Great. Well, I mentioned last set news taking the top stories in crypto and a big amount of bite-sized pieces. So today, just like the thumbnail suggests, there is a pretty big announcement happening in about three hours or so from the Federal Reserve. We're going to take a look at what that announcement is. It's all about rates and where it could potentially go. So the first thing we're going to do though is take a look at the crypto and traditional market and how that's been messing everything up. But again, short-term, could make a difference long-term. That's not a big thing. So we'll take a look at the announcement and what that means. We'll also take a look at a great story, great story. Russian central banks burn plus IMF and how they get involved. And then next to last, we'll talk about investing in people. The way that Polygon and Google are getting together. And not that Polygon and Google are getting together specifically, it's about how they invest into people. And lastly, we'll talk about do a little Q&A and then the meetup tonight here if you're in Puerto Rico. So before we get into all that stuff, let's first take a look at the markets and see where we're at. So right now, it's actually a pretty good day. It is a 26th, I can never remember the date, 26th of January. And we're looking pretty good. We were teetering around 1.6, 1.5 trillion, maybe 1.4, I can't remember. But now we're looking at 1.8 trillion and going up pretty quickly, 5.4% rally. And everybody was, and before I go on, let me just say this, just because we had a little bit of rally doesn't mean we're going to the moon. It's just a little bit of a rally. Everything can change in a heartbeat.  So if you see some fluctuations, just go, that's how it is. Now, if it goes from 1.8 trillion down to 1 trillion, and we lose 800 billion, is that unheard of? No, it's not because it's crypto and that's just how it is. So that's why I'm always preaching my dollar cost to have all that stuff. I'm not going to get into that because I won that like an hour yesterday. But today, the prices are looking pretty good. Bitcoin is up 4%. Ethereum, man, that's crazy. 8.6%, which is good for me because I got a nice little loan on Celsius on Ethereum. So margin calls, I don't have to keep collateralizing. That's just the way it is. Binance coins up 5%. Cardano, 8%. Nice. 6% for Solon, almost 7%. XRP's up 7.4%. For Doge, 15%. For Polygon, probably on news we're going to talk about in a second. 10% for Nier and everything else. 6% for Bitcoin Cash and Tron, great stuff. So that's just in the 24 hours. But remember, we're not out of the woods yet. And a lot of things could go sideways or go down or go up. But just take a look at the 7 days. And that's why I want to remind everybody of where we're at. 7 days, I mean, negative 10%. Negative 16%. Negative 16%. Negative 24 for Cardano. Negative 30 almost for Solon. Negative 20 for Terra and XRP, 15%.  I'm here to give you some reality. And that's the reality. I'm glad that we're having today. Take the little small wins that we get. But we need to move. We need to move when you see what's going on. And that means taking a look at the correlation between us and traditional markets. It's looking pretty good so far, honestly. And Jerome Powell's going to come out at 2 p.m. Eastern time, which is 3 p.m. my time in Atlanta. Atlantic Standard Time in Puerto Rico. And that could be, that's 11 o'clock central. No, 1 o'clock central, 12 o'clock mountain. And 11 o'clock Pacific. And of course, UTC, I think that's four hours ahead. So like 6 p.m., I think, I'm not pretty sure. Correct me in the comments. But S&P 500, look, took a little bit of an increase today. And we'd like to see green, right? We're all happy. But again, let's zoom out, see who we're at. Over five days, it's still down. And over a month, it's still down. And over six months, at least it's up a little bit. Let's just go with that, right? Hey, NASDAQ's looking pretty good, right? But again, it started off pretty high. It took a little dip. And this is just uncertainty, because no one knows what Jerome Powell's going to say. Nobody has any idea. Only Jerome Powell knows what he's going to say. But hey, again, we'll take little victories. Again, five days, looking pretty rough. One month, rough. Six months, still pretty rough. I'll be honest with you. And then one year, okay, we'll take it over the time. So again, when in doubt, zoom out. And if you don't like what it is, zoom out even farther. Sorry. So that just brings me to my point. About the announcement today. And the announcement today is pretty important. And this is broken down pretty well by this article in Yahoo Finance. So stocks rebound ahead of the Fed decision. So what do we have going on here? And I just want to highlight this part right here just to show you the craziness that is the markets. And we talked with this yesterday about how Microsoft had stronger than expected second corner revenue and earnings. And when you usually have pretty strong earnings, that means that the stock price goes up. But everybody is so afraid because we have been conditioned to be afraid for what's been happening in the last couple of years that there was like, oh, I don't know. Trump's going to come out. He's going to talk about these tapering and the interest rates. And then of course, there's this thing that's going on and with Ukraine and Russia and America, we don't know what's going on. And of course, with COVID and everything else, everybody's just so afraid. But again, this is the irrationality of the markets. That's just the way things are. But Microsoft shares did reverse overnight, losses and rose Wednesday morning after the company delivered better than expected revenue and earnings. So even though there's a little bit of rationality, cooler heads sometimes will prevail and people like, wait, that's not what's going on. This is the reality. For markets, the Federal Reserve has latest monetary policy statement and press conference from Fred Jerome Powell late in the day will be the banner event. And we're all waiting to see what he says about that. But this is summed up perfectly by David Balin and this is exactly what I believe to. He's the city bank chief CIO, head of city global wealth management. He says, the Fed made a major reversal about five weeks ago when it said that it was both going to raise rates and also consider quantitative tightening, not easing, but tightening, pulling those money printers off, which effectively means that you and I are going to have to finance the debt that is necessary issued by the Treasury instead of the Fed. So with all that, I think they're going to look at what happened in markets. And if they took a look at what happens in the early 80s with Volcker, a Federal Reserve chair, when he started to do not quantitative easing, but he pulled back and raised interest rates pretty darn high. And we're talking like 12%, 14%, 15%, crashed the entire economy. So hopefully he'll learn from that. But it is come on to say is that he looks at what's going on and hopefully they're going to say this, which is what would be a pretty logical thing. Our goal here is not to shut the economy and to make things slow. The goal here is to signal their willingness to fight inflation to the extent they can. And this is what I believe is going to happen or what potentially could happen. I can be wrong. I'm not no Stradamus, but when you have these types of plays with the drone power coming out, probably what he's going to do is not going to come out and go, look, we're raising rates by 5%, or five points. Sorry, that's just how it is. I think it's going to be like, okay, we're going to raise a little bit here. And then as it starts to make things a little bit very volatile and start to shake things up, like, okay, okay, we're not going to raise rates for a little bit. We're going to do a soft landing. Again, you're going to hear that term about a thousand times. We're going to just kind of ease back and just kind of ease into it. Because no one says that they have to do it anytime today or in a couple of months. They want to, but they know if they do it, they can't because it'll wreck the whole economy, just like what happened in the early 80s. So that's all we have. I expect, and he may not even say much of anything today, hopefully. He comes out and says a specific guidelines. Maybe you won't, but that is the big announcement. 2 p.m. Fed chairman is going to come out. That's an Eastern center time. So let me make sure you think about that in the comment section. Let's move on to some positive news. Well, it's not that that's unpositive. This is great. So what you're looking at here, you're like, Rob, that's not positive. I know, but just check this out. This is great. Russia proposes ban on use and mining of crypto. And this was five days ago, and I'm not going to read you the report because it's boring. It's the same thing, but there is just one part I will read is this first sentence. Russia's central bank on Thursday proposed banning the use and mining of crypto on Russian territory, setting threats to financial stability, citizens' well-being, and its monetary policy sovereignty. And that sounds pretty bad, right? And of course, when we hear those things banning, we don't like that because China was banning crypto every year. But here we are with the Russia central banks. You're like, we need to ban it. Well, this is the great story. I love these stories. This was today, yesterday, last night. And it said Russia should regulate crypto market and not ban it. I believe that is true. I got to agree with Russia here. And this is a great quote. Moscow January 25th, the finance ministry, finance ministry, Ivan Chbezikov nailed it. Said on Tuesday, appearing to contradict, appearing to contradict the central bank, which last week proposed banning the use and mining of crypto. Chbezikov, director of the finance ministry's financial policy department said, the ministry had its own ideas about how to regulate the crypto market while a lawmaker wants to have further and said, hey, you need to remind the central bank that the power to create legislation lies with parliament and not the central banks.  The world has become very virtualized. I don't think we can allow ourselves to just take a high tech industry and just straight up ban it, says Chbezikov on the belly. So I love to hear stories like that where the central bank comes in and chimes in, it's like, you know what you should do? We should do this. Of course, a lawmaker is like, who are you? I mean, of course we work for you, but who are you? Do we really need to listen to you? No, especially if this is a pretty emerging market and we're going to make a ton of money. So just sit down and that's it. So I like to see these things because remember when we hear these stories about banning, you need to take a look at the story behind the story. Because if you just take a look at the headline, you're like, oh, it's getting banned and it's awful. That's why it's important to do your own research and do education. So even me and me reading this stuff to you and talking about it and giving my thoughts, that's not enough. You have to do your own stuff. So that will lead me to my next point, which is the IMF. So IMF International Monetary Fund kind of set precedents and policies. They are asking El Salvador to remove Bitcoin's legal tender status. Well, that's not shocking, but it goes on. So Bitcoin, it states, poses significant risks to financial stability and consumer protection. IMF exec director said in their concluding statement on El Salvador's Article 4 consultation. And this is from one of the directors there at El Salvador, I believe. They stress that there are, this is what they said in the report, they stress that there are large risks associated with the use of Bitcoin. Okay, there are risks because it is very volatile. They urge the authorities to narrow the scope of the Bitcoin law by removing Bitcoin's legal tender status. They also, there also needs to be greater regulatory oversight of, I want to say Chivo, but I think it's Chivo. El Salvador's Bitcoin wallet. I'm sure everybody will tell me how to say that in the comments. And they say this, the statement on Bitcoin in Chivo shows this is too close to de-dollarization for comfort. Said Natalia, Natali Marshek, head of emerging markets, sovereign research at Stifle Finance Corporation. The tone is quite negative. And then of course they're going to ask this. Of course they want them to take a look at everything because that's not good for business, for the IMF.  