What are you putting down for Geshe? Ann's here. No, no, excuse me. Oh, I'm sorry. Ann made it. Who wants to vote for Geshe? I'm excused. All right. Did he call you? Second. Yeah, nobody called you. Okay. State of America and to the republic for which it stands, one nation, under God, indivisible, with liberty and justice for all. That's okay. So moved. Any discussion? So Jane will be on top of the fire tower. I guess. I guess someone here. Last one here. Last one here. Last one here. Last one here. Motion to second. In the session, no opinions. All those in favor say aye. Aye. Aye. Aye. Aye. Okay, Chief Herman is equal. There you are. Okay. He had asked for this presentation in our last committee, the whole meeting, but we had too many things on the agenda. And I think the nature of this meeting stands by itself. This will be at this. We won't be taking any other topics other than this fire demonstration. So I guess we have to be inside and outside, right? Yeah. Inside and outside. Thank you. Thank you, Chairperson Clayunas, members of the committee, the whole members of the media and guests. Welcome to our headquarters fire station. I'm not going to speak a whole lot tonight. We have a lot to get through. The reason that we've put this together is we wanted to show you what we do, how we do it, and how many people it actually takes to accomplish those things. In the fire service, we're really based on risk management.  And really the city has decided that they have funded their fire department to handle residential fires. We can handle a fire in a ranch home or a two-story home very well with the manpower that we have. As you saw at the fire last Saturday night on A Street, that really taxes our resources, and we need to call health front of volunteers to help us contain those. And when you look at risk management, if you look at a fire like a landmark fire, Prangies, Stoney, those happen every eight to ten years. There is no way that a city our size could fund a fire department to have the resources to put those fires out. You'd have to have a hundred firefighters on duty every day, and it just doesn't make sense. So that's why our department is sized the way we are.  Tonight's scenario that we're going to present to you really utilizes all the resources that we have on duty during the day, and that is at the staffing level that we were at last year. The reason we're still at that staffing level being six people short is right now we don't have anybody on vacation during these periods of the year. Once April or May comes, the people that you're going to see respond to this fire exercise out here tonight will be too short because once we start having vacations, those people just aren't going to be here. That's why it's important that I... Chief, how many firefighters do you have now? Actual men? Actual men on the rigs we have right now are 63. So divided by three shifts, that's 21 a shift. We allow four people out on vacation at a time, so that drops us down to 17 for more than half of the year when people are on vacation. The exercise that we're going to perform for you tonight, we will be utilizing every station which is typical to the way we would respond to a house fire. The Southside 18th Street Station has a fire engine with two people on it, an officer and a driver, and a med unit with two firefighter paramedics. The Downtown Fire Station has a pumper and a rescue truck. They both have an officer on it and a driver. The Northside Fire Station on 15th and Main has a fire engine with an officer and a driver, and a med unit with two firefighter paramedics. And the station that we are at here has a ladder truck with two fire... an officer and a driver, and a med unit with two firefighters. The new station on Southside 18th Street has a fire engine with two firefighters on it. During our exercise, which would be normal for us, that unit will relocate to station one. That is going to be the only unit that is left in service once we deploy all of the other units for the exercise. So we will put him central in case another call comes in and that would be the only unit left to respond to that. What we have set up as an exercise tonight will be something that would occur at 2 a.m. in the morning, which is very typical for our residential fires. It's set up that a neighbor has just arrived home from work. He sees smoke coming from his neighbor's home on the second floor and the residence is located on 25th Street here. And that male party, and he knows that a male party lives upstairs but he doesn't know if he's home, his car is outside. So then that neighbor does place that 911 telephone call. To that call, we will have 15 firefighting personnel respond. 14 firefighters and one shift commander. The people that you're going to see outside with yellow helmets on are the captains and lieutenants that are normally on the fire rigs. The firefighters with the orange and yellow traffic vests are going to be your firefighter paramedics that are on the rigs or on the fire on the ambulances. And it's important to remember that all firefighting crews always work in tubes. Nobody ever works by themselves. That's set up so that you have a partner that always knows where you are. If this was a real incident, we would be responding here with 28 vehicles. For tonight's exercise, we're only going to have five because I had to leave the crews in the station. All the people that are putting this exercise on for you tonight volunteered for this and they are all off-duty people. In any fire that we go to, our priorities are the same and they're in the same order. Whether it's a business, factory, or residence. The first thing we are concerned with is rescue. Is anybody inside? Our second is exposures. We're going to make sure that wherever the fire is, it doesn't spread to more of the building it's in or to buildings next door. The third thing is we want to confine the fire to where it is and we want to extinguish it there. And then after that is overhaul, which means we're not trying to damage any more of the building than is already involved. As we go through, we're also salvaging the people's private property or the building. And then we also need to do ventilation, which is very critical. While you're outside tonight, there will be firefighters standing amongst you with radios on. So if you have any questions on what's going on, you're going to hear the actual radio transmissions of what we're doing. So if you have any questions of what they're doing, feel free to ask them. We're going to show you a quick film here first before we go out. It's a little bit of an old film. We've been showing it in the schools for probably the last 20 to 25 years, but it's still very pertinent to how fires start, how fast they progress, what they look like when we actually arrive on scene. And I know a lot of times when we talk, I always say that fire is double in size every two minutes. You're going to be able to see that in this film very evidently. You're going to see the visibility that we are accustomed to working in when we pull up to a fire. And it's going to talk about the heat that we're working in and why it's so important to have somebody ventilating the building as we're trying to get in. Breathing inside this building would be impossible because of the heat and the gases. And as the exercise we're going to put on for you tonight, we're going to use theatrical smoke, but there will be real smoke out there. And if all our cameras and everything work, you'll be able to see what the firefighters are seeing as they're crawling through. We have not told the firefighters exactly what they're going to find tonight, just like it would be in a regular house fire. They do know they're pulling up to a two-story building that has a fire on the second floor. Other than that, they do not know anything else. So we'll run the film for you quick, and then we'll proceed to the outside to our exercises. The M-B-Z talked about with the camera, our actual images broadcast from their thermal imaging camera that the initial attack crew was carrying. They'll be able to see what they see when they look through their camera. It'll look like it's wide open, but it's actually the visibility is zero in there. In a typical residential fire, what is your response coming from? The moment you get the call here, do you have to... It's very parallel to the ambulance response about three minutes. Everything we do outside is going to be our normal response. We're going to place a 911 call which is going to take about 30 seconds. Dispatching us takes us maybe another half a minute to get into the fire truck and go. And then we're going to use a three-minute response time for the first arriving unit. And then after that, it's typically about a minute or two minutes as the remaining units arrive on scene. Everything will be in real time outside, so you're going to see how long it actually takes. But the film actually shows you how that fire has grown from the time it started to the 911 call is placed if it is placed timely until we get there and what we see when we get inside. Power can do to a home. A carelessly discarded cigarette is the cause of this fire, but home fires can start many ways. Space heaters, wood stoves, faulty electrical equipment, and cooking, among others. In most fires, there is a longer period of time from the appearance of smoke to actual flames. Remember, what you will see and hear was filmed as it actually happened. Don't know how we believe the fire on the street started. 30 seconds from first flame, the sofa ignites. From this point, fire grows rapidly. If you discover a fire, leave immediately and call the fire department for 20 seconds from first flame. Polyurethane cushioning from the couch starts to melt, spreading fire to the rug. Smoke begins to fill the room. One minute 23 seconds, the stairway to upstairs still clear. Things look safe here but downstairs the fire continues to accelerate. One minute 35 seconds, the smoke layer in the living room descends rapidly. Gases flowing out of this room now exceed 190 degrees Fahrenheit. One minute 47 seconds, light smoke begins to move to the second floor. One minute 50 seconds, the smoke detector at the foot of the stair sounds at a alarm, providing warning before exits are blocked. We would open a test case in the area now of the 911. The air is clean. Two minutes 30 seconds, the temperature above the couch is now 400 degrees Fahrenheit. That's over 200 degrees Celsius. Two minutes 48 seconds, the floor is into the dining room.  