issues. Again, I'm really scared I'm sounding as if I'm dismissing the science. Of course I'm not dismissing the science. I'm just trying to put across the fact that the whole point of science is subjective and limited in what it says.  So it was really important for me as the young climate justice activist to come in and try and get that language in and I was quite happy that that went in. In just in terms of what was in the plan, a lot of it was kind of determined for us based on those national legislations I mentioned at the start. For example, the net zero pledge, we had to put that in, even though we knew that given our current sets of circumstances we couldn't reasonably do that. It was a legal requirement for us, so we had to put something in there on that. There are a few aspects of that, but I think in terms of the more ethical moral points, just having the National Library of Scotland put that in writing, I think we'll hopefully send a message that we take the larger, more holistic view of what the climate crisis actually means for people. Yeah, and were there any key points that stick in your mind where, you know, as you say, everybody wants to do something, we all recognise the urgency of this. Were there any key points where sort of the urgency versus what you had to do was just too much, you know, that there were just some things that the institution said that that's too far for us?  I get in terms of, it was never a case of saying it was actually about the why, but so we, because we're a national library, we're funded by the Scottish Government, there was a fear of seeming to be too activist, too political, which is of course very fair enough, we're funded by public money. Of course, my argument is that this isn't political, this is a moral case, but I understand those, some objections there. But there were also, and again, as I hopefully touched on in the talk, the library has about 250 employees. No one really disagrees that climate change isn't important, but so is the Equalities and Diversity agenda, which was going on, so are the exhibitions that people have been working for literally years. They've been going on. There were a lot of things drawing people's attention, so quite a lot of times people were saying, that sounds really good, we just don't, where's the time? Where's the money? And I guess it was just a point, and this obviously came up throughout the six months, and if fair enough, so I think it was a point of really keeping on, keep sticking at the arguments to find, well, which are the ones which can be dropped and which were the ones that just have to be dropped. I'll give an example, I think, so one of the highlights I brought out was, was developing ways to get, understand our indirect emissions via third parties a bit better. That's still going to happen, but the initial target which I wanted was far more concrete and far more, we're going to say in our third party contracts, but if your emissions are not, you know, X, Y, Z, then we're not going to engage with you. And they said, we cannot do that if you want this to publish this year. I guess that's the kind of key point, forgive me if this is a bit of a circular answer. There's 80 actions across the, across the plan, and they touch on every level of the organisation. A lot of those actions, and this will be free for you to read, like I say in a few months time. A lot of these actions are, we'll develop ways, we'll think about ways, we'll put in place a plan, because essentially a lot of these plans are works for individual departments. If we had to get everything concrete at this point before publication, it wouldn't have taken six months, it would have taken five years, you know. So, in a way, it was more prompting each department to, okay, these are the areas you need to be thinking about, putting in a set of work, and then putting in, and then once we publish it, pushing them in the right direction. So that's why I spoke about the next steps and the importance of having that by and early, so hopefully they can actually carry this through in the next few years. Did that answer your question? Sorry, there's a bit more. And I think that's a very interesting point you got there, by the very action of publication, you are putting a line in the sand for the institution, even if you don't know what you're going to do next.


I'm back with another one, huge shout out to everybody tuning into this video and if you aren't subscribed, make sure you smash that subscribe button. You see the title, you see the thumbnail, today we're doing Door Dash. This is something I've never done before. So I'm going to let you guys know my honest opinion on if I think I would do it again or not and not only that, we're doing it in the Vedic chain. So if you liked this video, smash that like button and if you are subscribed again, make sure you smash that subscribe button. Our first pick up is at Jewel Osco in Gurney, Illinois. The whole trip is going to be four and a half miles and we're going to get paid $6 to do it. So we're going to go in here, grab this stuff and I see you guys when we get out the store. Boom! We secured the bags. The bags are on the back seat. What actually happened while we were in the store, another one came up. So we're just going to try to kill two birds with one stone and add an extra $3. So we're going to try to get this so we can get this hot $9. So I see you guys when we jump off our first order and then on our way to the second order. So you guys want to make sure you, oh, that's my guy, one of my vet bros right there. You know, he just weighed them.  