This is stock number 11380 we are here at Summit Automotive in Fond du Lac, Wisconsin You're new and used heavy-duty truck headquarters today. We are checking out this like new 2020 RAM 2500 Crew cab short box This truck has the 6.4 liter v8 hemi motor It has been fully safe deed and inspected by our service shop has a fresh oil and filter change All the fluid tab been checked and topped off and this truck is 100% ready to go Diamond black crystal pearl is the color we shoot all of our videos in 1080p 60 frames per second So if you have HD capabilities on your computer tablet or smartphone device turn them on right now because it is definitely Your best way to check out the quality and condition of the truck before seeing it in person And if you'd like to check out all the photos on this truck in the upper right hand part of your screen is a link to our Website click that and check us out there the tradesman edition comes with these steel rims with the chrome covers And it has firestone Transforce LT 275 70 r18 tires with just about all the tribe left You can still see little wear knobs on there a little bit Has the 4x4 off-road package, which gives you the Bilstein shocks Front fenders in excellent condition no dents or dings or scuffs on that headlight lenses are nice and clear the front bumper is absolutely perfect as Is the grille and hood of the truck? This truck only has about 1200 miles on it. So You would hope it's as nice as it is which That's why we do the videos So if you want to get the truck shift to you or if you want to you know make a long trip You want to make sure that you're getting a high quality vehicle that there's nothing wrong with it And that's why we do the videos take note As you go down this side how clean that body is how reflective and mirror like that paint is no dents no dings No scuffs no scrapes Get the 4x4 off-road sticker there that is just a sticker. So if you didn't like it It can always be removed Get the bed rail covers on this truck the cab is a nice shape and We also offer the summit auto fast-pass option in the upper right hand part of your screen if you want to click that a Link right to our website where you can apply for financing and get pre-approved see a payment quote Even appraise a trade basically do your entire deal before you even get here So when you do get here all you got to do is drive the truck love it and you'll be all set to go But on a truck that's this clean you can basically buy the truck get a chip to you And Not have to worry about anything That's what that summit fast-pass does frame it under bodies like new and it has all the remaining factor exhaust has some nice black step bars That match the truck nicely as we come around to the back of the vehicle rear bumpers in great shape No dense or dings and that does have the backup parking sensors and that black plastic there full towing package Which includes the receiver hitch four pin and seven pin wiring? Tailgate comes down nicely the bed is in really nice shape You get some side box tie downs back here, and I didn't see any major dents or dings Back there backup camera On here as well, and as you go down the driver's side just as clean as that passenger side No dents or dings on the box and for full disclosure this back rim. No scuffs or scrapes And down the rest of the side looks really good I can honestly say I didn't see any dents on this truck has the heated fold-out tow mirrors They fold out like so they also fold in built-in directional signals Inside the tradesman package gives you the dark charcoal and cloth dark charcoal and black cloth interior No rips no tears this trucks never been smoked in Factory floor mats power windows power locks power mirrors does come with auto headlamps, and as we hop inside the vehicle here You can see that this one has 1246 Miles I can dim that to make that a little bit easier to read there you go you get the Compass display also a digital speedometer up there instrument cluster is very nice and clean Bluetooth and information center controls on the left cruise controls and gear selector on the right Push-button start this one does have the eight speed automatic transmission Push-button four-wheel drive downhill assist control Down there you get two USBs two USB C's and an aux jack And this one does come with the 8.4 4c radio AM FM and Sirius XM radio capabilities on here You also have your apps on here, and you can do Projection manager on this vehicle so you can project your cell phone to the screen So if you've got ways or Google Maps on your screen or on your phone Through Android Auto or Apple CarPlay you can project it to the screen And then it's like you have nav right on your screen We actually did a demo of Android Auto with On an 8-4 if you want to check that out It's in the upper right hand part of your screen to see how you can get nav on that screen Down here your climate controls your factory brake controller. You do get six auxiliary outfit switches Toe Hall mode Stability control and nose parking sensors you can turn those off and on the other thing about this radio up here Is you have your backup camera so you can Get hooked up to your trailer the first time every time Or boat or camper and then you also have the plus right there which will zoom in right over the receiver hitch to give you even better ability to do that Carpetting and floor mats are in excellent shape Passengers side seat is in excellent shape. Like I said, I don't think this truck's ever been smoked in the headliners in great shape You do get map lights up there your power sliding rear window button and The dash is in really nice condition as well. Let's take a quick look at the back seats, and then we'll start it up and look under the hood Back seats are just as clean as the front seats no rips no tears back here It does have the latch child safety system for any child car seats you may have And it does have that power sliding rear window with the built-in rear defrost, which is really nice You do get storage underneath here You also have a receiver hitch reducer that comes with the truck and some extra wiring for different Applications you also get in floor this one does not have in-floor storage you get factory formats back here, though And you do get the child safety locks on the back doors We'll start it up and take a quick look under the hood I would personally like to thank you for checking out the video today and hopefully from this HD video You'll have been able to tell just how clean this truck is all the way around inside No under the hobby of the 6.4 liter V8 heavy motor Entry base very clean runs very smooth And once again this truck has been fully safe and inspected by a service shop. That's a fresh oil and filter change all the fluids have been checked and topped off and This truck is 100% ready to go Does have the clearance lights up top there And I would highly recommend this truck from a quality and condition standpoint only 1200 miles on it And to see more pictures of this truck or one of our other 450 new and used cars trucks SCVs minivans Wranglers half tons three quarter tons one tons you name it We got it go to our website right there www.summitauto.com Full pictures and descriptions of every single vehicle from two locations all at summit auto comm and if you like to check out more HD videos you can go to youtube.com Slash summit auto remember to like subscribe and share on this video and all the videos that you see there In fact in a second we'll see link to subscribe to our YouTube channel on your left a link to more ram 2500 truck videos like this tonight right you have not been to our website on the bottom link to this vehicle on our website Click those check us out, and we really look forward to helping with this like new 2020 ram 2500 crew cab short box tradesmen and diamond black mentality. Thanks again for checking out the video


It's true Please follow us And today we'll be reacting to something good We hope acting too because I don't have the foggiest idea never do of what I just sit in this chair and let you abuse me And to one oh two not oh big B big B and your mother Rajee Kapoor Well, which is shot hit Kapoor's father cool But it's a nice nice pronunciation of should his name. I hit Kapoor. Yeah, nice No, people have asked us to do this ever since we liked it our very first big B thing. Yeah, it came out last year Yeah, it's one of his most recent ones now Sure, cool. I'm looking forward to this. We won't be fat. Thanks for your patience everybody I know you've been requesting us a long long time. Here we go I Yeah, right just not just kind of almost reversed if totally reversed Yeah, but this Man, I that's I could tell you I'm gonna love big B's character and that's exactly how I want to be I mean, I know I'm already planning. This is I'm not kidding when I say this I'm planning to live to at least 104. I have a very particular goal in my life to achieve it 104 You know about that, right? What is it? I want to be the first person to ever be a member of Screen Actors Guild for a hundred years Oh, really? I got my SAG card when I was four and I would make you runee was scaring me and then he passed away. I wasn't happy. He passed away, but I Want to be the first person to ever hit SAG membership for 100 years I'm so I gotta get to at least 100 at least 104. I want to be just like that That is exactly how I want to be when I'm 100 years old. I'm excited because I Love box check. He's an amazing actor. Love every minute. But the two things we first saw him were pink And then we saw him in bad luck bad luck very similar roles very similar roles And obviously he does these very well But my favorite types of actors are ones that branch out and do different types of roles And now we're seeing roles that aren't like that right? I'm very excited that he's not one of those actors because there's actors that are some of the greatest actors of all time Michael Cain is one that comes. Yeah, great He's one of the greatest actors of all time always good, but he's he's pretty similar most I mean, he's branched out a couple times. Yeah, but he is he's well. He's not a character But he's always amazing, of course, right against him And that but that's what I was thinking of big B like but now he's In pink very different another film that will tell about it. Yeah, right, right and peek who very very different but So I'm loving that and obviously he's had a long career. Yeah, and so to see his younger Yeah, and we explored yet. We know he's done hundreds of films. We've seen like five. Yeah We get it, but we can tell he deserves his status as legend even that beautiful little Scene in English of English on the plane with Shredevi. Yeah, it's great. I never even saw it as an American thing I had never seen. Oh, yeah, you haven't seen him in the great Gatsby That was my first exposure to him and didn't even you just thought he was some Just just an actor who I knew immediately had gravitas and was great But that's kind of like a microcosm of everything. I've discovered as we've I don't know if this has been happening to you Hmm, but as I've been You know looking back at my life. I'm seeing how when I didn't even know it India was calling to me in this seriously man like the guy from high Life of high was a profoundly impacting film for me. Never seen that one either in ways. I couldn't articulate It hasn't been calling to me apparently