It's just based on computational power and decentralization. However, I did say this, and this was interesting. The IMF projects at El Salvador's deficit will reach 5% or more. Public debt is also anticipated to rise to about 96% of GDP in 2026. That sounds awful. And if you read just that, you're like, that's pretty bad. That would make me want to use Bitcoin. Again, you have to do your research and take a look at the story behind the story. So if we want to take a look at debt to the GDP, let's just go to our friends over and invest the PDA and see what they say about that.  What is it? Debt to GDP. The debt to GDP ratio is the metric comparing a country's public debt to its gross domestic product. By comparing what a country owes and what it produces, goods and services, the debt to GDP ratio reliably indicates that particular country's ability to pay back its debts. Obviously, the higher the debt is, the harder it is for them to pay that back. Right? And there's the formula, if you want to do it yourself, I suppose. I'll read this thing last year. The good versus bad debt, a study by the World Bank found that countries whose debt to GDP ratios exceeds 77%. Again, like they said, hey, 96% seems pretty high. For prolonged periods experience significant slowdowns in economic growth. But let's put it in perspective. In Q3 2021, not too long ago, the U.S. had a debt to GDP ratio of 122.6%. I'll read that one more time. In Q3, the U.S. had a debt to GDP ratio of 122.6%. To put those figures in perspective, the U.S. highest debt to GDP ratio was previously 106% at the end of World War II. So again, if I read this article, I'd be like, man, maybe Bitcoin's not too great. Then you're like, well, hold on. Good old America, pretty high. And I will read this last to give you some balance. Talk about modern monetary theory.  I'm just reading what it is. MMT argues that sovereign nations capable of printing their own money cannot ever go bankrupt because they can simply produce more fiat currencies to serve as debts. However, this rule does not apply to countries who do not control their monetary policies, such as the EU, who rely on the ECB. So I suppose, but take a look at all the different nations that have collapsed anyhow. And we all know the fiat always goes to zero at some point. Not that I'm wishing for that to happen. I'm just saying, if you look at the history, all fiat has gone to zero. So if MMT believes that, so much the better. Let me know what you think in the comment section on that one. And next, let's take a look at what I like to call investing into people. And I like these stories because I'm biased. That's just the truth. I talk about investing into people. I talk investing. If you're looking at three things, as far as projects or crypto projects, look at the UTT, the utility, tokenomics, and the team itself. So this is what I thought was a pretty big get. And I'll read this. Let me blow this up so you can see it. All right. And I want, I'm not going to read the whole thing, but this is the gentleman, let's see here, Ryan Watt. Ryan Watt. So he was the head of a gaming at Google. And he states here, I will miss YouTube dearly, but it's time for me to pursue other endeavors in life. And when my passions are taking me, I'm fascinated by blockchain app, which I'm sure you are too if you're watching this video. And I'm beyond thrilled to enter the Web 3 space. I'm elated to announce that I will be joining Polygon Tech as their CEO of Polygon Studios. In my role at Polygon Studios, I'll be focused on growing developer ecosystem through investment marketing, developer support, vision and gaps on Web 2 and Web 3. That sounds pretty good. And thank you for the ride, everything else. So when we take a look at that, first of all, what's Polygon Studios? Well, Polygon Studios is a branch of Polygon and they're going to offer 100 million dollars to fund gaming NFT product. That's how much they believe it's going to be. That's why I think Microsoft's also getting into the game as far as the metaverse. They also believe that also on top of that, Ubisoft and some other big name gaming companies are getting into it as well. So Polygon, just so you know, a maker of crypto-based NFTs has set up 100 million fund for projects aiming at combining the hot blockchain tech with gaming to cater to game companies, Polygon setting up Polygon Studios, Web 2 to 3.0. So I just want to make sure that everybody knows exactly what we're talking about here as far as Polygon Studios. So when I talk about investing into the UTT, talking about the team or the tokenomics and the team and the utility, teams will take you there. If you take a look at the history, sometimes even the best technology doesn't went out. If you can't tell, I'm pretty old. I'm old. I mean, it's relative for a 20-year-old, I'm old for an 80-year-old, I'm very young. But I remember back in the day when they had laser disks, laser disks versus VHS. Laser disks were beyond a better product than VHS tapes. Yet VHS won. Now it eventually led to CDs and things like that, but it's all about how you can execute as a business. And the way that you can execute as a business, of course, is, first of all, make sure everything's stable. You're on concrete ground. You have a good product and utility. Second of all, make sure that the marketing is there and you actually get that message out. And third of all, well, actually before even that, make sure you have a great team because you don't know where you're going until you know where you've been. That's why when you assemble people that have already been there and done some pretty great things, it's a lot easier to get to where you want to go. And that's why when I look at my different projects, I like to take a look at the team to see where they've been and it's not, I've been guaranteed. There's a lot of different factors, but that looks pretty good, which leads me to my last point before we move on and get out of here. Against Akishi, I think it's going to be a pretty big thing. I've talked about this for a couple of months now. They are a video game producer that already has a working product that is on PlayStation, Switch, Android, and the iOS. And it's been going strong for like eight, six, eight years now. Now they're moving on to the metaverse. And just so you know, they had their launch, for their launch pool, and it became the most participated project ever. 65,000 participants and 200 million TVL. And if you want to find out more about that, there's a link in the description. I did a deep dive back in early December and we talked about what was going on with this project. This is over on digital asset news clips. I don't do deep dives here. I do it over there because it doesn't have to do with the news. So you can check that out. And that is the big stuff. Also, this leads me to my last point before we do some Q&A, which is we're going to have that's another Puerto Rico meetup. So I'm hoping you can make it out there. This will be at the Smokehouse. It's over there in the Condado area from 4 p.m. to 6 p.m. Some around here. See that big burp, burp, burp. That right there. Yeah, it kind of gets smaller. That's a bummer. San Juan Smokehouse. So, Condado area. Just follow me on at news asset or take a look at San Juan Smokehouse. You can find us 4 to 6 p.m. I'm just looking forward to the bacon. Apparently that's... It just looks good.  I'll probably be the one at the door greeting you when you come out. And that's what's going on. And then lastly, I don't know how everybody's going to feel about this. So I'll ask you the question. You know we're in the real estate, me and the wife, right? Love real estate. Works out pretty well. Short-term rentals and things like that. Offer came up to us and we had to turn it down because right now we're a little tight on some things. Tax season's coming up and different things that are happening. So we turned down this offer. However, this was sent to us by our agent. I linked it in the description. I have no affiliation. I have nothing to gain from this, but it is a great deal. It is a condo, two-bed, three-bath. I know it's a news channel. So let me know what you think about this section. And it's reasonably priced and we would have gotten it if it wasn't for the fact that it's a little bit tight. So I thought I'd just tell you guys. So that's what's going on with Beach Access. You can't beat that. I think it's $225, $225. So that's what's it. So I will be done there and that's what's going on in the news today. So let me know what you think about that in the comments, especially that last part. And let's take a Q&A. Oh, before I go on, there is one quote that I saw in the very beginning, which was this. Dice forever says this perfectly in the beginning. Today only changes short-term price action. Long-term nothing changes. And it really cements home the fact that, yes, the things that are going to happen with drone power, the things that are happening in Ukraine, the things that are happening with COVID, the things that are happening with earnings reports, it's a short-term type of thing. Well, Ukraine could be a little bigger. We'll see how that works out. So nothing really changes in the long term. And that's why I need you guys. This is investment opinion, not investment advice. This is what I do. I can't give you any advice. Is that when I look out for different things, it's for a very long term. If you want to really talk about it, it's like my four-year plan. Whatever I buy, I'm thinking that in four years it's going to go up pretty dramatically. And that's how I look at things. I don't really look at the day-to-day and that's all. So thank you, Dice Forever. That was a good point. And let me click off this banner and go to the comments section. Okay. Let me take your question. Oh, this is a great one. Thoughts on meta here on Everdome. I did a deep dive on Everdome. I think it's going to be great. And the reason why I think it's going to be great, Everdome, if you don't aren't aware of, it's a project, another play-to-earn type of game. And they're partnering up with MetaHero. And what's great about that is MetaHero is it's a project that allows you to scan physical items and put them into the metaverse. Not that it's not like a transport type of thing, but if you look at like modeling and how expensive that is to put that into an actual game, MetaHero is far inexpensive as been told by me. So MetaHero and MetaHero tokens already gone out. Everdome is partnering up with them and they're releasing this new play-to-earn game. And it looks pretty great. So again, go over to Digital Asset News Clips. Just type in Digital Asset News Clips and Everdome and you'll find it. So I think it's going to be pretty good. That's the first question. Where did you... Oh, second question. When is the Fed announcement? It is 2 p.m. Eastern Standard Time. So that's 1 p.m. 1 p.m. 12 p.m. Mountain and 11 a.m. Pacific Time. I think it's 6 p.m. UTC. I think. Michael said I'm looking for a condom PR. Sounds great. Great. Got a great deal. Do your own research.  