I mean, if you got a vet that you know, if not, then you don't know. But I see you guys when we get to the house, 36867, I'm pulling up in this thing. 36867. They got these big houses back here too. They got that big money. 38. This one right here? The destination is on your right. This is it. All right. Should I back into the driveway? No. Oh, we hear guys. See what happens. But we dropped off the first one. That went very well. The lady liked the car. So hopefully these start tipping us more. Maybe it's going to tip us left because we're in this car, but we're going to see we're on our way to the next one. So I'll turn the camera back on after that one. Then we're going to go back to the prime location and get that done. Pulling up to the second address. Wow. Here we go. They ain't going to be able to see the car this time. So I don't know if I'm going to get a reaction. It's the second address. So we just made $9 real quick. Plus the base plate. So I already don't know how this works. So I'm just going to let you guys know. So we just got one to come in. I don't know if you guys can see that. Walmart 11 items, 3.2 miles for $2,075. I'm going to decline that. It's not enough. Fettuccine. So I'll let you guys on the next one pop up. Ring a ring, ring another one, $6,050, go to Portillo's, 11.4 miles. They are out of their mind. I'm going to decline that. That's just too far. 11.4 miles for $6,050. That's not enough. Wamski. We just got one. We're going to Walmart for one item for $4,025. And how many miles? I forgot. But we're on our way to Walmart right now. So I'm going to click this back on when we get back into Wipski, baby. Getting this money, making these moves. We are here at Walmart getting the items. Well, it's only really one item. So I'm going to let you guys know how this goes once we click back on this camera after we come from inside of Walmart getting this item. I know the video is not as best as it could be, not as good as it could be. I'm working on that. If I'm going to start doing it, I'm going to start doing it a little bit different. So this is actually my first time. So I don't really know what I'm really doing. I'm just doing it. That's the thing about life. When you want to do something, just do it and figure out as you go. Don't try to wait and procrastinate and say, oh, well, I got to think about this and all.  Just start. Just start. That's all I want you to do. If you have a goal or you want to do something, just do it. Just start moving in that direction. Everything else is going to come along the way. Don't make no excuses. We want execution, no excuses. So make sure you guys keep that in mind. I know I'm giving you all the pep talk right now, but I hope this reach someone that really has been thinking and contemplating and procrastinating about doing something. Just do it. Don't worry about nothing else. Just do it. You wouldn't believe what this person's got.  You wouldn't believe what this person bought. They just bought a box of candy. So they're doing all this for a box of candy. I'm not going to buy this. A $1 box of candy. That's the reason why they got this. Yeah, I'm turning right here. We are here to drop off the candy. I can't believe somebody paid this money to go for some candy. He must really want this candy really bad. It's crazy. Now we're switching locations. We're getting closer to home. I know we made no crazy money yet, but we're getting closer to home. So I want to switch locations because we had to go drop off the candy at a closer to home area. So that's where we're going now. So now we're going to go to buy this Walmart and walkie. We're going to go buy the Walmart and see what happens. We got a good one, guys. We got a good one from Denny's. So we have to go to Denny's, pick this order up, and it's literally a mile away for $5.25. So we're going to Denny's right now. We're going to corner pretty fast, buddy. We're going to Denny's to pick up his order. I'm kind of wondering where they are because I had to use the bathroom. But they don't get this money, baby. We got the bag. Now we're going to go get the bag, the $5.25. To be exact. The one thing about this is actually the first time we actually even did a full one. So the other one, everything else was like a jewel. And what else did we do? And Walmart. So this is the first full one and it's not that much food. So they must have been home. They're trying to eat. And maybe they don't want to come out the house. So this is what we're going to do. We're actually almost there. We'll be there in probably one or two minutes. So less than a minute. We got that $5.25. That was less than a minute. That was sweet. So maybe I should stay around here for