Hi, how's everybody doing today? I'm your host, Rich, and we have Rich TV Live with our very special guest, the CEO of Merchison Minerals, JC Popvin. How you doing today, JC? I'm Rich doing very well. Very good. I'm happy to be here. Yes, and I'm very excited to have you on the show. Please, JC, why don't you tell us a little bit about yourself and how you got involved with Merchison Minerals? Sure, that's a good question. I started picking rocks when I was a tiny little kid Ultimately, became a geologist, worked in mineral exploration, did an MBA, I worked in a ferro alloy business making metal, you know, by melting rocks, migrated to the investment community. I became a top-ranked gold analyst and got to visit most of the gold mining areas around the world, did very well. Then in 1994, which was a long time ago, basically started Pangea Goldfields, took it public. We did some exploration and made discoveries in Peru, Mali, Tanzania, Kenya, worked in South Africa, even worked in China. The company was ultimately acquired by Barrick in 2000 for $204 million, which was at the time was a lot of money, it still is, it's still a lot of money. Meanwhile, I was also running another company called TMN Resources, and we were basically in the titanium mineral sands business. So we're looking for Zircon and titanium and most of which goes into the manufacturing of a paint, you know, pigments. So that work was mostly in Kenya, we made some significant discoveries and while that was going on, I brought in some serious, sorry, senior managers to run the operation and then I got attracted because of my gold background. I got attracted to a potential for gold in Central Africa. So we started a private company looking for gold in South Sudan, Uganda, Rwanda, Burundi, and so on. I identified, the geology was very interesting, but I wanted to come back to Canada, so I took the company and basically merged it with many quagga minerals about six, seven years ago in 2014. So we kept the name Merchison from the private company and brought our team and so on and took over management of many quagga minerals and then many quagga minerals had basically two assets which we still have, one being the Brabant-McKenzie VMS deposit in Saskatchewan and the other one being the HPM project in Quebec, which is basically nickel, copper, cobalt focused. Fantastic. The VMS type Brabant-McKenzie deposit which you touched on hosts 10 metric ton resources of high grade zinc in both inferred and indicated category. If you were to convert it to gold, which is a more familiar commodity for investors, how much would it be? And please note that for the viewers that other mining companies who have the same or lower deposits are currently trading at a market cap of 60 to 100 million dollars. That's a good question, Rich. The Brabant-McKenzie deposit, it's a VMS deposit that's originally came into being through volcanic activity a long time ago and it's extremely well located. It contains mostly zinc, copper, silver, a little bit of lead, a little bit of gold and it's really, really well located. Okay, so very good infrastructure, basically Northern Saskatchewan, right next to the road, right next to power lines and solvents. Now, technically, we should not add inferred resources with indicated and measured. However, anybody can do the math and let's just be inferred is a 7.2 or 3 million tons of inferred resources and be indicated is about the difference over 2 million. So we just need to do some infill drilling to be able to upgrade the inferred into the measured and indicated category. So that will happen. But if you just take the metal that's contained in these two categories, if you're interested, you add them up and you can apply the current commodity prices of prices of zinc, price of copper, price of gold to the individual mineral percentage times the tons. You end up with, on a combined basis, using today's, like this afternoon's commodity prices, the total is about $2.9 billion of metal, assuming 100% recovery, which is obviously not going to happen, but it should be quite reasonable. So if you take $2.9 billion Canadian dollars, divide by the current gold price of $1,800 or so converted to Canadian dollars, it works out to be one and a quarter or so million ounces equivalent. You know, so I mean, it's just for illustrative purposes, but it's a significant resource and it's still open for additional tons and even improving on the grade. So it's a real big asset. And when you put that in the context of our current market capitalization of $8 million, you can see that the company is very, very undervalued in the industry and that's just one asset. The other one being the HPM project in Quebec, which has huge potential and I guess we'll talk more about HPM in a few minutes. Fantastic. We love to identify undervalued, underappreciated, underexposed opportunities based on your experience and the fact that you've already done this before leads me to believe that you can do it again. So in your corporate materials, you mentioned that your HPM project has great resemblance to the Voise Bay project, which we know very well. We've talked about this project before. Everyone knows the Voise Bay nickel mine in Newfoundland. It is one of the substantial mineral discoveries in Canada. Can you elaborate on the similarity of the two projects and what makes you think the HPM will become the next Voise Bay? It might be a little bit presumptuous if I will find something just as big as Voise Bay, but when the first exploration took place on Voise Bay by a government geologist, he went around, he saw this big gaussian area, which is basically a big rusty rock. And he says, if you have rust, that means you had some iron. And if you have some iron, maybe you have some metals and so on. And that's how Voise Bay was first mapped. That geologist took a whole bunch of samples and basically sent them to the lab. And they all came back negative, like there was nothing in these samples, which was a little bit surprising, but that's what it was. So Voise Bay basically just stayed there undiscovered, even though everybody knew that was this big gaussian. So Diamondfield's geologist essentially were flying by in their helicopter. And they said, oh, look at this gaussian. Let's stop here for lunch. And they dropped down and we're eating their sandwiches and banging on a few rocks. And lo and behold, there's Calco Pirate all over the place, which is copper. So that's how it was found. And the other point I'd like to make is that nickel deposits are basically, they're all unique. And they're all, so to say that we're going to be right, we have something that's identical to Voise Bay is again, very presumptuous, because no two deposits are the same, and exactly, particularly in the nickel business. But why are we so interested in HPM? Well, we have a dozen gaussian areas to sample, and some of which have never been sampled, because just because they're a little bit difficult to access, we have some fairly steep hills. And the other really, really intriguing point is that, although there was a lot of exploration, you know, from around 2000, 2001 and 2008 or so, it's basically the only expression that's occurred, the serious expression that's occurred in that area, and which is in fact, located about 60 kilometers to the east of the big meteor impact called the Menekwaga crater that happened about 2,000, sorry, 215 million years ago. But the really interesting point I have to make I have to highlight is that of all the samples that we've collected last year and this year on the property, there was not a single sample that had no nickel, no copper, and no cobalt. Every single sample had some values. Now, not necessarily commercial values, but there is each sample had some trace of nickel, copper, cobalt, and some of them were at pretty decent grades. So that bodes well for exploration. Now, given those very encouraging results, we did an airborne survey for the magnetic signature of the area back last fall about a year ago, and then we followed that up with what we call a VTEM survey, which is another technique of exploration and identified pretty close to 50 different EM conductors on the package, on the land holdings. And by looking at the signature, relative strength of these anomalies, which in fact are shown on the corporate presentation, but we have posted on our website, which is basically slide number 15. It shows all the various conductors that need to be followed up. Historically, there's only basically three of these 50 targets that have been seen, any drilling whatsoever in the past, and the bulk of the historical drilling has been on the iron bar prospect, which confirmabilization down to about 180 meters. But that survey, that VTEM survey, showed quite a few really, really strong, powerful electromagnetic conductors, and those are shown in fact on slide number 14 in the same presentation. And when you see the red bullseye on that map, each one, if you see a signature called channel 45, which is the strongest relative strength of the anomaly, it basically, it tells you that there's metal there. Now, what's the metal content or form? Or is it iron or pure iron? Or is it nickel or copper or mixture? Of course, you have to go and sample it and drill it and so on. But the fact that we have so many really, really strong, likely metallic type deposits bodes really well for exploration. So that's very exciting. So right now, we did some exploration in field exploration in early June, focused on what we call the PYC target, the PIC. And we established that the conductor extends for at least 1.7 kilometers. And it's up to 59 meters wide. And the geophysics that we did back in April, when you do the modeling, it shows that the signal goes down to at least 300 meters, which is a good start. And that's probably the limit of the technology and so far. So the interesting mineralization probably extends a lot deeper, but we have to drill it to find it, to prove it. But when you do the math, you take the strike length, you take the width, which obviously is going to vary. That said, we managed to establish up to 59 meters. That's not to say it's all 59 meters, but it's quite significant. And the very high specific density of these rocks, when you have metal, they're quite heavy, so it doesn't take much of a volume of rock to make a ton. So we were confident that by doing some drilling, and we're planning to drill PYC this shortly, like in the next few months, we certainly hope to identify a significant tonnage of what we call inferred mineralization that contains nickel, copper, and cobalt of interesting values. So we have sampled this body systematically on surface. There's no reason to say that it won't continue at depth. So we're really excited about that. And the sampling of some of these other targets that we have identified proves that there's nickel, copper, cobalt everywhere pretty well. So it's really, really exciting. So we're quite anxious to get this drilling going. Yeah, absolutely. And we love here at Rich TV Live to find these exciting opportunities before everyone else. That's really what we do best. Now, what should we expect from Murchison in terms of muse flow within the next six months, and what are the short-term and long-term milestones that you are expecting to achieve? That's a good question, Rich. We are planning to do this 3,500-meter drilling program on the HPM project, particularly on the PIC. We hope to drill a couple of holes in some of these other targets at the same time, time permitting and weather and so on. And the idea is to confirm that we have a large body that's mineralized at that PIC. And we know that the iron bar prospect, which was drilled with about 30 holes, so it lies only about one and a half kilometers away. That's been drilled for 300 meters by, as I said, 280 meters at depth. And with some very nice nickel