Wiring, plumbing, different provisions. And also if you want to do short-term rentals, do they have an HOA? So again, this is just the first step for you. That's what we got. You need to buy a Metal Legends. Wake up. Okay. I gotta tell you, if I had a quarter for every time someone told me to buy something, I'd have a million dollars. It's just that I don't have... I'm gonna miss out on way more opportunities than what I get into. That's just because I need to do all the research and it takes a long time. And I even wore a Buffett in his long lustrous career got into everything perfectly. He missed Amazon. And then he missed Google. And he also missed Bitcoin. So what are you gonna do? This is a good point. Good question. Is this run because people know what they're gonna say today at the Fed or is it run to get retail in and excited only to dump on them when the news comes out? That's a good question. And if you think about it, if you think about people who are like behind the scenes, like there is a law trying to come about to ban congressmen and women from investing in the stock market. In America, what's crazy is that they can have these behind-the-scenes closed-door meetings with CEOs and heads of company and then they can just turn around which is insider information and just start buying stocks. Nancy Pelosi's husband has beaten the S&P 500 like years straight. So how does he do it? Maybe he's just a great investor. I don't know. But so the question then is, are they front-running us? Do they know what he's gonna say? Yeah, maybe. And you can take a look at the opposite end of it and go, well, maybe they do know what he's gonna say. It's gonna be negative and they're just gonna have everybody run at the price and then dump on everybody. That's why I don't get involved with that. And all I do is dollar cost average. And just go, well, if it goes down, that's great because I can pick up some pretty low ones. Maybe I'll wait even longer. And then if it goes up, well, that's pretty great because maybe I can dollar cost average out because I picked up the dip. So I try to... The guy with the least stress is the winner. What's my take on Stellar? Third question. I own some but I just stick it on Celsius and just let it gain interest. I don't really have one way or the other. I think it's doing things behind the scenes. I think it's partnered up with Circle and USDC. So that's good. Other than that, not really excited about it. Fourth question. Hi, Rob. Thanks for a great job.  Yes. Did I miss my price prediction? Absolutely. Just an awful, awful price prediction of me. Learn my lesson on that one. But good news. I will have CEO Steve Erlich on the channel 31st. So I got a litany of questions to ask him and stay tuned. I'll let you know. It'll be pre-recorded probably. And do you have a favorite online tax website? Well, my friend, let me tell you something. I got a great one for you. It's called CryptoTrader.Tax. And there's a link in the description and you get like 20% off just for using it.  Also, they have an integration into DEXs.  So I've been using it for two years straight. The time I, the first time, the time I got into it, set it all up and ran the report and sent it over my CPA to be 30 minutes. So if you don't want to go through spreadsheets, that's cool. You can go through it. If you don't have a bunch of transactions, you don't need CryptoTrader. But if you have a lot, like I'm talking like 100 or more, you probably want to get that. So CryptoTrader.Tax link in the description, 20% off. Great. And one more to go. Thanks Enrique. That's nice of you. Yeah, that's a good point. Jacob's got a good point. I think we're at a point here when if you're not willing to hold up for up to a year during a downturn, you got to cut your loss and jump back. And remember, like the story I told last year, I mean last year, yesterday, I was the same way. I wanted to get rich overnight too. Everybody does.  Everybody wants to get rich overnight, but it doesn't work like that. And then sometimes you just got to be, you got to be tough, right? Good times make weak people. Weak people make bad times. Bad times make strong people. And strong people make good times. Just a circle keeps going around. Let's see. When Lambo, I don't know. When Geometro. Are you Scottish or Yorca? No. Just this, the tone of my skin being all pinkish is that I am German and Native American. I know, right? That's probably why I never get dark. I never get totally white, I guess. Well, it's helpful. Yes. Can you post? Oh, so the link, it's in the description. If you came in early, just refresh your browser and the link to that property will come up when I'm showing you right now. And I think that's it. Do we have any other questions? Ah, it's nice. I'd love to meet Joe Rogan. I don't think I have too much to tell him. He's already had the best and the brightest out there. Next being upcoming, sure enough. Okay. Last question. Chile, which pay-to-earn games are you most excited for? First of all, I'm more excited for Bitcoin and Layer 1 solutions than anything else. Play-to-earn and Metaverse, the only two that I can tell you is Gensokishi and Everdome. Also, Kornokopi is pretty excited about that because it's built on Cardano. I think it's going to be a good one. And I know that gamers don't like Play-to-earn NFTs because I understand why they don't like them because they're so ticked off with places like Ubisoft and these different gaming companies that are like, here's the game. But if you want to really play it, you got to pay for this and then this weapon and then this thing and then this thing and this utility. Before you know it, they get nickel and dime to death. That's why they see NFTs as another way of extracting money. But they don't understand that you actually own that and you can go to everyone else and you can sell it. So that's what I got for you and that's it. So look, I don't want to take too much of your time. I want to say thanks for coming out and being here. I appreciate it. If you like today's video, give it a thumbs up. Also consider subscribing. A lot of things we talk about are time-sensitive. Meet up tonight. Maybe see you here if you're in Puerto Rico and that's it. So thanks so much. I appreciate it. And I'll see you on the next one. Adios.


And welcome everyone. My name is Caitlin McTurden. I'm a senior consultant with Just Tech and I'll be one of your co-presenters for today. So we really appreciate you joining us. We're going to be talking today about case management system implementations with a particular focus on the project management that goes into that entire process. So we'll get started first with Interactions. So like I said, I am with Just Tech, which is a technology firm. We provide a lot of security, case management system, document management system, project support across the country primarily for legal aid providers. My background is in case management systems.  So I have worked with a lot of folks during their implementations and excited to kind of share some of what I've picked up through that process. So Shelly, I'll kick it over to you for Interactions. Hi everyone. I'm Shelly Reid. I am the manager of the Legal Services National Technology Assistance Project, commonly known as LSNTAP. Our mission is to empower the legal aid community to improve client services and build capacity through effective and innovative use of technology. Our Google group and listserv is probably our most well-known service, but we have a variety of services. We encourage you to check out our website and reach out to our staff if we can assist you. Hi, my name is Angela Tripp and I am the director of the Michigan Legal Help Program and I am also a co-director of Michigan Statewide Advocacy Services. And it is in my role with the Michigan Advocacy Projects IT Department that I will be talking about project management through our recent move to a new case management system. So today we're going to kick things off with just a very brief overview of what goes into a case management system, what the implementation process looks like, very generally speaking, and then we'll go back to Angie to kind of walk through her experiences throughout the onboarding project. So just want to make one housekeeping note. We asked that you please stay muted, but feel free to turn your video on. It's really nice to see faces and you can put in questions into the chat throughout. I'll be keeping an eye on it and then if we need to, we'll save some questions for the end. So we'll kick things off just kind of defining the basics. What is a case management system? So CMS systems, CMS are repositories for data. They allow individuals to collect and to track and to report on case data, like case outcomes, notes, assignments, legal issues, client demographic, contact information, a whole robust set of data points that are all a part of the overall case management process. They also provide a way to kind of standardize and structure that data collection process. So there's workflows that users are required to follow along, like the intake process or closing process, for example. Depending on the platform that you use, there might be a lot of additional features that you rely on it for, anything right from timekeeping to grants management. There may be integrations with platforms like the ability to send out SMS or to tie in with a payroll system. So there's a whole wide range at this point of what you can look for your CMS system to do and it really, it's going to vary by individual provider what to look out for in that process. So for those that are thinking about making the switch over to a new CMS, the first and probably biggest decision is what platform are you going to be going for, first place. There are a lot of factors that go into that. So like I said, thinking about what kind of features and modules you expect of your case management system, kind of integrations you might be interested in. And then certainly things like cost and security, the ability to access support and to kind of participate in a community that might be able to help you further develop your site, the ability to customize your site. So a whole host of metrics that you might consider in that process. Once you've made the selection, there are a few core steps to any implementation project. And they don't necessarily all take place in one given order. It will vary depending on the platform that you're transitioning to, what their exact flow looks like. But I can say at the basic level, there will be a need to decide what data you're bringing in from your existing case management system. So what's coming over with you? What do you not need anymore? Your plan to leave behind? That could be cases that are decades old that you no longer need to reference. That could be data points for grants that you no longer have. So just kind of identifying what the need is in terms of maintaining that data and bringing it over. And then also just kind of working through how to bring it over. So what might be collected in one way in a case management system might be structured a little bit differently in the next one. So deciding those kind of mapping rules of what goes where. After you make those rules, there's generally some process of bringing that data in and checking to make sure the rules and the mapping is adhered to correctly and all set up properly. So that work we call data testing, making sure that the data is coming in, that the data you'd expect to see for each case is there. They're not missing any cases. So just checking that nothing got lost in that transition from your old site to your new one. And then there will will likely be a period of configuration work. So most platforms will have kind of some offering out of the gate. So maybe like a standard intake process that they start everybody with or a standard display of the home page when you first log in. And I'd say again, it varies by platform, but most offer some customization options. So that takes a bit of time and look at into that with the end of how you customize it and tailor