a little bit longer. But it's like a give or take because someone who ordered something from this area, they may want to go all the way back to Guerni. We just kind of considered Guerni but it's Guerni but it's Guerni but it's Guerni but it's Guerni. But for those of you in the area, you kind of know what I'm talking about. But all we had to do was drop this off at the front desk. I'll get that $5.25, baby. See what else pop up. Oh yeah, one more thing I forgot to tell you guys. The website is up. So if you want to redefine the brand merch, go to the website. The website is redefinedtb.com. Or you can send me an email, redefinedtb.gmail.com. We do have the pink R for breast cancer awareness going on right now. We have the blue R, we have the red R, we have the all white letters. If you want to custom or just let us know it's going to cost a little bit more but I can't give you some custom stuff. So if you guys need anything, you go to the website. If you want custom, you can send me an email. What happened? You had to take it to the room, didn't you? Yeah, and they don't let you use the elevator because you have to have a car. I had to go up all three flights of stairs. See, I thought it was going to be a sweet $5.25 but it wasn't. But they out of control for that. I just want to let you know. They did say leave it at the front desk though. What happened with that? It doesn't, it says leave it at my door. Oh, so you have to have a car to go on the elevator. I got this, what is this, what is this hotel, just to marry out of time? Oh yeah, so that's what happened with that guys. But let me tell you this.  The reason why we have, we have to do it in my business partner because I haven't been cleared yet. Because me and my dad got the same last name and my dad passed as low, you know, low skeptical. So, because you got to do a background check when you do this. So, I think that they try to just clear that up. So I still haven't gotten approved yet. And also, another thing that's good about the app is it actually goes by your car size because we had a few orders that were bigger orders like 96 items and stuff like that from Joel and Walmart. That is for more for SUV versus me using this car. So, we couldn't do that one because we didn't have enough room. But that was $15 though, or $14 or something like that. So that was these, and you supposed to just drive and pick up. But the one thing I'm starting to notice about the grocery stores and all that stuff is that you have to go in there. You don't just get to pull up and they just put stuff in the car like, you know, when you do the delivery, the thing over the app. When you have to go in there, you have to find the stuff where they gave you the stuff. But sometimes it takes them a lot of time for them to do that.  So, did we get some extra money for that one? No. I mean, we got the 525. But you had the extra size though. You had to go upstairs to that. I don't know about that 525. I mean, it was cool. It was the driving part was cool. But, you know, but hopefully we get some more soon. I would just tell them this, we might get some ones in Gurney. We might have to go to Gurney. You know what I'm saying? Because we kind of in the middle of both. So we don't know what's going to happen. But it's about to be lunchtime.  But everything is closed by. So if it was me, I'd just drive myself. But no teachers on. So after doing some investigation, we have made $19.50 so far. Now, my partner said that this is what we're going to do. Next Saturday, we're going to take her vehicle. We're going to go to Liberty View early in the morning. Like you said, 7 or 8? Like 7 or 8? Probably 7 in the morning. So after I do my exercise, I'm going to get dressed and then go straight out there. Because they got that guacamole out there. So it's going to be a little bit different. They got that feta cheese. So we're going to see the difference. We were going to go to Liberty View before. But our area, it's like it shows you when certain areas are hot at certain times. So our area had got hot by the time we had left. So we just stay here. But next Saturday, we're going to go up there. Or we're going to try something during the week. We're going to try something during the week around lunchtime. What about that? Try around lunchtime. So it really all depends on the location and where you are. So if you are in everything, it's like boom, boom, boom right there. It's going to make some good money. But $19.50, we're out here for like an hour and a half. So at this point, I don't think it's worth it for me right now. But we're going to try it next Saturday and see what happens.   