Magic: The Gathering Office Hours – Nissa Revane


Miss, uh, Revene? Oh, just call me Nissa Right.. Uh, thank you so much for stopping by my office I wanted to talk to you about the direction that your story is taking. Ah yes. For Zendikar ! Yea.. Well thats actually what I wanted to talk to you about Uh, I’ve noticed some rather dramatic changes, revisions really, to your character And I thought that maybe we can have a little chat about where it is you’re headed in the story Professor I am in-tuned with Zendikar I hear the lands I speak with the trees I whispers to the mountains Zendikar’s spirit flows through me ! Uh huh. Uh huh Well its just that originally you were a heroic character with a crippling flaw You were racist. Well, xenophobic really, and.. Racism is bad !! Yeah but if I can just finish Yes, racism is bad but it was a critical flaw of your character. So critical that you set the eldrazi free because you didn’t care if other worlds were destroyed just so long as zendikar Specifically, the elves of zendikar, were safe I know, right ? Everyone hated me. But now I fixed all of that Well, I wouldn’t say you fixed all of that. You certainly erased it all Uh. But I wouldn’t say people don’t hate you.. They just.. maybe hate you in a new way But I’m a protagonist. You can’t have a racist protagonist And we don’t. We don’t anymore. We now have a.. mild hippy elf I’m a friend to all living things. Yayy !! Uh huh. Uh huh. *groan* Racism is BAD !! Yes ! Really bad But it gave your character depth And compexity You were a bigot being brought low by her bigotry And your story was starting to evolve into a journey To redeem yourself Really bad ! I just feel that if you had worked with your flaws instead of erasing them You might have developed into something really engaging Uh, flawed characters seeking to atone for her hatred. Admitting her mistakes And fighting to fix them Now that’s someone I would like to read about But now, whats your character’s conflict ? Where’s your struggle ? Theres no room for an arc when you’re… well.. shallow Hey ! I can have an arc Like last chapter I.. thought I had lost my connection to Ashaya, the spirit elemental of zendikar But, then I realized Ashaya hadn’t left at all She was inside me all along Yes ! All I had to do to overcome my obstacle, was believe in myself I.. Hell of an obstacle there by the way But, its just that, that’s kind of exactly what happened to you in the chapter before that Ashaya ? Where are you ?! Oh no ! And the chapter before THAT Ashaya, I found her ! She was.. within me all along. Ok. Why don’t we examine a specific section of your revisions Originally you plainswalker to lorwyn where you experimented with black mana Your hatred and racism fueling this selfish magic It wasn’t your best moment But, we all experiment with black magic at one point or another But, now that you’re no longer racist, there was no connection to your travel to lorwyn So you just went there, stayed for a minute and then left Hey ! I was on lorwyn for more than a minute How long were you on lorwyn for ? 