Meanwhile, the Catholic Church in Bucco area of Buenos Aires has suspended Reverend Father Hyacinth earlier from public ministry for joining the governorship race in the state. The Bishop of the Dowses of Bucco, Bishop William Avignon, noted in the letter that the Mother Church does not allow her clerics to get involved in partisan politics. His suspension was contained in a letter to all the priests, religious and legity Catholic Dowses of Bucco, dated May 20, 2020. The Catholic Bishop noted that the canonical suspension takes effect from the moment it is communicated to him and lasts until he seizes from controversy. He stated very clearly in that letter that he has been suspended from celebrating public Eucharist. He remains the priest of the Catholic Church of the Dowses of Bucco. The only thing that he's been suspended from is in the public people, the profit. He can't go and stand on the people in the public and celebrate mass again. Probably he can still be doing that. He only responded to the genuine agitation and calls by the general people for him to come and contest the selection. You can find out from the Catholic Bishop and the Catholic Dowses of Bucco, there are over a thousand plus letters reaching by individuals and groups calling on the Bishop to release him to do this work.  And I will expect you to find out as a journalist. And so back to what you say is the chances of becoming a governor. You can't see the response of the people. The people want him to become a governor. They know that becoming a governor that's not stopping from priesthood. And as a matter of fact, if you look at the last paragraph of the letter, if he's elected a governor, he will go back. Updates


Hey guys, it's Ginny here. We're at the Arkansas State Fair for Media Day. We're gonna sample some amazing food. Ginny, they have macaroni and cheese with pulled pork. How insane is that? And this is my co-worker, Jason, who's gonna sample it with us. So, let's go take a look and see what our co-workers think. All right, I got a classic and I got a new item. This is a new rice bowl with bureau meat, but we're gonna look at the classic first. Cucumber, jalapeno, lemonade. Three words you never thought you'd hear together, but we are at the Arkansas State Fair, so I'm gonna give it a try. Interesting. Not terrible. So maybe jalapeno, any cucumber, and the lemonade. It's like the state fair. Very interesting. This is chicken wrapped in bacon fried, and then there's a deep fried brownie with ice cream down there we're coming back for. Keith, what do you think about what you get? This is a deep fried macaroni and cheese bowl. I mean, how can you be down? That's like the comfort food of the century. It's awesome. Thank people who do the fried apple, caramel apple, and the fried taco. All right, here we go. Pretty tasty. Classic fair food? Classic fair food. Well, with a twist. Beef on a stick. Beef on a stick. Where did you get that? So they have beef and pork and chicken. I don't want to do this because I've already way overdone it. But this is more sugar than I usually eat in a week. So we'll see. But I want to have Nana do the banana pudding funnel cake. Well, guys, I'm a big fair food fan. The thing I'm really into is some funnel cake, and this is pretty close. It's fried brownie and ice cream over at the fried what stand. That's all chocolate in there. Let me chop it off with some ice cream real quick. That was all whipped cream, but I'm not going to complain. Thanks for coming along with us as us and our staff try the fair food. All the food is fantastic. If you want to come to the fair, it'll be open daily from October 15th to October 24th. You can catch the fair food, fair rides, livestock show, everything. We hope to see you out there. Pack it up. All right. That was a dream.


Number one, time doesn't last forever. Have you been working towards a lifelong goal? Time is fleeting. As you grow older, you'll gain more wisdom, money and memories, but you'll also have less time to experience it all. Aligning yourself with what you truly want can help make your time feel more fulfilling. Maybe that would entail some tough sacrifices at the present moment, like stepping out of a toxic relationship or fixing a bad habit. These sacrifices may sting, but you'll eventually grow out of the pain and enter a new, happier era of your life. Hola, amigos. Gracias por todo su apoyo. Los amamos a todos. Me si es el mejor. I'm new to Spanish, but can you translate what I just said? Let me know in the comments below. This video was made possible thanks to Babbel, the number one language learning app in the world. If you're interested in learning what I just said instead of using Google translate, learn Spanish via Babbel. You only need to spend like 10 to 15 minutes every day and you'll start speaking it in three weeks. One of my biggest dreams is to travel and order food in Barcelona and maybe interact with messy football fans. Babbel has made learning so much easier. The courses are handcrafted by over 150 language experts. It's a science-backed approach, which means you learn more effectively. Babbel's local experts infuse all of the courses and experiences with local insights, so you'll be immersed and interacting in real-life situations and dialogues. 15 hours of Babbel are equivalent to a semester of a college course, but the only difference is that Babbel makes a bun. Click on the description link below and Babbel will give you up to 65% off so you can start speaking a brand new language in just three weeks. Thank you, Babbel, for sponsoring this video and let me know whether you agree messy is the goat. Hasta luego. Number two, you need to take the risk. Do you play what if situations constantly in your head? As you grow older, you'll start to look back and ponder on your past self's choices. People at an older age will start to reflect on whether they've lived a meaningful life. Many are at peace with the decisions they've made, but some will feel a sense of despair and look back with feelings of regret, shame, and disappointment.  Number three, don't act like someone you're not.  It's normal to feel the need to fit in a crowd. It's how our ancestors made sure they didn't get left behind to fend for themselves. It's a shared human trait, but if you don't stick up for what you believe in, you'll live under a false masked identity. You may end up as someone that constantly wants to please others at the expense of your own happiness. Number four, take care of your body.  Remember, you only have one body. Your early years and habits dictate the way your health will transform and grow in the future. Do you drink a full glass of water with your meal? Do you run or exercise? How about sleeping a good eight hours every night? Build up your healthy habits now so that your future self will be happy that you're still healthy at 70.  Do you talk negatively about yourself? Making mistakes can be distressing at times, especially if your mistake has negatively impacted other people.   A self-defeating mind can decrease your motivation, worsen a sense of helplessness, and even cause depression. Number six, building strong relationships. Do you have a hard time opening up, even with your friends? People who have good relationships with family, friends, and loved ones not only have fewer health problems as they age, but they feel more fulfilled too. Fostering a positive social life can impact how your life will pan out. Whether you find your circle at school or work, having genuine bonds with people is one of the most important things in life. Number seven, life throws curveballs. Have you been waiting for something great to happen, only for life to take it away from you? No matter how ready you initially were, sometimes plans don't always go your way. Factors outside of your control could stop or hinder your plans, and you're just left to react to them. During these moments, it can be tempting to stop and give up, but while it may seem difficult to get back up, know that it'll be worth it if it's something you truly are passionate about. Number eight, material goods don't bring your life joy. Do you live extravagantly or purchase things impulsively? Money is an important tool, but it can lead many people astray. If you let it dictate you, you'll focus your efforts on just increasing a number in your bank account while sacrificing the things that make life truly worth it. Life isn't about a new phone or that luxury bag. If you spend your time chasing after material goods, you'll take time away from the other parts of your life as well. Reflect on what's important to you. Chances are it's something money can't buy. Number nine, don't give up too quickly. Remember when you started a good habit strong but failed to follow through after a while? You can't achieve something without putting in the effort.  This can be daunting for many people even causing them to stop right as their journey starts to kick off. You don't have to work all at once to get ahead and succeed in what you set yourself out to be.  And after some time, you'll see your efforts bear fruit. And number 10, be grateful every day. Each moment, each day, each second that passes won't return while some days may be hard or even months and years. Life only happens once. Be grateful for the little things and the big things and everything in between. Life isn't always beautiful. Otherwise we wouldn't know what separates the bad days from the good days. Focus and be grateful for those good days and days that make life worth living. And you'll realize that your life story isn't all that bad after all. So will you take any of these lessons and apply them? Have these life lessons helped change your thinking? That life isn't a linear path. It's full of ups, downs, and in-betweens. And there's no right or wrong path. Without the expectations of others and money, choose the path that you feel the happiest in. And don't be afraid to take the plunge. Your future self will be happy you lived for your own conviction and passion. Did you find this video valuable? Tell us in the comments below. Please like and share it with friends that might find insight in this video as well. Make sure to subscribe to Psych2Go and hit the notification bell for more content. All the references used are added in the description box below. Thanks for watching and we'll see you next time.


