QuickBooks Online 2023 Account and Settings, Billing and Subscription, Usage and Sales Tabs Get ready to start moving on up with QuickBooks Online Here we are in our Geekray Guitars practice fire. We started up in a prior presentation using the 30-day free trial. We also have open in another tab the free QuickBooks Online sample company, which can be useful to have open at the same time we're working in our company file. Support Accounting Instruction by clicking the link below giving you a free membership to all of the content on our website broken out by category further broken out by course. Each course then organized in a logical reasonable fashion making it much more easy to find what you need than can be done on a YouTube page. We also include added resources such as Excel practice problems, PDF files and more like QuickBooks backup files when applicable. So once again click the link below for a free month membership to our website and all the content on it. We're going to be using it here to look at the differences in location using the business view and the accountant view. We're currently in the business view for get great guitars as can most easily be seen by the icons on the left side. I'm going to go to the cog up top and switch it to the accountant view, which is my preferred view. This is the more kind of formal view that I am more used to. But as we go through the practice problem, I'll try to show where things are located under both views. It's the same stuff, but it's going to be located or housed in different locations with different names under the two views. I'll try to toggle back and forth to show that as we go. Now, if you want the sample company open at the same point in time as your company file, you're going to have to open it in an incognito tab, which you could find in Google Chrome by going to the three dots. And then you can open an incognito tab or you can open it in another browser. For example, we here are in Google, you could open it in Firefox or something like that. If you try to open it in the same browser with just another tab, you might run into problems because Intuit's going to try to log you into your account, which is going to cause you problems to get into the sample company file. Okay, we're also zoomed in a bit by holding down control up on the scroll wheel. I'm currently at the 125% on the zoom in. First, a quick recap of our objectives. Obviously, the business objective is revenue generation. Our objective in the accountant department or as a bookkeeper is to facilitate and record financial transactions to create the end result financial statements, balance sheet income statement or profit and loss and related reports so they can be used for whatever they are needed for. At the least you would think income tax preparation and we want to do so as easily as possible. So the business can focus most of their time on whatever they do to generate revenue and less of their time on facilitating and recording financial transactions. We also want to facilitate our financial transactions in such a way that we have good relations with the people we do business with those being the customers, vendors, employees, other. So how we do that when we first set up the QuickBooks process or the QuickBooks file is one, we set up the QuickBooks file, which we did in a prior presentation. Two, we set up the underlying foundational items, which is what we're working on now, which includes some of the items in the cog up top. These being things like the lists, the chart of accounts, the products and services and the settings that we're going to be using, which we're going to be going through more here. Once that has been set up, then we can start doing and facilitating the data input which is typically done by the items in the plus button, which are breaking out by cycle here. And this is what actually creates the financial statement, balance sheet and income statement. And then we further facilitate those transactions and communicate who we're doing business with customers, vendors, employees by using the various centers, which is why what I would call them on the left-hand side, such as the sales area or the customer center, the expenses, which would be the vendor center in my thought process and then the employees, of course, on the payroll side of things. So right now we're still in the setup process. We're going to go up to the cog up top and look at the account settings. We just set up the file. Let's go into our account settings here. Last time we looked at the company information. Now we'll look at the billing, the usage, the sales. So in the Billings tab, this is where we have the information that we used in order to set up the file. So this is what we're basically paying for at this point in time. We got the QuickBooks Plus. Now, obviously we're on the free trial version. So this would be after the free trial. Remember the price is inflated because we use the free trial. So if you were actually to purchase the software, it would typically not be this much money because you're going to look for a discount or something at that point in time. But that's that we have the upgrade. So if we needed to upgrade the plan here, downgrade the plan. Now remember that QuickBooks has different tiers of QuickBooks online. QuickBooks online is different than QuickBooks desktop. But once you're in QuickBooks online, there's different levels of QuickBooks online, which you could basically think of them as adding features as you go up to a higher level within the online software. So therefore it's easier to go up a grade if you need more features. It might be more difficult to downgrade because you might be used to using some of the higher grade features. So just kind of keep that in mind. You want to use the grade that's going to be covering what you need, ratchet up as you need to do so, but be careful when you ratchet up that it's difficult to ratchet back down because then you're going to be used to whatever you've been using. Then we set up the payroll, which also has different tiers that you can use. Remember that payroll is one of those things that you got to think, do I want to do payroll within QuickBooks or to hire someone outside to help me with the payroll? I would really recommend getting advice on that. But we turned on the payroll for the 30 day free trial so we can show some payroll transactions here. Obviously again, you can upgrade, you can downgrade, you can cancel the payroll. Be careful on thinking that you're just going to test out payroll and then switch or something like that. That's not really what you don't want to tinker with payroll really. Some things you can tinker with. If you're trying to fix something, you can try to mess around with it until you fix it. But payroll is not usually one of those things. The adage would be measure twice, cut once in my opinion.  Then try to fix it by gluing it back together or something that becomes a mess. Then you got the QuickBooks live full service bookkeeping. These are other features that you could possibly look into. Get live support. They're going to give you more support on the bookkeeping if you go into that. QuickBooks online payments, accept payments online. This is an option to make it easier to accept the payments. It's kind of an add on type of feature. We might dive into that in a future presentation in and of itself. Checks and supplies. Get the products you need to help your business easily and effectively. They're basically selling you checks and supplies here in this one. It's kind of almost a sales thing. But you can look into those. There might be some helpful information. Let's go into the usage information. These are your usage limits for QuickBooks online plus. If you need more room, upgrade to a plan with more capacity. Find out more about usage limits. We're using the plus here. We have the different grades of QuickBooks that you have to pay more for. We talked about when we set up the QuickBooks file, some of those tiers. Sometimes if you get larger, these are the types of things that you'll have to basically upgrade on. You can go into here and see when you might need more room and basically have to upgrade at that time. It's time to power up, get more room and functionality you need with QuickBooks online advanced. Accelerating invoices create invoices 37% faster. Custom rules. That's one of the other things that you can often want to do when companies get larger. They want more customization with the people that are using the QuickBooks file so they can apply internal controls. So manage your team's access, priorities, circle member, and so on and so forth. So if you start to have a whole lot of information in the system, then you might have to be upgrading once you hit some limits. So then we'll go to the sales tab here. So within the sales tab, you got the customization, customize the way forms look. So if you go into this item, you can work on those major forms and usually we're thinking about forms that are going to external users. So those forms will typically be the invoice, the estimate, the sales receipt. So because those are the forms that you're given to basically clients generally. So you might want to customize them, put your logo on them. I think we might touch on that a little bit more later, but we won't dive into that now. We're going to use the default forms for the practice problem and concentrate on the financial transactions that we're going to be entering into the system rather than the look of the form in general. But you can dive into that in more detail here. And we might go into it in another section. I'm going to go to the cog dropdown to get back to where we were, account and settings again. And then we were in the usage area. No, we were in the sales area. Then you've got the sales form content. So these little plus buttons will give you more information about it. So the preferred invoice terms. So an invoice represents a bill and it would only be used if you were on an accrual system, meaning you did the work first like an accounting firm or law firm. You send the invoice and then you have to collect on the invoice. Then the question is, when is the invoice due? The default here is 30 days. So whenever you make the invoice, the default will be that it's going to be due within 30 days. You can add more custom fields if you have more fields or something different than that here. You got the preferred delivery method with the option of none print later, send later.  