36 minutes 36 minutes ! And then you left for…? For Zendikar ! Back home to zendikar. The entirety of the multiverse Your first plainswalk and you’re gone for half an hour I learned much in my travels Yea. Hell of an arc you got going there I can go back to lorwyn I can have an adventure with that tree I saw I can call the story, Nissa’s tree Well it sounds exciting Especially if we get to hear more from the tree and less from you Ashaya ! Oh god I.. I’ve lost my connection with Ashaya I no longer believe in myself… Ugh ! The academy gets Freyalise and I get Nissa Revene Revene huh? Real subtle choice for a last name Was nature taken ? Hmm ? Nissa Nature ? When Nissa Nature, the tree lover comes into play, put a heart counter on each forest you control ? You can’t control the forest. Its essence runs through you Alright alright.. Ashaya ! I thought I lost you ! This is what I’m talking about when it comes to the spirits Alright alright ! …Elementals that they live with you, they breathe with you, they speak with you Alright ! Alright. alright.. alright.. alright.. alright Hello everyone and welcome back to the lore corner Or whatever you want to call it Uh where we talk about lore And last week we left off talking about zendikar and how the titans decided to test the waters Well bars of the hedron prison It starts out with like a bigger macro decision of like what kind of deck am I going to play Maybe if, um, your.. your local store metagame is really heavy on dark jeskai for instance Well then maybe you’ll be like, oh I’m going to play esper control because it has a good match up Or I’m going to play green red eldrazi Um, because depend on how they sideboard, that has a good match up Uh, which is also, so thats like the macro decision And then theres a smaller decision of, it also influences what you are going to sideboard

‘Not Fit For Office’: George H. W. Bush Lawyer And Barr Colleague Slams Barr For ‘Undermining’ DOJ


AND TODAY IT IS HIMSELF.>>REALLY, REALLY IMPORTANT, AND>>REALLY, REALLY IMPORTANT, AND AS A PROSECUTOR, I AM HAPPY TO AS A PROSECUTOR, I AM HAPPY TO HAVE YOU. HAVE YOU. I HAVE A SPECIAL GUEST, DONALD I HAVE A SPECIAL GUEST, DONALD AYRE. AYRE. HE’S KNOWN DONALD TRUMP FOR MORE HE’S KNOWN DONALD TRUMP FOR MORE THAN HAD TWO DECADES. THAN HAD TWO DECADES. IF HE WAS UNDER GEORGE W. BUSH. IF HE WAS UNDER GEORGE W. BUSH. WE ARE EXCITED TO HAVE YOU. WE ARE EXCITED TO HAVE YOU. YOU’RE A SEASONED VETERAN. YOU’RE A SEASONED VETERAN. THANKS FOR BEING ON “THE BEAT” THANKS FOR BEING ON “THE BEAT” TONIGHT. TONIGHT.>>THANK YOU.>>THANK YOU. GOOD TO BE HERE. GOOD TO BE HERE.>>ON THE SUBSTANCE, WHAT DO YOU>>ON THE SUBSTANCE, WHAT DO YOU THINK OF WHAT MR. BARR IS SAYING THINK OF WHAT MR. BARR IS SAYING AND WHAT HE IS, AT THE SAME AND WHAT HE IS, AT THE SAME TIME, DOING IN THIS CASE THAT TIME, DOING IN THIS CASE THAT TOUCHES SO CLOSELY TO THE TOUCHES SO CLOSELY TO THE PRESIDENT? PRESIDENT?