values up to 1.74 percent nickel over 47 meters with a good copper and cobalt. So we basically plan to find at least one, if not more deposits. And so that will go into the muse flow. We have to drill it. So we are working hard right now at lining up a drilling company, which is we're in the process of signing a contract. We've lined up a helicopter, a base of operation for the team. And we've also started to do some metallurgical work on how to recover this nickel and copper and cobalt out of the material that we collected back in June. So they'll be part of a muse flow. The drilling results, the metallurgy of the rocks that we find in this area. So that will probably take all of our efforts and concentration over the next six months to do that. That's not to say that we're forgetting about the Brabant-McKenzie deposit. And the best time to drill the Brabant-McKenzie deposit, in fact, is in winter. So we hope to be able to do some of the sinfield drilling to expand the resource and also increase the grade at Brabant-McKenzie this coming of February, March, six months from now. Fantastic. Now here at Rich TV Live, we love to understand the fundamentals of the company. We love to interview the CEOs. We love to really understand the share structure. Can you speak a little bit on the share structure and how the company plans to attract more institutional as well as retail investors? Yes. So we have 109 million shares outstanding. About 30% of the shares are held by one of our directors, Don Johnson. He's been a great supporter and continues to be a great supporter. So I'd say another 10, 12% is held by a couple of institutions and the rest is essentially retail. So I'd say maybe 45% is in few hands and the rest is retail. We are trying to tell our story on multiple platforms. And as a former analyst, I have some ideas on how to do that. But it's a very competitive world out there. The industry is filled with literally 3,000 or so exploration companies. It's hard to get the attention. But if you have a good project, you'll get that attention eventually. But for instance, later this week, I am giving a presentation to one of the recognized brokerage houses in Toronto. And I gave them a presentation just last week and their analyst certainly liked the story and he wants some of his team members to hear. So we'll be doing that again. But that's a process. It's an ongoing process. You go to give presentations regularly. There's a PDAC conference in next March. There's other conferences that we attend and publications and so on. So it's a work in progress. Fantastic. And hopefully we can help you gain more exposure with retail investors here on Rich TV Live as well. If there was one thing you would want shareholders to know about merches and minerals today, what would that be? Well, most CEOs will tell you that their company is cheap. In our case, I can prove it. But we have a substantial resource in Saskatchewan that the rabbit begins to deposit. So this is not just wishful thinking. We're looking for to find something we have found something. On the HPM project, there was some drilling on the iron bar to basically deposit. It needs more drilling. But what we have identified here is the PYC target, which is just nearby. It appears to be about five times the size. So that's really, really exciting. And I believe that we can develop some identified block off, some substantial resource. And we should not forget that the PYC target is located strategically within eight kilometers of an active railroad. It's about 30 kilometers from a 35 megawatt hydro dam that has no customers. So the iron mines in the area that were depleted and everything is gone. So there's this hydro plant that's just sitting there owned by Quebec Hydro. That would be a fantastic source of power for future operations at the HPM. And also this railroad goes to Cartier. Quebec Cartier is basically on the Gulf of St. Lawrence. It's only 225 kilometers by rail. So fantastic infrastructure, hydro power. You're in Quebec, which is very Quebec, sorry, very mining oriented province, very supportive and excellent logistics. And then so far as transport is concerned. And so we're dealing with metals that are in the limelight today, you know, nickel, copper, cobalt. You need these metals to make all these electrical cars and these batteries and so on for this new economy. But we're entering into so it's a fantastic mix of assets. Fantastic. We're going to have investors that are going to see this interview from literally 100 countries that are watching Rich TV Live. And what is the best way for those investors to get in touch with the company if they have any questions about mercheson minerals? Well, the easiest is to look up our contact information on our website. And basically the email address is info at merchesonminerals.com. Or you can contact me directly. It's JC Potvin at merchesonminerals.com. Fantastic. Well, first and foremost, I want to thank you for joining us today. JC Potvin, the CEO of Mercheson Minerals. And before I say goodbye, I must remind you guys that Rich TV Live is strictly for information and education purposes. Please do your due diligence, do your research before you invest in anything that we talk about or discuss here in Rich TV Live. In saying that, I've already taken a look at the stock. I've looked at your market cap. I've looked at your background. And I believe this is extremely at eight cents undervalued, underappreciated, under exposed opportunity. If you like these videos, please smash the like button, comment down below, share the video everywhere, and subscribe. And if you're not winning, you're not watching, we're bringing the winners and we're bringing them to you first. Thank you for joining us today, JC. Love to have you back on the show again soon. It's a pleasure to be able to participate. Thanks, Rich. Keep up the great work. We'll be following your story very closely. Once again, the CEO of Mercheson Minerals, JC Potvin. This is Rich from Rich TV Live saying, have a nice day, everybody. We'll talk to you soon.


Good evening as friends, welcome to the Hindu News Analysis by Shankar AS Academy for the date 17th of November 2023. Displayed here are the list of news articles that we will be going through today. Before getting into the discussion, I have an important announcement for you. The announcement is regarding Prelims Test Series. The pre-storming batch 3 is about to start. The details regarding the test series are displayed here. I have also attached the link to the registration form in the description. Make use of the test series to boost your Prelims score. With these announcements, let us start today's discussion. Take a look at this editorial article. This article talks about the recent guidelines issued by the National Medical Council. See, there was a long-standing issue regarding the prescription written by the registered medical practitioners, that is the doctors. They usually prescribe a brand name for medicines that has to be bought from the medical shop. But in reality, it is the salesperson who decide which brand of medicine can be given to a patient. To solve this issue, the National Medical Council on August 3rd, 2023 directed all doctors to prescribe only generic names and not brand names. This led to widespread protest by the Indian Medical Association. The doctors claim that the guidelines are limiting their ability to prescribe the medicines they believe is the best for a patient. So, the National Medical Council withdrew the order on generic prescribing on August 23. This is about the article given here. In this context, let us understand the pros and cons of generic medicine. We will also see the steps taken by the government to encourage generic medicine. Now, look at this question. Let me read out the question for you. Recently, the National Medical Council withdrew the order on generic prescribing, which directed all doctors to prescribe only generic names and not brand names. In this context, write about the pros and cons of generic medicines. What are the steps taken by the government to promote generic medicines? See, this question can be asked in GS paper 2 under the syllabus issues relating to development and management of social sector relating to health. Now, let us approach this question. This question is very straightforward. So, in the introduction, you can write about what is generic medicine and few points about the National Medical Council's order. You can write that, according to the World Health Organization, a generic medicine is a pharmacutical product that is produced without a license from the innovator company. It is sold only after the expiration of the patent or other exclusive rights. The National Medical Council's guidelines to prescribe only generic medicine are only a temporary fix. As a long-term solution, the government should ensure the quality of all medicines on the market. Until then, the doctors should have the flexibility to include the company's name in the prescription. You can write these points in the introduction part. Moving on, you can split the main body of the answer into three parts. First, you have to write about the pros of generic medicine. Then, you have to write about the cons associated with generic medicines. And finally, you have to mention the steps taken by the government to promote generic medicines. Let us start with the pros of the generic medicines. Here, firstly, you can write that they are cost-effective. This is mainly because generic medicines do not have the same research and development cost as the companies that initially developed the medication. This cost-effectiveness can make healthcare more accessible and reduce the financial burden on the individuals and the healthcare system. Secondly, generic medicines are equivalent in efficacy. Generic medicines must meet the rigorous regulatory standards to ensure they are bio-equivalent to the brand name medicines. This means they have the same effective and active ingredients, they have the same strength and the same dosage form. So, they produce the same therapeutic effects as the brand name medicines. Patients can expect similar efficacy from the generic medications. Thirdly, the availability of generic alternative introduces competition in the pharmaceutical market. This competition often leads to lower price for both the generic and the brand name drugs as manufacturers strive to offer more cost-effective options. Fourthly, generic medicines contribute to broader access to essential medication mainly in areas or communities where healthcare resources are very limited. The affordability of generic medicine makes it easier for larger population to afford necessary treatments. Finally, the cost savings associated with generic drugs can free up resources for the pharmaceutical companies to invest in research and development of newer medication. This ongoing innovation benefits the overall advancement of the healthcare industry. See, you can write all these points under the pros heading. Now moving on, let us see the cons of the generic medicines. The first con is the concern about the perceived difference between generic and the brand name drugs. This leads to a lack of confidence in the effectiveness of the generic medications. This can be a result of variations in appearance, packaging or other non-therapeutic aspects. This is the first issue. Secondly, the allergic reaction to inactive ingredients. See, although generic drugs have the same active ingredients as their brand name counterparts, they may contain different inactive ingredients. This could potentially cause allergic reaction in some individuals. The third issue is with respect to bioequivalence variability. See, while regulatory agencies mandate that generic drugs demonstrate bioequivalence to the original brand name drugs, they may be slight variation in the rate and the extent of