nitoring process And you know, this led to new opportunities for thousands of massachusetts residents and and We wanted to share some of these learnings We think this document will be a lasting roadmap for other projects to follow So you'll see We This is uh outline of the of the report I'm gonna turn it over to crystal now So arkansas and interviewed over 33 individuals to really get a grasp on what she was reporting because she was not in this industry and as you know It's a little bit difficult when you're talking about construction in its own But then the casino diversity aspect She had no idea so she did a really great job when we got this first draft. It was um, it was just phenomenal, but the acknowledgements uh indicate those individuals who were Interviewed and then you'll see that most of them are from the aoc many of you have attended one at least one of our aoc meetings and uh, these participants came Some of them most of them came pretty frequently some of them once or twice But it actually is through the history of ppc all the way From plain ridge to the opening of on course So we were pretty intentional about making sure that Each phase was included in the report and she did a great job with that So the report and and the report's author concluded after all those interviews that um, and you heard this yesterday probably Quite a bit the integrated supply and demand strategy. I think um, historically It was thought that we don't have enough Diverse workers and that's the problem But without the demand And the diversity goals and the construction projects that are embracing those goals that it Doesn't work And so this report calls out and and really chronicles that integrated strategy So as part of the overview Peg the author of the report actually compiled a really great graphic that demonstrates the history and milestones over time Really the building blocks of how this Work came together and so this kind of opens up the document As to what we're going to be speaking about through the entire report and Additionally as part of our overview really it highlights the implementation of the expanding gaming act and Really hones in on the diversity plans being the integral part of the gaming license All the way through our contracting and workforce diversity Even till as we're moving through but primarily highlighting the construction so In the overview It's the importance of diversity is just reinforced and she really bulleted out the applicants From applicant time period being Diversity plans being formulated then and then how they were presented publicly for comment And then the actual implementation. So all even just that various strategy um, so as we Mentioned earlier the demand strategy included Effective diverse hiring and contracting practices like making diversity a requirement Formulating plans with specific numeric goals Communicating the diversity goals widely and making sure everyone understands the goals throughout And although this seems like a basic Practice it's not often Utilized from start to finish. So from the pre-construction meetings all the way through the project Designating a compliance officer or a team reviewing diversity histories While hiring all contractors And so these together In addition to some of the others mentioned Really form a very strong and effective Program and as you all know Both licensees required their contractors to Individually submit plans on how they would achieve diversity. We also required this of our licensees Um, both licensees had data tracking systems um And internally they provided weekly reports showing diverse worker hours and Held very effective corrective action meetings when they saw that things were not working One of the I think newer best practices that we saw emerge was Um utilizing not just the stick but the carrot as well And so recognizing and rewarding contractors who were Meeting or exceeding the diversity goals. So both programs had awards At some point during the process So throughout the report. We actually had the opportunity to highlight some Um, really great stories Which you guys have actually probably heard the ultimate abatement was one of the greatest stories that Came from a woman owned business So nina and charty was actually highlighted in the report as She had received an original contract of 250,000 But it increased up to 1.5 actually over 1.5 million And the unique story about nina is that ultimate abatement when they went through the armory building They used an entirely all female crew. So it was great to be able to highlight that in the report Additionally, we broke out the report's demand strategy into both workforce specific And contracting specific practices. So we were able to bullet point out some of those throughout the report The report actually illustrates many examples of the community outreach that we we and the licensees did through job fairs and um One of the interesting components we did see was that a lot of the talk from within the industry was about core crew and so we really had to Emphasize that that was a diverse crew that people should have been using as as their primary Group of workers from day one. So there was a lot of talk around that in the demand strategy Additionally, there were some really great strategies to retain diverse workers And the hard hat actually that's there is one of the Strategies that on core used in their construction phase To help identify some of the veterans who were at first a little hesitant in coming forward and identifying themselves And it was a really great way to get um the the not just the Identification but the recognition on the project of how many veterans there really were as they were wearing these These hats to identify themselves Interesting strategies that came out quick question Do we understand or do we know why they may have been hesitant to self-identify? I mean, uh, so I guess what we see is it's more of a cultural component. It's just sort of We see that even in our suppliers and vendors person. I have had this conversation actually, um it's I want to say it's a hum a humble component They just they they either don't want to identify or we have also heard that there's some stigma sometimes attached to that That they're concerned about what that may bring to their to people who now know that they're veterans that they are perhaps have some mental health issues or just Some of the stigma that comes from previously serving which we've found that since they did this veteran hard hat Identification process it was actually very inclusive and people were really responsive to that positively so it kind of helped break that is how encore had perceived it to us, but um, I think it's The interesting thing about how many veterans were on the projects is that we've seen that that is not accurate So people are more willing to come forward and were afterwards just identifying themselves. So it was good for everyone And here's a another great story. Um felicia dillon who's on the left attended the very first tradeswomen Tuesday event And if you'll remember that This is a part of a program that we helped launch and fund the build a life campaign That is administered by the northeast center for tradeswomen's equity So felicia attended the very first session and was accepted into the sheet metal workers apprentice program shortly after and there are many other illustrations of success along this way We were celebrating that yesterday as well And some supply strategies To accompany or complement the demand strategies Include advocacy for the underrepresented You all know that in our access and opportunity committee meetings. We had A diverse group of individuals who came to every meeting And some of those advocates include the policy group for tradeswomen's issues Um, we had community groups who were representing various constituencies and and that's actually a really important part of the process Industry recruitment, um, we also, um The massachusetts girls in trade This was an effort Launched by encore boston harbors jenny peterson In conjunction with the vocational technical school to recognize Young women who were enrolled in non-traditional careers and What started on one side of the state Launched into a full statewide effort That has actually seen a couple of years and multiple Conferences So it's very exciting. Um, yesterday Lieutenant governor karen palito mentioned that she's actually been to several of these So that was exciting to see Pre-apprenticeship training is Yeah, i'm just going to correct you if you are saying yesterday, but you do mean tuesday the event Oh, it feels just like yesterday. I've already said yesterday, but wasn't yesterday throughout my apologies Tuesday, that's right. Tuesday Thank you for that clarification Um, I was just telling someone earlier that it feels like friday, so i'm a little mixed up Um The pre-apprenticeship training, um, you know Both licensees worked closely with building pathways in the eastern part of the state and then community works in springfield and The trades union recruiting and apprenticeship programs were represented as well The contractor certification Our partnership with the commonwealth supplier diversity office was crucial in terms of ensuring that Small and diverse business ownership That these businesses were actually certified and and Licenses could actually get credit for their utilization Contractor training for example subject constructions trade partnership series to ensure that um Small and minority and women-owned business and veteran-owned business actually Were trained and understood the policies and were able to work effectively to get the contracts So these were all highlighted in more depth in the report and then we have other stories examples of MBEs like Mitchell clinton the owner of cmj llc the landscaping and trucking company that worked at the mgm site And there were so many great examples of businesses who Received an opportunity or or Worked on either project an integral to this Um Process is an effective monitoring strategy And the access and opportunity committee. I think it was Best described in this quote down below constant monitoring and collaboration problem solving By the multi stakeholder AOC was central to the success of this strategy and The report's author heard over and over That the access and opportunity committee was was crucial This is just another highlight. Reggie Cole actually was one of the contractors on mgm site He actually While we are very concerned about minority women and veterans on the project He actually was able to report that all of his employees were from springfield Obviously we cared about the locality of the projects as well. So that was an interesting story to highlight so You have heard about the outcomes, but um, it can't be overstated that these practices together with our licensees Attention and dedication resulted in some very strong outcomes in terms of diversity and opportunity for our residents And um, one of the key Points that we emphasized yesterday was the intentionality of um Of utilizing these practices together and it doesn't have to be hard, but you have to be intentional from the beginning So With that i'll Close my remarks and ask for any questions. I don't have a question, but I do have a comment and I just think the work is tremendous The leadership Watching you director griffin Grow through this process when the group do you remember the initial groups were somewhat combative And you're strong steady Respectful leadership really I think made a tremendous difference and They commend the team for the work and the results Great work. Thank you. Thank you I think early on the access and opportunity committee It was a very diverse group with diverse opinions and Everyone needed to learn how to trust each other and respect that everyone was coming at it from different viewpoints, but Each were very valuable All together I would just add to that the you know, the aoc meetings and I think the way you ultimately structure them was to have both Licenses reporting and I think that kind of created its own little internal competition on those between our licensees Certainly the