All right, I guess it's one we can get started Good afternoon everyone and Thanks for being here last day of the summer yay So much to digest right like it just awesome sessions back to back so I'm gonna try and keep this as fast as possible and I would love for us to kind of have a dialogue towards the end because as much as I'm gonna be presenting this I'm just gonna be presenting really an idea a mindset and Something that we have been working on back at the state of Georgia with our state agencies So just curious here Out of the audience just a quick raise of hands like who all you are from Like a large organization when I sell our organization about like more than 200 people Okay, cool, and then anything under that I guess the rest of you and like startups and Yeah, so a good mix So this is great so majority seems like they're from larger organizations and and that's where you know I'd really see the potential for a digital ecosystem mindset and This is truly from My observation in the last few years working with other organizations and How this will benefit them and as we are making this change internally within our own organization We are really hopeful about the next steps and what comes after this so I really want to talk about the ecosystem mindset and we already know and already have heard so much about the Omni-channel experience that We are looking at from a digital services delivery perspective So a quick introduction, I'm the kill dish pond. I am the director for Georgia governor active. It's a digital services office within the state of Georgia and we work with state agencies elected officials or End user as you know, most of you will call a customer We call it a constituent as any Georgian or any person any citizen who is interested in information or Services from the state of Georgia I'll be happy also to have a conversation with you on Twitter I'm on Twitter or on LinkedIn at that hashtag. So if you are Here through the whole talk We can talk after the session or if this is a video someone's watching Feel free to kind of ping me at my hashtag on on Twitter at the handle All right, so let's jump into this So I want to talk about digital ecosystems. I'm going to talk about the ecosystem experience How do we cultivate a system and what are the elements of a system? So just a quick Down memory lane question Who had an mp3 player? Right So this is this is something that I own back then it was a sensor by Sandusk Excellent sound I had an option to add memory. It also played video Amazing right and also something that I could afford and Then came zoom by Microsoft. I looked at it. I'm like oh Microsoft's entering the market Maybe they have something better. It really wasn't anything different than what I already had. It was more expensive So I'm like, I'm just gonna stick to what I have But then something happened This came along Now if you just do like a tech review Honestly, the first gen iPod Was an inferior piece of technology compared to what? Zooms and the Sandusks already had in the market. They did not have an Option for me to add more memory. So I was kind of limited with my mp3 songs and Also They had one more step for me to deal with the device It came with something that I had to install on my computer and Manage my songs So clearly if you just kind of charted out It's so easy to use a Sandusk or keep using the Sandusk versus just changing my mindset To this clearly way more steps in world But this was the defining moment for a company like Apple that literally made them From a technology company to a music company. I mean literally they sold two billions songs when they started selling singles on iTunes and This is where they started capturing the market where people like me who had the Sandusks or the zooms They were like, no, I want an iPad. I want an iPod. Why? Because now suddenly I have a system where I can see my Compilations I can manage lists. It's an experience that was extended way beyond that one device and not only it was just Contained to that. It was also an amazing product design, right? I mean before iPods. We never had white headphones It almost became a cultural Shift, right?  Maybe it was going in a zoo Who knows? Right, it was like awesome, man. He has an Apple product I mean people actually came up and asked like hey, can I see that iPod? All right, if I had asked someone, hey, do you want to see my Sandusk? No Apple made that happen and back then what I didn't realize was actually this was like a beginning of an ecosystem that they were creating because they pretty much had This effect on all of the devices that they pretty much entered the market with Every device that they introduced like literally disrupted the existing market That they were trying to make a presence in and as the device line grew They were also very conscious about why these devices are gonna be owned by people And how can I keep making things better? They didn't just stop at iTunes they didn't just stop at any of the other products then they gave us a Commonplace a consolidated repository for hosting everything, right? All right disclaimer I don't work for Apple, but I Am a big fanboy as most of us are and just understanding and reverse engineering the thought process, right? And again, what really amazed me was after owning their products And the experience Just doesn't stop there. It keeps going on right so as technology is technology something breaks In our previous world what happens when something broke, right? I mean, I literally had to take my computer to Best Buy or Geek Squad unless I had like a multi-year maintenance plan from Dell or someone else whoever I bought my computer from But Apple literally offered me a very easy way to just say, you know, I'd go and book a spot at our genius bar and Come talk to us. Let us look at your device Literally the experience was like okay, and now I'm not that worried that something's broken with my device Someone is gonna help me with it When I walk in when they're looking at my device guess what I'm doing I'm walking around looking at their new products Because it's all contained within a store So maybe if my device not that broken or maybe it's like you know, it's time for a new device I already have something on my mind It's a genius of an ecosystem Because today's customer experience is so much more dynamic and connected than ever before that individual Transactions with organizations are really no longer discreet or isolated they really have to be connected from an organizational perspective and When all of these experiences are strung together you start realizing the benefit of an ecosystem But when we think about an ecosystem just going back to maybe our high school days, right? I mean we just think of this serene landscape or Something that just kind of takes care of itself and that's exactly the point of it as a customer It just should feel very organic. It should just feel very automated But truly if you were to kind of start peeling the onion you will see that it's not that Every element is defined every element has a voice every element has a need a value and dependency so the ecosystem mindset right the Definition of an ecosystem is a biological community of interacting organisms and their physical environment Obviously it comes from ecology, but as you can see there are three core elements of The definition it's community Interacting and environment So let's talk about community Obviously when we talk about community, it's a key element of an ecosystem. It contains people just like any other community But from an ecosystem perspective a community is not just the end user. It's not just the customer a Community contains everybody who is involved in that ecosystem and that means everyone has their own goals and Expectations as part of that ecosystem. So literally the community can be broken into two major groups internal and external community So the internal community which pretty much is most of our organizations, which we are a key part of the ecosystem Pretty much leadership management and employees right and the people with the vision and the purse strings The implementers and the people like us who are like in the trenches making this happen So for a leadership right, I mean they have to make sure that everything aligns to their organizational goals Which then gets transferred into To their managers who have their section goals and then employees have their individual goals So if we were to say like any business need that aligns with strategic priorities Basically increasing revenue increase new business expand existing business and increase stakeholder value You take any vertical today and you can apply this Strategic priority regardless of you know, you are a business or an education institution or even government All of them have this green arrow next to these Words and this one the red arrow next to a cost everyone obviously wants to drive down their costs and Then the next key element is the external community, which is the customers and This is where a lot of the organizations and Speaking from experience when I talked to some of our agencies They think they understand their customers But they're not sure because they maybe go by some anecdotal information or just go by pure Data that they collect on websites and that just not enough by itself Understanding human needs designing for people is key and that's why before we design for people we need to understand people We need to understand our customers because successful citizen or customer interactions Only results into wider acceptance of your product or your services so one of the key ways of doing that is Create personas and most of you might have been in a exercise or have seen personas created for your organization But this really should be an ongoing effort in knowing your customers knowing your end users because by creating personas we target specific customers we target essential groups by Understanding their differences and also understanding the similarities so accordingly we can decide which products which services we should be offering There's a big aspect of quantitative data as well. Like I said your analytics might be feeding you a lot of information So it's really important to kind of know this actor but the key part in creating a digital ecosystem is a customer journey a Customer journey literally is a visual map of the process that your persona Goes through in order to accomplish their goal And unless we know what this customer journey is as an organization We really can make over annual goals and we cannot really make our product offerings and features final Because then we are just designing for ourselves It's a narrative. It's a narrative that is condensed into a visual But it's really helpful because when you get insider stakeholders Look at it. It's like a one-point Realization that oh, wow, this is exactly what the customer how they interact with what they're looking for So how can we make our organization better? so this is a quick three element story of a Persona a Scenario and a goal that actually make a customer journey Because visual storyboarding of a persona reaching their goal It really kind of relies on the whole story telling aspect and also visualization aspect Because what this should tell us is hey, this is our persona. This is our user group These are their goals and this is how they go about achieving their goals. So literally your Customer journey should start from okay. How does my persona go from point a to point B? What that does it it actually? wraps context around your customer journey Because fragmented understanding of anything is quite chronic to any organization and unless we have this shared vision We are just not able to map exactly how someone interacts with the organization Just like I said earlier there could be managers Managing multiple silos and if each of them is just focused on what they are doing and not understanding What the other silo is doing that is where you cannot get major gaps So here's a template or here's a structure as I would say Where you can actually map your customer journey because it creates a holistic view of your customer experience and This is the process like literally of bringing together the Visualizing disparate data points of what is it that your customers are doing right? So if you go through the stages up there and these could be different for your organization This is what makes sense for us My individual organization because we are the technology arm within the state of Georgia And when we work with other state agencies or elected officials We take them through this process to use our services So we have a discovery design build migration and then launch and then literally after launch and then we go into process of supporting them But for this particular focus a customer journey really helps because then once we have the stages defined You can have all the steps of what happens within that stage Then you have a touch point identified a touch point literally represents a specific Interaction between a customer in your organization so that it could include devices that could include channels It could be any specific task Right, but this is made the customer journey is really made up by cities of these touch points and steps But then also what I really like about this it also lists out all your departments within the organization that are responsible and They have skin in the game So when someone from a leadership looks at this they'll be like oh wait my department or all these departments play a big part in This particular stage of a customer journey So if we kind of have to break it down the stages steps and touch points really define the experience and Then you have the next step, which is ownership based on that experience How do we know who is responsible to make that experience better? this is where ownership comes in and these departments immediately are Visually up on the wall saying, okay. Why