>>I THINK THE TWO OF YOU HAVE>>I THINK THE TWO OF YOU HAVE NAILED THE POINT THAT NOTHING HE NAILED THE POINT THAT NOTHING HE SAYS CHANGES ANYTHING. SAYS CHANGES ANYTHING. WE NEED TO TAKE A COUPLE STEPS WE NEED TO TAKE A COUPLE STEPS BACK AND FOCUS NOT JUST ON THE BACK AND FOCUS NOT JUST ON THE RECENT EVENTS BUT TO FOCUS ON RECENT EVENTS BUT TO FOCUS ON THE WHOLE PATTERN OF EVENTS THAT THE WHOLE PATTERN OF EVENTS THAT HE’S ENGAGE IN THE SINCE HE CAME HE’S ENGAGE IN THE SINCE HE CAME IN AS ATTORNEY GENERAL. IN AS ATTORNEY GENERAL. WE’RE COMING UP TOMORROW ON THE WE’RE COMING UP TOMORROW ON THE ANNIVERSARY OF HIS TERM AS ANNIVERSARY OF HIS TERM AS ATTORNEY GENERAL. ATTORNEY GENERAL. THIS IS PROBABLY ONE OF THE THIS IS PROBABLY ONE OF THE WORST EXAMS OF INTERFERING. WORST EXAMS OF INTERFERING. BY CLEARLY TAKING ACTION OUT OF BY CLEARLY TAKING ACTION OUT OF REGULAR COURSE OF THE ROUTINE REGULAR COURSE OF THE ROUTINE AND THE PROCESS THAT THE AND THE PROCESS THAT THE DEPARTMENT FOLLOWS, BUT IF YOU DEPARTMENT FOLLOWS, BUT IF YOU GO BACK — GO BACK –>>LET ME ASK BUT THAT FOR YOUR>>LET ME ASK BUT THAT FOR YOUR PREFERENCE OF THE JUST FOR PREFERENCE OF THE JUST FOR PREFERENCE AND CONTEXT OF THE PREFERENCE AND CONTEXT OF THE YOU’RE SAYING THIS IS ONE OF THE YOU’RE SAYING THIS IS ONE OF THE WORST EXAMPLES. WORST EXAMPLES. YOU SERVED AT A HIGH LEVEL UNDER YOU SERVED AT A HIGH LEVEL UNDER THE BUSH SENIOR ADMINISTRATION. THE BUSH SENIOR ADMINISTRATION. DO YOU SEE THIS AS WORSE THAN DO YOU SEE THIS AS WORSE THAN ANY MEDDLING EXPOSED IN THE LAST ANY MEDDLING EXPOSED IN THE LAST TWO OR THREE ADMINISTRATIONS? TWO OR THREE ADMINISTRATIONS? WHEN YOU SAY WORST, HELP US WHEN YOU SAY WORST, HELP US UNDERSTAND WHAT YOU MEAN. UNDERSTAND WHAT YOU MEAN.>>WHAT I’M WILL FOCUSED ON IS>>WHAT I’M WILL FOCUSED ON IS THE WHOLE PATTERN OF CONDUCT THE WHOLE PATTERN OF CONDUCT HE’S ENGAKTD IN SINCE HE CAME. HE’S ENGAKTD IN SINCE HE CAME. IN IT INVOLVES INTERVENING OUT IN IT INVOLVES INTERVENING OUT OF USUAL COURSE TO PROTECT OF USUAL COURSE TO PROTECT DONALD TRUMP HAVE THE FIRST DONALD TRUMP HAVE THE FIRST EXAMPLE THAT WE ALL REMEMBER WAS EXAMPLE THAT WE ALL REMEMBER WAS WHEN HE WENT BEFORE, HE WROTE WHEN HE WENT BEFORE, HE WROTE THE LETTER AND WENT BEFORE THE THE LETTER AND WENT BEFORE THE CAMERAS TO SAY THAT THE MUELLER CAMERAS TO SAY THAT THE MUELLER REPORT DIDN’T HAVE ANY EVIDENCE REPORT DIDN’T HAVE ANY EVIDENCE OF OBSTRUCTION. OF OBSTRUCTION. OR DIDN’T SHOW A PERSUASIVE CASE OR DIDN’T SHOW A PERSUASIVE CASE OF OBSTRUCTION. OF OBSTRUCTION. THAT WAS HIS PUBLICITY OF IT. THAT WAS HIS PUBLICITY OF IT. THEN WHAT CAME OUT, INDEED, IT THEN WHAT CAME OUT, INDEED, IT CONTAINED POWERFUL EVIDENCE. CONTAINED POWERFUL EVIDENCE. WE HEARD HIS COMMENTS TRYING TO WE HEARD HIS COMMENTS TRYING TO OVERRULE THE DECISION OF THE OVERRULE THE DECISION OF THE INSPECTOR GENERAL HORWITZ WHO INSPECTOR GENERAL HORWITZ WHO CAME IN WITH THE FBI CAME IN WITH THE FBI INVESTIGATION. INVESTIGATION. HE FOUND IT WAS PROPERLY HE FOUND IT WAS PROPERLY PREDICATED AND THERE WAS NO PREDICATED AND THERE WAS NO BIAS. BIAS. IMMEDIATELY BILL BARR AND HIS IMMEDIATELY BILL BARR AND HIS APPOINTED PROSECUTOR MR. DURHAM APPOINTED PROSECUTOR MR. DURHAM CAME OUT AND. CAME OUT AND. WE DISAGREE WITH THAT. WE DISAGREE WITH THAT. WE HAVE THE WHOLE PATTERN OF HIS WE HAVE THE WHOLE PATTERN OF HIS CONDUCT COMMENTING ON THE FBI CONDUCT COMMENTING ON THE FBI SPYING BACK BEFORE THE SPYING BACK BEFORE THE INVESTIGATION WELCOME INVESTIGATION WELCOME CONSUMMATED. CONSUMMATED.