relationships improved from the get go, but Nobody wanted to come in with numbers that were Not as strong as the the other project happening at the other end of the state So keeping that consistent and and you had people who would weigh in with suggestions for both licensees It wasn't kind of one or the other based on where somebody was based I learned a lot of meeting management tools from Watching jill Yeah, one of the things that we also found was the shared learning. I think both licensees admitted that They were able to learn from each other. So that was great too I have to say one of the things that struck me the most powerful from tuesday was The the real life highlights that you brought in and we'd already heard from the gentleman who was the painter But also the to see the employees And to hear sort of the the real life impact was One of the most powerful things I think of that day and then the other takeaway for me was um I wasn't there to see the progression of it and the evolution of it So what struck me though yesterday Tuesday falling into your benefits of um of the panelists that was really one of them made a comment about Work workplace diversity almost being akin to ocean and and workplace safety decades ago And that you really are at the beginning of a wave where The fight hopefully to say that this is a valid Area to focus on in projects seems to be ending and it's more a question of implementation Um and it was hopeful to say to somebody look we were having these ocean conversations decades ago I lived through that and this is the next phase and we're we're going there um Was I think a really Powerful statement to the work that you were able to achieve in a really short period of time Right that I had to agree when I heard that statement and I think that was my currents from shun and design and construction who is the western massachusetts representative and He recalled when safety was not One of those top Teared Things that companies thought about and now of course you want to give a safe work site Yeah, that's a very powerful comment. I um or point. I'm sorry. I missed uh tuesday But I just want to add my my congratulations to All of the factors that worked well here your leadership Clearly was a big one We started without without with an outside chair Ron Marlow who was prominent in other efforts similar But not part of this agency and I would submit that The role that we played one not Detracting a little bit for one of regulator to more of a convener In this setting really worked in a positive way. There were other important factors that I think would have been mentioned before The licenses were very engaged They were competing at times This was a very visible very highly highly visible projects And and there was a real sense in the community and many other stakeholders that we don't want to miss this opportunity so Numerous stakeholders many of them are credited in the report We're very involved Making these meetings really working meetings not just Speaking opportunities And that is one of the things that I think really contributed to to this success I hope others can replicate it. I I I think there's differences in different projects I think it's very hopeful that we're at least in the minds of some We're moving in the direction of these being a Requirement not just a wish Or or a given For the benefit of of everybody But I but I do think that Because the licensees because of what they do A gambling is is still viewed with skepticism by many They knew they had to be very committed and very much in the form of delivering the goals that they Set out to deliver and that also plays an important factor Yeah, I would just pick up on that, you know, this is kind of a wrap up to our You know a legacy of work. We're going to leave behind but as I had the chance to ask some of our Partners from the building trades on Tuesday was you know, how did how did you feel this event went? They all talked about the fact that the people that needed to hear the message were in the room so public higher ed Private higher ed anybody who's doing a building project or Is a contractor that's going to be doing future work Was in that room and heard the message and they were some folks that Up to this point the building trades and not been able to make that pitch. So, you know Moving beyond the great work that we did in the legacy we created Looking to the next phase is now that there's real open opportunity for Some of the women that were represented in that room and the veterans and Diverse construction workers now they're looking ahead to think that there is going to be another project That's going to follow our model and they were elated with that result put before him on Tuesday Yeah, I think there was one point when Mayor of a western mass town raised his hand during the question and answer and said You know, can anyone tell me how you implemented this? at a municipal level these requirements and to have City manager at augustus being able to From his perspective Give that advice was really great. So Anyway, thank you thank you Thank you. And again just to recognize commission. There's devins in your role leadership in this effort you know We're very lucky to have the team of jill griffin and crystal howard Elaine and others, but it's been your leadership that's been a steady stewardship So thank you for your efforts. And I know it's very much from the heart which This is in many ways. So I think Elaine provided us with the word passion driven passion focus and purpose and And it really resonated on on tuesday And I do think that we're left with An obligation to continue to To support replication We have to stay within our mission But this work that you produced And that we commissioned Will serve as a great blueprint. We were lucky to be hosted by spring By smith college That was able to announce that they exceeded their diversity goals In their recent construction of the neilson library So already we're seeing a kind of a partnership across the commonwealth that I hope that we can continue to be part of even if we're not always in the driver's seat So we'll look for those replications and how we can continue the conversation down the road. It's important important work Great. Thank you. And I'd like to also Give my thanks and appreciation to commissioner stevens as well For this project and I was happy. I was happy. Let me be part of the team All right, uh, you do have another piece for us, right? Um, uh, directors yamba mentioned, um That out of the utmost of caution we wanted to bring this Case before you Um as Part of the staff review of the workforce program budgets in region b Holyoke community college and And their sub grantee springfield technical community college Requested two minor funding changes for their fy 19 Workforce program and They have requested to utilize some of those funds in fy 20 that were not fully utilized We we believe that these this is in line with What you approved However There were some things that were not explicitly Clear when we spoke to you last time. So we wanted to bring it back Did you have any? Questions well before I ask that Holyoke community college has requested the use of 35 000 to hire a part-time career counselors to advise support and coach participants in their program And there were some funds that For example that cost a little bit more than they had thought for testing and Bus passes and things like that. So so we are I believe asking for a boat Yes, does everybody have the chance to read the memorandum? Yes. Do we have a motion? Again I moved that the commission approved the revised budget and reallocation of funds awarded to Holyoke community college Pursuant to a grant from the community mitigation fund as described in the memorandum from director of supplier and workforce diversity jail griffin ombudsman jonesiam and program coordinator crystal howard Did it october 7 2019 and included in the commission packet? second Any questions with respect to the memorandum? Okay All those in favor I Opposed Five zero. Thank you for the really helpful memorandum that made it clear to us great. And I just have one last director Xiemba asked me to say one or two words regarding the workforce grants. And so I will do that We've we have found these grants to be very successful in connecting individuals with Careers in culinary hospitality and gaming specifically dealers We have talked to licenses the need is still great, especially in the culinary and gaming areas And so we will work with the guidelines to to ensure that Some of these funds are still available for these purposes at least this next round Thank you. That's an important thing. I know and in springfield We learned that mgm's springfield is working very hard on workforce development, particularly in light of our unemployment rate so The impact of the workforce Development grants are So thank you Thanks. I'll set. Yes. Excellent. Thank you so much. All right came We all set to move on to item eight Finance division, will you be giving the report? Yes. Thank you. I believe that Our chief financial officer london is unable to make today, but I know that he's been working very hard with Agnes bullio to Provide this report in conjunction with your work on rike. So thank you Yeah, director Lennon is out on a family medical issue, but he provided a Very good summary like he has done in the past of the Budget close out for the fiscal year of 2019 that is included in the packet Just to recap some of the figures Um The commission approved a fiscal year 19 budget in the amount for the For the gaming control fund In the amount of 33 million 400 33.4 million Which required an initial assessment and licensees of 28.3 million And during the year like we do We came to periodic Budget quarterly budget revisions and that grew to A 37.81 million Which revenue projections were 37.64 million This necessitated 29.6 million in assessment of licensees The commission was relying on at least 163,000 In reversions to bridge the gap between anticipated spending And anticipated revenues. This is as of as of the last the third quarter So in your packet today, there's the actuals for the year and the actual spending for fiscal year 19 In the gaming control fund Was 36 points 34 million And revenues were 37.78 Million The result of which is a 1 million 1.44 million surplus for this year And as is our practice we will that will be credited Towards the fiscal year 20 as initial assessment on licensees So I will point out that the gaming control fund is composed of both statutory costs and regulatory costs Of the 37 1.81 million budget the gaming regulatory costs were 27 million The gaming control fund spending For fiscal year 19 was 36.34 million which was 3.9 percent less than the approved budget the The chart in Page two provides a high-level summary with some high-level Exponation of certain line items, which were either underspent or overspent that results in the Under spending that I mentioned before But in general the regulatory costs were underspent by 3.1 percent The indirect cost Was this year fully applied by by the state and represents a 12.2 percent increase from what was originally budgeted The office of the attorney general has underspent their budgeted amount by 11.3 percent The research and responsible gaming Portion of the budget is underspent by 7.3 percent And the ABCC did not spend its budgeted amount Which is every year is amounts only to 75 000 dollars So as I mentioned the chart on on page two Provides some of that high-level view of the variances And as again as mentioned The excess revenue or the difference between the revenue and the expenditures that provides an excess Of the planned amount will be credited to the licensees in the amount that is Highlighted on page three of the memorandum. I can pause here and see if anybody has any questions relative to What's in the good in the packet or our practice relative to Budget revisions and assessments. I had the chance to meet with the CFAO director Derek Lennon yesterday and walked me walked me through all the numbers Pretty comfortable with these explanations and where we saw some savings I might state for the