is the experience low? Where your department has the piece of ownership in there? so this is a this is an example of our customer journey completed for one of our agencies Towards the end of the presentation like literally on the last slide I have a link to all the resources that I will be showing you right from personas to customer journeys So feel free to just kind of you know, it's a bitly link So just go and you know grab all the resources happy to share that if you have a better Solution to any other resources to make them better. I'll be more than happy to have a conversation so customer journey really kind of is the premise of deciding how your organization needs to respond to the whole mindset of a digital Ecosystem so the key aspects what? Customer journey does is it really kind of creates that shift in perspective in the organization Like how many of you can say your organization is really inside out here? basically that what that means is We know what we are and we want our customers to learn what we are right and then What customer journey really does is it makes our organization outside in like Typically customers don't care which department deals with what right? They have a problem and they want it answered So it really kind of helps with the shift in perspective It also shares like an organization wide vision Breaking down those silos Like I said the internal ownership is a big key here So people know exactly what's on fire and who can help and Then also it helps with identifying gaps between channels because clearly interactions happen across channels and when that happens if Two channels seem disconnected that is essentially where you can say well, you know what we can bridge that So breaking down silos and creating one shared organization-wide vision and ownership of key ownerships Is really key and that translates to a better channel experience? so let's look at then you know the next element which is interaction because a Journey means nothing if you don't work on how you interact with your customers, right? And when it comes to interaction, we really need to understand what people understand as far as content is concerned because it's Essentially content that everyone interacts regardless of the channel that they go to Maybe a website or a mobile app or they chat with someone They are asking questions and they are understanding answers and that conversation relies on key elements Key terms which they need to understand and someone has to actually create them But this is where the break happens there are so many content producers smeared across organizations where There is no cohesive message, right? So this is this is a quick test that Don Norman has implemented in some of his Exercises so this is as we know salt and pepper Dispenser I just want to ask the room which one of you all think The one on the right is salt Which enough you think the one on the left is salt? Yeah, so about a 60 40 divide, right? The answer is it depends It really depends what the person who is really refilling these with salt and pepper of things Right if that person thinks the right one is salt, they are gonna fill that up with salt And this is exactly what happens with a lot of organizations is if they don't have a marching order Or if they don't have a way to go back and check what they're supposed to do Or they're supposed to say They might just end up saying something which is now addition to the existing knowledge base, right? And this is how versions happen and they are created So the key element here is that it all needs to come from one source If there is a theme across this conference that we have heard is is all about headless and decoupled experiences and and the reason why I guess, you know I'm speaking at this conference is because Drupal is like a classic Solution which enables this mindset. So the single source of truth is essentially, you know, what? Organizations should aspire to for having that consistency if all of your information comes from one place regardless of the channel that is distributed against You can be sure that you can maintain that level of Consistency in your communication that that really drives down the confusion. It drives down Support calls it drives down your tickets. Essentially, it drives down your cost to maintain Also, you created once and you can just implement it everywhere and PR has been doing it for a long time And this is when content becomes really important and not just creating content and dumping it into one place One common repository is important, but also identifying. What is this content? What are the pieces and parts of the content and this is where structural content makes a big difference? It literally means that content is separated into independent parts and it is tagged Because this having a structural piece of content makes behavior more predictable and you can then Respond to whatever the query is and this is basically going back to labeling everything, right? We are not structured content. It was not new. I'm guessing all of us have recently Done our taxes Right, so some of these forms like the w2s is one of the very early examples of structured content Every piece of content has its own place has its own location and Because the structure is created It's a lot easier to process it further on at one point all of our taxes were all automated Even the simple ones or the complicated ones not automated manual But now all the simple taxes There is no reason for someone to manually put them into the next piece of structure, right? And that's exactly what someone like turbo tax identified and they came up with this piece of Genius and this is where my videos want to fail me We get the idea, right? Just takes a photo and identifies exactly what needs to go to the next place It's supposed to go. How does that do that if the content was not structured in the first place? Having structured content really helps with applications like these But for that as part of the ecosystem the last but also The next most important piece is also the environment, right? Because we need to then plot out exactly what we need to have in Order to kind of take that structured information and serve it further on So at one point our environment pretty much consisted of a website that could be just delivered on say a desktop a tablet or a laptop and then late on the phones and With responsive design it was easier where it just kind of structurally changes but now we just cannot control right because there are so many different devices that are coming up and One of the good things about having structural content is now through API eyes. You can reach other Channels you can reach touch screens You can reach like we can't even think of every channel that now an organization is thinking to create that experience for us right now I don't know if we should be doing this while we are driving but now we have the facility of Accessing the web in a work car if you own a Tesla, you know exactly what this is and you know It's a challenge for us Like how does our content appear on these screens right from a screen this size to a small watch To something that doesn't even have a screen a Conversational interface really kind of just relies on the content itself and understanding the keywords to Give you the needed answer without the ability to show you anything We need to plan for all of this to kind of make sure that all these independent parts are open which are Labeled as fields really then are focused on the channel delivery So imagine just kind of you creating one piece of content and then within that pieces you identify What needs to be conveyed through a conversational device was it was needs to be conveyed on maybe you know screens What is what could be tweeted out? At that point if that happens It's a lot easier for someone to rely on any channel and any device Basically to have the same piece of information relate to them But for that you know as an organization we need to make a list of what are going to be all our channels Devices are not channels a lot of a lot of the conversations are being in where you know people when they hear about the Omni channel experience they come to us and they start talking about devices devices are really not channels Devices simply just provide the means right to access channels And as you can see across channels or across devices you can leverage multiple channels So for example a mobile phone can actually give you a Mobile app experience a website social media email SMS telephone or even like a live webcast So through all these channels just using one device right so The common misconception is that the computing devices are reliant on Channel strategy no you need to have a channel strategy and then you just need to kind of make sure that those channels are supported by these devices And again now this will happen unless you have that single source of truth So to kind of wrap this up The whole ecosystem that you're going to be planning on creating for your organization really depends on First understanding how you can get your organization ready Because when someone like if you have internal implementers or you get an external implementer to implement say an Omni channel approach of delivery to your customers It can only work so much If your organization is not prepared, but if your organization is prepared to kind of adopt to the Omni channel experience By just having the right conversations including all the key stakeholders It is going to be way more successful and and it should be you know a lot easier implementation so just a quick takeaways right so Design for your customers not for your organizations, right and Map your organization goals to the customer journey. Just take a look at your digital ecosystem like what Channels do you support at this point across which devices ask yourself is these are the most important gaps? That did you need to feel right now to have like a consistent channel solution and then Be device agnostic really like let's not thinking about okay This is what we want to do because this is how we want to be seen on this the message needs to be the first thing and This this happens by just studying these touch points right because these are the common customer journeys where we understand the context of interaction and and But the biggest I guess pieces keep your content just simple and structured because regardless of your delivery regardless of your devices Regardless of your channel if your content is really simple to understand and it's structured I think that is the key in your success and the success of your organization Thank you again feel free to reach out to me on On Twitter, but I'll be more than happy to have a Conversation if you have any questions or you know just come seek me after the session Cool. Thank you all Any kill hey That was great. Thank you Billy Hilton stated with Carolina So I'm curious a little bit about the you know content seems to be the heart of the digital ecosystem Vision you shared what about I'm trying to better understand like applications and more task-based Experiences so as digital services director and in Georgia.  They're typically closed and difficult to align to you know some of the Devices and interaction points you share, but how does how do they fit in a digital ecosystem? How do we? things that aren't so content-based, but are more task-based and Typically larger applications. Sure. Yeah, it does. No, actually, it's a really good question The so we did a Survey a few years ago and We asked constituents like what are they looking for when they interact with us and 60% said they were looking for Applications and 40% said they were just looking for information But as we kind of dug deeper we realized that even though they were looking for applications like very few of them actually went through the whole transaction process But they essentially were looking for information So there's a lot of information that comes with that transactional Application ERP or any other key application. So, you know, the communication is pretty key up there But also on a customer journey You can still map that because that is a touch point if someone uses a phone to use your application That is a touch point and then you can take it further to see How they use it and what are the gaps there? Right exactly That could have its own customer journey like where do people call? Where do they actually use the application to the new license or sometimes they could just walk in the store and renew their license? Hi, I'm great great talk. My name is Megan Davis. I'm with the mass doc every design And I'm wondering in the public sector. How do you navigate when your? Organization goals are not aligned with your customer journey and I'm guessing when you say customer journey is you're referring to Constituents. Yes. So how do you navigate that challenge when an organization's goals are not aligned with a constituent's journey? That's a great question, but a really hard question. It's I wish I had a silver bullet for that, but I think a really good visual of a customer journey and a Visual that is accompanied by a good explanation Helps Because having conversations with stakeholders again taking them back aligning to what the initial Goals were right like I said the strategic goals, which is like driving Business up or reducing cost or increasing existing so even at a say public sector for example food stamps Right. I mean the whole idea is federal funds fund that program and then we have to make sure that many people sign up for it So they have to be some key Success indicators for that and then if we just drive those back to the customer journey saying this is where the problems are You know, they have a better way of understanding than what should be done within their organization Thanks for the interesting presentation I'm Eric from I had a question though and the first version of that journey customer