it to meet your specific needs. And that might look like designing multiple intake processes for different teams, having a two step closing process where the advocate closes it and then the supervisor checks it. Lots of different options for how you might want to refine the site to make sure it's aligning with your specific use cases. And then there's also a significant effort around test training. So you want to make sure that whoever is expected to use the system knows how to use it is comfortable and understands what's expected of them, what policies they need to adhere to with that CMS. So that is always a big part of this. Go live will look a little bit different depending on platform, but generally it will involve migrating the data over to the live site, checking to make sure that that migration happened correctly, doing any fine tuning cleanup, and then helping users get acclimated to the system, making refinements on the fly, just trying to get it everything in working order. And then certainly there, you know, there's no end. I think we'll talk about this. There's not really a very clear stopping point where like, great, this is fully done. We're never touching the system again. There is usually always a need for some kind of maintenance, even if it's just, you know, adding new fields for grants or keeping up with user management. So we like to flag that as part of the onboarding process too, right? Because you want to think about, okay, now that we've got the system in place, how are we going to be able to keep it going? So in the long term, it meets our needs. And not just in this one current moment. So at a very broad level, that is the implementation process. I just want to make sure everybody had a basic framework in mind as we dive into this in a lot more detail. So I'll stop talking now and turn it over to Ange, just to give us an instruction of your organization and what platform you transition to a little bit of background in that migration. Sure. At the Michigan Advocacy Program, we had been on PECA for my whole tenure with the organization. I think it was at least 15 years. And we, you know, got the news that PECA was no longer going to be fully supported. And we began the process of looking for a new case management system. I'll talk a little bit about that process. In the end, we did select justice server. And along with several other legal aid programs in Michigan. And my program went live on July 11th of this year. So we were able to finish this entire project cycle. And I think that is, yeah, you can ask me to cover it. Yeah, no. That was great. So we'll go into each of those uses in more detail now. So for those unfamiliar, I just wanted to make a plug for the Alice and Tap Toolkit on project management. That's going to be the framework for our case study discussion today. So the sections that you see here, initiating the project through to closing the project, all of those are sections in the project management toolkit. So if actually, if you don't mind grabbing the link and putting it in chat, yeah, just so everyone has that to access. So let's start things off with initiating the project. And could you talk a little bit about what your organization's goals were in deciding to move over and leave Pica behind? Sure. I mean, the primary reason was that Pica wasn't going to be supported anymore. And so we wanted to move to something that did have support. And while we had to do that, we wanted something a little bit more modern, something that was more mobile friendly, something that was more easily integrated with other tools like email, GIS mapping, you know, potentially HR and grant management software. And we were also looking for a product that had a larger community of developers available to do the work. That was one of the issues. One of the challenges with Pica was that there were not a lot of people doing development. And so it was hard to make changes to the system. Complex changes to the system. So when you were shopping around for a new CMS, can you talk about who made up that team internally to make the selection? Sure. As I mentioned before, many legal programs in the state made the move from Pica to Justice Server and we made the decision together. We were all on Pica together and that enabled many efficiencies of scale. We have a statewide support program that hosted and maintained all of those in Pica instances. It also made data sharing really easy and a lot of collaborative work between the legal aid organizations really easy. It enabled us to do projects like we got a TIG and added a texting capability to Pica and we were able to do that and then roll it out to all the programs. And so we all realized that there are a lot of advantages to being on the same case management system. And we decided that we wanted to move together as much as possible. And so initially, we had a very large group of stakeholders of all the legal aid programs in Michigan who were on Pica or even not on Pica who were considering moving to something else. And so we did research on the options. Hold on, I have a sneeze. We got demonstrations from vendors. We also spoke to programs using the different case management options and got demos from them. So it wasn't just like a small group talking to them, but we got them to do demos to our full, you know, large group with reps from all the agencies. And then as a group, again, a big group of people from many programs, we discussed our priorities, the pros and cons for each option. And then we chose one. Even and then within Michigan advocacy program, you know, we had our own discussions to contribute to the big discussions. And, you know, on that team, obviously our IT staff, but also in our executive team, but also managers, other case handlers, you know, we didn't involve all, you know, 150 people in the organization, but we got input from many different folks that we then took to the larger conversation. We did have a wish list that, you know, we talked to different folks within our organization and kind of compiled a wish list of features and, you know, capabilities. Sounds like a very deliberative process then, both within MAP and then across the broader coalition to get to that point. And I'll be honest, it took us more than a year. We took our time and really thought about things and, you know, waited to see what happened with, you know, some developing case management systems. And it took a long time. We knew we had a, we had a fairly long runway with PICA. So we took our time. So then you mentioned that internally, right, you would come up with, you had sort of a discovery process of your own figuring out what was on the wish list, what different types of users wanted from it. Could you talk a little bit about what some of the key considerations or the criteria that you found through that discovery process, Mark? Yeah, absolutely. Of course, price was very important, both the initial and the ongoing. Because we were working with the whole state, you know, we had programs with 200 staff and, you know, millions of dollars of budget and we had programs that were seven staff and much smaller budgets. And so we wanted something that could be made to work for everyone. We wanted ease of use, you know, that feeling of modernization, those integrations that I mentioned. Everyone was very concerned about reporting, because reporting is so important to what we do both for grant reporting, but also for just program evaluation and analysis. As a program that had been hosting our own PICA for 15 years, we were very attached to the ability to make a lot of modifications ourselves. And so that was something that we talked a lot about. And then we also wanted a system that gave us the opportunity to take advantage of the economies of scale by doing a Michigan prototype, reducing the sort of initial cost for all the programs, so that even the small programs could be part of a, you know, a really nice modern case management system. And that's awesome, that kind of knowledge sharing, that you're able to build that in from the start of this entire process, yeah, versus having each provider kind of, once you make the selection have to go through it fully on the room. Great, well then, we'll turn to next. Once you've made that selection, you got the consensus from the group what it looked like at the onset of the implementation project. So starting us off, could you talk about who made up the team internally to help oversee the entirety of the project? Sure, and I'll just add one piece of information that not every program on PICA decided to move to Justice Server. There were a few programs that didn't want to make the change and so, but I think in the end, we had 12 programs in Michigan that made the transition. So in the big statewide project, we had a prototype team with representatives from the three biggest programs in the state because we figured they had the most complexities and they used their case management system more fully than smaller programs maybe. So we chose programs that would answer all the questions that we needed. Even if not every organization needed every one of those features, we would get them taken care of with these representatives. So we had representatives from the three biggest programs in the state and they were primarily from the IT and or operations sectors of the programs. And so we needed a small team to do the weekly sprint calls to do the basis of the work, although we did meet every month with the group of stakeholders representing every organization to keep them up to speed and to get their input on things. It was, you know, you can't, you can't have 30 people on a committee to build a case management system. So within MAP, our core team was me as a joint executive team slash IT operations staff person, our two primary IT and operations staff, our manager of advocacy, and our one of our longtime office grants managers. So we had, you know, the IT team and we had the the advocate team, you know, the folks who who use the case management system every day in ways that the IT and operations staff simply do not. I was the project manager or Scott, our systems administrator was the technology lead. And we all attended weekly, sometimes twice weekly sprint calls with the developers plus internal meetings in between calls. Later on in the process, we got more people involved, but I'll talk about that as we talk about the later steps. I'm going to jump out a little bit because you mentioned that you had you were on one to two calls a week just with the developers and internal. Could you talk a little bit about what the hours looked like for that team? Was it similar for all five of those folks or did it vary a little bit depending on role? Yeah, I'll turn it to you. I think it varied depending on role. I mean, I think the IT team took it upon themselves to do a lot of the work in between calls. The I mean, you know, the the the advocate staff, you know, their role was mostly to keep the IT team from going off the rails to remind us all of like what what who are end users are and what they need. But we I think we did a little bit more of the the work in between. And the work absolutely varied by phase. In the beginning, we had like, as I mentioned, a one hour sprint call, and then probably another one to two hours of work per week. In the last few months of the prototype development, which is the statewide group, we had two calls every week, and I would say three to four hours of work in between having meetings, answering questions, gathering information, making decisions. For the map implementation, it was the same thing. We started with the one one hour call. And then as we got closer to launch, we needed two hours a week. And you know, by I would say May, which was you know, we launched in July, we had two sprint calls a week, one hour meeting with our group of testers every week. And then I would say three to four other hours a week for the IT operation staff and me and slightly less for the others. And I just wrote in my notes, June and July were madness. I think you just did a lot of really important things there, right? Like that there's a ramp up to this. So yeah, it's not gonna, it probably won't stay static, but then it won't be 10 hours for the entirety of the project. So it kind of it ends and flows. And then I also just wanted to really like highlight the point you said about having a balance of voices in the room for who's making decisions, like for your internal team bringing in people who can speak for the end users and are familiar with their processes and pain points, but then also having the kind of technical expertise there. I think that what I've found in just providing some support for a lot of onboardings is that kind of blend is very helpful when you have one voice and not the other.  