record that Legal costs we treat Separately we come to approve increases we we we initially budgeted by what was what is minimum required for our insurance But there's enough Legal costs still or certainly for this last fiscal year And we have come to ask for budget revisions in this particular area in the last three quarters Notwithstanding all of that legal costs after the last revision were We spent less than the latest revision, which is good news But they will continue with some You know with some regularity at least in the in the short term This is the first year that we had an assessment Portion of the public health trust fund being funded by The revenues that come from mgm and that is what is reflected in At the bottom of the chart here on page two that incorporates An isa that we signed with dph in which we Fronted money because there was not going to be The ability to commit on their side because money was going to build in Which was later returned as agreed upon To to the gaming commission Which is some of the seemingly large variability numbers towards the end of that chapter Of that chart, but they should be taken together and that was a way again To make sure that The partners at dph had the ability to commit contracts Because the money they anticipated to receive Were going to be realized through the course of the year The other thing that I might Add is that The team who's here and and director lennon are very Careful and very judicious in budgeting looking for Efficiencies and being Making sure that we are not in a negative cash flow situation Which is why we often Is a good practice come with a slight Credit every year after year Which just reverts back to the next assessment from from licensees Very thorough report any questions? Thank you commission. Thank you director lennon will be here for the next quarter Which is forthcoming? You know in a future meeting No vote needed today. Thank you We're moving on to our last substantive item Catherine blue legal division you have regulations today We have attorney teresy and attorney lilios here to present on those items for you Yes, good afternoon So you have two regulations in your packet today and we're looking for a vote to begin the promulgation process So the first one is 133.05. That's the voluntary self exclusion rag. This is a companion rag to the junket regulation Which you voted on last month to begin the promulgation process on that one So if you remember in that regulation, we require the licensees to Provide a no marketing list to junket operators and the list includes People who are on the voluntary self exclusion list in addition to people in a number of other categories So this regulation really just closes the circle and essentially adds the same language to the bse reg Do you have any questions on that one? No, we did have a chance to meet and fully Digest the work that's been done the rationale behind it. So I do not have questions So you should have a small business impact statement on that as well. So we're just looking for votes on both So madam chair, I move that the commission approved the small business impact statement for the amendment to 205 cmr 133.05 voluntary self exclusion As included in the packet second All those in favor I opposed Five zero. Thank you I further move that the commission approved the version of the amendment of 205 cmr 133.05 voluntary Self exclusion as included in the packet and authorize the staff to take all steps necessary to begin the regulation promulgation process second All those in favor opposed Five zero. Thank you. And then the second set is changes to our licensing regulations So deputy director lilios will run you through that. Good afternoon I have a request for a number of updates to 205 cmr 134 The regulation pertaining to licensing and registration of casino employees and vendors In total there are six provisions in 134 that are being brought before you today five of them are in the nature of housekeeping matters Those which I'll address first Reflect prior commission votes and current practices of the licensing division and the iub We're looking today to correct some inadvertent errors in the final printing and that's why i'm referring to them today as housekeeping matters The first one is reflected in your packet is 134.07 which is the regulation on application forms And as you'll see subsection five Included the word identified identified twice. We're looking just to omit the Incorrect duplicate word The next sub section is 134.09 Which outlines the procedure whereby the iub and licensing division work To approve or deny or revoke Applications or registrations and the language as reflected in your packet Indicates that the bureau approves denies or revokes key license applications gaming employee applications And service employee registrations and that the bureau in conjunction with the licensing division Notifies the applicant in writing of the specific reasons for any adverse action And includes written instructions on how to appeal any adverse action And again this reflects current practice in a prior vote 134.10 and point one one are two companion sections point one oh sets forth the licensing standards for Key employees gaming employees and gaming vendors and point one one sets forth the Registration standards for service employee registrants and non-gaming vendor registrants The red lines Parallel one another which is why I'm mentioning them as companion Regulations and the subsections that are being stricken in both of them are repetitive Either of prior provisions in the same regulation Or as for the final stricken language in each one repetitive of language that appears now in our hearing regulation Which is 205 c mr. 101 Turning to 205 c mr 134.14 that is the regulation on administrative closure looking again to Make some corrections here This regulation out allows the bureau and the licensing division to administratively close applications When the individual or the vendor is not responsive to requests for required information The regulation reflects a 14 day window for individuals to respond a 21 day window for Vendor companies to respond before there is authorization for the division or the IEB to administratively close This again is an administrative closure. It is not a denial or revocation on the merits It allows persons or companies to reapply with no waiting period So long as they provide the information that they neglected to respond to in the first instance Finally, there is some new language that we're proposing for 134.13, which is the regulation on Fingerprinting we would like to specifically insert a sentence here Indicating that each person who appears for fingerprinting shall provide Identification at the time of fingerprinting in the manner required by the bureau We'd like to be explicit about that information now in this in this particular regulation You should know that the procedure is that the licensing division does Send the individual who has an appointment to come in for fingerprinting written instructions on the types of Identifications that will be Accepted so that they are prepared when they do appear and also the final red line in that section Asks for two sets of prints. We don't need three in the instances where for good cause shown The IEB would accept Fingerprint cards rather than requiring the person to show up in person and that good cause could include something like The fingerprints were taken within say the past year or The individual is a foreign individual that makes appearing impracticable Those are the Amendments to 134 that I'm requesting at this time any questions Even though they're Mostly, you know housekeeping as you mentioned Will we still have to have a hearing? Is this a regular promulgation process? Yes, we'll have to follow the regular process And and we thank you for your vigilance these um housekeeping matters Happen and it's important for us to continue to monitor the final product. So thank you for taking care of that Hmm And there's a couple of substantive I don't know ones that will go through the same process. So We'll stay tuned Um Sure, madam chair. I moved the commission to approve the small business impact statement for the amendments to 205 CMR 134 licensing and registration of employees vendors chunk of representatives in labor organizations. That's included in the packet Second All those in favor Opposed 5-0 Madam chair a further move that the commission approved the version of the amendments to 205 CMR 134 Licensing and registration of employees vendors junk at representatives and labor organizations As included in the packet and authorized the staff to take all steps necessary to begin the regulation process second All those in favor aye Opposed 5-0 Thank you. Thank you. Thank you I think we've come to that part of the meeting where we have our commissioner updates if there are any further ones Briefly, do you want to mention? Your latest conference. Yes, I briefly mentioned it earlier attended last week the international gaming regulators conference Very substantive good information Um, we will be hosting next year um Director Wells has been appointed has been Has been appointed and then confirmed by all the delegates to be a member of that board. That's quite an honor She's one of just a couple of Members of the board that are from the united states So, uh, I think she'll do a tremendous job and I had great value But I was paying close attention to all the detail work because we will offer our support as the host agency next year for this for this conference And I already mentioned the accolades regarding responsible gaming and And the tools in our framework that were mentioned and highlighted actually at the conference. So again very Very good details The other thing we were very instrumental in is the statistics committee really What does every agency do throughout the world so that there's a resource if you're doing something new? And um, we were an active member of that as well as providing the translation. I want to Come in commissioners Zuniga who? Volunteered to actually Translate and make that document Um A spanish version of the document that has been utilized by some of our The neighboring countries in south america and around the world spanish speaking so We have provided great value and I think it's important that we continue to be part of that and we certainly will with director wells as a participation leadership position Yeah, it's a it's a great occasion. Um, I think I look forward to that next year It's probably going to be around the same time, right? Yes that third week in september all that will be posted shortly. Yeah, um the maria copley It was a bid process. I want to also commend, um, janice riley for her I mean janice carried this project frankly. She really um is excellent at this At many many things but in particular this piece And it was really keeping two different organizations that will become combined with imgl keeping them on track Getting them to understand that we needed to respond quickly in order to obtain Uh, a hotel here at a at a price that is affordable for regulators. So a lot of that Work was done by janice and keeping the The folks on track to to really move forward with that whole bid process. So that got done and There'll be some other hurdles along the way not hurdles, but um, They're just opportunities for us to To assist in the planning with the conference I I perhaps should mention that There's there's no cost that comes to the commission or the licensees as part of these current But I know conferences like these do rely on the help from people on the ground And our agency which is which they value deeply and I think it's it's great that we can offer that Because we will also benefit from the exposure To this group and so will boston and the commonwealth. You have a chance to showcase our region And it brings great business. So it's a real honor to be selected And with the recognition it does take the hands of many to still make it happen. So thank you janice. Thank you gail Looking forward to caron's work. So thank you, but it's exciting for For boston. How many people how many do you expect? Well There were over 200 delegates this year, but we're anticipated well over 300 next year because of the combination and A great interest in regulators from around the world in coming to boston, frankly that is This is one of those cities that people really If they haven't been look forward to it and if they have been they look forward to coming back. So I did a little I beat the drum a bit and And got the group interested and I believe Lots of folks said we'll see you in boston next year. So I believe that we'll have it'll be well attended And it's such a diverse group from around the world of regulators that it's really It's good to learn from one another And I think I might add it's also a great great time We were asked initially when we first were conceived if we wanted to be considered as one of the of the Cities to host these these these conference and we were we had not even Awarded any of the licenses and that was certainly going to be a Hardship I might say on the staff that was working On on a lot of other important issues, but now that three licenses three licenses are open That we've gained As you as you correctly point out. I think the timing is also really good for that conference. I agree. Thanks Any other updates? Okay, moving just on to item 10 for anything else that might be reserved. I don't I have not anticipated anything anything else that we have missed Then do I have a motion to adjourn so moot second All those in favor. Hi. I opposed five zero. Thank you. Thank you everyone. Thank you austin Good