journey chart All made sense to me then you had another version that had like a graph with some happy faces and sad faces Yes, and I was wondering where you got that data to sort of show how different areas were performing better or worse Yes Good. Yes. Thank you so this is The actual implementation of the template that you know, I have shared from that link Everything else is the same But yes Eric as you as you pointed out that is actually a graph that plotted an existing customer experience Because we went through this process. We were able to kind of say, okay, this is where they really were not that happy Because maybe in our conversations, they were just not getting what they wanted because we wanted we were just going back and asking questions about like, why is it that you want rather than what is it that you want and Once we had that moment of clarity and then we moved into the next step it went up so Then that interest peaked Then the evaluation obviously they were you know really kind of in a different mindset and when the decision came down to again, they were not that thrilled because there was a Cost factor associated with the service that they were looking for so the reason to plotting that is Like we just need to be aware of future customer interactions based on some of the past journeys of at that point We this is possibly what's going to happen with our interaction that they are going to be just cautious So we should be Prepared to deal with that particular so the dot going up or down. Yeah, it's just a visual representation And honestly, I mean this is something for our team To look at because all of us then understand this is what happened with one particular customer I'm gonna jump to the last slide again feel free to Use that bitly link we have a bunch of Resources out there customer journey maps. We have resources for personas. We have resources for empathy maps There are a lot of UX based resources. There are also a lot of accessibility resources so feel free to grab those and Use them Go ahead. I have another question. That's all right. Um, is regarding the structured content How are you like creating the buy-in in the public sector for writing in a structured way? That's the challenge. I know we're having on mass.gov and trying to convey so yeah insights. Yeah We kind of when we implemented our content management system the the Drupal platform Like Kendra here who is our director product like her team implemented like most of the content types by giving all of the structure and having agencies Use that like we go through a lot of training so that the agencies can actually start using those content types to have a structured Content, but it only kind of you know help so much a lot of them we'll still just use like one site page and just jump everything in it and At that point like if we have to for example, we say hey everyone use Locations and locations has its own structure. So at any point we can just aggregate all the locations to okay If you're in this physical location These are all the state offices around you or services around you unless they put that in there It's not gonna happen But yeah, it's it's a matter of just constant, you know communication with them and you know Train them to kind of just use them from day one. So hopefully we hope that did that's what they know and Sort of turn a hack it around But I'm sure Kendra will have some other ideas so we can regroup after After the top. All right, if not anymore, I will wrap. Thank you again. Thank you. I appreciate you sitting through


Welcome, everyone. Welcome to our TS30, Digital Storytelling. What's your story? We're happy to have you here today, and we know a lot of you are joining us. I see at least 70 or 80 people that are currently online for this event. This is actually a one-way event, so you will be seeing me. So it doesn't help art, the training and education manager, I'm the host. And also our expert presenter. What was I saying? Tight? Sorry. And he remains here today. So essentially we just want to make sure that you'll be able to hear us. You can chat. Some of you better move to this. I see some of the chats now. Go ahead and chat and if you have questions for any event, you can feel free at any time or let us know if you're having any problems. I'm going to take you into the course itself so that you can see where we're going for the archive of this event or the recording of this event. So I'm going to share my desktop right now. And now you should see me talking in the live event. Essentially what this is is this where you're watching the live event. You can chat in here. You can also see the link that Alicia will be chatting out. Alicia Kidd is our online learning specialist. And she will be chatting out the links that we just provided for us. You can also navigate your settings down here at this year. So if you want to change anything about the quality of what you're viewing, you can do that right here. Also just to give you a quick overview. When you go into August 8th, our last week event, you can see that we have our archive of the event right here. You can watch that. All of the resources that were mentioned last week are listed here. There is a survey that we encourage you to take for each event, whether you're at the live event or you watch it as a recording. And then there's also lots of other resources that we provided that are downloadable. So if you see a downloadable or an image of a document, you can simply click on the upper right-hand corner and that will pop up the document. It will take you to Google Docs and then you can download Trends or otherwise share that document. So for today's event, we don't have anything listed yet, but we will do that later on today so you'll be able to view all of those resources as well as the archive view. Great. And I'm going to stop sharing my desktop. And I am going to introduce Louis Tate, and he is going to be taking you through an amazing presentation that will really introduce you to building the power of storytelling within your nonprofit. So Louis, take it away. Great. Thanks, Susan. And hi, everyone. I'm really excited to be here, a part of StoryMakers 2017. This is our first event, actually. So we have just a really great lineup of TechSoup 30s webinars. We have a learning curriculum. We'll be sharing all these links. We have a contest that begins September 5th. And this is all around helping nonprofits build their storytelling capacity. And today's topic is on what is your story. And I'm going to share my screen now. So you can see here, our topic is what is your story? My name is Louis Hite. I'm the senior manager of our StoryMakers campaign. You can find me on Twitter at Luisha. And so our first question is why does TechSoup care about stories? Why has TechSoup, this is our seventh year of running a storytelling campaign. It's my third StoryMakers campaign here. And the reason is pretty basic. It's TechSoup, you know, as an organization, we believe in a world where nonprofits not only have access to technology. That's what we're most well known for through our donation program in the United States and around the world. But for StoryMakers, and starting seven years ago, we realized that nonprofits must have the capacity to tell their story through video and images and to show their mission through storytelling. This was around when it was clear that YouTube was taking off. And so the capacity to tell a story, to use video well and images well, it was clear it was becoming almost as important as providing nonprofits with the technology that you need. So these are just a few of the reasons we could have a whole TechSoup 30. We could have a whole hour webinar and probably a series of webinars just on the video landscape. But I just chose a few kind of powerful bullets here. So, you know, YouTube, YouTube has over a billion users. A third of the people on the internet are watching video and personally, I actually think it's even higher. You can see the future, a little typo there, the future is video, not if video. By 2017 online video will account for 74% of all online traffic. So we're here. That's what's happening now. Then I thought this last one was a really interesting statistic. I think this is the reason a lot of you are probably attending and why nonprofits care so much about storytelling, which is the power of video that a good video on your landing page can increase conversion by 80%. That's a pretty high, you know, that's a pretty powerful statistic. So to begin the storytelling journey, we have to ask the question, what is your story? And today I'm going to take you through a three-part process to answer that question. And I want to give credit to one of my mentors and really excited to let people know that Searing Lama from Greenpeace is going to be presenting our first Storymakers webinar. It'll be on authentic storytelling, a 10-step process. So even though today I'm just focusing on three parts, Searing's webinar is really the inspiration for my presentation today. And I really recommend that everyone come, sign up. We're going to have the links in the TechSoup30. And I'm going to just take a break and read Searing's description because I think it's really important framework for this question of what is your story. So give me one second. And so this is our Storymakers page. We'll be putting the link there. And what you're seeing here is our timeline. And September 14th is the webinar with Searing. And so Searing is, wait for my screen to show. Searing is a storytelling advisor at Greenpeace. She travels around the world for Greenpeace to their different offices and helps the various offices and chapters better tell their stories. So we're really fortunate to have her. And as Searing and I were developing her webinar, I just want to read the description and a key part of it, which I feel is kind of the core to this question of what is your story. The process of creating stories is as important as the process of presenting that story. Creating a story is an ethical process. It comes from a non-profit's heart, mind, and passion from the body. So I'm going to go back to my presentation and we'll begin this journey. And today it's an introduction for Searing's webinar. It'll be an even deeper dive. And by the end of between today and especially after the webinar, you really will be able to have a very rigorous comprehensive process to beginning the storytelling journey and answering the question, what is your story? I also just want to point out all of the offerings that Texas has that today we're focusing on the narrative aspect in Searing's webinar. We'll also be focusing on the narrative aspect. But one of the things we're really proud of about our storymakers campaign is that we also focus on the production aspect. And together those two can make a impact story. And we'll have the links for you on our digital storytelling for beginners course. It's a perfect course for those of you that are new to storytelling and want to guide to the pre-production, production, and post-production process. And then I'll final shout out to our CRAC webinar team. Our second webinar will be focused on production. We're really excited to have a video producer from the organization do something. Kerry Groff, who is an expert in literally producing videos. And so Kerry will be sharing do-something tips on our second webinar. So this is the three-part process that we're going to be focused on today. The first is alignment. What we mean by alignment is you as an organization need to look at and think about what has been your story. This can be an update to say a video that you already have. It can be the start of the process. But even if it's the start of the process, your organization has a story. If you're an organization working in mental health, what exactly has been the story? How when you have visitors come to your office, how do you tell them your story? So we'll dive into that. And then the visioning. Visioning has to do with what is the result of your story? What do you see as the pot of gold at the end of your journey? That is, if your story comes to fruition and is achieved, what does that look like for you? And then on the flip side as part of this process, and we'll dive deeper into this, what does it mean to face ruin? What does it mean if your organization fails? Mapping this out helps you refine the question and the answer to what is your story? And then the last part that we'll go over is to co-develop this whole journey. How do we get there? And this is a two-fold co-develop dynamic. So how does the follower of your story get, let's say, to the promised land, to this pot of gold? But also, how do you as the storyteller co-develop this story? And so we want to help you provide you with a community and the resources and the process to be able to get there. So first is alignment. And one of the best metaphors that I discovered when I was fleshing out this process is, literally, truly, imagine speaking to a Martian. Imagine you're talking to an alien and you need to tell this person who knows absolutely nothing, who has no idea who you are, what has been your story. So these are all questions that we want people literally to write out, which is what has been your story till now? Who are the key characters? What are their motivations? What have led them, yourself, but you need to think of it as your characters? What have led you to this point? And these factors listed on the bottom of the slide really apply to the whole process. As you develop the story, as you answer these questions, we need to be flexible and light enough to refine the story. Stories need to be fluid. They need to adapt. They need to be updated. They need to be refined. And those are just some key traits to keep in mind as we move through this process. One of the big things that I, again, got from Syrian is to move from being dogmatic defenders to being open-minded. What we mean there, and