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Here to stay, remote work promises to deliver new levels of engagement, productivity, and innovation
The way people work has changed more in 2020 than the previous 10 years combined -- and that's saying a lot. Even more than the major technological impacts of cloud, mobile, and big data, the COVID-19 pandemic has greatly accelerated and deepened global behavioral shifts.
The ways that people think about where and how to work may never be the same, and new technology alone could not have made such a rapid impact.
So now is the time to take advantage of a perhaps once-in-a-lifetime disruption for the better. Steps can be taken to make sure that such a sea change comes less with a price and more with a broad boon -- to both workers and businesses.
The next BriefingsDirect work strategies panel discussion explores research into the future of work and how unprecedented innovation could very well mean a doubling of overall productivity in the coming years.
We're joined by a panel to hear insights on how a remote-first strategy leads to a reinvention of work expectations and payoffs. Please welcoming our guests, Jeff Vincent, Chief Executive Officer at Lucid Technology Services; Ray Wolf, Chief Executive Officer at A2K Partners, and Tim Minahan, Executive Vice President of Business Strategy and Chief Marketing Officer at Citrix. The discussion is moderated by Dana Gardner, Principal Analyst at Interarbor Solutions.
Gardner: Tim, you've done some new research at Citrix. You've looked into what's going on with the nature of work and a shift from what seems to be from chaos to opportunity. Tell us about the research and why it fosters such optimism.
Minahan: Most of the world has been focused on the here-and-now, with how to get employees home safely, maintain business continuity, and keep employees engaged and productive in a prolonged work-from-home model. Yet we spent the bulk of the last year partnering with Oxford Analytica and Coleman Parkes to survey thousands of business and IT executives and to conduct qualitative interviews with C-level executives, academia, and futurists on what work is going to look like 15 years from now -- in 2035 -- and predict the role that technology will play.
Minahan
Certainly, we're already seeing an acceleration of the findings from the report. And if there's any iota of a silver lining in this global crisis we're all living through, it's that it has caused many organizations to rethink their operating models, business models, and their work models and workforce strategies.
Work has no-doubt forever changed. We're seeing an acceleration of companies embracing new workforce strategies, reaching to pools of talent in remote locales using technology, and opening up access to skill sets that were previously too costly near their office and work hubs.
Now they can access talent anywhere, enabling and elevating the skill sets of all employees by leveraging artificial intelligence (AI) and machine learning (ML) to help them perform as their best employees. They are ensuring that they can embrace entirely new work models, possibly even the Uber-fication of work by tapping into recent retirees, work-from-home parents, and caregivers who had opted-out of the workforce -- not because they didn't have the skills or expertise that folks needed – but because traditional work models didn't support their home environment.
We're seeing an acceleration of companies liberated by the fact that they realize work can happen outside of the office. Many executives across every industry have begun to rethink what the future of work is going to look like when we come out of this pandemic.
Gardner: Tim, one of the things that jumped out at me from your research was a majority feel that technology will make workers at least twice as productive by 2035. Why such a newfound opportunity for higher productivity, which had been fairly flat for quite a while? What has changed in behavior and technology that seems to be breaking us out of the doldrums when it comes to productivity?
Work 2035: Citrix Research
Reveals a More Intelligent Future
Minahan: Certainly, the doubling of employee productivity is a factor of a couple things. Number one, new more flexible work models allow employees to work wherever they can do their best work. But more importantly, it is the emergence of the augmented worker, using AI and ML to help not just offer up the right information at the right time, but help employees make more informed decisions and speed up the decision-making process, as well as automating menial tasks so employees can focus on the strategic aspects of driving creativity and innovation for the business. This is one of the areas we think is the most exciting as we look forward to the future.
Gardner: We're going to dig into that research more in our discussion. But let's go to Jeff at Lucid Technology Services. Tell us about Lucid, Jeff, and why a remote-first strategy has been a good fit for you.
Remote service keep SMBs safe
Vincent: Lucid Technology Services delivers what amounts to a fractional chief information officer (CIO) service. Small- to medium-sized businesses (SMBs) need CIOs but don't generally have the working capital to afford a full-time, always-on, and always-there CIO or chief technology officer (CTO). That's where we fill the gap.
We bring essentially an IT department to SMBs, everything from budgeting to documentation -- and all points in between. And one of the big things that taught us to look forward is by looking backward. In 1908, Henry Ford gave us the modern assembly line, which promptly gave us the model T. And so horse-drawn buggy whip factories and buggy accessories suddenly became obsolete.
Something similar happened in the early 1990s. It was a fad called the Internet and it revolutionized work in ways that could not have been foreseen up to that point in time. We firmly believe that we're on the precipice of another revolution of work just like then. The technology is mature at this point. We can move forward with it, using things like Citrix.
Gardner: Bringing a CIO-caliber function to SMBs sounds like it would be difficult to scale, if you had to do it in-person. So, by nature, you have been a pioneer in a remote-first strategy. Is it effective? Some people think you can't be remote and be effective.
Vincent: Well, that's not what we've been finding. This has been an evolution in my business for 20 years now. And the field has grown as the need has grown. Fortunately, the technology has kept pace with it. So, yes, I think we're very effective.
Previously, let's say a CPA firm of 15 providers, or a medical firm of three or four doctors with another 10 or so administrative and assistance staff on site all of the time, they had privileged information and data under regulation that needs safeguarding.
Well, if you are Arthur Andersen, a large, national firm, or Kaiser Permanente, or some really large corporation that has an entire team of IT staff on-site, then that isn't really a problem. But when you're under 25 to 50 employees, that's a real problem because even if you were compromised, you wouldn't necessarily know it.
If problems do develop, we can catch them when they're still small. And with such a light, agile team that's heavy on tech and the infrastructure behind it, a very few people can do the work of a lot of people.
We leverage monitoring technology, such as next-generation firewalls, and a team of people looking after that network operation center (NOC) and help desk to head those problems off at the pass. If problems do develop, we can catch them when they're still small. And with such a light, agile team that's heavy on tech and the infrastructure behind it, a very few people can do a lot of work for a lot of people. That is the secret sauce of our success.
Gardner: Jeff, from your experience, how often is it the CIO who is driving the remote work strategy?
Vincent: I don't think remote work prior to the pandemic could have been driven from any other any other seat than the CIO/CTO. It's his or her job. It's their entire ethos to keep the finger on pulse of technology, where it's going, and what it's currently capable of doing.
In my experience, anybody else on the C-suite team has so much else going on. Everybody is wearing multiple hats and doing double-duty. So, the CTO is where that would have been driven.
But now, what I've seen in my own business, is that since the pandemic, as the CTO, I'm not generally leading the discussion -- I'm answering the questions. That's been very exciting and one of the silver linings I've seen through this very trying time. We're not forcing the conversation anymore. We are responding to the questions. I certainly didn't envision a pandemic shutting down businesses. But clearly, the possibility was there, and it's been a lot easier conversation [about remote work] to have over the past several months.
The nomadic way of work
Gardner: Ray, tell us about A2K Partners. What do you have in common with Jeff Vincent at Lucid about the perceived value of a remote-first strategy?
Wolf: A2K Partners is a digital transformation company. Our secret sauce is we translate technology into the business applications, outcomes, and impacts that people care about.
Our company was founded by individuals who were previously in C-level business positions, running global organizations. We were the consumers of technology. And honestly, we didn't want to spend a lot of time configuring the technologies. We wanted to speed things up, drive efficiency, and drive revenue and growth. So we essentially built the company around that.
We focus on work redesign, work orchestration, and employee engagement. We leverage platforms like Citrix for the future of work and for bringing in productivity enhancements to the actual processes of doing work. We ask, what's the current state? What's the future state? That's where we spend a lot of our time.
As for a remote-first strategy, I want to highlight that our company is a nomadic company. We recruit people who want to live and work from anywhere. We think there's a different mindset there. They are more apt to accept and embrace change. So untethered work is really key.
What we have been seeing with our clients -- and the conversations that we're having currently today -- is the leaders of every organization, at every level, are trying to figure out how we come out of this pandemic better than when we went in. Some actually feel victims, and we're encouraging them that this is really an opportunity.
Some statistics from the last three economic downturns: One very interesting one is that companies that started before the downturn in the bottom 20 percent emerged in the top 20 percent after the downturn. And you ask yourself, "How does a mediocre company all of a sudden rise to the top through a crisis?" This is where we've been spending time, in figuring out what plays they are running and how to better help them execute on it.
As Work Goes Virtual, Citrix Research Shows
Companies Need to Follow Talent Fleeing Cities
The companies that have decided to use this as a period to change the business model, change the services and products they're offering, are doing it in stealth mode. They're not noisy. There are no press releases. But I will tell you that next March, June, or September, what will come from them will create an Amazon-like experience for their customers and their employees.
Gardner: Tim, in listening to Jeff and Ray, it strikes me that they look at remote work not as the destination -- but the starting point. Is that what you're starting to see? Have people reconciled themselves with the notion that a significant portion of their workforce will probably be remote? And how do we use that as a starting point -- and to what?
Minahan: As Jeff said, companies are rethinking their work models in ways they haven't since Henry Ford. We just did OnePoll research polling with thousands of US-based knowledge workers. Some 47 percent have either relocated out of big metropolitan areas or are in the process of doing that right now. They can primarily because they've proven to themselves that they can be productive when not necessarily in the office.
Similarly, some 80 percent of companies are now looking at making remote work a more permanent part of their workforce strategy. And why is that? It is not just merely should Sam or Sally work in the office or work at home. No, they're fundamentally rethinking the role of work, the workforce, the office, and what role the physical office should play.
And they're seeing an opportunity, not just from real estate cost-reduction, but more so from access to talent. If we remember back nine months ago to before the great pandemic, we were having a different discussion. That discussion was the fact that there was a global talent shortage, according to McKinsey, of 95 million medium- to high-skilled workers.
That hasn't changed. It was exacerbated at that time because we were organized around traditional work-hub models -- where you build an office, build a call center, and you try like heck to hire people from around that area. Of course, if you happen to build in a metropolitan area right down the street from one of your top competitors -- you can see the challenge.
In addition, there was a challenge around attaining the right skillsets to modernize and digitize your businesses. We're also seeing an acceleration in the need for those skills because, candidly, very few businesses can continue to maintain their physical operations in light of the pandemic. They have had to go digital.
As companies rethink all of this, they're reviewing how to use technology to embrace a much more flexible work model, one that gives access to talent anywhere. I like the nomadic work concept.
And so, as companies are rethinking all of this, they're reviewing how to use technology to embrace a much more flexible work model, one that gives access to talent anywhere, just as Ray indicated. I like the nomadic work concept.
Now, how do I use technology to even further raise the skillsets of all of my employees so they perform like the very best. This is where that interesting angle of AI and ML comes in, of being able to offer up the right insights to guide employees to the right next step in a very simple way. At the same time, that approach removes the noise from their day and helps them focus on the tasks they need to get done to be productive. It gives them the space to be creative and innovative and to drive that next level of growth for their company.
Gardner: Jeff, it sounds like the remote work and the future of work that Tim is describing sets us up for a force-multiplier when it comes to addressable markets. And not just addressable markets in terms of your customers, who can be anywhere, but also that your workers can be anywhere. Is that one of the things that will lead to a doubling of productivity?
Workers and customers anywhere
Vincent: Certainly. And the thing about truth is that it's where you find it. And if it's true in one area of human operations, it's going to at least have some application in every other. For example, I live in the Central Valley of California. Because of our climate, the geology, and the way this valley was carved out of the hillside, we have a disproportionately high ability to produce food. So one of the major industries here in the Central Valley is agriculture.
You can't do what we do here just anywhere because of all those considerations: climate, soil, and rainfall, when it comes. The fact that we have one of the tallest mountain ranges right next to us gives us tons of water, even if it doesn't rain a lot here in Fresno. But you can't outsource any of those things. You can't move any of those things -- but that's becoming a rarity.
If you focus on a remote-first workplace, you can source talent from anywhere; you can locate your business center anywhere. So you get a much greater recruiting tool both for clientele and for talent.
Another thing that has been driven by this pandemic is that people have been forced to go home, stay there, and work there. Either you're going to figure out a way to get around the obstacles of not being able to go to the office or you're going to have to close down, and nobody wants to do that. So they've learned to adapt, by and large.
And the benefits that we're seeing are just manifold. They go into everything. Our business agility is much greater. The human considerations of your team members improve, too. They have had an artificial dichotomy between work responsibilities and home life. Think of a single parent trying to raise a family and put bread on the table.
Work Has Changed Forever, So That Experience
Must Be Empowered to Any Location
Now, with the remote-first workplace, it becomes much easier. Your son, your daughter, they have a medical appointment; they have a school need; they have something going on in the middle of the day. Previously you had to request time off, schedule around that, and move other team members into place. And now this person can go and be there for their child, or their aging parents, or any of the other hundreds of things that can go sideways for a family.
With a cloud-based workforce, that becomes much less of a problem. You have still got some challenges you've got to overcome, but there are fewer of them. I think everybody is reaping the benefits of that because with fewer people needing to be in the office, that means you can have a smaller office. Fewer people on the roads means less environmental impact of moving around and commuting for an hour twice a day.
Gardner: Ray Wolf, what is it about technology that is now enabling these people to be flexible and adaptive? What do you look for in technology platforms to give those people the tools they need?
Wolf: First, let's talk about the current technology situation. The average worker out there has eight applications and 10 windows open. The way technology is provisioned to some of our remote workers is working against them. We have these technologies for all. Just because you give someone access to a customer relationship management (CRM) system or a human resources (HR) system doesn't necessarily make them more productive. It doesn't take into consideration how they like to do work. When you bring on new employees, it leaves it up to the individual to figure out how to get stuff done.
With the new platforms, Citrix Workspace with intelligence, for example, we're able to take those mundane tasks and lock then into memory muscle through automation. And so, what we do is free-up time and energy using the Citrix platform. Then people can start moving and essentially upscaling, taking on higher cognitive tasks, and building new products and services.
That's what we love about it. The other side is it's no code and low code. The key here is just figuring out where to get started and making sure that the workers have their fingerprints on the plan because your worker today knows exactly where the inefficiencies are. They know where the frustration is. So we have a number of use cases that in the matter of six weeks, we were able to unlock almost a day per week worth of productivity gains, of which one of our customers in the sale spaces, a sales vice president, coined the word "proactivity."
For them, they were taking that one extra day a week and starting to be proactive by pursuing new sales and leads and driving revenue where they just didn't have the bandwidth before.
Through of our own polling of about 200 executives, we discovered that 50 percent of the companies are scaling down on their resources because they are unsure of the future. And that leaves them with the situation of doing more with less. That's why the automation platforms are ideal for freeing up time and energy so they can deal with a reduced work force, but still gain the bandwidth to pursue new services and products. Then they can come out and be in that top 20 percent after the pandemic.
Gardner: Tim, I'm hearing Citrix Workspace referred to as an automation platform. How does Workspace not just help people connect, but helps them automate and accelerate productivity?
Keep talent optimized every day
Minahan: Ray put his finger on the pulse of the third dynamic we were seeing pre-pandemic, and it's only been exacerbated. We talked first about the global shortage of medium- to high-skills talent. But then we talked about the acute shortage of digital skills that those folks need.
The third part is, if you're lucky enough to have that talent, it's likely they are very frustrated at work. A recent Gallup poll says 87 percent of employees are disengaged at work, and that's being exacerbated by all of the things that Ray talked about. We've provided these workers with all of these tools, all these different channels, Teams and Slack and the like, and they're meant to improve their performance in collaboration. But we have reached a tipping point of complexity that really has turned your top talent into task rabbits.
What Citrix does with our digital Workspace technology is it abstracts away all of that complexity. It provides unified access to everything an employee needs to be productive in one experience that travels with them. So, their work environment is this digital workspace -- no matter what device they are on, no matter what location they are at, no matter what work channel they need to navigate across.
What gets exciting now is the intelligence components. Infusing this with ML and AI automates away and guides an employee through their workday. It automates away those menial tasks so they can focus on what's important.
The second thing is it wrappers that in security, both secure access on the way in (I call it the bouncer at the front door), as well as ongoing contextual application of security policies. I call that the bodyguard who follows you around the club to make sure you stay out of trouble. And that gives IT the confidence that those employees can indeed work wherever they need to, and from whatever device they need to, with a level of comfort that their company's information and assets are made secure.
But what gets exciting now is the intelligence components. Infusing this with ML and AI automates away and guides an employee through their work day. It automates away those menial tasks so they can focus on what's important.
And that's where folks like A2K come in. They can bring in their intellectual property and understanding of the business processes -- using those low- to no-code tools -- to actually develop extensions to the workspace that meet the needs of individual functions or individual industries and personalize the workspace experience for every individual employee.
Ray mentioned sales force productivity. They are also doing call center optimization. So, very, very discreet solutions that before required users to navigate across multiple different applications but are now handled through a micro app player that simplifies the engagement model for the employee, offering up the right insights and the right tasks at the right time so that they can do their very best work.
Gardner: Jeff Vincent, we have been talking about this in terms of worker productivity. But I'm wondering about leadership productivity. You are the CEO of a company that relies on remote work to a large degree. How do you find that tools like Citrix and remote-first culture works for you as a leader? Do you feel like you can lead a company remotely?
Workspace enhances leadership
Vincent: Absolutely. I'm trying to take a sip out of a fire hose, because everything I am hearing is exactly what we have been seeing -- just put a bit more eloquently and with a bit more data behind it -- for quite a long time now.
Leading a remote team really isn't any different than leading a team that you look at. I mean, one of the aspects of leadership, as it pertains to this discussion, is having everybody know what is expected of them and when the due date is, enabling them with the tools they need to get the work done on time and on budget, right?
And with Citrix Workspace technology, the workflows automate expense report approvals, they automate calendar appointments, and automate the menial tasks that take up a lot of our time every single day. They now become seamless. They happen almost without effort. So that allows the leaders to focus on, "Okay, what does John need today to get done the task that's going to be due in a month or in a quarter? Where are we at with this prospect or this leader or this project?"
And it allows everybody to take a moment, reflect on where they are, reflect on where they need to be, and then get more surgical with our people on getting there.
Gardner: Ray, also as a CEO, how do you see the intersection of technology, behavior, and culture coming together so that leaders like yourself are the ones going to be twice as productive?
Wolf: This goes to a human capital strategy, where you're focusing on the numerator. So, the cost of your resources and the type of resource you need fit within a band. That's the denominator.
The numerator is what productivity you get out of your workforce. There's a number of things that have to come into play. It's people, process, culture, and technology -- but not independent or operating in a silo.
And that's the big opportunity Jeff and Tim are talking about here. Imagine when we start to bring system-level thinking to how we do work both inside and outside of our company. It's the ecosystem, like hiring Ray Wolf as the individual contributor, yet getting 13 Ray Wolfs; that's great.
But what happens if we orchestrate the work between finance, HR, the supply chain, and procurement? And then we take it an even bigger step by applying this outside of our company with partners?
How Lucid Technology Services Adapts
To the Work-from-Home Revolution
We're working with a very large distributor right know with hundreds of resellers. In order to close deals, they have to get into the other partner's CRM system. Well, today, that happens with about eight emails over a number of days. And that's just inefficient. But with Citrix Workspace you're able to cross-integrate processes inside and outside of your company in a secure manner, so that entire ecosystems work seamlessly. As an example, just think about the travel reservation systems, which are not owned by the airlines, but are still a heart-lung function for them, and they have to work in unison.
We're really jazzed about that. How did we discover this? Two things. One, I'm an aerospace engineer by first degree, so I saw this come together in complex machines, like jet engines. And then, second, by running a global company, I was spending 80 hours a week trying to reconcile disparate data: One data set says sales were up, another that productivity was up, and then my profit margins go down. I couldn't figure it out without spending a lot of hours.
And then we started a new way of thinking, which is now accelerated with the Citrix Workspace. Disparate systems can work together. It makes clear what needs to be done, and then we can move to the next level, which is democratization of data. With that, you're able to put information in front of people in synchronization. They can see complex supply chains complete, they can close sales quicker, et cetera. So, it's really awesome.
I think we're still at the tip of the iceberg. The innovation that I'm aware of on the product roadmap with Citrix is just awesome, and that's why we're here as a partner.
Gardner: Tim, we're hearing about the importance of extended enterprise collaboration and democratization of data. Is there anything in your research that shows why that's important and how you're using that understanding of what's important to help shape the direction of Citrix products?
Augmented workers arrive
Minahan: As Ray said, it's about abstracting away that lower-level complexity, providing all the integrations, the source systems, the service security model, and providing the underlying workflow engines and tools. Then experts like Lucid and A2K can extend that to create new solutions for driving business outcomes.
From the research, we can expect the emergence of the augmented worker, number one. We're already beginning to see it with bots and robotic process automation (RPA) systems. But at Citrix we're going to be moving to a much higher level, where it will do things similar to what Ray and Jeff were saying, abstracting away a lot of the menial tasks that can be automated. But we can also perform at a higher level, tasks at a much more informed and rapid pace through use of AI, which can compress and analyze massive amounts of data that would take us a very long time individually. ML can adapt and personalize that experience for us.
The research indicates that while robots will replace some tasks and jobs, they will also create many new jobs. You'll see a rise in demand for new roles, such as a bot or AI trainer, a virtual reality manager, and advanced data scientists.
Secondly, the research indicates that while robots will replace some tasks and jobs, they will also create many new jobs. And, according to our Work 2035 research, you'll see a rise in demand for new roles, such as a bot or AI trainer, a virtual reality manager, advanced data scientists, privacy and trust managers, and design thinkers such as the folks at A2K and Lucid Technology Solutions are already doing. They are already working with clients to uncover the art of the possible and rethinking business process transformation.
Importantly, we also identified the need for flexibility of work. Shifting your mindset from thinking about a workforce in terms of full-time equivalents (FTEs) instead of pools of talent. And you understand the individual skillsets that you need and bring them together and assemble them rather quickly to address a certain project or issue that you have using digital Citrix Workspace technology, and then disassemble them just as quickly.
But you'll also see a change in leadership. AI is going to take over a lot of those business decisions and possibly eliminate the need for some middle management teams. The bulk of our focus can be not so much managing as driving new creative ideas and innovation.
Gardner: I'd love to hear more from both Jeff and Ray about how businesses prepare themselves to best take advantage of the next stages of remote work. What do you tell businesses about thinking differently in order to take advantage of this opportunity?
Imagine what's possible to work
Vincent: Probably the single biggest thing you can do to get prepared for the future of work is to rethink IT and your human capital, your team members. What do they need as a whole?
A business calls me up and says, "Our server is getting old, we need to get a new server." And previously, I'd say, "Well, I don't know if you actually need a server on-site, maybe we talk about the cloud."
So educate yourself as a business leader on what out there is possible. Then take that step, listen to your IT staff, listen to your IT director, whoever that may be, and talk to them about what is out there and what's really possible. The technology enabling remote work has grown exponentially, even in last few months, in its adoption and capabilities.
If you looked at the technology a year or two ago, that world doesn't exist anymore. The technology has grown dramatically. The price point has come down dramatically. What is now possible wasn't a few years ago.
So listen to your technology advisers, look at what's possible, and prepare yourself for the next step. Take capital and reinvest it into the future of work.
Wolf: What we're seeing that's working the best is people are getting started anyway, anyhow. There really wasn't a playbook set up for a pandemic, and it's still evolving. We're experiencing about 15 years' worth of change in every three months of what's going on. And there's still plenty of uncertainty, but that can't paralyze you.
We recommend that people fundamentally take a look at what your core business is. What do you do for a living? And then everything that enables you to do that is kind of ancillary or secondary.
When it comes to your workforce -- whether it's comprised of contractors or freelancers or permanent employees -- no matter where they are, have a get stuff done mentality. It's about what you are trying to get done. Don't ask them about the systems yet. Just say, "What are you trying to get done?" And, "What will it take for you to double your speed and essentially only put half the effort into it?"
And listen. And then define, configure, and acquire the technologies that will enable that to happen. We need to think about what's possible at the ground level, and not so much thinking about it all in terms of the systems and the applications. What are people trying to do every day and how do we make their work experience and their work life better so that they can thrive through this situation as well as the company?
Gardner: Tim, what did you find most surprising or unexpected in the research from the Work 2035 project? And is there a way for our audience to learn more about this Citrix research?
Minahan: One of the most alarming things to me from the Work 2035 project, the one where we've gotten the most visceral reaction, was the anticipation that, by 2035, in order to gain an advantage in the workplace, employees would literally be embedding microchips to help them process information and be far more productive in the workforce.
I'm interested to see whether that comes to bear or not, but certainly it's very clear that the role of AI and ML -- we're only scratching the surface as we drive to new work models and new levels of productivity. We're already seeing the beginnings of the augmented worker and just what's possible when you have bots sitting -- virtually and physically -- alongside employees in the workplace.
We're seeing the future of work accelerate much quicker than we anticipated. As we emerge out the other side of the pandemic, with the guidance of folks like Lucid and A2K, companies are beginning to rethink their work models and liberate their thinking in ways they hadn't considered for decades. So it's an incredibly exciting time.
Gardner: And where can people go to learn more about your research findings at Citrix?
Minahan: To view the Work 2035 project, you can find the foundational research at Citrix.com, but this is an ongoing dialogue that we want to continue to foster with thought leaders like Ray and Jeff, as well as academia and governments, as we all prepare not just technically but culturally for the future of work.
Listen to the podcast. Find it on iTunes. Read a full transcript or download a copy. Sponsor: Citrix.
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OK Colt…this picture is only for you! You know how when it's your first, you want to document every month of your growing belly? Well, by the 3rd, you don't want any pictures of yourself. I mean none. But I don't want Colt to feel left out, so just for him…I had Craig take this picture of me. It's seriously one of the only ones of this giant belly.
And here's the little cowboy nursery…everything finally finished except the mobile over the bed. Come on Colt…we are ready for you!
Recently the girls got to go outside and wash the van with Daddy (which really means play in your swimsuits while Daddy washes the car!), and afterward they got to get the slip and slide out! They had a blast on it and it was so fun to watch them! It has already been pretty hot around here, mid 90's, so here comes summer!
Even Daddy got in on the action! Although he didn't last near as long as the girls. Diving on your stomach is really meant for kids…it's painful!
Apparently Bailey thought it was an appropriate time for her rain boots…crazy girl!
The tooth fairy left Avery $3 and a note of congratulations! She was very excited! The funny thing is, Avery's friend Chloe lost her first tooth that exact same day! So now they have holes in their mouths together. Ha ha!
Avery has been a part of our Awana program at church since she turned 4. The 4 and 5 year olds are called "Cubbies" and she has attended on Wednesday nights, saying her bible verses to earn patches for her vest, and learning lots of bible stories. A couple weeks ago, all the kids had an award ceremony, and Avery also earned her last patch to complete her vest. I am so proud of the work she has accomplished!
At the beginning of the awards ceremony, all the kids got to go up on stage to sing. For the first whole song, Avery just stood there with her tongue in her cheek/lip (which is what she does when she's embarrassed), but the second two songs, she finally got into it. :) What is it about your child getting on stage to do anything that makes a mommy get a huge lump in her throat and tears in her eyes?
The Cubbies lined up on the step as each one got their award.
This is Mr. Smith…an older man in our church who helps with Cubbies every week. He is so sweet and the kids adore him!
Avery with our Cubbies leader, Mrs. Angie. Avery loves her! Here is her totally completed vest! Way to go Avery!