Live from Las Vegas, Nevada, it's theCUBE. Covering Knowledge 15, brought to you by ServiceNow. Okay, welcome back everyone. You're watching theCUBE live in Las Vegas. This is theCUBE, so look at Angoluki Bond's flagship program. We go out to the events and expect a save for noise. I'm John Furrier with my co-host Dave Vellante. Our next guest is CUBE alum, Link Elander, Vice Chancellor, College Services, Lone Star College. Welcome back. Good to see you here at ServiceNow.  What's new? What's up with you? What's happening? Oh, there's so much going on, especially in the educational space. So let me step into Lone Star a little bit first, because when we first talked, I think we were talking about 85,000 students. Now we're supporting over 100,000 students. We're the largest institution of higher education in the Houston area. Fastest growing in the United States, but I got to put it in perspective. In the last three years, we've added 33,000 students, and we're on for a double digit growth again. So that type of growth presents a lot of challenges, whether it's in the IT or the instructional space or facilities as you look at it. So it's been exciting. It hasn't changed any over that period of time. That's a wave of new inbound capabilities. So how did you handle that? Give us some working examples of what you went through, emotionally, tactically, with technology. I mean, there's a lot of work coming in, right? Well, there's a lot of challenges to it. I mean, you can look at it from the IT perspective in the capacity management or the facilities and their capability or the ability to bring on qualified instructors through that process. So the challenges have been continuous, but the reality is we've been in this pattern for so long that we've adapted very well. We're very agile about what we do. The interesting challenge though is this last August, we have a new chancellor on board. So we had a completely different vision to an extent, but it really isn't now. Our new chancellor came in from inside, was a president, and he basically did a mission realignment. So we pride ourselves in the fact that we want to be a college of choice, that we want to be there for the first time in college student. But now we've actually strengthened our mission around workforce and workforce training programs. In fact, actually I'm really excited because we are now actually becoming an educational partner for ServiceNow, and we're going to be putting students through a training program, but we've also woven it into our converged infrastructure programs. So they're learning IT service management, vital foundations, and that's embedded in that training program. So it's like an integrated track for them in this new specialized way. We're adding a little ServiceNow component into that bigger picture. What we're doing in that program, we're giving them an opportunity, is that they learn the fundamentals, but then they get certifications along the sides. So they can actually, in the converged program, get a certification in EMC and to virtualization. That's interesting. I mean, you're helping build the product as a CIO. It's building what I need in my pipeline. I mean, I can't find highly qualified entry-level students that know these items and really around the IT service management side. So this new vision and this new workforce part has been phenomenal, and it's going to propel our growth really well. So let's talk about the role of the CIO. It's something that I know you're passionate about that. Some people have said the role of CIO is going away. Some people say it's transforming. The chief digital officer, chief data officer, the COO, on and on and on. Let's talk about the evolving role of the CIO. What's changed in the last 10 years and what's going to change? All right, so let's put this in perspective. Five, 10 years ago, would you have looked to IT to help deliver services? Would you have came to them and said, how can we improve our service delivery? No. Yeah, there's not a chance. The business has been really good on the outside edge of the customers or a B2B strategy, but internally, we're no good to each other. Internally between whether you're talking in HR, you're talking in finance, our ability to deliver services inside the organization hindered the organization. So now we're in a totally different role. The CIO has to be a business partner and now we're being looked at is how do we expand service delivery? Look at what IT did. Over this period of time now, they've become a service provider that's trusted. I mean, part of my mission statement in our organization is customer to light. And people first look at it, what do you mean customer to light? It's customer to light. We have to be aligned with the business. We have to look at how do we support the organization and how do we become a valued partner? And part of that is delight. You're happy with what you get from us. Just like when they were talking about Uber earlier, why do you use Uber instead of a taxi? Well, you get delight. You get what you need and you get an instant gratification. You got it. And that's what the world's about today, isn't it? And you pay more for that instant gratification. Sometimes you even pay less. True. You bring a cost to it. You bring a cost. So delight is the outcome. That's the value. That's the renewal. That's the happiness. That's the checkbox. And under the covers is the cost to do that.  That's not their word. They've actually used that word, but say mundane tasks. Whether it's... Non-value producing, for sure. Well, they're in the machinery workflow, but you just get rid of human involvement. Just an easy task. So what's the efficiency angle? What have you seen and how did you... Well, let's start with the first part. So I like the idea of get rid of email. And I get too many requests in all the time that come in via email. And I'm like, wait a minute, okay? Or I lose it. It gets lost in the shuffle. Whereas when you're using a service management platform, it doesn't get lost in the shuffle. It stays in the queue until you close it out or you pass it on to somebody else. So changing that workflow around requests and the types of services you provide is efficient. You're getting your work done faster. You're not dropping the ball here and there. It's better than a task list or sheet of paper, the posted note by far. So that's an important part of that. The efficiencies though become, and especially in IT, as you transform to an organization, it is running a private cloud that's using public cloud services and integrating there. You're looking at that IT infrastructure, that running water, and nobody cares about the running water. They just want to know that I know what I'm doing and I have the right team to keep the water running. Now where's that next little piece? And that next little piece is around, how do I provide that level of service that is aligned with the business? And then they want to get to the very top of that pyramid. They want to get down to innovation. What can we do that can help the organization to be innovative? And you think higher education, how can you be innovative in higher education? There's thousands of ways, and faculty have amazing ideas. So you need to be able to look at what they want to apply in technology in the classroom and how do you deliver that new service and how do you engage with them? As you look at service management fundamentals, you're taking care of that base level, that core operational need, and then you're constantly just expanding and growing. So I want to pick up on that theme of alignment. You were talking about email and what a pain it is, and you gave an example of having a service management system where you can have all those requests documented and acted upon. But there's a nuance here. You could do a lot of that with a ticketing system, but it's not a whole house solution. It's a bespoke solution. So can you talk about the relationship between a holistic service management approach? Maybe it's a single CMDB. Maybe it's not. I'd be interested if you're taking that approach. And just sort of bespoke tools like a ticketing system. Well, we do use it as a single CMDB. So that is one critical part. The other part of what it is is that, so I actually in our user group talked about that this is basically the onion wrapper outside. And it wraps around that ERP core service where you have all these core services that you don't get out of your ERP. And that you don't want to build or customize in that ERP. We're anti-customization in my organization so that we can be adjunct. I remember you telling us that, but oh yeah. So now I look at this platform as a platform that allows me to do more automation, to improve processes without causing damage in the ERP and being a single source of record. So this is the sole source of truth. So, I don't see, about four years ago, we actually did student financial aid as a service inside of ServiceNow, before they were even thinking outside of ServiceNow. We knew that the students needed to get quality responses. We needed to track what was happening. And so we just applied IT principles and built out an instance that supported financial aid. So people that say, how would you say to people that say, and we've had people do, we've been at conferences, people say that CIO role's going away. CIO's going to have to make a choice to have to become the Chief Digital Officer, Chief Data Officer, the COO, or the CTO. Make a choice. You forgot the Chief Innovation Officer. Oh, I forgot that. You forgot that one. So if I'm inferring what you're saying, you're saying, no, no, the CIO role's going to transform to a service management guru or enabler, a business person, essentially. But can you elaborate on that? Well, for one, you're going to see that. They're going to have to be a business person. They're going to have to be in that alignment. So as we talk about changing role, I find it interesting, we started about it earlier. I think in 2010, you announced me as the CIO of LoneStar and I was at that time the CTO. So I find that to be a chuckle. And I thought that'd be a good lead into this one because my role did change already. When this new chancellor came on, we had a lot of discussions around the service delivery and the team and the fundamentals. And my role changed significantly in the fact that now I'm actually not just over IT, so I am the CIO. But I also oversee analytics, institutional reporting. And when you think about that, that's kind of a big data thing. That's correct. And we're doing predictive analytics and we're modeling in that direction. But it's also about items like, how do I align the analytics to student success? How do I provide faculty with the information that they're looking for and feed it through? So it's a totally different than just data. So this brings up the whole point that Fred was bringing up, which is as you connect devices and the data, it brings up new capabilities. So what your story is progressing and showing is, Vice Chancellor is a holistic view now that includes not just IT, but the business model of the institution. Well, I didn't get to the last one I also took on. So I also am over human resources now. Really? Yeah, have you heard that one before? No. That's the new one. Logistics coming next. Facilities? No, no, no, no, please. CFO? No. Get the CFO job, then you can approve all your... Yeah, no, no, no, no, no. I don't think she'd like that either. There's certain things I don't even have a desirable. But no, but in reality... That's the big problem though, this is business model impact, right? Well, it is. And it comes down to it. How do you get people in the pipeline correctly? And I'm really excited. I've spent a lot of time here. I've got some HR staff here. We're rolling out the HR service delivery model in ServiceNow. And I've got some HR staff here. ServiceNow is great. When I came in early, we had a chance to sit down with a bunch of CHROs and talk and understand the challenges. We looked at the onboarding application and said, wow, this is what we need. We need to make employees welcome when they come in. So it really is, if you think about it, IT is in everything. You are the instantiation of that transformation.  