Okay, we're back again live here at IBM Pulse, IBM's premier cloud conference. This is Silicon Angles theCUBE, our flagship program. We go out to the events extracted similar from the noise. Exclusive coverage of IBM Pulse. I'm John Furrier with Dave Vellante. Our next guest is Chris O'Connor, VP of strategy and engineering for the cloud and smarter infrastructure group at IBM. Welcome to theCUBE. Thanks. So I got to ask you, service management has been kicked around. We talked about it yesterday. IT service management, really growing area, changing area significantly with cloud. So I got to ask you, what is IBM's definition of service management? It's a lot broader than other vendors, which might be narrower. Give us quick, we'll start there and then we'll jump right in. So when I think of service management, I think of a full process life cycle around the necessary components to support your total production environment.  I, at VMworld, I asked Pat Gelsinger, the CEO of VMware, is Hybrid Cloud a halfway house to a final destination of some sort of implementation? And he said, no way, it is the destination. So that's clearly the case now. Hybrid Cloud is the strategy for enterprises, for that balance we were talking, not just migration, that's going to be a reality. There's a challenge there, there's stuff all over the different clouds, you see how the stores are all around, you got on premise, that pulling it all together is a challenge. What do you guys do on the service management side to make that easier and describe that dynamic? So the first thing that Hybrid Cloud has to do is I think you had to embrace it. And that's one of the big steps we're taking here at the show today is we are embracing the notion of Hybrid Cloud. And that's a huge challenge that many can't do or won't do, though they'll try to take you down a path of talking about why it sits on site or why you buy it only as a service. What we're literally introducing is the ability to understand what you need to optimize, where you need to innovate, and then look at the CapEx-Opex trade-off of blending those different capabilities together. So we're adding as a service capabilities to the portfolio, not replacing things. We're actually taking everything we do with service management, we're adding the as a service capabilities to go with it. So you can decide when you want to just hand out control to that line of business that needs to move quickly and agilely. And when you need to optimize around maybe systems of record that are core assets for your business, then you want to do that due to either privacy or data protection or other things onsite and on-prem and have those work seamlessly together. So we're embracing it. I think the biggest challenge is to get that embrace done when you look around at what you're doing. So Chris, would you agree that it's been hard historically for some CFOs anyway to justify an investment in service management specifically within IT? So that's the first question, and is that changing? So I think where people have been caught is they've understood they need to make the investment, they've been looking at the speed of value that they can get back. And then that becomes the struggle. And they compare it to other things, right? That's right. And other things pop up and it always gets put to the back burner. That's right. So one of the things that we're doing is that service management becomes an as a service delivery to let them innovate very quickly.  You can get started and you can implement it quickly so they can include it. And because you can do that CAPX-OPX trade off, they can rent it for a little while while they experiment and they can decide whether they want to purchase later on and that gives us a beautiful blend for them to move gradually. So by as a service, you mean software as a service? Or... I do. Okay, and they can eventually choose to whether or not they want to put it on-prem or in a SaaS or is your direction to go totally SaaS? So our direction is to support both models. And to support also the CAPX-OPX model, both of them, because we think that your budget is never going to be pure CAPX, it's never going to be pure CAPX, it's going to be a blend of the two. Depending on what you're doing for different projects, you're going to want to move very agilely and you may want to plug and run very quickly as a service offerings. You may choose as that hardens and becomes critical structure to bring that in-house or to regionalize or geographically orient that in some structure onsite and we're bringing out the ability to run seamlessly across our on-prem and our new Azure service offerings and you decide the balance and blend. And Chris, there are adjacent line of business disciplines that have similar dynamics to IT service management. Where is IBM at in terms of bringing that discipline out toward the business? So an affectionate term could be shadow IT. We see it all the time where somebody's trying to innovate quickly. They're out in a line of business. Sometimes not so affectionate too. They've got a budget that's out there that they can spend against and they're out there and they're implementing and they're bringing in programming talent and then they're trying to figure out how they're going to keep it up and keep it reliable from that paradigm point of view. Our Azure service offerings are designed for them to be able to plug it in.  It can also be direct purchased by them because we're enabling systems management to be credit card purchased by one of these shadow IT organizations and they can bring it in and they can use that as a way to get started with their innovation as well and have performance management and ticketing and job scheduling and other things, be reliable services they can just subscribe to. So okay, so these would be line of business driven. As you say, shadow IT. What about developing apps on top of the core service management platform? Is that where Blue Mix comes in? Maybe you could talk about that. That's absolutely correct. So what we see is that people are moving to a composable application development environment. Blue Mix launched here at the show. It's a perfect example of that. The new capabilities we made software as a service developed on Blue Mix. We used our own cooking to make the apps that went out as a service. We see that the Blue Mix environment is going to need composable management elements inside of it as well. So things such as our collectors, our APIs and things like that are included in the IBM Blue Mix environment. So as you build your app, you're pre-instrumenting for service management to be applied right on top of that as that app goes into runtime state. So how should we look at the marketplace for service management? It's clearly evolving into line of business. You're talking about application development on top of Blue Mix and things like that. How big is this space? Even in rough terms, is it growing and how much more potential is there beyond core IT? So a couple of flavors that discuss it here. One is it's a growing market. In the traditional IT space, it continues to be a growing market. There are pockets of it where the evolution is taking place and it's changing and it's evolving but the entire need for the structure of being able to manage components as a service, as a catalog that become part of this composable environment, that's a tremendously growing market in the IT arena. And then you took it an extra step. And this is one of the areas that we invest in as IBM as well, which is the internet of things, which is the digitalization of everything that you see taking place from your camera to the yellow truck that's bringing ore out of a mine to things that you might have walking down the street. All of those things are emitting tremendous amounts of digital information and they become part of the same life cycle of being able to understand whether your assets are delivering value and really service management sits at that core simple definition. It's about ensuring the assets of your business are delivering the value to what it is you produce and the internet of things connectivity is there. It's real. We have a component of our portfolio. It's called the Maximo components. It's where we bring in all of those other asset types and literally we're in jet airline engines. We're in yellow trucks coming out of mines. We're in things that are around delivering telco class services. And we use the same service management paradigm to manage those devices, keep them up, keep them running, keep them healthy, know when they're about to break, use analytics to look in advance of what they're about to do as we do inside of the data centers at the same time. It's a shell. That's what I was going to get right there. That next question, you nailed it. I wanted to just get your point on the analytics. The big data piece obviously you're going to have things that's sensor data, it's little data, it's fast data, it's all kinds of data on the analytics side. Critical piece. How is that changing the game?  How does all that integrate into the service management portfolio relative to some of the things you were mentioning about cloud? It's a great question. The world is instrumented like you can't believe today. And so we have buckets of data sitting all around the place that people say, yeah, I collect that. I don't quite know what to do with it yet and I don't know how it relates to other pieces of data around it as well. We're here launching some of the capabilities that we took out of the IBM Watson capabilities that allows us to reduce that to a math problem. Being able to take your buckets of data, compare them in real time, do your other buckets of data and tell you the correlations, the relationships, the analytics, the anomalies, taking place inside of that. And we use that in a service management construct. So we've oriented what was in Watson instead of answering jeopardy questions. We're answering IT questions with what's inside of our predictive insights capabilities. And those predictive insight capabilities take all of your buckets of bits. They align them in real time, build your historical baseline and do anomaly detection on top of that. And when you want to go deep, we have log analytics that allow you to go deep into an area and go search and find. It takes, we got the big data SV, this two weeks ago we were talking about, it was called not a data lake, a data landfill, because it's essentially buried data that they store what you're referring to essentially turning that landfill into a on demand asset. That's right. And the model is that Watson advises humans or Watson in some infrastructure takes action. Watson in this case is what it's doing is we took the predictive capabilities out of it and it builds the anomalies. So it watches what's going on in your data landfill and it builds you a set of anomalies that you might want to go look into. Those anomalies can be automated triggers into your existing automation. You have an event or alert, stop here, go here or they can be human causes for you to investigate. It takes that landfill and turns it into energy and so we'll take the new paradigm of clean energy and call it clean data, Dave. It's kind of a new buzzword we can call clean data. It's whole new industry developing. Chris, thanks for coming on theCUBE. Really appreciate it. I know you're tight for time. Love to spend more time with you. This is great clarification on a couple things and to drill down on some others. We appreciate your time. Thank you. This is theCUBE, exclusive coverage from theCUBE and Wikibon here at Silicon Angles theCUBE. Live in Las Vegas for IBM, Paul's IBM's premier cloud conference. We'll be right back.


Whole Story Quest audiobooks presents The Regiment, fifteen years in the SAS, by Rusty Furman, narrated by Dean Williamson. This book is dedicated to my lovely wife, Torky, who helped to push me on and motivate me during all those times when I was feeling down and depressed. Without her support, I doubt the book would ever have been finished. Also for my sons, Mark and Matthew, who have always stood by me and for whom I have nothing but love and admiration. And when they read this, they'll know what their dad was doing all those years. Introduction It was the end of June 1991, and a big party was being held at the Paladrin Club, the All-Ranks Bar at Stirling Lines, Hereford, the headquarters of 22 SAS Regiment. And lucky me, I had an invite. It was a special day. The Gulf War had finished three months before, and the story was that the operational awards list was about to be published, and that some members of A, B and D Squadrons were going to be on it. The Regiments were planning to celebrate. I was invited, even though I hadn't been in the Gulf, not for want of trying them, I'd had, and, despite the fact that I wasn't, technically, at least, a member of 22 SAS any more. By then, I was a permanent staff instructor with 23 SAS. One of the Territorial Army TA SAS Regiments, 60 odd miles up the road in Birmingham, and I've been there a year. But I joined 22 SAS back in 1977. I was still in uniform, and I was still SAS, so someone put my name on the list, and there I was. As the beer started to flow, I sought out two very old friends. John McElise, I'd first met when we were doing the beat-up for the Commando Course at the Plymouth Citadel in 1974. We'd both finished that, passed the Commando Course, and won our Green Berets together, and had a lot of fun in the process. Pete Morrison, always known as The Mink, was on SAS selection with me in 1977, as was John Mc, although he injured his ankle and couldn't finish the course first time round. Some hour or other, we'd all finished up in 8 Troop, B Squadron 22 SAS, and had been soldering together through good times and bad ever since. The SAS is a close-knit regiment, and over that time we'd got to know each other better than we knew. Sample complete. Ready to continue?