Three minutes 3 seconds, melted polyurethane burns under the couch, suddenly the lamp shade at night. The temperature of three feet above the floor in this room is over 500 degrees Fahrenheit. No one could survive. Three minutes 20 seconds, the upstairs hall is beginning with black-acted smoke making escape more difficult. From the outside, there may be no evidence of the inferno inside. Three minutes 41 seconds, the energy in the room suddenly ignites everything. Within one minute, the temperature has risen to over 1400 degrees. The living room windows break out. The entire room fills with flames, forcing huge amounts of smoke and toxic gases throughout the house. Only two minutes after the smoke detector sounded, the lower hallway is dark and filled with smoke. The upstairs hall is now passable. A second escape room is your only way out. Four minutes 33 seconds. Only now are flames visible from outside the house. If this fire occurred at night when most fatal fires happened, this would be the first exterior evidence of some fire in progress. Flames climb up the outside of the house entering the guest room window. Fire grows so fast that the fire department may not be able to rescue anyone trapped inside. Firefighters wearing protective clothing enter to search the house and to combat the fire causing steam to pour out of the first floor. Reaching the second floor, firefighters brick windows to release heat and vent smoke calls to check for fire spread. Like this one, some will move slower, some faster. But if the fire starts in your home, get out immediately and stay out. You have just seen the power of an uncontrolled fire. Questions will proceed outside and minus the actual fire will show you what it takes to put that out. Typically, what kills the people? It's typically the smoke and the heated gases. It's not the flames. Please. I have a good question. It's at 14 degrees. Does that make that building very susceptible to collapsing at 1400 degrees? It's an interesting question that is really becoming more and more relevant. In this style home, with the time period that you saw here, we're still okay. In the newer, lighter weight construction homes that we're dealing with now, I think they were less than 15 minutes into the fire and they went through the floor. The reason I'm asking that, sir, is that last night, they were investigating a 9-11 terrorist attack on the building. They ran a test on the project fuel, an I-beam, an I-beam, and it showed that this beam would supposedly go up to about 2000. At 1400 degrees, this thing started burning and all of a sudden it collapsed. They showed that's what happened to this building. That's really what I'm asking this. It's something that we deal with and it's something that the incident commander is timing as we're there, trying to figure out how long it has been since this fire started, the one we're in there. We know the construction of the homes and the cities. If you're in the middle of the city, we're not dealing with trust construction, which fails if we have a solid 2x6, 2x8, 2x10, the same amount of floor joist. We've got pretty much time, 20 minutes, half hour before that is going to burn all the way through and collapse. If we're dealing with lightweight construction, it's much less than that. It's something we have to be aware of. In the video we mentioned, the fire at that point was fairly small, but it still recommends get out, call the fire department. Do you find that a lot of people say that it's okay that they can try go grab a fire extinguisher rather than calling you right away and that kind of lengthens your response time because they're not making that call right away? That's a very typical occurrence. That's what we believe happened on A Street and it's something that we run into a lot. Obviously strongly. In the school programs, we always tell the kids call 911 first from somewhere outside.  It's because nine times out of ten they can't put it out. After the demonstration is completed we can come back up here if you have any other questions and ask them where to run. As long as everybody is assembled our firefighter Cal Hughes is going to place the 911 call to our actual dispatcher. She will dispatch it on one of our spare channels and then from there we'll just be doing the talking without dispatch. This is a real one. That was weird. Let's just give it a couple minutes. We're going to have to give her a couple seconds here to visit for a few minutes and just make sure everybody is on channel three. Yeah, channel three. As soon as they go and route then call her. Okay. How many seconds was that? Time of call until they got on the road. Cal, go ahead. Scenario. Okay, I just came home and there is a there appears to be my neighbor's house appears to be on fire. It's the go ahead what? 1326, it's the house behind 26 North 25th Street. One person lives upstairs but I'm not positive if he's home and off. My phone number? Okay, I'll try to see if I can get a hold of anybody. Thank you. Thank you, bye. Ask for additional units because it sounds like a working fire. First dispatch would only send two of our stations. This brings the other two for a four total. That's a second alarm coming in and we have a working fire. So you can see there was about a minute's time there between the 911 call going in and her being able to dispatch. If you made the 911 call, this is horrible. The stations know which ones are supposed to go. That's why she'll say an area and then we know, we pre-planned which stations go. But in a fire like this where they hear it's actually their smoke visible, they're getting into trucks and they're ready to go because they know they're going to begin. They'll get that second alarm where they know they're going to have to respond. Okay, so in this case, we had one vector. A scenario we had two, three vectors. In that scenario, you almost have to completely shut down fighting the fire. Correct. That's where we go back to number one and get them out as safely as we possibly can. And these don't matter until we get them out. How long does your first team of player-players go on before you have to kind of alternate? There must be some sort of a time limit on that. Our bottles are 40-minute bottles now. 45-minute bottles now. They can normally go through that full tank before they come out. We used to have 20-minute bottles. They'd have to refill and go back. If you're in a tank of air in that heat, you've pretty much got to come out and sit for a minute. There must be a buzzer then that goes off and lets them know. We do it vibrates, actually. When it tells you when you get to 500 pounds of pressure, it vibrates. And that gives them about how much time? Another 10 minutes, roughly, right? Yeah. You can tell who's not on the line anymore. So you can see that original engine pulled up only had two people on it. The officer got out and walked around to see what was going on. That left the driver to pull that hose off. We still don't have enough people to go in until that next arriving unit comes. What happened Saturday night with the crowds? You got the bar unloaded outside of the street and you pull up with two firefighters. I guess I'll ask Firefighter Longmiller who was first on scene. I can tell you, we were first on scene and I was on rescue one and we pulled up with engine one. Two people who got there on two different rigs. Two on engine one, two on rescue one. We pull up officer on engine one. Captain Irish was already starting to do his size up, myself and I'm a driver on rescue one. I'm trying to get off while my officer's running to the stairwell. There's people yelling at us that there's people possibly trapped. Why aren't we getting water on the fire yet? Why aren't we entering the building and where is everybody else? And you've got four people. Fire, F.E.O. Ensley's pulling hose off but you still have to get the pump in the gear because it's so cold out. It's 10 degrees that night. So you can imagine what's going on while my officer's trying to look up the stairwell to the smoke that's already banking down where the apartments are. And yet we have all these people out there that night. I mean just hitting a bar night you had 30, 40 people already gathering on that corner watching us screaming, why aren't you doing anything? Firefighting standards say that a firefighter does not have to go into a building we go in in twos. Firefighters do not have to enter until the second twosome is there to pull them out. It's called our backup crew. They can go in on their own if they feel it's safe to perform a rescue. So it's a decision a firefighter has to make on scene if he does not have that backup line there behind him. Were there rescues that night? Well, myself and Lieutenant Colbeck made it to the top of the stairwell. And we made it to the top of the stairwell and started to traverse to go to look for the fire. The smoke had banked down so much and the heat was so intense that at that point, if there was a rescue it would have been, I mean, at that point the amount of heat and smoke. So we started to back down by that time then fire and flames were already over our head up there. But, you know, you remember, there was only two of us up there. One guy at the engine who was controlling the water and our officer. So effectively we didn't have anybody there yet but they would have gone through the floor when they got to the top. There was nobody there to pull them off. Speaking of the rescues, there was three bar patrons that went up. The lady in the front apartment, the grandmother had two children with her. One and a half and a seven-year-old. And the bar patrons helped her down. They actually carried one of the children, the youngest child. They carried her down the steps. She said she could feel the rail but she couldn't see where she was going at that point in the fire. But you had no idea that that was all people, right? No, yeah. Once these guys go up, I mean, outside is chaos and no one said anything that they got everyone out. It's organized chaos for the first few minutes and then you have to find out how many are possibly up there. If there's a fire, you have to rescue other people but what if those four would say, please rescue my pets. Is this yourself or five others to rescue pets?  Typically, animals do pretty good on a fire because they're low to the ground where the best air is. So we've pulled out many, many cats. I can put a sticker on this and say, don't save the cat. Yeah, you can. I think you can kind of see why it takes everybody that we have on duty and that's really the most critical part. At this time of the fire now, we're kind of pulling back and looking for extension in other parts of the building. We don't have a rescue anymore. We're trying to save as much property as we possibly can. If it's a fire that is out of control, we're just protecting the outside like at Landmark. We're protecting everything else that's around it. It's really the first 15 minutes that we need everybody. Let's say it's an industrial setting. Perfect example. I mean, you don't know chemicals. How are you going to hold the experts that know what's in there? Well, we do know chemicals because we do inspections in all these buildings. We have free plans. We have it written down. We have files that we can look at it. A lot of those buildings have fire protection systems, a sprinkler system that all the connection that we can hook up to. And once again, it's the firefighters on scene that make that decision. Can we safely get in there, hit that fire quickly and get it out? Or do we need to pull back and protect the exposures? In terms of responding to a fire like you would stage tonight with general alarm, knowing that there's visible smoke and flames when a truck arrives and you can see do you just approach the situation as a worst-case scenario and go from there? I mean, what's kind of the mindset when you show up? I mean, do you just have to take it as it comes and assess the situation as you go? That's a lot of factors. You're thinking time and date. This scenario was 2 a.m., vehicle outside. You assume that somebody's probably inside there. Middle of the afternoon, there's less of a chance, but you never assume. So yeah, we are always feeling a worst-case scenario. We're getting in there as quickly as we can. Our first thing, again, is we have to get in and see if anybody's inside. That's the first thing we determine on all floors of the building and its extinguishment. A typical, this fire in the city, we would have everybody deployed except one fire engine would be remaining in one of the