The delivery method default determines the way you'll deliver sales forms to newly created customers. You can change the default delivery method for a customer by editing the customer on the customer list. So you can go into the actual customer and change that default setting by customer. So I'm just going to keep it at the default for none now. Shipping, which would only be applicable in certain scenarios, adds shipping field, date tracking number, destination subtotal to sales form. Related settings are in the advanced chart of accounts and shipping accounts. And you could turn that on or off when applicable. I'm going to keep it on the default of off at this point in time. And then you've got your custom fields. So if you need something that you would like to track that's going to be on some of the forms and you want to add a field for it, which can be useful when you're trying to sort your data, sort your invoices, then you can look into the custom fields here. And then we have the custom transaction number. So we're going to keep the default on that lets you view and change your transaction number. So we'll keep that on as the default service date adds a service date field. If you need to track the date, a service was performed separately from the invoice date. So note that when you when you actually send the invoice, that's when the QuickBooks system will record revenue. If you're on an accrual basis or when you're on an accrual basis, you will do the work first. Then you're going to invoice the client. Now it's possible that you actually did the work before you issued the bill, because maybe you had to then figure out the hours or whatnot in order to issue the invoice or the bill to the client. So now the invoice date is different than the date you did the work. So there's still kind of a disconnect, a timing disconnect there to when the work was actually done and the data input form in the system. So you have this adds a field date if you need to track the date a service was performed separate from the invoice date. So that could be useful in some cases to kind of get your timing right. So adds a discount field to invoice and other sales forms related settings. So you can add a discount if you need to on the sales form so that you have like a discount that you can apply there. And then the deposit deposit as a deposit field to invoices. So you can subtract a customer deposit from the total to calculate the balance due. So when you have like an invoice, you can, if they gave you a prepayment or something like that, or I'm sorry, put a deposit down or something, then you can add that to the deposit field. And then you've got the accept tips, accept tips from customers on sales receipt and invoices. This is a default setting that will apply to all future invoices. So let me open up the discount and the deposit fields just to check those out and then open up an invoice. So I'm going to save that setting. I'm going to close it. You don't have to do this because I'm going to turn them back off, but just to give you an idea. If I go to the plus button up top, the sales forms are invoice forms and the sales receipt forms. So we're in the customer side of things. If I go into an invoice, then if I was to populate an invoice, we'll enter invoices later, but you got the customer field, you got what you're selling down here, you've got your total. And now they've added this discount, this discount item that you can apply here. And then you have your deposit item. So if they give you some money on the, you know, for a deposit, then you can add that field here as you create the invoice. So those, those are those fields.   And then just to see that, I'm going to hit the cog button. I'm going to go then to the account settings and then go to the sales side. And then we're going to go to these items. Again, I'm going to turn them back off just so you could see the forms change. Close that back up plus button sales form. And so, so now we don't have those fields. So unless you're using them, it's sometimes useful not to have them in there because then you have a less cluttered field. So you have some customization on what's going to show up on your invoice. Closing that back, hitting the cog button again, going back into our account settings back into the sales area. So that was, and that was that. And then we have the tags here. Let's you add tags to track sales. So this is another kind of custom way they can, can add another layer of tracking. We might look at tags in and of themselves, but they're kind of a specialty usage type of thing. We've got the products and services show products and service column on the sales forms. That's on by default. So it's going to show the products and service items by default. We'll keep that. It can show the number. It can show the number here, but we'll keep it off by default. Turn on price rules. So this is kind of a new thing that's in the beta at this point time. Price rules allow you to provide discounts for specific products to certain customers for a specific amount of time. So it gives you, you know, more optionality or customization over that process. Track quantity and price rate. So that's on by default adds quantity and rate fields to sales forms. We have that on by default. We'll keep that on here. Track inventory quantity on hand. So obviously if we have the tracking of inventory noting that with inventory, there's multiple methods you can use to track it. You might try to stay in a cash based system and basically just expense the cost to get sold when you buy the inventory, which could only be used if you don't have that much inventory. You have a just in time kind of system.  You can use a periodic inventory system, tracking the inventory outside of QuickBooks, or you can turn on inventory tracking, which will track not only the dollar amount of inventory, but also the unit, the units of inventory. That's what we're going to practice on here. That's one of the differences between the levels of QuickBooks software by the way as well. That's why we had to level up to the plus in essence here that we're using. I believe the main one so that we can track have the capacity to track inventory. So we got the late fees default charge applies to overdue invoices. So when you send off the invoice and you say it's going to do it's going to be due within 30 days. What if they don't pay you? Well, you could try to turn on the late fees at that point in time. And if you turned on the late fees, then you've got a flat fee that you can apply the grace period and so on your default settings for how much you might charge basically for the late fees. We're going to keep them off here. Then you've got the process invoicing. You need to unsave the changes. I'll say yes process. So create multiple partial invoices from a single estimate. Now an estimate is something that you might do depending on the industry you're in. It's typically using like a job cost system that you might make before you create the invoice. If you're in a type of company that has has long term jobs. The job is happens over a long period of time.  So you might have you might then use this method for that. So normally we do the work first and then we bill the client or we bill the client at the same time that we're doing the work. But if we have these long jobs, that's when you could have it like a like a different revenue recognition kind of principal percentage of completion completed contract. Those are specialty areas. We're going to keep that off as the default, which is the default. And then you've got your email message sent with the forms. So most of the time these days when you send out your your information forms, usually like the invoice is the most common one. You might have a message that's going to send out by default when you email it out. So instead of mailing it, we've got the email. It says use greeting deer versus so you could, you know, say to if you want or have it blank and then full name, or you can choose whatever methods you want to address them as company name, first name, last name or so on. And then and it should pull that information in from the customer data that we enter when we add customers, which will do in a future presentation. This is for an invoice. The estimate is another form that you might provide, say to a customer if you have a system where you're using estimates, the credit memo kind of reverses a sale. So hopefully we don't have to use that too often. The sales receipt is something that you might provide at the point of sale less common to present it to the client, because it might be an internal form, but it might be an external form as well that you give to the client. And then the statements are the things that you create periodically to summarize all the invoices that might be outstanding. So if they haven't paid you, for example, and then the refund receipts. So these are items that you might give to the client. Here's the default message for each of them. So here we've got the invoice, the subject line, and then we appreciate your business. Please find your invoice details here. And then, of course, it'll give an attachment of the invoice so you can customize this message. If you so choose for the invoice for the estimate, please find your estimate details. So on for the credit memo, your credit memo is attached and so on. And then the sales receipt, please have your save the sales receipt below. And then your statements, your statement is attached. Please remit payment at your earliest convenience. And then you've got the attached of the statements, which is like a summary of all the stuff that's outstanding. And then down here, you've got your estimates and and email me a copy so you could have them email you a copy and then and then there's that. So let's go to the reminders, default email message for invoice reminders, automatic invoice reminders. So now when you go through the accounts receivable process, if you're sending out invoices and that would only be the case if you're on an accrual system for the sales area, because you might get paid at the same point in time you do the work or you might get paid through gig work or something like that. But if you have to do the work first and invoice clients, like a law firm, like a bookkeeping firm, like a landscaping firm, then you also have to follow up on the billing for any invoices that are unpaid. You could try to automate that and try to try to say that it's going to make the automatic reminders so that it'll follow up hopefully allowing you to collect more on the receivables and do less of the constant managing of the receivables. Because you can give them reminders automatically. So online delivery, email options for all sale forms, show short summary in the email, show full details in the email, and then you've got the attached the PDF attachment. So these are your options, additional email options for invoices. So you've got the online invoice, the HTML and the plain text. And so then let's look at the statements. These are the things that you're sending out periodically again to follow up on the outstanding invoices. So you can list each transaction as a single line, list each transaction, including all detail lines. So notice that you've got fairly short invoices, meaning you don't have a lot of line items on the invoice. Then you might just list each transaction, including all the details because there's not a whole lot going on. But if you have these really long invoices, then when you send out the reminder, maybe you don't want all the added detail on the invoice because the invoice is really long. So maybe you end the statements, you list each transaction as a single line because it's like a summary. And then show aging table at the bottom of the statement. This is like a little table that'll show up at the bottom showing how past do it is. It looks kind of nice. It's on by default. I would keep it on by the default. All right. So those are the settings we're going to be rolling forward with with our practice problem will continue on with the rest of the settings in a future presentation and closing this out. I don't think we did. We went anywhere really different between the business view and the accountant view so because the cog is in the same location up top under both views.