Let's see how this revaluation will be reported in accounts. Revaluation is now 2.1 million and less net book value as on 1st January 2012. We need 2 years depreciation that is 800,000 and balance comes to net book value on end of 2011 comes to 1.2 so the difference between 2.1 and 1.2 comes to revaluation surplus of 900. Now depreciation will be now on the new value which is 2.1 million and the life is at 3 years. So 1st year depreciation is going to be 700,000. Now see the accounts. Assets accumulated depreciation revaluation surplus. How this entry is required? Assets was 2.1 million. Initially it was 2 million. So what we are doing? We are debiting another 100,000 to the asset account and the accumulated depreciation which we have credited now we are reversing it and we are debiting the accumulated depreciation and the surplus of 9,000 we are crediting. Now the depreciation expense for 2012 is 700,000. The accumulated depreciation is 700,000. Every revaluation reserve we debit and credit retained earnings. So this is another catch here. You know you are charging depreciation 400,000 first year, second year. Now in third year you are charging a depreciation of 700,000 which means you are charging 300,000 extra depreciation. So this extra depreciation you take it out from revaluation reserve because you charge profit 700,000. So profit reduced by 700,000. What we do? We should compensate by debiting the revaluation reserve and crediting the retained earnings. I mean ultimately profit goes to retained earnings so we straight away crediting the retained earnings because we can't go back. So in this particular year we adjusted through retained earnings. Transfer from revaluation to retained earnings is simply this is excess depreciation of 700,000 minus 400,000. Now the revaluation surplus do not sit on the balance sheet in perpetuity. Still there is a balance of 900,000 we reverse only 300,000 so still there is a 600,000 in revaluation reserve. But it is written off over the useful economic life by transferred to retained earnings and this way when the asset is fully depreciated the revaluation surplus should be written down to zero. Let us sell the asset. Let's assume if we are selling the assets on 1st of January 2013 or for 1500. So look here the gain is how much is gained? Try to understand that 2.1 million less 700,000 at the year depreciation so 14 1.4. So now you are selling for 1.5. So there is a gain of 100,000 on disposal and will be taken to income statement. This will be taken to income statement not retained earnings state because you are disposing of an asset. Carrying value minus 1400 and sales value is more than carrying value so there is a profit of 1 million 100,000. Now the proceeds entry 1500,000 and then we have a net book value of 1400,000 and then we have a gain on disposal and the revaluation surplus is 600 will be transferred to retained earnings because you have sold the asset. Any balance after asset have been sold in the revaluation surplus should be returned back to the retained earnings. Now the accounts cash debit, accumulated depreciation debit, asset account credit and gain on disposal credit. So this is how the valued assets depreciated and ultimately sold out. So you have to work out any surplus on revaluation should also be reversed and any gain on sale. The gain on sale should be taken to the income statement and so far surplus on revaluation is concerned that goes to retained earnings state. Thank you very much.


Hi and welcome to our session. Let us discuss the following question. The question says the volume of a spherical balloon is increasing at the rate of 25 cm Q per second. Find the rate of change of its surface area at the instant when its radius is 5 cm. Let us now begin with the solution. Let R be radius of balloon surface area V be its volume at any instant T. Volume of the spherical balloon is given by 4 by 3 pi RQ. Now differentiating both sides with respect to T we get V by DT equals to 4 by 3 pi 3R square into D R by DT. This implies V by DT is equal to 4 pi R square into D R by DT. Now in the question we are given that volume of spherical balloon is increasing at the rate of 25 cm Q per second. That means V by DT is equal to 25 cm Q per second. Substituting 25 in place of V by DT we get 25 equals to 4 pi R square into D R by DT. This implies D R by DT is equal to 25 divided by 4 pi R square. We have to find the rate of change of its surface area at the instant when its radius is 5 cm. Now surface area of this spherical balloon which we have denoted by S is given by 4 pi R square. Now differentiating both sides of this equation with respect to T we get DT equals to 8 pi R into D R by DT. Now D R by DT is equal to 55 divided by 4 pi R square. So T S by DT is equal to 50 pi R. Now when R is equal to S by DT is equal to 50 pi pi R square which completes this equation by integer.


They might just try and go you whole game. We'll see Just just you can push on them. It's fine. You can go on it too. It's your choice wrote warrior.  Well, I'm out of line. I'm feared. I'm seeing it. He's gonna D off him It's okay.  I don't know how Nice field. I'm like 30% mana deep on it Restricted already a lot of damage on you right now. Just stay pillar as much as you can change warrior line warrior The thingy fiended here as well, right? So you want to change that and kite it? You're on me now. Keep kiting keep kiting. You don't need to fight him Use the boxes. Yeah, you don't go open field the kite around but boxy with chains whole game That's it. Nothing else. Just keep using boxes. We reset more. We should reset hamstring. We go again We want to get next to a priest and then big pressure on the warrior Got burned like 10 times now, but it's whatever we pressure warrior now. That's okay. I got fiend on him We're getting good mana back here.   Okay. Oh the warrior is killing priests all good all good Dear I ran him on the warrior and the warrior blade stoned his priest for Pretty good priest DK is coming now.  I'm getting lots of dispels on here. This is good. I'm gonna get pumped here. I'm gonna PS Trying to get to pillar double fair. Yeah burning grip on me. No garg and a dog priest to be Will stun me Strang on me. I'm running away. Nice grip. Just survive here. Okay. I'm not close to you Coming to you now. Just use yeah use defensives use defensives They're priests. They're on me can't get you a mess from DK. I can face in Fearing now DK will trinket a litch actually I can fit priests in one second PPS I can fear it Try not to dot both here Used I know it's your goal. It's blurred I'm um no careful Or you can kick right before the second tick, but this is a bit harder staying away right now Spelling power nice grip. I'll try and get the freedom off. He gripped you. That's good.  I got a fear on him. You can also hit DK. Yeah, it's completely fine to hit DK There's no a mess Don't waste time Shackling DK. Good thoughts. They waste the time Spelling it. He's gonna freed him soon. Go DK. Go DK. It's fine Just do damage anything. You need to make good logs.  I'll go this way. Go the other way. Go the other way Drank on me. I'm in trouble here Ops. Yes, maybe you can amz me as well.  I can't get your hudge Yeah, I'll try and get it. No, I can't I can't miss kick. I'm cutting DK's is good Yeah, sure. I pop feed on him. I'll get the freedom off. I've nothing for hodge. I'll fit now I'm okay for now. I'll call when I need it. You're doing good here. Good pump Hodge on me. It's wasted. We're fine. We'll be just send Pali now. He's dead. That's the lab. Yes. I Disable you Good up. Yeah Send them just pure Pali. He wasted freedom already.  Yeah I'm drinking. Yeah, sure Okay, don't do it. Don't do it IPS instead It's too late. Don't do it. Don't do it. Just peel the pallor off. That's all Grip impact back when you can I'll try and get the freedom Okay, you just amzy me. You can't grip now. Just amzy now Okay, now people power. Okay, don't let him get back to me. Okay. I'm coming. Yeah, I'm coming to you now Careful they're going you here Hex on me.  Okay Yeah, maybe we need before I got you during now DK use day miss already Yeah, for now. I'm gonna fear him over here. They look at a litch. I got it. I'm cutting him Gulstan got your son. Are you your reps? Sorry? I don't need it right now miss kick and pierces up I'm gonna face soon. Just try and get pallor off from here Gargoland did Miss kick. Yeah, I'll fear her Hello trinket I Can get it got it got it got it. I'll pop fiend on him now.  Okay All good Reese wants to fear me now. I'm just running right now Deep me Just too big pump on major. You can stop this if you want Nice we got blocked. This is fine. He wants to she pay it still I fit priest. Oh fine. I can get you now I'll get you again Just keep pressuring. This is really good.  He's gonna fear me. It doesn't matter. Good a mess. I like it Burning priests. He's stuck in desperate may just a blinks. Yes, he's gonna shoot me now. Okay be ready Good stuff fiend on you. You can change it in kite.  You can just pressure again. Nice grip. I'll put fiend on major Deep on me gonna get sheep Good really nice They're on me. It's fine Good puffing he won't shoot me off it. I'll just follow you when I can and again and keep pressuring They're on priest Please drink it. They won't win like this is nothing for them to do Deep on me. I think I line Polly. They're on me I'm gonna sit Reese is like man.  Maybe you can D&D him. If not, I can get him in one second. I didn't stop the drink This is a bit rough Gonna MD block and push to priest Priest is fared priests will will this I think burning mage Spear on me as well Try to stop sheep here He'll do it soon. We don't care about burn Okay, it's nice. It was on you. I don't know why the spelling mage Burning priest a burning mage burning mage He's cleaned. I got your Nova as well. They're priests. I just sit on him man.  She's dead. All good. I'll get your Nova


Hi, I am Jan Reardon, and I am a board member of the Jennifer Reardon Foundation, which was formed by my brother for my sister-in-law. And the pillars of Jen's foundation are women's empowerment, financial literacy, early childhood education, and community vitality. So today, I was thinking about this on the way over, but not only do I have somebody representing one of the pillars of Jen's foundation, which is what I always seek out as somebody that is involved in something that ties back into those four pillars, but I was thinking actually, as I go ahead and introduce you to Bob Morgan, who is the CEO of North Country Federal Credit Union, I was thinking to myself, you know, Bob is truly like you are a pillar of this community. And that's why it just seems so beautiful for me to know this is one of Jen's pillars, financial literacy, and you are the guy. I mean, I had the pleasure of meeting you back when I was at the Y, you were on the board, and obviously at that time became the CEO of North Country Federal Credit Union. And that's when I became very familiar with credit unions. I, you know, up to that time had just been involved with the bank. So what I want to do is obviously introduce you, Bob Morgan, and say, thank you so much for being here. I really appreciate it. I know I have some idea what your days are like, and I know you hit the pavement, and you don't stop until late into the evening. So I really appreciate you being here. Well, and you do the same. I, you're so full of energy and passion and what you're doing with for this foundation is great. It's just absolutely a pleasure to be here. We've known each other for a long time. I have so much respect for you. Oh, thank you, Bob. And just really look forward to having this conversation. This is great. As much as I now know about the credit union, because I am thankfully a member of North Country, and I have enjoyed every transaction that I have had and every interaction with your staff. That's wonderful. It's a wonderful group. I knew a few people closely back in the day at the Y when you always sponsored the golf tournament. That's fundraiser, which was one of our largest fundraisers, and you stepped right up for that for many years up at Berlin, well, Stowe Country Club, then moved over to Berlin to Country Club. And that's where I remember you and so many of the different CEOs from local credit unions that had such a nice camaraderie. So what I'd like to start with, Bob, if you could talk about the mission of North Country, and then also just talk a little bit about how do you differentiate yourself from a typical bank? And so just go right ahead with the mission, if you would, please. Absolutely. Well, the mission for North Country is to make dreams come true for all by offering personalized financial solutions. Love that. As a financial cooperative, we are inspired and empowered to do the right thing for our members and employees. So I think that's a really important place to start. And you know, one thing with credit unions that's just really important to understand is, structurally, we are cooperative. So it is a member-owned, member-governed organization, and every member is an equal owner and has equal rights to the credit union. And I don't think a lot of people know that. I did not before I became a member. I did not realize that structure. So I'm so thankful we're talking about this because it's a great way to operate your finances. Yeah. It's important to understand. I mean, we are in the business of offering financial services, so you can think of checking and savings and loan products, mortgages, the whole gammon of things. But how and why is fundamentally different and differentiating, right?  