houses. And a lot of times if it is a bad fire, we'll still bring them to the scene, but keep them available. So the two firefighters on that vehicle maybe help setting up a ladder, maybe help just pulling the hose up through the door, because a lot of times if we have to make turns, it's hooking, so we need somebody feeding that hose. So we can bring everybody to the scene, but leave people outside and leave them available for another call. Can you back that truck in? It's backed in. We're facing out. The people that are on that vehicle don't get dirty. It's what we call clean work. They're outside. They maybe will make the hydrogen, but they're doing something that the second call comes in, they got to go. And typically all of our med units would be deployed to a fire like this, all three. We probably would commit two of those firefighters paramedics to a hose line, which was what was done here, and we would try to keep the other two med units outside doing clean work How many firemen in this scenario have deployed out? How many firemen are sitting here in this building? Right now? There's four. There's four in every one of the stations. If you were out on call, how many would be left in this building? We'd say if they were at that fire. There's nobody. Typically there would be nobody in any of their stations unless we left one rig central. We would move it downtown and that's what we tried. If there are multiple fires, in the tracks of use, is there any reason to help? That's what we did on A Street. We call it Town of Cheboygan. Landmark fire, we call it Town of Cheboygan. Typically, anything that's bigger than a residence, downtown, factory, anything, we need to call for help. We can call in our off-duty people to come help us, but a lot of times we need more equipment. That's when we'll call the Town of Cheboygan or Town of Wilson. We've used coal or we've used City of Falls already. Likewise, we've gone out and helped Town of Cheboygan numerous times. Town of Wilson numerous times. It's a pretty quick call. Do you remember how long it took them to get there? I would say it was 26, 30 minutes. It's typically about 15, 20 minutes for them to get the call for them to get there. That's not bad. When you call for their assistance, they're not involved in a rescue because of the timeline. It won't be in a rescue, probably not even an offensive attack where you're trying to put it out. It's when it's around the drowned. That's when you call for that. It's typically at the one where we're trying to make sure this doesn't go somewhere else. They aren't going to be involved in the rescues or even putting it out without excessive damage. It's too late by then. Our surrounding communities all respond just like we would respond to their advice. We have what's called mutual late attacks with all our surrounding communities and there's no charge.  I think at the landmark fire, we melted off some of the lenses on Town of Cheboygan and we paid to replace those. It's just a great agreement. We helped them to help us. But in terms of, because of your size and personnel and more equipment you have just being bigger city, do they rely more on the city than you relying on Town of Cheboygan for instance? Or is it just because they don't have as many incidents? I think that's because they don't have as many calls as what we do. It's about half and half. It balances out. But I would say as we go into the future here and everything becomes more and more costly it doesn't make sense for all of us to have a 100 foot aerial ladder. The political parties at B are going to need to meet in the future and combine us. We need to share more and more resources to make this work. What are some of the unique pieces of equipment that some of the surrounding communities have that you don't have? Are there pieces that you had to use on Saturday? No, not on Saturday. There's tanker trucks. Brush buggies, grass fires, we'd have something evergreen. They do have a platform in the Town of Cheboygan which has the large platform on the end of the vehicle that we do not have and there's times where that's advantageous, you can reach out in the river dip it down and put people right in and lift them up with it. So they have some items, but not a lot. We do have the jaws of life where Town of Wilson does not, so we have an agreement where we cover up to Highway B for them. And we do have a confined space rescue equipment that we cover the entire county with nobody else has that equipment. Some of the trench rescue things we have, specialty rescue equipment, then we got the grant one. City of Falls actually has confined space, but they actually just call us the other day because they're having the same problem because tech rescue involves so many people with so much competency review, but they're having problems getting people like during the day and so they called us actually just this last week and said, hey, we want to get together with you hook up our people that we have see what you guys have, see what we have or we're constantly working on interoperability stuff because it's going to happen more and more so we're doing a lot more joint training and they're really calling us a lot saying hey, let's get together and get a good relationship. Tell us about the training. I mean you guys have training on that stuff all the time, aren't you? All day long today they were down in the marina doing ice rescue training and on this priority it's kept right constant. A great deal of the training we do is actually mandated in fact you talk about all our operations we don't just make this stuff up we try to run the minimum on a lot of it in some ways but so much of it is mandated by law you talk about the two in two out thing that's all OSHA respiratory protection standards and laws that we have to meet it's not a question of whether you think it's a good idea or not like some standards you know how many choice come 30 in the state of Wisconsin and OSHA respiratory protection laws and all of the worker safety laws and everything especially in the fire service it drives a great deal of what we do and that's why we have to do it and training is the enormous part of that we have to do annual refresher training on all our EMS we have to do annual training on confined space tech rescue we have to do SCBA training in respiratory use and all of the firefighter safety stuff so that's just the stuff that we have to do every year you know and now you try to fill in some of the holes of the things that would be nice to get to it's a tremendous amount of things because you know we train because it's not always learning something new a lot of it is just repetition that when you have to do it you get it right the first time it's not unlike the military they just do things over and over again so when you have to do it in a panic it just comes naturally to you it's more about it well and we're constantly bringing in new employees to prepare and can you just you know on the street where there's a water hydrant or hook up for the trucks if you hook up like three trucks after that what a hydrant will the truck have enough water coming in typically we'll have to hook to more than one hydrant and we have to know if they're all on the same line so that becomes a problem for us but that's probably one of the best things that Sheboygan has going for it is a very good water supply we do have some problems down in the east older area of town where some of the water means are smaller and older but that's the best thing that we are going for us is a good water supply and the location of our fire stations being that we have quick response times one more thing chief there's no one that you get a lot of misconception that we have a paramedic system and the admin service those are separate but people had to get their apartment first paramedic second that's the reason that when you see this kind of a thing it's very impressive to see a teamwork type of thing nobody runs into a building we've got a set routine that you have to do we don't want to add to the tragedy we want to solve the problem and on a scenario like this like I said we try to keep two of our med units outside doing clean work so they can respond what typically will happen is we'll automatically call two of our medics back in the work that are off duty to man our spare ambulance just to get that extra med unit out there because we are using our paramedics as fire fire exactly like tonight the same thing I mean it was very typical of having a house fire and we had a med call at the same time so it reduces what you have left chief in terms of now this fire is over you're packing up, you're getting back and you know kind of resetting everything how long does it take to put you know the truck back into service like we're looking here that's one of the things that the shift commander does automatically he's trying to get as many units back into service as he possibly can and that probably is going to take after the first half hour of this fire we'll start doing that and then we'll always leave probably two units here that are going to be tied up for on a fire like this it's probably going to be two to three hours is that just watching for hot spots you know we have to get into the attic we have to start opening up the walls we have to make sure that it's out so you know within half the investigation and then we call the fire investigator but within a half hour we're on something like this we're trying to get units back into service again and as quickly as we can we got to get them back to the fire else we have to use holes we have to reload holes onto the fire truck so that's one of the first things that after we go through all this that's the next thing in line is we got to get these units back in service in case we get another call they typically don't pull lines off every fire apparatus there intentionally to have other units ready just in case it's one or two units that pull the hose from and then the remaining units will be intact generally intact with that initial attack we need to fill our air bottles again we're no good without any air so we need to get those refilled that's another concern Chief can you just reiterate to me again about the importance of having the manpower on our fire department simply because of the two guys going out on a rig they're waiting for that additional manpower it's actually too full and I don't I don't like to say that we're running two people on a rig even though we're one of the only cities in the state that does it that way because I view our we have two people on an engine we have two people on a med unit and they are in most times going out together and working as a four person crew unless they're out on another med call I view them as a four person crew they're just coming on separate vehicles before we had the ambulance there were three people on that engine we drove out before below three because it was not a good working crew so that's very important that we have two people at all times in addition to that driver on that vehicle working and being able to pull a hose on because one person cannot pull a fire hose loaded with water it's just impossible and if you add ice and everything else into the equation you just can't do it and the other part of that equation is the total number of people that you get on the scene like tonight we had 15 people there that the way we are staffed now that allowed us to leave a fire engine in the fire house with two on if we don't hire the six that we lost that 15 people will be everybody that we have in