They're expecting one thing and this wasn't it. Not for lack of trying for sure, but it's just yeah, having that kind of representation in the group is really key. So then you're mentioning June's like crazy. Can you talk about what the timeline was like overall? So from let's say from when you made the decision to move to justice server through to when you ended. Right. We made the decision at the end of 2020. It took a while to get contracts done the way that it always does. So I looked back and our prototype meeting, our prototype kickoff meeting was February 2 of 2021 and we did not finish the prototype until probably April of 2022. It had been our intention to finish the prototype before we started any individual implementations. We ended up with an overlap, which made it complex for the developers, but we made it all work. So our kickoff for our individual implementation for Michigan Advocacy program was February 8 and go live was July 11. That one, we stuck to the timeline, even though we had to jettison some aspects, move them across the deadline and say, we'll come we'll pick that up and finish that after go live. But because we had so many programs moving at once, particularly the four LSE programs that moved to justice server, we had to go one every week for the month of July. And so everyone was very motivated to stick to their timelines, but they didn't mess up anyone else. And so we all worked really hard to meet all of our timelines there. And you're saying for a map internally, it was February to July? Was that of the same year or was that crossing year? That was the same year. Yeah. I mean, you know, the prototype was so much of the development that the implementation for us was just fine tuning, tweaking data migration and whatnot. You know, the prototype build was the really complex part. Got it. Yeah. I think that is somewhat similar of a timeline that I see with like legal server implementations. It's going to vary depending on like resources and do people have the staff to do five or six hours, at least towards the end of the week and how much they can handle internally. But I would say like, like seven, six, I'll say six to eight months, I would put it at is usually what I see from starting like data mapping through to going live. So some folks, I might take a little bit longer than that. Some folks might breeze through, but definitely there's there's a range. And then last question in terms of planning at the onset. Were there any particular tools or like documentation sources that you use that just you were helpful in project managing throughout the entirety of this implementation? Yes. We use Trello. And I have to say that as an individual who has been, I've just never succeeded in adopting a project management software before, I really learned how to use Trello to work this project and it was really, really helpful. The developers kind of forced us to and I'm grateful for that because we really do have a system, a really good system in place now. We also used our it ticketing system, which is a essentially a Google group that we have set up with a bunch of labels and assignments and fancy things to make it a decent ticketing system. We use that post launch a lot to help us track issues post launch and answer people's questions. In terms of timeline, we were given pretty early on an Excel sheet of all of our different tasks and different deadlines for both the developers and for us. And that Excel chart I printed it out and taped it to my wall and it was just a constant reminder. That was really it on our end. I'm sure the developers had more complex systems in place, but this was those three were the things that that we use on our end. And I think that could be great, right? That doesn't mean I feel like a large quantity of project management tools does not necessarily make things easier. So you've got the place you're tracking tasks, you've got your timeframe chart. You mentioned there are deadlines put into the Excel sheet. Did you find that those like changed a lot? Was there any upkeep there or were they largely like consistent from the onset? They changed a little bit, but mostly they were like motivators. Internal motivators to to get our work done.  We're losing this window. Yeah. There's no where to push this date. So keeping the whole big picture in mind. Yeah. Holds your feet to the fire, I guess, a little bit more. So then switching over now to working the project, so the actual kind of day to day to get this in place. What was your process like for deciding what data to bring in? Did map decide to import any data from PICA? And if so, who was like involved in that decision? We did. We decided to bring over seven years of well, obviously all of our open cases and seven years of closed cases, including contact fields. So we brought everything from the last seven years closed and everything that's open. And, you know, we discussed that like we talked about it statewide. I mean, every organization could do what they wanted, but it was a good kind of conversation. What were other people thinking? You know, in that we felt that seven years was our obligation under Michigan's ethics rules and what kind of our practice was with physical files. And so it did represent a change because while we only kept seven years of paper records, we had never purged any of our electronic data, but had been talking about how we should purge some of our electronic data. So now we are in a place where we will be maintaining only seven years. So that was a big change. The people involved in making that decision, the executive team, I keep mentioning that I should say, the executive team in our organization are all of the directors. So there's the executive director of MAP and then there's the two directors of Michigan Statewide Advocacy Services, our CFO and our grants manager and our director of litigation. So, you know, the executive team had kind of the final say. But again, we talked about the issue with the IT team. We talked about the issue at management, at a couple of management meetings, you know, to hear people's thoughts and concerns and wait all of that before ending at seven years. And then did you decide to bring over all of the data that you had for those seven years worth of cases? Or was there any part to the process where you were thinking about, you know, we don't need these specific fields anymore? We, I had hopes that we would jettison more fields. We did not. I mean, we did jettison a couple. There were a few that like, you know, we had a COVID-19 checkbox and we decided that at this point, everyone is impacted by COVID-19. We didn't need that marker anymore. But we just thought it was easier to just bring it over and have it rather than like get a year and a half in and realize, oh, we need this for some reason. So we did bring nearly, nearly everything. It's always nice to know, yeah, that if you have to draw from it or if somebody, you know, didn't maybe vocalize that they needed this field until they got to the reporting process a year in, okay, there's something there that you can like lean back on. And then, so it sounds like you brought in different voices. You're saying the executive team who is not strictly the, was different than the team that you had leading this implementation. So you're bringing in different voices for the data migration. Can you speak to if and how you brought in others for the user testing? So once you were doing the kind of fine tuning of the system, how did you bring in additional voices there? Yeah, this was one of my favorite parts of this project. So pretty early on, we knew that we wanted a team of super users of early adopters and testers. And so we pulled together a group of people. We asked managers for suggestions and we tried to get a mix of early adopters of technology and people who were not so early adopters of technology. We ended up, we specifically recruited one person from every office in every program. So our organization is huge at this point. We have about 250 people, two halves of the organization, one LSC funded, one not LSC funded, five statewide programs on the non LSC side, six offices on the LSC funded side. And so we got people from every office. We got people at all at all different roles in the organization. So legal assistance, paralegals, attorneys, intake staff, grants managers, managing attorneys, and we called them, brought them together. We named ourselves the GoBots that was inspired by Lakeshore Legal Aid who named themselves the Thundercats. And so we were rivaling 80s cartoons. No, we worked together. So anyway, we met with them every week for an hour and we would kind of start by updating, like, here's what we're working on. We always had a batch of questions, you know, like, all right, what do we think about this? Do we still need this field? Who uses this field? Does anyone need this? What should our drop downs be? And then we also, and then we would show them, okay, here are five new features, you know, please test this over the next week and give us feedback. And we had, I guess this is a form of project management that I forgot about, but we had this Google doc that are someone made for us that you can, every time you open it, it will give you a new box. And it was just like reporting bugs and issues. And so it collected, like, the date, who's doing the test, the issue they found, the question they had, a place for screenshots. And so we had that, it's hundreds of pages now. But we used that during the testing to, for people to log their feedback whenever they were looking at the system. And so they, you know, they were just priceless is the wrong word, but they were critical to the development of Justice Server. They also helped us figure out what kind of training we needed to be thinking about. And every step of the way helped us check our assumptions about what was easy and what was not easy. They put in a ton of time. In addition to the one hour meetings, we asked them, you know, to please spend, please budget about a week of an hour of your week for testing. And then in the month before go live, or maybe six weeks before go live, we started a practice that we stole from Legal Services of Eastern Michigan. We scheduled two hour blocks on Fridays for intense testing and feedback and discussion. We bought everybody gift, DoorDash gift cards to say like, please order lunch, spend two hours with us on an open Zoom call. We'll give you things, we made assignments for testing. We had breakout rooms to work through specific issues with different groups of people. And just it allowed us to, they were also incredibly helpful when we had to test the data migrations, because testing the data migration is like, look at every single box on 10 of your open cases and see if it's there. And so it was just incredibly helpful. You created this team of testers who like already knew enough of the system to be able to find that field, which I know could be like a hurdle for testing in the first place. That's fantastic. No, I think the GoBots