Banks are absolutely important.  Their structures are different. Most of them are stock-held organizations, so that's part of their overall stakeholders they need to be concerned about, right? Our stakeholders as a cooperative is very centric on our members and by extension the communities that we serve. And you were mentioning the collaboration and the camaraderie with other credit union CEOs. I think that comes from that sort of cooperative structure. We do compete with each other, obviously, on products and services and other things, but there is a strong collaboration within the credit union movement because we're aware that, you know, no one of us is large enough to serve all the needs of all of our members. So you complement each other so nicely. It really is important that we, you know, are supportive and work together, especially as we're working on common issues or problems, so it's really good. And how many locations do you have throughout Vermont? We have 13 locations now. We just opened two weeks ago. Who's the newest? Richford, Vermont. That's a community right up north. Where is it? Yeah, it's very close to it, right in Franklin County. Oh, nice. That's fantastic. We opened it in partnership really with the town of Richford because they've been without a financial institution since pre-COVID. And we've been talking with town officials, community leaders for some time trying to find the right fit. And we rented half of the building that they ran out the other halves with their post office. And now there's North Country Federal Credit Union there. Fabulous. And the reception we've been receiving is fantastic. I'm sure just again, you know, based on being, you know, such a smaller community, it's probably very tight-knit. And then that fits in so nicely with the credit union, where everybody wants to be a member. It does. And, you know, the other key part of it, and this isn't the only time we've done this, is we've really kind of reached out and had a presence in a location that, again, does not have any other options. So it's really providing meeting an unmet need in the community. Exactly. Which is really important. And it makes a huge difference. And we look to do that with our products and services, some of our branch locations. North Country serves the northern 10 counties of the state of Vermont, and then Clinton County, New York, and Coas and Grafton County, New Hampshire as well. Oh, I didn't realize that. Yeah, so we have 13 branches. They're all in Vermont today. Right. You know, we'll be looking at what opportunities there are to benefit communities in New York and New Hampshire in the not too distant future. Okay. And I need to find out. I mean, you're from Essex. I'm from Essex. We're just talking about now Essex is a city. So are we going to have North Country Federal Credit Union? I had to put you on the spot. I'd love to have one in our little neighborhood. It would be really convenient too, right? Again, I think when we evaluate locations, we really look at... I love your strategy.  Where are there opportunities to serve more people that aren't being served fully? And does it make sense from a community perspective, a member's perspective, and the credit union perspective? So that's all part of our decisions that we make. Right. And so members, would they have heads up on something like that? I'm trying to think I might not look at every single email. So do you discuss like strategically, like where you may be going next or looking for another market? Is that something that's put out to the membership or is that something that stays with your leadership? Well, like yourself saying, where you'd like a branch location, we do get a lot of input from our members. And that's really important. We also, you know, kind of really look at our overall market and do a sort of a survey of what's being offered in communities today. Where aren't we? Where are the needs the greatest and kind of what makes sense? And then, you know, there's other factors like the location, cost of entry, and those things that all kind of tie in. So we can make good decisions that benefit everybody. Right. So how do you do such an amazing job with, you know, and this is you and the culture you've created at North Country. And as I said, you just have the greatest employees and a lot of longevity. We sure do. Yes, that's a thing.  I mean, has she been there 15 years maybe? She predates me. And I've... And how long have you been there? I started North Country March 1st to 2000. So I've been there over 23 years now. She was there before. Julie predates me by a year or two. She's our vice president of creative and branding, runs our marketing areas. Couldn't have a better person too. She does such a terrific job. It's so genuinely too. She, with that golf tournament, she made that event, you know, well, in her team for marketing. She sure has. And most of the leadership at North Country's had over 10 years, which is really... Very impressive. And very unusual, again, if, you know, and I think about, you know, friends in the banking industry, that's not the case. It's certainly not in the last five or six years. There's been, you know, everything is in such flux. But with your team and the culture you've created, how do you really kind of a two-part question? How do you determine which nonprofits you'd like to align with for different things? Or how do you handle the process if somebody approaches you? Like, what are the... Like, what's the criteria? What are the parameters for you to say, hey, this looks like... Like the golf tournament, for instance, I mean, it's for the YMCA. Obviously, you could see what each dollar was doing for each child and sending kids to camp and really making a difference in so many lives in our community that now these are kids that are very, you know, well-established. And I have to believe, you know, many of the dollars that were spent in their younger years and giving them such an opportunity to understand the core values of being a human being, that have made a difference in these kids. So how do you decide which events or which organizations to support? Well, a couple of things. And I think you really hit on it. And first, North Country last year gave over a half million dollars to support community organizations. I'm glad you mentioned that. Thank you. Yeah. One of them continues to be the Greater Burlington Y, which we've supported for many years. Yes. And I think it does such great work. And excuse me for one second, but to the point where I remember when you, the North Country Federal Credit Union first came on board with sponsorship and the golf tournament was just the beginning of so many things. But we had a maintenance week and you're in there cleaning the preschool classrooms. Yeah.  You just don't really see that. It was beautiful. And that was like so early on.  Yeah. I think part of being good community partners is not only the financial part, but also the engagement with our nonprofit partners who are doing the work to protect the most vulnerable among us. Back to your question, you were asking some of the things that we think about. And I think it really starts with impact. What is the contribution going to result in? That outcome. Right. What is getting done because of it? Or if it wasn't there, what wouldn't happen? And do you find that it's all like when you do make very significant and substantial donations, is it all evidence-based? For instance, are there certain things that based on the metrics, that's why you do that? Or what are the other criteria that would come along to make that decision? Again, I think a large part of it really comes into kind of impact of the funding. What's going to happen because of that? With well-established nonprofits, there's financial information available. There's 990s. There's other things along those lines. Exactly. Very transparent. Understanding how the stewardship of the organizations are being managed is really important. Is it meeting kind of a critical need in the community? These are things that all get factored in and considered. And then within our organization, it's interesting we have some amount of our community giving budget that's management directed. And we have a committee of employees, not senior leaders too. Really employees throughout the organization that really review these and determine what they're going to do. And then the larger contributions, frankly, go before our board of directors. And I can assure that we spend a good deal of time really thinking through, you know, are we making the best decisions here? Are we being the best community partners that we possibly can? And I'm proud of that. I'm proud of our board and our staff's effort to support our community actions. Right. You have so many wonderful affiliations that do tie into that as far as realizing the outcomes from something of that nature are just so much more significant than other things that perhaps have been done in the past.  I know for the why, the opportunities, you know, with the preschool and being able to do so many things that, yeah, you can operate without those, but boy, the outcomes are so much better as a result of those things that you provided the funding for. Yeah. And it's very important to who we are. Again, we are a member-owned, member-governed organization, but our members live in communities. Right. And so as a credit union, we're only as healthy and as strong as the financial health and strength of our members. And our members' financial strength is really based in part on, you know, what's the fabric of the community that supports them. Right. So these things are all related and it's important. And we're just happy to play a very small part in all of it. And again, kind of going back to, you know, the banking industry, what would you say in your, you know, elevator speech? What is the major difference?  