There seems to be a lot of concern about deep fake photos and videos going viral on the internet. The AI generated photos of Donald Trump being arrested and the fake lewd photos of Taylor Swift at the Super Bowl are just some of the more recent examples. Even though these photos might seem real at first there's a number of ways that you can try to identify a deep fake pretty easily. Usually the hands or the face give it away with some really uncanny features, jewelry and backgrounds especially when they are very intricate tend to trip up AI. In fact if you know what to look for I would say that identifying a deep fake is actually a lot easier than identifying a photoshop because with those photoshopped images or images that are edited in GIMP or any other program like that you got to zoom in usually and look around the edges for pixel mismatches and color mismatches or you got to look at shadows and differences in the lighting to see if something just isn't right but it's usually a lot harder to identify a photoshop than a deep fake plus with the current technology someone that's really skilled at photoshop or GIMP can create a specific kind of image a lot easier than I guess a prompt engineer could create a specific kind of deep fake but with every single big tech company investing in AI right now the technology this deep fake technology it's going to keep getting better and most people out there right now they don't know how to keep up with the new technology I mean they're still lagging behind not even able to verify who their emails are really coming from or how to verify just about anything digitally yet more and more of these people want to use social media and be online so we may soon get to a point where the majority of people that are online just don't know how to verify whether or not something they are looking at or reading or watching is real or AI generated a lot of people are concerned with deep fakes influencing elections in fact the White House has said that they want to come up with a way to cryptographically verify videos of Joe Biden so that viewers don't mistake them for all the deep fakes that are floating around out there and of course there's already been a campaign of robo calls going on for months now where it kind of sort of sounds like Joe Biden telling people that the midterms are just a bunch of malarkey and that they should save their vote for the primaries so how could the White House or really anybody go about cryptographically verifying their videos in order to fight against somebody creating a deep fake about them well asymmetric cryptography tools like PGP they honestly sound like a perfect candidate to me public private key pairs they have already been used for years to verify things like website certificates software packages communications and they make up the foundation of cryptocurrency right verifying these money transactions you can cryptographically sign any kind of file you know text files video photos you can create archives of a bunch of files and then you can sign that and then people can verify it with your public key but the real question is how many people are going to actually add the White House's public key into their key rings and then use it to verify pictures and videos of the president I mean how many people have these public key rings right like I said the tech to verify files with public private key pairs has been around for years now and if there ever was a time when the general public would have been using this technology the most to verify things or at least software I think that probably would have been in the 2000s and maybe early 2010s before most people were getting their software from official sources like the Microsoft store the Google Play store and the Apple store because back then the way most people got stuff was they would just go on to Google and they would type in you know download whatever name of the program they wanted and then hopefully they the results that they would get from Google would be the author of the software's website or possibly an official source forage link you know where the author posted the binary for them to download but looking back the amount of trojans and viruses that people were still downloading from websites tells me that people were not regularly verifying the software that they were downloading or even verifying that they were downloading it from the right website so these days with the official software repositories like Google Play store Apple store and so on these verifications that people would have theoretically done by themselves are now done by the companies who created these official repositories and the authors of the software they don't even bother posting keys for people to verify their software independently anymore at least most of the time they don't do this but I don't even think people's lack of familiarity with PGP is the biggest problem with deep fakes or the biggest problem with them going viral and being believed by the public because I think the real issue which probably can't be fixed with any kind of software or technology is the fact that people want to believe fake things are real okay whether it's deep fakes of Donald Trump getting arrested or you know again Taylor Swift getting freaky with the Kansas City fans right those fake photos the people who believe these images they either don't have a healthy amount of skepticism about what they see on the internet and they were probably the same kind of people that believe in stuff like ghost videos or I remember those pictures of giant skeletons that went viral on the internet years ago or when it comes to deep fakes that are being used for political propaganda specifically they honestly aren't even necessary right they're not necessary as a tool of propaganda because we've seen time and time again over the years whether it's Russian collusion conspiracies QAnon or coronavirus that people are going to latch onto these ridiculous political narratives that have little to no evidence to back them up and when you present evidence to these people that shows them that they're wrong they tend to become even more steadfast in their beliefs right this is just kind of a natural I guess condition of the human mind so cryptographic signatures are not going to do anything to dissuade those people and the White House should know this right I mean this is something that's again just in human nature that's been going on for years so what I would be more wary of here than the deep fakes themselves being used for propaganda is deep fakes being used as a scapegoat to implement a centralized method of cryptographic verifications I guess sort of like a PGP key server but in reality it would probably be something that's much more proprietary and more controlled and you know if that particular verification server becomes the only trusted one right like an official government server that you're supposed to interface with then the person who controls that key server is going to essentially have the ability to control who publishes their keys there and so who is able to be verified and that's obviously a disturbing amount of control to give to a government or a corporation to essentially be able to cryptographically decide who is real and who isn't the technology to verify that messages are authentic already exist in its unadulterated open source form and you should use these tools like PGP to verify signatures and sign and encrypt things yourself but deep fakes are just one fancy new tool in the very large propaganda and social engineering toolbox and cryptographic verifications probably won't do much to change the public's opinion about them


The story of Dr. Kildare. What's the weather house I enter there will I go for the benefit of the sick? What's the weather things I see or hear concerning the life of men I will keep silence thereon? Counting such things to be held as sacred trusts. I'll exercise my arts. Dr. Kildare starring Lou Ayers and Lionel Barrymore. Metro-Goldwyn-Mayer brought you those famous motion pictures. Now this exciting heartwarming series is heard on radio. In just a moment, the story of Dr. Kildare. The first, your announcer. The clump gray white buildings planted deep in the heart of New York, the nerve center of medical progress, with great minds, skilled hands, wage men's everlasting battle against death and disease. Blair General Hospital. Where life begins, where life ends, where life goes on. Dr. Gillespie, I looked for symptoms of childhood predisposition right in the beginning of the case and there weren't any. So forget it. No sign of it. Well, Jimmy, are you sure you've got a complete history of the patient? Of course I did. Look, it's a simple case of nutritional anemia. There's no question about the diagnosis or why or the third degree. Well, just checking, Jimmy, that's all. I've been doing quite a lot of that lately. Am I starting to slip, Dr. Kildare? No, Jimmy, of course not. But I'm not doing so well at diagnosing my own cases maybe. Oh, nonsense. Of course you're doing well. Oh, perhaps I'm careless, not conscientious enough.  Then let's get to the real reason, shall we? It's that overdeveloped curiosity of yours. Me? Curiosity? You just can't bear to have anything happen around here that you're not in on. Kildare, I have never been so falsely accused in my entire professional career. I've always confined myself strictly to my own specific duty. Which apparently include the whole hospital and half of New York City. Just name one time. Go on one lone single solitary time that I've ever butted into somebody else's business. Why I could think... Oh, hello, Parker. Well, I'm back, Dr. Kildare. And I'll say one thing.  I was nearly blown off my feet just getting out of the taxi. Parker, never mind the weather report. What's new over at the East Side Cliff? At least let me get my hat off before you start the third degree. I've never seen anyone with as much curiosity as you've got. Why, Dr. Kildare, did I say something funny? No, for Dr. Gillespie just yet. Parker, don't pay any attention. Do me as an abnormal sense of humor. Oh, really? Well, I've never noticed any particular... I'll get it. Kildare speaking. Jimmy, this is Bill Frazier at the Coast Guard Radio Base. Oh, Bill, well, I haven't heard from you in months. How's everything? Fine. We'll probably get a chance to talk about it later. Look, Jimmy, we've got an emergency here that sounds like it's up your alley. What sort of an emergency? It's a young seaman, apparently in pretty bad shape. Needs medical attention. I see. And he's over there at the base. No, he's on a freighter, 280 miles out at sea. The ship's fighting heavy seas and may not make port for 48 to 60 hours. They left the ship's doctor in La Havre. Thought maybe that you might be able to talk to Captain and tell him what to do. All right, Bill. I'll be over there in about 20 minutes. Where are we going, Jimmy? We. I don't see any need for you going out in this weather, just to...  Parker, get my hat and coat. CGRB-4 calling MS Palermo. CGRB-4 calling MS Palermo. Come in, Palermo. A little slow at answering, aren't they, Bill? Yeah, I guess they're having some... MS Palermo standing by. Go ahead, CGRB-4. MS Palermo, regarding your request for medical assistance, we have Dr. Kildare here now in the transmitter room. Will you get the skipper? Roger. Stand by. I don't know what gun we can do from here, but... Captain Douglas speaking 70. Over. Dr. Kildare, Captain. What's the trouble? Over. Here's the picture, Doctor. This seaman is suffering from severe stomach cramps. His entire abdomen is swollen and very tender toward the right-hand side.  