we'll share some other examples, is to basically expand your horizon to open up yourself to possibilities. And then some other key factors just for us to consider as we ask and answer this question, what is your story, is the narrative has to be built from within. In Syrian's webinar description, she talked about that this process needs to be an ethical one. It needs to come from your heart. It needs to come from the body of your organization. It needs to be able to change as people's hearts and bodies and minds change. And it needs to reflect the organization's culture, values and themes. And I think this is really important. This is something to think about. You brainstorm this with your team. Because especially in today's world, stories can be used in very, very many ways. They can be used to manipulate. They can be used for misinformation and disinformation. And so the best counter to that is to embrace storytelling. And this is something that TechSoup believes storytelling as an ethical process. So the next part is the visioning. Here, these are some key points to consider when you're thinking about the visioning of your story. It's where do you want people to enter? Where do you want people to begin? Are you, say, beginning at... Do you need to construct a new, literally a building for your organization? Is it for a campaign? Is it about the mission? Has your mission changed? Is it about a pivot? And then these are the key questions that we want you to look at as part of this process. Which is, what is the best case scenario if you win? We tell stories to engage and to have an impact and to really activate our supporters. But what does that mean? What does that mean for you if your best case scenario comes to be? And one way to help you refine that is what would the world look like if you fail? And be specific. These are very kind of grand, general questions. But the key thing is to ground it for your organization. And for your very, very unique, specific needs. And hence your specific story. So we can get into towards the end if we have time. Some examples if people want to ask. We can do that. But again, we really want to encourage, you know, you who took the time to attend this TechSoup 30 to not do this alone. That's a point I really want to emphasize that storytelling can be intimidating for very many nonprofits. It can feel intimidating around the process of answering the question that we're focused on today. Which is, what is your story? If you're a homeless shelter, it's like that question can feel overwhelming. So don't feel like you have to answer it alone. That's really, really important that we want to encourage nonprofits to create your own community. At least create your own team. We know many nonprofits are small. If you're a two-person organization, do it together. Discuss it over lunch. This can be a lunch exercise where you take this presentation and you, you know, start putting it on a board and put out your answers, put down your responses, and then come back to it. Come back to it next week. Have a follow-up lunch. Have a 15-minute check-in. It's really important that this process not feel overwhelming and it shouldn't. It should feel something very organic. As we said earlier, it should feel like it's coming from the body of your organization. And that process that we're talking about is how do you co-develop the story? And, you know, I love and we'll share the links in our TechSoup 30, which is the idea. And again, I want to give credit to Greenpeace and their storytelling team. And you'll be able to see the link where they really talk about this, being courageous and generous. You know, stories can, I mean, I think we, you know, we have to acknowledge that it's very easy, especially on social media to focus on the negative or focus on attacks and to kind of, we see, you know, kind of different types of stories going viral that way. And that's, you know, that will always be an option. That is always there. But that obviously is not our focus. That's a type of storytelling that is reactive, that is often negative. It's, you know, the opposite of being courageous and generous. So that's the side of the fence that we fall on with storytelling. You know, we want to provide tools for organizations to create stories that are contagious and spread generosity and courage that are compared to the other types of contagion that just check out Twitter and you know what I'm talking about. So these are the questions to ask with your team as you co-develop the story. Again, put the answers on a board, do it together, and don't see this as a one time or two time process. It really should be, you know, at least a month. And frankly, this is a year long process. Hopefully nonprofits will submit to our Storymakers 2017 campaign. You will create a video or five photographs and you can submit those. But, you know, come back next year. And even, you know, that's why we do the Storymakers yearly.   And now you can even do videos. You know, we can do 10 second Instagram videos or Facebook lives. So the importance of asking these questions and returning to them again and again is something that I really want to emphasize. So the other sets of questions, you know, we previously, you know, we're focused with the visioning that relates to what is the conflict at the center of your story. And here, you know, this third step is really kind of, we could call it co-visioning or co-developing as well. It's sharing amongst your team and really trying to refine that. Again, we don't, you know, we know that it's a very competitive digital landscape. They're very, very, they're literally billions of hours of video content being created. So the specifics and specification is key here. So some of the ways that you can really ground the story is to think about the setting for the conflict. Where is it taking place? If you're a mental health organization in Louisiana, what is unique about your setting? What is unique about the community that you are serving? So who are the characters in your community? Who are the characters that come to your organization, that enter your building day in day, that call you up on the phone? And then again, these final sets of binaries here are really important because these are what will help you refine and ultimately come to an answer around this question of what is your story? You need to think about what happens if you succeed and what happens if you fail? What happens if people are greedy and don't support you? Or what happens if they're generous? What happens if scarcity takes hold or if there's abundance? And then your story should always come back to how do you get to the pot of gold? That is the key. That is what you want to be discussing with your colleagues, with your supporters, with your volunteers, with strangers, with an alien that you imagine coming if you're from Mars or it's from Venus, whatever you prefer. But this is the process that will help you develop your story to get to that pot of gold. So these are the resources that we'll be sharing. Again, I encourage everyone to come to the 10 step process webinar. It's going to be, I'm going to be attending, not just as a story maker aficionado, but as a tech soup employee. So it'll help us tell our story. It'll help. I'm going to share it with some nonprofits that I volunteer with. I can't kind of emphasize enough how excited I am about that webinar. The story maker's 2017 page is where our contest will be hosted. We're really excited this year that we have one of the things that we realized last year that it was kind of unfair to have a contest where small nonprofits were competing against some of the largest, you know, the international, the Greenpeace, the, you know, Red Cross Mothership. You know, that's just an unfair competition in terms of their video submission to a, you know, two to three person, you know, youth mindfulness nonprofit in Albuquerque. That's just an example, hypothetical. But so what we're doing this year is we have three are our contest. We're asking organizations and people who are submitting to list the their organization size. So we're breaking it down by budget. The small first category is for organizations with a budget under 500,000. The second is 500,000 to a million. Then the third is over a million. I'm not sure, Susan, if we have a global audience today, but we also, you know, tell your friends who work at NGOs abroad that we have a global category this time. So that's something new. And then, of course, we have a community voting a people's choice category. And all of that information is you can dig into our FAQs on the on the story maker page. We also have the links to our first comprehensive storytelling curriculum. Shout out to Susan, who helped put that together and my colleague Ali Bezekian. This is a comprehensive pre production production and post production course that you can take and and we're excited to have them free. And then this year were one of the tools that we're focusing on is Adobe Spark. And it's a very easy if people are intimidated by the storytelling process and where to begin. It's a really great tool to start with. The last thing is we have our TechSoup forums. If you have any storytelling question, hop on in there, post to the in our storytelling branch and specifically in our story makers 2016 2017 thread. And we will respond to you. These are some of the other links that I use in the presentation. I really recommend the book elements of story by Francis Flaherty. Francis is an editor or was an editor at the New York Times, but it just has tons. If you're looking for kind of what makes up a great story. I recommend this book highly and then, you know, take a look at the mobilization lab that is something that Greenpeace did. And then you can see more about what I was talking about when I talk about being courageous in the storytelling process from the link there. So that's it. I'm on a hand it off back to Susan and thank you everyone and check us out at Story Makers 2017. Thanks so much, Lewis. You covered a lot of information and before I go to the course where I'll try 15 seconds, we did get a question from Stacy. Stacy wants to know if we have production companies donating their services to these projects. Do we? I think I'm unmuted now Stacy. We have a partnership with the Taproot Foundation and they started an online platform called Taproot Plus where you can sign up. And so nonprofits in need of help can sign up and then professionals who offer their services sign up. So we'll share those things as well. That's really the best resource we have there. Great. Thanks Lewis. We, Lewis and I are actually in the same room. So if you guys notice, I saw someone say lip syncing. That's so funny. That's good. There is, but it's always difficult. We're in the same room because we're muting and unmuting. So sorry about that everybody. And thanks for letting us know. Couple quick things. We are exactly at the one o'clock top of the hour. I did really, really super, super quickly want to share my desktop and I am going to show you the course, the Story Makers course. It's a free course. So look, if you guys, if any of you are just getting started or you think you need some resources such as templates or handouts and we've done them all as fillable PDFs. So you'll be able to download them and type into them. There are three modules, pre production, production and post production. So you know, we've got a webinar series, both 60 minute webinars and 30 minute webinars like this to cover these three processes for digital storytelling. And when you go into the module, there is a getting started tab which has a glossary of words that you should know if you're a digital storyteller. There's short videos. I swear they are short. There's also activities. So activities could be something like how to evaluate your video concept. Like Louis said about being generous and getting your whole team to think about it. Well, evaluating to determine what is the best concept. And this is a fillable field. So you can actually download this, you can click on these buttons and it will do the addition for you. So no math needed. And you can check and see if your concept meets some minimum qualifications. Also, lots of things like shot lists, production plan evaluation tool, their spreadsheets, matrices, there's release forms. Everything you could possibly need in your planning or your pre production process. And same thing, module two and module three are the exact same. They're built the same way they're designed for different styles of learners like you in nonprofit and library land. So we want you to take advantage of this tool and also to give us feedback. It's important that we keep on getting feedback to make it better. And if we miss the mark, we want you to tell us corrective feedback is actually one of the nicest compliments because it means you took the time to tell us what we could do better. I'm going to go ahead and go back into my own video and I want to thank Lewis. Lewis took a lot of time to put this presentation together. He heads up the team that develops and delivers the story makers campaign every year. So Lewis, thank you. I know you have a lot on your plate and we really appreciate your time and your expertise. I also want to thank Alicia on the back end for chatting out all the links and especially to all of you who came to this event. I promise we will get the PowerPoint up. The recording will be up as long as all of the links that Lewis shared in the PowerPoint will put those in the course as well. You'll be able to find it in the August 15th module and you can watch any of our other recorded events that have occurred since April. Again, thank you so much. We hope to see you again in two weeks on August 29th where we start talking about preproduction to that planning process. Lewis, thanks so much. Have a great week. It's Tuesday, so have a great rest of your week. Bye-bye.