So I'm thinking it's going to, I think it may pick up. I don't know because it's lunchtime, but it is Saturday too. So I think that it'll probably be better on a weekday versus the weekend. I just found out another thing. We just declined it, so we skipped that one. So if a lot of drivers keep skipping it, then we got another one. So $675, Walmart, $9 items. How many miles? One mile? We got to look at this thing because they may be trying to finesse something a little bit. They're right on top of each other. Yeah, we're doing that. $675, one mile, nine items. Let's get this money, baby. We were literally across the street. So we have to follow the orange pickup line. So we get to pick this up. We're just going to pick this up in the car this time. They're going to load it in. They're going to load it in. The nine items. Yeah, baby. Parking number three. Parking number three. They're picking this joint up. They're looking at the Vetski. I see y'all. They're getting this money, y'all. They're going to be driving around in this, too. Another thing I can say is there is no way if you have a vehicle that used to be broke, because you can do this. Or you needed some gas. There was no excuse. And there's not a limit on how much money you can make here. This is up to you. You about to come get an order right now. We're securing that bad. Thank you. Huh? Huh? Yeah. I'm going to change the tire stickers, put new tires on it. I'm going to switch it up next year. I'm going to get it wrapped and change everything. I'm going to get a tune and all that. 305s or 285s? I couldn't tell you. I got these tire stickers on it. I don't know. They think... There's something right here. I think they're pretty wide. Yeah, they're pretty wide. They're pretty wide. I like C6. Oh, you do? Yeah. They're nice. I like the C7s. Yeah, thank you. That's my favorite, man. The CX are cool, but I like the C7s better. They're really nice. All right, thank you. See? He got a C6. See, that's what I'm trying to say. A C6 Corvette. Don't be judged by people just because they work somewhere. He riding around in the vent too. Working at Walmart. Doing it. Wow. We just made it here. There's a lot of confusion because I went past the place. I had to bust U-turn in this heavy traffic place. Do a U-turn. Then I missed the turn and I had to do another U-turn. Then do another U-turn. But we're here. So that's all that matters. We're here. I don't know if we got the fast time or not, but that was a good little amount. It was only nine items that you guys saw. But sometimes you guys got to keep in mind that when they say nine items, they may mean nine bags versus just nine items. So we just got that $7 tip, baby. So we got $9.75. That's what I'm just telling them on the camera, right? So this was the best one, though, because it was literally right there. They loaded it for us. It was only three bags and it was running and it was almost $10. The thing is this, though, right? I was thinking that this is going to be a perfect area because it's an old folks area. Some people can't. Some people can't. We got another one. $4.25. For less than a mile. Tropical smoothie. $4.25. Two items. Two items. Less than a mile. Less than a mile. We're going to get this money, baby. I hope I don't have to do all these you-turn stuff. But I was telling them, right, this might be a perfect, this might be better than Guerni because the old folks home right here and a lot of them probably came, a lot of them probably got walkers and stuff or ain't nobody come to get them, to take them. So they could just hit us. And we got the plug in there now. We got the plug because somebody working there. We might really get, we might get, we might get, skip door dash all together just do our own little thing on the side. But yeah, about to go get this tropical smoothie which is literally right here.  Oh yeah, we about to get some subscribers. We need some subscribers, too. We need it all. Oh, new socks and drawers. See y'all when we get there. We're here. Hopefully we got this food ready so we can make this bow 25, baby. With this during the round. See, it's a good end. It's good to have to be, see the one thing about us, we always split everything. So if we make the money, we split the money. But it's good to have somebody drive and then somebody pick up because it's in and out, in and out. So the next one when she drive, when we take the SUV, I'm going to do all the running. So that's how we're doing. We're trying to get this money. I'm going to say that we could possibly make, I want to try to make $100 today. I don't know. We've been out here for a while, but I think that we got a better location now. So it may work out good for us. We're going to see. But I keep you guys informed about everything. We definitely going to give you guys a grand total at the end. One more thing I would recommend. I would recommend you first eat breakfast. I haven't eaten breakfast. It's 12 o'clock now.  