There's some assumptions that we have. We believe that we're all probably coming into this conversation from different places. Some folks have been doing this work for generations. For others, it's your first time even having this conversation and we celebrate that, right? And the way we celebrate that is if this is like a very early conversation for you honoring the folks who've been doing this work and might have a little bit more knowledge and if you are the folks who've been doing this work being generous of spirit with where everyone is in the room, right? That's how we're gonna do that. We're acknowledged that we're gonna be focusing on race, but through an inner race, but through an intersectional lens. And by intersectional, we mean we acknowledge that people's lived experience is not divided into categories that race is complicated by gender, is complicated by disability, is complicated by sexual orientation, etc. And that the mechanisms and systems of oppression also play out that way too. However, we're gonna be focused on race in part because we have 90 minutes. And there's a lot we can talk about with race, but a lot of these conversations are applicable to other areas of identity. And we think that board should always be considering those other areas of identity when we talk about diversity. We're gonna be focused on board, but we're very clear that this is also about staff, this is also about artists, this is also about who is showing up in your houses. These things are not independent, they fail when they are independent, right? So we're focused on board, but we're acknowledging that. We're also an assumption that we have is that a lot of folks in this room may work at predominantly white theaters. We define predominantly white theaters as theaters who historically and currently have had their boards, staff, the work on their stages, the people in their audiences, predominantly made up of white people. And as such have benefited from systemic racism. We also know that there are some theaters of color in this room and we're gonna hear from some on our panel. And that these folks have been holding down the work of developing trustees of color for generations. And there's some real knowledge there and we wanna honor that. We also wanna acknowledge that when predominantly white theaters often do equity, diversity and inclusion work, and TCG is a part of this. That sometimes we can take up a lot of space and that can have really negative repercussions for theaters of color. So we're gonna be tracking that in this conversation as we go through. Finally, when we're looking at strategies for change, we're gonna be looking at them from the personal level, the organizational level, the field wide level, and then beyond, right? Change has to be moving in all four of those theaters for it to be effective. And finally, I'm up here, I'm gesturing, I'm projecting, I am not an expert. Do not be deceived. There is as much knowledge about this in this room as there is here and on this panel. We're moving us through this conversation together. We have a little bit of things to share, but we are not experts. Also, the work doesn't end, right? There's no one who's like, check mark, diverse board, that doesn't happen. If that happens, you know there's trouble, okay? The work continues, we are always asking who is missing. We are always checking in with the experience of everyone on the board and asking are we being inclusive, are we being equitable? Okay, so we're gonna be moving through an agenda that is already slightly behind. Rules, assumption, agenda review. We're gonna share some research. We're gonna talk a little bit about barriers and strategies. We're gonna move into a pale conversation with some amazing folks. With some amazing folks. We're gonna do a little bit of small group work, although, look at that time.  Yes, time machine is gonna be very effective for having a diverse board. So we may shift that a little bit just based on some energy in the room, but we'll play that as it lays. We're gonna have some report outs and open discussion. Then we'll have some closing thoughts. So, we're gonna present some TCG board research. You'll see occasional pictures from TCG's Fall Forum. There's no hidden meaning in these pictures. It's just sometimes slides are boring without pictures of people. So, next slide. Okay, a little bit about the research. Primarily it's from this study, 116 TCG member theaters. These theaters tended to be a little bit larger and tended to be a little bit older than the full diversity of TCG's membership. We're also gonna talk about some trends from the three times that we have done this governing boards survey. So, just so when we talk about these different budget groups, this is what we mean by budget group one, two, three, four, five, six. Interesting to note is the different ages of these theaters that the two largest are the oldest, which is not surprising. And the average number of trustees goes up the larger the theater is. Also probably not surprising, but what will be interesting is to note that just because you have more trustees doesn't necessarily mean your board is more racially diverse, so we'll come back to that. Next slide. We're gonna be referencing a couple other points of TCG research, things like theater facts, things like our game changing governance survey. We're also gonna be drawing on experience from various fall forum and conference programming. In this space later, there's gonna be an awesome session on board engagement that's gonna be led by some folks in this room. So if you wanna continue the board conversation, this is where it's at. And we're gonna be drawing from some of the amazing work they've been doing too, that's just a little context. So yes, more pictures of people, including one of our panelists. Keep going, looking very handsome. So here's some good news. In terms of gender parity, our boards are pretty equitable. And they're more equitable, in fact, than our staff leadership. The theater field is actually ahead of the not-for-profit field more generally, and way ahead of the for-profit field, which is super dude dominated. But we do wanna note that we are not just operating in a gender binary, and that there's still a lot of work in terms of trans and non-conforming folks on boards. There were none, no folks who identified as transgender queer when we blasted this survey. So we are not penning ourselves on the back too hard in terms of gender parity in that regard. Okay, ooh. Sorry. You, we really are not the best line. Okay, hold on. So here's where we're doing a little less well. Just wanna acknowledge that when this survey was done, this is some of the language we were doing. Our language around race and ethnicity has changed a little bit since then, but we're not gonna dwell on it. So as you can see, our theater boards are predominantly white, and they get a little bit more white as the size of the theater grows. It's really just budget group one where we're seeing any sort of significant headway. And we see that there are some areas of racial and ethnic identity that are really significantly underrepresented in our boards. Okay, and there's some reasons for that. We're seeing longer terms and older trustees at our theaters. In 2004, 26% of trustees were 60 years of older. That's 42% now in 2013. Wow. Yeah, in 2013, 76% of trustees were 50 years or older. Only 6% were younger than 40, right? Wow. 41% of theaters imposed limits on consecutive years, but the average trustee serves seven consecutive years, and almost every single theater allows them to come back. And there's reasons for that, right? Yeah. There's reasons for that, right? And the reasons have to do with actually a success story. We're not gonna spend a lot of time on this, but the recession hit theaters really hard, and one of the most significant things that led to recovery and any sort of sustainability was trustees, trustee giving really jumped over the recession. So it is not surprising that theaters would have held on to board members that have the capacity and the commitment to support the theaters during those times, right? So this is a success story, but it's also problematic, okay? And it speaks to priorities. So let's move to the next slide. This is from the Game Changing Governance Survey, wanting to acknowledge that in terms of priorities for both staff and trustees, fundraising and giving gets number one priority. Not surprising, right? Here's where we begin to see equity, diversity and inclusion. It is further down, further down here. Let's go to the next slide. So let's just talk a little bit about giving gets. Most theaters have either a give and get or a give and get. Those tend to be pretty large, but boards tend to give at least a minimum or more. It's very rare that folks give no gift at all. Let's take a little closer look at how that plays out. So we're looking at the smallest theater to the largest theater. What's really interesting is that this huge jump from five to six is pretty consistent over a couple of years. But you can see that if there's any sort of perception that there's a tension between a commitment to racial diversity and a need to have donors giving and getting at a high level, that perception could be contributing to that difference between budget group one all the way down in terms of having achieved it. Average individual trustee gift per budget group. So let's move to the next. And again, so perhaps not surprising when we ask what priorities are, access to wealth being the primary one. And here's that statistic again. Over the past five years, trustee giving rose 33%, right? So again, we're talking about a success story that also has significant consequences. So let's move to the next slide. Okay, barriers and strategies. So now we're going to talk about when we've done this work and we've had these conversations, we've noticed some things that get mentioned again and again as barriers to achieving a racially diverse and inclusive board. So we're going to talk about those a little bit, but it's sort of just to set the table for the panel conversation. So I'm going to move through this kind of quickly. I'm doing all right. You do it really well with the time. That's great. All right. So bear in mind, things are going to pop for you. Write them down, note them. We're going to have a chance to process them. But this is just to sort of lay some of the assumptions, maybe even myths that we've heard about perceived barriers and then maybe some strategies to address them. So can we go to the first? This is the biggest one, right? That the given get that the need for us to have boards who can give at a certain level is the biggest barrier. It's sort of the elephant in the room when it gets discussed. It's discussed in very fraught ways, right? And I have no doubt that that plays out at all of your boards as well. But there's some problems with this assumption and there's some strategies to address it. We're going to look at personal strategies, organizational strategies field wide and beyond. Personal, we all need to sharpen our analysis of racism and capitalism. Yes, we're going there. We're talking about capitalism. The first is the idea that there are not potential trustees of color who can give at these levels is just flat out wrong, right? That is not true. And the assumption that when there's a trustee of color who maybe doesn't give at a certain level, that that's because they don't have that money might also be flawed. It might also be a different dynamic that is operating on your board. And in order to understand those dynamics, really the only way to do that is we have to take on an analysis of how racism operates in our culture and how capitalism operates in our culture. And that's an acknowledgement that, yes, there are trustees of