What would be? Well, it starts really with our three fundamental core values that we have, which is confident, caring, and creative, and how those kind of display ourselves and our interactions with our members and interactions, interactions with ourselves. You know, confidence, confidence to do things like open new branches and communities where there haven't been one. Right. Talk about, you know, taking a risk. Yeah, confidence to launch products like our employer-sponsored income advanced program that offers emergency workplace-based financing with a partnership with over 50 employers across the state. Creativity to really understand member situations, understand member stories. Every member is unique. Every member is in a unique position. Right. And that in itself is the major difference. And see how we can, you know, fundamentally improve their lives by taking action through some of our products and services. Right. And caring. Caring oftentimes presents itself as our strongest core value, the culture that we have internally in our organization. We've been one of the Vermont's best places to work for seven that award, I know. And I think a lot of that really comes down to the culture that we have. And a lot of that culture is based on how much our employees care for each other, care for their well-being. And that translates to really strong connection with our members as well. We measure member loyalty, member satisfaction through a net promoter score, which is ranged between 70 and 74 now for about three years. That's a really, really high metric that we're very, very proud of. And I think these things are all related. So it starts with those values. And that really gives us opportunities to create strong connections with our members and potential members. And so you're in a situation where there's not really, is there a governing body that's something like a decision to open up a new location outside of your walls? Is there any other approval that you need to get, or you internally can make that happen? Well, those types of decisions involve our board of directors, which is all volunteer. So our board is 100% made of members who are volunteers to the organization. They set and guide the strategic direction of the credit union and really represent the members. They do a fantastic job. So in terms of how we're offering services, if it's an expansion of services, a new loan program, a new branch, those types of things, we have really a lot of flexibility to determine what we do within that. If it was something that was more significant, if we were to want to expand our geographic footprint beyond what we have today, that would require regulatory approval by the National Credit Union Administration. So those types of things, there is a regulatory and approval process that's involved in that. Where is that based out of? So we're federally chartered. So the NCOA is based out of Virginia. Interesting. So do you, with the local CEOs of credit unions, attend conferences and all together down that way? Or is there any? There's lots of conference opportunities. The NCOA often participates in conferences. They don't hold many of them their own. But there's credit union education and advocacy groups that do. And certainly part of our job in being good stewards of the organization is knowing what's the emerging trends, staying educated on things, and that is an important part of what we do. And how many employees do you have? We have about 195 right now. Fabulous. Yeah, it's always growing. And how big is the board? Board is made of 11 volunteer members. Wonderful. And then what would you say, having your 24 years at North Country, what has been the biggest change that you've experienced, even just in the industry in general? Yeah, we were talking before we came on air and we were talking about of all things COVID, right? And what some of those downstream effects were. And I think just the speed at which all things have gone digital really started well before that. But the acceleration of that through that COVID time was remarkable. The concept of work, right? I mean, in 2019, at our headquarters, it was hard to find an open meeting space, an open workspace. And now over half of our staff works remote or hybrid. Wonderful. And, you know, so those are really significant changes. Changes and productive. Yeah, they're productive that promote also efficiency and health and wellness and happiness and happiness and all sorts of caring about one another and knowing that you're doing all you can to give somebody that quality of life. All sorts of things. And those aren't getting reversed anytime soon, right? So I think that's been a really probably a the noticeable change, sort of the how of what we do. The what of what we do is largely the same. I mean, you know, loan products, deposit products, listening to what our members' stories are, really understanding what those they're stated in unmet needs are and providing advice to help them kind of achieve financial wellness. That is what we're all about. Right. And that balance that, you know, brings somebody's mindset in a positive way to work each day. Absolutely. And there was something that I don't think we talked about before, and it just crossed my mind and hopefully it's going to come back to me because when we were talking about remote, I hate to hesitate like this, but let's see, I'll ask you something else and then I can be thinking about that. I'll go back to my questions. Let's see. So as far as, you know, the transparency that that exists with different events and different, you know, sponsorships that you have, is that something that people can go to your website and be able to view or how can somebody find out all the different organizations you support, for instance? Yeah. So there is a community giving page on our website. And what is your web address? www.northcountry.org. Okay. And there is a community giving page. It includes applications for people to go in and apply for community giving contributions. And it does include a, I don't know if it has all of them, but a list of some of the more significant places that we've contributed to. That's also listed in our annual report, which is on our website as well. So there are places to go and get that information. That's good. So I did think about it. My guest a few months back was John Pelletier. And he is obviously just full speed ahead. Financial literacy. Exactly. And full speed ahead as far as having personal finance be mandatory in the curriculum for, you know, K through 12. What's your, I have to believe you're very supportive of that. What is your view on the reality of that happening within the next couple of years, I think is the goal. I mean, it's obviously going to take a while, even though we all wish it was in place. Yeah. John is, John's terrific person. Very passionate about that. So, you know, I, North country is not going to stay any particular positions on things as it relates to school policy. But here's what I can say is that, you know, having our young adults leave high school and enter the workforce and be financially literate is really, really important. That is a goal that we all should embrace and work towards. Exactly. We're doing a few different programs with education institutions. We have close partnership with Winooski High School called Steps to Success. It's not financial literacy, but it's preparedness to enter the workforce. It's focused on some of their new immigrant population. We do that in partnership with resource as well and a number of their high school students who have graduated have attended a five or six week session where they get education about, you know, resume building, interview skills. What a credit union is. Job opportunities within a credit union. We've actually hired a number of the program graduates as well. Oh, I love it, boy. Talk about going full circle. That's phenomenal. So that's at Winooski High School level. Winooski High School. And we've done some partnerships as well with Spalding High School. We have an internship program we're working at with St. Michael's College as well. So I think these things are all related. That is fabulous. And I think, you know, the degree that education institutions or businesses or credit unions can get involved in connecting with youth preparedness for job skills, preparedness for financial literacy, this will pay enormous dividends as we move forward. There's not a downside to it. I mean, absolutely not. Right. How about for adults? Do you have anything in place from an educational perspective that the bank is involved or the credit unions involved in versus, you know, people that might just be a member of a bank and they don't really have that educational component? Yeah. So this past January, our board and our executive team attended our most recent strategic planning session and we adopted a new strategic framework. One of the most important pillars of it is creating and executing a financial wellness program. So on that process, there's tools that we have today. There's a partnership we've done with a company called Balance and we offer these online learning and webinars and stuff as part of our website today that we've just launched. But we're going to be building out a much more comprehensive wellness program that will not only provide education but really work with our members that are interested to help them achieve those two kind of foundational piece of financial wellness with this both not only financial security but then financial freedom, freedom to do things, you know, freedom to... Two words. Yes. It's so important. So we are at the beginning stages of a long journey with that. So maybe I can come back on some follow-up. Exactly. I love the path though that you're on because, you know, even, you know, obviously people that do have a fairly good sense of household budgets and all of that, times have changed so much and it's so nice to know that there's somebody out there that really does care about the quality of your life from a financial point of view. You know, if you do the right things, then you'll be rewarded and there's ways to have that freedom that you talk about which is fabulous that you're addressing that. Absolutely. And, you know, that's is part of our strategic goals is to be very successful in that financial wellness space. Fantastic. I love it. Absolutely. We can wait to go to the website and check on some different things here. Thank you. I encourage you and everyone else to do the same. Absolutely. So what would you say we're going to be wrapping up here in about a minute or so and I just wanted to ask you what you would say at this point has been your greatest accomplishment as the CEO of North Country Federal Credit Union? I think the greatest accomplishment, the things that I am most proud of are things that we've largely already talked about, our organization culture, the strength of our employee engagement as evidenced by the best place to work as evidenced by Gallup scores that are in the top echelon of companies that are worldwide and how we've been able to create a working group of people that really embrace and understand what our core values are and live those out each and every day. You know, it's so funny. We have something known as a retail success program in our organization and part of that is just kind of highlighting those special service moments that our frontline staff, our staff whether they're on the phone or in person are doing with our members and I get a list of these things every single month and I have to say it's inspiring, it's humbling just to read how magnificent our staff is and so you know that I've been able to play a small part in having that culture take place. I have to disagree with you. Go ahead. It's a hundred and ninety-five people. Yes. And engagement is the responsibility of a hundred and ninety-five people and the values is the responsibility of a hundred and ninety-five people and I'm most proud of that. And as you should be Bob, I mean that is just such an accomplishment when you can actually feel you know that type of culture just walking into any one of your branches and you know sometimes there can be great things going behind the scenes but it's not as out in the open as you have made it and I certainly thank you for that being a member of the credit union. I thank you for being a member. My pleasure. I think I go way back and I've always had the as I said the best of service. Before them you go way forward too. Yes, yes. I hope so. But when you get this list of different things that the front line has done, is that coming to you from other staff or from members or where do you get this information about these magic moments that that happen? A little both. The list I was speaking of was coming from other staff who were not talking about their own actions but talking about their work actions. Right. I love that. What is most gratifying unquestionably is when we get an unsolicited letter or email complimenting the amazing actions of one of our team members. Absolutely. And we get those more frequently than you would think and I have to say getting that is has to be one of the absolute best parts of my job. Highlights, highlights definitely. I know and you know I remember back obviously you know being in business for so many years you want to see somebody doing something good. The last thing you know you don't want them to see you come and think I better you know I need to do something you want to see those things going and it's so good when you get to that place where it's just natural we used to call the magic moments and to hear about that and you know you can