Well, it's a pleasure to be with you today. Long ago, I was on the faculty of the Naval War College as a Secna fellow and have fond memories of that year here. I also, because Fletcher School educates doctoral students as well as master students, I have several former doctoral students who teach right up the hill here. And I went in the bookstore, and I happened to see the book of one of those students, two of them actually, Toshi Yoshihara and Jim Holmes, Red Star over the Pacific, which is about the Chinese Navy. What I'm going to talk to you about today, have a conversation with you, is about the Marine Corps counterinsurgency campaign in Iraq in the period 2004 to 2008. And I always like to begin talking about my book by saying what it's not. And it's not a book on the entire war. It's not about how the war was fought everywhere. And it doesn't deal with the rationale for the war. I'm happy to talk about all those things. But the book is about Marines. And it's at the operational level. And I know many of you are familiar with this concept of the operational level and the strategy level. The study raises, from an academic point of view, the question that I tried to deal with is how the Marines were able to learn during war. And what the writing on military organizations at war and organizations in general is that they don't learn fast. And especially, this is said of military organizations, that they don't learn quickly. Yet the Marines were able to learn in a very short period. And so the theme of the book is what John said. And that is how the Marines adapted their operations and their strategy to a context in which they were not prepared. I'll say something about the operational plan that the Marines took with them in 2004. But the reality is that in 2004, when the Marine Corps prepared to go back to Iraq, they had been in Iraq as part of the march up. And after the Iraqi regime was toppled, the Marines redeployed to the southern part of Iraq. This is the Shia area. And it was a pretty peaceful time. This would be from late in the spring of 2003 until the fall of 2003 when most of the Marines were out of Iraq. So that period for them was rather tranquil. And in many ways, it had an impact on what they thought they would find when they went back to Iraq. So what I'm going to do is talk about that campaign. I sometimes like to begin by commenting on this issue of organizational learning. I won't go into that in much detail. This is more for teaching my students. I won't bore you with organizational theory except to say that it can be very boring, as, frankly, can most writing in some parts of academia. The Marine Corps says that it's a learning organization. This is part of the way that they think about them themselves. And in many ways, I would say that the Marine Corps has to be a learning organization because often it will find itself first in the fight. And so the Marine Corps, in many ways, at least my study of the Marine Corps, they assume that they will find themselves initially engaged without a clear understanding of the context and the enemy that they're facing. Victor Krulak, who wrote this book that I think every Marine has to read first to fight. I have not yet met a Marine officer who's come to study at the Fletcher School with me who hasn't read it. I ask every one of them when they arrive, have you read first to fight? Of course is the answer. Well, Victor Krulak said that the war you prepare for is rarely the war you get. And as a result, Marines have to be ready for uncertainty. And this, in my study of the Marine Corps, seems to be embedded in Marine Corps organizational culture. And so the narrative, the story I tell, is that of learning and adapting in a situation that was very different than the experience the Marines had when they were part of Operation Iraqi Freedom, the march of the Baghdad, and the toppling of the regime. So what I'm going to do is pick up the narrative with how the Marines prepare to go to Anbar and what they accepted. And I'll talk about the campaign some. And then it might be more fun for all of us if we chat about this campaign after I lay out some of the specific findings. Now, one thing I would tell you, you might wonder, how is it that I came to do this? After all, I'm an academic from Boston. What am I doing with the Marine Corps? In addition to teaching at the Naval War College in the late 90s, I held a chair with the Marine Corps. It's called the Oppenheimer Chair. And I spent a year at Quantico. And when I was there, I got to know very well General Don Gardner, who was the president of the schools of Quantico. And we became very good friends. At that time, I was writing a book entitled The Secret War Against Hanoi. And it was the story of the covert action campaign that was conducted against North Vietnam during the Vietnam War by an organization called MacV Sog. Some of you may have heard of this organization, not necessarily the book, but the organization. And General Gardner, I got to be quite good friends. And I gave a series of lectures on this book. And then I did another book in around, I think, it was published around 2006 titled Insurgents, Terrorists, and Militias, The Warriors of Modern Combat. And he invited me down to talk about that. And so we developed this friendship. And around 2008, we were having lunch. And we were talking about Iraq. And I said to him, I said, you know, it's very interesting, all of the discussion about the surge, the surge was going on at that time. You all know about the surge in general, Petraeus and the development of the new counterinsurgency doctrine. And what was interesting to me was that the Marine Corps in Anbar carried out a counterinsurgency campaign that looked exactly like the surge before the surge took place, but didn't really get much credit for it. And so I raised this. And he asked how I would study it. And I gave him some ideas about what kind of material I'd like to have access to.  But when a MEF comes out, when a Marine Expeditionary Force comes out of a deployment in Iraq, there is the Marine historians interview all the key officers to capture what they did there. And then, of course, there are the kind of normal unit reports and so on that are available. And I said to General Gardner that I'd like to have access to all of that. And he said, OK. So that's how I decided to work on this topic. And so what did I find? Well, I found that when the Marines prepared to go back to Iraq in March of 2004, they were going to send part of one MEF, so part of the first Marine Expeditionary Force, that their assessment of what they expected to find there can be characterized as a generally permissive environment. Now this is they're preparing their operational plan in the late fall and right after, in the late fall of 2003. And I interviewed the head of intelligence for the MEF, who said at the time, Anbar, which is in the news now, as you know quite a bit, is generally permissive, meaning that we don't expect much of a fight, although there are pockets of resistance. But the campaign plan for one MEF essentially expected to enter a relatively benign environment. Then Colonel Joe Dunford, of course, many of you will know the name Joe Dunford. He's now the ISAF commander in Afghanistan, General Dunford. I knew him when he was major Dunford. He studied with me at the Fletcher School. Joe said at that time he was the first Marine Division's chief of staff, and he was involved in the planning for this deployment. And he said in the interview, we were not talking about an insurgency at that point. The word insurgency wasn't used early in 2004. And so based on these suppositions, one MEF drew up a campaign plan for Anbar that essentially looked at Anbar as being in a post-conflict phase. So war was over. This was post-conflict. The campaign plan, once one MEF arrived in Anbar, they found quickly that the situation was much different. Now, how do we account for this bad assessment of the situation? And it really goes to how little the American intelligence community knew about Anbar, and about Iraq in general. And also the fact that there was nothing in Department of Defense planning and CENCOM planning that ever thought that there could be what I like to call a war after the war. See, they planned for the conventional war. But could there be a war after the war? And that idea was not part of the way the Department of Defense, the Office of Secretary of Defense or the intelligence community thought about the possibility that there could be a war after the war, an irregular war, an insurgency, terrorism, and so on. So the Marines found themselves in another one of those unforeseen conflicts. That's what General Prulak says. You're going to get there, and you're probably not going to be prepared for it. And the situation at the end of 2004 in Anbar was not good for the Marine Corps. They had won a major battle. This was the battle of Fallujah. And I talk about Fallujah and what went right there. And it's a very interesting battle. But in terms of dealing with a growing insurgency, the Marine Corps was locked in that old game called whack-a-mole, you know, whack-a-mole. Something pops up, you whack it, and it comes up over here. And that's what they were locked in 2004. And coming into 2005. They have enough forces. There were about the meh, which included an army brigade. It was about 25,000. And Anbar's a big place. And so when they found insurgents, they could eliminate them. But they couldn't hold the ground. And the problem was that they needed to be able to hold the ground. So they come into 2005. And 2005 is one of these important learning. I call it learning junctures, learning points for the Marine Corps. One meh, two meh, replaces one meh. And in this period of 2005, the Marine Corps gains ground truth about what's the nature of the enemy here that we're fighting, what's the nature of the adversary. And what's interesting is that they come to understand that this insurgency is not, you can't think of it as made up of just one perspective, or one element. But the insurgency is really a coalition. It's an interesting coalition of, now this is an Anbar, so this is all Sunni, no Shia here. It's all Sunni area. And the insurgency is made up in part of what I would call Sunni nationalists. These are some of them former regime members, members of the Army, who saw the US intervention and then the empowering of the Shia leadership in Baghdad as a great loss for themselves. And they organized and defied against American presence. They're also, in Anbar at this time, there's a large influx of internationalists. These are al-Qaeda members or men who identify with al-Qaeda. And Iraq and especially this Anbar region for al-Qaeda have become the central front in the global fight. Now this al-Qaeda organization believes they're in a global war and with the US intervention in Iraq, they saw this as opportunity. In their narrative they hoped to be able to inflict on the US what they believed was the defeat that they inflicted on the