color who are out there who can give at those levels and it is also true that communities of color have been systemically exploited and plundered through segregation, through redlining. I mean, we could have a whole session about this, right? And that is also true, okay? And we need to bring that analysis to bear when we are thinking about strategies on how to bring on more trustees of color. Organizationally, we need to equalize diversity and give and get as priorities, at least equalize them if not maybe put that diversity, that racial justice as a higher priority because we know what we're up against in terms of systemic racism, right? If there is not that organizational commitment, it's just going to be really hard to make any sort of lasting game. And we'll hear that from our panelists. Fieldwide, this is not about blaming one theater. This is not about blaming one community. This is not about blaming it all. We are all trapped in this system where after this recession happened, of course we had to reach out to trustees who had the capacity to give. So without a field-wide conversation about give-get policies, term limits, diversity, all this stuff, we're going to be operating in isolation and it's going to be harder to make real change. Work to end systemic racism. Yes, this is bigger than just the theater field. The idea that the theater field is going to have super racially diverse boards without anything changing in our broader culture is it's just not going to happen, right? Because what is happening in communities of color is state violence, right? Is school-to-prison pipeline? I mean, like, there is serious existential issues affecting communities of color and to pretend that, like, their number one priority should be joining our theater's board, right? Like, we're just not operating in a place of any honesty if that's where the conversation starts. So we have always got to be thinking about this as we're also thinking about cultivating trustees of color. Next. Oh, yeah, I think we skipped over. Great. So cultivation. This is often listed as a big thing. How do I begin this conversation? How do I continue it? And we're going to hear some of that from our panelists. A huge thing is to address your own personal unconscious bias. I got it, you got it, we all got it. It's real, there's no way around it. We can pretend it's not there, but that doesn't help anybody, right? So it's just beginning to realize the ways in which we are constantly making judgments about all of our trustees, including potential trustees of color, that they are reading and making judgments about whether or not it's going to be a safe space when they come into your board, right? So if you're not taking that time, you're going to have a lot of trouble. Organizationally, you need to signal a commitment to diversity, to racial equity, through the language you use, through your mission, through your values, through your programming. Folks are going to be looking at the plays that you're doing, the educational work that you're doing, through your staffing. It's possible if your board is mostly, or if your staff is mostly all white to create board diversity, but it's going to be really hard. It's going to be really hard. Field-wide championing theaters of color. Okay, so when we're talking about cultivating trustees of color, there's folks who've been doing that for generations. They're theaters of color. They know how to do it, right? And so we need to celebrate that wisdom and that knowledge, and we need to position theaters of color as leaders they are in that work, and not then, you know, try to in our efforts to diversify our board, undermine that knowledge and that expertise. You'll note that this is the same again. Work to end systemic racism. There's going to be a theme for that beyond. Can we move on to the next? Oh yeah, there it is again. Okay, so tokenism. When you have trustees of color on your board, there's often going to be a feeling of tokenism. Either over worried they're going to feel that way, so how do we or they're going to feel that way, right? And a big thing is developing facilitation skills, right? There are going to be people on your board who are not going to have the same analysis of racial power dynamics as you, as we all do in this room. And as we don't in this room, right? So it's really important to develop facilitation skills because if you can't manage those dynamics in the room, you're going to be exposing those folks to an unsafe space and that's just nasty. We don't want that. Right? And there are some wonderful organizations that do that. We try to do that at the Institute. The Institute is an amazing organization that develops facilitators and facilitation skills. There's folks out there doing this work, if you want to go and find those skills. Organizationally, creating a culture of inclusion where everyone takes responsibility for this work when trustees of color are in charge of it, that's super problematic, right? They should be able to show up as who they are and know that they're going to have allies on the board in diversifying the board in a culture of inclusion and moving towards racial equity. Field-wide, it's important to support cohorts of theater that are committed to board diversity. That's what we're trying to do with the Institute. You can't do it alone. It's really hard. It's exhausting. And to acknowledge that there may want to be affinity space for trustees of color, right? That affinity space is a great tool for those of you who are at How We Show Up yesterday that Carmen talked about for folks to work through the power dynamics of sharing on your boards with people who are going through the same thing and to celebrate that conversation, to honor it as essential for the work moving forward. We already talked about that one. Okay, so next slide. Whoo, I get to stop talking. Thank you, Gus, for that. It's important as it is to kind of get an overview with slides. We also want to acknowledge, I just want to lift up something that Gus said, we are not content experts. I'm standing here also as a person of color and I will flat out say that I am not a content expert on these issues. The whole point, especially in gathering these kinds of situations, is to really share knowledge. It's all about resource sharing. We want to hear directly from folks who have had examples of strategies and models that worked for them. So today we have an awesome foursome here. Awesome foursome. Awesome foursome. We have Adrius, who do managing director of theater offensive.  Marshall Jones, producing artistic director of theater company. Lawson Platt, executive artistic director of Dallas Children's Theater. Eddie Frybeck, producing artistic director of theater. We have a lot of audience to kind of hear directly from some of these folks. They can share some similarities, differences on approaching some of these issues. So why don't we start with Abe? Okay, hi. Can you hear me back there? Yes, okay. Tell me if I go soft on you. Okay? Guys do that all the time. I'm sorry. So anyway, I can't believe I just did that. So we're a queer theater company. The theater offensive, D-O-N-N, we're in Boston at the very beginning, we're collaborators that we were working with locally, and we chose from our collaborators to make sure that we had good representation of the folks in the community that we were intending to work with and serve well. And so from the beginning of the theater offensive, we actually had a majority of people of color on our board. That came and went over the years. And also as we grew, we started to have to look more at, well, are we getting the skills that we need? Not just the viewpoints that we needed, but do we have the skills that we need on the board? We have a lawyer, a finance person, a butcher, a baker, a candlestick maker. And that added a level of complication that made it, we had to be more intentional about making sure that we were staying racially diverse as we were seeking out our lawyers and accountants. I want to fast forward to our 20th anniversary in, it was approaching in 2009, great timing, right? We're looking at the world and we're saying queer theater, you know, we were doing queer theater in the south end of Boston at the Boston Center for the Arts. And, you know, when we started out, that was really unusual in that building. It was really rare. But 20 years later, you could say, we had done a great job of it. It was actually quite common. There were even sister companies of ours who I love, we're right here in the room, doing it regularly along with us. And we really thought like, and yet in other places in Boston and the neighborhoods where we're trying to draw people into the Boston Center for the Arts, you not only can't see a queer show there, you can't see any show at all in many parts of these neighborhoods. In fact, a kid in one of our youth troop improv sessions said, why do I have to take two trains and a bus just to be who I really am? I want to be out in my own neighborhood. Out in your neighborhood became the theme of our work. We stopped being a resident theater company at the Boston Center for the Arts and refocused all of our work into four specific neighborhoods of Boston, Roxbury, Dorchester, the south end, and Jamaica Plain. Along with that, we also started to re-look at our core documents. And this is what I want to bring up with you. It was really important that we sifted through our mission and our vision and our strategic plan to make sure that these core documents really made explicit our anti-racist work, which we had been doing all along to some extent. But it was really important that we say, for instance, we believe, which we do in these neighborhoods, that to overcome homophobia, the intersectionality that they were talking about before, we can't succeed at overcoming homophobia in Roxbury unless we're also tackling racism. It's essential to our stated goal. That really helped in terms of recruiting and sustaining board enthusiasm from the diverse communities that we were serving, because they could say, like, yeah, not only am I pouring myself into this, but these white people on this board, too, are making a commitment to this. They're showing allegiance to this, and I can expect them to be held accountable to doing the work. When an issue of racism comes up at the theater offensive, it's not the black people on the board's job to talk about it, right? That's going to be really important in having a diverse board. How many do we have on time? You're good. I have a minute for you. Oh, wow. So... I want to make a couple other points here. As we switched from... It was around that same time of when we switched kind of our strategy that we also switched the way the board was organized to be more of a governing board. It wasn't just representation and just skills. It was now... They were really taking on governance of the organization in a more serious way. So we as the staff were accountable to the board in a way that we hadn't really stepped up to before. This also meant that the board was accountable to itself and it built in really dynamite management systems, self-management systems. A really rigorous annual self-evaluation and then an annual retreat that was focused on taking the results of that evaluation and putting needed changes into practice. Everybody's on board for that. These super... These were super helpful in recruiting and retaining all board members, but especially making sure that people of color, trans people, more women were feeling welcome on our board because there were systems where they knew their voices were going to be powerful and heard and make a difference. I will go back to say a couple more seconds to just say the first thing. I said, oh, by the way, we have straight members on our board too. Diversity! And I just want