>>SINCE YOU MENTION THAT, LET>>SINCE YOU MENTION THAT, LET ME PLAY SOME OF THE SPYING AND ME PLAY SOME OF THE SPYING AND THE OTHER COMMENTS HE’S MADE THE OTHER COMMENTS HE’S MADE AGAINST BACK DROP OF HIM KNOWING AGAINST BACK DROP OF HIM KNOWING BETTER. BETTER. HIS OWN STATEMENT. HIS OWN STATEMENT. YOU DON’T DO THIS. YOU DON’T DO THIS.>>I THINK SPYING DID OCCUR.>>I THINK SPYING DID OCCUR. YES. YES. IT IS THE LEFT THAT IS ENGAGED IT IS THE LEFT THAT IS ENGAGED IN THE SYSTEMATIC SHREDDING OF IN THE SYSTEMATIC SHREDDING OF NORMS, AND UNDERMINING THE RULE NORMS, AND UNDERMINING THE RULE OF LAW. OF LAW. THE EVIDENCE DEVELOPED IS NOT THE EVIDENCE DEVELOPED IS NOT SUFFICIENT TO ESTABLISH THAT THE SUFFICIENT TO ESTABLISH THAT THE PRESIDENT COMMITTED AN PRESIDENT COMMITTED AN OBSTRUCTION OF JUSTICE OFFENSE. OBSTRUCTION OF JUSTICE OFFENSE.>>WHEN YOU LOOK AT ALL THAT,>>WHEN YOU LOOK AT ALL THAT, AND HE SHOULD NOT BETTER, GIVEN AND HE SHOULD NOT BETTER, GIVEN HIS EXPERIENCE, WHAT DO YOU MAKE HIS EXPERIENCE, WHAT DO YOU MAKE OF WHAT HE IS DOING? OF WHAT HE IS DOING? AND DO YOU THINK HE IS STILL FIT AND DO YOU THINK HE IS STILL FIT FOR THIS OFFICE? FOR THIS OFFICE?>>I DON’T THINK HE IS FIT FOR>>I DON’T THINK HE IS FIT FOR THE OFFICE. THE OFFICE. I THINK WHAT HE HAS DONE IS TO I THINK WHAT HE HAS DONE IS TO UNDERTAKE A CAMPAIGN TO UNDERTAKE A CAMPAIGN TO UNDERMINE THE DEPARTMENT OF UNDERMINE THE DEPARTMENT OF JUSTICE AS IT WAS REFORMED AND JUSTICE AS IT WAS REFORMED AND AS WE’VE LIVED WITH FOR THE LAST AS WE’VE LIVED WITH FOR THE LAST 45 YEARS. 45 YEARS. AT THAT TIME, THE ATTORNEY AT THAT TIME, THE ATTORNEY GENERAL ESSENTIALLY COINED OF GENERAL ESSENTIALLY COINED OF GAVE INSTRUCTIONS AND FOUGHT GAVE INSTRUCTIONS AND FOUGHT THROUGH PROCESS BY WHICH THE THROUGH PROCESS BY WHICH THE JUSTICE DEPARTMENT, GIVEN THE JUSTICE DEPARTMENT, GIVEN THE POWER THAT IT HAS, NEEDS TO BEND POWER THAT IT HAS, NEEDS TO BEND OVER BACKWARDS TO ESTABLISH OVER BACKWARDS TO ESTABLISH PUBLIC TRUST AND WHAT IT IS PUBLIC TRUST AND WHAT IT IS DOING. DOING. SO YOU HAVE THE PROCESS OF SO YOU HAVE THE PROCESS OF SEPARATING THE POLITICAL FORCES. SEPARATING THE POLITICAL FORCES. CERTAINLY IN THE CRIMINAL AREA. CERTAINLY IN THE CRIMINAL AREA. YOU HAVE PROCESSES OF REVIEW. YOU HAVE PROCESSES OF REVIEW. I THINK AS WAS TRUE WITH THESE I THINK AS WAS TRUE WITH THESE SENTENCING RECOMMENDATIONS, THEY SENTENCING RECOMMENDATIONS, THEY WENT THANK YOU PROCESS. WENT THANK YOU PROCESS. THEY WENT FORWARD. THEY WENT FORWARD. THEY FOLLOWED GUIDELINES. THEY FOLLOWED GUIDELINES. WHATEVER PEOPLE THINK OF THEM, WHATEVER PEOPLE THINK OF THEM, HEAVY OR NOT HEAVY, THE HEAVY OR NOT HEAVY, THE GUIDELINES WERE PUT IN PLACE TO GUIDELINES WERE PUT IN PLACE TO TRY TO MAKE SENTENCING FAIR AND TRY TO MAKE SENTENCING FAIR AND UNIFORM. UNIFORM. AND ALL OF. AND ALL OF. GOT REVIEWED AND ALL OF A GOT REVIEWED AND ALL OF A SUDDEN, AT THE TIME THE SUDDEN, AT THE TIME THE PRESIDENT SPEAKS UP, MR. BARR PRESIDENT SPEAKS UP, MR. BARR STEPS IN. STEPS IN. THE PROBLEM IS, THAT WE’RE THE PROBLEM IS, THAT WE’RE LOSING AN ABILITY TO HAVE