the entire city there's nobody left that is one which is two thirds of the year when I have to allow four people out on vacation that will be everything that we have and there's nothing left for anything else where we were before we were sort of doing a pretty monumental task of managing risk and tonight you would have been able to operate on four or five Victor's tops I would have been a disaster I would say two would have been a real stretch we would there have been problems our issue starts to become death when things get beyond like this and which is very common for another or anything that goes on in the city or if we get something that is large geographically like the flood like a tornado like even a thunderstorm we got our rigs taxed as I said in the beginning it's risk management and we are set up to handle this fire with the amount of people that we have because we have charted how many times we get two fires at once it happens it's not a lot of times we get a med call and a fire call at the same time that happens more frequently but we are set up to handle this type of fire anything bigger we need help the other question I have and this again I want to touch on that firefighter paramedic thing because I guess it just bothers me firefighter paramedic a firefighter is a paramedic pretty much I mean the new people coming in don't they have that training already I guess I have to say the other way around a paramedic is a firefighter for everybody that we hire now we hire paramedics that are firefighters that are firefighters I don't think correct me if I'm wrong that you hire somebody with that training already correct? that's the only way you hire people ten years down the road when you have turnover you've got some firemen that are not paramedics now but ten years down the road that's how we won't be the case ten years, yeah that's the way the system was set up that as we go through this in 30 years from now everybody here will be a paramedic and now we have where you saw the scenario tonight they brought the victim down the steps and we need to get our paramedics there to do the advanced treatment on them and then to transport 30 years from now everybody is a paramedic everybody can do the same skills but ten years from now half of the department will be paramedics or more it's becoming the standard for emergency responders to have paramedic training hazardous materials training and it's not unlike the military and their approach to things anybody that goes into the military even if they're going to become an air force jet mechanic, first thing they do is they go to boot camp and they learn how to be a rifleman and during the time that they're in a ready when the time comes and they have to react quickly they're doing other things like the mechanic part, the fixing things they have all their duties within an organization that makes them be there but they're a rifleman first and that's a lot like the fire service approaches everybody is a firefighter they're all trained to be firefighters but in the course of being in that ready in the state there's all kinds of other jobs that we can do that are helpful and needed in the community and to maintain our own service that we also perform at the same time but unfortunately they need to be on and everybody out there is doing multiple duties we didn't just have one person stand by the hydrant and that's all he did he had to stand there until he had the hose hooked up and the man on the fire engine said we need water, it turns it on and he may be the one that goes and shuts the utilities off for us or he may be the one that goes and spreads the salvage covers over the personal belongings so everybody is doing multiple, multiple tasks but at the core of it is we need people to advance holes we need people to do ventilation we need people to set up ladders because without all the things that we do we can't do anything it's all tied together as I walk around and talk to neighbors a lot of them still don't realize that you're 24 or 7 you're running three full crews a day that just doesn't dawn on people when they see what's going on this is great thank you for your attendance I hope we were informational what if a fire station hose is that off the table now is that that was tossing on the fire station hose I think that is still out there because we haven't got our people replaced so I would say that is still out there I was wondering because it hasn't been talked about recently and I haven't seen any documentation from any committees if we don't hire any additional people by the end of or have them trained by the end of April when my vacation started in May we have to close something because I don't have anybody to put in there are you going to give the same over the same scenarios at the finance meeting that you did at Salary and Grievous when we are you going to do anything different than that I appreciate that that was very important for me I would recommend that I wanted to see that I haven't been given a request to do anything to finance yet I am assuming that is coming up I think that is very important what I presented at Salary and Grievous have you made that presentation of protection safety no consider you on the agenda okay that was a request that I think Alderman Gisha had given to me a number of weeks ago to present some options as we move into this year I really wish you would have had more time last question 8.5 persons should be closed which one would be the best to close should I work on the table can somebody run down and get my paper when it is on my table in my office it is on the table it is a tricky question right in the middle of the city is where the majority of all our calls are because these are the older buildings more densely populated and I have said this before I believe we can run this city with four fire stations very effectively and have decent response times the problem is these two here are not in the right place if I close this fire station this is a long response time to some of these northeast neighborhoods here if we close this fire station this is a very long response time off to the northwest and the western area the ideal thing would be to close both of these and have one right in the middle but obviously in today's economic times that is not a good option this new fire station number 5 has the least amount of calls so you would think that would be the one that I would recommend to close but this is a very very long response time we have run some of these they are like 10 minutes to the southeast the train is right here and I happen to live right on that track so I can tell you it comes by a lot and I have timed it it is about 4 minutes of time and I have also around it and timed it it takes 3 minutes to get around it whether you go east or west if the train is there it is not so much my concern if we close this one the response time for station 2 to get here what I am concerned about is this station is out on a call the next station has to come from here and that is 10-12 to 15 minutes like the trailer parks today my recommendation would be if I had to close this station I would close the downtown one because we can converge onto this area chief though when you say that you can run the city with 4 stations I do believe we want to still have the people in those stations I still need the same amount of people because as we saw tonight that is the amount of people we need to put that fire up I am just saying that we could probably save money by not paying utilities everything else but in terms of manpower closing the station doesn't solve our issues it doesn't solve the issue you need 3 more firemen paramedic firemen if you took the 4 firemen paramedics from the ambulance and we gave up the ambulance you would have your 4 firemen and we would not need to close the station but you would have to come up with about $630,000 from the ambulance service that is going into the general fund but you are correct we would be short our fire fighting capabilities would be reduced because we would have 4 less firefighters but we would not have to close the station that is correct we would come up with a deficit in our general fund you would have a deficit of $600,000 $600,000 if you take away the 4 wages that it is paying for and the $400,000 that we are putting in it is roughly $630,000 if you calculate if you close one station keep the same amount of firefighters just keep a close one per month for the city to save about $35,000 in utilities and then if you can sell the building an alderman caught I believe it is not 3 it is 6 to bring us back to whole it is 3 that you need a fire station I need the rescue pumper and 3 or I need 6 it is one of the two options which is what I presented two questions one is because we have a utility of Todd Wilson does this also require attention because of that unit being there when you start talking about closing now a station that is one of my questions my second one is when we offer the early retirement to some of our city personnel to free up some money for the new hires to come in and overpay was this part of this agreement for the early retirement plan we didn't have an early retirement in the early retirement in the early retirement police department at the first part of your question I didn't understand because of a line it is a public utility it is a federal government involving this thing which requires that you have that number of I don't know how to honestly answer that we do respond there where we're at we're fine with the coverage now that's what we're going to use in a new service okay so one more time if if the ambulance goes away there's a $600,000 net shortfall to the general farm and the four people go with it that $600,000 is funding those four people that goes with it if this hiring these extra people where in the budget is this money where we have a hiring freeze and the budget was passed where in the budget would this extra money come from well I know the firefighting union gave concessions of a 2% which was about $88,000 where that was put into the budget I don't know there were also some other concessions but it's not in my firefighting budget Alderman Gysha did say it's in the city budget but where that is I can't tell you I'm just caution people too when we say extra we're not talking about extra firefighters here we're just talking about replacing firefighters not extras no extras here just replacing what we already currently we're at but I think if the budget is set up they're not there at the beginning of the budget that's what we're asking for to put them in which means we have to change the budget you're both right he's saying it's seven folks retired and they need six firefighters you're absolutely correct the budget was set up without them that's why he just gave the big bucks my understanding from Salary Grievous is that he just made a motion to lift the hiring freeze and then that would be sent to finance for them to work out of it still needs to be funded that's what we talked about the other night and my point the other night was if you're talking about the three let's talk about what's really necessary at the same time if you're going to have that dialogue if three only gets us part way there let's talk about the six and let's see where the money is if a fire station saves us 35 grand and you can't I don't think it's a big market for resell a fire station if we could probably give you the list no we can't give you the list if you only hire three this vehicle goes on for one person for more than half the year and I can't it's a brand out for that if you live out there man I wouldn't like that so much your folks are going to ultimately with a train you could run into eight nine minute response times very easily and as you saw on the film where was that fire at nine minutes we're already there at nine minutes and putting it off if we're not there at nine minutes we're standing on the other side setting up what you get there so you're 11-12 minutes if we're there at 11-12 minutes that house is burning down aside from the fact that there's a large number of trailer parks down in those trailers yeah you don't even have a shot and our chance at saving life is very limited in that at all aside from the obvious financial question of excising the ambulance out of our department now it doesn't even begin to talk about equality the quality of the speed the continuity of the system every report you've delivered to me the response time is for the ambulance it's only going to get better and as you saw here as we brought a victim out now the same people that that person right away the firefighters that are treating them are taking them all the way to the hospital and if he needs to be transported to Milwaukee the same people that have had this person from the time we got him have him so there's no chance for miscommunication of information in between and that's important on all medical calls thank you chief we appreciate all the information you do make a care picture yes great and look chief no time required I don't wear them the last time I wore them move them drunk thank you