to mention these things about the trans folks on the boards. So important and most even LGBT companies don't have trans folks on their boards and we do and it makes a big difference. Lastly, this thing of having challenging racism be real in your organization, represented in your staffing systems and in your core documents, is a way that people can know that if they get involved, they can say, when they're countering racism in your organization, they are empowered to say, look, this isn't me complaining, this is you saying what you want to do in the organization to live up to it. Thank you. Thank you. Who's going to speak to you a little bit on the leadership shown by individuals of color in opening doors and also building connections. Hi. Well, I started Dallas Children's Theater back in 1984 with all of $500, but what I did was a wonderful group of friends and associates in the artistic world and so actually we started our board with some really strong people from diversity in Dallas. Margie Reese, who's administrator or director, Yoichi Okia, wonderful designer, producer, connected us to a lot of wonderful Asian work. Cecilia Flores, who had already done a lot of bilingual translations for us and work I've been doing in the parks. Juan Flores, who was a superintendent, DISD, in charge of desegregation. And then Preston Tatawika, he was Comanche and helped us with a production of Indian legends. And then we had some elderly people, Eva Holly, Jeanette Early, and also an elderly person connected us with the Hunt Association. Hunt family, Caroline Rose Hunt, whose daughter became one of our board presidents. So we started, now that I'm looking back, it looks like we have a pretty powerful, kind of out of the gate, but at the time it was very difficult. I didn't have a salary, for instance, for several years. I figured out my first budget. I said, right, you need a budget. So I wrote up a budget and figured I needed $400,000. Well, that first year we earned $40,000 and had $40,000 contributed. And somebody said, well, this is a celebration. I thought it was dreadful, but I thought I'd been a huge failure. But we did gradually build on that and some of these people were totally instrumental, as well as a man named Rocky Howard, who was with Merrill Lynch and helped us a lot in the financial area. So just, he was our treasurer for about seven or eight years. So he was just a great friend and is still on our emeritus board. So we've been able to hold on to him. But I think, number one, it was, you know, somebody said to me before I really, I was thinking about starting the theater. He said, well, who do you know? And I think that is, just every day I still say to myself, who do I know? Or who do I know who knows? Or who are the people I'm working with? Who do you know? So people give to people. People like to work with people. Community, it's going back to community. And I think for us, it also goes back to the work. So much of the time that we've been able to recruit exciting, dynamic people of color, it's been because of work that we were doing. And of course we do perform to every zip code in the city of Dallas through student matinees. The combination of student matinees and our weekend public performances. So our budget has grown from that start up of $500 to around the range of $4 million. And we serve about 250,000 people a year, including about 100,000 of those for our national tour that goes out coast to coast. So we have grown a lot. Well, I'm just going to take one example of a show that we were excited about working on. I helped develop the show with Katemia. We did some workshops. And then really didn't think that we would produce it. But then we got really excited about it after we did a reading of it. And it said, oh, this must go in our season. So I'm looking toward developing Having Mariachi Girl.  And I thought, aha, what we really need to do here is maybe have a little bit of a luncheon. And several of my board members jumped on the board including Mickey Bragalone who's standing right here. And we did a luncheon. And the luncheon was wonderful. We had all of the members of the cast. Because I had casted at that time and all of the artistic team. And I split them up so that each table had an artistic person and then we had guests that came. Well, one of our board members, Courtney Perez, had brought a woman named Beatrice Martinez. And she was very impressed. It was a wonderful, upbeat, joyful kind of event. It was just a celebration. So several months later we actually opened the show. And again, Mickey Bragalone had an opening night dinner. I didn't know she was going to be here by the way. Opening night dinner before the show. And this Beatrice Courtney who was on the board invited Beatrice Martinez to come. So I'm going over to the table to say hello and visit with her and thank her for coming. And this is Beatrice and I turned to her husband and he says, well, Robin, I worked with your father developing the Booker T. Washington High School for the Visual and Performing Arts. And that was a great experience. And anything you need, you just let me know and I'm going to help you. I mean, my gosh, this was 20 years later. I didn't even know this. And here he is right there sitting in my own theater. So I waited just a few minutes and he said, well, what I really need is for you to join my board. And he turns to Beatrice and says, how about you joining the board? And she did. And she is on our board. And she has been instrumental in helping us meet so many initiatives. For instance, we have a big fight with our school board and not the school administration because gradually they are spending more and more time developing the contracts and the order numbers that go to the teachers that allow them to book kids to come to our shows. So now the entire fall semester, we don't have any DISD students in our performance, our student matinees. Well, this is a travesty. And I took on this mission. I'm going to practice somehow. Well, we cracked it with Beatrice Martinez because she brought to our gala two of the top people in DISD who were going to become the top people in DISD. And now through Beatrice and those two people, we have a contract with the district, a direct contract. We've never had a direct contract with them for school students. So the entire second grade will come to our performances as of this fall, starting in the middle of September, not in January. So that is a huge, huge movement. I mean, to move that district is just almost impossible. And so she made that difference. She also helped us get increase in funding from the city of Dallas through the council, city council. We have, first, we got 2% of our budget from the city. We've now gotten a big 4%, which is huge growth. The cap, of course, is 25%. We'll never get to that. But anyway, and then the other thing that she's helped us with enormously is she takes great interest in the development of our projects, of our upcoming plays. We have a play in progress program now, and she's come where play is being in development. We bring in visitors. Anybody is open to anybody to come. And she comes and it takes a really active part in that as we're working with something like Tomas and the Library Lady, which is a non-script by Jose Cruz Gonzalez and by the legend of Blue Bonnet that we're developing with the Goheil Tecans, who were the original indigenous, indigenous people of Texas, along with Roxanne Schroder Arce, as a playwright and Lorenzo Garcia. I mean, Caramilla helping us with that. So it's just in value having people that can help with the programming, help with the cultures, help us be authentic and really move us forward in so many wonderful ways. And I'm sure I'm almost over. Thank you so much. We're going to hear from Adrienne, who are talking about having full board commitments in maintaining board culture as well, amongst other things. Great. First, thank you. I want to lift up that I am not an expert at this. We live in a diverse, multicultural environment and what's important to understand it's about human connection and it's about growth and building community and learning from each other that can make us better and make purposeful decisions around diverse boards. I will speak to you today as a managing leader, as the chief fundraiser, chief marketer and my experience as a person of color on a board and other committees. First, you know, as a managing leader, an all-white staff cannot sustain a diverse board. That's the reality of it. If you can, it's very difficult. It's important to the impact on staff. It's important to have a diverse board because the board can make decisions that benefits people of color and staff. If you have an all-white board with a diverse staff, how are those decisions being made? How are conversations around pipeline for people of color and leadership positions being talked about? How are board members holding directors and senior leaders in organizations accountable and responsible for having that pipeline? So it's very important that the board is very diverse. The staff is very diverse. They need to work in synchronicity. As a fundraiser, you know, it's not a one-size-fits-all model for fundraisers in the communities of color. And it's important that to recognize that there are cultural differences when asking for money.  So it's your responsibility to figure that out. Quite frankly. You know. Sorry, my brain is going million miles an hour. Yes. Oh yeah. And board members are investors. Donors are investors. When you get in front of investors and investors could be someone who's given $500 but they're really committed to your work. They want to advocate for you. They're there. You're expanding your family. They're asking questions.  People are guarded with their money. They want to know if they're investing their money in organizations. There's impact. In my experience, folks are asking how diverse is your board? Is there a trans person in your board? You're saying you're working in communities of color. Queer communities of color where there's a low income population. What is the staff structure like? And you need to answer those questions because that will make or break people invested in your work and people in your program. And third, I want to talk about as a marketer, this is really good when your board's a diverse. It's just really good because you get to communicate the impact it has not only on staff but also in the community. Communities want to see their boards reflect them. And it's just a great piece of thing to have in your pocket when you're going out and meeting folks and building connections to honestly say we serve the community and as an organization we are morally obligated to have a board and staff reflective of the communities we serve. And finally, my experience as a board member as a person of color. It's important that people, white people at the table with people of color who are on boards know when to step up and step back and allow different perspectives. Oftentimes I'm in rooms at board meetings in cohorts where people are so committed to the cause of equity, diversity and inclusion but yet the majority of voices are white people. So step back and allow others to speak and understand that privilege. If you cannot recognize that, that's also a privilege. So I say be aware of that. As I mentioned before, I'm not an expert but what I can tell you it's a human connection that will make us better. Thanks. Thank you. Wow. As a producer I love sold out houses so this is great. I'm going to call an audible for those football fans because I want to talk about mission and the importance of mission but after seeing Gus in this great presentation just very well succinct, very well put out I think it would be helpful if you guys could see the trajectory of the board of the