Soviet Red Army in Afghanistan. Now this is a narrative who beat the Red Army in Afghanistan were not internationalists from different parts of the Muslim world but Afghans. But nevertheless they have this narrative and so their narrative was that Iraq could be the central front. And so you have these, they're sometimes called salafis. You have these jihadis who are showing up in Anbar and elsewhere in Iraq. There are Iraqis who adhere to this point of view as well. And they form a coalition. Often insurgencies are coalitions and not made up of just one faction. And that can be their weakness. This can be their weakness. Now what happens in Anbar is at the end of 2004, early 2005, al-Qaeda in Iraq and they're one of the factions now in this insurgency in Anbar. They want to take control of the insurgency. So they're in a partnership but now they want to take over because they see this fight in Iraq in a global sense. Now to take control of it, of course, the nationalist elements aren't necessarily in agreement with this. And I should step back and say that the insurgency worked in 2004 and into 2005 because there was this common enemy, which was the United States. But other than that, these different elements of the insurgency were what I like to call unnatural partners. They were unnatural partners. Well, many things there was big disagreement between these internationalists and local Sunni shakes and tribesmen. And when al-Qaeda made this power play to take over the insurgency, it created pushback from the nationalist elements of the insurgency. And al-Qaeda, in order to enforce their will, initiated a murder and intimidation campaign, especially against shakes. Shakes that were resisting their domination. They would murder them and their families too. Now this is a bad idea in tribal society because tribal societies, shakes are very important. And if you murder a shake, you're likely to get the whole tribe coming after you. And I can say that what this murder and intimidation campaign did was, it led some of these shakes to start to look elsewhere for help. And so in 2005, 2MF, which has now replaced 1MF, they begin to have conversations with some of the tribal leaders, shakes. And the marine leadership comes to the view that if we can get some of these tribes to provide men to us, we'll be able not just to find insurgents and kill them, but we'll be able to hold ground. And in counterinsurgency, it's very important to hold ground and to extend out. Some compare this to dropping a drop of oil on a cloth and you'll see it expand. And this is true in counterinsurgency. If in a counterinsurgency, you are simply clearing areas but not holding them, then they'll come back. They'll come back, insurgents will come back. And so you have to be able to not just clear, but you need to be able to hold. This is the nature of war when it takes this irregular unconventional form. And so in Iraq and in Anbar, it was what I call population centric warfare. And so if you can gain support in local areas, it will be a force multiplier. Now, of course, the Marine Corps had to do was to be able to understand who these tribes were and work with them. So in the fall of 2005, the Marine Corps leadership in Anbar began to have discussions with these tribal shakes. This is the origins of what's called the awakening. You probably have some of you have probably heard that term. The Anbar awakening, the Sunni awakening, which often is identified with the surge, which comes in. The surge begins in the spring of 2007. But the Marine Corps was involved with the awakening before it was actually called the awakening. But these shakes that became part of the awakening, which was to resist al Qaeda and the insurgency. So in 2005, then, one would say that the Marines recognized an opportunity. There was an opportunity. The insurgency was fragmenting. And this opened the door for this opportunity. And so began in November and December meetings between the two Mef leadership and some of the most important tribal shakes in Anbar. This is another one of these important learning points, or I call it learning junctures. Now, of course, what the Marines recognized was that in order to engage with the shakes and the tribes, that they were going to have to build this into their operational plan. And so what's very interesting is how what two Mef was learning in 2005 was coming back to one Mef, which was preparing to go back in 2006. And the cycle of learning here is very interesting. And it has an important impact on one Mef's plan for 2006. And so the Marine One Mef returns to Iraq in 2006. Now, this is the most interesting year. And let me comment a bit on this year. Many thought, including some important members of Marine intelligence, that Anbar was lost, that the Marines had lost Anbar, and that was that. This was at a time when one Mef was going back to Anbar with a new operational plan that sought to capitalize on the engagement that was taking place between the Marine leadership in Iraq at that time and the tribal leadership, some of the key tribes in Anbar. So you have this ironic situation on the one hand, you know, the one narrative, Anbar's lost. And another narrative, which is the narrative that I wrote about and others have written about. And that is that because of this understanding of the environment, the Marine Corps developed a new approach for 2006, it's a classic counterinsurgency approach. But in which engagement with the tribes of Anbar is seen as that important force multiplier? If you can get large numbers of tribesmen to serve in the Iraqi or the Anbar police, you'll be able to expand your control over Anbar. And as you do that, you will take control of the insurgency. And so this tribal engagement became a very important part of what the Marines did in Anbar in 2006. And the story of 2006 in Anbar is how one Mef executed this campaign plan and really turned the time, if you will, in that part of the war after the war in Iraq. And so what's interesting is that as 2007 begins in March and April of 2007, this is just as the surge is taking place in the Baghdad area and the army is adapting and employing this kind of counterinsurgency approach. The fight in Anbar drops precipitously, the number of acts of violence and so on go down quite a bit. And that's a key turning point. I interviewed General John Allen and others who were the commanders of two Mef that went back in 2007. And they didn't know when it was going to happen. You know, war is not a science. Some people try to think it is, but it's more art than a science. But they were ready so that when this violence did come down, then they could capitalize on it and help move the awakening into a consolidation period. So this is the story of Anbar. It's an important part of the war. It was a success at the operational level. It was not focused on a particular part of the fight. And now, of course, we see that Anbar is in the news quite a bit. The dean at the Fletcher School, Jim Stavridis, our new dean is former Saccur and Admiral Stavridis said to me the other day that I have to write a sequel, Al-Qaeda takes Anbar back. That's not a happy story. And I can comment on that, but this is what the book's about. It's about the Marine Corps encounter insurgency and how the Marine Corps, in this particular instance in Iraq, proved to be quite an adaptive organization that came to understand the adversary. They didn't understand what was going in. They figured it out and they were quite successful at the operational level. This was not overall US policy in Iraq. That's another story. So I'll stop with that and happy to have a conversation with you about this and Iraq more broadly, if you would like. Thank you. Please. Yes, you already agreed to insight into the politics, really, of the taking of Anbar. I'd always thought it was a tactical victory for the Marines, more than one that had a political component like this. What is the relative magnitude of the Marine forces compared to this supporting force that really allied with us? And could the Marines have taken the Anbar by themselves? Well, I think they answered the second question first. No, because it's an economy of force. Anbar is a huge place and it's an urban battle. If you go from Fallujah up the Euphrates all the way to the Syrian border, it was a big place to cover. So the Marines really needed help. And initially, the idea was that a reconstituted Iraqi army would have units deployed there. But the army that was reconstituting was Hevalishia. So that wasn't going to happen. So the answer was local tribal militias. And the tribes had these militias. And so they had to be mobilized. Now, the way that it would work is that Marines would take control of an area. They would secure it. And then these tribal militia would become the police. The Marines would be able to protect them against any major push. And they would pacify and secure and hold the area. So you definitely need numbers in these types of wars. One of the misconceptions in my own view now is that while the United States had a force that was more than adequate to defeat the Iraqi army, that force was way under a man for this war after the war. And so you need help. And that was important. Now, there is a war in politics, right?  Policy and strategy taught up the hill here. And this was true in Anbar. The political understanding that Marines had to have and cultural understanding down to the platoon level was very important because they had to be able to interact. And this is a different culture with a different set of values. And so Marines had to be able to adapt to that. One of the several senior Marines really got this. But the person who I thought was most important, well, a couple, John Kelly, General Kelly, terrific insight and understanding, General Allen, General Dunford, and many others as well. So they understood the political dynamics that had to be understood and embraced if they were going to build a force that was able to secure this big area. Thank you. Yeah. You mentioned that the tribal people were mainly Shia. Well, the tribal people in Anbar are Sunnis. Oh, they are. They're Sunnis. The Shia, yeah, if you look at Iraq, if you look at a sectarian and tribal or ethnic map, there are areas that are almost exclusively Shia. And that's south of Baghdad. Then if you go west of Baghdad, Anbar, and then in some areas above Anbar, it's mainly Sunni. Then further up, it's Kurd. And then there's an area of overlap. And Baghdad is the center of this overlap. So in Anbar, these were Sunni, and not Shia, they're Arabs, but they're Sunni. Now, there are a certain type of Sunni in terms of their view of the Koran and the role of religion, which is different than the view that these al-Qaeda internationalists had. So complicated terrain. But that's in Anbar, it was Sunni. Now, one of the reasons why they didn't like the United States was that they saw the US empowering machine and putting them in power in Baghdad. So that's a whole other story, but an important aspect of