There are people who are working hard to ensure that their financial future is safe and secure, and are investing in many plans and retirement funds that would help secure their future. To create passive income during old age is one of the main criteria of most of the people and they work hard today to make their tomorrow better. But, are they really looking into their finances thoroughly to ensure that all the holes are plugged carefully?
When it comes to that, many people have found that they have been paying towards PPI or payment protection insurance for ages, without even knowing about it. And, the sum they have paid towards PPI premium runs in several thousands, which if recovered can actually help your retirement fund in general. This is true especially because most of the people who have been duped into buying PPI don't actually need it.
If you are just about to retire, getting a lump sum can help you in increasing your retirement funds easily.
If you do not have a retirement plan set up yet, you can easily invest the lump sum to help you in your old age.
Most people want to buy a house, but are unable to do so because they do not have a salary to make that down payment. With the ppi claim, you can easily make your down payment for the house you have always dreamt of purchasing.
With a lump sum of money, you can travel the world alone or with your partner. It is a great opportunity to help you relax after a tiring successful ppi claim.
These are the few ways making a PPI claim is going to help you, and these are just the few common ways people at second half of their lives use the money they get from PPI. In general, getting money that was unexpected is always going to aid the finances and help make that important purchase they wanted to or increase the savings for the future. Planning your finances is important, but it is even more important to cut your ties from the places that are draining your finances, and PPI is one of those financial attributes that has drained millions of people for years, amount to billions of pounds.