Over. This appendicitis, Jimmy, is not a doubt of it. Thank you, Doctor. Captain Douglas, it sounds very much like a cute appendicitis. Over. Yes, that's what we thought. Since we don't have a doctor on board, what's your advice? Over. How long has he been this way? About 12 hours. Now, how long before you'll reach port? Two days at least. It's about going out here. Over. All right, Captain Douglas, just a moment. Stand by, Palermo. Roger. Doctor Gillespie, I doubt if there's even a slight chance he can hold out 48 hours without that appendix rupturing, even in an ice pack. No, no, no, he should be operated on right now, which, of course, is impossible. Bill, isn't there any other ship near the planet? Oh, I mean the one that does have a doctor aboard? No, Jim. It wouldn't do any good anyway.  It's out of the question to transfer a man from one ship to another. Makes you feel so completely helpless. I need a pair of hands that could save that man's life if they could only reach him. They can't. No, no, no. Unless you could find some way to send him by radio. And as far as I know... Wait a second. That may be it. What may be what? Radio? Ah, Jimmy, you're out of your mind. No, it's been done before. I wonder if there's anyone on board with some medical background. Any experience at all? Yeah, I think your best bet's the radio operator. He was telling me earlier about being in the Navy medics during the war. But he's no doctor. Kildare, you can't perform an operation by radio.  Bill, let me talk to Captain Douglas again. Right? CGRB-4 calling MS Palermo. CGRB-4 calling MS Palermo. Oh, come on in, Parker. Did you bring the book? Yes. Yes, here it is, Dr. Kildare. I hope I got here in time. Yes, plenty of time. Now, let's see. Gravel's elements of surgery illustrated in edition 1939. That's the book, isn't it? It's the same one they have on board, and this'll give us something to work from. Bill, will you contact the Palermo, and we'll see how they're coming along with their preparations. Right, Jim? The book here. Now, I can start briefing that operator. What's his name, by the way? Steve Nelson. No, yes. CGRB-4 calling MS Palermo. CGRB-4 calling MS Palermo. What's going on, Dr. Gillespie? Parker, you are looking at a one-time brilliant young doctor who, under the pressure of circumstance, has gone slightly mad. You don't mean that you finally... No, no, I don't mean that I anything. Parker, I think he's referring to me. CGRB-4 calling MS Palermo. Come in, Palermo. Wrong, Bill. Well, we've lost contact for the moment. Reception's been pretty bad most of the day. CGRB-4 calling MS Palermo. Jimmie, have you thought what would happen if we lost contact in the middle of an operation? You know what would happen as well as I do. No, we won't. We can't. All right, Dr. Kildare. Page 291, illustration number three. I've got it now. Go ahead. And that's labeled McBernie's point. Now, that's where your incision will start. Do you see it? McBernie's point. Okay, Dr. All right. Now, the first layer of muscle runs obliquely across the abdomen. It's marked transversus abdominis. Transversus abdominis. Right. Make your incision about three inches long. Yes, sir. I understand. The next muscle layer is called rectus abdominis. A vertical incision. Yes, sir. The idea is to avoid cutting across the muscle fibers whenever possible. Now, when you've opened the second layer, put plans on it, too. Yes, I... Dr. Kildare. Yes, D. Dr. Kildare, I... Stand by a minute, will you? What's the trouble? Captain, I can't do it. You're the only man aboard who could possibly do it. I'm sorry. If you were hurt or something, I could give him first aid. But to cut a man open, calmly, and deliberately... Captain, I can't do it, and that's all. I can't order you to do it, Nelson. I know how you feel. I couldn't do it either. Make radio contact, and we'll advise the Coast Guard in New York. What's that, Jimmy? No. You know, the only answer is to be there and board that freighter. There's no other way. I'm sorry, sir. If you were hurt or something, I could give him first aid. But to cut a man open calmly and deliberately, I could give him first aid. Well, Jim, the Coast Guard's equipped with some pretty modern stuff, but we still don't have any guided missiles for a rapid passenger service. No. But you do have a helicopter. Yeah, there's one out at the Long Island base. Killed there. And a few months ago, you used it to drop a couple of firefighters on board a burning tanker off the Virginia coast. I remember reading about it. Ah, now wait, Jimmy. That was in broad daylight, on a calm sea, and then those boys had been trained for it. It's not very complicated to me to step off a rope ladder onto the deck of a ship in the middle of the night with that ship pitching and rolling 30 degrees. It's a lot more complicated than you think. No, no, Jimmy, too risky even to think of. Now look, Dr. Gillespie, don't make a production out of it. It's got to be done. So let's do it. Okay? Okay. All right, Jim. I'll let the Palermo know and then call the base. I think Lieutenant Dane will be the best pilot for it. CGRB-4 calling MS Palermo. Come in, Palermo. MS Palermo is standing by.  Captain Douglas, please. Captain's right here. Douglas speaking. Go ahead. We're going to try landing a doctor on board by helicopter. What's your present position? Over. 206 degrees, proceeding in five knots. Over. Roger. Weather conditions. Still bad. Visibility? All right, Captain Douglas. We'll line up this end first. Stand by, Palermo. Roger. Let's see now. If everything goes smoothly, I ought to be on board by 10 o'clock tonight, huh? Yeah. Then it'll take us about a half hour to there. What is it, Doctor? At my age, I can't go hopping out of helicopters onto moving ships. Yes, I know. Dr. Gillespie, I guess I'll just have to manage this one alone. By the great horns. But don't worry, though. I'll tell you all about it. Tell you everything I've done after I've done it. Turn to the story of Dr. Kilda Ayre in just a moment. They're swinging the light this way, Lieutenant. They must have seen us. Yeah. I think it won't be easy, Doc. Well, they can't always find a turkey in your soup. Yeah. I'll be sitting up here in the cockpit nice and cozy. You're the one that's going to be dangling the end of that 50-foot rope ladder. You're so right. I guess I better crack the mic, let Frasier know we're over the ship. CG Airborne 21 to CGRB-4. CG Airborne 21 to CGRB-4. Go ahead, A21. Bill, I'm hovering over the Palermo now 100 feet up. Got the searchlight on us. The midship decks all lit up. And some of the crew are out on it. I guess we're ready to have a go at it. Thought you'd like to know. I was killed in the airfield. Ask him. Bill, suppose I tell you how I feel in about 10 minutes. Right now, I'm numb. Yeah, I'd be too. Good luck. Thanks.  Be sure you've got plenty of beef before you start the operation. Not somebody there who knows how to use it. Elementary, my dear doctor. A symptom of secondary. Sorry. Sorry if that's against regulations, but this is just no time for backseat driving. Yeah, I know, Doc. I feel the same way every time the CO tries to tell me how to fly. Well, I'm holding steady at around 60 or 70 feet over the deck. I guess the time's come. Hey, you get out through that trap door right behind the seat there. All right. I'll put you as close to the deck as I can. Maybe right on it. Can't lay too unkind of this swell. Hang on to the ladder until the boys on deck say to let go. I can tell more about their role in the ship than you can. Got it? Right. Okay, kill that. Good luck. Thanks, Larry. Hello. Captain, let's not worry about what might have happened. Where's the patient? MS Palermo. CGRB-4 calling MS Palermo. Come in, Palermo. It looks like we're out of luck, Dr. Gillespie. I guess you're not going to answer. Confirm the gut to answer. How do I know what Kildare's doing out there if they will answer? That could be Dr. Kildare's idea.  I don't see why you don't take Jimmy's advice and get some sleep. Lieutenant Dane said he landed okay, so, you know, and it's up to him. Mr. Frazier, you don't know Dr. Gillespie. He simply has to have his nose and everything. Okay. For the last time... I'm MS Palermo standing by for CGRB-4. Go ahead, C.G. Let it be. Palermo, we'd like to speak with Dr. Kildare if we could. Sorry, Dr. Kildare is still not available. Not available? Well, why isn't he available? I don't know, sir. Confound it. You tell him that Dr. Gillespie wants to talk to him immediately. I've given him all eight of your messages, sir. He said he'd answer them tomorrow. Tomorrow? By the Great Hornspoon. Would you care to send another message? Yes. Tell him to go to Blazers. To Blazers? Is that B as in Boston? L as in... Yes, L as in Lunkhead, and you go to Blazers, too. Yes, sir. Palermo, that's all. Stand by. Roger. Dr. Gillespie, I still think you ought to go to bed and forget about it until morning. I do no such thing. I'll report this to the FCC, the RFC, the Maritime Commission. I'll report it to Congress. Young mink and poop. Well, I take it that you don't have a very high opinion of Kildare's ability, is that it? Ridiculous. He's the best doctor in the country. Next to me, of course. Then why don't you relax? I told you, Mr. Frazier. Dr. Gillespie's just a born snoop, and there's nothing anybody can do about it. Parker, so help me.  Oh, I'd love to help, doctor. 100 miles from the nearest ship. Just about does it. How's his pulse, Captain Douglas? Still steady, Dr. Kildare. Good. Well, you can relax and clean up now, Steve. We're through. All right, sir. There we are. Nice job of hemstitching, doctor. You'd have made a good sailmaker in the old days. Not on a ship that rolls as much as this one. That's the worst grounds well I've ever been in, at least in this part of the Atlantic. How about the boy here? Will he pull through? Yes, Captain. We got it in time. Barely in time, as a matter of fact. I'll stay with him until he comes out from under the anesthetic. What about all these messages from this Dr. Gillespie? Do you want me to contact the shore station now? Oh, I don't think there's any need to. I don't know, though. I'll get an opportunity like this once in months. Sure, let's go in the radio room and give him a call. All right, sir. Oh, Captain, if you don't mind watching him a few minutes, I'll be right back. Take your time, doctor. I left the transmitter on so it's already warmed up. Good. MS Palermo calling CGRB-4, New York. MS Palermo calling CGRB-4. Come in, R-B-4. Dr. Kildare, I'm sorry I had to back out of doing that operation. I just couldn't forget it, Steve. And then when you trusted me to take it... This is CGRB-4, New York, standing by. Go ahead, Palermo. Dr. Kildare is calling Dr. Gillespie. Is he there? Am I here? Why, Dr. Gillespie, I thought you'd be in bed hours ago. Never mind. Happened? Oh, well, for one thing, I bruised my elbow when I landed on the deck. I'll let you take a look at it when I get back. I don't want to... Oh, that. Well, it was quite a complicated case. Very interesting, in fact. Yeah, go on. Oh, much too complicated to go into tonight. Kildare! I'll tell you all about it when we reach Port. Day after tomorrow. Bye, Tom. Good night, Doctor. Okay, that's all, Steve. MS Palermo signing off. Good night. Kildare! I bet he's pulling his hair out. This is as he waits two days lolling around a ship, but now he has to be the last one down the gang plain. Oh, just relax, Dr. Gillespie. Relax. They brought the patient down here to the ambulance five minutes ago. So what's keeping Kildare? He knows what he's doing, and he'll be here in his own sweet time. I don't care if he never gets here. Parker, I'm through with him. Finally, absolutely, and for the last time I'm through with him. Through with whom, Dr. Gillespie? Kildare, where did you come from? The other gang plank. You're looking very well, Doctor. Thank you, thank you, thank you very much. And so are you. Thank you. Pleasant voyage, I trust. Oh, yes? Yes, very pleasant. Well, back to work. Yeah, what a pity. Oh, I guess there isn't room for all of us to ride over in the ambulance. So, when would you go ahead, Dr. Gillespie? Parker and I'll get a taxi. No, you don't, no, you don't. Well, what's wrong with that, Dr. Gillespie?  