I've been drinking that alkaline water, baby. I shouldn't eat most of them because they ain't sponsoring this video. For anybody who wants to sponsor the video, make sure you go ahead and email me at roamshousefuge.gmail.com or you can even email me at redefinedtb.gmail.com. But I do want to say, you probably should eat breakfast and also if you're not going to be at home, pack a lunch. Because what you don't want to do is go out trying to make money. But if you spend the money where you're trying to make money is just don't go hand in hand. So you pack your little sandwich, shift something like that, some light. Pack your lunch and drive around and get this money because if you don't, see, like, we're tropical smoothie right now and I already want to buy something. Because that's my little spot. You know, that stuff be banged. If you got something in your area, you want to make sure you try it. But pack your lunch. That's probably a great idea for you to pack a lunch so you don't spend the money that you're making. Another thing I just noticed, the restaurants can mess up your time. Because she's been in there for a good, like, five minutes. And they still ain't made this order yet. See, that's how I'm sending message after the time in which we can make more money if we're faster. So it's possible that we came here too fast. So another thing I want to say, if you got to wait 20 minutes or something, I'm not waiting. I'm sitting here waiting. We can do something else. You know, decline that when it moves on to something else.  So think about that too. Oh, I just got the message. I sent the message. They didn't start before we came. So we came too fast. So that's going to take our time off. We'll see what happens. We are here. Hopefully they give us some more money. Tropical smooth, you got to get it together, man. You messing up our time. We supposed to be getting some more money for this. So what's going on? We still trying to drop off the tropical smoothie. But he put the address, but he didn't put the apartment number. He didn't put the apartment number on here. And we only just want to leave the food right there because we may mess up our score or something. But we did text it and we did call the number. The number doesn't work. So now it's like, are you just supposed to leave or what? We did take the picture and all that stuff and left about the door, but I don't know. So if you're doing door dash, if you're the one ordering, make sure you put the apartment number or something because, you know, we just sitting here. She had to ring all the doorbells, making people dogs bark. Now what is this? 1075 for what? Put away for nine miles. Oh, they out of their mind. Out of their mind. One of them, oh, by the way, why was that a tropical smoothie? One of them was from Gangstop. If you're off of me with the area, it's from Walkegan to Kenosha. That's probably 20 miles. I think it said 12, but you got to remember, a village like this is where they say, as the crow flies, it's like, if you were an airplane or if you were a bird and you flew in the air, you didn't have traffic, you didn't have turns, you didn't have traffic. Yeah, I'm not about to drive. Oh, we got nothing. We got to ring and ring and ring and baby. We're going off the meat rack. No, man. See, the thing is, once you get these sweet ones, once you get the ones that, you know, right around the corner, it's like, you don't want to take the four miles.  But dude, finally, he didn't, he didn't need to be tipping us for that.  But anyway, we'll let you go, now it's go, when the next one come on, it's going to rain like, pretty soon here. Shit. Excuse, I'm not sure if the audience is going to be good or bad, but I do know that I had to, I had to charge the mic, because it was real low. So, we've got another order for Popbelly. We have to go two miles, but 1.9 miles, is the whole trip for 4,075 cents. And we have until 1257 to do it. We're actually pretty close to Popbelly.  So, if we could do it faster, then we could probably get a little bit more money. So, that's the plan. Oh yeah, and I got one of these. Tropical Smoothies. Gave us some energizers, need some energy, need some, because I haven't eaten steel in this bottle for one o'clock. But I said you gotta pack on lunch. Yeah, we don't know where to popbelly now. Another thing I was going to say, don't try to rush too fast to get there, because it takes some time to make stuff. Especially, people in tropical smoothies, I mean, I don't even know what to say about them.  Ice steel, get stuck in the straw. Then they're kicking the ball ball, some girl in there with a friend. I just got to get it together, man. Get it together in there. That's what I want to say. See, she's playing. She's playing. She's playing. I didn't put, since we've been doing this, I didn't put 33 miles on my car or something. I'm doing it just to make the content, because believe it or not, I would never in life waste miles on this. So, we're here at popbelly parking right now. I have to go and grab this food. See you guys when we get outside. I'm scared to come outside. You know I'm having a night and day. Got this food scheme. Go back to where we just hit. We got that food. We're on the way to go get this 475, baby. We just get 575 or something. See y'all when we get to the house. We are here. It's kind of a suspect, because there's no, there's only one car here. Maybe I should go.  