How To Cancel A Facebook: If you have actually finally made a decision to stop Facebook, you can Delete your Facebook account permanently. Nevertheless, it is essential to remember that a removed account cannot be reactivated as well as everything that you have actually shared on your account is erased also.
Step 3: Most likely to the complying with link - https://www.facebook.com/help/delete_account as well as click on the Delete My Account alternative.
Step 4: As soon as you do this, you will certainly be asked to enter your password and also the captcha code presented in the image for final confirmation.
Lastly, Facebook will certainly notify you that your account has been arranged for deletion and also will be removed within 14 days. In case you transform your mind, you can login anytime within the 2 Week to terminate the removal request.
Facebook additionally adds that it may take up to 90 days from the get go of the removal process to Delete all things you have actually published, including images, condition updates or other pertinent data.
Step 1: Login to your Facebook account. Fill your username as well as password as well as hit go into.
Step 2: Now click the down arrow symbol present at the top right corner of the main window.
Step 3: Clicking the down arrow switch will show up a drop-down menu list. There you could see several choices to choose from such as produce web page, manage page, produce a group, task log, newsfeed choices, logout Settings and also more. So, as we have to deactivate the account, just select the Settings choice.
Tip 4: The page will certainly redirect to the Settings home window, where you could alter anything related to your account. Establishing window has a left side bar and also the major web content. Left sidebar consists of the choices which you intend to transform or modify. From the alternatives provided just select the Security tab as well as click it.
Step 5: There you will see some protection Settings such as password changes, public secret, acknowledged tools and more. You have to click the Deactivate account link which you could get at all-time low of safety setup material page.
Step 6: The moment you click on the Deactivate account option, an additional link called Deactivate your account will show up. Simply click on that link.
Step 7: Facebook will certainly reveal you some inputs to be filled such as reason for leaving, pages, Email pull out and so forth. So, just load those things as well as click the Deactivate button. Which's it, you account will certainly be shut off effectively.