LOSING AN ABILITY TO HAVE CONFIDENCE THAT THE DEPARTMENT CONFIDENCE THAT THE DEPARTMENT IS NOT GOING TO BE INFLUENCED BY IS NOT GOING TO BE INFLUENCED BY IMPROPER FORCES. IMPROPER FORCES. WHEN YOU THINK ABOUT SOMEONE WHEN YOU THINK ABOUT SOMEONE GOES EASY ON SOMEONE BECAUSE GOES EASY ON SOMEONE BECAUSE THEY’RE THE PRESIDENT’S FRIEND. THEY’RE THE PRESIDENT’S FRIEND. WHAT ABOUT THE PROBLEM OF GOING WHAT ABOUT THE PROBLEM OF GOING HARD ON SOMEONE BECAUSE THEY’RE HARD ON SOMEONE BECAUSE THEY’RE HIS ENEMY? HIS ENEMY?>>RIGHT.>>RIGHT. AND WHAT HAPPENED IN THE BACK AND WHAT HAPPENED IN THE BACK DROP OF THE PRESIDENT HAVING DROP OF THE PRESIDENT HAVING PUBLICLY DEMANDED INVESTIGATIONS PUBLICLY DEMANDED INVESTIGATIONS OF HIS RIVALS AND WHERE HIS OF HIS RIVALS AND WHERE HIS DEMOCRACY IS AT AND WHO WILL DEMOCRACY IS AT AND WHO WILL SPEAK UP AND YOU BEING SOMEONE SPEAK UP AND YOU BEING SOMEONE WHO WORKED FOR MR. BARR.

If I Pay Off The Back Taxes On A Home, Will I Own It?


I’m Ilyce Glink and here’s today’s real estate question: If I pay off the back taxes on a home, will I actually own it? Okay here’s your answer: not quite. Let me explain. If a property owner doesn’t pay the tax bill for a piece of real estate, the county assessor can actually sell the property to someone willing to pay the taxes. But in most cases, the investor who pays the tax bill doesn’t immediately get ownership of the property. Instead, the original owner has time to repay the investor the amount of the tax bill plus some interest rate, which is called redeeming the taxes. In many counties the owner has up to two years to bring the tax bill current and the investor might receive as much as 18 percent interest over that time. Now in an era where interest rates are at historic lows, 18 percent is a pretty awesome rate of return. And many people go into buying up properties at tax sales but aren’t really looking to take possession of the property. They’d rather have the homeowner redeem the taxes and earn a good return on their initial investment. Occasionally, there are situations where a tax sale may have been in error and the person that put up the money to buy the unpaid taxes at the auction may end up getting his or her money back, but they won’t get any interest on the cash. That’s not so good. If the taxes are redeemed, then the owner actually keeps the property. But if the two-year period elapses and the owner fails to repay the amount that’s owed plus interest, the title in the property would transfer to the ivnestor. And trust me, many investors wind up with title to the property. I have a friend whose brother lost several properties he owned because he failed to pay the back taxes. This is incredible to her. The properties were worth several hundred thousand dollars apiece and the investor picked them up for less than $10,000 per property. Wow. Now, that is an amazing rate of return, right? Even if the propeties needed a tremendous amount of repair. To find out more, contact the assessor’s office in your area. Thanks for your question. Don’t forget to share this video and follow me on Twitter and Facebook. Until next time. I’m Ilyce Glink.