the absorption. In some cases, these differences may have clinical significance for certain individuals. Fourthly, presence of quality control issues. While generic drugs are subject to rigorous regulatory standards, the quality control practices of same manufacturers may vary. Instances of substandard or counterfeit generic drugs have been reported, particularly in regions with very less regulatory oversight. Finally, in some cases, patient may not be adequately informed about the benefits and the safety of the generic medications. Lack of education and awareness can contribute to misconception and reluctance to use generic drugs. These are some points you can write under the cutting cons of generic medications. Finally, you have to mention some steps taken by the government to promote generic medicine. Here, you can write about the Pradhan The program aims to provide affordable and high-quality generic medicines to public through dedicated outlets called the Pradhan Mandri Bharatia Jan Aushaandri Kendras. These centers offer quality generic medicines at affordable prices. The prices of medicines sold through these outlets are 50-90% less than the branded medicines price in the open market. Secondly, you can write about the Jan Ausha the Sungam mobile application. This application provides information to the public about the location of the Kendras. It also helps them search the Jan Ausha the Medicines and compare the maximum retail price of generic with the branded medicines. Thirdly, you can mention about the Indian Medical Council Regulation 2002. This regulation prescribes that every physician should prescribe drugs with generic names, legibly and preferably in capital letters. Then, under the free drug initiative of the National Health Mission, support is provided for provision of essential generic drugs free of cost in public health facilities. Lastly, you can mention that the Ministry of Health and Family Welfare and Central Drug Standards Control and Organization have taken steps to ensure the quality of the generic medicines. For example, to make sure medicines work effectively, the drug and cosmetic rules 1945 was changed. So, if someone is applying for a license to make oral drugs, the applicant must include results from a bioequivalent study. The Principal Health Secretary of all state and union territories were also directed to ensure the license for manufacturing drugs are granted or renewed using proper or generic names. You can write all these points under the heading The Steps Taken by the Government to Promote Generic Medicines. This is the body of the answer, finally coming to the conclusion part. In the conclusion part, you can write that while generic medicines present several advantages, it is also essential to acknowledge the potential concerns. In this line, patients should be encouraged to consult their health care providers to address any concern and make informed decision about their medication choices for optimal health outcomes. Likewise, government should also ensure universal access to affordable generic medication without compromising the quality of the medicine. This can be a good conclusion for this answer. So, that's all regarding this discussion. In this discussion, through a main question, we saw the pros and cons of generic medicine and we also saw the steps taken by the government to promote generic medicine. With this, let us conclude this and take up the next news article. Look at this news article. It talks about the plan of UGCE to bring a new curriculum for the postgraduate program. This updated curriculum is in line with the new national education policy 2020. This plan will offer flexibility to students who move from one discipline of study to another. This is about the article given here. So, in our discussion today, let us see some points about the UGC. The University Grants Commission was established in 1953. It became a statutory body by the UGC Act of 1956. The UGC will coordinate, determine, and maintain the standards of university education in our country. It has its head office in New Delhi and it has six regional offices in Bengaluru, Bhopal, Guwahati, Hyderabad, Kolkata and Pune. Now, let us see the composition of the UGC. The UGC consists of a chairman, a vice chairman, and 10 other members who are all appointed by the central government. The tenure of the chairman is five years or until he attains the age of 65 years. For both the vice chairman and the members, the tenure is only three years. Moving forward, let us see the powers and functions of UGC. The first and foremost function of the UGC is the promotion and coordination of university education in our country. The UGC will determine and maintain the standards of teaching, examination, and research in universities. The financial function of UGC includes, it will look at the budgetary requirement of universities. Moreover, it can assign and disperse grants to the universities which are founded or incorporated by or under the central act. The most important function of UGC is that it confers recognition to Indian universities. It will advise the central government or state government on the allocation of grants to universities from their consolidated fund. The fund allocation can be either for a general purpose or for a specific purpose. In addition to this, the UGC sets the criteria for exams like ICAR NET, UGC NET, and CSAR UGC NET. Know that it is the duty of the commission to prepare an annual report every year, and this report will be laid down by the central government before both the houses of the parliament. These are the powers and functions of the university grants commission. Before concluding, we should note that in 2018, the Ministry of Human Resource Development has prepared a draft bill to repel UGC. The bill is named as Higher Education Commission of India Ripple of University Grants Commission Act Bill 2018. This bill will set up the Higher Education Commission of India in place of UGC. Till now, this bill has not been passed by the houses of the parliament. So in future, this bill might get passed and the UGC might be replaced by the Higher Education Commission of India. And that's all regarding this discussion. In this discussion, we cover the basics about University Grants Commission. Now with this, let us conclude this discussion and take up the next news article. According to the news article, yesterday, the mortal remains of freedom fighter and veteran CPIM leader, N. Sanghraya was cremated with state honors in Chennai. This is about the article given here. So in our discussion today, let us see a few facts about N. Sanghraya. Sanghraya was born in 1922 in a village near Kovilpatti in Tuthukudi district in Tamil Nadu. From the age of 19, he actively participated in various movements, including the freedom struggle. He was a very good orator. He mobilized students against a British rule while studying BA history in 1941. When the police searched the student hostel, they found pamphlets written by Sanghraya and he was arrested. This incident put an end to his studies. He could not complete his degree as he was lodged in prison 15 days before the final examination. His first jail term lasted 18 months. Sanghraya had also actively participated in the Quit India movement during the independent struggle. During his long political career, as a freedom fighter, he spent four years in prison and as a communist, he faced another four year jail term in the independent India. Sanghraya held crucial positions Unified Communist Party before its split in 1964. After 1964, he co-founded the Communist Party of India Marxist. He remained a member of CPIM's State Secretariat and served as Tamil Nadu State Secretary from 1995 to 2002. One of Sanghraya's significant contribution was advocating for exclusive attention to caste issues within the party's class perspective. Recognizing the increasing awareness among Dalits about their rights and identity, he pushed for dedicated efforts against oppression, discrimination and untouchability. His proposal led to the formation of untouchability eradication wings within the CPI's organizational structure. He served as MLA in Tamil Nadu State Assembly elections He also served as the editor of Thikadir, which is the official mouthpiece of Tamil Nadu CPI party. In 2021, the state government conferred on him the Thahaisal Tamil award, that is Distinguished Tamil Award. This award carries a cash price of rupees 10 lakh under citation. He donated the entire prize money to the Chief Minister's Relief Fund. He passed away two days back on November 15, 2023, at the age of 102. That's all regarding this discussion. In this discussion, we saw few important points about politician and freedom fighter Mr. Yen Sanghraya. Now let us conclude this and take up the next news article. Look at this text and context article. This text and context article talks about the recently uprooted chicken gunia vaccine. See, we have comprehensively covered about the chicken gunia virus on our November 11th discussion. Kindly see that again to have a better understanding about this discussion. Now let's start. Chicken gunia is one of the neglected tropical disease affecting more than 3 million infections per year. Its prevalence is severe among the developing and the underdeveloped countries resulting in loss of life in these countries. As per the National Center for Vector Disease Control, in India, 93,455 suspected chicken gunia cases were reported in the year 2023 alone. Recently, world's first vaccine for chicken gunia was approved by the Food and Drug Administration of the US. This vaccine was developed by European vaccine manufacturer Valneva. It will be marketed under the brand name Ichchik. Moreover, it was approved for people of age 18 and over who are in the areas with risk of exposure to chicken gunia. Okay, now let us see some points about the vaccine. See, this vaccine is administered as a single dose by injecting directly into the muscle. The vaccine contains live and weakened version of the chicken gunia virus. Since it contains live weakened version of the chicken gunia virus, it may cause symptoms to the recipients of the vaccine. Although the symptoms might be mild, they are very much similar to those experienced by the real sick people. This is some points about the virus and that's all regarding this discussion. Now let us conclude this and take up the next news article. Look at this news article. The news here is that Tata Technologies Ltd has announced plans to open its offer for sale initial public offering. The article here also mentions various economy related terms. So in our analysis, let us see about the various capital market related economic terms from our exam perspective. First, let us take up initial public offering. Initial public offering or IPO is a process by which a privately held company like Zomato or a government owned company like LIC raises fund from the market. It will raise it by offering shares to the public or to new investors. Usually after IPO, the company is listed on the stock exchange. Before giving IPO, the company has to file its offer document with the market regulator which is the security and exchange board of India that is SIDI. Now let us see who can invest in an IPO. The investors are classified into institutional buyers and retail buyers. Here, qualified institutional buyers are category of investors that include foreign portfolio investors, mutual funds, commercial banks, insurance companies, pension companies etc. Then retail investors are individuals who invest up to 2 lakhs in an IPO. Retail investors investing about 2 lakhs are classified as high net worth individuals. This is all about the initial public offering. Next, let us see about offer for sale. And offer for sale is a method where the promoters of the company can sell their shares in a transparent manner through the bidding