When I add up all the time I spend planning, shopping, organizing, cooking, and cleaning up the kitchen it's plain to see the job of preparing food for my family is the number one thing I do. I spend more time on this multifaceted job than I do homeschooling, photo taking, gardening (part of the garden is for food after all), hiking, and any other thing I might write about here.
In this series I explore all that.
The five indispensable tools I use in my kitchen all the time, enabling our family to make delicious and healthy whole, plant-based foods.
I never know from week to week exactly what vegetables will be included in our weekly share. This summer I made menu prep (from a seasonal csa share) easier by creating a set menu plan each week that I just "plug" the vegetables into.
Yes, I still love the taste of cheese and why I choose plants instead. Our family's plant-based diet food guidelines and vegan kitchen.
Meals are cornerstone daily rituals we plan for, anticipate, cook, sit down and eat and of course clean up after three times each day. This makes me think it would be nice to live in a place where they only eat 2 meals a day - does such a place exist?
I don't know what things are like where you live but around here local foods cost more. This seems a shame but the reality is that local food costs reflect the true cost of food.
How we came to eat meal-sized salads for lunch and our favorite salad recipe.
Generally, I don't write a lot about food on my blog but I'm going to explore the topic in a series.


text:
Display Drivers
Linux Gaming
Computers GPUs / Graphics Cards Linux Gaming Memory Motherboards CPUs / Processors Software Storage Operating Systems Peripherals
New Linux Code of Conduct Revisions: CoC Committee Added Plus Interpretation & Mediator
Written by Michael Larabel in Linux Kernel on 20 October 2018 at 10:48 AM EDT. 109 Comments
The Linux Code of Conduct introduced last month that ended up being quite contentious will see some revisions just ahead of the Linux 4.19 stable kernel release. Greg Kroah-Hartman has outlined the planned changes as well as a new Code of Conduct Interpretation document.
In the weeks since the Linux kernel CoC was merged, various patches were proposed but none merged yet. It turns out Greg KH was working in private with various kernel maintainers/developers on addressing their feedback and trying to come up with solutions to the contentious issues in private.
Greg this morning sent out these CoC revisions and the new interpretation document to the kernel mailing list. This is what he plans on merging to the Linux kernel but is giving a quick public period for any comments, etc, for those he didn't work with in private.
The code of conduct revision around enforcement has users to contact now a "Code of Conduct Committee" rather than the Linux Foundation Technical Advisory Board.
There is a Kernel.org Code of Conduct page now added but at least as of writing this article it's pretty bare.
The update also appoints Mishi Choudhary as the Linux kernel's conflict mediator. Mishi Choudhary is a legal director for the SFLC.
Here is the Code of Conduct Interpretation document:
Linux Kernel Contributor Covenant Code of Conduct Interpretation
The Contributor Covenant Code of Conduct is a general document meant to provide a set of rules for almost any open source community. Every open-source community is unique and the Linux kernel is no exception. Because of this, this document describes how we in the Linux kernel community will interpret it. We also do not expect this interpretation to be static over time, and will adjust it as needed.
The Linux kernel development effort is a very personal process compared to "traditional" ways of developing software. Your contributions and ideas behind them will be carefully reviewed, often resulting in critique and criticism. The review will almost always require improvements before the material can be included in the kernel. Know that this happens because everyone involved wants to see the best possible solution for the overall success of Linux. This development process has been proven to create the most robust operating system kernel ever, and we do not want to do anything to cause the quality of submission and eventual result to ever decrease.
The Code of Conduct uses the term "maintainers" numerous times. In the kernel community, a "maintainer" is anyone who is responsible for a subsystem, driver, or file, and is listed in the MAINTAINERS file in the kernel source tree.
The Code of Conduct mentions rights and responsibilities for maintainers, and this needs some further clarifications.
First and foremost, it is a reasonable expectation to have maintainers lead by example.
That being said, our community is vast and broad, and there is no new requirement for maintainers to unilaterally handle how other people behave in the parts of the community where they are active. That responsibility is upon all of us, and ultimately the Code of Conduct documents final escalation paths in case of unresolved concerns regarding conduct issues.
Maintainers should be willing to help when problems occur, and work with others in the community when needed. Do not be afraid to reach out to the TAB or other maintainers if you're uncertain how to handle situations that come up. It will not be considered a violation report unless you want it to be. If you are uncertain about approaching the TAB or any other maintainers, please reach out to our conflict mediator, Mishi Choudhary.
In the end, "be kind to each other" is really what the end goal is for everybody. We know everyone is human and we all fail at times, but the primary goal for all of us should be to work toward amicable resolutions of problems. Enforcement of the code of conduct will only be a last resort option.
Our goal of creating a robust and technically advanced operating system and the technical complexity involved naturally require expertise and decision-making.
The required expertise varies depending on the area of contribution. It is determined mainly by context and technical complexity and only secondary by the expectations of contributors and maintainers.
Both the expertise expectations and decision-making are subject to discussion, but at the very end there is a basic necessity to be able to make decisions in order to make progress. This prerogative is in the hands of maintainers and project's leadership and is expected to be used in good faith.
As a consequence, setting expertise expectations, making decisions and rejecting unsuitable contributions are not viewed as a violation of the Code of Conduct.
While maintainers are in general welcoming to newcomers, their capacity of helping contributors overcome the entry hurdles is limited, so they have to set priorities. This, also, is not to be seen as a violation of the Code of Conduct. The kernel community is aware of that and provides entry level programs in various forms like kernelnewbies.org.
The Linux kernel community primarily interacts on a set of public email lists distributed around a number of different servers controlled by a number of different companies or individuals. All of these lists are defined in the MAINTAINERS file in the kernel source tree. Any emails sent to those mailing lists are considered covered by the Code of
Conduct.
Developers who use the kernel.org bugzilla, and other subsystem bugzilla or bug tracking tools should follow the guidelines of the Code of Conduct. The Linux kernel community does not have an "official" project email address, or "official" social media address. Any activity performed using a kernel.org email account must follow the Code of Conduct as published for kernel.org, just as any individual using a corporate email account must follow the specific rules of that corporation.
The Code of Conduct does not prohibit continuing to include names, email addresses, and associated comments in mailing list messages, kernel change log messages, or code comments.
Interaction in other forums is covered by whatever rules apply to said forums and is in general not covered by the Code of Conduct. Exceptions may be considered for extreme circumstances.
Contributions submitted for the kernel should use appropriate language. Content that already exists predating the Code of Conduct will not be addressed now as a violation. Inappropriate language can be seen as a bug, though; such bugs will be fixed more quickly if any interested parties submit patches to that effect. Expressions that are currently part of the user/kernel API, or reflect terminology used in published standards or specifications, are not considered bugs.
The address listed in the Code of Conduct goes to the Code of Conduct Committee. The exact members receiving these emails at any given time are listed at . Members can not access reports made before they joined or after they have left the committee.
The initial Code of Conduct Committee consists of volunteer members of the Technical Advisory Board (TAB), as well as a professional mediator acting as a neutral third party. The first task of the committee is to establish documented processes, which will be made public.
Any member of the committee, including the mediator, can be contacted directly if a reporter does not wish to include the full committee in a complaint or concern.
The Code of Conduct Committee reviews the cases according to the processes (see above) and consults with the TAB as needed and appropriate, for instance to request and receive information about the kernel community.
Any decisions by the committee will be brought to the TAB, for implementation of enforcement with the relevant maintainers if needed. A decision by the Code of Conduct Committee can be overturned by the TAB by a two-thirds vote.
At quarterly intervals, the Code of Conduct Committee and TAB will provide a report summarizing the anonymised reports that the Code of Conduct committee has received and their status, as well details of any overridden decisions including complete and identifiable voting details.
We expect to establish a different process for Code of Conduct Committee staffing beyond the bootstrap period. This document will be updated with that information when this occurs.
The patches for now are on the kernel mailing list and expected to be merged before tomorrow's Linux 4.19.0 debut.
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Clang LTO Support Looks Like It Could Land For Linux 5.12
Michael Larabel is the principal author of Phoronix.com and founded the site in 2004 with a focus on enriching the Linux hardware experience. Michael has written more than 20,000 articles covering the state of Linux hardware support, Linux performance, graphics drivers, and other topics. Michael is also the lead developer of the Phoronix Test Suite, Phoromatic, and OpenBenchmarking.org automated benchmarking software. He can be followed via Twitter or contacted via MichaelLarabel.com.
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redpajama_set_name: RedPajamaCommonCrawl