Hi everyone, Joe for JaspiesCaseBreaks.com coming at you with a nice little break here 2020-2021, Panini Mosaic Choice Basketball, four box pick your team number two, four boxes from pretty much a fresh case, a very big thanks to this group for making it happen on a Chew Tuesday, nice to see some train losses in this break, so thanks everybody here for getting it on the action, if you won your team in prism, yeah you still get a shot at that $500 break credit, remember we had the description, we saw it, we have select teams that are worth five entries for $500 break credit, good luck, now let's see which four boxes, which four are we going to do, so let's, yeah you know what I'll do, we'll put all these boxes, we'll put them on our screen here, we have another four boxes loaded up in the store right now, I feel like there are some teams that are like $12.99, so that would be a pretty inexpensive way to chase after $500 break credit, that would be a nice return, alright so we'll go one two three and four on the dice roll, if I roll a five or a six I'll just roll again, and it's four, one two three four, so we'll do that column right there and we'll save these for another time, and good luck, so we're looking for you know the peacock parallels, autographs, all sorts of good stuff in here, just the autograph position, there it is, alright nice LeBron James national pride card for my Lakers, that'll be for Matt, got Aaron Baines 84 out of 88, we got Dilo to 88, Timberwolves edition, that'll be for Brian, Aaron Baines will go to the Raptors, that'll be for Joe, James Ramsey 77 out of 88 Sacramento, Brett, with the Kings, got Isaiah Joe and CJ Elby, these are not numbered, and behind Terence Ross is Mason Jones, Sixers, that'll be for Robert, there's Terence Ross right there for the Magic, alright next box, Deandre Aden sun's edition, nice Jerry West 81 out of 88 for the Lakers, nice Larry Bird, all-time greats, peacock parallel, nice, that's going to be for Joe in the Celtics, Paul Pierce 86 out of 88 also for Joe in the Celtics, we got Onieka Okongu and Mason Jones, the autograph behind Vince Carter is Robin Lopez, and a pretty funny state farm commercial with his brother, twin brother Brooke, this is a Wizards edition, it's going to Darren in the Washington Wizards, it was Vince Carter, Toronto, alright we got Clint Capella, we got Boyan Bogdanovich six out of 88 for the Jazz, that'll be for Joe, Ricky Rubio 64 out of 88 for the T Wolves, Brian, nice, this is the stuff we're looking for here, nice Tyrese Halburton one out of 88, just one off the Jersey number, that's Kings, that's going to be for Brett, nice, this is Patrick Williams for the Bulls, and a nice Anthony Edwards, rookie card for Brian and the Timberwolves, behind Jay Sean Tate is Cam Reddish, Hawks edition that's going to be for Joe, current Laker, basketball season restarts on Thursday, there's Jay Sean Tate, it's pretty solid too right, Darren with the Rockets, alright fourth and final box, good luck everybody, fourth and final, alright got Troy Brown Jr for the Bulls, Josh Hart two out of 88, Pelican that'll be for Joe, Mitchell Robinson 76 out of 88, for the Knicks that'll be for Darren, DMACC with that one, Chris Paul 40 out of 88, Sun's edition going to Joe, got Isaac Acoro and James Weissman, not numbered, final autograph, good luck and then we'll give away 500 bucks of break credit, it is Patrick Williams, rookie auto for the Bulls, Joe with the Bulls, I feel like he still has some upside, still has some potential, not sure how he's been doing this season, you know I am curious, he's had some moments because he's been injured, no he's got, he's got, he's logged in 43 games this year probably averaging about like 27 minutes a night, 10 points a game, got three rebounds a game, four rebounds a game, a couple assists maybe a steal and a block a game, alright not bad, not bad some upside there and there's Grace and Allen, it's Memphis edition right here, yeah he's been playing pretty well with whatever team he's on now, alright let's give away some money, let's give away some money, so how am I going to do this, let's take everybody's names right here, I don't know if there's an easier way to do this, alright so we got five names right there, so let's do this, two, three, four and five, so that's Brian's five entries, then Nico will get five entries here, one, two, three, four, five, then Nico with the war is one, two, three, four, five, and then Matt has five, I don't know where Matt's name is, wait did I use Matt's name here, oh let me start, sorry guys, I'm not sure what the most efficient way to do this is but I've certainly found the most inefficient way to do it, alright let's get all your names here again, so we need five entries for Brian, there's one already, two, three, four, five, now let's find Nico, there's Nico, two, three, four, five, so there's Nico's five entries for the warriors, let's go down to Matt in the Lakers, there's Matt, there's one, two, three, four, five, that's Matt with my Lakers, Brian with the Timberwolves, gets five entries, one, two, three, four, five, two, three, four, five, then we need Robert with the Sixers, there's Robert's names right there, two, three, four, five, so there's your five entries Robert and then Brett with five entries, two, three, four, and five, so there's Brett with five, there's Robert's five, Brian's five, Matt's five, Nico's five, and then Brian with the Hornets, Brian's five right there, all right now let's gather everybody's names here, New Dice, New List, and Win or Take All, name on top after three and a six, nine times, gets $500 a break credit, so good luck, one, two, three, four, five, six, seven, eight, and ninth and final time, so after nine, good luck, there should be like a draw, I need a drum roll sound effect, all right now the saddest of all is going to be spot two, but I would encourage spot two, Brian, unless your name's on top, I would encourage you to try again, there's a lot of $12.99 teams in mosaic choice, we've got $20 teams in prism choice, real easy ways to try to win yourself $500 a break credit, give yourself another chance ladies and gentlemen, thank you, but ultimately a lot of sad names, but the happiest name is on top and that's Omar, congrats to you Omar, $500 a break credit going your way, check your email for it, if you don't see it, check your spam folder, you don't have to use all the break credit at once, it never expires, so congrats and a lot of great breaks, so use it on jaspyscasebrakes.com, I'm Joe for jaspyscasebrakes.com, like I said prism choice, mosaic choice, a lot of teams to get to try to win yourself some break credit, that break credit's going to really come in handy for brand new release day tomorrow, prism basketball, five star baseball, so check it out folks, I'm Joe, I'll see you next time for the next break credit break, bye-bye.


Morning traders, Patrick Munley here with another Tick-Nell chart. I'm going to draw your attention today to a developing opportunity in the Stirling Aussie. We have been in a down trend, we've got some pretty decent divergence on the last low and I think we're moving into a corrective period now and certainly we have the potential for an inverse head and shoulders scenario to play out here. Watching today's candle close, looking for a close at or above current levels to set long positions, initially looking for an equality objective at the 187.68 handles. So important for me today that we close above the near term volume waste average price which comes in around 81.77 and then long positions through the highs and targeting a 187.68. As always traders, plan the trade, trade the plan, most importantly manage your risk. Until next time, thanks very much.