platform. This mechanism was first introduced by SEBI in 2012. See, offer for sale makes it easier for the promoters of publicly traded companies to cut their holdings. By doing this, they will comply with the minimum public holding norms of the SEBI. Only promoters or shareholders holding more than 10% of the share capital of a company can come up with the offer for sale. The mechanism is available to 200 top companies in terms of market capitalization. Moreover, in an offer for sale, a minimum of 25% of the shares offered are reserved for mutual funds and insurance companies. This is all about offer for sale. Next, let us look at face value of an equity share. In stock market terminology, face value is a financial term used to describe the nominal value or power value of a security. It means the original cost of a stock that is listed in the certificate. The face value is set up in the firm initiate issuing shares and bonds. It is for this face value the company offers dividends. Next, let us take up issue price of the equity share. The issue price of the share is the price at which they are offered for sale when they are first become available for the public. The issue price is nothing but the sum of face value and the premium. Now, let us understand these two terms with an example. See, the face value of the equity shares offered by the TATA technologies is rupees 2 each. But the issue price is in the range of rupees 475 to rupees 500 per share. That is, the premium charged for each share here is in the range of rupees 473 to rupees 498. And that's all regarding this discussion. In this discussion, we saw about the various capital market related terms mentioned in the news article given here. And with this, we have come to the end of the news article discussion session. Now, let us take up the practice problems questions. We have three practice problems questions today. Let us see them one by one. Let us take up the first question. Here, three statements about the chicken gunia is given. We have to find how many of the statements given here are correct. Let us take up the first statement. Chicken gunia virus is a RNA virus spread through adis egypti mosquito. This statement is correct. Moving on to the second statement. It is one of the neglected topical disease. This statement is also correct. Moving on to the last statement. Recently, world's first vaccine for chicken gunia was approved by the world health organization. This statement is incorrect because as we saw in the discussion, the vaccine was approved by the FDA of the United States. So statement three is incorrect. Since only two statements are correct here, the correct answer here is option B only two. Moving on to the second question. This is also a three statement question. Three statements about the university grants commission is given. We have to find how many of the statements are correct. Look at the first statement. It was established by the UGC act of 1956. This statement is incorrect because the UGC was established in 1953 and accorded statutory status in 1956. So statement one is incorrect. Moving on to the second statement. The chairman and members are appointed by the committee consisting of members of both central and state government. This statement is also incorrect because the chairman and members are appointed by the central government. Statement two is incorrect. Moving on to the third statement. It submits its annual report before both the houses of the parliament. This statement is also incorrect because the university grants commission gives its annual report to the central government and it is the central government that places the report before the houses of the parliament. So all the statements given here are incorrect. So the correct answer is option D. Moving on to the last question. Which of the following is not true about the Quit India movement of 1942. The movement reported instances of violence. This is correct. Actually Quit India movement was a violent movement. Moving on to the second statement. It was led by Mahatma Gandhi. This statement is also correct. Moving on to the third statement. It was a spontaneous movement. Okay. This statement is also correct. More or less because the movement started spontaneously all over India. Moving on to the last statement. It did not attract the labor class in general. This statement is incorrect because the Quit India movement was largely supported by the labor class. Here they are asking which of the statement is not true. So the correct answer here is option D. So that's all regarding this discussion. If you like this video, like, comment and share it with your friends. For more updates regarding UPC preparation, subscribe to Shankara IS Academy's YouTube channel. Thank you for listening.


OK, so let's get started. Welcome again to everybody. I'm pleased that you're here. And I'm basically I'm like the person between you and your deserved weekend. So I'm trying to make this session as interesting as possible. And I also invite you very warmly to participate in the session and ask questions. So that I can accommodate what I say and what I present to your needs as well. So I'm here for you within the next one and a half hours. And so you please make the best use of this time as well. So before I introduce myself and the organization, I just would like to give you just an overview of what to expect from this session. And I'm just trying again to share my presentation with you because obviously that didn't work right now. So I'm trying to double click on that that you don't only see the starting slide. OK, so here we go. So will you be an evaluation expert after the session? I'm sorry you will be not. Not even I would consider myself being an evaluation expert because that's really a big task and you always learn on the run and on the certain project. So don't expect to have something ready to start with when we end the session. What I would like you to do or what I would like you to take away during the session is that you rather be able to ask appropriate questions on your journey towards a more impact oriented work than having already some fixed answers because it would be dangerous if I gave you like the fixed answer right now because everything you do when you look at the outcomes and the impact of your work will be very specific to what you're doing and in what environment you're working. So the thing I would like to do is just to provide you with a certain mindset and what I said, certain questions, how you and hopefully your team as well can address the idea of how to achieve more impact and impact orientation in the daily work of your organizations or your program. So basically what is impact orientation? That's not a term that has like a solid definition that works for everyone. So I would like to provide you with the definition we're working with and subsequently with the definition of what is impact orientation. So what kind of management idea are we looking at when we talk about impact orientation? Why is that important for you? Why should you bother? And to deal with all this monitoring and evaluation stuff, it is really cumbersome. It's a lot of hard work. And so you should have a good reason why you really, why you deal with that. And I'm trying to provide you with some ideas why for nonprofit organizations as well as museums, it might be a helpful approach to look into this. There's benefits of impact orientation. And then we are changing over to a little bit more practical orientated part because I want to show you what are the different steps within a program management circle you have to address in an impact-oriented journey. And one of the first things you have to do, of course, is to know where do you want to go or where do you want your program to end up or what do you want to achieve for your target group? So setting objectives with a focus on social impact would be one of the first things you have to do with your team to get started. And then I will give you a very quick run through tools or instruments, however you want to call it, to measure. And I put this measure in inverted commas. And I will tell you later why I did that because we are not very happy with the term measure because it suggests a certain approach to something what is really difficult to measure actually. But so these are the different points I would like to cover in the presentation. And before I start, I just would like to introduce where I'm from and the organization I'm from and who am I probably as well because you have to deal with me for the next more than one hour. So who is the person who's talking to you? So I'm working for an organization that is based in Berlin. It's called FINEO.  We do so and our aim is to strengthen civil society in all the different aspects that they are by encouraging nonprofit organizations and their programs to work in a more impact-oriented manner. We do that by providing them with certain tools and certain help. I come to that in a minute. And at the same time, we try to showcase the success from the social sector because we think beside politics and economy, the civic sector, social sector, how you want to call it, it's like the important force and the important power that shapes society. And quite often, it's a little bit neglected. And people who do amazingly good work in this sector, sometimes are not that able to show the results they do with their work. And we try to change that by highlighting best practice by examples, by highlighting impact that is generated by nonprofit organizations in order to just put more of a spotlight and emphasis on the benefits we get from the social sector. So we do that by what I already said. We create and distribute knowledge. So what we do exactly for nonprofit organizations, and I will provide you with a couple of links at the end of the presentation. We write handbooks. We have a learning website and so on and so on for nonprofit organizations who are interested to improve their monitoring and evaluation, their fundraising skills, and so on and so on. So we do that for free and hope to be able to support nonprofit organizations through that. Then what I also already said, we try to feature best practice examples in the social sector, not only because we want to highlight certain organizations, but because we also think that talking about best practice is a good way to improve the work of the social sector in general. We do agenda setting as well, especially when it comes to transparency. We think like talking about what's going on in the social sector when it comes to financials, when it comes to governance, but also when it comes to the achievement of nonprofit organizations is very crucial for the advancement of the social sector. And so we do agenda setting by publicizing research studies and so on. And the last but not the least thing we're doing is we work with so-called social investors. So these are people and institutions that support the social sector. So that can be like wealthy individuals, but mainly it's foundations or it's companies who do good with their corporate citizenship agenda. And we help them to co-work with the nonprofits they are supporting in a way that both of them benefit the most. OK, so and me, just about me, who am I? So I'm working for FINEO for almost 10 years now. That's impressive, even for myself. And before I worked actually in the field of political education, that's a bit what Leonat Schneeding talked about yesterday. That was the kind of work I was doing, working with school kids and working on issues like democracy, understanding the European integration process and so on. So I'm a little bit familiar with some of the programs that are run by museums at the moment. And I know how it feels like to do this work on the ground. So and now, but now I'm like a specialist for impact orientation, for organizational development, for monitoring