Crossroads Theatre Company. Crossroads Theatre Company is an African American Theatre Company in New Brunswick, New Jersey started in 1978 by Ricardo Kahn and Lee Richardson. So think about the world in the mid-70s. Roots just happened. Not the one we just saw but the first roots came on but there was no cable so there was no B&T there was no Bill Cosby there was no major source for black people to see people that look like them. 1976, Ricardo and Lee graduated they were the first graduating class of the Mason Girls School of the Arts University and they were ready to take on the world but they didn't sing and they did not want to play drug dealers. No disrespect to Antonio Vargas Sarsian Hutch those of you old enough to know that they didn't want that role they didn't want those jobs and they didn't sing. So after only being out in the world for one year they said, you know we ought to do our own we have got to start our own theater company hence in 1978 they started the Crossroads Theater Company I think the important thing to recognize why that theater company was so successful early on in those years is that there was total buy-in there was another theater called the George Street Playhouse in New Brunswick, New Jersey and they said, sure come on Eric Krebs was willing to sponsor Crossroads Johnson & Johnson Worldwide Headquarters is in New Brunswick they gave lots of support Merck Robert Wood Johnson Hospital so the white power structure joined the board and said this was a very, very good thing in 1991 a brand new building was built for Crossroads brand new building right next to the George Street Playhouse which was no longer on George Street it was on Livingston Avenue they didn't change the name to Livingston Avenue Playhouse it's still the George Street Playhouse but it was a brand new building built right there for Rick after being around for only 12 years they gave him the keys and they said, here this was a 5,000 square foot facility there was a small little one 100 seat facility this was 300 rehearsal studios, four flights if you've ever run a major theater maintaining the space is a job within itself the economy shifted, there was a recession in 1992 Bill Clinton got elected remember it's the economy's stupid so there was a shift the Cosby Show was the number one show so there were societal shifts and Crossroads was able to still maintain this high level of success but running that facility waited down in 1999 Crossroads was the first African American theater company to win the Tony Award for Outstanding Regional Theater thank you but guess what happened in 2000 the building closed how did that happen how did the board let that happen those are the hard questions we have to ask ourselves and the reason guys is because the work on stage was so spectacular but maintaining this building was an albatross and it wasn't dealt with so winning the Tony was great on one hand it got all this notoriety and on the other hand it's like oh there's a $2 million debt so the state of New Jersey was willing to give Crossroads some money but they wanted the board to resign and the board said sure anything for Crossroads because they believe they believe in our mission and that's really key to getting a diversified board to have them believe in your mission so a committee was formed and a large a new board was brought in of business leaders people who did not necessarily understand the mission, understand nonprofit organizations have an understanding of what Crossroads means to the community and they said the numbers and they said whoa this is not sustainable and what did they do they shut it down they shut it down they shut it down because the board the people that led Crossroads at that time in 2000, 2001 did not have a connection to the mission did not understand that of course a not for profit organization is not sustainable not for profit I'm going to segue for one second and give some props to David Grant who is a former executive director of the Dodd Foundation he lives in Vermont now I told him that Bernie got to the White House he really has to share this idea he says we should not be called not for profits he says we should be called social profits because we provide capital for society but those business leaders in 2000 did not understand a social profit that an organization putting on shows about a rich culture of this country has value so they shut it down fortunately after the theater was closed for two years there was a retired dean he just retired and he was pained seeing that building dark and he rolled up his sleeves and he single-handedly got that $2 million worth of debt down to a couple hundred thousand his name is Richard Nurse and we owe him a great, great deal of gratitude so I came on to Crossroads in 2007 you guys know what happened in 2008 great timing but we survived and on the one hand it's surprising but on the other hand it's not because we as a people have survived in this country for over 300 years against massive, massive odds so on the one hand I'm not surprised that we were able to get through tough, tough, tough because we did not have the types of board members who could write those checks to get us through so how do we find a board member because we need to diversify our board we have 13 people only two are white I think the best way of finding a board member is to look in your audience are they coming to your shows the white people on our board come to our shows we have several white people who are part of our membership and I love asking them why you come and they all pretty much say the same thing they learn something each and every time they come to see a show at Crossroads they learn something about themselves they learn something about their neighbors they learn something about a culture that there's a high degree of curiosity so I would encourage you all if you want to find board members you look in your audience but then if you say oh my gosh there are no black people there are no Asian people in my audience that's the problem you can't assume that they want to see your shows I've never seen friends friends that was funny I have no desire to see friends I don't see anybody that looks like me they don't talk like me that's not me so I think you have to ask yourselves well programmatically and not just February by the way I appreciate my colleagues at Two River you're doing August and October September look at that so that's where you start you start with your program and then if you then it's not just a quick fix we'll do this August Wilson and then we'll diversify our boards it's not going to happen that way Gus laid it out did a great job playing that so that's my story thank you very much so we're going to stop talking and let y'all talk to each other I'm going to hand it over to Elana to do that but I just want to thank the four of you so much for doing this, for sharing these stories for doing so in such a personal way you know because I feel like you're so right it is the personal connection that will make a transformation happen on a board and you all brought that personal energy here so just thank you seriously thank you so much yes and I just want to reflect back just a few moments because I feel like we're about to talk to each other about what happened sometimes it's helpful to remember what happened before you talk about so I just feel like Abe the courage of recognizing we are on a path and it is not sustainable unless we significantly not change who we are but own up to who we want to be in terms of taking on racial justice and the identity that is so powerful to recognize that it's not a shift around the perimeter that's not what you were doing and then Robin I'm just so struck by the way in which the programming which had integrity and which was recognized by a trustee of color based on a family relationship based in desegregation activity that you're about so they knew there was shared values they knew the programming reflected their community and then you asked their help for something that was incredibly important for them bringing equity in terms of the schools that were able to see your shows like when you ask a board member to do something that's that important to them of course they're engaged you were just asking to write a check and show up and be of color because that would be not so good but you asked for their help and something that was critically important to both of you and then Adrienne, I'm just so struck by everything that you said in terms of the way everyone in the organization needs in the board needs to own it and the staff needs to own it this is not something that a few people are holding down and then Marshall oh my goodness this is the first time I've ever heard you tell that story so I'm just still kind of like right but I guess the only thing that I feel like is hearkening back to those the only thing that I want to lift up in this little brief time I'm hogging to come back to those strategies we shared at the beginning is just the way in which when it is driven by a moment of contact with the art do you know when the relationship begins by learning something or seeing yourself reflected and feeling like I have to become a part of that something and how often the conversation about board recruitment centered in the conversation about the art how often does that happen does it happen enough it should be beginning, middle and end I have not always heard it that way so I just want to affirm and reflect that so what do we do it so basically before we report out we want to really take a moment to do a return and talk for five minutes so if we can just turn to someone next to us and break out some like two or three and just talk about immediate things that you'd like to respond to you know something that you learned something you think that you can apply to your own organization so we are going to take the next five minutes to do that in two's and three's so I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I


Hey, Carolyn, are you there? Oh, okay. That's weird. You're all dark for a few seconds. I know my camera The camera doesn't like me Give me grief. How you doing? Good. I'm eating lunch. So, big army. I had a lunch of champions and had a scoop of ice cream. Oh Wow, that sounds good. It's pretty warm here today. So So It's cold, cold, cold. It was like 45 when I woke up this morning. I don't know if it's just gonna be us today. Okay, I haven't done anything since last week. So we can do a working game today. Yeah, that can work. Let me I can catch up on what I've been doing today On what? I can catch up on what I did today. Oh, sure. Um, share my screen because it's actually just like a lot of little things So I went into the project templates repo And I don't realize There was a bunch of things that were kind of missing So one You guys just walk through the You don't have rights to this PR. I'm sorry. It says repo. Um, Paris doesn't a whole bunch of people don't So I submitted a PR to Basically give this repo the same permissions as the other repo that we have and so this will add you and Paris and Don and Jennifer and Josh and Stefan and Veils So that we can get people to approve these PRs that I submitted Um, so I should get looks at pretty soon cool I um Have one that that was actually from two weeks ago, which is to rename master to main We agreed on that to a while ago that we wanted to do that Um, so we renamed it from master to main and then in marx's repository is a template Okay, and what's kind of cool about that Is now when someone looks at our readme It'll look like yeah, I'll show me. I'll show you another one I'll show you skeletor It'll look like this Use this template Oh, cool Yeah, the middle like clone the whole thing really nice and easy and it won't quite be a fork then it'll be like their own standalone repo