and welcome to Connecting Hawaii Business on Think Tech Hawaii. My name is Kathleen Lee, owner of Kathleen Lee Consulting, and I am your host for this program. Think Tech Hawaii is currently live-streamed on ThinkTechHawaii.com as well as on Think Tech Hawaii's Facebook and YouTube pages. And viewers like you have the opportunity to ask us questions during the show by emailing them to questions at ThinkTechHawaii.com. Now that we have that intro out of the way, I am pleased to introduce our guest for today. She is the chairwoman for the Republican Party of Hawaii, Ms. Sydney Godfrey. Hi, Sydney. Thank you for being on the show. Hi. Thank you. Thank you for having me. Thank you. Absolutely. So let's launch right into this. Tell our viewers about yourself. Okay. I was born and raised in Honolulu. I am Korean and Chinese, and I did attend UH Manoa. I have four children, three daughters and a son. My daughters all live in the mainland, and my son lives here. My daughters live in Ohio, San Diego, and Las Vegas. So they're kind of spread out on the mainland. But so it's fun because I get to visit all my grandchildren all over. So I retired in 2015 after being in business for about 30 years. And my business was about helping people find jobs and helping companies find people. So a lot of my experience is connecting people and recruiting and finding the people that are best suited for the jobs that I was given to help. So that's my background and what I retired from in 2015. I should connect with you more because part of my business is helping people out with resumes and interviews. And thank you for reminding me about that. I know your business did have focused on like employment for people. So it's good. I will talk about that offline. We are here today because we are talking about how you are now the chairwoman of the Republican Party of Hawaii. So tell us about a bit about your journey about how you became the party chair for the state of Hawaii. Well, you know, when President Trump became president, it was such an amazing journey for a lot of us. We were so inspired by him and the things that he was able to do for America. And of course, we were so disappointed when he didn't win in 2020. And so one of the things that he said on his way out was become engaged, get more active as a Republican. So I wasn't very involved up until today. And so I called the party and I tried to find out how I could become more engaged, how it could help, you know? So funny thing, of course, they were looking for a chair candidate. And so I accepted and I ran and I became chair. And that's how it happened. I mean, that's one way of getting involved. Yeah, so I suppose that's also a testament to how you are as a person where you like leading is one way of you to serve the community, which I think is is always great. And I would love for you to go over what the party's values are and what the party stands for. Well, our party's values have always been about letting people decide for themselves what they choose to do. For Republicans support this government, we want lower taxes and being fiscally responsible for it. We like schools of choice. And we do want America to be first. We believe in the Constitution of the United States and our party stands for the people and their freedoms. Wonderful. So tell us about what the Republican Party of Hawaii has been up to these days. And just for to get people up to date, Sidney got into the position in 2021. So earlier this year, May, May 15, just to be sure. I say it because it's only been three months. Yes, yes. So it's only been three months. So in those three months, what has the party been up to? Or what have you kind of picked up on? And what are you looking to introduce as far as the party goes and what you would all like to do for the state? Yeah. So I would say as a newbie, let's just start there as a newbie Republican because I wasn't so involved before.  But you know, as I mentioned before, President Trump really kind of woke us all up. And what we saw was a huge like 70,000 more people voted Republicans in Hawaii. It kind of went through the roof for us because we realized that people were more conservative than we actually realized. So what we are up to today is that as a new administration coming in, we have a very, very strong leadership team. So we're getting organized. And each island is working hard to find candidates. Candidates are showing up and wanting to run. And so we're starting to work with these people. And most importantly, I think is that we're organizing ourselves to sustain our future. In other words, when I came into the party, it was almost as if I had to start from the very beginning. In other words, I didn't have enough transition of history. So a lot of it I had to redo or start all over again, which made it, you know, pretty challenging in the beginning, in these first three months, actually. And so we're working on that very hard and focusing on our campaigns, structuring it, organizing it so that we can win our elections. Okay, so let's let's go with that. Well, actually, let me kind of tie in our theme of the show, which is connecting Hawaii business. So I like Hawaii News now had a story on you about like when you first got in, and they mentioned that you wanted to apply your business acumen to run the party as a business. So two part question, Sydney. What are your plans on that? And two, how what are the party's thoughts on how businesses and government in Hawaii should deal with the current pandemic? Totally two different things. But let's start with your plans in running the Hawaii Republican Party as a business. So I think most business owners or people who run their businesses will agree with me that one of the first things we do is make sure that the money we have is being well spent. And we're fiscally responsible. So I took a look at all of our bills, making sure that what we're spending on is what we need. And if we didn't need it, we needed to cut it out. Okay, that was first. So as a business, I looked at the structure and I wanted to make sure that we had a big basis of what we needed to do. And the RNC has been very helpful to us on giving us a lot of assistance and structure. And so we're well on our way organizing and really doing a lot of planning. We're spending a lot of hours organizing. And anyway, that's where we are right now in that in that structure business sense of my experience. As far as the businesses and pandemic, well, sometimes I wonder, have has anyone asked businesses what they need? And how they could run their businesses under the changing pandemic conditions that we are in? I really have to wonder, and I feel like sometimes the state is being run based on according to what they think is best and not asking businesses in the mix of how they could work to we could all work together. Because as you know, we have the red states and the blue states and the red states a little more open than the blue states. And and they're not sicker than the reds. The red states are not much sicker than the blue states. In other words, we're all encountering very similar situations. Okay, but I believe that businesses can remain open using the CDC guidelines, you know, the social distancing and the masking. And and and we can all run our businesses like that.  But if they had followed the same guidelines, they could have stayed open also. So when when I look at it from a business standpoint, I think, why did they choose to close small businesses and let the larger ones stay open? Did they ask the small businesses, will you be able to run your business using the guidelines? I don't know. To me, that didn't make sense for us to close the smaller businesses and let the larger ones stay open. It was like a almost discrimination. I think that's a that's a valid point, I mean, and it's good that you bring that up. I think it's always good to question things that are going on, especially like guidelines or even like regulations that come down from our local government. So I appreciate you asking that question. On that note, are you or the party currently working with initiatives or programs to align the local party with the national party in addressing COVID-19? Well, I think we share the same values and vision. Okay, let me just start start with that because I always feel that the Republican Party always does what's best for people. So let's just take Hawaii, for example. Since we live on islands, you know, each island has different needs. So I don't feel like sometimes it's the one size fits all kind of a and sometimes I feel that that's what's happening is that we just do a one size fits all and that's it. And then, you know, I know Kawhi wanted different kinds of shutdown and Maui and so forth. So finally, they all came up with their own sort of need for their island. But I feel like sometimes we just need to think almost individually about the issues that affect us. So anyway, as far as aligning with the national, I do feel that we are and some but but you know, one of the hard parts or the challenge here is, of course, that we're a blue state and Republicans are more open about the masking and the vaccinations. So it's just not as easy to align in our state as Republicans. That's fair to say. I want you to go over some of the current challenges that the party has, but that might launch into something longer. So let's go on break first. In that way, we can have something that's uninterrupted. So when you return, Signeen are going to keep talking about the current challenges that she's able to identify when it comes to the Republican Party of Hawaii. So stay tuned. Okay, I'm Mitch Yuan, host of Hawaii, the state of clean energy on Think Tech Hawaii. Hawaii, the state of clean energy is about following the many clean energy initiatives in Hawaii. Hawaii, the state of clean energy appears weekly on Think Tech Hawaii at 4pm on Wednesdays. Thank you so much for watching our show. We'll see you then. Aloha. Welcome back to Connecting Hawaii Business on Think Tech Hawaii. My name is Kathleen Lee and our guest for today is Signee Godfrey, the chairwoman for the Hawaii Republican Party or Republican Party of Hawaii. Okay, so lastly left off, we hinted about the challenges of the Republican Party of Hawaii faces, especially being the minority party of the state. So Signee, let's take that cue. What are the challenges that you identified for the party? So once Hawaii used to have the highest turnout voter turnout at one time, today we're last. And that means that we have become really apathetic. Because a two party state, you know, encourages participation, engagement, it, it makes people want to get involved, engaged. It makes our leaders actually more accountable. It allows more interaction and debate over policies that are really good for the people. So my challenge is to achieve a two party state. And what I know for sure is that we have a leadership team that is getting us organized, working on our infrastructure, focused on sustainability. And we are donating many, many hours to rebuild the Hawaii Republican Party, so that we can have a voice and achieve a two party state, which is so important. I believe it's not only for the Democrats themselves, but for the whole state. So that we have this healthy debate, healthy interaction with each other, and have more balance, I believe that is needed to have a state that is healthy. Let me put it that way. I agree with you on that, Digny. I feel like conversations can progress, especially when individuals and groups are able to offer different opinions. And in doing so, people can find, perhaps like, like holes or things to work on, as opposed to, you know, just like the same opinions and people are not countering them. So I agree with you in that. I know I sent you some questions, but I do want to ask this, like, what do you think would prompt people to be more active in the Republican Party? Well, I mentioned earlier about, you know, the lack of a better word, I'm going to say chumpism. I think chumpism has hit Hawaii. We have a lot of people still very supportive of President Trump. Whether he runs or not in 2024, their, their energy for that kind of thinking that President Trump gave us is still with us. And we are maintaining that there's a lot of people who are just eager to still maintain that. So we're working with the groups that are feeling the same way, and, and pulling, asking them to join us, and they are. And so, so that's what we're working on, is working with Trumpism. Got it. What are some lessons that you can share with your viewers from your experience so far in the last four months? What experiences or lessons, what lessons can you share with your viewers in regards to being the leader, the chair of the Republican Party at Hawaii? Well, okay, I'm going to start out by saying this. Right now, I'm in the honeymoon stage. Since it's only been three months, I feel like I'm a sponge. And I feel strongly that the party is on the rise. I feel very good about that. Our team feels good. And I'm very, very optimistic for our future. Raising money is a challenge, because especially in pandemic times, when we can't all get together. But people are struggling. Businesses are not at full capacity. And our economic leg, the tourism is limping. And our economy is very weak in Hawaii. Most of the money that we have, I feel is going to rail, which is really a disaster. And what I know for sure is that I have done what I'll make use, make sure our party becomes stronger, better, and win elections. And that is what my focus and my team focus and our party is focused on today. Okay, is there anything else that you would like to add that I missed or any questions that I may not have asked, or anything about the party, or your leadership or your process so far that you would like to share with their audience? Well, I hope that whoever is a Republican listening or maybe on the fence about being a Republican might really want to think about joining us and helping us if you're even a little bit conservative, because, you know, really, our state really does need a two party system. And we need to have more balance about that. So, so I just want to leave with that. A two party system is health. Healthy state. Absolutely. And seeing if people would like to get a hold of you, how would they go about in doing that? Okay, they can reach me at Cygni, s-i-g-n-e, at g-l-p hawaii.com. And I don't mind sharing my phone number is, do you folks do that? Yeah, it's up to you. Okay. So my number is<PHONE_NUMBER>. I'm happy to take calls. Well, thank you very much for that Cygni. Thank you for coming on the show today. We really appreciate you talking to us about the party. And it's always a challenge too, especially if you've just come into a leadership position. So I acknowledge and appreciate and commend you for that. Well, that said, again, thank you. And thank you to Jay Fidel and the entire staff at Think Tech Hawaii for making programs like this possible. We had Michael helping us out today. So thank you, Michael. And until next time, thanks for tuning in to Connecting Hawaii Business on Think Tech Hawaii.