Gonna take you down. If you don't come out in three minutes, coming in late. Boo boo boo boo boo. We are back in the big heck of with that 750 Walmart 22. I don't know man. I'm not going for a dollar a mile. Why would they order something from Walmart and walk in and go live with you? Doesn't really make sense to me, but hey, to Walmart. But I do want to say this. This is like a perfect little thing for teenagers or something. You know what I'm saying? Maybe, I mean, for grown people too, but I think you have to just get the right, you have to be in the right area for it to work out for you. So, it's actually a bunch of art right there. Oh, you had a bad car from the back. And it was a doctor. Well, hopefully doctor, whatever his name is, give us some action. Oh, here we go. Hopefully she give us some more of that money. It literally was down the street though. They did my, they did my trouble smoothie bogey. I can't even drink. Look man, they're talking and all that. Playing game. I did five. Them all for 750. Walmart floor. That was 11 miles away. Get it out of pocket for them. Hey everybody, south to my doctor out of Vancouver, we go subscribe to his YouTube channel. He's a rapper. And I'm actually going to talk to him about making the song, so I can be putting his songs in the background in my videos. Like we got the the fourth pretty thing in the back and all that stuff. So I'm going to let him about that. I'm turning this way. Oh, we got, oh, so we just, this is, we started doing that thing yesterday. We got the app and everything, right? It's supposed to send a bag out, but we said, forget the bag. We got Sam's club bag. Let me use that to keep the full one on. How much is it for? Six. Six. Yeah, we need that little six. That high six. We're having more technical difficulties. Someone put the wrong address in. The address that they put in doesn't even mean, they put 78 in this. There is no 78 here on the street. So now we have to go to different, knock on people, different people's doors to find out who pulled it is. Four houses later, we finally figured out who pulled it was. Just like that. We are stacked in the, this time it was ready for some reason. We had it ready this time. Dumbass GPS got us on the wrong side of the street and it's a big street's grand. So for those of you familiar with the area, it's grand. It got us on the wrong side of the street. So now we have to go back to this. Let him go all the way across the street. So, I guess you gotta deal with that too. So, we're here back in Germany, right? Which is, supposedly, is 275. Are you able to Walmart? 66 items. For 275? I think they online. What's wrong with these people, man? It's way more traffic over here too. So this is about a mall. By our mall, if you're not familiar with the area, it's by our mall. So, I'm going, we're going back to where we were just said before. We probably shouldn't have, oh, oh, by the way, we think we got four more dollars from the people we just dropped off to. Because they said $18, other than $22. So, we got, I'm quite sure it had to be them, unless it was somebody else. But I think we got four more dollars. So what we're gonna do, we're gonna go back to where we were at. We're gonna go back to where we were at. We're gonna get Chipotle so we can eat. Then we're gonna try to catch one on the way, one on the way home. For the last one. That's the plan. Was this one worse than though? Was it? I don't know. It was highway. It was highway. It was highway. Yes. We got to go faster and all that stuff. We had to go through all this traffic and everything to get over here, which is not their fault. It's the GPS fault. And if the four dollars was for them, it was like $14 trip. $14 trip. For how many miles was it out? Like 12 miles. It was 12 miles. No, it was nine miles, 12 minutes. I think it was six miles. Think so? So this is actually pretty fun because you're trying to beat the time in everything so it's pretty fun. I think that place, the other spot is better to me because here they want you to give, they want you to do a lot more for less money. There we went to some spots and got five dollars and four dollars and some. And we got a $7 tip. That was that was the best one we had so far today. So how much we got for this because we stopped it and it started again because we were going to eat the four but we didn't want to miss the crunch time but it stopped almost two o'clock now. So we're about to go get food.  One thing about me that money keep calling me that money calling me and I got to go. So we're running late for this. We don't even, we didn't get the food yet. It's terrible. This traffic is critical. And it's been like this for at least how many minutes? Five minutes? Yeah. Everybody trying to go trying to go to fight what it's called? The fight first. Six flags. We shouldn't have came this way. But it is what it is. Traffic. Traffic. Looking for my chaftain. There's a four man. We literally just got here. That traffic is critical. I didn't know none about the right face. I know it's a big thing. I don't really like this place myself because I don't really do height but it's crazy. It's super crazy. So that's what's going on. That we're for sure we're going to be waiting late. So hopefully they don't give us like I don't know if they go by stars or anything. Hopefully they don't give us anything yet. But we're going to see we're actually at about 53 miles now that we drove today. The gas is one notch above half. And honestly it's not it's not bad to do. Honestly I would I wouldn't mind doing it. You know you just take some time chill relax. Just do this. He's trying to look at the car. He almost hit somebody but not that bad. Make sure you bring a lunch. And other than that it should be here. She's about to get in the car for food. I'm about to drop this food off. Hopefully we don't have to go that way. Hopefully there's a way to get out of this. Traffic. Because the traffic is red dead cold. Just dropped off the sub-wizzle. What is that one? We're not we're absolutely not going by stars. It's like that's not happening. I'm a boy that it don't cost. So now we're going to try to make our way to Chipotle unless some just come pop up. We're definitely not going back that way. It's not worth it. We were already late to that one. Very late. Probably like like 10 minutes at least. 