Which is nice. Um I added a quote of conduct There are two contributor covenant versions that are really out there And I went with 1.4 Is this the one that's used for cncf in general or? Yeah, so cncf in general uses 1.4 So that's that's what I went with If we take a look at it, this is the This is this is what we use um for like kubernetes Mm-hmm. Um So what's contributor covenant? Um contributor covenant Was started I'm blanking out her name. Did she put her name on here? Coraline. Have you do you familiar with Coraline? Okay, uh, so Coraline, I think she she and she worked at uh could help for a while I think she was really active. I think in the ruby community as well um and has worked quite a bit at the forefront of defining That we need code of conducts What should be in them how to enforce them and then getting? um projects to use them cool and so this is kind of A generalized code of conduct that people can Can use that that we would that has been like versioned over time I see um in the latest version is 2.0, but Last year's code of conduct committee for kubernetes looked at it And uh, you know, we weren't quite sure if this was something that um, it had had different things in it Different concepts and ideas that we weren't quite sure especially like the enforcement guidelines um, we weren't sure if this was something that projects would want to adopt without a lot of customization Um, then we could like a generically adopt Yeah, whereas 1.4 Um, doesn't isn't as proscriptive about what will happen It just says what? Um isn't isn't isn't allowed um wait, so then I have a question. I guess this is like what you're doing really your well okay, so like Have you seen paris's um like have MD doc about like having a code of conduct committee at the cncf level? I think there was like The beginnings of it. Yeah I may have I may have seen that um, I'm just wondering like now that you're bringing up the code of conduct stuff kind of like where You know like where Do the terms or something like that at a cncf level? Kind of happen like if it is part of this things charter or does it like happen like Oh, sorry. I was just saying this is just a template Yeah, or if you do not have a code of conduct This is a generally acceptable one that the cncf itself has used on many projects Yeah, so it sounds like there's a few like I guess there's like a few different sides to this right because there's like the side of it where it's like The documentation which is what you're trying to provide right like a template and then there's like that I guess covered inside of code of conduct things and um, okay Yeah, I was just wondering like kind of where those talks would happen if it would be within the state or not Yeah, I don't know where that would happen. I don't know where that has that that particular effort to have a Higher level Discussion about kind of code of conducts in the cncf. Yeah, um Because you know one of the questions I was asking was um for for code of conduct As we add one and I kind of added notes in here So I tweaked one thing that isn't part of the this default template added it to do And I said you need to decide who will handle the code of conduct reports and like edit it Yeah, um, because I've I've been telling people look for to-dos right so just to help them find where they should Do a final place. Um, but we also I wanted to recommend that they have at least two people In the template, I don't go into great detail into why but if we had like companion advisory guides You know the reasons are if you only have one person how do you report that one person? Yeah, things like that Recurs yourself. Yeah. Yeah, you can't recuse yourself. Exactly. You can't go on vacation What if you're you know, there's all sorts of situations where you need more than one person to handle reports Yeah And you know like from being on the committee, there's a lot of different Things involved with it beyond just having this document, right? There's no training at all We insist as part of the cncf that you have a code of conduct We don't insist that you are equipped at all to know what to do if someone emails you Right. Yeah That you know how to handle it appropriately Um With discretion without harming people further. Yeah That you actually act on it Right, you know anyways Um, I I don't know where that that belongs to be honest, but we we can ask Paris at the next meeting maybe Yeah More developments that We're like there are dots that I just hadn't yet connected but um, okay Yeah, but as far as like what's a safe? Uh, credit conduct, this is the one that most of the projects use So I felt You know, if you don't know what to pick here, here's the template that you can just have. Yeah Um, so that's trying to like fill out This repo and then there's a read me now That i'm adding That will walk people through okay, you copy this repo. What are you supposed to do with it? What's in this repo? Yeah, who is responsible for the repo. So yeah, I mentioned it's part of You know our group You know how to how to click on the button and use it Um, and then what's required? Oh, you know over time as we build up this repository Not everything we put in here you have to do right some things may be for incubating or graduated Or just a nice to have Yeah, yeah So I try to add things and just be like this is what you have to do and maybe there's some advice in particular to a template Um that we could you know give people further information on and then I thought at the bottom We could there's a comment here. You can't quite see it if I Once you're done reading through and following everything we kind of tell you to rip everything out at the top and then You know the rest of the read me's yours um You remind me like so you said some of these aspects are required, but also like are these things that like cncf will Enforced projects to use for like as templates or is it still like more of like hey like you need to have this kind of document or something Um It's a mix and match Yeah, um, for example, you must have a license. Yeah It must Um the open source It is strongly recommended that is patchy too Um, if you don't use a patchy too, there's a different review process For your submission for your project to get into the cncf. Yeah, um So because of that our template is a patchy too right, right um, and then our Advice like the documentation whatever outside of the template we can mention that and say like hey if you really need something different You can do something else and some of that falls into governance. I think not contributor growth Yeah, um or for like the contributing document if we take a look at it They don't have to have All of these things in here. You must have a contributing guide And uh, it must hit on certain topics, right? Um, but For example, does it need to say how to sign your commits? No It's just kind of a template to to get your role and I get you thinking. I think that I would hope that as a group we don't focus too much on what is Directly required in the content Of our templates to be like we only put in what's required Yeah, we put in what we'd like to see people do and if they use our template it's because Um, they're hoping to just have a good Contributing guide and not Just meet the line item if we have a contributing guide. Yeah Okay, um Because then I think we can really Put a ton of effort into to creating some really useful documents that don't just say well, we've we've you know Check to checkbox Because if they just want to check to check boxes they can read the toc guidelines Um, it's it's really short It's like Six bullet points honestly Um all the repos everything our Group is trying to do I think is is try to help people who are in good faith trying to do a lot more Yeah But it is helpful times to call out like what do you have to do when you're when you're looking at like a list of six Or 20 templates like which ones do you really have to do now? Which ones can you kind of like save for later? Yeah, totally Um, I don't know. Does that does that help? Yeah, yeah Okay, um, so that's what I was just what I was trying to do to Uh get get this Repos, that's why a bit further along Um, because if we could get it to the point where it represents What you need to say say do sandbox sandbox has the most people starting a brand new blank repo That would be terribly useful Yeah, I'm already thinking of like a group i'm working with that's like just about to open source of project and yeah Yeah, I think that'd be good. Um, if we look at our There we go This is what we have to do for our working group More contents we have to create. Yeah So we have the license already it was in there We just didn't have instructions on what to do with it Um, we have the contributing What I did with the read me actually isn't enough I think we need more instructions on like what else should be in a read me Sure like contact info a couple other things Joining meanings, you know Um, but we're getting we're getting there uh the contribution ladder Um, and and some of these other things are like really nice things to have but none of them are required by the Yeah, let me move up owners file actually because owners is And governance Owners is required for sandbox Okay, and governance is required for incubating And contribution ladder is required later too That's for incubating as well But if we could get like everything for sandbox and be like hit a milestone where say like If you're a sandbox project, you can actually use this and it has everything you need I feel like we would have hit a really good spot. Yeah Um, I'm sorry. I've kind of just gone off on a very long tangent, but that's what I've been doing Oh Can Oh, sorry, do you all look at something else? Oh, I just I was gonna ask you to scroll down so I can see the rest of that page I was almost like on the table This was like we just kind of made like a bucket list really of Things we could do what are advisories as opposed to templates So a template is just strictly this is the output file that that you'll need in your repository So for example The contributing guide or the contribution ladder right but there may be something equivalent to Just the web page that we may have Or mark markdown file and repo, uh, that that just has guidance that we talk about How you would go about not just like creating the content in that file, but The wise really the wise and then the how of implementing some of this stuff And so if we're talking about the contribution ladder, for example, we may talk about how do you identify people who Look to be ready to be kind of encouraged to Move up the ladder And and what do you do? How do you how do you foster and kind of sponsor them through that process? And and just for your things that they don't need to be in the template, right? Uh, but maybe they need to be just guidance That we provide So they're kind of companion Yeah walls of text To go with our templates Okay That makes sense. I mean that's kind of what you've been wrapping things full-time, right? No Um, you know in some templates don't need the command and wall of text like yeah the license file The meet me file, but some of these other documents they they represent actually a lot There yeah Yeah, see you said you haven't had a chance to work on it much more Yeah, I touched it since we had our um our working session Is there anything I can do to help? Do you think that you've decided Maybe on How we'd like to get it to the next step like there's more things we should collaborate on in this document first I think they're I try to remember. I think we had some questions around governance that we wanted to ask josh, right? Yeah, we go through some of the comments How world decisions are made and by whom I had to say that the same everywhere Calling people contributors I don't think I see the question for josh. Was it um teams man so many notifications, um Was it about maybe involuntary removal of the stepping down process or inactivity perhaps I remember it being specific so like it was like a weird line between like uh, like, you know the contributed ladder and like governance specifically, um Because I know that you know, what's out of scope is project lead roles like you don't see project lead or so not project lead like, um chair um things like that Wait, is that some are you saying that we should add that though?  