Don't say another word. You hear me? Well. Come on, Jimmy. Come on, we'll take the taxi. Anything you say, Doctor. All right, Jimmy. I had it coming, and I've learned my lesson. Oh, now stop kidding me. You'll be butting in on my cases again within 24 hours, and you'll know it. Well, I... Well, anyway, this one turned out all right. Jimmy, we did it again. We did it again? Why, yes, I... You? Well, all right, confounded, you did it again. You know something, Dr. Gillespie. I went out there alone. That's true enough. But I took something along with me. Huh? Yes. I took thousands of hours of experience from working with you, and learning from you. So you were right the first time. We did do it. Taxi. In just a moment, we will return to the story of Dr. Kildare. Oh, sure, why not? Is that all right with you, Parker? Oh, of course, Dr. Kildare. Is that your assignment or some kind, you mean? Oh, no, no, just routine. A couple of new patients in for diagnosis. Hmm. Parker, we may as well go now if you're free. New patients, huh? What seems to be wrong with them? Oh, I think it's just a checkup. Nothing unusual. You know, Jimmy, it might be a good idea if I went along with you. Oh, well, thanks, Dr. Kildare, but I might possibly notice something you wouldn't. I see. Now, Parker, isn't that a roll of two-inch adhesive tape there on the table? Well, yes, it is. Tear off about 18 inches, will you? All right, Dr. Kildare. Dr. Kildare? I think the time has come for a drastic lesson. A drastic lesson? What do you mean, Jimmy? You are Dr. Kildare. Thanks, Parker. Now, I'll just lean back in your chair, Dr. I want to show you something. That's right.  There! Oh, my! Dr. Kildare!  Don't worry. It'll do him good. Now, you sit there, Dr. Gillespie, and repeat 100 times mentally. Quote, I will not poke my nose into other people's cases. Unquote. We'll be back in about an hour. Here's the story of Dr. Kildare starring Lou Ayers and Lionel Perremor. This program was written by Les Crutchfield and directed by William P. Russo. Original music was composed and conducted by Walter Schumann. Supporting cast included Virginia Gregg, Raymond Burr, Herb Ellis, Jack Krushen, and Jack Webb. Dick Joy speaking.


Good morning and welcome to this week's edition of Encompass Live. I am your host, Krista Burns, here at the Nebraska Library Commission. Encompass Live is the commission's weekly online event.  We cover a variety of library topics. The show is free and open to anyone to watch. And we do the show live on Wednesday mornings at 10 AM central time. But if you're unable to join us on Wednesdays, that's fine. We do record all of our shows. So they're all available on our website. And the recordings are posted to our YouTube channel for you to watch afterwards. And we do a mixture of things here, presentations, interviews, mini training sessions, book reviews, basically anything library related. We are happy to have on the show. And we do have a Nebraska Library Commission staff that sometimes do presentations and sometimes we bring in guest speakers. And that is what we have today. On the line with us, we have staff from Kearney Public Library, which is right here in Kearney, Nebraska, a little west of where I am here in Lincoln. Matt Williams is the director there. And Christy Walsh, the assistant director. And I think you guys said that someone else was with you there, too. I didn't catch your lawyer. Sarah Hack, our circulation coordinator. Right, Sarah is there with them, too. And they're going to talk about some cool things I've been doing, same customer service at your library and what they've done at their library. I attended this session last fall at our state library conference. Nebraska Library Association and School Library Association has a conference in October. And I attended this presentation at a conference. And I thought it was awesome. I took lots of notes. And I thought it'd be great to be able to share this with more people. So I contacted them and see if they'd come on the show. So they're here to talk about the great changes in the extreme customer service they've done at their library. So I'll just hand over to you guys to take it away. Thanks. Our presentation today is, of course, about extreme customer service at your library. And we feel that while providing innovative services and programming helps to draw new patrons, excellence in customer service is what keeps them coming back. So we've recently embraced a more patron-focused approach to library policies. And that has included changing many policies to create a more positive experience for patrons. What we'd like to talk to you about today is, in that shell, how to keep your patrons happy by being nice. About us, just a little bit, so you know a little bit about us. We serve a population base of 46,000. The main library is the Buffalo County Football Field, that's what we have. No other branches. We have 40,000, almost 41,000 car holders, about 20 FDE employees, function size 165,000. Our 20 FDE in circulation is 523,000. And we get about 231,000 visitors a year. So what inspired us to take this extreme customer service approach? One of our management team, one of our division heads, had watched a web junction webinar called Extreme Customer Service. And she thought it was really excellent and ended up passing it on to the rest of the division heads. And in turn, we all watched it and thought it had some really great ideas. The webinar focused on changes that libraries can make to have a more patron-focused approach to customer service. And it also pointed out different brands that excel at customer service, such as Ritz-Carlton, Hotel and Apple. A little bit from that webinar at the bottom there. The presenter talked about customer service as a mindset, not a set of rules. It was also emphasized that you need to think about the patron and not your own institution. All of us want to provide good customer service. And as a librarian, if you don't want to provide the customer service, you're probably not in the right profession, she said. Many of us say that we provide good customer service, but that's something that you can always improve on. And I think we thought here that we had good customer service, but we have definitely improved it with the changes we've made. Our patrons expect us to provide good customer service, and they know the difference between good service and bad service. Every interaction with a patron is an opportunity to exceed their expectations. And so we not only want to meet their expectations, we want to exceed it. So once we listened to that webinar, the management team discussed it, and we decided that this is an idea we really wanted to embrace and try to implement at Karni Public Library. So why did we change? Well, we had this fabulous opportunity with a new building. We were rethinking how we did different processes. We had expanded space, so we were reworking how staff did their jobs. And so it gave us an opportunity to rebrand, to redo our policies, and kind of put a whole fresh face on the experience at Karni Public Library. Things weren't bad, but like Sarah said, you can always improve. So we started questioning, why are we doing these things? What's the benefit? And is there maybe a better way to do it? And what do we, which led to, what do we do that upsets patrons the most? Is it something that we've just been doing for years and, you know, maybe it doesn't really have a purpose anymore? And how much would it cost to make the changes? Is there a monetary cost? Is there a PR cost in terms of goodwill with your patrons? So we looked at things that were upsetting the patrons, like replacement items. Someone messes up a book or a DVD and they go and purchase one at Walmart, bring it in while we didn't before accept that just because you never know if you get what it is you want to replace in the collection. We re-evaluated that. We had a last processing fee, which was kind of, you know, our service fee for processing lost materials. We changed all the new books from seven days to 14 days. That was patron feedback that said, gosh, I love my new books, but it's so hard to get through a bunch of them in seven days. Didn't cost us anything except stickers to change it. And the response was immediate and enthusiastically positive of, great, I now have two weeks. I think a lot of them probably still return them in seven days. But the idea that they have 14 days and they don't have to stress about it, they love it. How much would it cost to make the changes? You know, do we have the ability to forgive fines without messing up our budget? Can we replace some of our fees and rethink how we do that? We found that the cost was minimal and was offset by the increase in good public relations. So to build on what Christy was saying, as she said, we looked at these things. In fact, I remember I came in and we have divisions. We call ourselves division heads. We're the managers here. We had division head meetings and I came in and I said, I've been thinking about what annoys our patrons. What annoys them? What makes them annoyed with us? And I want us to kind of, and we do this a lot of our meetings, kind of have our thinking caps on and have a brainstorming session and what annoys people and the things that she mentioned were some of those things. And we thought, well, how can we change these so that people aren't annoyed? And so we had specific policies we changed. A lot of libraries, I've worked in two or three different libraries and it was always the policy was we don't accept replacements. And there's a good reason for that. The reason is we don't know if you're bringing back the same thing as you lost. Maybe we don't want that anymore, we want something different and so on. And not that they're like bad things, but my take on it was, well, you know, how often does that really happen? How often in the year does somebody just come in with something? And does it really hurt us to take that item? Does it really, you know, is it really worth having an argument with a patron forcing them to go back, take that item back? Now, we don't encourage people, if they call us we're not going to tell them to buy an item and bring it in. But if they do, we tentatively take it, give it to the person in charge. Once they ascertain it's actually the same item that we lost, we accept the item and people go away much happier than they did before. We eliminated the $5 processing fee and lost items. And that was put into place, I believe, because we were trying to stop people from continually paying for items and then bringing them in and getting a refund. It was not, the $5 was not refundable, kept people from just using that and continually saying they lost something, bringing it in again. However, the processing fee really annoyed people. And to tell you the truth, we already charged people the full price of an item, not really the price that we paid, but the price that it says it's worth when you go on Baker and Taylor or Amazon. And so we're already really getting from them a little fee on top of it. So we eliminated that. We used to try to catch people and make them pay their fines by not letting them use library computers. Now, the more I thought about that, the more I thought, you know, the reason, what is the reason that we find people? It's because they're not, we don't trust them to bring their items back on time anymore and it hurts other patrons. Well, using, I'm pretty sure they're going to return the Internet on time. So