Do your clients have frizzy hair? Well, stay tuned because I'm gonna show you how to solve. First, let's talk about what causes frizz. First thing, there's cuticle damage. The cuticle layer is the outermost layer of the hair. It's the protective layer. Basically, to put it blunt, the cuticle layer looks like fish scales. When those scales lay flat and uniform on top of each other, that's when the hair is going to look less frizzy and more healthy. When the hair is damaged, you have raised scales which allows the hair to clean together and create frizz. The next thing is, naturally, hair is negatively charged. The more damaged your hair is, the higher the negative charge, the more the hair wants to repel against itself. Third thing is hair structure, curly hair and wavy hair are more susceptible to frizz because of the formation of the hair shaft. And also, hair that has been damaged in chemical treatments is more susceptible to frizz as well. Fourth thing is the pH balance. Hair has a pH typically of 4.5 to 5.5 and any products that you put on the hair that disrupt the pH level can affect the cuticle's integrity leading to potential frizz. And last but not least, humidity. Humidity increases frizz because it gets inside the hair shaft and expands the hair shaft and exaggerates any rough patches in the hair strand, causing it to rub against the hair next to it and separate more. So how do we solve frizz? These are three things you should know about to help you solve frizz. Number one, humectants. Number two, conditioning agents. And number three, protein. Humectants in your shampoo and conditioner pull water from the air and this adds moisture to your hair. Conditioning agents are positively charged particles that stick to your hair shaft and coat it. They form a thin layer that smooths the hair shaft and reduces frizz. Silicones are also great for coating the outside of the hair shaft. And the third thing, proteins. Proteins can help by binding the hair structure, repairing it and filling in the gaps. However, protein is largely overstated in the market. Proteins are very expensive. So it's unlikely that the product you have has much protein added at all. So to sum this up, to get rid of frizz, you need the right level of humectants, silicones and conditioning agents for your hair and environment. And it's important to know that those things change over time. Nobody's hair stays the same, nobody's environment stays the same. So if you made it this far in the video, let me know in the comments below that you made it, type made it. And then also go to formulate.co slash matbeck. I've got a free gift for the first 50 of you.   And even if you don't have a frizz problem, go check out formulate.co slash matbeck. Fill out the quiz, let's figure out what's going on with your hair. You could work with our chemist and you get a free formulate set on us, formulate.co slash matbeck.


Why do so many people come away from a musical performance feeling exhilarated, feeling this wonderful sense of performance, and for anyone who's had that experience they know what I'm talking about. This is an interdisciplinary project in which a team of bio-behavioral scientists, social scientists like myself and musicians, we are studying how social networks and music-making operate in a marching band of Arizona State University, and we hope to uncover the bi-directional associations between the social relationships within a marching band, music-making, and the physiological underpinning, specifically hormone levels of cortisol and testosterone. That concept emerged from some early work we did where we looked at moms and babies, and we found that the correlation between cortisol levels for moms and babies was very high, and subsequently we showed that that was true in newlywed couples, so our curiosity led us towards this place of thinking about people who share common social experience. They would have similar levels of these biomarkers. So it seemed like a good opportunity to bring this diverse research agendas together and come up with this interdisciplinary study. There are two hormones that we're looking at in particular, one is cortisol and one is testosterone, and our work has shown that they are very accurately measured in saliva, so the correlation between what's in your saliva, the levels of those hormones in your saliva and what's in your blood is very high, and we can use saliva as a minimally invasive alternative to blood sampling, so testosterone and cortisol are both biomarkers. They reflect the activity of very specific biological systems. We know a tremendous amount about their impact in the body and their effect on cells. Really, if you think about it, there's a long history of work that talks about social support and health and stress, and people believe that having a very extensive social support network is a buffer to stress and would protect you from getting sick. So we're quite interested in how intrinsic individual differences are related to how people respond biologically to context, and now with some of Olga's sophisticated knowledge about social network modeling, we're able to look at that social context in a completely different way. We have two rehearsals, one in the beginning of the season in September and one in the end of the season in November, and during those two rehearsals, students come prior to the rehearsal and they'll provide a saliva sample, and they do an online questionnaire giving us information about their personality as well as their history with marching band and marching band activities, and then at the end of rehearsal, they give us another saliva sample and fill out a questionnaire where they tell us about who their friends are, where they have conflicted relationships, who they go to for performance advice, so now we're able to have this really huge data set that has really so many different ways that we can look at the marching band and the social networks and the performance networks, and then compare those to what's going on in their bodies with using the saliva sample analysis. So there's lots of interesting things to think about in terms of parenting and also in terms of how you coach people, and then I think we're centrally involved in the business world as well and thinking about how people perform in business and in military situations. Well there's so many different avenues of impact, but you know it's hard to speculate about that too much and get excited about it too much because we're really just, this is just the third study, so we have much more to learn. I think as human beings we have a curiosity to understand and ask questions, and research helps us you know provide answers and ask more questions and find out what we don't know and then find things we do know. It's an exciting process and I love being able to be a part of it.


The proposed methodology is based on the use of the Lambert W function to transform the series resistance equation into an explicit expression. It can be used to analyze the performance of commercial solar panels under various levels of irradiation and temperature. The results obtained are consistent with those obtained by other methods such as the equivalent circuit modeling approach. This article was authored by Javier Cubas, Santiago Pondado, and Carlos de Manuel.


My name is Stephen Lowry. I'm the director of the equity gender and tenure program at C4. The aim of the program is to provide opportunities for young Indonesian leaders in the forestry, conservation, biodiversity and private sectors to pursue a master's degree training in the United States. The program is very interesting because it's a master's degree program. It's a resource-based master's degree so that all students are required to do a thesis. But importantly, USAID, the funder of the program, has provided additional funding that enables the students, for instance, to return to Indonesia between the first and second year to do field research in Indonesia on really urgent or current Indonesian problems in the natural resources sector or the forestry sectors. So this is quite unusual to have this kind of added research opportunity. Another aspect of what I call program enrichment, due to the generosity of USAID, is that the program enables universities to bring their faculty to Indonesia during this period of field research to work with the students in the field and the faculty gain a better understanding of the context within which the students are going to work. And then thirdly, C4 scientists are assigned to work with each of the students as members of the research committees. And so, of course, C4 scientists have tremendous knowledge and experience of the research issues and the environmental issues, the forestry issues in Indonesia. They add, let's say, further and rich the experience of the students by being on their committees. My name is Jeff Lazar. I am a natural resources officer in the US Agency for International Development, Jakarta, in our Environment Office. I feel very fortunate to be involved with this program. So far it's been a tremendous success. The first cohort, I'm meeting a number of them today. They're coming back, getting ready to conduct their research. Also, some of the members of the second cohort who are just beginning will be heading to the US soon. With USAID, one thing we're always concerned about is sustainability. Sustainability in the sense of our investments. We're always concerned that, you know, if we're investing in some effort, what will happen after USAID's funding ends and will there still be impacts? Something for me is very exciting about this program. I really think it's a really great investment of USAID resources because when I see these very passionate, very bright, energetic young scholars, I think, you know, USAID may be this program, you know, eventually will come to an end, but these people, maybe young people, 20, 30, 40, maybe even 50 years from now, they will still be positively affecting biodiversity conservation in Indonesia.