Is that a thing? I think there's people who are involved with the governance of the project and then there are Yeah, I think that's where it gets fuzzy. I think we're gonna have to have josh chat with us about the intersection between the governance doc which talks again about government governance roles and then these contributor roles so Like maybe project lead shouldn't be on here. Okay. Um, I'm gonna make the comment here so we don't forget Yeah, I think that's what we should ask him about. I'm not sure if there was there was more What do we want to specifically ask josh? Does this belong in this guide? Or in the governance or do we only or do we like limit the scope of what we talk about in the project lead role and then reference like Go look at governance for more information about this role How do we make sure that we don't have two disjoint documents? But still adequately represent Some of the other roles here Ask josh about if the project lead slash chair role should exist here or does this fall within governance? People want to make sure So if you and I think about this for a minute here, what did we mean when we said project lead? um so I think this is when you talked about how like if cncf comes and talks to someone From a project that is you know a project lead If there are decisions being made This person has the authority to make those decisions Okay, and like I think in a sense there's like kind of like a public Association of the project lead with the project and so Yeah, and then like And then I think you said like the project lead doesn't necessarily like work on like the like Code aspect of the project and it's more like administrative maybe or like The tasks that they've said they're signed up for is part of this role Isn't technical decisions Yeah potentially yeah, this is definitely a A real conversation with josh um Thanks for asking about that. Yeah, all of these right here Like this is governments. I think like the the reason why it's governance. This is because it's makes decisions Of the project not just technical So then if we still kind of have that bit to detangle should I Put this in the draft folder on github or should I just? Do you like a little doc for now? Like I'm just wondering if that conversation will josh, um Like fit better with one or the other I don't really care I don't think it'll matter. Um, I think one thing that this is missing at the moment is it's very, um It's still kind of like an outline. Yeah. Yeah um Are you interested in trying to do paragraph eyes Oh, okay. Yeah, I was gonna work off of like what you had done for the project template like the way that you presented that um like is that A good example to work off of or do you want it more? paragraphy When you say the project template, can you I think let me I think I have one of your Do you have a link? Oh, sorry. It was the contributing one What's actually committed or? um I just have this window specifically open Like this one right here. Um, the one that I sent you On chat right now. Oh, sorry. I never see chat because it's uh, yeah, no worries. It's like stealth. Okay This one What's kind of a mix isn't it? Yeah Whoa What? Oh Yeah, look at it in raw form although I don't see you just say the word to do it. You're like, what happened? I wrote a bunch of text So like there there is bulleted, but we still Have more than just a line of text like I think we have enough outline that you and I understand it But they're just like requirements Right Or like follower viewing guide like this isn't enough for someone other than you and I to read um I think we need for example, maybe like a A template for what each one of these could look like so let me just say like Well templates would be Something like Like a long form description Oops, that's in bold Like the thing you and I just went through when we said what's the magic lead? Uh trying to just distill that a little bit into a sentence or two. Yeah And then have it be like responsibilities and um Actually Like things you get to do and things that you have to do Well, it's kind of how it's outlined right now, right? Yeah, I'm just saying we can make like a A template so it's not just literally bam, bam, bam bullet points without oh, you're saying like have a template that applies to Okay, as opposed to like having each section and then the bullet points like just have like one set of Yeah, that's all I was just saying like we can have like a world template It says like the title right so this would be like Community member for example. Yeah, and it would say Whatever it is or whatever it's some deep thoughts we have about This right right and then responsibilities and this is where our templates come in our our bullets come in You know Two to whatever And things you have to do Um I'm just right shoot. I'm liking on the word here Privileges there we go It just made it. I don't know. It could be whatever so like for example here we may like Okay, um Sure, and then each one would look like this instead of all the bullet points Um And I think just then when we give people a contributor letter template that then they would go in and add it Okay And then we could just tell them to do Pick which one of these you do you have you may not have community managers so you can delete it Sure And we can just try to try to find our bullet points and make them fit in Yeah, if you want we can try to do this right now if you want your time back We can just say later I realize I have another meeting here Oh, I'm sorry. Okay. No worries. Yeah, like walkie you like put my meeting at 2 30. Um, so, um, but yeah, um Do you want to take time to work on it this week? Yeah, sure I'll send you another tolerant bite for another working group for working session. Um Yeah, yeah, I think we can do this and then we can submit that draft and you know, we'll follow up with josh When he has when he has time. Okay. Cool. Thank you. Thanks. Bye. Bye


Just I love people coming Everything's okay. Yep. Everybody forced here Ripping 21 22 NT in prison basketball hobby two bucks mixer number three random team style and always find the results of late in sports cards comm And I will drop a link again here for you Go since we did have to restart the stream. There you go, but you can always find them on the website guys start prism. Good luck Murphy Blue prism nicks nice color match RJ Barrett to 199 Veen I'll see a black finite Basses break every now. I'm not gonna.  You go fast on like a long break. You can do it Scottie Lewis silver Mavs. Look at Donchich. Nice Pelicans red Zion Williamson to 299 Stop chat. Yeah, we're good. I don't know what was going on man. You too was tripping out on my end. I Could see it on my phone. I just couldn't see Whatever else going on Ruby wave rookie Raptors Dalin O'Banton Hyper it gets big out hyper warriors James Wiseman fake out on the barns Happens A national breaks have not posted yet rich is gonna work on him today Just like from then in the coming days. We'll have breaks at the national but the promo is gonna run for two weeks I think Key on Johnson silver sixers Ben Simmons Silver John Moran fearless Got sixers rookie base Otto Jane Springer visiting Vermont that sounds nice sounds nice and low-key Cavs rookie base Evan Mobley Tray man Brandon Boston and Corey Kispert four rookies in a row blue ice nicks Derek Rose to 125 Wizards rookie base Otto Corey Kispert solid hit there for the Wizards Brought the floor to heat. Well, that's no good Silver pelicans Jonas Valentinus T-Wolves hyper Carl Anthony Towns Pulsar Blazers Rashid Wallace No, those are one box. I think this year purple for the Grizzlies Dylan Brooks to 99 Cam Newton to the Browns If what's in a suspended more? Alperin Schengen who also they have in the wrong also having the roster Ruby wave Mavs Reggie Bullock Orange rookie Grizzlies. I year Williams. That's nice 25 of 49 Good stuff I would assume a rookie Got silver clippers rookie Brandon Boston, Jr. Red for the next Orleans Noel. It's a 299 Yeah, he just won't be the same dude. His shoulders got got so messed up Distincts. I wanted it to work out with I like him. I like him. I like him as a person I'll play you just can't do it anymore, man.  Yep There's a quarterback Ruby wave Rockets Daniel Tice raptors hyper Goren draugage on the bulls now Goren draugage I always forget about the bulls. They're still a solid team. They could they could make some moving Content in the East Jalen Green base rookie Houston Thunder silver Isaiah Roby Net silver fireworks James Harden. Yeah, those are neat. Sometimes I'll have like silver I'm not sure if you can get gold on them or not. You can't get like the regular parallels. We might be like gold NT good luck The beard for the sixers to 75 printing play two teams Wizards Lakers Anthony Davis Bradley Beal So we will random that at the end Wizards Lakers printing play Edwards and deal Random that at the end Jersey card for the nugs they call the yokich to 99 nice yokich Back to back Nuts. Oh, yeah Nice Jersey here patch card T Wolves game war and Jada McDaniels. That is a great match. It's gotta be I think that's his name It's like MC. Yeah, that's nasty. There you go. T Wolves Neons up at Seahawks basketball. Yeah, that's pretty much Jason kid timeless talents signatures Redemption could be a few teams. He's got a few teams in this Jason kid timeless talents timeless talents Timeless talents right Thomas now. Yep nets timeless talent signatures Jason kid Nets Jason kid. Whoa, dude, that is nasty Pink RPA Thunder Josh Giddy seven of 25 Boom Monster card, okay, see That is freaking awesome Insane patch to Namco, I love the pink parallel Namco with okay see so pretty Gracious jumbo Jersey for the Heats Ronnie Sakali 99 yeah, the Jason kid was in nets. He's got a few teams in this. Yep, Thomas talents that's Jersey card for the Clippers Terrence Manda 99 Lane saw that one. Oh boy. Oh, that's a cool it gold auto hornets Dell Currie eight of ten Nice Dell. I want to pull the dual auto Dell and stuff huge card, I think Lasting legacies patch auto nice hit mad as Jalen Brunson 18 to 25 the new New York Nick nice Brunson Great looking card.  See thanks again everybody one more NT and prism coming up