we just don't see that as connected in any way. There's no, I mean, no reason they can't use our computer, use our Internet. A lot of times they're looking for jobs and things. How do they pay their fines? They don't look for a job. I really think that that was a good thing to do for people. We give patrons the benefit of the doubt on claims or trans items. We give them one freebie. They say they returned it. We say, okay, you returned it. We're giving and we tell them we're giving you a freebie today. We're going to take your benefit of the doubt. We do market so that the next time they do that, we say, well, you know, last time we gave you a freebie, but we really can't keep doing that. We changed the checkout time, as Christie said. On the new books, that actually came from a board member that came to us and said, Richard Miller had come talk to the board. He said, you need to get out of the community and see what they want. So this board member went out in the community and listened to him. She came back and said they want two weeks on their books. And we had heard this before from patrons. We thought, oh, why not? I mean, if people don't like it, we can always go back at some time. So we changed them and put new stickers on them. And as Christie said, very enthusiastic reception on that. So how do you change the climate in the workplace and start making some of these changes? Shift your focus from the library to the patron. And that said, we really tried to think about what things the patrons were particularly bothered by and tried to focus on those to change it first. We're continuously evaluating policies and processes that come up to see if we can do something to change them. For example, another one that came up recently was we had patrons call often who are on their way to the library. They ask for an item. It says it's checked in on our system. We say, we'll have it ready for you. Hang up the phone. We go to the shelf. We can't find it. Needless to say, when the patron gets here, they're not very happy that the item isn't relating to them. So that's something that we had to evaluate recently to see what we could do to solve that situation. Question, what you are doing. Why are you doing it? Is it because you've always done it? Is there a real benefit to the community? Always just kind of keep tabs on what you're doing and why you're doing it. Consistency is important, too. Communication is key to success. Keep the staff informed of changes so they are consistent in processes. They also need to read library newsletters, know what events are occurring that day, what craft is going on upstairs, what is the movie that is being played that day. And then they're better able to help patrons with questions. Changes take time, so make it easy for the patrons and for the staff. We had changed printing systems not too long ago, which was a change for the staff and for the users. But we tried to offset the change for the patrons by giving them a dollar's worth of free printing on their library accounts each month. People are really excited about that. Empowering staff, in order to keep the momentum up for making these changes actually happen, we continue as a management team to lead by example and constantly encourage staff to make decisions. We have guidelines with a policy manual, but they have latitude to make decisions based on their best judgment. So we keep encouraging, some people are comfortable with that and some are not. And so as managers, we continue to work with people. But the other piece of that is as a management team, we need to support those decisions and emphasize to the staff that if you decide to waive a fine for someone, that is fine. It's really good to keep us in the loop so that if that patron comes back or some other fallout occurs, we're not blindsided by it. And we just keep emphasizing that as we have staff turnover, it gives us an opportunity to refresh the existing staff and then introduce the new staff to the whole concept of they have the power to make these decisions and to run with them. If it's time consuming for the staff, how do you make it easier? And that as a management team is an ongoing challenge to look at, okay, is this the most efficient way? Do we need to move these five pieces of paper anymore or can we do it online? Can we just take that process out of the equation altogether because it no longer has a purpose? So we continuously challenge ourselves as management team to look at that too and encourage the staff to give us input on things they do that perhaps there's a better way to do it. And last but not least, of course, is to take pride in the library. We are the largest public face of the city in the community. We have about 800 people through the door a day. And so we need to put the very best face on for the city of Carney that we possibly can and take pride in our work. Smiling when someone walks in the door, it is huge. Nothing doesn't take that much effort and certainly is in everybody's best interest. So we make sure that that is a priority and everybody knows that's the expectation. Because when someone walks through the desk, they don't know if they've got the library director or they've got one of our pages or one of our new clerks. It doesn't matter. They should have the same positive experience regardless of who they get. And just a word to just continue that a little bit. Continually question, as she said, your procedures. Some library procedures don't change for years and years and years. Everybody, we try to get them to think about what they're doing and question, why am I doing this? Why are we doing this for? Why are we continuing to do something like this? And to just ask, could this be done easier? Do we need to do it? Do we need to really... We quit taking paper and I know this doesn't work for everybody, but we quit having people sign up for cards on paper. We just do it on the computer. They sign the card and that's it for them. That has cut out. So much time. We used to spend hours and hours and hours trying to pull defunct ones out of the system, trying to put the new ones in, trying to get them right. And how many times did we pull that thing out to look at it again? Zero. We never did. So that was something we cut out that saved a lot of time. And also, I would agree with her on take pride in the library and think about your experiences when you go to a store or another library and think of the bad experience and as Lou Grant used to say to Mary Tyler Moore, you know that way you are? Don't be that way. I'm destroying the table as we sit here. And what is the most important? Focus on your basic services at your full potential before getting wrapped up in additional services. That doesn't mean don't add things. We've added a lot of things here, lots. But what it means is if you're not doing the basic services at the best possible way you can do them, there's no point in adding another service will not save your library. It will increase people's love of your library if they're not coming into your library and getting that positive experience to begin with. And you can have every service in the world. But if people coming into your library don't feel welcome, they don't leave happy, they're not going to come back. So get those basic services right before you just try to save your library by adding new services. And I want to say the most important asset of any library goes home at night, and that's the library staff. Okay, personalizing service. You know how when you have a good customer service experience, you feel like you have the full focus of whoever is helping you. We try to make sure that that is what happens here, is that no one feels that we're trying to rush the transaction, even if there are people behind you in line. Take the time, do it right, make it positive. So how can you say yes? People come in with all kinds of questions, and I'm sure all of you have lots of stories you could tell. You thought you'd heard every question in the book, every possible scenario for why the book or material was damaged, why they don't have their card, etc. It doesn't matter. How can you say yes? How do you meet them halfway? Can you forgive a portion of their fee? Can you help them work on a payment plan, because that's just going to give them some peace of mind and gives them an opportunity to have a successful transaction? And sometimes you just have to give the public a benefit of the doubt. Once you're in your library for a while, you have a sense of who your population is. Some people you know are going to try to push the system every single time. Do you handle them a little bit differently? Perhaps, but it still should be as positive an experience as you possibly can. So, you use the guidelines that help you keep the patrons from abusing the system.  Can we work with you on that? Absolutely. Look at that. And another thing is don't punish everybody for what a couple of people are doing. I've seen that happen too many times. A procedure or a policy is put into place because you have a couple of annoying patrons that do something. And so we say, well, we're going to learn that we can't let them do that, so we change a policy that hurts everybody. So don't punish everybody. Deal with those people on a one-on-one basis. You can limit those people what they do without limiting everybody. And you may not always be able to say yes. It doesn't mean that you can accommodate every single situation. But if you can lessen the impact to the best of your ability, it means you've made the effort, and that effort will go a long way with people. I ask for input. And this does act on the suggestions of patrons and board members. I'd say also add in their staff members. Listen to suggestions that people give you. If a patron gives you a suggestion, it may or may not be a good suggestion, but give it. Give it it's due. Think about that suggestion. Think about whether it's good. Listen to your board members. We had the one board member that said, hey, we need to change that. The amount of time we can have those new books out. So we did it. And listen to them. They're coming to you, and they're coming to you. Sometimes they've talked to other people. You can't accommodate everything that somebody's saying, but you can certainly.  