is an incredible idea, especially because it's really like, it's kind of committing to user testing throughout the entirety of the process. Then you have this team that you can go back whenever you kind of need it, but it's also saying, you know, we're not going to just do this one round of testing, we'll make additions, we'll make changes based on the feedback and we'll like keep going. So I think just having that standing team in place is great. And then kind of connected to that, having a centralized place where you can track tickets and testing must have been, I can imagine, so helpful. I guess I should have mentioned before I worked at Just Tech, I was at a legal aid group in New York and I helped them on board. So I was sort of in your position, Angela. And I think one thing we learned quickly on in the process was we needed that central hub because we were, we were, everybody on the team was fielding different emails. And it was easy both to kind of slip through the cracks or for one person to respond and not really as the other one had. So just, yeah, kind of helping everybody involved in the testing process by saying this is the one place that we are going to look to see your testing feedback. And it's going to be like the source of truth throughout, I think must can imagine save, save some headaches. Yeah. And then I would, you know, every week before our sprint call, I would go through the log and I would look at every card that people had submitted and either, you know, like submit it on the trailer, put it on the Trello board as a problem or an answer to something or I would make a note, this is a training issue. This is not broken. We just need to train you how to use this better. And so like flagging training issues. And so like my process would be before the sprint call, go through all those things, move them all to Trello board, Trello cards, so that when we had our sprint call, we can move through the Trello boards and get them in the different places. And then I would report back to the GoBots on the Monday meeting, like, okay, here's all the things that we fixed that you told us about last week. And it was, it was a pretty good process. I'd like the separation to between sort of the formal place where you're, you're voicing the technical issues to the development team versus having the internal one. Yeah. So you're not kind of using the developer's time then for issues that you might be able to handle internally. So I think, yeah, also a good approach. Right. It also let us make decisions. Like people would say, I want this to work this way. And we would say, no, no, we don't, so we, like, it was a little bit of like, you know, weeding out and saying, like, yeah, no, that's, that's not, again, let's do something that's broken. That's a training issue. I don't want that on the developer's board. So it was good. Yeah. One last thing I wanted to, like, that I resonated with me that you had said was giving the testers parameters. So saying, you know, we expect there's going to be this one hour meeting and then we want you to test for one hour week. Because I think, you know, it really depends on the person, but they could spend five minutes, they could spend a whole day doing it. So saying, okay, you know, we, the system is a work in progress. We know that this is the time frame that we want. We're asking for you to commit. And then that way, they can also plan for it. I think it was just, yeah, it was a really great idea. So then looking, looking back now with your months of kind of distance from the project, was, is there anything particular about either the data migration or the configuration phases that you found to be particularly challenging? Honestly, the sheer volume of decisions that needed to be made was kind of overwhelming at times. There were times when I was just like, I don't care about the answer to this problem. But I have to answer it somehow. It was, it was a lot. It was challenging the kind of domino effect of seemingly minor changes. I think you'll have that with any technology project. But you know, like, oh, can we tweak this thing? Yes. But then it breaks for other things. And then you've got to decide was this thing worth it? Or do we fix these? It was a challenge to not fall into the trap of just rebuilding PICA, but to like using the new capabilities to improve our processes and to get others to do that too. Like we don't have to have this kind of, you know, three step process that we had in PICA because it was the only way like we can make it faster. Or just different. Change management is always a challenge. I mean, that was like the other real reason we did the go box was to like have those early adopters to help everyone else with change management. Managing expectations, continual challenge. You know, saying, yes, this is going to be amazing and great. It's definitely worth your time. And it's not going to fix everything and do everything. But it's still worth it. And then I will say the last thing was sometimes it was difficult to explain some of our processes to the development team. And I don't know if that's a sign of like wacky legal aid practices or non lawyers on the other side, probably both. But that sometimes we would just go round and round. And I was like, I can't think of another way to explain this. But we made it through. Great. I'll keep us moving along. Yeah. So you worked through those problems, developers, you kind of got through the configuration and data migration. So now we're going to pivot to what your actual go live period looked like. So starting there, can you walk us through like what that week, weeks, whatever the period was between when you said, okay, we are now taking the data from PICM or moving over and opening it up to your users? Right. So the actual timing of the go live process, we did a week of intensive live training. And then there was a short week that included July 4th. So we had two days of regular work. And then we had our two day blackout period for the data migration. And then the next Monday, we went live. So we were really only dark for two days. As part of change management, we use those two days. One day was a program event where the program paid for all of us to go to the zoo and have a lovely lunch and hang out with each other for the first time in two years. So it was lovely. And then a half day holiday on that Friday. Change management strategies that we used just to speed through. Yeah. We talked about just a server early and often. We did demos early and often just to keep everyone, you know, not intense demos, but just like, Hey, remember, this is what's happening. Here's like a little fun demo to keep you interested and engaged. Close to launch, we did a pretty detailed memo outlining the logistics of the actual transition. Here's an online intake is going to end. Here's what's going to happen with your referrals from call. Here's the blackout period. Here's how you do your time sheets. Here's when you can start justice server. We also did a shared Google calendar where we put all the important dates on the calendar so that everyone could easily see them. On the launch day, a lot of offices offered donuts. So and then obviously there was a lot of training that was part of change management as well. In addition to all the intensive training that the go-bots got, we did a week of intensive training that involved three hour blocks of training where we like show one, do one. We gave time for people to experiment live. I mean, not live, but experiment in a place where we were there to answer questions. That was really helpful. It was basically live troubleshooting for us. We made a ton of changes and fixed things after that. We let them just play in the new system during that short week and then on the day of go live, we had a library of training videos and PDFs ready. For every training topic, we did both video and written PDF. We used Tango, which captured it's a screen capturing tool that made a 40-step process that made into a PDF, the video. Then after go live, we did office hours that were really helpful where we just opened a Zoom room for I think three days a week for an hour each time where people could drop in and say, hey, I can't find this case. What am I doing wrong here? It was great to just be able to screen share and show people what was going on. That was a very quick run of our training. That was fantastic. I think you got all the questions on this slide. One very brief all of how long were you doing the office hours for? We did them for about a month. We're actually thinking of bringing them back. We're also thinking of bringing our go-bots, bringing the band back together on the go-bots. Not as often, but just as we talk about future development and as we roll out some of our integrations to have for all the same reasons that we had that team working before. There was a real drop off after I would say six weeks in terms of the tickets that we were getting and the people showing up for office hours and so we tapered off. Makes sense as they get comfortable. We talked about some of the tools that you're using with Trello and the ticket bugs. Is there anything else you want to flag that you want to speak towards monitoring throughout the project? Any resources you lead on to raise risks or to track that? You're hitting those timelines. The Trello board, I'll say the only other thing that I haven't mentioned yet is that I started a giant one single Google doc where I recorded my notes from every meeting that I've ever had about Justice Server from the very beginning to till today. We had a statewide meeting where I just kind of put agendas and notes. It's been a really nice historical document. It's not everything, obviously. It's kind of just what I remember to write down, but it does help me to have kind of a record of when we met and what we did. And nice to know that it is in one spot. You're like, okay, if I have a note on this meeting, it's going to be here. Then you made it through Go Live. Can you talk a little bit about what, if you consider this project to be closed, at what point you'd say it would be closed?  Yeah, I mean, I think we want to make a distinct closing of the build, the implementation, and make an official move to maintenance. I would like to do that around the end of the year. Again, it's never going to be finished, but just to really mark the transition to, okay, now we are in maintenance mode. Maintenance mode includes additional development as things happen, but I think we want to do that by the end of the year. Are you still working with developers now? Did those meetings drop off? So we chose to continue working with the developers a set number of hours a week, because we do still just have a lot of... It's been great because people are really getting into the new system, and so they were like, oh, can you create another services for this? Can you do this for me? I would like to do this. And then, as I said, we had odds and ends that we needed to kind of add. So we still are meeting with the developers and have a few hours of their time in our budget every week. That helps keep us motivated to move forward, too. So open, but still like six months or so following Gullager. Aiming for your closing. Yeah. Great. Do you have a designated person for handling the upkeep, like looking towards that transition? Yes. Our two primary IT staff, our systems administrator, and our director of operations are the two folks primarily responsible. We also have brought in one of our help desk staff to kind of be the justice server point person for the help desk. And with the exception of the help desk staff person, the other two have been involved from the very beginning, but our help desk staff has been on the help desk. And so she's watched all the tickets come in, and she's quickly getting up to speed on everything that she needs to know. So I guess the question about a postmortem