just feel it. The vibe that you get is just so much better and you know to me what I love about this is it all goes back to kindness. You know being kind to one another you know kind loving caring and sharing that's what it's all about and if you can you know whether you use different words and some of our words are very similar in the mission of you know the foundation versus the mission of the credit union and many of the other organizations that have been present here with me all have that that thread of just being good to one another caring genuinely about one another and and to me that's what I feel such a difference you know whether it was obviously the incident with Jen just bringing so much you know more to the surface but again like with the pandemic and as you said you know we're at a place now where we can just you know appreciate so much more because it was taken away from us and to again have that human contact and not have the masks not have little kids not know what you know their little classmates look like and things like I just feel like we're in such a good place and there's just really good energy there's a lot to be grateful for right now exactly and right and I think that's what we have to continue to message versus all of the terrible things that are going because it can be as bad as it is good on any given day but you know the good things seem to get kind of brushed away and when you bring them to the forefront it really does help our own mindset like you said if you like somebody giving you a note about another staff they feel good just knowing that you know that and they didn't you know something they did but you always feel good if you can do something for somebody else it makes you feel just as good as the other person it does and that's why I have to compliment you that's why this foundation that's why this program that's why your work your passion your energy is so important thank you and I truly enjoy every bit of it you know I obviously wish that we didn't have this foundation but since we do it you know my brother could not have done a more amazing you must be so proud of the work you're doing well yeah he's he's pretty overly generous to me in the sense of compliments more than I deserve because I I do well thanks I do enjoy every bit of this and getting to know people on a on a deeper level means so much more to me now than it ever used to I mean you you know you go through those years and you're you're working and you're kind of you know blinders on and doing your thing and to stop now and just appreciate somebody else's core to me is such a gift I just I am so thankful for the life that I have and you know obviously for the great things that this foundation is doing I did an east coast kindness tour last summer is that right yes we went we went down these coasts so we went to we started in Baltimore well started here Colchester High School my brother has a scholarship in Jen's name because she went to Colchester and so we started there with the you know the sponsorship and filmed all that we had Johnny Mendez from Henhouse Media oh fantastic along with Brian on the tour it was phenomenal we have a kindness fan and so we headed down Baltimore was our first stop and so again we tied into the four pillars and that was all about childhood development it was just amazing work that we were looking for smaller type of organizations that needed a little support and just needed to get some exposure so we stopped there and then we stopped in Richmond Virginia we stopped in in South Carolina Camden we went to this was an amazing you think it's a dog rescue but it's Danny and Ron's dog rescue they have a movie they have books they now are putting all Jen's bookmarks in their books and everything forever home for these dogs they have it's a horse sanctuary land so these dogs are living a nice life and they have 144 dogs oh my goodness this is all about community vitality you know so many people during the pandemic you know lost their animals because they couldn't afford to take care of them these guys like they do all the spaying and neutering in Aruba all all over Aruba so there's not a dog that shouldn't be spayed or neutered there because they're trying to solve the problem whether all these you know dogs on the streets yeah and same thing in Camden South Carolina they opened up a clinic and they provide all those services people can call and they'll fund operations for dogs but they now have 144 dogs living at their house and you can't even smell a dog I mean it's just a beautiful love story of these animals and how these two guys came together and have really just transformed that community now everybody they have volunteers from all over and it's given a whole new meaning to people so it's really about community vitality so that was you know wonderful we just we went to you know another place in Virginia that we talked with this minister who has done all this great programming for disadvantaged youth and just talking about different programs and again the outcomes and hearing about that you know child that then goes off to college and then has a career and is hiring this guy's son type of thing you know how it all goes full circle when you put yourself out there so we heard so many stories I'll send you some clips because Johnny and Brian did an amazing job capturing the emotion of these people and how talk about passion how passionate and grateful they were for the job that they were doing to help their communities I mean they're as invested as you or I could ever be they're just like that is their world and it was it was a really transformational time for me just going on that tour it just has changed my my view of of human kindness I just I feel like you know there are so many good people and good things going on out there we need to expose them we need to talk about that a lot more and get more promotion over the good things instead of oh here we go again and yeah I mean it's horrible some of the things that are happening but we can't just stay in that place and talk about that we need to show a better way and to me this it doesn't get better than this that's fantastic thanks for Sharon well thanks for asking I think you asked probably 10 minutes ago that was my long wait I don't even know what question you asked but I threw in the tour and that was fun and I'll send that along but this has been such a pleasure I am so appreciative of your time obviously but just who you are and and chatting with me this has been Sharon it's been great to connect with you again you know your friend and well maybe we'll do it again so I was gonna say or well we're gonna do a follow-up for sure with the different programs that you're gonna be launching so I'll be on the lookout for that and bring you back in six or seven months and kind of do a little review I would be delighted if you ever look for somebody to golf with you know pick me pick me okay we can do that we can do that yeah yeah where do you play a particular course or are you kind of you do all the fundraiser tournaments that's for sure I'd like to say so my golf game I'd like to say I get a lot of value for my shot because I hit a lot of balls yeah I had a lot of balls but um you know I play it a few times a year so it would be fun it would be fun I love playing over at the links yeah yeah that's that's a good spot because it's not it's an executive course so it doesn't take too long I don't have the attention span for anything like some of these are so long all four or five hours it's just a nice course that's beautiful so absolutely maybe we'll get together over the summer months that'd be great all right I didn't try that thank you so much Jan have a great day you too thank you bye bye


Hello everyone, I'm Triyanka Sharma and today I'm here to present a panel on inclusivity. We're going to talk about how inclusivity starts with language and because of that, why we are trying to remove bias from code. Very excited to bring this panel to you today at Open Source Summit. Thank you so much to the organizers for giving us the space, giving us this time to bring up this very important topic. I'd like to go over introductions really quickly. So, I'm Triyanka Sharma and I'm the general manager of the Cloud Native Computing Foundation. The CNCF, as it's commonly known, hosts 70 plus projects with Kubernetes, the container orchestration engine being our flagship. CNCF has seen tremendous growth over its existence of the last five years and today we have 550 plus members. And we have our event coming soon, CubeCon Cloud NativeCon North America, November 17 to 20, where we are going to continue this discussion. I personally feel passionate about bringing inclusivity to code because Open Source has given me so much. It's given me an identity. It's given me a profession and it's given me lifelong friends. I believe that a lot of change can happen if everyone is included. Everyone belongs. We in CNCF say Team Cloud Native is everybody. To that end, we have to make ever-approving efforts towards bringing more and more people into the fold. This panel is going to discuss exactly that. Today, I am honored to have very awesome guests on this panel with me and I'd love for them to introduce themselves. We'll start with Kate Stewart, Senior Director of Strategic Programs at Linux Foundation. Welcome Kate and please do tell us what makes you interested about this on this topic. Oops, we can't hear you. Thank you so much, Franca. I'm delighted to be here and I do feel very strongly about trying to make sure that we get everyone included into our software development as well as our projects because the more people we have, the better decisions we're going to be making and the more perspectives. I've been interested in these topics for quite a while and it's actually hit home directly after the events of this year. But one of the things is like one of my projects in the LFZF has been busy trying to figure out how to change and how to do this effectively. And there's other projects I'm working with that are trying to do this effectively. And so figuring out what the best practices are and how we can also get together and figure out a flavor is something I'd really like to see. And so that other open source projects can learn from what the best practices are and have an easier path of what's a reasonable set of transitions and what works for everyone. Absolutely. Thank you so much for being here, Kate. And a quick reminder to everyone, please keep your mics unmuted because I've heard it's better video audio for recordings which feels counterintuitive but just FYI. Moving on next, would you like to go, Steven? Hey, I'm Steven Augustus. I am a senior open source engineer at VMware. I'm also a chair for a few things in the Kubernetes project including the working group for naming. The reason I'm here is I think that, you know, to Kate's point, inclusivity is important and there is so much that can be done in a project to gather new contributors to make people feel welcomed in that process. And from the engineering standpoint, I think that I don't like repeating work and I see that a lot of the naming efforts that have happened across multiple companies have kind of opened up this opportunity for us to get together and talk about this as a team. Absolutely. Awesome. Well, Dale, do you want to go next? Hi, I'm Dale Davis Jones. I'm an IBM Distinguished Engineer and Vice President. I have been leading an initiative and IBM around our words and IT language. And the reason I'm really excited about this is that there's been so much energy and passion around making the workplace more inclusive and IT making the content and the code reflect an environment that's good for the workplace. So I'm happy to join forces with you and the team here to bring this forward in a standard way. Awesome. Dimitris, your turn. Thank you so much. Hello, everyone. I am Dimitris Cheetham and I am the Senior Director for Diversity, Inclusion and Belonging Strategy at GitHub. And why this work is so important to us is we are the home currently to 50 million developers around the world. And we plan to get to 100 million developers within the next five years, four and a half actually. And if you really want to think about that, how we can create a platform where people feel safe and feel like they can belong and that they can contribute, we have to look at our