That's another thing, that you're trying and failing. There's nothing wrong with that. And if you try something and it doesn't work, what do you do? You just don't do it anymore. You change it back. Or you try the next thing. No harm, no foul, I guess, and other sports analogies like that. But, you know, we did a strategic plan recently, and we did a formal survey, and that was really interesting. And we got a lot of surveys back. And we found out a lot of interesting things. First of all, people really, really love the library. It was overwhelmingly positive. But no matter how good something is, you can approve on it. And they asked for things. They asked for that we remain open on Sundays year round. Well, we're going to do that. We're going to remain open on Sundays year round. We had some other things. I'm trying to thank you. What were some of the other things we went through going on there? Cleaning the disks. Cleaning the disks. That was another one. Should we, you know, please clean your disks? Well, you know, they're not really aware of how many disks we have. And the time it takes. But one of the things that I'm looking into to ask for in my next capital ask is a multi-disk cleaner so that we can clean our disks faster and do more than that time. But we're trying to go through our collections and do that. So you want to make changes? I was going to tell you where to start. You can start with some really basic things if you want to embrace this idea. Greet patrons when you see them come in the door. It's really easy. Sometimes you just need to smile. Say hello, wave, do something to acknowledge their presence if they're coming in the door. Makes them feel welcome. They'll feel more comfortable approaching the desk and asking questions if they have questions later. Don't point people in a direction. Show them. If someone's looking for a book, we ask the clerks to walk them to the stacks and help them find it if they need assistance. Sometimes we even go get the items for people. Sometimes that's just easier for them and for us. So we do that. Make service as personal as possible. Do the best you can to say yes for what they're asking or at least send them somewhere where they can get an answer if we can't solve the problem for them here. Frontline service is the most important. No one is exempt. Everyone here is expected to know the basic routines at the front desk, whether you're management or work. If you're walking by and there's a line, you're expected to jump in and help so people don't have to wait. The staff members know that they can always call the management out from their offices to come and help at the front desk if they need help. Communication is key. That is a big one. You have to communicate between the management team and the part-time staff. The staff themselves need to communicate with each other so they know what's going on with different patron situations or what policies we've changed and why. And the library also needs to communicate with the patron.  But we wanted you to know that we're still working on your issue. They need to know that they haven't been forgotten. Another tip is explain what you're doing. A lot of times people will come up to the front desk. They'll ask a question and clerks will immediately start to look things up on the computer. Maybe won't say too much to that patron about what they're doing. Let them know. Let me check in the system to see if we have that book. I don't see the book in our system. Let me check on Amazon to see if I have the title correct or if I'm spelling things correctly. Sometimes we turn the computer screen around so we can walk them through and show them what we're doing on the screen. This just helps them to know how you're trying to help them. Think about your bad experiences. Do not recreate those. You can help it. How would you want to be treated if you walked in as that patron with that particular problem? Try to go that direction. Answer the phone, emails, et cetera, ASAP. I kind of just touched on that a little bit. But if patrons email and want to book renewed, we need to do that as quickly as we can. If it sits in there for three days, they might have a fine after that. We don't want to cause that problem for them. So get back to them and do this possible. Acknowledge patrons when they're waiting in line. If you're busy at the front desk, the phone's ringing, just signal to people that you will be with them in a moment to help them know you need to get the phone and then you will help them. If you're the only one at the front desk, let them know that you'll be there to assist them. Shortly, you just need to find somebody else to help cover. Usually, people are perfectly happy to wait. We actually had several compliments from people lately that have said they don't feel like they ever have to wait at all. They said if they're in line, somebody pops out in the back room very quickly to help them, and they really appreciate it. Avoid transferring patrons when possible. Try to not send them on a wild goose chase if they have questions. Sometimes people have complicated things, so figure out where to send them. That comes back to communication with the staff. They need to know who's in charge of what areas and where to send patrons with particular questions. The more people know, as Sarah said, the more people that know how to do things, the better. If they come to the front desk and they ask you how to use I'm having trouble with my e-reader, we try not to say, well, you're going to have to wait an hour because the one person that knows how to do e-readers is out of building. We try, and this is an ongoing training situation to get people to do this. Some take it on easier than others, but we try to have everyone so that when you come up to the desk, the first person you get is the person that helps you. Some things are more complicated, of course, and you can't do that, but as much as possible, we try to help people so that the first person they encounter is the person that helps them. A lot of these things you can do, even if you have a small staff or just one person, you can always be friendly and you can always explain things as you're doing them and many other things we've mentioned. Share your success. You've done this, you're successful, people are happy. Collect stories. Our staff collects stories. What do we do with these stories? We give them to the board every month, every two months actually in our case, so that when they are with somebody, they can share them. They can say, hey, did you know at our library this happened? This is a great opportunity. This is a great thing that happened. Just yesterday, a couple of staff members realized that maybe we weren't sharing all of our stories with everybody on staff, so they share them with the rest of the staff so everybody knows and feels good about the successes that we have and shares with that. Document them, use them for advocacy. Use them when you're giving a talk somewhere. They're great things to use. They can help increase the importance of the library and help make the people aware of that. All of that goodwill, when you have those stories that we share among ourselves, it kind of gains momentum unto itself. With our bookmobile services, we reach all of the communities in Buffalo County, which involves small libraries in the area as well as lots of schools. Sometimes there are kids who have fines by no fault of their own because mom and dad don't take care of it. It doesn't seem quite fair perhaps to punish them for their parents' lack of attention to it. We've made an effort in the past three years or so at the beginning of the year to forgive some of that. If the materials are back, can we waive those fines so that that second grader or that kindergartner can get back out on the bus because if mom and dad aren't taking care of the fines, they probably aren't bringing them physically to the library, which is out of town. We want to take down the barriers as much as possible. As we all know, things happen in life that mess stuff up and they're out of your control. We had one recently before Christmas. I was working with a patron. I got a nice note. I bought a fourth grader. I got a nice note from his dad that said, I had no idea all of this was going on, had been through a life change, and thank you so much for letting me know that my son can use bus again and for just taking the time to make the effort. I will be on top of it from here on out, so thank you. It's always nice to know that what you've done has had an impact too. Our two of those will keep us going as a staff, too, to keep looking at what we can do better. Another piece that fed into that is we do a food for fines thing once a year, so you can bring in canned goods or non-perishable goods and get part of your fines forgiven. Well, on the bookmobile, that's a pretty fun thing, too, because those kids will bring in the beginning of the school year. They can start with a clean slate, it gives them another opportunity to address fines or whatever is going on on their account. We don't use it for the last materials. That's kind of a separate beast, but a lot of times if we can get the fines out of the way, we've got a lot of progress and headway. And in the same vein, somebody in their early 20s in the library and says, we say, hey, I see that you have all these huge fines and fees from when you were 12. Welcome back to the library. We usually forgive those right away. We don't try to visit the sons of the parents upon the children, so we leave that to God. But we just try to look at things and think reasonably. Be the person that you want to encounter when you go to the library. And we are open for questions. Okay, great. No, we're here. Sorry, I just had to. There's always a little delay with getting unmuted sometimes. Great. Thank you very much, Nat, Christy, and Sarah. That was great. That was, like I said, I attended a session at our conference and thought there was some really great ideas in there. We did have a comment from one person. I think Sarah, when you were talking about the customer service and taking them to the actual things they knew, not just pointing, someone said that one of their library mentors referred to use calling them golden retrievers rather than pointers and setters. That's a way to describe the difference in how you would provide that kind of service. And I did have a couple questions in here that I just wanted to let people know. Yes, the slides that they used today has already sent them to me. They will be available afterwards when the recording is posted. And I've also found the webinar that you guys watched from Web Junction and added a link to that as well will be included in the show notes afterwards. So you'll be able to watch the Web Junction one that these guys based their changes on. So we do have some questions coming in. What training has your staff had for dealing with angry or irate patrons? How do you handle that kind of situation? Most of the training is in-house training. We actually, as an ongoing thing, do scenarios at all of our staff meetings. We hand out scenarios. Everybody reads the scenario. We say, what do you do in this case? And then we talk about the cases. So it's not quite role playing, but it's a little bit similar to that where they give their answer and then we all discuss whether that's the right answer. So we do a lot of in-house training. We also encourage if there's any opportunities close by, they can go to them. And we try to make them aware of any kind of webinar type things that are available. They want to listen to those on their own.  Somebody comes in and they're really upset. Try not to aggravate that further. Fuel the fire. Just stay calm and don't take it personally. Take the time to listen to what they have to say. Usually if you listen to what they're trying to tell you and you are actually listening to what they have to say that in itself will help them calm down pretty quickly. And you can always pass them up the chain.  