is a little bit premature, then. Maybe something to consider. Is there, like looking back again, any part to this process that you wish you had handled differently or anything that you wish you knew at the start? I mean, I can't think of anything that I really wish that I had done differently. I guess one sort of regret that I have is that I got so deeply involved in this project and I really love it, but it's not part of my job. You know, like it's part of closing the project. Like my role is over. I don't need to manage this project anymore. So I need to step away. And it's just a little bit hard because, you know, I have a lot of knowledge about the project and like little tiny details of like why that checkbox looks like that. And I can say, oh, well, because eight months ago, remember, we had that meeting and we decided XYZ. But I really do, you know, it's not an ongoing responsibility of mine. So figuring out that transition time yet. I guess I can take a little bit to that too, since it sounds like you are in the middle of that now. But I found it can be helpful to kind of keep in mind the eventual transition to ongoing maintenance from the start. Right. So when you're building out customizations, if there's places to write descriptions in for like why, like how is this being used? Or if you're like, say, like naming things, naming pages in the back end, sticking to some kind of naming convention that indicates, again, like either who's requesting it or what the function of it is. So building, there's, I've seen folks be deliberate about building some of the knowledge that you're talking about, like that it lives in your head into the site. So that will be it, you know, in a year or five years, whoever is going to eventually take over in a transition for maintenance, they have some, it does not all have to come from like a knowledge dump out of your head. And then I'd also say in the transition period, I see folks thinking about coming up with like formalizing processes to request revisions or to flag problems in the long term. So a lot of times there'll be something put in place in the immediate moment to say, okay, it's go live and we're going to get 100 requests. This is how we're going to deal with them. But figuring out, should that process stay for the long term? Or is there something better? And then figuring out also who gets to approve and implement that who decides should we make this change. So just, yeah, I'm sure these are things that you must be working through right now. But yeah, all part of that, that kind of closing into ongoing maintenance. Yeah, I think one other lesson is that the, you know, what programs were used to, the amount of work people programs were used to needing to support PICA, I think is different and less and the amount of work needed to support justice server. It's just a very different type of case management system. And especially it's still early on, like I reminded people so many times like the version of PICA that you were using in June took us 15 years to build. So, you know, when you think about that, like, oh, yeah, we didn't get to everything. We only had, you know, a year and a half. But also it's just a different, it's a different type of system and requires different, a different level of ongoing work and maintenance. And I think that has been a challenge for many programs. That will transition us really nicely to our last slide and just talking about kind of some of the things that went well and some of the things that were more challenging that we had chatted about before this. So if you want to, if there's any, I think we've chatted about some of these to various degrees, but we want to speak a little bit to any of the points under what you thought went well, what was like a positive coming out of this project. Yeah, I mean, we got a new case management system. And I have to say like objectively speaking, you know, it went really well, like the data all migrated and, you know, we were open at 9am on July 11th and could do our work. We did a lot of community learning and community building. We still, we have a standing meeting every Thursday at one for all, for any, for all justice server admins from the state. And so like it's a great place where we, you know, exchange questions and tips and information. All of the, the preparation for go live, I feel like really, really paid off. I think all of us who were closely involved learned a lot about project management and change management and probably even people who were less closely involved. I mean, you can look and see, you know, you know, if some, if you got enough information ahead of time or not. So hopefully those are really great things, you know, the challenges we talked about. Yeah, I mean, every, every project is going to have challenges. So it's good to just be aware of them before you go in. Yeah, essentially, I think it sounds like you did a lot of work to you were kind of had an idea that there was going to be a need for change management strategies. So then you built that in throughout the entire process. Flacking it early, flacking it often, building in those, those advocates within each group to really try to, I guess, push through what is a challenge, which is going to happen no matter what kind of technology system you are going to implement via the case management system or something, something new. I think we are, I think that is just about it. So and we've got four minutes left. So if there are any questions about anything we talked about today, any parts to this process that we didn't touch on that you'd like to talk through, anything that went particularly well for your own onboarding, if we've got folks that have done this transition recently, feel free to put it into the chat. I'll have a couple of minutes to adjust those. One thing that I'll say that we didn't quite get to you, one of the questions was what lessons transitioned to other projects. And I think something that we actually talked about earlier today on our statewide call was the importance of different types of training materials. I think everyone thinks, oh, training videos, it's the way to go with something interactive like this. But, you know, I thought about how when I need to do something on LSCs, LSCs grantees, I don't go to the videos, I go to the PDFs, like I have my PDF printed out, I've got my notes on it and I have it in my folder when I need to when I need to submit reports. And so, you know, I was like, we have to have printed materials and like realizing just that has been useful in other projects. I think also just knowing that like, I don't know if this is true or not, but like 40% of the work happens in the last two months. And just knowing that that's going to happen and it's going to come and just to be prepared for it. I also learned a lot about prioritizing, you know, what do you need to get the plan off the ground? What are the absolute things that have to get done for GoLive? What can get pushed over the line? And it's actually fine to pick up in the weeks following GoLive. We're, you know, getting ready to launch a new version of Michigan legal help. And so I'm dealing with the same things right now, like, okay, what do we need to get the plan off the ground? Yes, yes, no, no. Because you can't do everything and just kind of acknowledging that and learning to live with that and prioritize, like, what, what, where do you focus the little time that you have left as you get closer to GoLive? Yeah. For the training materials, did you, were you all coming up with those yourselves, or were you able to lean on like this, did the platform have any trainings? Where did you? So that's a great, that's a great question. We thought all along that we would have, we would be able to share trainings, but in the end, every program had their own, like we made enough modifications during implementation, but also there are just really different ways that people use the same tools that we realized that everyone really needed to make their own training materials. And, you know, even the developer didn't know enough about how we're going to use it to do a decent training. So we did our own trainings, and then even, you know, individual programs within MAP did their own trainings that we don't even know about because they built things out specifically for them. So it ended up being really individual. And every program did that, found that. It was a similar experience with the group that when I was internal at an organization, we found that there were, there were existing training materials out there, but similarly, not just the, like, our processes in the system were so unique, but even just the vocabulary. So the way that we would call, you know, like case status meant something very different in the system we were moving for. So it was like providing like dictionaries beyond just what was available and being like, okay, here's our little corner of how we do this or save us term. And this is what it means here. So yeah, I definitely, I would second the need to at least build out some resources that are custom to your site. Well, we're at time and I haven't seen any questions come through. So I guess we will stop my screen. We'll end it there. Thank you so much for putting in chat. We'll have this recording up shortly so you can reference it anytime. When I give a huge thank you to Ann for sharing all of your great lessons learned and everything about your process. It was so helpful. And yeah, we'll wrap it there.


This YouTuber claims that this trading strategy made him 113% profit in just 100 trades with a win rate of 75%. Today we're going to review and test this strategy to see if it holds up. What's up guys, I'm Jay and welcome to Bitcoin Daily. Recently I decided to begin testing some of the most popular YouTube trading strategies. During my research I came across a bunch of channels that post up different trading strategies that claim that they have 60, 70 or even higher win percentage making insane profits. But what I found is that most of these strategies didn't actually work. So I am picking out the most popular strategies on YouTube and then coding together a script so that I can back test these strategies using TradingView's back testing feature. I then show you guys the real results and win rate of these strategies with over 2000 back test trades across 7 different time frames. As we find profitable strategies I will take the best performing ones and put them to the test with real money. If you're interested in getting access to these TradingView scripts that I create stay tuned to the end. So let's dive right in. Remember that this content is for educational purposes only and is not financial advice. Do your own research before risking any of your own money. So if you're new here don't forget to subscribe to the channel and smash that like button. So first let's dive into the indicators that you need on your chart to be able to do this strategy. So first is a 200 day EMA. So just search for EMA click moving average exponential we're gonna go to inputs change the length from 9 to 200 go to style change the color to white and make it a little bit more visible for us here and then hit OK. Next we're going to add the stochastic indicator just type in stock and it should be the first one right here. Add that to the chart. We're not touching this one. We're leaving this one with the default settings third we're going to search stochastic again this time we're clicking stochastic RSI adding that to the chart. Once again we're going to be leaving this indicator with default settings. We're not changing anything on it. We're searching up TSV or time segmented volume and this indicator is by white lot. Go ahead and add that to the chart. We're going to leave the inputs with the default settings. We're going to go to chart and we're going to take off this one right here which is the moving average. There's no need for