« Mint on the Dot!
Both locations of The Mint Museum offer free admission every Wednesday from 5–9 PM.
Free Wednesday Evenings are generously sponsored by Mint Museum Auxiliary and Publix Super Markets Charities.
Mint on the Dot! art chats are offered every Wednesday* evening at 6 & 6:30 PM and every Saturday* afternoon at 1 & 1:30 PM. At both Mint Randolph and Mint Uptown locations. Look for the "Mint on the Dot!" signs on the gallery floor.
*Please note the talks are subject to volunteer availability.


Classic design meets modern appeal with my Sydney Eclipse Wood Accent Chair. Plush padding and a sturdy hardwood frame makes for long lasting utilization. The unique pattern and clean lines adds an air of sophistication to any living room.


Live gigs a-plenty again this week with no less than 16 performances over the next 7 days. Cool!
The open-mic sessions have really caught on now with spaces for musicians to get up and play as they like at 4 regular venues now. This includes Acoustic Sessions at Setsara on Wednesdays, the grungy, cool, effervescent mix at Paddy Rice on Thursdays, the open-comedy, art-based mix at Java happening monthly on Wednesdays and the brand new Jazz Jam Sessions that (I am reliably told) will happen every 3rd Saturday at MetaHouse. All fours open-mic sessions take on a totally different mix, thus allowing you to find the space you feel comfortable with and also to go to just listen when you feel like that is more your thing.
From all reports the Green Mist gig at Equinox last weekend was sensational - for those of you who missed it then you can catch them again this weekend - be sure to notice the change in date and time for this one - now happening on Friday.
The Mekong Pirates are back again this weekend at the Chinese House. That will no doubt be a packed house yet again. This same venue will be the location of a very special event the following weekend with the release of the first 7" single in Cambodia for 35 years by the Cambodian Space Project. The gig will include special appearances by some of the former performers and songwriters for Sin Sisomouth, Pan Ron, and Ros Seryeysothea. It will also include a special performance that will involve Ouch Savy, Srey Thy and Srey Ma who will jointly perform a classic song from the golden era that was originally performed by Pan Ron, Ros Seryeysothea and Ho Meas. Plus more - [MORE INFO].
There are lots more huge events coming up too. So stay tuned.


text:
Президентските избори в САЩ през 2000 г. са надпреварата между кандидата на Демократическата партия и тогавашен вицепрезидент Ал Гор и кандидата на Републиканската партия и тогавашен губернатор на Тексас Джордж У. Буш, син на президента Джордж Х. У. Буш (1989 – 1993). Действащият по това време президент Бил Клинтън не може да участва в изборите, защото е прослужил максимално позволените от Конституцията два президентски мандата. Буш печели изборите с 271 електорални гласа в Избирателната колегия срещу 266 за Гор. Изборите се решават в щата Флорида, който има 25 електорални гласа и където повторното преброяване на гласовете е прекратено с решение на Върховния съд на САЩ. Гор получава 543 816 гласа повече от Буш в цялата страна, но Буш получава 537 гласа повече във Флорида като по този начин печели електоралните гласове на целия щат. Така Буш става четвъртият президент в американската история, който е избран без да спечели народния вот. Другите три пъти са от 19 век – през 1824, 1876 и 1888 г.

Изборите стават известни с противоречието относно 25-те електорални гласа на Флорида и последвалото повторно преброяване. Близостта на резултатите и сведенията за непреброени гласове водят до ръчно преброяване на гласовете в този щат. Водят се две дела срещу Буш и изходът от изборите се оспорва в съдилищата още месец, докато накрая стига до Върховния съд на САЩ. На 9 декември в делото Буш срещу Гор, съдът отменя решението на Върховния съд на Флорида за трето преброяване и спира обявените ръчни преброявания базирайки се на аргументите, че различните стандарти, които различните преброителни процедури прилагат, нарушават клаузата за равноправието приета от 14-ата поправка на Конституцията. Машинното преброяване отчита, че Буш печели изборите във Флорида с разлика от 537 гласа от общо 6 милиона гласа. По-късни проучвания сочат, че по стандартите, поискани от кампанията на Гор и зададени от Върховния съд на Флорида, Буш би спечелил повторното преброяване. Ако обаче кампанията на Гор е поискала пълно повторно преброяване на целия щат, проучването показва, че Гор е щял да спечели с около 100 гласа, което би му дало електоралните гласове на Флорида и победа в президентските избори.

Номинации

Демократическа партия

Ал Гор обявява кандидатурата си президент на САЩ на 16 юни 1999 г. в Картаген, Тенеси. Той е представен от най-възрастната си дъщеря Карена Гор Шиф, която тогава е бременна с първото си дете. Речта на Гор за кратко е прекъсната от демонстранти, които твърдят, че Гор работи в полза на фармацевтичната индустрия, за да ограничи достъпа до евтини (копирани) лекарства на бедните страни. Гор се дистанцира от Бил Клинтън, казвайки че президентът го е излъгал (относно аферата с Моника Люински). В интервю за телевизионното предаване 20/20 Гор заявява "Това, което той направи няма извинение и особено като баща почувствах, че беше ужасно погрешно." В опит да се дистанцира допълнително от Клинтън Гор мести главната квартира на кампанията си от Вашингтон в Нашвил, Тенеси.

Ал Гор получава номинацията за кандидат-президент на Демократическата партия, след като печели всички щатски първичните избори срещу бившия сенатор и баскетболист от Ню Джърси Бил Брадли. През август 2000 г. Гор избира за свой кандидат за вицепрезидент консервативния демократ сенатор от Кънектикът Джо Либерман, който става първият евреин удостоен с такава номинация, от списък, който включва сенаторите Джон Кери от Масачузетс, Боб Греъм от Флорида, Евън Баи от Индиана и Джон Едуардс от Северна Каролина, както и лидерът на демократите в Камарата на представителите Дик Гепхард от Мисури и губернаторката на Ню Хемпшир Джийн Шахийн. Гор официално е номиниран на конвенцията на Демократическата партия в Лос Анджелис от дъщеря си Карена и съквартиранта си от Харвард, актьора Томи Лий Джоунс.

Републиканска партия
[[Файл:George-W-Bush.jpeg|мини|175px|Джордж У. Буш

Джордж У. Буш става ранен фаворит за републиканската номинация, след като печели безпрецедентно финансиране и широка основа от подкрепа, включително християнската десница, която формира ядрото републикански гласоподаватели в много щати от Юга и заради името си и губернаторската си позиция в големия щат Тексас. Кампанията на Буш е водена от Карл Роув, Хъгс, Олба и други тексаски политици. В републикански телевизионен дебат проведен в Де Мойн, Айова на 13 декември 1999 г., всички от участващите кандидати са попитани "С кой политически философ или мислител се отъждествявате и защо?" За разлика от другите кандидати, които посочват бивши президенти и други политически фигури Буш отговаря "Христос, защото ми промени сърцето". Апелът на Буш за религиозни ценности изглежда е подкрепен в основните избори. Според проучване на Галъп тези, които казват, че ходят всяка седмица на църква му дават 56% от вота си през 2000 г.