By the way, I'd like to give a shout out to Matt Kovar if he's around because he was in on this originally with us. He hasn't died, but he has done Pavilion. Right. Yes. When I saw this presentation at the conference in October, he was with Christie and Matt. Now he has moved on to different library here in Nebraska. Okay. Next question. Does anyone have any questions? I know some of you are already typing in. Just let you know. Use your go-to webinar interface type in the questions section and I can see them here. Next question we have is, have you considered not charging late fees at all for late returns? We, sure. We're all for it. Unfortunately, there's a hard reality out there called hard reality and that is city hall. Once you take in fines and fees, it's extremely unlikely that city hall will ever give up that income. It just doesn't happen. When we have been able to freeze ours for many years, I mean, we got up to a quarter and we haven't gone up, I don't know how many years it's been about a quarter, but several years now and we haven't. And we have dropped other fees. Last year we dropped two or three different fees and they never said a word about it. But it's a reality. We all know that probably fines aren't the best way to get people to behave, but they are something that cities are used to. I would think it would be the odd city indeed that would allow you to give up that income. That was something I was going to ask about, but I remembered you mentioning at the conference was the city push back on some of the things and basically trying to figure out what can you, to put a bullet, get away with that they don't notice or just do it and see, like you said, they didn't notice some of the things you did. I don't feel the need to ask permission for everything I do. But if it's something big, all our policies are passed by the city. All our fines and fees go through the city, so you know about them. We have a very, very good relationship with our city and certainly don't want to hurt our city in any way, but they realize, we were able to tell them, hey, why are we charging this $5 processing fee when we already charged them more for the book? It's not fair to our patrons, and they could see the list of them. Yeah, the logic is there, yeah. Okay, next question up we have is, how do you usually go about gathering your staff and community suggestions? How are you collecting those? Well, the survey we did, we actually made available online. We did, we had a blast. We got the president of the chamber to be on our committee and got a free email blast out of the deal, and so we were able to get, to send out the survey that way, and so we got a lot of responses that way. We had paper at the desk, so people coming in could do it. We also tried also going out to certain places. That had mixed results really going out. We had surveys at the senior center. We had surveys at YNPA. We had, I don't know if I missed anything here, but we got a lot of them back, and then the last week when we did the email blast, we had a whole bunch more that came back that way. We also just listened. Our board is out in the community and they're talking to people. They're talking to their neighbors. They're talking to people online. They're talking to their colleagues and they're coming back with these stories and listen to what people say. We actively solicit input at programs to say if you've got an idea for a presenter, there's a topic you'd like to see, whatever it is, keep us in mind. We've all got our name badges on, so it's very apparent whose staff are in the building and they can grab anybody who's got one of these bright green lanyards on to, if they've got a question, they want to share something with us. We make ourselves as visible and approachable as possible. As far as the staff input goes, I think everybody's pretty comfortable just walking into my office and they'll be like, hey, I was thinking about this. What if we did it this way instead? That would eliminate this part and it would make it easier for us and for the patrons. They're not shy in giving us new ideas and we try to encourage that.  They know we'll give it thought and if it doesn't work out for some reason, they'll explain that to them and they are understanding. These strategic plans are important and it's important to get community involvement. Like I said, somebody from the chamber, somebody who's a business person in the city, those people have an ear to what's going on in the city that they can input and they can also help you get the word out. So it's important to have those relationships. Connections and networking. Next question actually is kind of leading off what you had said, Christy, just now about tailoring library programs to customer demand. That sounds like that's something that you have encouraged. I have. One of the things that I do is there's an arts and crafts program for adults. Part of it grew out of adults coming to our arts and crafts program during summer reading with their kids. The kids were doing crafts and the parents were going, gosh, this would be really fun. I'd like to do it too. Okay, so you act on that. Well, then it grows and we do it once a month. Different topics. I'm always looking for presenters because I am so not Martha Stewart. But I'm game to give stuff a try and that's the biggest thing is if people are willing to come in and play and it has really gathered momentum. People bring you projects that they think we could do as a group and if the group says, great, let's do that. So we put it on schedule for next month. This year I solicited input on what their favorite things were last year and then new things they would like to see this year. And then we'll just plot that out for the next 12 months. And so it becomes a patron-generated program. Another one that kind of did that is we did beginning knitting classes last spring. And we did formal classes with projects for four weeks in a row. Well, that group had so much fun together they said, gosh, we'd like to keep meeting. So we just reserved one of our meeting rooms and they show up weekly. Wow. They also like to fireplace some of them because I walk around the library and there's a group of knitters around the fireplace. You got the right environment for it there. Well, we do. And it keeps feeding itself because the folks who have been a part of that knitting group for a while are happy to help the new beginners. The library has an introduction to knitting packets. So when someone new shows up, they have the basic tools and the scan of yarn and a project to get started on. And it's become a time of, I mean, this group has become good friends and they just love it and continuously or thankful that we have a space for them and they really hope that the space doesn't ever go away. So it's exciting to see that happen. And the survey explicitly asked what types of programs people like the most. And we had three or four different examples of programs that we had and they marked the ones that they liked the most. So that was kind of what you were saying. Cool. The next question we have up is, and I think this is kind of assuming logistics, how did you solve the problem of people calling for items and locating them before they arrive at the library? I assume they might be asking, like, how does that all logistically work out? I figured that question was time. It seems like a great service, but yeah, I can see implementing it and making it work could be. We just don't answer the question. What we've tried to do recently, if someone calls and specifically says they're coming down within the next 10 or 15 minutes, is we'll either have the clerk ask them to hold while they confirm that the item is available so they can run out to the shelf, make sure it's there, tell them it's here, or we'll just let them know that we'll go grab it and we'll give them a quick call back just to confirm that we have it here and so they don't drive all the way down here and then end up not giving the item. Now, does that happen very often that we go to the shelf and not find it? Not often, occasionally, but we figure it's better to save those few occasions and at least let the patron know we'll keep looking for it and hopefully find it within the next couple of days rather than have them make a trip down here and then not have it be available. Make sure you confirm back with them before they leave their house, yeah. So, yeah, call them back or keep them on the line while you're working. And that's basically something you worked into your basics. It's just a service we provide, so when someone calls and wants to do it, it's part of the job now. We try to go out of our way. I mean, if the book reveal is here and it's parked in the garage and we look on there and we see the books on the book reveal, we try to go back and get kind of out to the people. It always sounds that there's a bookmobile person around that actually knows where the book might be and the book might be. So many. Yes. All right. That's the last question we had. Anybody have any other questions? Go ahead and type them into your GoToWebinar interface so we can grab them. We just did the show. I'll just let you know because there are a few technical questions. The show is being recorded, so it will be processed sometime today, potentially, and it will be posted onto our website. Everyone who was registered and attended this pre-registered and attended the live show will be sent an email letting you know when the recording is available and links to the slides. Well, the slides will be available and links to Carney Public Library's website, the Web Junction webinar, and those other documents that you showed there of your, or it's on the next slide. Those will all be added into the Library Commission's delicious account where we collect all of any websites and links that are related to any of our sessions here. They'll all be available along with the recording, and you'll all be sent an email letting you know when it's ready to watch. Please don't hesitate to contact us. Our information is up there and would be in with the slides and things like that. We are happy to visit. If you want us to share our policies or our strategic plan or anything like that, just let us know. I'll email them to you. We're actually in the middle of updating our policy manual once again. It's a yearly thing now because we looked at it so many times. That's a good idea because you're making so many different changes. It's always good to keep it up to date with what you might want to be doing and what needs to be, like you were saying, things have just been around for years and years to revisit them and figure out why. It's possible to make things procedures instead of policies so that we don't have to have them in stone necessarily. It doesn't look like anything urgent has come in while you've been chatting. No other questions. I think we can wrap it up for this morning unless you guys have any other last comments. Where's the wisdom? Go out and do good and be nice. Be nice. That's a great motto, yes. We're just getting some thank-you, great suggestions, great ideas, comments coming through too. Well then, thank you very much, Matt and Christy and Sarah. I was glad to have you on the show. That was great. I am going to pull back, present your control to my computer now. And as I said, all of the presentation, all the links are here on our delicious account. So you'll be able to get them afterwards. The show is being recorded as we speak and it will be available here on our Archive Encompass Live Sessions page where we post all of our previous shows. The link to the recording which we post to YouTube will be here. The PowerPoint slides will be here and link to the delicious page with all of the websites. And then that will wrap it up for today's show. Thank you very much for attending and I hope you'll join us next time when our topic is the accidental catalog or tips and tools to help you use the rules. Emily Nimsacont is the cataloging librarian here at the Nebraska Library Commission and she'll be with us next Wednesday to give you some ideas and things to use if you're not really a cataloger by training or trade or previous experience and you've just been dumped into the position potentially or it's been added to your job. She'll give you some tips on that.  There we go. We do post when recordings are available on here, reminders to log into a current show, when news shows have been added. The accidental catalog one was a last-minute addition to our schedule for next week so I did a reminder about that this week. So if you are big on using Facebook, please do go ahead and like our Facebook page. That will wrap it up for this morning. Thank you very much for attending and we'll see you on future shows of Encompass Live. Thanks. Bye-bye.