Market update with David Robertson


The glass half full view of the world at the
end of 2019 is still intact, but the bushfire tragedies, the coronavirus outbreak, and below
average business confidence is challenging the outlook. An update on our view at the
start of the new decade. The 20’s kicked off with optimism that the
global deceleration had turned the corner, with forecasts of global growth dipping to
3% but edging higher to 3 ½ % through 2020 and the domestic outlook was consistent with
a global recovery thanks to a truce on the Trade Wars. Local data was also positive through
January, with employment growth running at 2.1 % year on year, comfortably ahead of population
growth of 1.6 %. The unemployment rate is down to 5.1 % at
year end. This good news, together with an uptick in the inflation rate and more gains
for property markets, was enough to keep the RBA on hold in February and their language
is still stoically positive, but the Reserve Bank did admit that the impact of the bushfires
and the coronavirus outbreak will weigh on domestic growth. Just how large this impact
will be and how lasting is the unknown part of
the equation, but a negative read for first quarter GDP can’t be ruled out. Far less likely is two consecutive negative
quarters, a recession; so while the impact of the virus on China will be significant,
and the combined impact with the fires will be very challenging for local tourism and
other service exports, we do need to consider the recovery, not just the downturn. Similarly, for housing, the downturn through
2018 was very unsettling, but the inevitable recovery shows the longer term trend. The
gains in Sydney and Melbourne are clear in the chart; but in January, every capital city
was stronger, and regional property rose 0.7 % for the month. Stronger property prices
are one consequence of last year’s RBA rate cuts, which will help to offset slower domestic
demand; but another impact from the cuts was a lower Aussie Dollar, which did recover back
above 70 cents at year end, but is back around 67 ½ cents now, having been hit by the prospect
of China slowing as it tries to contain the virus. The lower Aussie dollar will continue to help,
but as for its direction from here, we’ll continue to respect 66 ½ cents as a key support
level, but the brief run above 70 cents over New Year’s could be a portend for upside
risks, so the 70 cent barrier is also a key trigger level to be monitored. The third beneficiary of these record low
interest rates is stock markets, with our ASX 200 up over 18 % last year, and further
gains seen in January: so having posted a record of 7100, you can see it’s been a
very impressive decade for stocks, even though ours have lagged the USA, especially the Nasdaq. The twenties are off to a roaring start, but
increased volatility in equities and other markets is likely, until the impact of coronavirus
is more clear, including locally through tourism and consumer confidence in particular.

Phoenix Market update 2020


What’s going on with the Phoenix real
estate market in 2020? that’s the topic of this video and we’re going to talk
about buyer bidding wars and I’m going to try to answer the question where are
all the houses. Let’s get started Hi I’m Amy Hayslett, I’m a REALTOR® here in
Phoenix Arizona and today we’re talking about the Phoenix housing market 2020.