it. The tribal people were Sunni, and yet they helped us. Yeah. Because of al-Qaeda, they thought that their view was that they wanted to institute a certain type of social order and political order in Anbar, and that that was it. And so I called a power play. They wanted to take over and control this insurgency for their own ends. And when there was some pushback from some of the shanks, they were vicious in what they did. I mean, it's awful, the cruelty with which they tried to enforce their will. And it backfired. I mean, I understand it is. It backfired. And so it was an opening. If this could be exploited, in order to exploit it, you had to embrace the context. Do you think the Sunni and the Shia are going very detachment? That's a big question. I had had hope, actually, for Iraq. Because what I think the US was able to accomplish there by 2009 was that they got these different factions to lower the violence. And to what I call cross the bridge from armed struggle to political struggle. Now, the political struggle going to take time to sort out what's the political end game for Iraq. But unfortunately, and now this is my assessment of it, I think you had to keep some presence there. We didn't keep presence there. And this opened Iraq, I think it allowed for this sectarianism to come back. And of course, there is an outside power that has been very important in pushing a sectarian fight in Iraq, and that survived. So I don't have an answer to it. But the way things are going in Iraq and Syria, it's not good. If you back up a little bit, and this may be naive on my part, but I'm trying to envision this. We go back once upon a time, you had Persia, as it were, in this large area that wasn't, as far as I know, that much part of the World War II, let's say, when there was this huge conflagration. That was the European area. So now you're breaking into the in-between area. And you've got all these different tribes, almost like, if you picture American Indians or something, and all their separate tribes and their groups. And suddenly, we have these artificial countries established after World War I. All right, but all right. I mean, that's the hard part. So I don't know quite how that happened. That's my weakness, I guess. But to try to picture how suddenly you're taking these different tribes and groups of people that have been able to live by themselves for generations and generations. And you create these countries. Right. And then all of a sudden, well, now we've got to get along with one another. And just stay in our own section. We've got to get along. And there's intermarriage. And there's all kinds of stuff happening. And so they're forced into this artificial situation. And so you're bound to have, like, essentially, effectively civil wars, are you not? Well, I mean, this is really complex. That's all I'm getting at. Yeah, no, your question is the right one. And this goes to how those nations were created in the first place, which was after World War I. And under the League of Nations, they created what they called mandates. It was, in many ways, a way of colonial powers keeping control of the British and French over these areas. And they created countries that were not homogeneous. But that's true in many parts of the world. If you look at the new countries that emerged after World War II, very few were completely homogeneous. So there has to be some kind of political development in place. And unfortunately, the story of this region in particular is that that kind of political development, which means that different elements come to some agreement on common principles and so on. Just didn't happen. You had military dictatorships in several of these in Iraq who bought this for power for quite a long time. They represented one particular part of this makeup. And so you have a history of this confrontation. This is not easy to sort out. Did the rules of engagement create a problem for the Marines? Well, what the Marines, of course, realized was that you can't stay in. You can't commute to the war, this is what the traitors used to say. You have to put yourself on the ground and stay there. And so this had a problem. Of course, this can undermine force protection. And yeah, it had the rules of engagement were an important issue because, of course, we think about conflict. We want to limit our casualties. But in these sorts of wars, you have to engage in the population. And so it's hard. And then how you use force, it's also a big issue. And the other side is good at trying to get you to do things that hurt your reputation because they fight in and among the population. So rules of engagement in these kinds of conflicts very, very hard. And it's something that the Marine Corps had to deal with. Has the climate and our been fairly stable recently or have re-lost everything? No, it's terrible now more. What you had is al-Qaeda coming back. It's not good. And it kind of illustrates what's happening now in Syria and Iraq together. So there's a wider fight that's taking place. But no, Anwar is not good. And it's unclear whether the Iraqi government can get control of that area. I love Skype. You can Skype with everyone. I spent a lot of time Skype with the former national security advisor in Iraq. And we were, he was saying about two weeks ago, that getting their hands around that situation is very difficult. Yes? To carry that a little bit in a different direction, first went in there. And we simply gone in, said to the Iraqis, as soon as we get Saddam and the rest of the 12 folks wanted in our second part. And make sure they don't go deep-floating around. We're out of here. And we had done that. What do you think the state of Iraq would be today? Yeah, I don't have a crystal ball. But this is what I hear from some of the Iraqis that I've dealt with over the years, that that's what we should have done. But we did things that made withdrawing difficult because of the disbanding of the Iraqi army, the disbanding of the government. We created, we facilitated instability. The year 2003 in my book, I characterized US policy in Iraq in 2003, really, from the takedown of government. My title is All the Wrong Moves. And of course writers like that have to catch chapter titles. But in any ways, you could look at US policy in Iraq in 2003 after the following issue was doing things that then made it hard to get out. We actually, I mean, that was Rob Schultz's plan. We had everyone out by August of 2003, he got the money to buy it. Several years down the road. It's kind of like the Kaiser, who said everyone will be home by November. And they were, but it was four years later. The same with the Kaiser. So I think that we made some mistakes there. What if we had done that? That's counterfactual. I don't know, but I do know that when we did there in 2003, I facilitated this insurgency. And the Iraqis paid a big price. Was the reading still there? We're out. We're out. Now there's some talk. Because of this awful situation in Syria now, it's creeping down into Iraq, and there has been some discussion recently about the US put some forces back in Iraq. I don't expect it, because I think that Washington approached this war in Iraq, it's not our war. And so I can't imagine it, and we engage in it. Suppose we'd gone ahead in the first Gulf War to Baghdad. I don't know, I've studied that war quite a bit. What was so interesting about that war was that two of our allies really were so strong against us doing that. And they were important allies, one was Saudi Arabia, the other was Turkey. It just seems that we leave these wars when they're half done. Then we have to go back. Well, in that case, I think we thought we could use tools that would contain that situation. And we deal with the big question, which was the WND question in 1991. If you look at the UN agreement that was signed, one important aspect of that was that inspectors were supposed to be able to have free and unfettered access so that you could ensure that chemical and biological weapons would be kept. And of course, the problem with that is that the UN being controlled around. And so Saddam was able to keep that issue from being resolved, which becomes an issue after 2001. All of a sudden, Iraqi weapons of mass destruction become the basis for intervening in Iraq. So not having solved that problem in the aftermath ends up being a precipitant of the key factor for the intervention in 2003. So in many ways, these wars are connected in ways that if you had resolved the WND question, then the rationale for intervening in Iraq, which turned out to be, of course, not true. There wasn't a WND, but the assumption was that it would. Thank you very much.


After weighing up all the options both here and overseas, this was the right fit for me. I was able to train here for a few weeks as I was sorting out that situation overseas and I really enjoyed my time here. The club really looked after me. I wanted to be a part of it. Tony, he's played overseas and he's played under a lot of top coaches and I think he takes a lot of those qualities into his own training. The two weeks that I experienced here was fantastic. It's as good as I've experienced anywhere overseas. Last season the defence was great but like any top team or any team that wants to be successful you need that competition for spots and that depth. With the Asian Champions League next year as well, I'm sure we'll need a good squad. The 12 months I spent in the Middle East, I think it was a great experience. It was a different culture, a different lifestyle. Football-wise I think it doesn't get the credit it deserves. There's a lot of top quality players playing over there and as a defender coming up against the likes of Raoul and those guys is always a challenge. Coming back to the A-League, it's a good league and I think it's the ideal preparation if I want to go to the World Cup. It adds a lot of depth in our squad. He's a quality player and we've got two quality centre-backs and it just brings a lot of competition and to do well in both competitions this year we need that depth and I think it's a great signing for our club. He trained with us for a little while back five, six weeks ago and we just helped him out with some training and he fitted in very well. At that time we had no thought that we'd have a chance of signing him but as the weeks progressed the opportunity became available that we could sign Matt and we're delighted that we can bring him back here and I'm sure he'll fit in very quickly because he knows the players already and how we work and he'll be a great addition. He adds first and foremost quality and he's a player that he wants to go to the World Cup. We've got two other centre-backs that would love to go to the World Cup as well so we're very pleased to have him and we're sure his qualities will be shown throughout the year.  It's great to have flexibility and we want to have a strong squad and we want to get better and we feel that all of our additions this year make us a better squad and Matt does that also.