We present Nigel Antony in The Hornblower Story, adapted from four of the C.S. Forrester novels by Val Gilgood, with Terence Skelton as William Bush. Part two from Lieutenant Hornblower, Sealed Orders. While renowned plowed her course westwards across the Atlantic to the West Indies Station, there were two questions which for her crew and more especially for her officers seemed to passing of each day more urgently to require answering. Following upon the accident to Captain Sawyer, Wood, first Lieutenant Buckland, taken upon himself formally to assume the responsibilities of taking command of the ship and what were the contents of those sealed orders from the Admiralty among the Captain's papers, the orders which defined the objectives of renowned mission when she reached her station. Swayed in a canvas straight jacket, the Captain lay in his cabin. And less reduced to insensibility by Lordenham and bleeding, he either screamed or sobbed. A crew that under the tyranny of a mind already deranged had been fast disintegrating could now again be made seaman. For the officers and for me the junior Lieutenant Buckland's decision was the vital thing. Only with Lieutenant William Bush did I find it possible to open the problem. How much longer before Mr. Buckland opens those orders Mr. Bush? God knows. If he takes the ship down to Antigua only to find out afterwards that he has to beat it back to windward, he'll get his knuckles wrapped finally by my lords. And if he reads secret orders, he's liable to be reprimanded for presumption. What's your reading Mr. Hornblaw? Greatest altitude I've ever measured. I've never been as fast as this before. And what's your result? I'm not certain. What's the difficulty? I can shoot the Sun. No trouble about that. It's the calculations that bother me. All those damn corrections. Well they're not so hard sir. Now check against mine. I've plot the position with parallel rulers. There's the point of interception. Now I can check against dead reckoning. I see. We're still being set to solid. We're not far enough east for the Gulf Stream to set us not. You said you'd never navigated these waters before. That's so. Then how? Well I suppose you've been studying. Well at any rate there we are. It's something to know that much. What do you think number one will do Mr. Hornblaw? He must make up his mind now or never. We lose ground to lured every day from now on. What would you do? I'd read the orders Mr. Bush. I'd rather be in trouble of having done something than for not doing anything. I wonder. Those orders made attaches on independent service. It's a chance in a thousand for Bucklin. I suppose it is. You wish it was yours. I must put these things away. I'm exercising the lower deck guns crews after Hans have had their dinner. Yes Mr. Hornblower. Permission to have the deck wash pump Rick sir. Men feeling the heat eh? I don't know about them but I am Mr. Roberts. I have 15 minutes plenty of time. Very well. Thank you sir. Captain of the Waston. Get the wash deck pump rigged at once. Form over the handles, roll over the hose and jump to it. Aye sir. Give away. Hornblower has some odd fantasies Mr. Bush. He seems to be enjoying himself sir. Well rather him than me. Drive out I hope. What's going on here Mr. Roberts? Mr. Hornblower wanted a bath Mr. Buckland. I don't know if it's good for discipline. We'll hope he doesn't get himself a fever checking the sweat like that. No sign of that sir. Well it may clear his head. Perhaps he could clear mine. Your sir. I need a clear head at this moment. Send Mr. Hornblower to my cabin when he comes back Mr. Roberts and ask the surgeon to join us. This thing's got to be settled. Aye aye sir. Mr. Bush find Mr. Clive and let him know that Mr. Buckland wants him in his cabin. Well Mr. Clive. He's done it. Read the orders. As far as I know. Yes Mr. Roberts. What do you mean by that? What was in them? They're secret orders Mr. Roberts. Even if Mr. Buckland had taken me into his confidence I couldn't tell you. No need to be pompous about it. What did the captain do? What didn't he do Mr. Bush? Poor devil we might have been fiends from the pit. You should have seen him car away when we went into his cabin. But I thought we were going to cut his throat instead of just finding the key of his desk.  I suppose you would not be guilty of exaggeration Mr. Clive. I would not sir.  And did you find this precious key? We did. Mr. Buckland opened the desk. Well Mr. Buckland found the orders. The usual linen envelope with the admiralty seal. So he's now read them and when he's done the wiser. Well God bless my soul. I don't imagine we can expect to know what's in store for us. We've only been at war for nearly ten years. We just obey orders. Helmer Lee let go and haul grape shot in the belly or champagne in a captured flagship. Who cares? We draw our four shillings a day wet all fine. Well I'll wager a week's pay on a change of course Mr. Buckland's read those orders. Mr. Clive? No takers. Officer of the watch? Yes sir. We're altering course two points. Steer south west. Course south west Mr. Robert. South west it is sir. Buy Paul hands to the braces. Another pull on that poor brace there. You're pardoned Mr. Buckland. Yes Mr. Robert. Can you tell us our mission now sir? No. It is still secret. Very good sir. But I can tell you where we're bound. San Domingo. Scotsman's Bay. San Domingo. His Spaniola. Haiti. Three names for the same island. I am obliged to you Mr. Bush. Hmm. Haiti that's where the blacks are in rebellion against the Spaniards. That is so I believe Mr. Roberts. Yes. You ask me Captain Sawyer's not the only one that's nervous. I didn't ask you Mr. Clive. I wonder is it of the blacks or is it because Captain Sawyer's still alive. I would suggest that as surgeon you go below and attend to him Mr. Clive. That is your business. Let us some company up here Mr. Hornblower. She's rolling damnably. Rolling? She's wallowing. Oh lord. Are yours must be a cast iron stomach Mr. Bush. Why the devil must be lying who too like this. Mr. Buckland seems to want time to study the lie of the land. He's been studying it through that telescope of his for a good half hour. Why can't he make up his mind. There's nothing to see at this range but the mountains of San Domingo. How much more does he want to see. We know there's a fort up there flying the Spanish colors and everyone on shore must know by now that the British ship of the lion is prowling about. The dons don't have to be clever to guess we're not here on a yachting trip. All we're doing is giving them the time they need to prepare a reception for us. What else good Buckland do. He could have come in with a sea breeze and a couple of darkness with a landing party ready. Put them ashore at dawn. Storm the place before they knew there was any danger.  Hard luck. Mr. Robert. Sir. Portac Helmsman. Something. I could wish we were going into action. Not running away to think about it. Anxious to meet fire Mr. Hornblower. Nothing like that Mr. Bush sir. Quite the opposite of you must know. I wish for too much too quickly. I've been curious about my intentions. I propose to take the ball by the horns tomorrow morning. Satisfied now Hornblower. I trust you're all satisfied Mr. Bush. Your pardon sir. We'll round the Samana Point and force our way straight up the bay. Here gentlemen. It won't take many broadsides to wipe out any shipping at anchor. Particularly any privateers sir. Just so Mr. Roberts. We'll sink them or burn them. Then we can decide what to do next. Any questions. No trouble with the tide sir. As I understand none. What about the south shore of the bay Mr. Buckland. There is the fort. I have a plan to deal with the situation Mr. Roberts. I have you anything to ask Mr. Hornblower. No sir. And then that will be all for the presence gentlemen. Stomach still troubling you. No. Not happier at the prospect of action. Not this one Mr. Bush. Bush was in command of the lower gun deck and of the 1724 pounders on the starboard battery. Under him I commanded those of the port side. I saw a group of the surgeon's crew carrying the straight jacketed figure of Captain Sawyer to the safety of the cable tier. A pitiful wreck of a man writhing and weeping. There were ship's boys with buckets of sand to give firm foothold to the gun's crews. A ring of extra fire buckets round the main mast. Slow matches smoldering in tubs for the rekindling of lint stocks. A marine with fixed bed it posted at each hatchway. The gunners in list slippers standing by their tackles. The powder monkeys scurrying about the deck. Each carrying a charge for the guns. The breechings cast off and the gun crew was standing by. Ten men by every gun on the starboard side. Five on the port side. Bush would redistribute them when and if necessary. We don't run the guns out yet Mr. Hornblower. Very good sir. Sir. Yes Mr. Wellard. Mr. Butler's compliments. I'm pleased to run your guns out. Thank you Mr. Wellard. Up ports. Will you try a ranging shot at the bachelors when your guns bear sir? Your orders Mr. Wellard. No sir. Mr. Butler's. Then say so. My respects to Mr. Butler and it will be some time before my guns are in range. Aye aye sir. Yes Mr. Hornblower. There's a point running out ahead Mr. Bush. You see the shallows there sir. The channel must bend round them and there's a battery out there on the point. You see the smoke. Yeah. Now they must be heating for red hot shot. I dare say. Well we'll be under crossfire. Not for too long I hope. That's the fort sir. No doubt. And here it comes. Good Mr. Bush. Too good. I might just reach the battery on this side now sir. Then try what you can do. Can't you open fire yet Mr. Bush. This minute sir. How hot they all reach it. Carry on then Mr. Hornblower. Hot shot had begun to strike home on renown. Smoke was curling up from a deep gash in the deck beams by my head. From above I could hear the rush of feet and the clank of pumps which told me that on the main deck tour they were fighting fires. I realized something strange in the feel of the deck under my feet.  