language. Words matter. And we know that we can't tackle this alone. So what we talk about at GitHub a lot is that we have to open source diversity and inclusion just as we open source everything else. And so we can't do that without all of our partners, many of who are here on this panel today. So delighted to be here. Thank you so much. Honored to have you all at this virtual table. And I think we will have a very good discussion, which hopefully folks who are considering making changes to their code can learn from. So my first question today is for you, Dimitris. We all saw the news about GitHub changing master to main across the whole org. And I'm curious to learn about what was the experience like coming to a decision to do it? Second, why did you choose main? And then what's it been like since? Sure. So like many of the enhancements that we make to our platform, it all started with very passionate discussions amongst our employees. So about a year ago, GitHub employees, they got on Slack and they started discussing this. They started talking about how words really make a difference and it caught the attention of our leadership team. So about five months ago, our senior vice president of product and our VP of communications and corporate marketing, they decided to co-sponsor an event or an initiative where they would explore all of the different suggestions that those passionate Githubers were talking about in those discussion forums. And so what they wanted to do with this initiative was really to create a plan for how we would approach this work as well as how we would really tackle and really just focus on what areas amongst our content, our products, our marketing materials across the board. Internally, as well as how we would influence this word externally with our customers, partners, and others in the industry. So once this got to going and that initiative started rolling, then the employees just started identifying other areas. And so what came from that is that, as the point you just made, we decided to replace master with main across all of our platforms and our default branch name for new GitHub repositories. We had already done this in other areas and other products like desktop and CLI last year. And we've already completed that across github.com as well this year. So going forward, we're going to continue to look at more and more of our products. We're going to continue looking at our content and actually our employees in true GitHub fashion, they've taken the initiative to also update our code base to include more inclusive language as well. So as we said, we're here as part of this work and as part of this group because we want to influence this even more externally because we just think that this is the right thing to do to make it a more inclusive platform and a more inclusive industry for everyone. Awesome. This is so exciting. I'm really impressed that you folks have been, you know, making changes like sounds like over a year back. That's really impressive. And it's, you know, it's just right now. I think the time is ready for the changes you've made. So luckily we've been, the world has been able to see all that you're doing. That's really awesome to hear. And I am very looking forward for all of us to collaborate here with all your knowledge. Kate, with all the work you're doing over. Oh, sorry, did you? No, let's keep going. Finish the question. Yeah, I wanted to ask you. So you're looking at it as, you know, as a senior director at Linux foundation, you see many projects, you see many initiatives, and you're closely involved with some of them such as Zephyr and STDI. What causes the most worry to you as people are going to change terms? Doing work twice or three times. I think we can do it once. I'd say I think if we can also have standardized on things and we do it once the developers are quite happy to apply it and discuss it. Generally, when the topics start being discussed in Zephyr, we've got some board members that are very passionate about this topic as well from Intel and we sort of recognize that needs to be led by the developers to a certain extent. And so we've had some issues that we've been discussing this on and working through it. And partially we've decided, okay, we're just going to line up behind what GitHub is doing. So thank you very much that remove one set of discussions. And then we have some other terms that we're going to be working on in Zephyr in the sense that it's challenging for us in some senses that we're very low level to the hardware and a lot of the standards and protocols have languages too. And so we have to sort of work that balance out. And so we've come up with the terms we're going to be just shifting to and we've got our plan put in place to start our transition in that code base. And because Zephyr was doing it and others were doing it, we started thinking more of us need to be doing all the open source projects and going through the same problem set right now. And so part of the decide, you know, some of the things that's been, I've been getting interested in working on recently is how do we start doing this at scale across all these open source projects. And so we're going to be doing a software. It's just launched a software developer and diversity and inclusion initiative. And with that, we're hoping to be working very closely with this, the initiatives from CNCF and try to build a whole thing of where we're all coming up with what the best practices are. And we have research to prove that it's working and we also make sure that we're feeling inclusive. But the thing that I'm worried about is we just make sure that we make it nice and clear for the developers and everyone roughly agrees with its good direction and we go forward. That's awesome. I feel like it's this panel's battle cry can be do it once. Do it once. Yeah. It's a good one. And speaking of developers being involved in the process and driving change themselves, Steven, you are in the weeds in all of it for Kubernetes. And so I'm curious to hear how, what's your experience been pushing for this change? And as I know, you're doing it in an open working group. So what's been that dynamic like? It's tough. I think it's the nicest way to put it. I think, you know, that as community members, as developers, as people who may be in featuring projects, you're often looking for the guidebook of how to, you know, how to get started, how to do this correctly, how to do this sympathetically, right? And it doesn't exist right now, right? So, like, by and large, it doesn't exist. Being, so in Kubernetes, I've, you know, I've led a few efforts. I'm a chair for a few things, a Meredith chair for a few things. No big deal. Kind of a big deal. And, you know, after a while, the management style turns from, I need to look for, you know, instead of I need to look for the playbook, I need to make the playbook, right? Yeah. And I rally people around me. And so it becomes, I guess I'm going to go do this, right? This, you know, this effort started as a, we discussed on a mailing list the way that we discussed control plane nodes, right? That started off on like the cluster lifecycle mailing list. And it evolved into something that was, I was like, okay, let me loop in architecture and docs. And now we're talking to release because this is going to end up in a release. And this happened a year ago. And the conversation kind of died down. And this year it came up again. And I was like, Hey, it's probably time that we do something about this. So really, you know, the first part is just being okay with the fact that there is no playbook, right? And a lot of us are taking learnings from each other. It's happening in real time. The second, the difficulty of this is that like the Kubernetes community is amazing, right? We have so many willing contributors. What this leads to is, is excitement about getting things done, right? So like for these efforts, the common search and replace is not the end of the story, right? It's how do these, how do these terms proliferate across our API is right? Considering our API documentation, considering the deprecation policies for these things that we have in place, considering the fact that Kubernetes is one of the largest projects that's housed in the, and everything that we do in a release has ripple effects, right? Across the entire foundation. So like trying to move deliberately and not too fast, right? So building a language evaluation framework and building recommendation templates and talking about the workflow of how this will, how various recommendations go from like ideation into execution is all of what we're doing right now. But, you know, in parallel, there are also people who want to make changes now, right? So making sure that we have at least an appropriate framework to iterate over and hopefully making something that is agnostic enough that, you know, when we form this, we thought, I want to build again. I don't want to do this again. And, you know, I want to build something that is usable in, on the, on the CMTF level, on the LF level, across multiple companies. Like I want to build something that is, is huge. And I think that that's, you know, I think that we're laying a lot of the groundwork for that improvement. Super proud of all the work you're doing. It's so inspiring to see these folks just like chipping away every day.  That's what I see in these folks like Steven and co are just running with it. It's like, you know, no one can stop them and it's very awesome. So, you know, I think a lot of us in open source, we have a very like the projects we're like all kind of in alignment. We're going to do this. I have also had great conversations with folks over at IBM and Red Hat, both, well, both or one, however you want to call it, organizations. There are people super passionate about this writing, talking. And I'm curious, Dale, in your experience, how do these efforts that you are all doing, how do you see them impacting your business? What is the business value, so to speak, of these inclusion efforts? Great question. So first, the support of the leadership for taking on a topic and a challenge that is so close, near and dear to the hearts of every developer, every content creator, and giving us the support to run with making the changes. Sends a strong message that even in profit companies like ours, that we value our people, we value inclusion, and we are not going to just talk the talk, we're going to walk the walk. And that message really resonated around the company, the companies, and talking to my colleagues at Red Hat. The other thing is because we are embracing the need for change and coming up with ways to drive these changes, it makes people feel that we want to create an inclusive workplace. It attracts people to a workplace where inclusive language, inclusivity matters, and that's good for business. And more than that, it sends the message that it is important for us to value diversity, a thought, diversity of ideas. And one of the things that is, I would say, an unexpected bonus of this is the fact that it's unifying us across organizational boundaries. We're working with traditional standards groups on changing the language in a systemic way. So to quote Steve and Kate, we do it once at multiple times. We replace the language consistently. It also creates an opportunity for leveraging future technologies like AI to help prevent this and make this sustainable going forward. And then longer term, reaching back into industry and academia, I think IT sets the stage for other industry partners to follow. And I think it's good for business because we can actually help build stronger relationships with not just the IT industry who's working on this, but other industries who are also tackling this as well, including academia, the private sector, banking industries, we're seeing it across. So from a business perspective, stronger relationships from a people perspective, an inclusive workplace, and from a culture perspective, valued people. And then the opportunity is to really leap for our technology to drive this throughout society. It doesn't fix all of systemic racism, but it sends a strong message to people that this is something that's important and something we can turn IT to, towards to fix. So I think that's really important. I'm so inspired.  