Backup and recovery. Now we're talking about completionist transformation. But they're all just as important. I mean, underneath a hood, that has got to be there. It's an engine of innovation. Yeah. You have to match your services with your target audience, deliver that value, get paid for it. Again, that's the outcome and have happy customers. Correct. So that's an IT function, basically, I mean. We're so embedded in everything. So, you know, you talk to the internet of things. Well, you just think about it. IT permeates the institution. So, the key to that, and one thing we didn't really get into is that transformation is also, it's not just the CIO transforming. You have to transform the IT staff. And what that really means is, you know, I've got some phenomenal individuals. We're 100% centralized in our organization, which is odd for higher ed. But the reality is, is that we really have focused on a lot of soft skills, on leadership skills, on training, so that the IT staff has that same mindset. And when we talk about goals and objectives, they understand that we are not the mission of the college. We are there to support the mission. And to do that, we need to understand what the business drivers are. Do you feel you've been, do you feel that you guys are agile? I mean, that's a term that's been kicked around. That's a goal that people have in their transformation. Or is that over? We are extremely agile. I mean, we have the ability to work closely with our partners, our business partners. We can deploy services quickly, and that comes down to when we went into the private cloud and we looked at how do we become highly available and provide those core services. At the same time is we adopted project management methodologies that are unique. I have a phenomenal portfolio, by the way, kept in service now, and given their plug there, because I love the product. I mean, every morning when I walk in, at seven o'clock, two monitors go on, and I see exactly what's going on my service delivery side, and I see what's going on my portfolio side. I can see if projects are hanging. But that project portfolio is reshuffled and reviewed and adjusted every four months. I don't believe in projects that go over six months. Sometimes I'll have a phase two for a year, but that's it. We won't push that because things change too fast. There's other opportunities that may come up, and we're not just being so agile that we have no plan. I have a very clear plan, but the plan really comes down to is what are the business needs, how do the partners look at it, and how do we move it forward from there? We had Rob Pickering on yesterday, CIO, and he said his number one value purpose service now when he went to the C-suite was for the first time he could show executives this is what IT looks like, and actually give a picture to your dashboard question. So, and he now take it to a whole other level. So, in a sense, that's your comfort blanket of service now gives you that capability. Well, the key to that is transparency. So, IT needs to be transparent. Everybody says, oh, IT spends too high. This is going on. We need to control, we need to be a better value partner, but if you're not transparent and they can't see that, then the questions do arise. We have large budgets. We have huge operational expenses, and we can quantify those by looking at the analytics. Well, it's so true, because if you look at technology, technology, we're always doing more with less, our budgets don't go up, maybe you do because you're growing, but what other department does more with less, but the problem has been, I don't know what's in there. It's like, just get this big IT tax, every month on my P&L. But, you know, when you look at the budget, there's no more money left over. It's not like we're having big parties here. We're not throwing big marketing at it. We're picking up all the pieces and trying to make it work. So, that transparency is key. Now, so did you start with ITSM, and then part of that was project, you moved into project, and HR, is facilities next? Maybe talk about that journey. Okay, so the journey, as I see it right now, we actually started in ITSM in 2009 with ServiceNow. So, we've been there for a long time, and we are constantly looking at new ways to improve services and turn on other modules, I guess the better way to put it, as we move forward. When project came out the first time, it wasn't ready for prime time, so we stayed on our project servers, and I had disparate project information, so I didn't have that transparency. When the next generation was released, it was like, this is exactly what we needed. You know, we, across the organization, adopt one platform, one view, gave me that capability. So true portfolio view. Absolutely. Interconnected, aligned with the other processes. I can sit down with any of my business units and show them a CIO roadmap that's related to their area, and to the institution as a whole. So they're able to see what I have on the roadmap and where things are going. Right now, we've rolled asset in, we're rolling the finances in. I've been very good about the finances always. It always comes down to, can I be transparent about the dollars? But now I have a dashboard view versus a bunch of spreadsheets, and we're moving that part in. HR, when, HR was discussed a couple different times as a way to improve that service delivery. Like I said, we've done quite a few other things. Analytics, before they reported to me, went into request management, started doing that. Financial aid, we'd done that as a service before that. We just applied the ITSM principles to that. Now we're looking at, from the HR perspective, a true case management solution that will help us walk through everything and then follow back through. Or we get a call, we can see what's going on exactly. It's something we don't have that visibility. Facilities is an interesting one. We're going to, after we roll out HR, we're going to meet with the facilities group and talk to them and say, what do you think here? Because as we talk about the automation, the internet of things, you're talking about all of these controls. You talk about Nest in the house. We've seen Johnson Controls and what it does in large building spaces. It's pretty impressive stuff. So how can you feed that kind of data in there and provide that same service request platform? So we'll look into those directions. There's quite a few different areas. We feel that ServiceNow's platform will take care of those items we don't have that aren't available to us. And how about developing apps? Are you guys aggressively doing that or is it in service now or not necessarily? Not necessarily. We'll do the standard service request. Like I said, I'm an anti-customization guy. Yeah, so you're looking for cuts. You know, I'm looking for efficiencies. We roll out the newest releases very quickly every time. We stay on track. Now that's a little bit different in this apps development because it's not as complicated. We are going to look in the store. I'm excited about what I've seen already and just the quick peeks at the store and see what's there. We hit with the training program. We're going to have app developers being trained in our organization now. So that might open some opportunities also. But you want to buy and not build necessarily. Right now that's just right. We're an IT support organization. We're not a software developer. So the question I want to ask you to end the segment here. I know you've got to run. Thanks for your time by the way. You're a great visionary and also a great executive leading the charge. You're showing really where IT from an executive standpoint managing that now. It's permissible across the organization. So congratulations to your success. Share with the folks out there, service now, how does that change your job, your company and what advice would you give them if someone's kicking the tires for service now? So their developer community is exploding and getting some great foundational growth and company success has been pretty significant. Well, you can't beat rapid deployment and service now. I mean, we basically turned it on and started running. And then you had a bit of build a strategy around how do I take those idle principles and ITSMF and actually make them functional because as you know, they're not exactly functional. When you read the instructions said it's kind of just ideas. So you're able to make them functional very quickly. So that speed of deployment is phenomenal but really the transformation the organization comes down to is that transparency again. My customers can go see exactly what's going on with the service request. They can see when we have a problem that the problem information's out there and that we're queuing everything up and we're working through this. It's they're not left in the dark. I mean, my organization is great about communications. We've had communication strategy for a long time but this is even further because most people don't want to look for that. You're working the problem. You're working the problem. Yeah, they want to be able to see it. So they can go into the portal, there it is, what's going on. They understand better about, especially on the project side now, they see not just the projects but we also align those to our strategy and to the institutionals goals and objectives for strategic planning. So now they can see that I've got this many in the queue that are related to this initiative, this initiative and this initiative. And you know. So service now kills the excuses and says, oh, it's in my spam folder. Emails, they're going to take away email. Yeah, yeah. And you could have done that with the project portfolio management system before but it's in a stove pipe. It's a seven mile. It doesn't connect to a CMDV. It doesn't connect to the, even though they said that did, right? And you could sort of create these sort of scoring things that sort of worked. With the ton of work. I mean, a ton of work. A lot of, you know, heavy less than to do that. Yeah, great. Like appreciate your time coming on the queue. Appreciate, have a good flight home. Appreciate it. Like Al under vice president, vice chancellor, call of services here on the queue. Oh, CIO. CIO. We screw his title up every time they have one. CIO, CTO, we've been there. He runs everything. He's going to be running everything. He's got all the data. He'll be running. He'll be CEO soon. Next time on the queue. Thanks for coming on. Appreciate it. Thanks. We'll be right back after the show break.