Meeting to order we'll start out with the roll call All the person aclea she left. Okay All the person deckers me. I'm here all the person Felde all the person for lucky Panoski all the person Heidemann all the person Mitchell All the person Perala all the person rainy. Yeah all the person rust All the person Salazar Okay, we'll start out with the Pledge of Allegiance Pledge of Allegiance to the flag Alrighty is there anyone here for public forum There's no one sitting. Okay We'll go right on to know item four approvals minutes from the committee the whole meeting from September 6th Motion's made a second at any comments on those minutes all in favor Any opposed? They are approved. Okay. I look for discussion number five resolution 79 20 to 23 by all the persons Felde and Flicky Panoski establishing the 2023 budget appropriations and the 2022 tax levy for you stirring the calendar year Caitlyn, I guess you're the One to start this off Great. Thank you. Thank you. I have a two slide PowerPoint So keeping it very short today So on the screen first I have the budget timeline just as an update of where we are currently So we're at the committee of the whole update where I'm just giving you a brief Update on where the budget is today and then next Monday the 24th will be the public hearing in that proposed final Version of the budget from the city administrator's office with my assistance will come forward and then the November 7th Common Council agenda will include the finalized version of that proposed budget for possible action So where we are as of today We had the preliminary deficit presented a few weeks ago, and that was a hundred ninety two thousand five hundred eighty dollars The state of Wisconsin we did receive those aid Estimates for 2023, and we were lucky enough that it did increase by two hundred and two thousand almost two hundred three thousand dollars So we had a surplus for a moment of the ten thousand dollars With the ordinance that was just passed tonight. We for the fifteen dollar minimum wage We now have a budget impact of fifty to sixty thousand dollars that I mentioned so tomorrow I'll be looking to adjust the budget to account for that So we will have a revised final balancing and review tomorrow to make sure we do account for the Additional pay for the positions, and then the Department of Revenue. We still are waiting for those final assessment figures Those are what determines the tax rate the final tax rate, and I guess I lied that's three slides And so this is the point where the committee has the opportunity if you have any Suggestions or comments after all of the committee meetings that occurred last week This is a chance for you to bring those to my attention so that Administrator and I will if and I can work tomorrow to include those in the budget if there are additional Changes that you're requesting at this time Okay, thank you Caitlin does anyone have any questions or comments about the budget any questions at all anyone like to bring forward Going once Back go go ahead all the rest. I Notice that we spend a hundred thousand dollars for se DC We give basically the shabuagan Economic fund money, what do we as a city get out of that because I know we spend a hundred thousand dollars as well As the county and that was an initial thing and we were supposed to They're supposed to find Monies of their own and so I'm just curious what the city is getting out of it if we're let's say $100,000 and 85,000 of it goes to Howard's Grove. What do we see out of that? Chadder Thank You chair So that actually does come out of the development budget 50,000 is budgeted in the general fund and the rest comes out of tax incremental financing district funds What I would say is like you said it was originally it's in there as a Seed money and once they raise enough private Funding from private sector they we were to back away. It's been 12 plus years that we've been funding that organization. I think on a day-to-day You know, there is some partnership that happened, but it's Not a ton of You know that we get some referrals from them a lot of the stuff were you know handling and and leading ourselves so You know, I think it's it should it could be something that's looked at long-term and and how much we you know continue to fund Thank you Questions on it all to us. Yeah, so If we so are we The county and us are we the only ones that are funding it right currently or are they Able to fund themselves or they still relying on that after all these years, you know They had the understanding that they were we weren't going to do this forever I right now the county is funding a hundred thousand and we're funding a hundred thousand other municipalities in this in the county are funding their share of their population so in Plymouth, it's You know seven to maybe 15,000 and then it you know goes down from there There's a number of private sector Companies the major ones that we know of Kohler Johnsonville those and a bunch of other ones that are funding I think their budget is about six or seven hundred thousands So we're probably a third of it, but there is substantial private contributions as well. Thank you Yes, my concern about this is The citizens of the city shaboy and are paying for this double They pay county taxes too. So they're paying for it again I guess and that's my concern on this work We're getting double-dipped on a lot of things when it comes to and I guess that's that's my comment on that Alder Look at Eski. It's not about this topic. So if there's still Conversation I have another question Okay, perfect, and this is for the fire chief public safety I am recalling that You were sending some of your fire staff to do National training state training back up. Can you refresh my memory about that? And is it in this budget? So are you referring to the Wisconsin State Task Force? I believe so you take you take your employees and Mobilize them for a state problem. Yeah, so that and that's all reimbursable by the state So it's a zero cost to the city. Okay, so when your fire Employees are off to training. Are we going to be? Paying over time for the employees that are still here. Yeah, if there's over time to cover their shift Yeah, and but then we get reimbursed. So It's a zero cost Yep, okay. Thank you. Sure anyone else have any other comments? I I guess I did skip away from get skip ahead on the one issue Did we want to make an adjustment to that? You know something I wouldn't mind going down that path Again because if we don't really see what we're actually getting get from our hundred thousand dollars We'll be better off spending that money someplace else. We just took a fifty thousand dollar hit so With what the resolution we've passed I I would make a motion to Reduce that by fifty thousand dollars Okay, there's a motion on the floor. Is there a second by anyone I'll second that Motions made and seconded Any other discussion on that go ahead go ahead mayor Let's see So You know I know and I just want to kind of offer some guidance to the council myself an administrator We'll both serve on the board for the SCEDC. I would caution just making a jump on this really quickly today I would advocate maybe having a larger discussion on this topic. I think on our end. We have to do a lot of planning As well and possibly invite the SCEDC to a city council meeting to discuss further about the Contribution from the city as well In terms of what our relationship would look like with the county in this organization too So I guess I would advocate against making this jump right away Until we have further discussion or putting this item on hold We still have a few more budget meetings as well to discuss further So just want to offer that device before we shoot from the hip. Thanks All right Alderberg Thank you. I Too will vote against this it I Think if we do withdraw funds, I think there's an appropriate way you say This is what we gave you this year next year You will see an X number of dollar decrease or X number of dollar decrease the year back So I would be against just pulling half of the half of the funding It also would give them an opportunity to Move forward Doing more development projects with us basically so I would I would appreciate not cutting it in this budget Okay, director director wolf Thank You chair. I also want to caution the council As as alder flicky paneski pointed out and and as well as the mayor making a really Quick Decision like this that affects another organization that the city has been a partner with For a very long time. I would really respect that we we meet with them We talk with them and maybe we we let them put them on notice that over the next few years We're going to Decrease our contribution If you think of it from a perspective Back in 2018 2019 we lost a significant amount of money From a lion to energy and we didn't know that was happening put ourselves in their shoes. All of a sudden they're going to lose a sizeable amount of money with with no notice and I think that would be looked at in a In a bad fashion for the city So I'd like to have them come in present to the council what their contributions are allow the council to ask questions and then Continue to make decisions from that point Thank You director wolf Anyone else have any comments? Okay, there is a motion on the floor though. I guess I do Hello, okay, I know this isn't specifically about the SEDC, but it's are there other City are there other organizations that or are there other yes There are other organizations that come out of the city planning budget that we gift money to like this This is mainly directed it director Pelle check, but I'm just trying to get some curiosity like this is the only one We work with or are there others I? Think this is the only one we work with because the business improvement district is a special tax assessment that funnels through But we don't make any contributions to any other major corporations other than professional organizations that we belong to Okay, thank you for that clarification Okay There is a motion on the floor though. I do have to have a have to have to vote on that Do I do a roll call vote on this or do I do just to kind of just do us? Okay All right, I guess we'll go down the line or You can call it you can we have that maybe I prefer Okay All the person Felde all the person flicky Panoski. No all the person Heidemann All the person Mitchell all the person Pirella All the person Raimi may all the person Rust All the person Salazar Ne All the person Decker me Seven knows two eyes Okay, that does not pass All ready does anyone else have any other questions any other comments about the budget for Caitlyn go ahead Hello, okay, you're back on I'm sorry in the budget summary you've got a section here for health and human services in the What we are estimating and what we're primarily budgeting for can you tell me specifically of what those funds are focused on? Sorry. Oh, you're fine There you go. Yeah, I believe so, but let me confirm. Yep. It's two hundred and five thousand I believe it's cemetery, but I'm confirming. Oh So it's not actual services we're providing correct. That's the that's the classification that cemetery falls into with the state Okay, so kind of the opposite you think but I'm confirming so bear with me. I kind of wish I didn't ask that My district they don't say anything at all. I thought it was really about like actual services. We were providing. Yes That is for the cemetery. Okay. Thank you. Sorry. Thank you for that clarification. Okay anyone else have a comment or anything else Holder Mitchell Thank you chair Just a quick general comment. I really appreciate again everybody who's put work into putting this budget together We face some interesting challenges over the last year from a budgetary standpoint It's nice that our shortfall was short-lived and we didn't have to have a You know bare knuckle floor fight on where we were pulling the money from to cover it So thank you everybody for your hard work. It does recognized And I just want to echo those comments. I you think you guys did a great job I know it's I know it's not an easy time this time of year for you guys at all Anyone else comments Going once Twice okay Guess then with that with that concludes our discussion on this I'm looking for a motion to adjourn Motion is made You should be sending the recommendation I'm sorry. Okay. Hold on one second Hold on that So moves, okay Motion is made in the second just recommend to send a council Trey and Zach Okay Any other discussion all in favor Any opposed We've a bite it is that of that we are approved. We're sending it to council. Okay now We'll look for a motion to adjourn Okay, all in favor Any opposed We are adjourned


Our team is a little bit like a think tank within the investment partners that what we do is we look at the environmental, social and governance risks and impacts of the companies we invest in. So this is where I am, where the link is with this conference because obviously one of the sectors we invest in is agriculture and actually the entire food value chain. Yes, so we've done several pieces of work. So on one hand what we've done is examined very much in detail the supply chain management and how they manage environmental, social aspects within the supply chains. We use what we call a three step analysis. So first of all what we look at is how well they manage the supply chain and this is very much to what extent they know the supply chains, are they able to control it because you do need to know your supply chains to control it in order to be able to manage it. So what we're looking at is to what extent not only yes they are aware of how, who are the suppliers and how the supply chain works but also they have made the necessary investments to monitor, to identify, particularly most of those investments are on IT. So they're able at the end of the day where we look at is are they able to trace the goods they source. Once we know how well they manage the supply chain what we're going to look at it is actually what sort of, to what extent they include environmental and social issues within the requirement that the requirements, the criteria to source, either if it's on the open market or if it is to directly suppliers. And then what type of management systems by that I mean that how they manage those relationships, whether or not they conduct audits themselves or third party, they go through certification, etc. So when examining basically the top 100 world companies, the top world companies, food companies sorry distributors as I said retailers and restaurants, then the biggest food producers and the biggest traders that they are listed, we found out like just to give an example in terms of labor issues, we found out that 75% of the companies escort less than 30, which is really, really poor only, you know, once you leave the top 20, then all of the southern escorts start to fall off rapidly, very, very poor. The issues like living wage that was only addressed by nine companies. And then you realize that only 17% of the companies actually go beyond first year suppliers. So you can start imagine, you know, what is the dimensions of the problem we are dealing with. In most of the cases, we go, we reach other investors that we can leverage. We have a bigger leverage.  And we try to, yes, accompany the companies so they can improve. We might go as far as using our voting rights, you know, to pressure companies. And of course, we also engage with other investors, I mean, sorry, with other stakeholders. Lastly I want to say that those companies that perform really poorly in terms of the environmental and social performance, we might exclude them from our investments.