So, I am JJ and the guy who's supposed to be presenting his camp, Pavlovsky, he works on this project and he did all the preparation and everything, so he has all the context. I wanted to hear, I wanted you to hear from him. If for some technical reason it doesn't work out, then I think you get to hear my version of the story. So, short a description for what we're trying to accomplish and what we think needs to happen. We're calling it Padme. Today when we talk about hybrid clouds, we're talking about having maybe some resources in the data center, some in a cloud, some in multiple different clouds, different providers. We call this problem heterogeneity. And this problem in our current context is not just limited to clouds. It exists up and down the software stack. Chances are, for example, if you purchased some company and their technology is built on something or other, it's not what you necessarily have built in-house. And so now you're dealing not just with necessarily different cloud provider or maybe they have their own data centers or whatever else the case may be. Maybe they have a different flavor of web server that you're using or an older one. If you've got network infrastructure of any kind, chances are that the stuff that you're dealing with is all configured differently. And forget about like, oh, your switch is configured the same way as your router and all this other wonderful stuff. These things are all, everybody has their own proprietary way of configuring all this stuff. Why is this important in a security context? Well, because all of this stuff is difficult to configure and it's all configured differently, it's difficult to understand what's going on at any given point in time. And it's really hard to roll out a policy across this myriad of different things. This is the heterogeneity problem and everybody basically has it. You know, oh, you've got something going on Google Cloud, oh, that's different than what's going on on Amazon. I mean, you start to configure something, my experience has been it's basically kind of three minutes with the code and then three hours to three days with I am or messing around with various other things as you try to figure out which permissions you need to make everything work together. So this is still a problem in that context. That's the heterogeneity problem. Another problem and people are starting to slowly become aware of it is the temporality problem. The temporality problem has existed, but we haven't really thought much about doing anything with it. Consider, for example, a case from, I guess what we might call the old economy and I'd use that not in any case in a pejorative way. If you have a company that has a batch processing job that let's say does billing reports and runs at midnight and ends at 2am, it probably needs a bunch of permissions. Those permissions were probably configured once and now the permissions are open the whole time, the rest of the time that the system is running even though these reports aren't actively running. Those are security holes. Take a different example. You spin up a QA environment, maybe a temporary environment for testing. Those policies have to come and go for that environment as they will. They should be configured programmatically. No one should care. It should just happen and work. And when the environment is no longer needed, they should be pulled down. Now you could build all this on top of IAM and I'm assuming some of you probably have started that investment maybe gone part of the way, but you're not the only ones who need that sort of infrastructure. Everybody should be able to leverage that. You should all be able to basically say, oh, okay, I need this resource on a temporary basis. Oh, okay, gone, done. And here's your policy. If I'm setting up a new service that I'm releasing, then I should be able to configure the policies in advance, make sure everything works, and then turn them off until the service is ready to go live. And then when the service is ready to go live, I should be able to bring them back up. You know, I've scheduled it all for deployment on Tuesday. Should just happen. I shouldn't have to worry about it. I have better things to do than babysit my system. Those are the sorts of things that we need to deal with in terms of temporality. There's another part of temporality, though, that when you start thinking about that aspect that comes through, and that is that to a large extent, we don't really think about how policy distribution factors into things. In a distributed world, it takes time for policies to get from point A to point B. You have to understand how a policy is going to behave if there's a partition of the network. And this, I mean, by this, I mean policy distribution, right? So is the policy still active? If you want to revoke a policy, how's that going to work? How long is it going to take? Most of us don't think about these sorts of things as yet. But we will because when you can create policies on demand, then what on demand really means becomes important. So these are the problems that we are trying to address with Padme. We are aiming to build a reference architecture to provide this kind of global I am that one could use. Our goals in this context, and I'm just going to read this off here. It's a lot of text, but bear with me, provable, composable security, simplicity, ease of use and well-defined behavior in a distributed environment. That last one, based on what I just said, should be fairly proximate to you, right? We want to know when policies get to where they're going, how they're distributed and things of this nature. We want that to understand the cap theorem and we want to be able to reason about it. Well, that reason is important for the reason that, for example, our back. Is so pervasive is because it's intelligible. You define a policy, add attributes, it's a static time binding. Everyone can look at that thing and understand what's going on and what should happen as a result of those policies in a dynamic world. We need the same thing. We need our policies to be intelligible. And once we've defined a policy, we need it to be able to be put together like a Lego brick with another policy in a fashion that's also intelligible. We need to be able to know how they're going to behave together, how they're going to be distributed. And if something happens, what's what they're going to do? We need to be able to test the effects of these policies on our traffic before we deploy them. Oh, we need to be able to see after the fact what may or may not have happened. And so all of these things are issues that we would like that we would like to address. We've condensed what we're talking about into these. This is the short version. So with respect to our approach to this problem, I'm going to talk a little bit about the approach itself. I'm going to talk a little bit about the details of this approach. The basic understandings of what we mean by when we say policy, I'll talk about our architecture and then I'll come back a little bit to what's called the talk about our back a little bit to tie everything back together again. So the way that we've chosen to approach these problems of temporality and heterogeneity, excuse me, heterogeneity is that first we define a common expression syntax so that we can work in an abstract universe away from a lot of the details that are in the specifics. Oh, how do you configure this Kubernetes container to do foo? How do you configure engine X to do bar? IP chain syntax is exactly what? Oh, and I've got a hardware firewall here somewhere or my writers can figure to do the same thing. How do I make that apply the same policy as I've got here in IP chains? Common expression syntax. The next thing we've already alluded to is composable policies, policies that fit together like Lego bricks so that you can understand what's going on and reuse a policy you know works. Right. So you know this policy blocks on Port 80. Great. Fine. Use that as a building block to a larger policy that does, let's say Port 80 and only this service you are. Off you go. Distributed architecture falls right out. The architecture of policy deployment and policy enforcement must be distributed, must be distributed so that you can approach the issues that happen in distributed systems in it. It's very, it's almost tautological, but that's where we are. Right. Last but not least component plugin. We have a common expression syntax.  We may be able to handle some of the major ones, but for this to fulfill its promise, you have to be able to bring your own and other vendors have to be able to bring their own and they have to be able to proceed from there. So a component plugin architecture is required for this. Now we understand in that context that our common expression syntax may say one thing, but if you botch the configuration of the plugin, you've negated, you know, the impact of that and that's a necessary evil. We have to be careful with that. Our assumption is that if the plugins, you know, because we've built this distributed system in order to or designed this distributed system in order to handle these cases, we will at the very least be able to correct what problems we have on mass and assuming that the underlying implementation, everybody's going to have this problem to one extent or another, right? Assuming this implementation is correct, you will have your provable security. So common expression syntax should be intelligible, should deal with heterogeneity problem, composable policies should be intelligible, distributed architecture deals with both heterogeneity and temporality and what's called the component plugins deal with heterogeneity. We'll deal a little bit more with temporality in a minute when I talk about what actually goes into a policy, but first let's talk about the component expression syntax a little bit. In order to think about the expression syntax, first we need a common model for where we apply policies. We call this thing the informant surface onion and how many layers this onion has in its final implementation. I don't know. This is an example of what is possible. Basically, what this is telling you is that your policy infrastructure has to be able to address any layer where you can make a policy decision. Then you can say, well, cam is the network physical layer. What does that mean? Well, turning off a port on a switch can be a policy decision. It definitely has security implications. It is sometimes your last and only line of defense. Short of ripping the plug out of the wall, which sometimes I have to admit has happened, but these are the sorts of what's called these are the sorts of things that you have to be able to handle. We are, even though you may be interested, particularly in let's say the container aspect, or maybe you're interested in dealing with all the network gear that you have in your network, or maybe you're interested in something else, we would like our system to be able to address all of these things, even though some of them you may not end up using and they may not become the common use cases. We want that generality. But let's take so let's take things that are more common and more approximate network protocol. If you want to define something that sits in IP chains, that would be the layer of the onion where you would be dealing with. If you wanted to set, for example, the physical limits on the amount of what's called memory a process can take on one of your boxes, hardware physical layer, decide where your container is going to be run, probably at the container layer, want to disable a particular endpoint, possibly service that might fit in the network protocol, we're still working some of those details out. But for example, if you wanted to configure which tables in which queries are possible in my sequel, probably at the application layer, and it can kind of go on from there. Our intent is to provide, you know, a very definite structure to this layering. In some cases within a given layer. So for example, in the networking layer, it's fairly obvious what the precedence is. But also a final arbiter, I think it's going to end up being alphabetical, when all the things are equal. For which policy gets applied first, because you need to understand that you may not like it. But at the very least, you need to understand what's going on so you can get that intelligibility piece. So you can reason about whether or not a given request will pass through the system. And what you know which policy will hit. In the grand scheme of things, the way this will end up working is that you will define a, you know, a request in terms of our language, pass it through the policies, and then basically get back an up or down answer as to whether