and evaluation. Yes, and I'm trying my best to give you as much of my knowledge as possible. And please, sometimes just try to drain everything out of my brain you can by asking questions. I tell you what I think is important, but probably your questions are even more important. And just don't hesitate to share with me. OK, so just for the technical aspect, I see that there are already three people who want to join the panel. What I would like to do is that I proceed a little bit in my presentation. And then when we come to the first part of discussion, then I would invite you. I think that's the best. Otherwise, things get a little bit confused. OK, so what is social impact? What is impact orientation? Some dry definitions are waiting for you now at the moment. But I think it's really important that people are on the same page when they talk about social impact. Because when you just, and that's just like the first little exercise, I would ask you to do, when you sit back for just a couple of seconds and leave you alone and let you think a little bit, and close your eyes and think, what is the organization I'm working for? What is it here for? What is our purpose? Why do I get up every morning? What is it that makes me feel engaged to what my organization is doing? What do I value? And what is most important for me? Just think about that for a second. If you want to, you can type it in the chat, but you don't have to do that. Just try to reflect a little bit. So I would suggest, and I put a question mark there actually, but I would think that as you're working in the field of museums, and that's part of the civic sector, it's most probably because you do that, because you want to achieve some impact with what you're doing, not knowing already what impact is, but you want to do something. You want to do something good for your audience, for your target population, probably for your community. As a museum, you probably have a lot of different tasks on your table. At the same time, you have to work in preservation. You have to manage exhibitions and so on. But you do that having a goal in mind. And my impression would be that this goal is that you want to do something good or something valuable for society. And when we now look at it and think about what do we mean by social impact, I would just ask you, first of all, to be careful about not mixing up terminology. It's a bit annoying to have to talk about terminology so much. But the thing is, in the field of monitoring and evaluation and in the social sector, people talk about social impact a lot. And interestingly, a lot of people mean different things by that. They all go in the same direction. They try to say the same, but it's like same, same, and different. It's still there like the nuances that matter. And they matter specifically if you have to be precise and communicating about what you understand or what your definition of social impact is. For example, if you have to fill in some application forms for a grant or something, always be careful what is there behind, what the meaning behind the different terminology is. Because different institutions may use the words outcome, output, result, impact in a little bit different way. That doesn't matter. And that does not change the concept. It just changes the way people talk about. And you want to make sure that you're on the same page and you talk about the same thing. And what I'm doing now is I'm presenting you with the so-called input, output, outcome, impact methodology. That's a logic model we're working with. There are other logic models as well that are slightly different. But I think that gives you a clear or a pretty good idea what we're talking about using this different terminology. OK, and there you have. And I hope you enlarged your presentation. Otherwise, it might be a little bit difficult to see what is written in this logic model. So you see it's basically kind of like a flow chart. So it suggests there's like a timely development in time of certain aspects. And what we do is that we start with inputs. That means what is it we put into our organization? Or what is it we put into our program to make things happen? That can be the team who is working for the program. That can be the money that goes into the program. That can be educational material. That can be like in a museum. That could be like a special exhibition targeted for a certain audience. You're running your program with. So it's usually it's everything that you what you invest into a project that can be it can be collaboration as well. At what points do we work together with other project partners? So that's all that goes into the project. And that's what it's usually that's called input. And what does input do? It produces output. So it produces like the first things you do within a project. It's like the offerings you do for your target group. Like you build an exhibition and you open that. You offer a training course for teachers how to talk with their kids about arts. You write a report about a certain subject you're dealing with or your museum is dealing with at the moment. You're providing informational material. You're doing workshops for kids. You're doing probably activities for elderly people or whoever. And so this are like first of all like this is the first stage of outputs you have. So that's what you that's what you do. And so the second part of outputs and you see you know like the logic model you know it's going down there a little bit or you know it like kind forms little columns you can you can put that in whatever you know you can also make it a very long flow chart. We just did it like that for visual reasons otherwise we wouldn't fit that on a page. So and so like the second step of outputs is the people you reach. So it's your target population and it's not only your target population it's actually the beneficiaries. So it's the people who come to your museum. It's the people who attend your seminars. It's the people who visit your website particularly now during during the lockdown. It's the people who read through your materials. It's the people who are well benefit from what you're what you're doing and it's very very necessary to look into that. But at that point we are not talking about like results or outcomes yet. We're still talking about output because actually people came and used your services but we cannot talk about what what happened with them up up to now. So we do that in a in a next step when we talk about like the satisfaction of your of your beneficiaries. So the question is are the people happy with what you're doing? Are the people like content with what you're doing? Do they do they value it? Do they think that it was worse while spending spending their time? And so it's basically what you what you do with when you do satisfaction surveys you ask people where you're happy with our service but when you look at it from like an impact oriented point of view at that point unfortunately you have not reached like impact or outcome at the moment. You're still you're still on the level that you reached a certain a certain kind of output. People are happy but you cannot at the moment you cannot quite tell whether there's something like a like a longer lasting effects on the people. If you want to look at that you move to the next step and that is outcomes. So outcomes are the results on the target group level. So that's what your visitors what the kids in the school groups who come to your museum what they do and what they learn. So you look at that and when you look at outcomes you always ask yourself what difference do we want to make in this certain group of beneficiaries? How do we want this people to? Well, you know, it sounds a bit weird but actually that is the question. How do we want to be this people different after they experienced our exhibition or whatever it is then they were before? Do we want them to know more about a certain subject? Do we want them to have developed a certain attitude towards a certain subject? Do we want them to be more confident for example in what they're doing and how they're dealing with things? Do we want them to be a more inclusive part of society by being included in this kind of activity? So what does change in the single person's life who got through your program or who benefited from what you're doing? So did they learn something? Do they feel better? Do they have a different attitude towards something? And so what does that mean for people's everyday life? Do they take what they have learned into what they do in their everyday life? Is it only like a short term? Is it just a short term intervention or is it something that lasts for a little bit longer? And these are the questions that are asked by the impact orientation. You know, we have like a short term, we have short term results and we have longer terms results and the further the results are wave in a timely manner the more difficult of course it is to look at them and to analyze them. So and then when we continue looking at the logic model we in the last step, we come to the so-called impact in this definition, what defines a change or hopefully positive change on a societal level. That does not mean that a small museum has to contribute to like the society in the world as a whole but what changes in your community in your community as like a small scale society? What are the differences your organization can do on that level? And having said that, I think it's important to acknowledge that we as organizations who try to achieve impact or who try to towards results and impact. We're not working on a clean slate. We're not there on our own. We are always working in a certain environment and we have to deal with the challenges in this environment and we have to adapt what we're doing accordingly in order to reach our goals and objectives. And when you look at this circle, you see in the left-hand corner, you have the problems or the challenges that are there in society and that kind of like drip down on those problems and the needs your different target groups have. And with your vision and your goals of your organization, you're trying to address these needs and you do that by running programs, by running exhibitions and so on and so on. And so that's what you can do and what you're responsible for. And the way you do it will kind of affect the way, it really helps the beneficiaries and the participants. So, but what happens to the results on the long run, it's really hard for you to, well, to prove or to see because the further away your target group moves from what you did as a program, the more of other factors come into play. So it will be really difficult for you to make sure that with what you did, you really achieved this and that change within society. But what you can do is that you by thinking about like logic models and so on, you can kind of like a cause, you can kind of knit like a cause and relationship and say, you know, by what we are doing or what we did, we think we are contributing to this and that kind of social change because what we see is that we achieved or we achieved results in our beneficiaries and we only can or we hope for, we're more or less confident that that also is part of, you know, of being, or that, how would you say that, you know, it kind of like drips or it contributes to social impact on a community level.  So we did that, so therefore we achieved that. It's pretty limited yet, but so your idea should be, is always to be on the look or to the watch out to how do we contribute to civil society, to our community, to society, to society as a whole because that will be what you frequently will be asked for and that's what is so difficult for most of the social organizations to say something about well, to say something about or to give proof. Just stop here, just for a very brief second and ask whether they're already, whether they're already questions on that. So, and I give it a try and let people into the, does it work? No, it doesn't. And let people onto the panel. So the first is Sophia. So I see what happens. Hello, nothing actually, okay. So I try with the other people who are, so I'm trying to invite people on the panel. So as soon as I click on that, they just seem to disappear. I'm sorry for that.  