that and then hit OK. Now here comes the one that you guys all know is coming. Now the final three indicators will be the super trend indicators. It will be a triple super trend indicator strategy. So search super trend this one right here by Kivan. We're going to just click that three times and we're going to go into the style section of each of them and remove the buy and sell signals and we're also going to remove the highlighters and hit OK. All right so we have our three super trend indicators and now we have to change the inputs a bit here. So for the first one we're going to leave the ATR period at 10 and the only thing we're changing is the ATR multiplier which we will be switching to one and hitting OK. The second one we're changing the ATR period to 11 and we're changing the ATR multiplier to two hitting OK. And the final one will have an ATR period of 12 and a ATR multiplier of three we're going to hit OK. And now the chart is finally set up. I know it's a lot of indicators so hopefully this is profitable. All right so let's talk about our entry rules. First in order for a long entry the price needs to be above the 200 day moving average which is the white line. Second the TSV indicator here needs to be above the zero line. So the bars are going up like that. That means that it's above the zero line if they're going down like these right here that means it's below the zero line. Third we need at least two of the super trend indicators with green lines as you guys can see right here two green lines one red line. And finally we take a look at our stochastic indicators for some confirmation and what we need to see here is that the stochastic is in the oversold territory. Either one of these can be in oversold both of them don't have to be in oversold but none of them can be in overbought. So for example right here we see that this is in oversold. If we look at this one it's not oversold but it's not overbought. So because it's not overbought this is a confirmation here that we can take an entry. So we look at the rest of our signals. We see the TSM we see the TSV it's above the zero line. We see the price is above the white 200 day moving average and we see that we have at least two green super trend indicators. So we would enter on the close of this candle right here. Now for a short entry is the exact same thing but flicked. We need prices to be below the 200 day moving average. We need at least two red super trend indicators. We need at least one of the stochastics to be in the overbought territory but none of them could be oversold and we need the TSV to be below the zero mark. You can see that all plays out basically on this one right here on this candle and that would have been a short entry. Now let's talk about our exits because they're just as important as our entries. So for our exits we're setting up our stop loss either at the bottom of the pullback or at our super trend line that is furthest away. Whichever one is furthest. So usually is going to be the super trend indicator for coding functions. That is how we're going to be setting up the roll where we're setting our stop loss always at the furthest super trend indicator. Then depending on where our stop loss is we're going to be setting up two different areas to take profits. One is going to be at a one to one and the second one is going to be at a two to one. So you can see right here says risk to reward ratio right now is 1.01 So we just want that to be exactly one to one. That would be the first area where we would take profits. You can see that we hit that right there on that candle. Then we take profit on the rest of our position at a two to one ratio. So basically just move this from one to two and you will see that we would have also hit that take profit right there as well. So you see that here we would have made a profit of about 3.26% if we would have risked 2% like he shows in the video would have been a profit of about 6% on that trade. Again for a long entry we're setting it up once we see those same signals setting our stop loss at the bottom super trend line. Our take profit is going to be set at one to one and then we just watch the trade play out. You can see that here it almost hit our stop but it didn't it continued up and then here it finally did hit our stop loss. So that long trader right there you can see that it's a loss of about 1.5% on that trade. You stop out at breaking it for the rest of that position so you still made a bit of profit. So now that we know our entry and exit rules for both long and short and we've shown you guys some examples let's compare these examples with the bot that I got coded together to follow this exact strategy. So I'm going to turn the bot on here I'm going to turn off the indicators here because the bot is already showing me the indicators and let's look at the examples that we just went over. So the first example that I showed you guys for a long entry you can see right here the bot has triggered that long entry.  So if we put our stop loss right where the red line is and move down to the green line you can see that is a one to one risk-reward ratio trade. So exactly as we have described to you guys the rules. On the second example that we showed you guys which was a short entry you can see that the bot triggered a short right here. You can see that it took profit right here. Let me clear it out a little bit for you guys. You can see it says TP1 short for 0.5 so that's half the position and TP2 short here for 0.5 for the rest of the position here. So it hit both TP1 and TP2 on this short entry. If we look at the final long entry that we showed you guys you can see that it triggered here exactly where we set up our trade and it has the exact same take profit areas with TP1 being up here, the stop loss being down here, one to one ratio and the stop loss hitting over here so it closed the trade at a loss. So we now know the indicators. We know the rules for entry and exit and we know that the bot is working. So the only thing left to do is back test this over 2,000 times across seven different time frames. Let's see what the results are. So we have completed our back testing and are ready to give you guys the results. We did 2,100 back test trades following the exact strategy across seven different time frames to try to find you guys the best possible results that we can, right? So let's go ahead and take a look at our results here. I know you guys see a lot of green might make you a little excited but one of the things that we saw here in our best performing timeframe which was of course the four hour timeframe here you guys can see that after 300 trades it was up 146.63% with a win rate of 44%. However, if we look at the actual chart here for these results, we will see that if we just bought and held Bitcoin we would have basically been way up and now we basically be break even at this moment with just holding Bitcoin. So that's one of the things that we always take into account. Now of course there's many variables that can change these results including how much you're risking per trade if you're trading with or without leverage if you're trading while using Bitcoin itself or if you're trading using USDT so there's a lot of variables that you do have to take into account. This just gives you an idea for you to go back and kind of play with. If we look at our second best performing timeframe here which was of course the two hour after 100 trades it was up 21% after 200 trades 73% and after 300 trades 62% with 41% win rate. When we compare it to just buying and holding Bitcoin once again we see the same thing buying and holding would have been way more profitable than just trying to do this strategy. At this point now is when we would be in profit above Bitcoin and you can see that half the time here we were in the red, right? With a max drawdown of 23%. Those are the things that we have to take into consideration when looking at these results can't just go by the net profit in that timeframe because what did Bitcoin do in that same exact timeframe just buying and holding? And then our worst performing timeframe which was a surprise to me was the one hour timeframe. In the YouTube video here the one hour timeframe is actually what is being used in this video. Now we do have to take into account they did their tests based on the Euro. We're doing it based on Bitcoin and they did it back in 2014 and 15. I don't know why they went so far back. Was that how far back they had to go in order to make this strategy a 75% winner and a 113% profit? I don't understand that. I think that you need to do the immediate time that just happened. I don't know why you would go back to 2014 and 15 and this video was put out like a year ago. So that's definitely a red flag for me here but on the one hour timeframe their win percentage was 75% and their net profit gain on the account was 113%. Obviously we're nowhere near those numbers. Even on our best performing timeframe which was a four hour, the best that we did was hit on a 46% win rate. That is literally the highest. I don't know how he got 75% because we were nowhere close to that 75%. And then on the lower time frames the best performing one here was the 15 minute timeframe. You guys can see after 300 trades it was around 14.5% net profit with a win rate of 40%. A 1.237 profit factor. If we compare this to buying and holding Bitcoin you can see that we definitely outperformed Bitcoin here. The blue line is Bitcoin, the green is our trades. And if we just go back as far as the 15 minute backtesting chart lets us go you'll see that on 614 trade which is probably like six months or so the net profit is only a 0.91% with a percent profitable at 38.44%. And you can see that the majority of this time it was in the red and now is that it's basically at break even. So although it is outperforming Bitcoin it this looks like it's just kind of break even, right? Maybe go up a little bit sometimes maybe down a little bit but it doesn't look like it's really going to give you any crazy profits long term because we're always trying to think long term as a market changes. So overall I give this a grade of two out of five stars. You can see it here compared to the other strategies that are tested. This one has a one star, this one's a two star. This one's also a two star even though it did have a bigger average net profit than the other two. However, it also had a very low win rate here which it just doesn't make it viable for me to even try to run this with real money. So because of that I'm keeping it at a two out of five stars. I think the way I'm grading it if I hit a three star then I'm going to at least begin to run some type of real money on it and four or five stars then those funds will be a lot more. So because I still myself would not put real money into this I would not want to risk money running this strategy. I'm again keeping it at a two out of five stars here. Let me know what you guys think about this strategy. Are there any optimizations that you would make to make this a little bit better? Also in the comments if there's any other of these strategies that you have seen on YouTube that you want me to review drop it in the comments as well and I will be more than happy to review it for you guys. Don't forget to subscribe to the channel and smash that like button. If you guys are interested in getting the scripts and codes for any of these strategies you can join my private discord server where I will make all of these scripts available to my VIP membership group. Now if you guys like to trade in the one or two hour timeframe and are looking for a profitable strategy check out this video that I did here where I tested another trading strategy 2100 times and on the one hour timeframe it was by far the best results that I have gotten so far. Just click the video on the screen right now. I'll see you guys on the next one. As always peace and love.