Everybody forced here up in 2223 crown Royale basketball hobby 16 box full case number eight pick your team style Albert H. Nuggets Anthony C magic bogey abe Nets Bryce D. Celtics Chang S. Spurs Chunwe Mavericks Edward P. Heaton bulls Howie W. Clippers and nicks Hyunmin Grizzlies Jason S. Jazz Josh D. Hawks Kaho S. Sixers Kevin C. Cavs Lee Z Raptors Lee Wan-Wai Sons Matthew X Lakers May Z Thunder Marat with the Rockets Neil D. Hornets Patrick L. Kings Robert P. Blazers Ryan S. Pistons Shazeed Pelicans Sunggeek with the Pacers Tongue with the Bucks Tony W. T Wolves Wayming Wizards and Yip with the Warriors. Good luck y'all Let's pull an absolute monster right here like another gold kaboom or a super low numbered silhouettes For big rookie something like that. I just want to pull some craziness right here. You've had a good day Let's make it a super memorable a really memorable day right here Gold kaboom would be great. I'm not even picky. Just a gold kaboom would be awesome We had one of the first break we had a John Moran the first break, which is good But you know, we need Jota Get his head back in the game and stop being a knucklehead I'll always great to get a gold kaboom, but I want to I want to see you know I just want to see another one. I don't even care who rookie royalty for the Pistons Jaden Ivy to 75 good start for the Pistons cool insert Yelkich crystal for the nuggets and a Malik Monk Kings blue crystal order just blue auto to 75 and A Cavaliers game or in Jersey of Donovan Mitchell Now this is gonna be a jazz jersey on these. It's tough to tell because it's white But it does say on the back for a lot of the guys are like newer teams Snow globe nets Kevin Durant to 99 Red crystal color match for Miami. He me butler to 49 and rookie auto to 75 Rockets Jabari Smith, Jr. There we go, that's a good start to the break Nice hit Rockets get that one in a bag for you and a really cool Cavaliers Isaiah Mobley rookie patch to 25 three colors Isaiah Mobley Cavaliers feel Arabia Pink crystal for the Suns Chris Paul the 75 Julius Randall and Nuggets rookie solo edge Jersey auto Peyton Watson to 199 Code of Arms game use Jersey Suns debook blue crystal Pacers buddy healed Got you honest out to the combo crystal for the bucks Jersey auto game use for the Knicks RJ Barrett to 99 and code of arms game use Jersey heat Jimmy Butler. Did you watch that? Did you watch the clips Carl? Oh? Dude the the Papa John's was so good So funny Chet Holmgren. Yeah, I know I was there in chat, too I do I thought it was the funniest thing blue crystal those soon we bowls to 99 to the brown crystal and a Auto to 99 Clippers Robert Covington Monarch Jersey LeBron James Lakers game used Well, this is better than a lot of the kabooms today It's rookie kaboom Jabari Smith, Jr Houston Rockets Love to see that pretty cool pose as well for rookie kaboom going up for the dunk Big congrats Houston first rookie kaboom of the day. Yeah, they're killing it. They got the auto and the kaboom Houston is Marats. Thank you Marat for joining and congrats on your hits so far first rookie kaboom of the day Fire not a gold, but hey, you know what we'll take it. We'll take a good rookie He may not be the flashiest guy, but he's gonna be good for a long time. It seems Heck yeah, so I see towards the end of the year. He looked good Good on the court Got a Zion to 99 blue crystal for the pelicans. See y'all come and Dorcher chamber auto 7 to 25 thunder Lou Dort. It's a burn and a hardened Game used Jersey Sixers coat of arms That's a good question Carl. That's a good question for Sam Sam's probably on his way in to be honest probably way on his way into work J. Dubb Love to ask him later KP J to 25 Rockets crystal down of a Mitchell calves Here we go six at 25 wizards Johnny Davis on the rookie silhouettes patch auto But a numbered solid hit talk about a guy playing good at the end of the year. That was Johnny Davis Wizards good hit right there Great patch and buddy healed game used Jersey for the Pacers Kings Jersey piece Pacers card more crown tonight everybody got the Kaboom itch then there's a Some more breaks tonight Marjahn Bochamp Ricky pink crystal the 75 bucks and a Devin Booker Royal signatures Jonathan Kominga on card warriors auto 10 to 49 warriors And a game used Jersey for the heat Tyler hero. I'll have to I'll have to talk to him Carl Got you got I got to get Sam's head in the game cards to Halliburne Chet got Rookie Royalty Jaden Ivy to 99 for the pistons That's rookie insert there Jimmy Butler crystal for the heat and pink auto Lenny Wilkins Hawks the 49 Lenny Wilkins Lenny Wizards Jersey Bradley Beal Lenny it's like the best video game level ever Player RDR to No, no ready ration redemption to Shad Holmgren Rookie purple to 25 jazz Colin Sexton We could dodge its crystal and a Dale and Terry rookie Jersey auto silhouettes to 199 bulls Code of Arms Jersey for the Wizards Bradley Beal Game used again for Beal One other monster hit come on low numbered something one of one anything come on Something something to yell about Something to wake up the neighbors Max Christy rookie royalty purple color match to 25 for the Lakers pink Davis is 75 Lakers and Anthony Edwards Regal achievements auto two out of 49 teawolves Like that Congrats Minnesota Love to see it on card signature. We'll get it magged. It's got a game too. That's pretty sick One of his achievements very nice going into a mag rookie Jersey Malakai random spurs Keegan Murray rookie Red rookie so Han spurs the 49 he's gonna have a Very tall new teammate. I can do it all a few months here Chris Middleton for the bucks To 35 Blazers vet auto Anthony Simons red color match to Blazers gonna try to build a round game. I guess we'll see what happens We get some shade on sharp gonna get traded, which is kind of crazy Rookie Jersey Keegan Murray Kings heirs of the throne We're gonna try to trade third pick, but I wouldn't be surprised they trade shade on sharp, right? Because he's another guy that needs development shade on sharp here. We go Palo insert to 75 rookie royalty for Orlando Dylan Terry rookie bulls and Joakim Noah auto for the bulls at 35 cool hit Chicago Joakim Noah That's a very enticing package burn Jersey car Jalen Brown Celtics Game worn and you guys see the Jazz are just in a Luka Donchich David Roddy rookie royalty Grizzly's number to 75 John Morant and Palo Ben caro 77 of 99 rookie autograph magic Very good last case of the daytime here Anthony see with Orlando Congrats, buddy 77 of 99 Palo auto and rookie Jersey Coloco for the Raptors That's what I'm saying Vern is I don't know if like it's better like the Blazers might be better off Just like trading Dame and keeping sharp in Simons and taken strapped in someone at third and maybe going from there rather than like wasting lots of picks and like and young talent to trade away to get vets that might not be there a whole long time and like just Have to compete with like if the Warriors retool if the Thunder get better The Nuggets are gonna be good for the foreseeable future like the West is stacked still the Nuggets are still good Are the Suns are gonna still have KD and book and like they're gonna retool like I don't know man I Don't know might be a good time to do a little mini rebuild with the young the really good young talent you have pink crystal rookie Oshak Bajie to 75 Jazz Yovet sheet and Jordan Clarkson Jazz auto to 35 But I will say one thing about the about the Blazers It's like you have to go one way or the other either have to build a round game or trade game like there's no You can't just draft at three and like just keep rolling along and like not get anything at it They don't not put Damon in contending position. You know doesn't make sense to pay someone that much if you're not gonna do it Heirs of the Throne rookie Jersey shade on sharp Blazers That's the issue with the Suns. They have to figure out what they can what they can possibly do to Put the right pieces around book and KD because those guys are lights out like they're really good. I Just don't know what you can put around them to contend with a team like the Nuggets who have not only drafted Well, but had like really solid signings, you know, it seems a lot of depth. Yeah, the Blazers. Yeah, they're not the Blazers Yeah, it's tough tough with them Jayden Hardy, I agree with that Vern It's one or the other one way like you have to decide like are we going all in for one for like Like right now, or are we hitting like a little mini rebuild? We had you have sharpened Simons for a little while longer, you know Take someone at three like Nick Miller, or I don't think scoot balls like Nick Miller might be the guy like it's not a bad idea To 99 look at Donch at snow globe for the Mavericks plus theoretically the franchise saves money if you trade Dame Shet Holmgren nice Ricky blue crystal to 99 Suns are in a tough spot, too. I Don't think trading for KD was a bad idea, but what they gave up for him was Not great looking back on it, you know Jazz rookie Jersey auto silhouettes to one ninety nine. Oh shy Agbaji Great hit for the jazz and rookie Jersey Kennedy Chandler Grizzlies Hey, at least the Suns are in a better spot than the Mavericks are the Mavericks really botched that But at the same time the mavericks are also picking 10th overall like they have some assets left like it's it's not black and white You know what I mean? It's Some good and some bad like you'd much rather have KD for multiple years than what you got out of Kyrie Big off season for a lot especially in the West a lot of teams in the West have a big off season big decisions to make decisions decisions All right guys Matt's still having the baseball channel. They get you a link for over there And guys he's got a clearly authentic case coming up soon. He's trying to get full. He's got five star an update mixer He's got a bowman jumbo 2020 bowman jumbo in 2020 draped super jumbo And then he's got a top scrum sapphire as well. Hey guys, let's head on over there show some love to Matt get those brakes filled up for him It's a good time over there to relics of Jalen Brown Bradley Beal twice James Harden Jimmy Butler Devin Booker Rookie jerseys Keegan Murray shade on sharp Kennedy Chandler and Christian Coloco Got Brannum Isaiah Mobley in the three-color rookie patch Donovan Mitchell buddy healed Tyler hero LeBron James game use Jersey autos of Robert Covington Clippers Robert Covington Malik Monk Lenny Wilkins Joachim Noah Jordan Clarkson Anthony Simons as well Lou Dorts Jonathan Kaminga Jersey autos of Oshak Baji Dale and Terry RJ Barrett Peyton Watson and Johnny Davis nice Johnny Davis there I agree Shazzy. Thanks for joining some breaks today, man. Appreciate it. Good seeing you Yeah, Ant-Man is really great. So if cat leaves they keep him around. It's not that bad I need to lose are still a solid team. They got a long they got the piece to build around All right, we got Jabari Smith, Jr. on the rookie auto Edwards to 49 regal achievements auto to a 49 for the T-wolves on card Hello, Ben Carol rookie auto to 99 magic and Rookie kaboom Jabari Smith, Jr. Thanks again everybody great last crown case of the day. We're moving on to clearly authentic