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Good morning everyone, I welcome you to lecture 5 of Multi-phase Flows. So, today we will continue a bit more on scaling analysis. Last class we had seen a basic introduction to how to use scaling analysis to analyze the physics of the problem under different limits. So, today I will be looking at a transient problem, a problem which you know evolves in time. So, the last class we had a problem wherein the flow was kind of steady. So, there was no time scale involved. Today we are looking at a problem which is unsteady and it evolves in time. So, the problem that we are going to look at today is a fluid which is confined between two walls. The top wall is stationary and the bottom wall is going to be moving periodically given by u x in the x direction u naught times cos omega t and the top wall is stationary. So, and my coordinate system is x in this direction and y in perpendicular direction. So, this is the problem that we are going to look at. So, it is a transient problem. So, at time t equal to 0 the fluid is at rest and we look at the case wherein the bottom wall is set into motion periodically. And right now there are three scales the time scales in the problem which we will be seeing shortly. So, the thing that we will be discussing today is essentially three things. The first one is when we can neglect the initial transients. So, we will be finding out conditions under which we can neglect the initial transients. The second thing that we will be looking at is a case called as pseudo steady state or something called as quasi steady state. So, we will find out conditions under which we can assume that the flow is essentially at an approximation which is called as a pseudo steady state approximation. And the third thing is we will find out the region of influence where the wall motion is significant. So, essentially what I am saying is that in the third condition I am saying that the flow of the motion of the wall is going to affect the flow only till a particular region of influence something called as delta. So, these are essentially three cases that we are going to discuss. The first is wherein I have the motion of the wall set into motion at some time t equal to 0 and we are going to find out the conditions under which we can neglect the initial transients. In the second case we look at the case where we can say that you know the quasi steady state approximation holds true and the third is the case where we will be looking at where the motion of the wall is only influencing till a particular depth. It is called the region of influence delta which we will be finding out for scaling. So, we will go to step one as was discussed in the last class which is nothing but writing down the governing equations in the dimensional form. So, as in any fluid flow problem the continuity equation and the Navier stokes equation are the governing equations. So, we have the two equations given as these. So, we have the continuity equation which is nothing but mass conservation and we have the Navier stokes equation which is nothing but Newton second law applied for the fluid. So, we will write it down in the expanded form for the three directions. So, we fundamentally assume that the flow is one dimensional. So, you only have an x component of velocity.  So, this is my u vector or the v vector basically in this problem. So, we have v given by this particular vector. Now, if I substitute this into the continuity equation I would get that my v x is not varying with time varying in space x. So, dou v x by dou x is 0 which basically means that my flow is fully developed whatever I have at x equal to 1 point is the same as it would be at any other x. So, this is my first equation the governing equation the continuity equation. If I substitute v x and you know v y and v z to be 0 in this particular governing equation the Navier stokes equation you will see that very easily we can find out that the governing equation would be dou v x by dou t given by mu times dou square v x by dou y square and this is the x component of the Navier stokes equation. The y equation in the absence of gravity would eventually be very easy and you would get d p by d y equals to 0 which basically means that pressure is not changing in y direction this is in the absence of gravity. So, we are neglecting gravity in this problem. So, this is my equation that I have. So, we can basically neglect this equation it just tells me that pressure is not changing in y and this just tells me that my velocity in the x direction is not going to change in the x direction. So, the basic equation that we are left with is this one which I will call as 1. So, we have finished a step 1 wherein we have got the governing equations in the dimensional form. Now, we go to step 2. Step 2 essentially involves choosing reference scales to non-dimensionalize the problem. So, we choose v x scale to be the scale for the x direction velocity component then we have a T s which is the scale for time and then we have the y direction. So, we choose a scale in the y direction to be given by y s. So, our non-dimensional velocities is given by v x by v x s non-dimensional time is given by time by T s and the non-dimensional y direction length is given by y star being y by y s. So, these are the non-dimensional variables that we are going to use we substitute in step 3. Now, we just substitute these variables into the governing equations that we had got. We neglect the first and the last equation we just directly look at equation 1 because that is the one which is helping me to find out how my v x is going to change in time. So, I write down rho multiplying v x scale v x star by dou T star. So, I have a time scale coming in here multiplying by mu times v x into dou square v x by dou y star square. So, these are the governing equations that we get once we have non-dimensionalized. So, what we have accompanying these governing equation is the initial and the boundary condition which basically means my velocity is 0 at time t equal to 0 and my velocity v x is 0 at y equals to h where h is the distance between the two plates and my v x is u naught cos omega t at y equals to 0. So, these are the initial and boundary conditions which are used to solve this problem that we have. So, non-dimensionalizing the boundary conditions and the initial conditions we get v x into v x scale equals to 0 at t times equals to 0 this is the initial condition we have. Next we have the boundary condition at y equals to h which is given by v x star times v x s equals to 0 at y star times y s equals to h.  Now, next we just rearrange the equation and the initial conditions and the boundary conditions. So, this was our v x and this height is given by h.  So, I just rearrange the governing equation got all the coefficients on to the left hand side to get a term here which multiplies my dou v by dou t. Now, I do the same thing for the initial condition and the boundary condition. So, I would get v x star equals to 0 at t star equals to 0.  So, this I get just by rearranging the terms in the initial condition and the boundary condition. So, one time scale that is very evident from the problem is the time scale associated with the periodic motion which is given by omega. So, omega basically tells me the frequency at which the plate is moving. So, we have a time scale directly given by omega and the other problem the other time scale that involves is the motion of the wall should be diffusing into the fluid and reaching the entire the domain that the fluid is present in. So, we have a time which is called the viscous time scale which is basically the time scale associated with the motion of the wall being transported because of viscous forces throughout the domain. So, one time scale that we very evidently have is the periodic motion of the wall. The other time scale of the problem is the problem is the time scale which is associated with the motion of the wall being transported throughout the domain. So, these time scales we can directly get using the scaling analysis. So, we look at the equation which is the governing equation 1, the initial condition is given by 2, we have the boundary conditions given by 3 and 4. If I look at 3 and 4, we directly can see that using the order of 1 magnitude analysis we can make choose our ys to be h. So, that y star goes from 0 to 1 and then from here we see that we directly have a velocity scale which is given by v x s being u naught. So, that you know v x star goes from 0 to order of 1. So, we can choose one particular scale scales. So, this is case 1 where I am choosing my y scale to be h, my velocity scale to be u naught. So, I am going to say that my velocity is going to vary from you know y equal to 0 to h. So, there is the motion is being driven by the wall throughout the domain. So, that comes by choosing the scale y is equal to h. So, and then I have my velocity scale which is given by v x equal to u naught which tells me that my velocity of the wall is important in this problem. So, I have retained both the physics I am telling that my velocity of the wall is important and that the flow will be affected throughout the domain when I choose y s is h. Now, we will just substitute these into the equation. Before that we know that we have to choose a scale for time 2. So, we have a choice for time scale from the problem here. We could look at equation 4 and we could make this particular term of order 1 and get a scaling for the time directly which basically means that I could choose my time scale to be given by 2 pi by omega which means the frequency of the wall motion is the time scale that I am choosing. So, that can be called as something as TSP wherein is the time scale associated with the periodic motion of the wall. So, I have one time scale which is given by 2 pi by omega. Now, once I have chosen once I have chosen y s as h v x s as u naught I could substitute these into the governing equation 1 make this term 1 you know then I would get a time scale if I just substitute v x here the y s here. So, which means that I could get one more time scale which I would right now call it as TSP which can be made by just substituting y s y s is h and v x s is u naught and I am making that term which is the coefficient in equation 1 to be 1. So, that means rho y s square by mu times T s can be made 1 if I do that I will get a time scale associated with this particular scaling to be h square by mu by rho or basically h square by mu. So, what we have essentially done right now when we have said that this particular term rho y square by mu T s is 1 is that we have said that d v x by d t is important in the problem and the right hand side was basically the viscous term you know you got it from the second derivative velocity coming in the Navier stokes equation. So, that was the viscous term and this is the transient term. So, right now when we have found out a time scale by equating these two terms what we are saying is that the time scale is the one which is associated with the effect of the motion of the wall to penetrate throughout the domain h through the viscous forces. So, that is why I have called this as T s v which is nothing but the time scale associated with the viscous transport you know. So, the fluid has transported the motion of the wall throughout the domain and this time scale is the time scale associated with that transport. So, how much time it would take you know for that motion of the wall to be transported