It's so awesome to hear. I've definitely experienced this in my conversations with both IBMers and Red Haters. I don't know if you all call yourselves that. In fact, I was speaking with Chris Wright, who's the CTO of Red Hat, and he really encouraged me that go for it, push for this if you are passionate. And I actually don't think I would have done it without that push. In addition to Jim Zamla and Atia at LF also being like, yes, let's do this. Make it happen, Priyanka. And so I think you all have some great people over there. And you're absolutely right. Making people feel included, being inclusive of people is in every business's interest. And that just made sense to me right away. This is so great. So we all have a good sense of where we are at right now, I think. I think this panel has done a good job of explaining what's happening. Where do you folks think the industry should move from here? What do you want to see in, let's say, three years, five years, so four more spaces in technology? Start off because a lot of what I wanted to share, it dovetails nicely from what Dale just shared. Inclusion is such a personal journey. And it means something different to people depending on who or where they are in the world and what their life experiences are. It's journey work. And we in the industry, we have to treat it as such, right? You hear the old adage, it's a marathon, not a sprint. It truly is. And it's constantly, constantly evolving. So we have to evolve with it. And so that's going to require all of us to continue to listen, to seek to understand and just hold the different perspectives of people all around the world, especially as we start to expand globally. Diversity and inclusion is still very much a U.S. centric conversation, but we're going to have to start going into our neighborhoods and communities everywhere around the globe. And so we have to do that collectively, because all of us that are represented here are global organizations. So again, we have to open source diversity and inclusion, only when everyone feels that what they are experiencing is heard, is understood, and is responded to with empathy, will they feel like that they are included and that their work is valued and respected. That's when we get that true sense of belonging. And so as we strive towards that point, again, we have to do it collectively, and we have to do it in partnership because that's the same level of collaboration that we're asking for in open source. So we have to walk the walk as we talk the talk, like one of the panelists said earlier. Absolutely. This is rousing. It's awesome. Yes. Let's walk the walk. And not just talk the talk. Anyone else, do you want to chime in? So I was super excited, Dale, that you were saying that you guys are reaching out to the standards organizations because that was one of the big pieces that we are, the developers I'm working with are seeing is like, okay, how do we get the standards to refer to language so that we don't confuse people and they use one term and we use another in the code. And so we want to try to see how do we get this so that, you know, it's coherent. So can you elaborate a little bit more about what you're doing with the standards organizations? Sure. So as part of our work stream and we created a group that was focused on communication of why, right? Because it's not just important to say what, but why are we doing it? And that work included internal communications as well as external like the blogs you've seen. Included in that we also added the standards work stream because we realized that if we all started to replace the terms differently, we'll be trading one problem for another, right? And some companies resets me directly, right? And we had meetings to compare notes and we're like, oh, okay, we're not similar. And then we started to do an inventory of what everybody else was doing. And we're like, uh-oh, we're not on, you know, we had master, you know, what was not, was one word and it was non-inclusive. But now we see about, you know, half a dozen different replacements depending on which, you know, which technology company is making the change. So we really need to provide two things. Context, right? It says when is master replaced with the main, right? When is master maybe replaced with a controller or leader or whatever the right replacement term is or primary as in databases and can we get together influenced standards groups to make that change? So we've reached out to Insight. We have worked with them to create a policy statement, principles of inclusion, which says new content created should be inclusive and then existing content, wherever feasible should be inclusive as well. And that's the start. The next step is working with ISO because they're international. And then using them to influence the national standards bodies. And the good news is some of our, my colleagues who are working with this on me are plugged, well plugged into all of the, you know, the usual names you hear in the traditional standards boards. And we've actually added to that their ranks, some of the folks from our diverse part of our population. So they are representing the community that we are, that we're looking to serve with us. And so we know it's not going to happen overnight. But I really loved what Priyanka said. And I believe it was Steve that we are going to start putting together our points of views on the context in which the terms will be replaced. For example, you know, master main makes a lot of sense and open source, but master should not in our IT context be always replaced because master data management is not a bias term. So those are some of the things we, the new one says we wanted to include in the, in the dialogue and they'll be, you know, a number of other things like that. So I'm really excited because we have the standard stream going. We've got AI ethics team involved with us to make sure that there's fairness in the, in the, in the terms, because there's a couple of things we have to be careful about. One is that we are replacing the terms in a way that translates well into other languages. And we have a terminology team that's working with us with an IBM. We were lucky to have that in place before. And then the other thing is that in addition to ensuring that it translates in offensively, we're not being trivial in just replacing usages of terms because they are, you know, the color black is a fine color, right? But what black list is not. So, you know, giving the, that, that type of context, I think it's key. So the other thing we were looking at. So from a standards perspective is we start with IT industry, but we can see this pretty soon turning into an opportunity for other places. If we really want to sustain change, we've got to reach back into academia, universities, and then earlier education and open source is a perfect place for us to collaborate across those boundaries to make that happen. So you probably could have heard of quote for quote for racial justice that we just announced this week. It felt like it was a long time ago at all things open, but there we are one of the exciting things that, but that is we're hoping to use that and our relationship with Brianka and the Linux foundation to start working on not just the IT code replacement aspects of it, but the community around this, right? The trusted community who's going to look at the bigger topics around AI, ethics, language, the, and, and, you know, how do you get this back into academia? So it becomes something that's sustainable long after, you know, we stop doing this. Yeah. No, one of the things that I'm excited about with the software development first initiative, STDI is the fact that we're basically bringing researchers who've been studying these problems and studying these types of issues and trying to get them met up with industry as well as open source projects. So we can figure out what the best practices are and get them documented in a way that's accessible outside of the academic papers. So that the projects can go and employ them. And so super curious to learn more actually. And Definitely. We've got people I'm working with in the research community that are really keen to sort of figure out how to do this well. And you know, it's going to be so good because we are all sides, like all pieces of the spectrum here, right? Like we have a for profit company. We have an open source project lead. We have researchers. We have DNI leaders. Every perspective can come together into what is probably like the canonical advice so that it like reflects all the various realities of the initiatives that we're all doing. And I think us coming together is very powerful for that reason. We are pretty much actually over time. This panel that became super juicy, which I loved. Stephen, did you want to add any final words to what do you want to see in three to five years? Yeah, sure. So I, you know, I think I'm going to mention something that all of my mentors kind of expound on me and whatever I'm teaching, I try to do the same. It's it's people process tools, right? That's the order that we go in when we're learning doing things. And I think that we have started the right way. Right. We have understood that we needed to put the right people in the rooms or in the multiple rooms, virtual hangouts to have this discussion. Subsequent to that with those right people, you can develop appropriate processes to get this work done and get it done in a consistent matter everywhere. Right. And then, you know, moving forward, impressive to see the work that GitHub has done around around making those tooling changes. Right. So when you start to talk about tools, you can't do this, you know, you can't do this willy-nilly. Right. One of the things that we were worried about in Kubernetes is that, well, if everyone starts changing master domain, like RCI systems are going to fall over. Right. All of the bash scripts that we've written are going to fall over. So making sure that we're very deliberate about the way we make these changes. And that's governed by process, right? That's governed by process and that's governed by people who develop the process. So again, people process tools is the way to success. And I think that we are starting off the right way. So I'm happy to be here and I'm honored to be on a panel with all of these very impressive folks. Yes. Right back at you. Exactly right back at you. Thank you so much for that. I would like to wrap up this panel, this amazing learning experience by just saying to everyone that we are all here because you belong. In Team Cloud Native, in my little sphere of the world, we talk about how every contribution matters. Any person's contribution, any type of contribution matters. And inclusivity in language is one of the key ways that we will encourage all kinds of folks to just join in. To build this further, from here, we are going to be hosting a community meeting at our event, KubeCon, NativeCon North America, which is November 19th to 20th, 2020. It's virtual and I highly encourage folks to attend. It will be awesome folks like these as well as many more who are all interested in coming to that, you know, set of guidelines that we want to have together as an ecosystem so that we're not duplicating work and we can all do it once. So, with that said, I am going to just quickly share my screen so folks can know where to go to take a look at KubeCon, Cloud NativeCon North America. And of course, just when I try to do that, I cannot find the tab. But let me look really quick. Oh, did I actually hear a little bit? Well, okay. Sorry. Hold on one second. Apologies for that. Things that happen when it's not live. But yes, please join us. We would love to see you. All of us will be there time permitting and we'll be discussing the right term, like how to get to a place where the project wants to make a decision to decide what will be the change. And then the change management process, how to involve the standards bodies, all those questions we're going to discuss and it's going to be an open forum. So come to the event November 17 to 20. This particular session will be on Thursday the 19th at, I think, yeah, at 9 a.m. Pacific time. And in the agenda here, you'll see the details. But we really hope to see you. Thank you so much for listening and very happy to be at open source summit. And thank you so much to all of you, my panelists. Thank you. You're very welcome. Bye.