Буш печели първите избори в Айова, но сенаторът Джон Маккейн от Аризона, който се представя както умерен кандидат и е подкрепен от независими гласоподаватели, успява да победи в щата Ню Хемпшир с 48%-30% и се превръща в реален съперник за номинацията. Изходът от първичните избори се решава в щата Южна Каролина, където Буш побеждава. Според някои победата му се дължи на факта, че е забранено на независими гласоподаватели да гласуват, но според поддръжници на Маккейн за загубата му в голяма степен допринася очернящата кампания водена срещу него, като намеците, че дъщерята, която Маккейн е осиновил в Бангладеш всъщност е негово извънбрачно дете от негърка.. Буш печели минимално в 38 от щатите. След това печели 11 от общо 16 първични избори, ефективно прегръщайки републиканската номинация. Буш назначава бившия министър на отбраната от правителството на баща му Дик Чейни да проучи възможни кандидати за вицепрезидент и да му докладва. В крайна сметка Чейни предлага себе си за поста и Буш приема предложението. Сред другите споменавани потенциални кандидати за вицепрезидент са ген. Колин Пауъл от Ню Йорк, сенаторът и бивш актьор Фред Томпсън от Тенеси и Джон Маккейн. Чейни променя адреса си от Тексас, където е живял в продължение на 10 години, в Уайоминг, защото Конституцията на САЩ забранява на членовете на Електоралната колегия да гласуват за кандидати за президент и вицепрезидент от един и същ щат.

Предизборна кампания

Кампанията на Гор

Ал Гор обещава да номинира по-либерални съдии за Върховния съд на САЩ, които подкрепят правото на аборт, по-вероятно е да подкрепи правата на хомосексуалистите от Буш, както и разделянето на църквата и държавата. В първия дебат на 3 октомври 2000 г. Гор е критикуван, че изглежда като "преструващ се политик, а не искрен лидер", след втория дебат (11 октомври) е критикуван, че е прекалено "сдържан"., а след третия (17 октомври), че е бил прекалено агресивен. Гор е критикуван за това, че е "схванат", докато Буш е по-отпуснат и естествен. Платформата на Ал Гор обещава "да поддържа икономиката ни силна чрез надграждане над внимателните фискални политики от последните седем години". Платформата включва план за изплащане на националния дълг на САЩ до 2012 г.

Платформата на Гор заявява: "Този фискално-дисциплиниран подход осигурява това, нашите деца да не бъдат обременени с дълг – и с огромната годишна лихва на този дълг – и разходите за изплащане на пенсионирането на бейби бум поколението." Планът за балансиран бюджет на Гор също посвещава излишъка на Системата за социална сигурност от $2.3 трилиона изключително на социалната сигурност и националния дълг, като по този начин се осигури платежоспособността "поне до 2054". Гор предлага пакет от целеви намаления на данъците на стойност $500 милиарда, "за да си позволим качествена грижа за деца, висше образование и доживотно обучение, здравна осигуровка и дългосрочна грижа за възрастните или роднини инвалиди". Гор призовава за създаването на три нови тръстови фонда за подобряване на здравеопазването, образованието и околната среда.

Екологичният фонд трябва да използва пазарни механизми за целево насочване на транспорта, електропроизводството и индустриално-производствените сектори на икономиката. Планът на Гор призовава за увеличено инвестиране в биотехнологиите, информационните технологии и идеи от университетските изследвания "които по-късно се превръщат в резултати, от които всички се възползваме като високоскоростни безжични мрежи, които могат да осигурят телемедицина, дистанционно образование и електронна търговия за отдалечени селски общини; суперкомпютри, които драматично повишават способността ни да предсказваме торнада и урагани; и компютри, които са много по-лесни за употреба и могат да разбират човешкия език; нови изследвания, водещи до създаването на ефективни нови лекарства и ускоряване на времето за намиране на нови лечения". Тези инвестиции се считат за "жизненоважен елемент в запазването и разширението на просперитета на Америка". Гор призовава за отворени пазари, които да "пришпорят иновацията, ускорят растежа на нови индустрии и да направят [американските] бизнеси по-конкурентоспособни", но също набляга на необходимостта да се "преговарят правата на работниците, човешките права и опазването на околната среда", заявявайки: "ние трябва да използваме търговията, за да повишаваме стандартите по света, не да понижаваме стандартите у дома". Икономическата платформа на Гор също съдържа раздел, озаглавен "Поддържане на силна отбрана и защита на американците в чужбина", в който той заявява намерението си да "използва част от излишъка за разумно увеличаване на военните разходи – насочени целево за подобряване на качеството на живот на военнослужещите, повишаване на бойната готовност и осигуряване на най-модерното оборудване".

Кампанията на Гор прави големи усилия да привлече избиратели, подкрепящи кандидата на Зелената партия Ралф Нейдър в последните седмици преди изборите, подчертавайки сходствата между неговите позиции и тези на Нейдър, както и факта, че Нейдър няма шанс да спечели изборите. Републиканският лидерски съвет от друга страна плаща за излъчването на реклами в подкрепа на Нейдър с надеждата той да раздели гласовете на либералните избиратели.

Кампанията на Буш
Буш избира за свое мото "Състрадателен консерватизъм", обещава намаление на данъците за всички и система за защита от балистични ракети.. По време на кампанията Буш обещава "че ще възстанови честта и достойнството на Белият дом", препратка към скандалите и импийчмънта на президента Клинтън. Докато набляга на успешните си мандати като губернатор на Тексас, кампанията на Буш критикува номинацираният от Демократическата партия действащ вицепрезидент Ал Гор за контрола на оръжията и данъците. В предизборната кампания Буш критикува политиката на администрацията на Клинтън в Сомалия, където през 1993 г. загиват 18 американски войници, докато се опитват да въдворяват мир сред различни войнстващи кланове и на Балканите, където американските умиротворителни войски изпълняват различни функции. "Не мисля, че нашите войници трябва да се използват за така нареченото изграждане на нация", казва Буш във втория президентски дебат срещу Гор. Буш обещава скромна външна политика без изграждане на нации. Той критикува администрацията Клинтън-Гор за това, че е твърде интервенционалистка: "Ако не спрем да разпрострираме нашите войници по целия свят в мисии за изграждане на нации, тогава ще имаме сериозен проблем надолу по пътя. И аз ще предотвратя това." Той обещава намаляване на данъците за всички,, използвайки понякога лозунга "Който плаща данък получава намаление на данъците".

Буш има нов проект за въоръжените сили с наблягане на супермодерния хардуер, гъвкава тактика, скорост, по-малко международни мисии, по-малко войници. Това включва система за отбрана срещу атаки от балистични ракети, въпреки силните протести срещу нея в и извън страната. Виждането на Буш за военната реформа е повлияно от организацията Проект за новия американски век, чиито членове са близки до Буш, включително кандидатът за вицепрезидент Чейни. Много коментатори критикуват Буш, след като в първото си изявление след атентатите от 11 септември 2001 г., той повтаря намерението си да постави интервенцията срещу ракетна атака на първо място в списъка с приоритетите си, въпреки факта, че такава система не би предотвратила атаките, които страната е изпитала в действителност. Други коментатори са подкрепили позицията на Буш, отбелязвайки продължителното развитие на ракети с далечен обсег от Северна Корея, наред със заплахите на тази страна да възстанови програмата си за ядрено въоръжение. Буш подкрепя сондирането за петрол в Арктическото национално убежище за диви животни, с което се надява да намали зависимостта от внос на петрол от Близкия изток. Той също обещава да преодолее различията между Демократическата и Републиканската партия в Конгреса..

В кампанията си републиканците наблягат най-вече върху темата за моралните ценности. Още от 1992 г. републиканците подемат по-енергично и по-гласовито от демократите и независимите "горещите" социални въпроси (относно "моралния упадък") под формата на либералните възгледи за секса, абортите, хомосексуализма и светското естество на държавата. Борбата на този фронт се развихря и около скандала за сексуалната връзка между президента Бил Клинтън и стажантката в Белия дом Моника Люински, който довежда до процедура за отстраняване от длъжност на Клинтън (импийчмънт) през 1998 – 1999 г. Републиканците често се позовават на морала като най-важния проблем, пред който е изправена нацията. По време на кампанията си Буш често говори за възстановяване на почтеността както в Белия дом, така и сред цялата нация. Гор старателно се стреми да избягва темата за скандалите с Клинтън. Същото прави и Либерман, въпреки че е първият демократически сенатор, който осъжда неморалното поведение на президента. Това се изтъква като причина за избора му за вицепрезидентски кандидат от Гор. Някои сочат страстната целувка, която Гор дава на жена си по време на Демократическата конвенция като сигнал, че въпреки упреците срещу Клинтън, самият Гор е предан съпруг. Гор избягва да се появява заедно с Клинтън, който участва в кампанията само в райони, които не са добре покрити от медиите и където все още е популярен. Според експерти това струва на Гор гласовете на някои от най-верните поддръжници на Клинтън.,,

Дик Чейни и Джо Либерман водят усилена кампания. И двата предизборни щаба обикалят из страната и често почти се засичат, като в случая, при който Чейни, Хадаса Либерман и Елизабет Гор посещават фестивала Вкус на Полония в Чикаго по време на уикенда за Деня на труда.
Чейни, който е сдържан през по-голямата част от кампанията играе полка, сервира на присъстващите традиционни ястия и се обръща в реч към множеството с фразата Сто лат ("Сто години", полска песен).