or not it made it or not, right? And that kind of goes from there. So this having been said, let me then move on to what comprises a policy in our universe. In our view, a policy has a set of rules that identify resources. And in our world, a resource is something that can be accessed. And because we're using because we expect that these policies will be will be updated programmatically, and that it will be other programs making the requests, it also identifies who's making the request. So in what's it called, I don't remember the exact details of the, the terminology here, you know, the requester basically will have, you know, is a resource and the request is a resource, and the request E will basically be able to say, Oh, okay, what requesters are allowed or disallowed and so forth, right? So those are the, that's the deal with the rules. The rules are of course, composable, I should be able to say this IP range and this IP range, or this IP and TCP and so forth, right within a given layer, and so on. Because that's what allows you to build, you know, more complex policies without necessarily going to building a little policy that does port 80 and another policy to something larger and so forth. It just gives you more granularity, though we will get to policy bundling together in a minute. Provable identity, wherever possible, the system uses provable identity, whether it's something like spiffy, or whether it's something like OAuth or whether it's something like Kerberos, or, you know, name me pick your poison. Obviously, if you're using SSL sorts Kerberos, etc. OAuth to write, then those systems are built around a model of request per connection security. And if you're doing something like a MUXer, you have, we have to provide a way for you to be able to do per request queries. But that's a sort of, but that's the the universe we expect to be moving into. Obviously, at a per IP address level, you're not going to have provable identity. So that's you're no better, you're no worse off than than you work today. Because we want to address temporality head on, time must be a first class citizen. Time as a first class citizen allows you to turn policies on and off at specific times. But it also allows you to deal in a sane way with propagation delay. It's going to take is that allows you to engineer around how much you want to pay for your district policy distribution architecture need something that's guaranteed consistent. Well, you're going to pay for that. And then you can set the delay on when the policy is going to be deployed, or the time which the policy is going to be active, much lower than someone who hasn't and let's say they're going to say, I'm gonna that's going to get deployed in half an hour, not a big deal, right? Or it's going to get activated in half an hour. That's not a big deal. The next thing, and this is what's called something that comes out of modern needs is that location has to be a first class citizen. You need to be able to say in this universe where you have IP mobility with containers, which is I think something that Azure was talking about. I'm pretty sure they do now, but it's been a while since I've looked at it. If the IP address can move between with a container in a data center, or possibly who knows between data centers, then you better be able to say, Well, I don't want that container to be moved outside of Dublin. I don't want that to be moved outside of Germany, etc. location must be a first class citizen. You cannot get away with the mapping that says, Oh, those IP addresses are only assigned to that area. That's too difficult to deal with. That's going to break. In order to deal with heterogeneity and the miscellany of plugins that we can possibly have to deal with a policy can carry information for one or more plugins.  Obviously the elephant in the room is how do you make those snippets work and how do you cut and paint different parts of the policies, but that's something that we have to deal with. That's better than that's a better problem to have than the problem of not being able to configure these things at all or not being able to distribute. Last but not least, as I mentioned before, policies have to be able to bundle together and have to be able to be applied and or now you obviously there's got to be a rule such as, you know, for time and things of this nature, it's the most constricting of the policies that takes effect in an and right and things, but this logic has to be there so people can can understand what's going on. And this is roughly what we think in terms of how policies work. Now let me show you how these policies fit into our general architecture. In our general architecture, we have a picture on your left here, an area called a zone. And this is an administrative region and a zone shares all the policies and all the bundles.  These are responsible for distributing policies. Note that in this model, we make no assertions at all about where the policies actually live. If you happen to use the Netflix case, for example, in their model, which we are based, which was the inspiration for this, the general Padme effort, policies live in RDS and it takes care of distribution for them. That will work for them. That may not work for you, because you may not be all on Netflix, you may be somewhere else. So we have to be able to support hybrid models. But the controller allows you to basically distribute policies. The enforcement component is called the enforcer. It's a very imaginative name in this context. And the enforcer, we haven't decided yet whether it should do push or pull or a difference or support both for being able to get policies. Obviously, each model has its own implications with the pull model where the enforcer pulls the policies, being a little bit more robust about the controllers not knowing about the enforcers. But on the other hand, that model makes a little bit more difficult to understand where the policy has been distributed within your network. So there are tradeoffs to be made. We haven't come to a design decision there, but that will come. The enforcer itself can either make decisions on behalf of the component itself, or it can configure other components to go off and make those decisions. This could be done either via plugins or directed. And in our context, the thing that's actually fulfilling the request is called a resource. So if you look on the picture on your right, this will give you an idea. So if for example, the enforcer is configuring IP chains, then in that case, when it's configuring IP chains, it writes the IP chains rules from the policies it knows about, and then basically lets IP chains do the business. This works for cases where you can't handle every request. Or for example, I mean, you could imagine this kind of architecture in a software defined networking universe, where basically, you know, the switch pins you back and says, should I let this flow go? Well, that's great. But it can't make the switch can't make a, you know, HDP routing level decision on a single packet, because it doesn't have the whole request. So as a result, you know, you have to just tell it, okay, go do this and then pass this traffic and let something else handle it, right? In the model that I'm showing you on the right hand side, you have basically bits and pieces that are configured and can be configured by plugins and you can have plugins that handle this and then you have, you know, engine X can call us back and say, hey, should I let this request go through and the enforcer will say yes or no up or down and you can proceed from there and very obviously you could delegate to a plugin. Oh, you do that check for me. You could also have multiple plugins that had the different layers depending on, you know, what they're doing. So you could say, oh, this guy's configuring buffers and this guy's configuring what's called the, you know, what ports you're allowed to handle, right? We could delegate bits and pieces of, for example, where containers go to the guys who are doing OPA because that's, you know, sort of in their in their core or a few set of features. And so that's essentially how we expect these bits and pieces to interact with, to interact with one another. We are obviously in this context trying to build a system that is fast enough for, you know, a multi-hop in the data center authentication. And so as a result, the checks are going to have to be down, you know, sort of in the sub two millisecond kind of be able to respond to a request kind of thing.  And this is the what's called this is the system architecture. This is how we expect enforcement to happen to one extent or another. Now that I've given you a bit of a tour of what we've done and what we've approached and how we're going how we're going about it. And what we think the problems are these problems of temporality and heterogeneity. Let me come back to our back because from the point of view of intelligibility, it is the gold standard. Our back does a stag time config binding and attributes are added to walls in our universe. Rules are defined by the attributes that you give them. When you define a rule that identifies certain piece of traffic to match this policy, you're doing the inverse operation. The binding of who is allowed to do what is done at one time when the request comes in. If you match all of these policies and it's just and we have to understand too that it's distributed, your policy may address multiple layers. And in the context that it addresses multiple layers, your policy may be enforced at multiple different stages in your network, right? So the binding is at runtime. The only difference between the two is when the binding is done, and we're striving to be as intelligible as the RBAC model in terms of what's going on in my network. We feel that as I don't know how many of you taken a CS class recently, if you're familiar with this, you know, you can move between a condition variable mutex pair and a semaphore back and forth. The concepts are identical. We think the same thing in this context that moving from RBAC to Padme and back and forth is, you know, basically the same kind of identical thing. And so that's what that's what we're striving for. We are aiming to build a secure system that we can understand and that will let us address these next generation problems. And to that end, let me talk a little bit about what we're actually doing. We are building a reference architecture. We have a team put together and we are going through the process, borrowed resources from various places. Some of us like myself are basically this is our side gig. We have full time work. We've got our policy definitions and the sort of architectural structure in place. We're working on building some prototypes. And if you want to catch up with what we're doing and see where we are and so on, we have something on GitHub. You can find our documentation there and you can find us at Padme.io. Again, I apologize for not being there in person. I thank you for your time. I hope this has been useful. And I hope you've enjoyed it. Thank you very much. So just to emphasize the point like it's a full on volunteer effort. Basically, like when I started proposing this problem, there were like a lot of people that registered interest in this problem. So the reason why despite him not being able to fly over, the reason why I wanted him to present was like, it was full on his effort, which is his side gig. He works till 2 a.m. in the morning to finish this off. So the problem is real. People are facing this problem. There isn't a clean clean cut solution for how you'd marry or back to your existing infrastructure. So you can actually really solve this problem for administrators, not for infrastructure, because infrastructure can solve by itself in many different ways. So that's the reason why despite all the hiccups, I wanted him to present.  I think we're running out of time. So we'll post the demo. It's basically a on why authorization plugin. We have written the plugin. You specify your policy ones and then it'll get applied to either my sequel or your HTTP restful endpoint in one single way with common expressions and tags that we were talking about. So you can already do that. We are working on it. It's still in a private GitHub repo. So once we get to a state where it's okay, and it may require like some pull request to on why, but that's where we are right now. And if anybody is interested, I'd be happy to chat about the fundamentals of where we got to. There's a lot of history about our back, the back and then the evolution of where we are right now. I'd be happy to chat about it. And if you're interested in collaborating or contributing, then we can consider how to set up. Thank you.