Yeah, thank you so much. So, good morning everybody here. So, today we are just looking to one of the use keys where you can use the machine learning in cyber security that is intelligent intuition detection system. So, this was one of my research product I have been working on this from the past two years nearly and published in a couple of conferences as well as a poster from Intel and there was a grant approved by Intel as well. So, just let us get started. So, a quick background if you see why exactly intrusion detection system what is the motivation why I have chosen this. So, in today's world if you see there are a lot of I mean importance for the network and system security and you have been hearing a lot of attacks that are happening day to day life and really new attacks of burning new attacks are coming up in like but by the time I speak the statement there probably one more new malware or virus has been generated or created and a lot of attacks have been done and especially information privacy has also become the paramount one of the paramount importance and it has to be taken care of properly by any industry or the business or the leading. So, these are the major things of you know these are the main motivation for me to work on this particular problems. So, to cut down and to describe the whole problem in a nutshell if you put it or intruders have become smart and nowadays they are easily able to break the systems and you know attack the systems and create any kinds of attacks such as denial of service or you know inject some malware and if recently seen or ransomware attacks how much hype they have caused it and so lot of other such attacks are happening. So, as a traditional approach I just think I was just thinking like you know can I build a system which can solve these kind of attacks intelligently and you know how exactly to tackle this kind of situation. So, just started searching about what kind of intrusion detection systems are there in the market and if you see there are a lot of ideas such as snot or anything which are popular right now. So, they use traditional techniques rule they are mostly rule based systems. So, you know they define some rules they preset some rules and then they try to predict what exactly or they try to identify what exactly the attack is. So, my approach was pretty much in a different way. So, I was I was as a human like what is the thing what are the things that we are able to do or a network administrator is approaching and how the network systems administrator's approach on a particular while he or she is inspecting the log file they know. So, I plan to design a system completely hybridized version of a hybridized intrusion detection system by using some of the machine learning or deep learning techniques such that we can introduce the human intelligence to the system and automate the identification of intrusions rather than having a huge number of administrators and network administrators and trying to you know inspect the entire log file throughout the days and days and if we are able to automate the process and we give a whole log of like a bunch of summary over the things that are happened in the past. So, it becomes much easier for the network administrator to understand what exactly is there. So, let me give you a much more you know feel on the what exactly the ideas and how exactly things work. So, this is just a normal network security software apart from firewall usually all the businesses maintain the ideas as well as one more layer for security and it just all it does is it tries to identify the malicious activities that are happening in the network especially outside the from the malicious it tries to able to detect the malicious user who are coming out from outside the organization. So, there are majorly two types of ideas one is active ideas and one is passive ideas. So, active ideas is the system I mean as the word says it is pretty active or the moment it try it identifies any intrusion. So, as I said just to define the term again intrusion. So, intrusion is nothing but something a suspicious activity some done by a person who is not an who does not have an authorization to do that. So, we will look into some of the use cases as well and you will understand what what could be these kind of the problems and all. So, when such case is identified or when such case is hated. So, active ideas is usually tend to go ahead and try to block the administrator completely sorry try to block the user and completely tries to eliminate the access to him. So, it is there are a lot of problems out there. So, just in case work administrator or the person who is authorized to do and who is authenticated to do it or a user or the employee tries to perform some activities on the system which goes beyond the rules by one person or two person still since it is a rule based system. So, more or less like if else conditions that were designed in the system. So, what it does is it just prevents access for that administrator or employee as well when he just crosses by even a one person. So, that is one of the major issue when it comes to active ideas and then quite completely on the opposite edge there is a passive ideas where it does nothing when it identify any intrusion all it does is it just informs or alerts the network administrator by it could be by SMS it could be by email or any other mechanism that we can set up. So, on top of it there are couple of other stuff that we can locate into it and one is the signature based. So, signature based so when we say especially in the security every attack or every behavior we can define with signatures. So, every malware or anything can be probably could be defined as a signature. So, we as a system administrator will usually collect a huge set of signatures and put it in a database and when they observe any kind of activity they try to match it with a signature in the collected database. So, if it matches they identify it as an attack. So, the problem here again is the database has to be quite up to date all the day and whenever there is a new attack it has to be updated immediately. So, that is one of the major issue and ultimately you can clearly understand that it would not be able to identify the new new attacks and all it just sees the past attacks and tries to predict something. Whereas, anomaly based is something which does these things. So, it takes out the baseline patterns. So, if you have a data database of signatures of all the attacks. So, it tries to take out the patterns that are there and then based on that. So, if a new attack comes in and if it is matching with the pattern that are there with the signatures that are there in the database maybe it can predict as an attack. So, that is one of the other approach and again there are couple of other approaches like it could be a network based or host based. So, a host based is something that we install the software at a host level in each and every system of an of employers. Whereas, a network based is something we deploy at a central switch or the central routers. So, to put everything is a good for visualization tree from the intrusion detection system. It could be from if you see a kind of techniques. So, one is intrusion technique and the source of data. So, the data these can be again classified into a host detection, network based detection. Whereas, here we can see anomaly detection as well as signature detection and as we move. So, there are three types of approaches that can be followed. So, you see here a couple of approaches here are programmed. So, when we say programmed as I said all the rule based systems. So, you define the set of rules if conditions and then you say what could be a malicious activity, what could be a non malicious activity. Whereas, self learning you use time series or machine learning. Whereas, here you do not define completely set of rules. Of course, you make the machine learn and then try to identify, try to give the freedom to machine to identify which could be a malicious and non malicious activity. And there are a lot of algorithms that can be used here over there. So, this is just because we search in like ML of a cyber security. So, if you see a lot of right now there are really huge number of applications where machine learning is needed especially all kinds of building tools when you build a penetration testing framework. You can automate it using machine learning and there are especially if I talk about in intrusion detection in network security. So, intrusion detection system is one of the major part or major place where you can use machine learning because as the problem was clearly defined in the beginning if you can intelligent if you can inject the human intelligence to the machine. I could it would automate the process that we the painful process that we are doing. So, this is one of the research papers that was published. So, machine learning for signature detection or malware detection we can see. So, there was a techniques are used they called fuzzy techniques.  Most of you right. So, does anyone of you know of what a fuzzy is? Cool. So, there are few people who knows fuzzy as well. So, when you say probability like let us say probability of a raining tomorrow is 60 percent or 0.6. So, you mean so there are chances I mean like if you take a 7 days out of that 60 percent of the rays in the past one week would probably be raining or generally if I just take like out of I mean when you say 60 percent out of 100 days it rains 60 days. So, that is what we generally mean by probability, but whereas a fuzzy is completely different. So, fuzzy also has a similar values like 0.6. So, when you say so it is the statement is true with the probability of 0.6 and statement is false the probability of 0.4. So, a fuzzy is a logic or the fuzzy is a pattern that gives a allows particular statement to stay in both the classes.  So, we can give the fuzzy rule fuzzy logic saying that it is like 0.6 it is non malicious and 0.4 it is non malicious. So, it allows that particular signature to be in both the states. If I if my I mean I can set my rules like if fuzzy value that the value that we get is like 0.8 in malicious I can simply prevent it from the system if it is 0.2 or 3 I can happily allow that solve the logic works. And this is in general of why exactly we need to move anomaly based ideas because signature detection signature based ideas are not able to get anything or not able to identify because of new attacks that are coming up in a day to day life. So, these are the major attacks that types of attacks are that we are right now attempting or we are probably solving it. So, one is DOS. So, DOS is a attacker I mean most of you might might be knowing what exactly the DOS denial of service. So, in a fraction of second a particular user tries to get the whole system down with by sending multiple packets or multiple requests to the particular system. Whereas, probe attack is one of the things in information security tries to gain the access to the whole user database or whatever the information about the target host can take. And user to root. So, let us say a person has a user access whereas, if he is trying to use the system root commands trying to access the root files and stuff like that. So, that is one of the important issue to tackle and then R2L is nothing but the other part of it. So, person does not have a authorized he or she is not an authorized user, but still try to attack this or try to gain the access to the system. So, some of the experimentation as usual if you see any of the machine learning problem the basic stuff the basic approach would be dealing with the data. So, the same case here. So, initially I was I just developed a small detection system which strained on the data set that were taken like such as KDD, CUP data set and all. But whereas, as I move forward. So, I have divided into different layers. So, these are the layers that I have working currently with. So, at next year and then application layer and then transport layer. So, the system was system you will be able to identify the attack at the respective layer. So, simple technique there was chosen a simple LSTM nothing but gated recurrent units was taken with just one single hidden unit and one single hidden layer. So, why LSTM is one of the passion that comes in everybody's mind when we see. So, LSTM are so as I said the attacks are more or less on a time series. So, if you say I cannot simply say this particular attack happened by just inspecting the one particular packet that is there. So, I would probably say it is an attack when I able to identify the behavior that happened in the past series of packets that are coming from one particular source. So, in a certain time frame. So, I need a algorithm or I need a technique that can take all these things into consideration and then process the information and then gives me results of stop. So, this