Okay, so in, I'm sorry. So this doesn't seem to, this does not seem, so either I'm too stupid to work it out or it does not work out. I don't know. So what I suggest, I'm sorry for that, is that if you have any questions, please type it into the chat and so we can deal with that and we make sure that nothing gets lost, okay? So after this dry theory, and I warned you, it's a bit dry stuff, but it's really important to go through that and have a good understanding for that. So I would like to look a little bit and I'm really interested in your opinion on that. I would, having listened to what people talked about yesterday, oh, there's a question coming in. I take that question, it's about long-term measuring, impact means long-term measuring. Who does that and with which resources when a project funding is over, how do you deal with that? Okay, so I grabbed this question first of all. So I think, and that's one of the challenges, I think, well, most of the social organizations have but organizations who are dealing with what I call, I'm not sure whether that's the appropriate English term but what we call like short-term pedagogy. So most of the time you will see your visitors or the kids you're dealing with only for a very short time. They come with their school, they do the program, probably there's like preparation phase and probably there's like a recap phase afterwards but usually you will not work with this people for a very long time. That can be different in the social sector when people really deal face to face with social workers, say every week or something who deal on issues like social problems, housing and so on. So like the connection of the organization to their beneficiaries might be a bit closer than it is in the work of arts and culture. Still don't despair. I mean, what you can do as soon as you have the impression that you established a program that is running on a little bit longer term and you're like working with target group or you're working with beneficiaries, for example, who came from the same community or even the same school or something like that. What you can do is that you buy, asking the people who have been in your program, you ask them just again, I say like half a year later, a year later, something like that, you know? And so you can kind of track what kind of learnings stayed on probably what other changes, what other changes there was, you know? You always can, when you ask, when you work with participants a little bit closer, that does not work with someone who's walking through your museum one time at least. But for example, when you work on a longer program with kids or young people or elderly people or whoever, you always can pick out a couple of people and make sure that that's a representative panel you're forming and asking them whether you can contact them again after a certain time, you know? That you say, okay, we would like to find out how people, where people ended up who were doing our programs, probably kids who were at the brink between school and working life or whatever. We want to know that, could we please contact you in, I don't know, in a couple of months, any year or something like that? I mean, there's always the risk that you lose these people. So not only don't only agree on that with just one person or two persons, but try to make sure that you have a higher number. But I mean, that's one of the things you can do. Otherwise, I mean, of course, it's really difficult to do on the level of outcome and impact to talk about like a long-run development in this case. So, okay, hang on, I have to measuring impact culture. Yeah, so methodologies and tools come later, just wait a little bit. And what about methods to assess causal impact? So you can assess the causal effect of the project or policy. Okay, so we have, that's one of the things I was about to mention later. We have this experimental approaches. So for people who are not familiar with that, you, in the so-called randomized control trials. So these are evaluations that like a really measure impact that you have a control group. So that's a group that is not participating in the program and you have a group that is participating in the group. And so after that, or while during the program, you measure what happens with both groups and you try to compare these two groups. And then you can, well, take, talk about like the causal effects of the program was a little bit more of a certainty because you say, okay, this group, obviously was treated with our program and they showed this effect. And the other people who did not participate in our program don't show this, don't show this effect. So it's pretty likely that this effects are caused by our program. So this is, I mean, that's like the high, the very high standard of evaluation and very, very few times this is done. It's a very costly method of evaluation. Sometimes it's done in development work, you know, so like the really large programs ran in countries, sometimes do randomized control trials. Honestly, I don't know about the example in like the work of arts and museums that that happened, but I might be wrong, but I haven't seen that.  I mean, one thing is that by setting up the tools in a way that you ask your participants, what do they, what they think about, you know, what, how much they think that the effects of the program really created the effects on them, you know? Because I think they are pretty able to figure out, you know, what caused effects with them and what didn't, you know? I mean, they might say, well, during that time, I learned this and that, and I definitely did do learn that via this program. But they also could say, well, you know, actually, yes, I learned that, but I mean, the program was helpful, but I also attended, I don't know, another program or some of my friends helped me or I just got some input in school about this and that.  What you also can do is that you ask other people, you know, people who probably have the comparison. For example, if you have kids running, you run a museum's educational project for kids in a school. Ask the teacher what differences he sees in this kids compared to some of his other kids he's teaching who do not attend this program. You know, that also should give you some, well, evidence or something close to evidence that helps you with that. Could I answer the question? If not, just feel free to continue asking. Okay. Okay, the Phineon navigator considers those designs anything specific for museums and art projects. You know what I think about that. So I think there are specific, well, some things specific to the work of museums and art projects. Still, I think the questions you ask and the frameworks you use, of course, you have to adapt them properly here and there, but that's the content. You fill them in and I will try to show you later what I mean by that, you know. Still are, I guess, more or less the same. I don't think that there's an evaluation or like an approach of impact orientation that is specifically and only designed for, excuse me, and only designed for arts organizations, the frameworks we suggest, and I mean, it's not only us, it's like just what the world of evaluation suggests that frameworks are pretty flexible to be filled with different content. And that can be like, that can be social projects, that can be cultural projects, that can be educational projects because it's the matter it is, what questions you ask within the framework. And you do that, of course, you do that specifically to your certain program and also to your certain societal or the certain needs in your community, you know. You fill that very individually with what you want to achieve and what are the needs you're addressing. But I come to that, I come to that later. Okay, so when you look into the chat, so there are people who share some practical, some best practice from the Oakland Museum of California. And so one thing what I did is at the end of the presentation and you do get the presentation, I have like two pages with resources and further reading and in there, you will find a lot of best practice examples. You find a lot of tools and so on. So that's just for further reading. So I had to end. So I have another person popping up on the panel. Oh, okay. And so, yeah, hi, no, sorry, you're on the panel. No, I'm really sorry. So, okay, sorry, sorry for that. So, okay, so let's continue. We covered already quite some things I was about to say later on. So what are the challenges of social impact in the work of museums or in the work of art organizations? Don't worry, Victoria. So actually we should have people on the panel. So actually I should encourage people to participate on the panel so that we're not only read from you so that we also hear from you. But anyway, I just continue on. So why is social impact in the work of museums so challenging? And is it more challenging than it is in other social organizations? And I honestly, I don't really know because I have the impression to whatever area in social work or cultural work I talk to everyone claims that it's specifically difficult for them. So I think there are challenges absolutely that have to be addressed. And one thing is what we talked about earlier, you know, you compared to other social programs most probably do not deal with your participants for a very long time. And that's definitely a challenge for evaluation and tracking the results of your work. And you just have to try to do your best and you know, find proxies to get as close as possible to learn the things you want to learn. And you also, I mean, but that's the case for every social organization, you know, you work in so many different communities and environments, you have so many different approaches and you have so many different subjects you're working on. You have natural science museums, you have art museums, you have history museums, you have museums that talk about a certain, I don't know, certain people in their history. You have museums that talk about, you know, how technical things developed over time. You have something like memorial sites. I mean, they could, in my opinion, this is a kind of museum as well, we should focus on. And so there are so many different issues and so many different fields you're working in. And then at the same time, you have so many different target audiences.    