The numbers are in and 2019 was a great year with a lot of momentum going into
the end of the year and we had very low inventory at the end of the year. Now,
typically this time of year after the holidays and at the beginning of the
year we tend to pick up with inventory We are just not seeing that right now. Iin
fact I was going into some numbers the other day for my own neighborhood of
Verrado to see what was out there and I was really surprised how little
inventory of homes are on the market. Currently if you look at the numbers for
Verrado there’s actually more homes under contract than there are for sale and
that’s just not something you see. So in checking the numbers we had 40 homes
listed for sale in Verrado and 51 under contract. At that rate we’re gonna run
out of homes to sell people and I can remember a year and a half ago when I
was saying we only had 70 homes listed in the neighborhood and now we’re down
to 40. That’s just crazy! Let’s look at a few other neighborhoods so
that you can see just how low amount of supply we have. Garden Lakes in Avondale
for example has 12 homes on the market for sale and 19 under contract waiting
to close escrow. Marley Park in Surprise has 22 homes listed for sale and 19
under contract. Estrella in Goodyear has 70 homes listed for sale and 63
under contract. So you can see by those local numbers and neighborhoods there
are not a lot of homes on the market right now. Supply is low everywhere. Let’s
start looking at the Phoenix numbers as reported by the Arizona Multiple Listing
Service. With inventory so low, let’s start by
looking at supply and then move to demand . So we ended last year 2019
already with a low amount of homes on the market. We had 14,942 homes and again
generally after the holidays January and February we start to pick up. So where
are we at with those numbers. Today we have $14,655 homes on the market currently today. So that number has actually gotten
even lower than it was at the end of the year and when you compare that number to
last year it’s even more astounding because we’re down 27%
from last year year-to-date when the number was twenty thousand one
hundred ninety nine homes on the market for sale. Now let’s take a look at the
numbers for demand and we’ve already touched in other videos on how we’re in
an area of growth. Maricopa County’s the fastest growing County in the country.
Phoenix has been the fastest growing city in the country by units and the
city of Buckeye on the west side has been the fastest growing city in terms
of percentage in the country. So you guessed it demand is up. So let’s look at
the numbers last year at this time we had 5471 homes that sold in January of 2019 compared to this year when we came in at
9701. That’s up over 77% So supply is down and
demand is up and we all know from economics what that means. Let’s talk
about how that’s impacting sales and take a look at pricing next. So with all
this low supply and high demand of course we can expect prices to go up but
how much. In January 2020 the median price was $290,000. Let’s take a look at January of 2019 it $263K which is a 10% increase from last year.
And with low supply and high demand you can also expect that homes are going to
be selling faster. Days on market in January have gone down from 2019 when
they were 72 to 63 in 2020. So homes are selling faster. Now let’s
take a look at months of inventory. At the end of the year we were really low
with 2.53 months of inventory to end the year of
2019. Here in January 2020 we are at 1.7 months of inventory
and last year in January we were also at 2.53 months of inventory
just like we ended the year. So that’s down over 30 percent from our inventory
levels of last year. So what’s behind the low supply of homes right now? Well
demand is one of the reasons. Phoenix as we’ve said before is growing like crazy
so we’re getting a lot of new people coming into the area. Also interest rates
remain low so that gives buyers a reason to buy but on the other end of it is
supply and there’s really a couple of factors that are happening in the market
right now. Number one the builders are just behind
in their production they haven’t been building as many homes as they’ve done
so in the past and the other thing is people are holding on to their homes
longer especially boomers who are looking to retire and downsize. In many
cases owners are locked into really low interest rates so even if they’re
downsizing in terms of square footage their payment may not be lower and in
some cases it might go higher if they decide to sell and buy another home. So
those are some of the dynamics that are happening in the market today. What does
this mean for buyers and sellers? Well again buyers are going to have a
really tough time finding homes and they’re gonna have to start looking at
the option of building new. In fact I was out looking with some folks the
other day and in some cases buying new is less expensive than some of the
resale homes out there. Now that’s not always going to be the case in most
cases you’re going to spend a little bit more on new builds and you may have to
wait longer for it to be built and interest rates could go up in that
timeframe. So these are all things to consider but if you’re looking to buy a
home and especially a resale home you want to go out and see that house the
day it goes on market and you want to be ready to put that offer in right after
you see it. That’s how competitive things are right
now. Sellers on the other hand it’s a great time to sell. Prices are up and
homes are moving quickly so if you price your home right and it looks great it
should sell right away. The biggest challenge is going to be for those
sellers who are looking for their next home and the other challenge might be
appraisals because buyers are willing to push prices up right now with bidding
wars so there’s a better chance that an appraisal might come in low. We’re just
not seeing the comps even 30 days ago that are supporting prices that we’re
seeing now so hopefully you get an appraiser that looks at the fact that
the market is going up and factors that in. But when the markets going up as quickly
as it has been these last 30 days or so you do see more appraisals coming in
low but you can look at it as that’s kind of a good problem to have because
at least you’re getting a higher price than you were before
and hopefully that home is going to appraise. Even if it comes in a little
bit lower chances are you’re getting more money for your home than you may
have gotten if you had put it on at the end of the market in 2019. So that’s my
market update for January and February of 2020. I’ll see you on the next video
over here. Take care. bye bye!