Отразяване от медиите
По време на предизборната кампания някои експерти обвиняват основните медии, че изопачават фактите в опит да помогнат на тексаския губернатор Джордж У. Буш, след като Буш и Гор официално стартират кампаниите си през 1999 г. Питър Харт и Джим Норекас, двама коментатори за Fairness and Accuracy in Reporting (FAIR), наричат медиите "серийни преувеличители" и отбелязват как няколко медийни източника постоянно преувеличават критиката срещу Ал Гор, като невярно твърдят, че Гор е лъгал, когато е заявил, че е говорил в препълнен клас в час по наука в Сарасота, Флорида, и пропускат да отбележат някои въпроси от кампанията на Буш като това, че Буш е преувеличил колко средства е осигурил в годишния тексаски бюджет, за да помогне на незастрахованите по време на втория дебат с Гор през октомври. В изданието от април 2000 г. на Washington Monthly, журналистът Робърт Пари също отбелязва, как няколко медийни източника преувеличават твърдението на Гор, че е "открил" квартал Love Canal (където са изхвърлени 21 000 тона токсични отпадъци от Hooker Chemical) в Ниагара Фолс, Ню Йорк, по време на реч в Конкорд, Ню Хемпшир на 30 ноември 1999, докато той само твърди, че го е "намерил" след като населението вече е било евакуирано през 1978 г., заради химическото замърсяване. Журналистът от списание Rolling Stone Ерик Болерт също твърди, че медийни източници преувеличават критиката срещу Гор още на 22 юли 1999, когато Гор, известен с това, че е природозащитник дава на приятел да пусне 500 млн. галона вода в изсъхнала река, за да може да направи снимки с лодката си; медийните източници обаче преувеличават количеството вода, твърдейки, че е 4 млрд. галона.

Изборите

Буш печели южните щати с голяма преднина – с изключение на Флорида – както и Охайо, Индиана и фермерските щати от Средния Запад и Скалистите планини. Гор печели североизточните щати, с изключение на Ню Хемпшир (чиято губернаторка е пренебрегнал при избора си на вицепрезидентски кандидат), щатите от горния Среден Запад и Тихоокеанските щати (без Аляска). Гор не успява да спечели и собствения си щат Тенеси, чиито представител е бил, както баща си, в американския Сенат. В течение на нощта резултатите от няколко малки и средни щати са твърде близки, за да бъдат обявени, включително Уисконсин и Айова. На сутринта след изборите е ясно, че Буш е спечелил 246 гласа в Избирателната колегия, а Гор 255, при необходими за победа 270. Ню Мексико (5 гласа) и Орегон (7 гласа), са все още с неясен победител, но медиите съсредоточават вниманието си върху Флорида, чиито 25 електорални гласа държат победата в свои ръце. Резултатът на изборите във Флорида не е ясен в продължение на повече от месец заради продължителния процес на преброяване, повторно преброяване и свързаните с него съдебните битки.

Флорида

Към 19.50 ч. източно стандартно време (ИСВ) в деня на деня на изборите, 7 ноември, преди изборите да приключат в предимно републиканската северозападна част ("panhandle", "дръжка на тиган") на Флорида, която е в централната времева зона, някои телевизионни станции предават информацията, че Гор е спечелил 25-те електорални гласа на щата. Прогнозата се основава на проучвания сред вече гласувалите избиратели (exit polls). В самото броене на гласовете обаче Буш взема ранно предимство и към 22 ч. ИСВ телевизиите връщат Флорида в графата "нерешени". Към 2.30 ч на 8 ноември Буш води на Гор със 100 000 гласа при 85% от гласовете преброени и станциите го обявяват за победител и избран за президент. Повечето от останалите за преброяване гласове обаче се намират в три предимно демократически окръга и Гор започва да настига Буш и към 4.30 ч. сутринта е стопил преднината на Буш до 2000 гласа, при което медиите оттеглят прогнозата си, че Буш е спечелил изборите и обявяват, че резултатът е твърде близък за определяне ("too close to call"). Гор, който в личен телефонен разговор е признал поражението си пред Буш, сега оттегля признанието си и казва, че ще чака повторно преброяване във Флорида преди да предприеме други действия. На 8 ноември, сряда, преднината на Буш се е стопила до 500 гласа, достатъчно малко, за да предизвика автоматично повторно преброяване в целия щат. В допълнение на това Гор иска повторни преброявания в четири окръга, в съответствие с избирателния закон на Флорида. Това води до поредица повторни преброявания (машинни и ръчни), спорове за гласовете във Флорида и съдебни дела.

Щабът на Буш наема бившия държавен секретар на Джордж Х. У. Буш Джеймс Бейкър, за да води съдебните процеси, а щабът на Гор – бившия държавен секретар на Клинтън Уорън Кристофър. Ръчните повторни преброявания в окръзите Волусия и Палм Бийч се протакат и те подават молба за удължаване на срока, който изтича на до 17 ч. на 14 ноември. Кампанията на Буш завежда дело, за да предотврати удължаването на срока. В 16 ч. на 8 декември Върховният съд на Флорида с 4 на 3 гласа заповядва повторно преброяване във всички окръзи, където това не е направено, както и в частта от окръг Маями-Дейд, където то не е довършено. Решението е обявено в ефира на телевизионните компании от цял свят от говорителя на съда Крейг Уотърс. Към 22 ч. на 12 декември Върховният съд на САЩ отсъжда в делото Буш срещу Гор, че планът на Върховния съд на Флорида за повторно преброяване противоречи на Конституцията със 7 – 2 гласа (заради различните стандарти на преброяване на гласовете) и с 5 – 4 гласа прекратява (заради недостатъчно време за уеднаквяване на стандартите) повторното преброяване във Флорида и позволява на съпредседателя на предизборната кампания на Буш във Флорида, държавният секретар на Флорида Катрин Харис да удостовери победата на Буш. Според гласувалите против:

Четиримата несъгласни съдии твърдят, че спирането на повторното преброяване е "неразумно" нарушаване на "трите почитани правила за съдебна въздържаност", а именно уважаване на мненията на щатските върховни съдилища, предпазливо упражняване на юрисдикция, когато "друг клон на Федералното правителство" има голяма мярка на отговорност да разреши въпроса и избягване на вземане на безапелационни решения по федералния конституционен закон преди пълно представяне на въпроса.

Впоследствие се появяват твърдения, че Харис и братът на Джордж У. Буш и губернатор на Флорида Джеб Буш са манипулирали изборите в полза на техния кандидат., Според официалните резултати Буш получава 2 912 790 гласа, а Гор 2 912 253, разлика от 537 гласа или 0.009%. Петте съдии гласували за прекратяване на преброяването са номинирани от президенти републиканци, което, заедно с необичайната препоръка отсъждането да не се използва като съдебен прецедент, а да се ограничи до настоящите обстоятелства, предизвиква противоречия. Гор изразява несъгласие с решението на съда, но се признава за победен.

Нередности

Няколко нередности са съпътствали изборите във Флорида като объркващата "бюлетината пеперуда" в Палм Бийч, която дава необичайно висок глас за кандидата на Реформистката партия Патрик Бюканън, който получава 3407 гласа, а по оценка на представители от неговата кампания и партия истинските гласове за него са 400 – 1000, т.е. разликата надвишава победната разлика на Буш. Бюканън казва в предаването The Today Show на 9 ноември 2000 г. "Когато погледнах тази бюлетина в нощта на изборите... много е лесно да видя как някой може да е гласувал за мен вярвайки, че гласува за Ал Гор.". Друг проблем е изтриването на имената на 50 000 предполагаеми престъпници от изборните списъци, половината от които чернокожи (вероятни поддръжници на Гор) и мнозинството от които всъщност не са били престъпници и са имали право на глас. Между май 1999 г. и деня на изборите компанията DBT Online Inc. наета от държавните секретари Сандра Мортхам и Катрин Харис, при увеличение на хонорара с $4 294 000, преработва списъка с престъпници, на които е забранено да гласуват. Около 1% от електората на Флорида и близо 3% от чернокожите (96 000 души) са премахнати от избирателните списъци. Много от тях имат имена сходни с тези на осъдени престъпници или им е приписано престъпление с бъдеща дата, а някои изглеждат произволни. В някои случаи хората са уведомени и след обжалване им е възстановено правото да гласуват, но в повечето случаи научават, че са лишени от право на глас в избирателните секции в деня на изборите. На компанията е наредено да не използва сложния си план за удостоверяване на данните (използван от ФБР).