is one of the simple technique I have chosen to do that. So, and for field selection I personally have first I have chosen decision trees and random forest especially to extract the important features. So, if you actually would inspect the whole packet and take out the information from the whole packet it would come around 225 features or so. So, 225 features is a really huge set and if I have to say at production in a production environment and if I have to inspect all those 25 features and then apply machine learning it takes maybe seconds as well which is not really needed for me. So, my system has to be so fast and so accurate such that if a intrusion is coming in I have to detect it at such a speed rate and then try to block him immediately. So, that I would not give access to him or lose the information of the importance of that. So, there is nearly that is clearly understand. So, the features that are pretty much important has to be considered and there is a huge requirement for field selection. So, that is why we use simple decision trees and random forest in the initial level and then identify the best features. So, again we identified the attacks based on the layer wise. So, rather than just approaching at one layer. So, series of layers where the malware detection happens. So, first set application layer these are the features that helps in finding out the attacks. So, whereas in network layer these are the features that may be majorly helped. So, in finding attacks. So, some of the results if I have to speak. So, on training data set that we collected whatever the accuracies are we got out merely on like around 98 percent 99 percent and all, but we have tested with. So, we have tested with 19 businesses in India. So, it is a product under a startup called iCyberSol. It is one of the major product and we have tested it with 19 businesses and for about 100 days and we have got around 88 to 90 percent accuracies and one thing that we majorly identified is the penetration testers over there have continuously try to gain access and send some try to do some new attacks which are not there in the database that we created out of those out of like for every 100 acts they try to create nearly 70 to 80 were new almost and most of them like the system was able to identify and that is where we can say how well the system is working and. So, best thing about is all the training and everything was not just happened in the cloud everything was I mean the production of we deployed the whole system on a Raspberry Pi with Intel Mavideus NCS stick.  You can take any small microcontroller and then I can put a the stick then deploy it. So, when research issues right now one thing as I said like it has to be much more faster and when it comes to be I have to say it has to it should be able to detect within a fraction of second and then another situation I can say as data sets. So, still the data sets are not you know upgraded to the current day attacks and we need really really use use data set to improve the efficiencies and accuracies. So, that is one more one more issue that we have right now. Yep this can this can be maybe it can be further more improvise see like I say if a 89 percent accuracy still there is 11 percent or you know a lot of cases it is still missing it. So, I cannot even compromise on one such failure because the whole organization security is going to be depend on this. So, accuracies has to be really so high around like 96 and 97. So, that we can since it is a very critical systems and has to work. So, that is what about the system. So, I like I will be available here we can we can talk about like more details about the system. So, just 25 minutes I just gave a quick introduction how the whole system was developed and yeah if you have any questions you can always feel free to reach out to me on these links. And yep just a quick introduction about myself I am a founder of iCybersol and non profit organization called society. So, iCybersol is basically in the cyber security domain and the societies in AI domain. So, societies are not for profit motive. And we train students, developers and faculties and all the people in machine learning and deep learning the past 6 months happily I proud to say that we have trained nearly 10,000 students and 1200 faculties to different programs. And yeah since I said like not for profit and anybody who willing to have such trainings we are happy to do it online as well can just always reach out to me. And if it is in from India we are the whole team can fly to the place and then teach your students and yeah that is what we into. Thank you so much and I will be available here. You can any questions you can post. Right now for the community edition will be under OWASP organization. So, recently OWASP organization has approved my project. So, we are launching the community we are open sourcing the community edition to it. The whole source I mean the basic with the basic features and all we are open sourcing it under OWASP organization. So, it will be soon published. Yeah for the entire artificial intelligence of machine learning part that is the entire Python. Yes. So, this the whole packet inspector that we have written. So, that uses some of the bash.


Good afternoon, everybody. So happy to be here. Just landed directly from the airport, from the Netherlands. So bear with me if I'm a little bit jetlocked. First, I would like to thank MasterCut for actually holding this, and I have to say, I know fast and the commitment to inclusive growth. They've been great partners of mine. I know we'd like to have a huge applause to them, because it was some 10 years ago that they, together with me, they made a very big commitment to actually have inclusive finance as one of the spear, spear policies. So thank you very much, MasterCut. Now, I have dedicated 18 years of my life now for financial inclusion. Not only in my country, the Netherlands, but all around the world, I actually have visited 48 countries. And so this has been a very wonderful journey. What is financial inclusion? Is the ability to have an account where you can actually save, make payments that you and I get for granted every day. But for a lot of people, this is actually only cash, or they can actually send money to the grandmothers or their children. Is the possibility to get a credit and make investments and to increase, basically, your income in the future. Get insurance. If your husband died, you get sick. Or you have a drought or a flood. And it is what we know is actually not only pro-growth. And this is what this conference is all about. It is also pro-poor. So it actually reduces geo-necoefficient, which is actually extremely important. One of the big things when I go to these visits is when I see that people are financially included, it includes them in the economy. They literally now have access to much more markets. They have access to much more resources. They have access to much more possibilities. So it's very, very empowering. Also, they help them to be more resilient. Think of all the risks that actually people have every day. If you're very poor, you even are exposed to even more risks. So there's much more reason for this issue, which is actually called resilience. Anyway, what has actually been going on financial inclusion? When I say this work, we started measuring, actually. In 2011, we actually had less than 50% of the world population that was financially included. Now in 2021, that was 76%. So it actually increased a quarter percent of the global population, which is extremely good news. And of course, it actually included some countries to 80%. We've actually seen that in the growth of the economy and also in the inclusive growth of the economy. Now, financial inclusion really is a means to an end. It's not really an end in itself. We want people to become better. And one thing that has been very, very worrying is basically this issue of financial health. So when we actually get to these people, we actually have to ask the question, to these financial services that we're actually providing to them, are helping them increase their resilience? Are they helping them to really be able to confront all these risks that I was actually talking about? Are we helping them to save enough for these households to become, to have these buffers, so just in case that something actually happens to them? Also, I realize that a lot of the poor people are much more exposed to climate change issues than we are. Are we really helping them to actually be resilient to this enormous climate change that they're actually going to have been facing? Are we actually giving them really the productive credit that will increase their income, or we're just going to be overburden them with debts, and maybe help them to consume things that they could never pay? This is not only in Africa and in Asia and in all the countries I've been around, but also here in the US and in the European Union. And this brings us to this discussion of what types of financial institutions do we need? Are we going to be really looking at the needs of people? Are we going to be helping them to manage increased savings? And are we going to keep on doing issues like, by now, pay later, instead of actually saying, save now, buy later? Are we having the discussions with regulators to see what kind of vision, what kind of financial system do we want to have? A financial system that really truly will increase the financial health and the resilience of all our inhabitants in a way that will actually make our economies not only inclusive, but also stable. And the number one reason for a central bank of any given country is financial stability. What role can technology play in this situation? Are we helping clients budget better? And I tell you, we have to care about these things, because if we talk about financial inclusion, it should be about the outcomes. Right now, financial health in both in the US and around the world are actually not OK. In the European Union, one third of the consumers have no savings. A half of them do not think that actually might make it to retirement. In the US, only 30% of people actually are financially healthy. That means 176 million Americans, basically, are vulnerable. Two thirds. In the Netherlands, my country, 50% of our population is vulnerable. And if you think about all these fees and interest rates, these people are paying to be able to continue this cycle of financing they're actually having, they would actually not have to pay those fees and they could actually put that into savings and really look forward and be able to have a distressed life and actually be able to invest in the future. So there is a lot of work to be done. And this is something that the private sector can do a lot. And certainly the financial sector, we know so much about our clients. We know what income they get, what are the biggest costs. We know who are they paying to. We can actually really help them to nut them to save more, to budget better, to really think more about the long term and not just the short term. There's also a role for the public sector. I was last week speaking to the European Financial Service Roundtable. And there was a very big discussion. And what does the private sector need from the public sector?  But how do we keep this dialogue so that the public sector can actually give the infrastructure so the financial health becomes a reality? So ladies and gentlemen, you're all here talking about inclusive economy without inclusive growth, without financial health. We will not be able to do it. We will not be able to give that two-thirds of this country population or 50% of the European Union and 50% worldwide the possibility to really be included in the economy the way they should be. So please bear it in mind. Thank you.