and whoever's doing it, Regina. 27, 20, 21, 30, 30. We'll take roll call, thank you. We'll roll a call and give the brief introduction here. I, Dustin Brusso as chair of the Essex Planning Commission, mind that due to the state of emergency declared by Governor Scott as a result of the COVID-19 pandemic and pursuant to addendum six to executive order 01-20 and act 92, this public body is authorized to meet electronically. The full text of this script is available, is being scrolled on the screen and is also available through staff at the table. Next, we will take roll call of the commissioners who are present. I'll begin with myself. Dustin Brusso, present. Dave Raphael, present. Dave Raphael, present. Tom Frone, present. John Mangan, present. Okay, so we have five attendants in attendance this evening. So let us roll into this. Do we have members of the president of the, any members of the public president? I don't see any. I don't see any either. All right. So let's roll right into the agenda, which is, it is on the screen. Thank you, Darren. We're doing, we have a public comments. We have consent agenda, minutes and other business. So at this point, public comments, we would take commentary from anybody in the public. So I have something on the consent agenda, which is just some grammatical changes to the letter, but on condition one, I changed a line 169. I changed the word and, I mean, or to and. So it will read the last sentence. Well, line 186 will read study and if additional purchase of water, blah, blah, blah. So little more than grammatical, but in the grammatical category. That's it. So the other item, as I was starting to say, is that commissioners, if you have any questions on the consent agenda item, we can offer those under public comment. Are there any? We'll move on to the second item on the agenda, which is the consent agenda item. We have noticed, we have the changes as referenced by Sharon. Does anyone have any additional comments or questions? And if not, is anyone prepared to make a motion? I'll move. We approve the consent agenda for the minus site plan amendment for Andy Cabrera doing business as Cabrera properties, the proposal for a 3700 square foot addition to the existing office and woodworking facility, as well as other site improvements located at 15 corporate drive and the RPDI zone, text map 72, parcel three dash 15 staff report as written with Sharon Kelly's grammatical and other changes as presented. Give a second. Okay, moved by David, seconded by Josh. All those in favor? Aye. Aye. Motion carries five zero. I do have a question. The next item was supposed to be minutes. And when I pulled my packet down, I didn't have minutes in it. I did. Sorry, the minutes did go up late on Monday. So I'm gonna, I will put it to the, there's four other commissioners. If you all saw them, then I will abstain from looking at them because I haven't seen them, but I will call them out. We take a motion for the minutes for May 13th, 2021, if we've had enough people that have seen them. Yeah, I'll move. We'll approve the minutes. Okay. May 13th. Give a second. I'll second that. Thanks, Josh. Moved by John, seconded by Josh. Does anyone wanna offer any corrections to the minutes from May 13th? Okay, because I'm gonna be abstaining from this, it's not gonna be a unanimous vote. We're gonna do this and take a roll call. So, David, yeah or nay? Yeah. John Makin, yeah or nay? Yeah. Tom Furlin, yeah or nay? I'm gonna abstain. I'm delinquent this week. Sorry. Then we have to withdraw the minutes. That's kind of what I was asking for at the beginning because I have to abstain myself because I haven't seen them. So the moment they've been moved, we only have three commissioners. Josh, yeah or nay? Yeah. Okay, yeah. I have to abstain. Tom has to abstain. So the motion's gonna fail with a 302 count. So I would like to just, I'm not sure how we wanna phrase this, but it can move the minutes to the next meeting. Yep, we'll put them on the next meeting agenda. Okay, moving on to the next, the last thing, other business? I have some other business. This is a we-so. This will be brief. I'm giving you, it's a second Thursday of the month or second planning commission meeting of the month. And so I'm giving an update on the zoning ordinance. We are looking at the zoning district where PUD might be eradicated in lieu of increasing the base density and dimensional requirements, trying to be more precise in focusing density where we want it rather than the zones where we don't. Because we're thinking that that might be one of the solutions to some of the problems that we're having with PUD. We expect to give specific attention to the AR and C1 districts, but to accomplish all of this, we're looking at various data sources, including geographic information system, GIS, datasets created by Darren and a density map created by CCRPCs, the Chittenden County Regional Planning Commissions, Regina Mahoney, and we're trying to understand what parcels in each district might be affected by the changes. And so that's sort of in a nutshell what we're doing. A lot of analysis right now. Thank you. Thank you very much. Anything else? That's it for now. And if someone else has an update. Just a quick note under your other business, you have a notice from Underhill, which is updating their town plan. So the notice and summary is in there. I think there's a link to the plan somewhere on their website. And when CCRPCs Planning Advisor Committee reviewed it, there were no issues. And it looks like they're doing enhanced energy planning like most people are. Okay. Thank you. Any questions from anyone on that? Hearing none, I would take a motion to adjourn. So moved. Second. I'll second that. It was seconded and thirded. All those in favor? Aye. Aye. Opposed? We are adjourned. Thanks, everybody. Thank you all. We're adjourned at 6.39 p.m. Thank you. Story Channel 7 Chief Jordan. Feel bad about that. We should have given you a heads up. I apologize. It's like a record. Bye. Bye. Enjoy your evening. Bye. Have a nice weekend. Bye. Bye. Yeah. Have a good day, everyone. Bye. Bye. Bye, everyone. Bye. Bye.  Sure.


Hello everybody! Watch this video to find out how to recover data from a Hyper-V virtual machine, how to create a virtual machine and a hard disk, configure the network adapter and what to do if the virtual machine refuses to boot. Hyper-V is a corporate-class virtualization hypervisor by Microsoft. Microsoft Hyper-V server lets you create virtual machines also known as guest systems. In this situation, a hypervisor acts as an intermediary between the host machine and the virtual or guest machine. The host machine is the actual physical device, the server. The guest machine is a virtual environment created by the hypervisor. Recovering Hyper-V data from a damaged server or a storage-area network or SAM for short can be a very complicated and difficult process. In fact, in every scenario where a virtual environment is recovered includes two stages. The first one recovering files from the physical hard disk and the second one recovering files from the virtual hard disk. To find out the fastest, let's explore how to create a virtual machine with Microsoft Hyper-V server 2019. To see the Hyper-V server installation and configuration process in detail and learn how to connect a client computer to the host, watch another video in our channel, I'll put in the link in the description below. Before connecting to the server and creating a virtual machine from the client computer, you need to turn the Hyper-V feature on. To do that, go to Control Panel, Uninstall a program, turn Windows features on or off. Find Hyper-V on the list and check the box next to it, then click OK. After that, the computer needs to restart. To arrange a network connection for the future virtual machine, recommend configuring virtual network adapter before you create the machine. Start Hyper-V. You can find it by clicking on the Start button and using the search function or by looking for it in the folder Windows Administrative Tools. In the upper part of the program's window, click Action, Virtual Switch Manager. In the Managers window, you can see three types of network settings – External. If you need to let a virtual machine access the network to which the host computer is connected. Internal. If you want to build a network between virtual machines and the host computer. When I say host computer, I mean the physical computer on which the virtual machine is running and private. If you want to establish a network between virtual machines on the host computer, choose the one you need and click Create Virtual Switch. After that, give the name, select a network adapter, click Apply, OK. Now you can start creating a virtual machine. In order to create a virtual machine, open Hyper-V Manager and in the upper part of the window click Action, New, Virtual Machine. This will open the new virtual machine wizard. In the first window, click Next and then give a name to the new machine. If you need to change the path to your virtual machine location, check the corresponding box and give the specific path. Then click Next. Now, you have to choose the virtual machine generation. Read the description carefully, choose the generation you need and click Next. After that, set the amount of virtual memory you'd like to allocate for this machine. Let's give it 2048 MB. Check the box for Use Dynamic Memory for this virtual machine. The memory will be distributed between Hyper-V Host and the virtual machine running on this host. The number of virtual machines that can run on a specific host depend partially on the amount of memory that is available. When this option is enabled, it reclaims the memory which is not currently used by a virtual machine and it can be used for other machines that need it. This way, you can have more virtual machines working on this host computer. However, you can leave this option unchecked if you're not going to run multiple virtual machines at the same time. In the network settings, choose the virtual switch that you have previously created and now it can be used for this virtual machine. At the next stage, you can connect a virtual hard disk, give its name, change its location if necessary, set the size and then click Next. In the installation options, select to install the operating system from an image file and give the path to the ISO file you are going to use. Then click Next and finish to complete the process of creating a new virtual machine. If you encounter any difficulties in transferring the ISO image to the host computer, you can use a USB flash drive and the Notepad app. This is what you do. Copy the image file to the USB flash drive, connect it to the server, use the command prompt to start Notepad, select all files in this field, go to the connected drive and copy the ISO file to the server. Now when you select the image, give the path to the folder on the server computer. To finalize the creation of your virtual machine, you need to run it and install an operating system. To start the machine, double-click on it and then hit the green Start button. The virtual machine will boot and the installation of the operating system will begin. The process is just the same as if you were doing it on a physical computer. If you need to transfer files from the host computer to the guest virtual machine, use the command prompt. This is the command you need to type in order to send files to a virtual machine. It should contain the virtual machine name, the path to the file which is stored on the server and then you should type the path to the location on the virtual machine where you want to send the files. When the server's work is interrupted, it can be a disaster, but with the proper approach, hyperview data can be recovered successfully. Most often, virtual machines are stored on a RAID system and even with the well-known reliability of disk arrays, we cannot exclude the chances of their breaking down. To rebuild the damaged RAID system inside the server and recover the virtual machine files, use Hetman RAID Recovery. Take the disks out of the server and connect them to a Windows computer. Download, install and run the program. Hetman RAID Recovery will automatically rebuild the damaged RAID system with the available disks. All you need to do is to scan it and restore the files you need. Right-click on the array and choose the scan type. The scan will check it in a few seconds and display the files. If the program failed to find the lost files with fast scan, go for full analysis. Specify the file system and start the search. After that, go to the directory where virtual hard disk files were stored. By default, they are located here. Look for the files with the name of your virtual machine and such extensions as VHDX and AVHDX. The first one is the virtual hard disk and the second is the virtual machine snapshot. Select the files you want to recover. As I was saying, the names of the required files are similar to the virtual machine name. Click Recovery. Select where you want to save them and click Recover again. When the entire process is over, you will find the recovered files in the folder that you have chosen. After that, just upload the virtual hard disk files to the new Hyper-V virtual machine and run it. Now all the information stored inside the machine should be available. If you try to boot a virtual machine and encounter an error because the files were damaged or if you accidentally removed some information while working with a virtual machine, don't worry. With Hetman Partition Recovery, all the lost data will be back. The virtual machine and its contents take up a certain amount of disk space and when the machine file is removed, the space is marked as empty. That is suitable for further use. In other words, the file itself still exists, but it will get overwritten with other information sooner or later. That is why it is extremely important not to waste time and begin data recovery process as soon as possible, while it still can be done. Our program supports data recovery from dynamic and fixed-size virtual hard disks, restore points and operating system snapshots. Hetman Partition Recovery lets you restore both virtual machine files – VHD or VHDX – and any data removed from VHDX disks. Also, it can recover data files from formatted virtual hard disks and it doesn't matter if the disk used to be a dynamic or a fixed-size one. After you have recovered VHDX files or copied them to the computer, you need to upload them to our program. In the main window, open the Tools tab and choose Mount Disk. There are two ways to mount it. Choose a raw disk image if necessary or choose virtual machines. After choosing the second option, you can see the list of files and tools that our program supports. Check the required image type, give the path to the folder containing virtual hard disk files and click Select Folder. The program will display all virtual machine files which exist in such folder. As you can see, there are disk files, restore points and snapshots of the virtual machine. The disk file, which is currently in use by the virtual machine, will be marked as active. Check the files of snapshots and restore points and using the date of their creation, you can decide which one you need to recover. Check the box next to the disk you are interested in and click Next. It will appear in the Drive Manager immediately. Right-click on the disk and choose Open. Select the scan type and choose Fast Scan for status. If the Fast Scan can't find the required files, then go for Full Analysis. Right-click on the disk, analyze again, Full Analysis and specify the file system for this disk. Then go to the folder where the files used to be stored and look for the ones you need to restore. Select them and click Recover. Select the disk and folder and click Recover again. Summing up, this program lets you build a rate system, scan the disks and view the file contents before buying it. To recover the files, you need to purchase the full version of the program. The damage server is a really big problem, but with well-tried recovery tools at hand, all hyperview virtual machine data can be restored. And that is all for now. Hopefully this video was useful. Remember to click the Like button and subscribe to our channel. Leave comments to ask questions. Thank you for watching. And good luck. While you are watching this video, civilians in Ukraine are dying from attacks in bombardments of the Russian Federation. Putin's insane regime has attacked a peaceful country in the very heart of Europe. Build the Ukrainian army by making a contribution to the font Come Back Alive. Use the QR code, all the link below the video, to transfer any amount of money that will boost Ukrainian resistance and help it counter Russia's designable invasion.