So that is very, very challenging because you kind of have to build an interest for your cause. You have to build an interest for the arts and everything that is around that. When you do political education, you have to build an awareness where that is important. And you have to make a stand and communicate why you think that you're serving in need. Your target group probably does not realize yet that they have a need for that. So that's, I think that's really interesting. And I, you know, that came to me yesterday more and more clearly that it's, you know, you're not like an organization that's, for example, you know, providing shelter for homeless, you know, the need is very obvious. You know, for the people themselves, they're homeless, they need shelter or for someone who is hungry, they need food. But for someone who is not engaged in, well, say like cultural discussions or political education, they don't necessarily feel the necessity to do that. So you're kind of like you're building a market and you do that by looking very carefully at what the needs in your certain community are. And I only can invite you to what you're doing right now that you, that you, the conversation you started, that you continue, that you do, I mean, what just happened in the chat, you know, you share best practice. You share, you also share worst practice, by the way, you know, you tell each other what did work in my organization, what didn't work, what approaches did we use, probably other people, other people can contribute as well. So it's like learning, it's learning on the run. At the same time, I think they're already, you know, when someone in the chat yesterday provided a link to like the museum, the museums of impact in Finland. So that is what I understood that they're developing a framework on what measuring or managing the social impact of museums. So these are things that are worth to look out for. And these are things, by the way, that I have, you know, in this resource list I give you at the end of the presentation, you know, there's a lot of this in there. So, you know, it's worse to look around and it's worse of, you know, not only looking at the first three things you find in Google, but also digging a little bit deeper and especially also to use the resources, you know, organizations like Nemo and, you know, all the organizations, all this umbrella organizations you're working with provide you.  The thing is, you know, the framework itself does not help. It needs to be implied as well. And that's a process that is not really, it's not really easy. But, you know, as we have to proceed on a little bit, I'm talking too much and I just check the question and answers again. Ah, okay. Thank you, Peir, for the link again. I think that's, I tried the website yesterday. It was not online or I had problems with the computer, but I think that's definitely something we all should watch out for. Okay, so I have to continue on because time runs. So one thing I would, and you know, I think I use this slide a lot. And I actually, I think it's the most important slide in the whole presentation because it actually should give you, or it gives you an idea why to bother with impact orientation. Why should we do that? You know, you have so many things on your table, what you have to do. Why do you have to think about impact, you know? And we think that they're basically they're two main areas in which impact orientation can help you. One is the area of to prove what you're doing.  You have to write reports. You have to talk to your board. You have to talk to the CEO of the museum and so on. And you have to give evidence about what you're doing and what you achieve is what you're doing. And when you deal with impact orientation and when you try to collect data on the impact or the results you're achieving, it will be much easier for you to enter this kind of conversation because you will have, well, you have data, you will have qualitative quantitative data that helps you communicating and underlining your cause. And that is all so very, very helpful for fundraising because, you know, more and more donors ask for, you know, to what end do you do these things? It's nice that you do that, but to what end, what are the results? Why are you doing that? And the better you're able to answer these questions, well, the more successful that's, I'm not trying to promise something, but I think the more successful you will be in your fundraising and in your outreach activities. Okay, and then the other thing, and I think that is, well, in my point of view and in Finiu's point of view as well, it's probably even the more important aspect of this too. And use your impact-oriented approach to improve your work. You know, it's nice that you can provide facts and figures about what you're doing, but if you're not using this information to reflect on what you're doing to, at points where it's necessary, probably change a little bit on what you're doing and always learn and get better then impact orientation really, I would say it kind of like fails on the halfway because that's what impact orientation is about. It's about keeping what you want to achieve in mind. And if you do not achieve that, don't despair, but think again and think again, well, what happened? Probably we had the wrong assumptions or probably our program did not run as planned or there were so many side effects that affected the results of the program. So this and that happened. And when you do that, when you can always keep your impact in mind, that's the only way you will be able to, well, to learn and to be able to provide better services for your target audiences on the long run. Okay, so I have another guest on the panel and Sarah, I just invite you, I hope it's okay, I hope. Thank you. Hi Sarah. Oh, I'm sorry, I just, I thought I had to do this. I'm just listening to what you're saying since the beginning. No, you don't have to do that, but if you have some ideas or comments. Sorry, I'm going out. We are very happy to share that with you. Everything is fine. Okay, so I move on because I promised you some more, some more tools and some more tools and helpful and helpful things. So one thing I want to mention and you can have a look at that when you, well, first of all, when you look at the presentation, but then also look at the social impact framework we provide on our website. I give you, well, the link comes up at the end of the presentation.  And in the impact oriented, in the impact, okay, I take a sip of water and start again. So when you do project management with a focus on impact orientation, it's very important that you focus on the challenges and needs of your target audience or your community.  You will have to figure out by using, I don't know, interviews, inquiries, focus groups and so on. You probably have to dig deeper into what your community really needs. So in order to build a project that serves the need and then consequently and then consequently reaches the desired results. And what the desired results are, that's basically what you and your team and within your organization and with the participation of stakeholders, what you set in the so-called project objectives. And I jump to this slide now and so there's one slide you can read through later that's questions that help you to evaluate or to figure out what are the needs in your community and the target group. And when you now get to setting your project objectives, so like the question, what do you want to reach with your project? We suggest to turn back to what we saw before. You remember this logic impact model flow chart and graphic wise you can do that however you want. What we did is that we kind of flipped that thing over and we turned it into like a, it looks like a little staircase or a little ladder suggesting that there's one step after the other that can be reached or should be reached but you can do that however you want. But what is interesting or what I think is helpful is that for every step of this logic model you ask the appropriate question in order to set the goals or the objectives you want to achieve. And what you do, you don't start or you should not start at the bottom at number one and start with, oh, these are the things we're doing anyway but you would start at the top, that's number seven and we saw in the flow chart graphic that number seven that's the changes on community level or in society level. So you start asking what do I want to achieve or what do I want to change in society and in order to do so and then you make your way quick your way slowly down step by step staircase if I want to achieve this change in my community, for example, I want to be my community more inclusive or I want to be my community to participate or engage more into political process or something like that. You always ask the question in order to achieve that what do I, what does, what does, what things have to happen before and before you have changed in community you most probably have, most probably it's, it's tricky. I'm not talking about advocacy here at the moment I'm talking about like programs that usually target people like single people in sense of participants. So, but if you want to achieve community change you also have to achieve changes in the life of individuals and so you think what are the changes in, what are the changes in the lives of individuals I want to achieve and in order to do that what does this person need to learn and in order to learn that what kind of service do I have to provide. So that's the way you work and I wrote down this questions in more detail and so that's the way you kind of think about your theory of change in order to, in order to reach the goal that is probably very far away and that societal change and we will probably never be 100% sure about how far we were able to contribute with our project to the actual change but we can by looking at what happens on the steps on the way we can kind of build and that was one of the questions before we can kind of build like a causal chain between what we do and what happens on a more abstract level. So when you plan your project and you set your goals or objectives however you want to call it, you kind of think backwards and then you, I mean, of course, then it should be like a process where you have your team involved it should be a process where you should have stakeholders involved and it definitely should be a process where when you're working with the community you should have people from the community involved. I think that's a very important criteria for quality, the quality of programs. Well, I mean, for the whole, not only for the planning phase but also for the other phase that you have always, you know you kind of speak with your beneficiaries or your participants and you always, you not only welcome their feedback but you also take their feedback into as something you really acknowledge as a important source of information and you really deal with that. On the next slide and I hop through that I just gave you a few ideas how to write down project objectives in order to make them easier to evaluate later. You heard that a thousand times before I can, I think I can skip that if you want to have a look at it again you can go back to the slide. And then I would like to provide you with some, and these are not fixed answers but just some ideas about what does impact and outcomes in the arts and cultural domain mean. Some people always, you know people ask for are there certain sets of indicators or certain sets of goals we can use for our work and for our measurement. And I always say, well, actually there of course there are indicators that are more or less commonly used but it's not a good idea to take that one to one and apply that to your organization. You always should think about your goals yourself and what that means for your evaluation or your work in your specific context. But still so what the, I think it's from the it's the Arts Council in Great Britain I think they're doing a pretty good and interesting work when it comes to self-evaluation they have a tool on self-evaluation. And so what they suggest, I mean it's a suggestion you always can elaborate on that or extend that or say, well, that's not for us but they recommend like four areas in which arts organizations have an influence on society. And so I'm not going into that into detail but so they define like four areas where arts organizations create an impact and that can be in society that can be on an individual basis when it comes to health and well-being that can be in education that can be as well on a personal level as on a societal level, I think and it also can be on the economical level. Of course, I mean arts organizations and museums are also players that generate income and so on and who have employees and so on so that can play a role as well. But to zoom into that and just to have a couple of ideas about what other people use as indicators in the literature section I added a couple of other organizations that provide so-called