Hi. Hi. Hello again. So this is a great Computex is back, right? Yes. Four years later. And you had many, many meetings here with customers? Full-on meetings. So I only have five minutes to use. Sorry for that. Then I have to go to the airport, but I want to utilize these five minutes to give a brief introduction of several new products from Geniatec. They are all Edge Computing ARM based mini PCs. So the first one is RK3566 based HDMI input and output Edge Computing box. So what is the thinking when you say Edge Computing? Edge Computing, it has a strong power to do the computing on the edge side. It can run on Linux as well as Android. All right. And super stable and it's for all kinds of IoT ideas. Yeah. And very basic AI capability inside. And this one is another Linux based Edge Computing box based on RK1126. The features, it has two Ethernet ports and also have AI capability inside. Is it easy to implement two Ethernet ports and all kinds of projects? Yeah. And USB 3 as well. It's a pure Linux with a 4K encoder inside. All right. You are using the full capability of the encoder. You have experience to do encoding, no? Yeah. Encoding and decoding is our capability in the past 10 to 15 years. All right. So that means you just HDMI encode? It can be an IP input as well as you can get the image and encode it to the IP as well. So what is the use case for this, for example? Does it have to do with security camera IP solutions? Oh yeah, that kind of stuff. All right. Another one, this new one is based on the newest chipset from M-Logic 3588. It's a very high performance ISOC from Rockchip. It has two HDMI output as well as one HDMI input. The input resolution up to 4K and the output up to 8K as well as it has a DP port, USB Type-C as well and the two Ethernet ports and also GPIO. It's a very high performance edge computing box. It sounds like it looks like you took the 3588 and you say, let's try to do everything with it. It's kind of look like this. It cannot touch certain kind of area that's before only Intel's X86 ISOC can do. It's pretty amazing with all these decode and encode. Encoding, encoding, several output, display output as well as five-tops NPU inside. All right. So that's it. I'm not going to take too much of your time. Sorry for that. But that's really new for the computer and we have a very good feedback from our customers.


This has been an Everyway Woman production. I'm an everyday woman, woman, woman In every way, yeah, yeah I'm living my life, life, life Living day by day, yeah


Hey, I'm Rob Koch. I'm from slalom build. I'm a principal for the data engineering capability there and Platform engineering as well. John. Hi. My name is John Zola. I'm hearing but this is the first time I'm ever presenting and trying to sign at the same time. So we're gonna give this a shot So let's start with what is the deaf and hard of hearing working group. So we are a volunteer based CNCF Group we have people in the group that are that are deaf that have heart of hearing or some people that have Heart of hearing kids or family members. We also have people that are just allies We have a common goal to help the deaf and hard of hearing community to contribute to Maintain and become experts in Open source that is our goal and And this is the team. There's a lot of us up here in the front corner as well and There's more of us that weren't able to make it they weren't able to make it here today and you can see the blue lines are People that are deaf or hard of hearing and the pink outline are for people who are hearing So now you may be asking yourself why we need a deaf and hard of hearing working group I co-chair with destiny. She is here We are trying to promote diversity efforts within the corporate world or whatever you may be thinking about race gender Sexual orientation a lot of those diverse Diversification efforts are focused on that but we're trying to shift that focus to disability because oftentimes we are an afterthought so we are here to change that and people within the community like yourselves can help us drive that change and One of our members mentioned something of this nature that it's nothing about us without us the reason why this is important to me is because I've experienced many things over the years in tech and I also I've also experienced the hiring practices Getting interviews for example to go into various types of employment a lot of times that we are ignored And we can't get in to in the door in the first place. So I feel like we want to have You know, this is important to me to just to drive that for deaf and hard of hearing individuals and more accessibility With interpreters as well. So, you know realizing what we need to have for our communication access So our plan is really to educate all of you the community and help you help us We also would like to evangelize Where you can help with this effort and we'd like to empower deaf and hard of hearing people with this group here a Few of a few of the members as John mentioned are here So we'd like to make that more of an active cloud native open source community And we want to have more contributing members to contribute to open source We're here to educate, you know the open source community. We'd like to also meet some of you Mingle in the conference while we're all here over the next couple days and educate you on how we work and what is involved in our working group So feel free to ask us any questions come up and interact with us how to improve accessibility and all of those things and What the takeaway is really is? Priority, you know accessibility costs and having discussions about that how much it costs to provide particular Accessibility tools and then also the resources that we that we've identified. We've got those posted You can get things with get accessibility needs met within the conference So for all of you helping us We are talking about organizing accessibility for conference and event planning Project owners and CNCF volunteer groups and teams. We'd like to interact with the different groups here Your employers and share your stories. We're open for hiring. We're open for interacting and contributing Also include your co-workers and allies So how all of you can help us is really Approach any deaf or hard of hearing people and ask them about access Tell people how it works educate yourselves and others we have a community here and The conference organizers and everybody either small or large Employers and everybody we would like to contribute to open source projects So as always change starts with you


In this lesson we will learn about how a catalyst affects the rate of the decomposition of hydrogen peroxide. Fairly dilute solutions of hydrogen peroxide approximately 3-30% volume by volume can be used as a household cleaning agent to remove stains on furniture and clothing. It can also be used to bleach or lighten darker hair. Whatever the real life uses, hydrogen peroxide is always stored in a dark plastic container away from sunlight. This is because in the presence of warm conditions and UV light, hydrogen peroxide can decompose into water and oxygen because the oxygen-oxygen bond in the molecule is unstable. Since aqueous hydrogen peroxide and water are clear and colorless liquids, we will monitor the rate of this reaction by measuring the amount of oxygen produced. This decomposition reaction can be catalyzed by manganese foroxide. The oxygen produced can be measured using a gas syringe. Place a set amount of hydrogen peroxide and add a small spatula of manganese foroxide, a fine black powder. Quickly stopper the flask so to prevent any evolved oxygen from escaping into the surroundings. You will see that fizzing happens which shows that oxygen gas is being produced. This is an exothermic reaction, meaning that heat energy is released. The volume of oxygen evolved can be recorded at specific time intervals. Plotting the volume of oxygen produced right against time will give a graph that is similar to this one right here. We can measure the rate of this reaction at any time in this reaction by selecting a point on the curve and drawing a line tangent to the curve. Calculating the gradient of the tangent will give you the rate of the decomposition of hydrogen peroxide at that point in time. A steeper gradient is representative of a faster rate of reaction whereas a less steep gradient is representative of a slower rate of reaction. As you can see at the start of the reaction the rate of decomposition is very fast.