15 minutes. But it wasn't our fault. It's driving. They did the right thing about getting door dashed. So we got to Chipotle as you guys are seeing it back. We just got one and then ring and ring and ring just wrong for Buffalo Wild Wings 4. How much is it? $725. How many miles? $4. Some miles, but it's going towards home. So we're going to take this one. This is going to be our last one once we're done. Time to get to $235. I think that it's a good thing to do here at Spare Time. It would be way better if we were using like regular oxygen.  It's weak. And we're using a regular car. Like if we used like if you had like a low Honda or like a Prius Prius to get you together. You can make good money. I also believe that you have to come out at certain times. Certain times it's going to be more than the other time. And it probably will do in a location. So everything matters. We're pulling the Buffalo Wild Wing right? Buffalo Wild Wing. Pulling there right now. And we're back. We got the Buffalo Wild Wing. Should I go out the way I came in or go straight? Okay, yeah. Get busy going here. I'm turning on the wrong side of the thing. Drop this Buffalo Wild Wings off. Easy to pull and relax for the rest of the smoke. Relax for the rest of the day. But yeah. I think there's honestly I don't mind doing this. It's not nothing I remind because you get to be by yourself if you want to be. If you don't want to be bothering nobody, you can just do this by yourself in your spare time. You know, as long as you keep some gas in your car. See people just over here tweaking man.  Why would you do that? Y'all be. What's going on? I missed the light playing with y'all. You gotta deal with a lot of goofballs. So just keep that in mind. Keep the mind of time on that day because you might have to deal with some traffic like we had to deal with. I didn't know about the fight first. If I did, I wouldn't never went that way. But all in all, I think it's kind of decent. How much we made so far or you can't see it. Well, after we after we drop this off, I'm going to talk to you guys. See, y'all see that person walking in the back? So anyway, I let you guys know how much we made today. And yes, I will. I'm actually going to try to do it. We're going to do it. We're going to try it next week. We're going to see the difference in how much money because the girl I was watching, I'm not sure her name, but she'll shout out to her. Once I find her name, I'll let you guys know. Huge shout out to her. Watch her do a doordash on YouTube. That's how I even thought about doing all this. But she was making like 80 some $100 a day sometime. So but she had like a lot of like orders like McDonald's Burger King Taco Bell stuff like that. KFC. We had a few grocery grocery runs, but I do think this is going to be a good location. But we have to see once we go to Libertyville where they got that guacamole. We'll get them a strip at their main strip area where they got like Whole Foods and all that stuff. Early in the morning, I think it'd be good. Also, we kind of kind of figure out what time of the day would be best. So we got to figure that out too. Just like takes forever. See you guys see whipping up right now. Well, this one is the right address. That cup stuff. I think this is it. It's got to be that house. This is it. They had the mailbox. They tweaked with the mailbox. Oh, maybe it's both of them on the same side. Yeah. Okay. Go ahead. We here. It's the last one. I must say it wasn't that bad. I hope you guys enjoyed the video. If you like me doing this type of stuff, make sure you smash that subscribe button. If you aren't subscribed, also smash the like button. If you do like the video, I also want you guys to come below and let me know if you like if you want me to continue to do this to see how much we can really make. Maybe I can do maybe if you guys like it, maybe I can do a how much you will make in one week type of thing. If you do it kind of full time, I'm not going to do a full full time because just come below and let me know how many hours you want to do it and how long you want to do it. I hope you guys enjoyed the video. Again, if you're looking to get some of the merch, go to redefinedtb.com and grab the merch. Also, if you're looking to buy a set of any properties, you can always email me at romshouseofviews.gmail.com. I'll see you guys on the next one. It's realtorome.