Според ръководителката на изборите в окръг Вашингтон, Флорида е нарушила Националния закон за регистриране на гласоподаватели от 1993 г. като е изисквала осъдените за престъпления в други щати, които впоследствие са им възстановили правата, да искат помилване и възстановяване на правата от губернатора Джеб Буш, процес, който може да отнеме до две години и чиито изход е по преценка на Буш. Съдебното решение в Шлентър срещу Държавния департамент на Флорида отрича правото на Флорида да лиши от граждански права мъж, осъден в Кънектикът, където гражданските му права не са отнети. Ръчното повторно преброяване в окръг Маями-Дейд е прекратено след като в центъра за преброяване се появяват крещящи протестиращи. Оказва се че те са републиканци, долетели от други щати, някои за сметка на Републиканската партия.

Следизборни преброявания
След изборите, преброявания предприети от различни медии показват, че Буш е щял да спечели при употребата на някои методи за преброяване, включително този, който Гор е предпочитал по времето на решението на Върховния съд, но че Гор е щял да спечели, ако е било проведено повторно преброяване в целия щат.

Вестниците USA Today, the Miami Herald, Knight Ridder, the Tampa Tribune, заедно с други пет предприемат пълно повторно преброяване на всички бюлетини. Според техните резултати при по-стриктни стандарти победител е Буш, а при по-хлабави Гор. Победата на Гор е възможна само при преброяването на гласове, които изглежда че са дадени за повече от един кандидат. Гор не е изискал такова преброяване, но според факсове, изпратени от съдия Тери Люис, който е надзиравал процеса на повторно преброяване, той е имал намерение да брои тези гласове. Според политолога Антъни Салвадо от Калифорнийския университет в Ървайн повечето от грешките довели до гласуване за повече от един кандидат са причинени от дизайна на бюлетините, използваните думи и опитите на гласоподавателите да изберат президент и вицепрезидент. Например 21 118 от общо 111 261 (само 3% от които биха могли да се считат за валидни при повторен преглед) такива гласове са от окръг Дювал, където бюлетината е съставена от две страници. Инструкцията е "гласувайте на всяка страница". В половината от бюлетините и на двете страници е зачеркнат кандидат за президент, което прави бюлетината невалидна според закона на Флорида. Според Салвадо само тази грешка е достатъчна, за да отнеме от Гор победата.

Обществено мнение
На въпрос на агенция Харис от 14 – 21 декември 2001 г. сред избиратели от цялата страна "Ако гласът на всеки, който се е опитал да гласува във Флорида е преброен за кандидата, за който избирателя е мислел, че гласува – без заблуждаващи бюлетини и с безгрешни машини за гласуване – кой мислите, че щеше да спечели изборите Джордж У. Буш или Ал Гор?" Резултатите са 49% Гор и 40% Буш.

Щати с близки резултати
 Флорида, 0.0092%
 Ню Мексико, 0,06%
 Уисконсин, 0,22%
 Айова, 0,31%
 Орегон, 0,44%
 Ню Хампшир, 1,27%
 Минесота, 2,40%
 Мисури, 3,34%
 Охайо, 3,51%
 Невада, 3,55%
 Тенеси, 3,86%
 Пенсилвания, 4,17%

Последици
На 6 януари 2001 г. 20 членове на Камарата на представителите, повечето от групата на чернокожите в Конгреса подават възражение срещу удостоверяването на резултатите на изборите във Флорида от Конгреса, но възраженията им не се вземат под внимание, защото нито един член на Сената не ги подкрепя. Самият Гор, който като вицепрезидент е също председател на Сената, се е застъпил пред сенаторите да не подкрепят възраженията, включително пред сенатор Барбара Боксър от Калифорния, която впоследствие изразява съжаление, че не се е намесила. Буш полага клетва като държавен глава на 20 януари 2001 г.

В резултат на изборите Конгресът приема законът Help America Vote Act, който предвижда замяна на механичните машини за гласуване, създали сериозни проблеми във Флорида с електронни машини, които обаче създават също сериозни проблеми в следващите президентски избори в САЩ през 2004 г.

Вижте също
 Конспиративни теории за атентатите от 11 септември 2001 г.

Бележки

Външни препратки
 Предизборни реклами от изборите през 2000 г.
 2000 popular vote by states
 2000 popular vote by states (with bar graphs)
 Campaign commercials from the 2000 election
 CBS News Coverage of Election Night 2000: Investigation, Analysis, Recommendations (231 kB PDF).
 Presidential Primaries, Caucuses, and Conventions
 Report from United States Commission on Civil Rights
 Supreme Court Decisions of December 9, 2000
 Timeline of the 2000 Presidential Election
 How close was the 2000 election?  – Michael Sheppard, Massachusetts Institute of Technology
 Booknotes interview with Jeff Greenfield on Oh, Waiter! One Order of Crow: Inside the Strangest Presidential Election Finish in American History, July 22, 2001.

2000
Избори през 2000 година
2000 година в САЩ
Джордж Уокър Буш

redpajama_set_name: RedPajamaWikipedia


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2023 Honda Civic Type R Problems
Do you want to know more detail about 2023 Honda Civic Type R Problems? We suggest you scroll down one by one so you can check the following list to see the best one for your needs. Once you find it, click the view site button, which will take you there.
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The new Type R gets subtle, grown-up looks, but thankfully keeps the manual transmission.
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NO CAMO FIRST LOOK: The Civic Type R is finally here in the flesh and Honda brought a ton …
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Tag: hobbies
HomeAll PostsTag: hobbies
6 Fun Family Photoshoot Ideas You Will Love
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On Friday, May 18, Combate Americas held its 21st event from the Auditorio Municipal Fausto Gutierrez Moreno from Tijuana, Mexico.
In the night's main event, Bellator and The Ultimate Fighter veteran Andrés Quintana took on Mexico's Marco Antonio Elpidio. Quintana, 26, had victories in his past three fights, including a submission victory over Rey Trujillo in his most recent bout. Elpidio had won four of his past five fights with his only loss coming by way of split decision to Erick Gonzlez.
The event aired live at 11 p.m. ET on Univision TV.


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Why Be Catholic? - What's the catch?
So... What's the Catch?
At this point you may be wondering: "If the Catholic Church has so much to offer, then... what's the catch? It seems too good to be true." You may have some common objections:
I have read some Church history and know that Catholics have done horrible things in the past...
This is true. No one denies that the Church is made of sinners, some of which have been a terrible scandal to the Christian faith. Pope John Paul II himself has invited the Church to "become more fully conscious of the sinfulness of her children." She "acknowledges as her own her sinful sons and daughters" and encourages them "to purify themselves, through repentance, of past errors and instances of infidelity, inconsistency and slowness to act" (Memory and Reconciliation: The Church and the Faults of the Past 1.3). Yet the Church has also produced countless extraordinary saints throughout the ages - those who have faithfully lived the Church's life and teachings. They are the true children of the Church who best reflect the Church's nature to be the sacrament of Christ in the world. Despite the faults and weaknesses of Catholics, the Church remains no less the fount and source of Christ's life and love which He wishes to give you.
The Catholic Church just wants to control peoples' lives...
Quite honestly, 99.9999% percent of Catholics, including the clergy, will never know that you entered the Church. The pope does not get lists of names of the Church's latest "catches." The Church is not interested in controlling anyone; rather she is interested in the world's salvation, in obedience to the command of her founder to "go and make disciples of all nations," so that people may "share in the communion between the Father and the Son in their Spirit of love" (CCC 850) and turn from sin and death to joy and hope of eternal life.
I know many Catholics who are lukewarm or not even believers. I find much more life and faith in my Evangelical church...
It is true that many non-Catholic believers seem to have a more vibrant faith than many Catholics. These believers deserve praise for their living faith, hope and charity. Equally true is the fact that many Catholics are in dire need of being evangelized and converted back to God. Yet this does not change the fact that by remaining outside of the Church you are missing out on some of Christ's most important gifts which He gave to us, as we have seen above.
I have been to some Catholic churches where the priest is boring. I am not being spiritually fed by his sermons, and I sometimes wonder if he even has any faith at all...
Sadly, it is true that there are priests who are ineffective preachers, who have lost their own personal faith or even actively dissent from the Church's teachings. This is indeed a tragedy, and we must pray for these priests and even evangelize them if necessary. It is also tragic that there are some who are ineffective in teaching and preaching the Word of God. Sometimes it is possible to find another Catholic church in the area with a better priest. If this is not possible, even though such a situation is indeed a serious problem, it is important to know that even a "bad priest" remains empowered by the Church to validly administer the sacraments. And so it is not quite accurate to say that you are not "spiritually fed", since even a "boring priest" has the power to give you absolution from your sins in confession and to give you the Body and Blood of the Lord at Mass. As for teaching and preaching, the important thing is to be well versed in Scripture and in the teachings of the Church as summarized in the Catechism of the Catholic Church (and its Compendium). There are also countless books, and resources available on the internet, such as Catholics for Israel's Online Course, though which you can learn more about Scripture and the Catholic faith
I am Jewish. I will never betray my Jewish faith and heritage.
"You can't be more Jewish than to be Catholic!" Explore this website to find answers as to why the Catholic faith fulfills Judaism without abolishing it and how you can be fully Catholic and still live as a faithful Jew. Check out the following articles and resources:
Can a Jew become a Catholic and still remain Jewish and live an observant Jewish lifestyle? [coming soon!]