Hello. My name is Simon Thornley, and I'll be talking about a package that I wrote several years ago called PubWires, a method that considers a test for an excess of significant findings in a meta-analysis. This was the inspiration for the package, a paper written by John Ioannides and Thomas Tricolinus, several years ago, back in 2007. In this tutorial, we will look at what PubWires is all about, what is it looking for, and how to implement it. And this is the library that we'll be using. Publication bias, also known as the file draw problem, where people don't like the results of their trial, and instead of publishing, they leave them in the file draw. Let's just briefly review the problem of publication bias. Basically, it means that what's published is not equal to what has been studied. If you think about it, it's chasing objective evidence of subjectivity in the scientific literature. And we have problems with publication bias in that there's usually only a small number of trials in a meta-analysis, and so we have low statistical power. The standard approaches can be insensitive, like the eager test in the funnel plot. And often they're based on an underlying assumption that it's really the small studies that are likely to be more biased and prone to publication bias than the larger studies. But what happens if the mechanism is slightly different? What if it's all about the p-value? And what if research is really selecting for significant results? Can we look for statistical evidence of selection of a study based on p-values? Well, this library helps us. So let's just think about some of the setup required. Because I've let the package slip, you need a few more lines of code to install it than would otherwise be necessary. It's still working, okay. So let's just think about an example, I think, is the best way to explain publication bias. Several years ago, I was looking at the effect of statins on low-risk populations, primary prevention on mortality. And I noticed that some meta-analyses were positive, showed a beneficial effect of statins, and some were negative. And I thought, well, I wonder if publication bias is an issue here. There was conflicting conclusions and also small pulled measures of association. This is using the DMETA package and the META package and doing a conventional analysis on some statin trials looking at overall mortality. So let's run this code and produce a funnel plot and finally do an IGAS test. And here we have a slightly truncated output. We have each trial, this is replicating the revman output. We have the suggestion of a small benefit with the odds ratio, pulled odds ratio 0.89, suggesting roughly a 10% reduction in overall mortality. Not too much heterogeneity indicated by the I-squared. This is a fixed effect analysis. So the weights are the inverse of the variance of each study. And here where we plot the odds ratio of each trial against its standard era, we see a funnel plot like this, which shows no major evidence of publication bias. Perhaps a little suggestion that there's more studies down this end than there are over on the right-hand side. And here we see that if there is truly a null association, then some of these studies are on the borderline of the p-value threshold for significance, which may be related to including them in a publication. But here's an IGAS test, which is a regression of a normalized odds ratio against the standard era for each trial, and no deviation, no convincing deviation from what's expected. So no major evidence of publication bias. We get a warning that there's a small number of trials. It's very common in meta-analysis. So what does publication bias do? Well, basically it looks for whether the output and the inputs to a meta-analysis are coherent. So let's just have a little look at the data. We've got a number of events in the control group, sample size in the control, sample size in the treated. That's all we need for a meta-analysis. These are all the trials there. So what does publication bias actually do? Well, we assume that the summary measure of the effect is true, the pulled odds ratio or risk ratio. And then we estimate the observed number of positive trials for a given level of statistical significance. So O for observed sub-alpha using a two-sided Fisher test. Then we estimate the expected number of positive trials for a given level of significance, which is E sub-alpha. And how do we do this? Well, we assume that the pulled odds ratio or risk ratio is true. We simulate the number of outcomes in the treated and the untreated using binomial sampling. And then we estimate the proportion of the simulated studies that are significant by a two-sided Fisher test, which gives us our statistical power. In the untreated group, the binomial proportion is straight forward. It's just a number of outcomes. In the untreated group, the binomial proportion is straight forward. It's just what we observe in terms of the event proportion and the untreated. In the treated group, the binomial proportion is not estimated from the observed data, but rather is inferred from the event rate and the untreated and the assumed common risk ratio. Finally, we test for significance between the observed and the expected using a two-sided chi-square. And we use a liberal 10% level of significance. So, here's some of the code, and basically what we do is with our data frame of our individual trial results, we use this function plotChaseObservedExpected and we have various inputs. And let's see what the results are. I've used a very small number of simulations, and this normally would use 10,000, but just in the interest of time, I kept it short. So, what do we see? Well, this is a summary of the results, and here we have the solid black line, which has the steps, is the observed number of positive trials. So, at very low levels of significance, none significant, then we jump up to two, and then as we increase the significance level alpha, jump up to four, and then finally to five. Now, this is the expected number of positive trials, and we find that as we increase alpha, the number of positive trials slowly increases as well. What's of interest here is the difference between the observed and the expected, and we see that the largest evidence for difference is around this 0.05.1 region, where the difference is statistically significant, less than the 5% threshold indicated by the horizontal red dashed line. This is some evidence of publication bias or chasing significance in this meta-analysis of the use of statins for preventing mortality, at all-cause mortality, as it happens here. So, the grey line here, the grey dashed line, is the p-value for significance. Now, is there criticism of this method that hasn't been widely adopted? Some say, well, isn't it just circular reasoning? Well, yes, it is examining the coherence between the input and output of a meta-analysis, but if we think about it, what would be the influence of this circular reasoning? If there was evidence of p-value hacking, then one would expect that the summary odds ratio would be biased toward an exaggerated effect of the treatment. And this would then increase the number of expected studies that are positive or significant compared to the observed. So, we think it's likely to the method and the presence of a bias is likely to be exaggerated in terms of towards the nail, rather than towards a significant difference. There's some various criticisms that could be leveled at the library, and yes, I'm aware of these. So, what's my conclusion? This is a useful adjunct to the standard methods for looking for suspected publication bias, particularly when p-hacking is suspected. And this may be when the effect size in a meta-analysis is small, or different meta-analyses on the same subject come to different conclusions, such as was the case with me. Thank you very much. Notice my emails just down here. I'm very happy to take questions about pub bias. Bye for now.