indicator sets for the area of arts. It can be helpful but don't take it just like one to one and use it without reconsidering whether that is really something that works for you. Because then you end up with something you need to measure and you did not really work towards this result that would be pretty unfortunate to say at least. Okay and now tools and methods to track, to measure results. So again, I put this measure in inverted commas and that's why I talked about that, why we do that because measuring impact means like in a strict sense it means doing a randomized control trials and that's not what we recommend and I mean it's a very high standard but it's really not applicable for most of the organizations. Okay, but how do you find the right tools and methods you can use and I mean there's a lot out there most of the things you will see again and again so probably you will think oh, a questionnaire again but that's about it. But how do you figure out how what tools are appropriate and I suggest and you definitely do not have to be able to read that but what I suggest, what we find extremely helpful and when I do evaluation I use that for my work as well to use an evaluation plan and doing that keeping in mind what we said before I just quickly jump into the slide again to remind you and to ask yourself what kind of information do I need for what purpose? What kind of information do I need in order to be able to improve my project? What kind of information do I have to have to provide for my stakeholders internal or external? You know, when I write my reports for the grant makers or whatever, what are the facts and figures I need to provide? What kind of information do I need to figure out whether my project is just up to date with the need in the community? And keeping that in mind, you put that into the data collection plan or you can put it on a whiteboard wherever and but just collect your thoughts on that and then ask yourself what kind of information is that I need in order to communicate with my stakeholders who of them need facts and figures, just heart numbers who of them rather need a more qualitative approach so probably they want stories, they want pictures, they want whatever and at what point do I need particularly qualitative data to make sense with the numbers I got, you know, because that's the thing about and I'm, I don't have the time to elaborate on that too much but you know, you have quantitative methods and qualitative methods and usually, I mean, I can oversimplify that, you know, that quantitative methods provide you with numbers and qualitative methods provide you with more information and you know, in order to make sense to the numbers, you know, why did the number of our visitors increase or decrease or why did 70% of the students 70% of the students and this and that program said they liked it very much or did not like it so much, you know, you will, if you have the bare figure, you will not be able to figure that out, you know, we in, you will always will need some stories, some comments, some information you get from interviews and so on to make sense in order to, you know, in order to make sense with, you know, with the sheer numbers you have and then again, yeah, so that's just what I just say, you know, you always will need different angles or different perspectives. You look at your project so and the more reliable you data needs to be, you know, the more effort you have to put into a more rigorous approach of data collection. So if you just want to know whether people were happy with a, I don't know, with a picnic in the park today, it's okay to ask two or three people and ask them to tell you their story. If you want to know whether you, whether you scale your educational project in your museum for the next, I don't know, for the next five years or to another museum or something like that, you might want to have a little bit more evidence, you know, you want to have not only some, you know, some people who said something but you want to have a more rigorous approach in data and data collection. So that means you have, what most of the time, it means that you ask more people, you ask them in a more structured manner. It can also mean that you need someone from external, you know, to lead this evaluation because you, I mean, self-evaluation is a good thing, but, you know, having an external evaluator sometimes adds a little bit of, well, you know, well, it's not trust, but you know, it's sometimes, you know, people just want an external evaluator from a neutral perspective to look at programs, so that might be the case. But at the same time, of course, the costs and the resources you put into this endeavor, of course, of course, rise as well. So you always think clearly about what you want and what you really need, you know? And in this, you know, looking back at this data collection plan, you will see, after a while, you know, when you figure out, we do not really do something with this kind of information and it's really cumbersome to evaluate that or to collect this data, don't do it. You know, only collect data when, you know, when it is to a certain end, when you need it to report or when you need it to improve your project. Otherwise, it's just a waste of resources. Okay, so that's, I mean, you can, later you can read through that if you want to, but that's just, again, you know, what are the advantages and disadvantages of qualitative and quantitative methods. So, and now what I did now, and I see we're running out of time I'm sorry, I'm sorry, that's, I put down a couple of methods you probably, you probably already know. So it's, I mean, it's about questionnaires, it's about focus groups, it's about interviews, it's about collecting or collecting of anecdotes, you know, and so in there, like on the slides, you see what are the advantages and what are the disadvantages and basically I covered most of that. You know, the more reliable the data has to be, the more standardized the test needs or the tool needs to be, you're using. So I'm not going through all of them, but one thing I would like to draw your attention to because I mean, you probably say, well, questionnaires we do and interviews, I know how to do that. And focus groups, well, we probably do that as well. But I would like to draw your attention to one link I put into the recommended reading section, that's about tiny tools. So you do not always have to have like a fully fledged questionnaire or this and that, you know, when you have kids in a program or, you know, people in the program, you also can use really little tools that help you getting feedback from your audience. You know, that's about, I don't know, sticking little dots on the wall to like, did you like the program today or did you not like the program today, you know?   I mean, that's a tiny tool. I mean, then you can do something like quick, quick interviews that are not so time consuming to do. And in this publication about tiny tools, you find a lot of that and you also find a lot of that, that is really participative, you know? And I think that's very important for when you want to, when you want to engage your community. Use a tool that is, that really engages the people. You can, I mean, you also can do a quest, you also can do a questionnaire, but it really gives the, I think it's important to give the people the impression that their opinion really matters and that you really values them. And that can sometimes that is more the case when you know you use a more personal contact and more personal communication than when you just hand out, I don't know when you just hand out questionnaires, but still I'm not saying that you should not do that, but you also should always should emphasize that that is something you're not only doing because you want to check on those people, you know, or you know, you want to know something, but you always should tell them that with their answers and the time they put into filling and this questionnaire participating in the interview or whatever, they really help to make this program or this office better, not only for them, but also for the rest of the community. And I always find that the acceptance of people, you know, participating in evaluation increases enormously when you tell them, you know, that it's, you know, it's not about them, it's not only about them and, you know, like checking on them, but it's also because their voice really, their voice really matters. Yeah, so that was about it. I talked a lot and I hope that there's some more questions for the last couple of minutes. Was there something very clear, something very unclear?  So I, well, I don't see any new questions. The question is whether that's because there are no questions or that's because the website doesn't show me. Okay, here. Okay, so the question is any indicative questions is any indicative questionnaires, any direction for controlled group trials? Probably that's now a little bit stupid to say, but actually my direction for a controlled group trial would be seek expert advice. First of all, make sure why you want to do that and then ask someone who really knows about that and then get consultation, really. I mean, because it's honestly, I mean really the very few of controlled group trials, I've seen, that's just big, that's just really, it's a lot of work.  By definition, you could not do that yourself because just the quality, you know, you have to have someone neutral from outside who would run that. And so yes, share, seek advice and think thrice whether you really want to do that. You know, I'm not talking against that. I just have the impression in most organizations, something like that would be really, really overwhelming. And I see, just to implement really small evaluation tools is already such a big endeavor for most organizations. So why not? And actually, that's one of the suggestions I forgot to make earlier, start small. Don't think, oh my God, now we're going to evaluate our whole museum and we are going to work impact oriented from the basement to the fifth floor, something like that, start small. Just pick a small, it's a small task. Take a small unit of your organization and let them start and let them share the experience and let them learn what works first before you engage and before you engage everybody. So that's what I suggest. Also, I think it's a process that you cannot only do from what, neither from the bottom up or the top down. You know, if like the management does not want you to shift your focus on social impact, then it will be difficult for you to do so. And at the same time, if the people who work in the organization are not convinced that that is something that is good for them and the organization, you will never be able to implement that. Okay. A lot of information here. I'm sorry. The PowerPoint will be available. I just click briefly. Okay, here, I mean here, you will get the PowerPoint. The social impact navigator is our resource that you can print. And we also have that online. So everything I said, you'll find there in better English and more interactive and in a better and you can go through that in your own time where basically the whole impact-oriented management circle is there and you can download a lot of material there. You can download templates and questionnaires and I don't know what. So that's probably a resource to go to. And then the resources I talked about about the different things I talked about, they will be there as well. It's all except one. It's all online and you can work your way through there. So I think you're busy for the next, till the next conference you will need the time to digest.


Broadcasters. Broadcaster head? Yeah, I sure hope it does. Four female broadcast presenters. The feminists are taking over. I'm an adult virgin. Zach, stop. Zach, you're gonna get in trouble. Zach, you're gonna ruin the broadcast.