We had run aground smoothly on a mud bank. Doomed to be shocked to pieces by that accursed fort. If the battery had failed to roast us alive where we lay. Tide's still rising Mr. Hornblower. It's an hour before high water and we're pretty hard to ground. Steady there. Swab that gun out properly. High water you say Mr. Bush. Yes God help us. You keep their embrasures swept sir. I'll slow their rate of fire even if I don't silence them. But the fort's still out of range. Yes.  I'll leave you in charge down here Mr. Hornblower. Aye aye sir. You want to meet Mr. Buckland? We have to kedge off this confounded sand bank Mr. Bush. Aye aye sir. Get a cable out half through a stern port. Very good sir. And Roberts sir. You must take the stream anchor off in the launch. Aye aye sir. And shall I take the men from my gun sir? Do that. Shifting the weight would help.  There might be an alternative sir. What? If I fired all my guns at once it might just break the suction. Worth trying by God. I'll have them loaded and ready in three minutes sir. I'll tell them the captain. Thank you sir.  Try them and run out. Await my order. There you go sir. I'm sure it's our best chance Mr. Buckland. No need to explain. We'll try it. It's a pretty pickle Mr. Bush. Poor Roberts is dead. Roberts. Cutting two by a shot as he entered the launch. It makes you my number two Mr. Bush. Settle at the capstone bars there. Brace your feet. Tell Mr. Hornblower to fire his guns when ready Mr. Bush. Aye aye sir. Take the strain. Heave there. Heave. Also good Mr. Bush. We're off ground but we've lost the flood. If we touch again, ketching off may be impossible. Yes sir. We could get out with the land breeze sir. I know that as well as you do Mr. Hornblower. But do you know what that means? It means defeat. My first command. In on the spring cable Mr. Bush. Head around to sea. Aye aye sir. Be Mr. Buckland. Yes sir. When the tropic night closed down upon the battered renown. Buckland sent for Bush and me. His cabin was like an oven. Its two lanterns seemed to give out an intolerable heat. We sat staring at the chart upon the table. While the sweat trickled under our uniforms. Question is, what's to do? Should we bear up for Jamaica? I wouldn't go so far as to advise that sir. What else can we do Mr. Bush? Tell me that. If we head for Jamaica sir. We go with our tail between our legs. Through. All the same there's Captain Sawyer to be thought of. Captain Sawyer? With a success to our record there might be a less diligent inquiry into the matter of Captain Sawyer's supercession. If we limp in defeated I'm likely to be asked why I took upon myself the responsibility of attacking Semana Point. What do you think Mr. Hornblower? I agree sir. You do, do you? Yes sir. We did our best dammit. Anyone could run aground in the channel. Nothing could get up the bay under such a crossfire. We might still make a landing on the seaward side sir. A landing and a surprise attack. Mr. Bush? Well sir. Go on. Mr. Hornblower didn't mention to me. He thought a surprise landing might have more chance of success than bombardment of the Fortrum Battery. But that was before the dons knew there was a ship of the line in the neighborhood. Why didn't you suggest this masterly plan to me who Mr. Hornblower? It was hardly my business Mr. Buckland. That responsibility for success or failure is mine. Have you changed your mind? I think something might still be tried sir. As long as it was tried at once. You mean tonight? It would be the best time sir. The dons have seen us driven off. Excuse me sir but that's how it'll look to them. The last they saw of us was beating out of the bay it's unsaid. They'll be pleased with themselves. But an attack at dawn from another quarter over land that would be the last thing they'd expect. Might well be. Adjust how would you make this attack Mr. Hornblower? Well the wind's fair for Scotsman's base sir. We could be there in less than two hours. We could have a landing party told off and prepare by the time we arrive. Say the hundred seamen and the marines. There's a good landing beach there. In land the country may be marshy. Um oh that's here sir. Just be the hills of the peninsula. But we can land on the peninsula side of the marsh. I marked a spot yesterday. You did did you. Go on. Well a landing party should reach the crest without difficulty. They can't lose their way with the sea on one side and Samana Bay on the other. They simply move along the crest then rush the fort at dawn. Now what with the marsh and the cliffs the dons are liable to keep a poor lookout on that side. You make it all sound very easy Mr. Hornblower. With a hundred and eighty men. Enough I think sir. What makes you so sure? There were six guns firing at us from the fort. I counted them. Ninety men at most. Sixty maybe near the mark. Add an ammunition party and men to heat their furnaces. A hundred and fifty men all together. More likely as few as a hundred. Do you think such an attempt might succeed Mr. Bush? It might sir but time is getting on. A secondary pulse would be ruined. Yet once the fort is in our hands we can deal with the privateers up the bay. They could never use it as an anchorage again. That's true sir. Dammit let's try it. Very good sir. Now who's to command? It would have been Robert's duty sir if he'd left. Mr. Bush you will take command. Yes sir. Who do you want to take with you? Do you require me any more Mr. Buckland if not sir? Do we need Mr. Hornblower any more Mr. Bush? I'd like Mr. Hornblower to come with the landing party sir. Very well. It will leave me with only one lieutenant aboard. Several of the master's mates are good watchkeeping officers sir. Very well. You look troubled Mr. Hornblower what is it? I was wondering about altering course sir. We could head for Scottsman's Bay at once and save a little time. We'd better get it before the wind. We'll set course in a few minutes. Any further suggestions Mr. Hornblower? Only one sir. We might take with us some grappinals with lines attached. They might be useful if we have to scale the walls. I agree. Remember to see the issued. Yes sir. Will you need a runner? The hate won't be as well sir. Anyone particular? A young wellard. He is reasonably cool headed and thinks quickly. Then all is settled? Yes sir. And it only remains to set course and issue the orders. You will see to it Mr. Bush if you please. Aye aye sir. Oh Mr. Hornblower I've been meaning to ask you. How in your opinion did Captain Sawyer come to fall down the hatchway? Well I fancy he must have overbalanced Mr. Buckland. The ship was lively that night if you remember. Yes I suppose she was. Hello there Mr. Bush. Carry on if you please. Good of you to ask for me Mr. Bush. You deserved it. It was your notion in the first instance. I'm glad you picked young wellard. He needs a change from the ship. After what he's had to put up with from Sawyer. That's true enough. Any more news of the Captain? Ask Clive. All he does is shrug his shoulders and wink and look the other way. But I can't believe Sawyer will last much longer. I'd not be in Buckland shoes. Unless this landing comes off. No certainly should help him. I don't look forward to the inquiry for all that. No. Well if you'll have course set for Scotsman's Bay I'll give the orders for the landing party. You'll not forget the grappinals Mr. Bush sir. Do you ever forget anything home blower? Where the Samana Peninsula began a small water course had worn a wide gully in the cliff at the easterly end of the beach. That night sea and surf and beach seemed to be a fire with the phosphorescence of the water vividly lighting up the ore blades as the launchers pulled ashore. Carrying the landing party. We landed thigh deep in water and it seemed thigh deep too in liquid fire. Our weapons and cartridge boxes held high to make sure they were not wetted. Bush was excited and tense. It was all I could do within the bounds of discipline to hold him back from plunging a head at once in violent action. I might have sounded confident enough in Buckland's cabin. It was another matter on that beach in the darkness with the conviction growing that on the success of our enterprise depended not only the lives of myself and Bush in 180 men but also the reputation of renown and first Lieutenant Buckland's professional future. Part two of Lieutenant Hornblower. You heard Nigel Anthony in the title role and as the narrator with Terence Skelton as William Bush. Mr. Buckland was played by David Peart Mr. Roberts Paul Hertzberg Wellard the boy Mark Hudson and Mr. Clive the surgeon John Jardine. Location recordings were made by Christopher Hayton Webb and David Fleming Williams aboard the IP torso. The musical score is by Johnny Pearson. The Hornblower story is directed from Manchester by Trevor Hill.