Hey, it's Rockin' Robin. Today we're making a creamy hot chocolate pie topped with some whipping cream and the crust that we're gonna have here is a peanut butter graham cracker crust. Goes together beautifully. It's easy to make. It's delicious. You're gonna love it. And I'm gonna show you how to make it right after my chef joke. Did you hear about the love affair between Mr. Goodbar and Peppermint Patty? They had a baby roof. So we're gonna start off here with our crust and we're gonna need some Pamela's Honey Gram Gluten Free graham crackers. These are the best I've ever had and I think you're gonna enjoy them too. Or you can use regular graham crackers if you wish. We'll also need some peanut butter. I'm using Laura Scutter Smooth Peanut Butter here. It's all natural and I'm gonna be using some butter. With the graham crackers, we're gonna use almost the whole package. These are gonna be so good and make such a great graham cracker crust you won't even notice that it's gluten free. This crust is super easy to make. All we do is place the graham crackers into a food processor. I just broke them up to make it easier. And we'll put the lid on and we'll process these up until they're nice and crumbly, like this. Now measure out a cup and a half of graham crackers and you can get the written recipe below the video in the description area. Go ahead and place those graham crackers into a medium sized bowl because we're gonna be adding some more ingredients to it. What I love about this crust, like I said, it's so easy to make and we don't even have to bake it. It's going in the refrigerator. Remember that butter I showed you earlier? Well, we're gonna place that here in a bowl and we're gonna add some peanut butter to that. Then we're gonna place this in the microwave just on a low heat to melt the butter and kind of help it dissolve the peanut butter and we'll mix it together.  Now we're gonna take this mixture and we're gonna just pour it right on top of those graham crackers and we're gonna stir this up until it's all combined. It should end up looking something like wet sand. I will be pouring this mixture into a nine inch pipe plate so just drop it right in there. I like to do it kind of evenly just because it makes it easier to spread out. You're gonna be using your hands or you can use a glass to smash it in.  Since this pie is so easy to make and so delicious you're gonna wanna maybe think about bringing this in addition to pumpkin pie to your next Thanksgiving. I mean, who doesn't love chocolate pie with whipping cream? Now this will go in the refrigerator for about 30 minutes or until it's cold and firm. Okay, it's time to start working on that creamy delicious chocolate filling. We'll start by separating four large eggs. Now I find that the way I'm doing it here is one of the easiest way to separate eggs. So if you're game, let's give it a go. All right, just crack that egg and pour that egg yolk into your hand. It won't break in most cases. See what happened there? That egg yolk slipped right out of the shell and into the bowl and I just picked it up with my hand. If you're very gentle with it, it won't break. Okay, let's see that one more time.  Toss it back and forth gently a few times until all of the whites in the bowl and then place the yolk in the other bowl. To the egg yolks, we're gonna add some sugar, cornstarch, and some whole milk. Give that a whisk until the sugar is dissolved and everything is well combined. Now I've got a small sauce pan here in which I'm going to add two cups of whole milk to it. Now for some nice, delicious chocolate flavor. We're using Guitard's Cocoa Powder and our last ingredient is a little bit of butter. Over to the stove we go. I'm gonna heat this over medium heat and you wanna bring it to a simmer but you don't want it to have a hard boil. Now this looks just about hot enough. You want it almost to a boil but you don't want it to boil, okay? Now we're gonna take it off the heat and we're gonna temper the eggs. Now what that means is we're going to slowly bring the temperature of the eggs up by adding a little bit of the chocolate mixture at a time and stirring constantly.  So I'm gonna end up adding slowly about half of my chocolate mixture and just really whisk it really well so that, like I said, it won't curdle. That'll bring the temperature of the egg mixture up and then we're gonna pour this back into the pan and put it back on the stove. So I've got about half of the chocolate mixture poured into the egg mixture. So I'll go ahead and pour that egg mixture right back into the pan. Now this has the cornstarch in it so once it starts getting hot, it's going to thicken it up. So we're gonna put it back on the heat and you're gonna see within two or three minutes that it's going to definitely thicken up. Now before it thickens up, we're gonna add some chocolate chips for some extra chocolate flavor. You can use any chocolate chips you like but I recommend using these Goutard super cookie chips. They're a nice semi-sweet chocolate but they have a little more sweetness to them and a beautiful flavor. You can see here how much bigger they are than just a regular milk chocolate chip or a semi-sweet chocolate chip. After a couple of minutes of stirring constantly, you'll see the mixture start to thicken like this. At this point, we're gonna turn off the heat and add some vanilla extract. I'll stir that to combine and then we're gonna have to cool this off before we can put it into our pie plate. Now how I'm gonna cool this off is by placing it into a pan of ice water and I have to continually stir this. You see, you can see how hot it is. What's gonna happen is, if I don't stir it, is a film will form on top of the pudding. I'll call it pudding.  So I'm gonna keep stirring this for a few minutes and it should drop the temperature pretty quickly. Once the filling is cooled, then we'll pour it right into our chilled pie crust.  You're gonna wanna place your pie into the refrigerator for at least an hour. I think four or five hours is probably better and overnight is probably best. Now for purposes of our video here, I only let the pie stay in the refrigerator for about an hour and it's still super soft and didn't come out of the pie plate very well, but it still tastes amazing. Oops, I still lost about half of my slice in the pan. Okay, here's the other part. Okay, so here's my slice of pie as it turned out. Best way to serve this is to whip yourself up some whipping cream, homemade of course, and top your pie with some creamy whipped cream. You sink your teeth into this pie. It is so creamy and delicious and chocolatey. You're gonna love it. At crust with the peanut butter graham cracker, I tell you it compliments the chocolate perfectly. If you need instructions on how to make homemade whipping cream, click the link on the screen. It'll take you right to the recipe. And this video also shows you how to make a pumpkin spice whipping cream to go for your holiday season. Hey, I hope you enjoyed today's video. If you did, let me know by smashing the like button. Leave me a comment and share the video so more people can try this fantastic chocolate pie. All right, we'll see you back here next week for another delicious and healthy recipe.


I chose the University of Edinburgh because of the three main reasons. The cost, content, whether it aligns with my career plan, the uni ranking, and lastly, the city that I'm going to live in. But most importantly, I received a lot of support and from response from uni during my application. That's why I did not hesitate when I get offered. So one of the main reasons why I chose the University of Edinburgh, especially in one of the MEC programs, is because I am really interested in learning more about equality, diversity and inclusion. And interestingly, in one of the programs, offers me the specific courses that I'm looking for. Besides, I'm super excited to be travelling around this University of Edinburgh.


Hey guys, Coach Mack here with this week's Beneath the Surface, powered by Microsoft Surface beginning now. Today, we're going to look at three draft picks of the Tennessee Titans in their inaugural National Football League game and watch all three of these young players make considerable contributions to the game for the Tennessee Titans. This first one we're going to look at is Kyle Phillips. This is fourth of one. He's going to be back there as a punt returner. We got single press on the outside. We've set up a return. The punter hits a sky ball. Coach Phillips do a nice job of setting it up, gets a nice block on the right side. He sets up his return, comes up inside, moves outside. Then he comes back and gets it to the sideline. This is a very good job. First of all, it's really good field awareness by him, understanding that the gunner coming down to his right is going to be taken to the outside. He sets it up, makes a move to the outside. Now once he starts to the sideline, he uses his wall and breaks back to the inside, breaks two tackles on his own, very, very beneficial when you can flip the field like this with your punt return team. This next play we're going to look at, down here on the bottom, you can see that you're in an offset stack with the receivers on your offensive right side. Now watch the switch release. Ryan Tannehill makes this check. He does a reverse inside zone handoff for the play action. Watch the release inside. Traylin Burks does a tremendous job of setting up the man that's trying to cover him. They are covering him in what we call a top hat type of a covering. So they're going to ban Joe what's going on inside and outside. He makes this move. Nice move to get away. Then this is a classic TRC or Transcontinental route. Big game, but all set up by a very good job by setting up the defender that's got him man to man from an off man position. Now let's look at Nicholas Petty Freer. We're watching our right tackle here. This is a really, really good job of giving his quarterback a lot of protection from the right side. He's going against Williams, who is a Premier Pass rusher in the National Football League, a very, very experienced vet. Watch Nicholas Petty Freer. Watch him put his left hand up to protect the inside first in case they get any kind of games. And then he does a nice job of kick sliding to the outside. Now let's watch Nicholas Petty Freer in the run game. His man is to the outside. He's going to climb to the second level and not only climb to the second level, he's climbing to the offset linebacker so that he cannot cross face and come across and be able to make a tackle on Derek Henry. Watch him move up. Notice the linebacker that he has to block drives him clear past the fireball in the middle of the field and then a great job of getting a big body on the linebacker and moving him completely out of the play so he's a non-factor on this run by Derek Henry.


What's up guys, Mike the Coda here today, we're going to go over in order to each reversal. Same thing as other traversals, except we're going to go to the left side, then we're going to print our print our current node, and we're going to go to the right side. It's left, left, then node, then right. So let's do this recursively call on the left side. So to do that, I'll check if the left is not null. Because if it isn't all, then you can't really do anything. You can't do that. So we're going to go left. It's got to do root left. And then after that, we got to do not the node data, the current data. And then we do the same thing for the right side. So I got to copy this right side, right side. I got to check if the root is null also, root is not null. OK, and then I could print it. So you got to check if it's not null. Like if it's null, you can't really do anything, right? That means there's nothing there. Yeah, this should work. That's it. That's pretty much the tree traversal. Go to the left side, print your current node, go to the right side. Great comment, subscribe. I'll check you guys later. Peace.