throughout the domain. So, that gives that is given by this particular T s v. The another time scale which is present in any transient problem is the time scale associated with the observation time scale which I will just call it as T 0. So, we have a time scale associated with just the problem being transient. So, which means that this could essentially vary from 0 to infinity. So, I could start observing the flow from any time t equal to 0 to an infinite time. So, this is a problem this is a time scale which is present in any transient problem. The other two time scales that we have observed the periodic one and the viscous time scales were obtained because we have a problem which is periodically being driven. So, that is the time scale associated with the periodic motion of the wall and then the viscous time scale is the time scale which is corresponding to the you know motion of the wall being transported throughout the entire domain. So, we could scale the problem using any of the three time scales and we will see that you know we could get different physics out of the same problem using the different time scales. So, I will just go to equation 1 again. So, I have a choosing by S to be H I have rho H squared by mu by time scale is the time scale which I would take to be the one associated with the periodic motion of the wall. So, I would get something like this. This is multiplying dou V x star by dou t star equals to mu times equals to dou square V x by dou y square. So, what we see here the term that is multiplying dou V x by dou t star is nothing but you know we could rewrite this particular term as H squared by mu which is mu by rho by 2 pi by omega. So, this thing H square by mu was the time scale which was associated with the viscous transport in the problem which we had got here T SV. So, we could rewrite this term again as you know T SV by T SP dou V star by dou t star giving dou square V x star by dou y star square. So, if you look at the left hand side of this equation we have to T SV by T SP. We could neglect this term only under the condition that T SV is much less than T SP. If this condition is satisfied then we could essentially neglect the left hand side and then we would get an equation which was dou square V x by dou y star square equals to 0. Now, if you see the governing equation it is a simplified form of the actual governing equation that you had started with you had a transient term right now under these conditions we know that there is no dou V by dou t which essentially means that the problem is independent of time at least in the governing equation. So, this particular case is the quasi steady state approximation you know. So, you can have a quasi steady state approximation only under the condition that the viscous time scale is very less compared to the periodic motion of the wall and then this can be easily solved like you know the second derivative of V x with y is 0. So, you could just integrate this you know. So, you will get V x okay and to solve this problem we have the two boundary conditions which where V x star is 0 at y star equals to 1 and V x star is cos 2 pi T star at y star equals to 0 okay. So, if you use these boundary conditions you could easily solve and get the velocity profile directly okay. So, we have looked at the problem and found out the condition under which we could use the quasi steady state approximation and get a simplified solution to the flow okay. The second case is essentially we will be finding out the condition under which we could say that the transience of the problem have been died down okay. So, that essentially corresponds to a time scale T0 be much much much greater than the time scale associated with the periodic motion. So, I had the three time scales in the problem. So, the T0 was the observation time scale. So, I have gone till what time you know I have waited till what time is the one which basically tells you the T0 is basically the physical time associated in the problem. So, if I have waited long enough compared to the time scale of the oscillation then I could say that the initial transience have you know kind of died down. So, this condition or T0 is greater than 2 pi by omega okay. So, this particular condition is the one which helps you tell under these conditions the initial transience can be neglected. So, the case 3 was the case where we are going to find out when the motion of the wall is confined to some region of influence okay. So, we have the governing equation and the initial and boundary conditions as was given in the case 1 which we just looked at. So, what we are going to say is that in the case 1 we had chosen Ys to be the entire flow domain which was going from 0 to H. So, we had chosen a length scale in the y direction to be H. So, here right now what we are essentially saying is that the flow or the motion of the wall is confined only till a region of influence. So, in this condition we will choose a Ys which is given by some delta which right now is unknown okay. So, I have chosen a scale Ys which is given by delta my Vx scale is the one which is the motion of the wall. So, I have that given by U0 okay and the time scale I am going to choose the time scale associated with the periodic motion okay. So, that is nothing but 2 pi by omega okay. So, I am right now very close to the wall okay. So, there is a small region of influence where the motion of the wall is felt which is given by delta and I do not know what this delta is right now. So, what we will be essentially doing is finding out using scaling analysis the value of delta you know. So, we can find out what region will be influenced by that motion of the wall okay. So, we have the same equation which is given earlier it was doh Vx by doh T okay. We have the okay this was the governing equation that we had initially the transient term being balanced by the viscous term. So, we have right now this was the dimensional equation we use those scales which were given there to non-dimensionalize this particular equation. So, we get rho times U0 here times doh V star by doh T star. So, the time scale was 2 pi by omega. So, we have 2 pi by omega here okay. This is given equals to U times U0 which is the scale used for Vx doh square Vx star by doh Y star square okay and Y star is scale with delta. So, we get delta square times Y star. So, I just have used the corresponding scales and non-dimensionalized my equation okay. So, if you see U0 gets cancelled okay. So, if I rearrange my terms I would get rho delta squared mu by 2 pi by omega that correct I think mu comes below into doh Vx star by doh T star equals doh square Vx star by doh Y square okay. So, I just rearranged my terms. So, what I am saying is that right now I am interested in the condition wherein I am looking very close to the wall and the portion of the wall is confined to a region of influence and when that is happening when the motion of the wall is confined only to a region of influence the problem is always going to be transient problem. So, I have to retain the doh Vx by doh T in the problem okay. So, the way you retain is by making this term which is associated with it to be 1 okay. So, you make the term which is associated with doh Vx by doh T 2 pi by omega equals to 1. So, only if this is of this term is of order 1. So, only if I make this guy 1 will this LH is also become order of 1. So, from here I can see that I can get my delta you know solved which is nothing but 2 pi by omega by is that correct root under. So, I have taken it on to the right hand side okay. So, if I look at this delta. So, I could divide delta with H okay to get me delta by H I just divide delta on the left hand side with H. So, I have to again divide H square here because this term is under the root. So, I will get delta by H to be 2 pi by omega okay and here I would get H squared and there was a mu here okay. So, I have delta by H given by this term. So, if I look at this guy I could rewrite it as 2 pi by omega by H square by mu to the power half okay. So, this is nothing but delta by H being given by a time scale which is periodic 2 pi by omega by PS discuss. So, which essentially tells me that the region of influence which is the fraction of the region of basically delta by H is how much of it you know the fraction of the channel which is influenced. So, delta was a region till which the motion of the wall was affecting and H is the total height of the domain. So, delta by H is basically the fraction in which the flow is being affected is directly given by the time scales ratio you know the time scale of the periodic motion by this one which. So, if the time scale associated with the motion of the wall is very low which means if TSP is less which means that the plate oscillates very fast then you will see that the region of influence would be small okay. So, if TSP is less than TSP then H would delta would be small. So, which means that if I have a fast moving plate the region of influence would be very much close to the wall if it is slowly moving then I have enough time for the fluid to respond you know because discuss time scale is given by the H square by mu once I have fixed my H and I have chosen my fluid H square by mu remains fixed okay and then I could make the entire delta more you know occupy the entire region or confine it to a small region choosing my omega correctly. So, if I choose very small omega the motion of the wall would be confined to a very small region and if I choose large omega then the fluid has enough time to actually you know respond throughout the domain it could be carried out by viscous forces okay. So, the case 3 problem which was the region of influence problem you could use these scales and get the equation directly. So, under these scales you would get that the problem is transient and you would get the governing equation to be dou Vx by dou T star equals dou square Vx by dou y square okay and when you are looking at this problem you could give the initial condition instead of initial condition you could give a condition which means the motion of the wall would remain exactly same after you know one cycle of oscillation. So, you could instead of using the initial condition which was the wall being at rest you could use a periodic condition in time which means that u or the velocity in the x direction at t okay is the same as velocity after some 2 pi by omega you know. So, this would essentially in the non-dimensional frame because my scale right I have chosen as 2 pi by omega would be Vx at T star would be same as Vx at T star plus 1 and then my boundary conditions I already have which means my wall is not moving the top all is not moving at y star equals to 0 okay and then I have the other condition which is Vx star that was at infinity at H because the top wall is not moving y star is infinity basically at that point because this would come as ? by H okay because basically I have a condition y this is the condition at y equal to H so in the non-dimensional frame it would be y star by y star into H by ? so y was H so y star into ? is H so y star would be H by ? so and ? is very small right now so it basically corresponds to a fact that it is infinity so I have a velocity which is going to 0 as I move away from the wall and Vx star would be the one which is the periodic motion which is the given by cos 2 pi T star at y star equals to 0. So, you could easily solve this problem and then get the velocity profile for these conditions.


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