IFTF Foresight Talk: Nestle’s Global Consumer Insight & Market Intelligence Mgr, Dimitri Gerebtzoff


good morning
good evening to some of you my name is max alder and I am a research director
here at the Institute for the future in our food futures lab and I will be
facilitating this foresight talks session today I’m so excited actually to
do this for many reasons one of which is that Demetri and I have interacted a few
times before and he’s a wealth of insightful information about foresight
about food so I can’t wait to hear what he has to say today our foresight talks
I’ll get into a little bit and run through the agenda for the day before I
do so I just want to say thank you all for joining this is a really really
wonderful program that the Institute has started to roll out this year and
Dimitri thank you in advance for your time your insights your knowledge your
expertise mica Dimitri runs global consumer insight and market intelligence
for Nestle and this is a really unique and wonderful opportunity to hear a
little bit about how someone inside one of the world’s largest food companies
thinks about the future and how he and his team track trends and come up with
new forecasts to drive business opportunities before we get into the
conversation I just want to talk a little bit about foresight talk this is
a new program that our learn team has been developing really trying to grow
foresight capabilities across our global community through creating new types of
enhanced connections mutual learning opportunities and really better
awareness of all of the community’s needs
we as many of you probably know have been doing a lot in our education
program trying to upskill different people around the world across
industries across geographies in four sites and we’ve realized that there is a
gap in the broader community and we’re trying to help create a platform that
enables that sort of shared learning a mutual connection so that we can all
help create better futures so thank you all for participating in this please let
us know what you think whether these are valuable and I’ll have my email at the
end of this please reach out we’re trying to build a global community
of foresight practitioners and this is one of many attempts at trying to create
that really robust foresight community I also just want to share quickly some
resources to help you all do your own futures thinking in your work and in
your lives one is that we at the Institute host foresight practitioner
trainings Dimitri went through one of them so I’m sure he has lots of ideas on
how they work and he can maybe talk a little bit about his experience there we
do them both in palo alto and around the world and you’ll see some upcoming dates
for our three day trainings these are really nuts-and-bolts immersions in our
foresight methodologies really wonderful wonderful some of my favorite things
that i do at the institute is help facilitate these trainings amazing
people from around the world like Dmitri come and spend three days together to
really dive deep into strategic foresight and we’ve also recently
launched a new design futures course which really focuses on not just how to
do strategic foresight but how to do immersive experience all foresight
really at the intersection of design futures and foresight we have we’ve our
first training completely sold out we’ve opened up another one in April of 2020
and there’s much more information about all these trainings on our website
finally one of the things that I’m most excited about is that I FTF is
developing an online course on Coursera and this will be the world’s first set
of massively open online courses that are grounded in futures thinking my
colleague Jane McGonigal has been leading the development of them and
really everyone across the Institute for the future has been involved we’re
really hoping that this creates a platform to expand futures thinking
beyond these walls and really to around the world and
democratizes it in a way that I don’t think it’s ever really been done before
so this is a really ambitious project and we’re so thrilled to have Corsairs
partnership on it we’ll send some more information to you all once it’s fully
launched and we have these foresight talks we do
them quite regularly and there are two upcoming foresight talks that I just
want to get on your radar I’ll remind everyone at the end of this conversation
but quickly the first is a Jane McGonigal a research director at the
Institute for the future is going to host a foresight talks to walk through
our futures thinking online courses on Coursera and that’s on November 14th
there’ll be a really wonderful way if anyone’s interested in exploring the
course or if anyone wants to try to roll out the course in their company or for
their organization or their community group doesn’t need to be just
professional this is also a wonderful approach to your personal life and
familial life so tune in to hear Jane talk about our training and then what
I’m really excited about is a conversation on December 11th with
someone at the u.s. Forest Service research and development department the
u.s. Forest Service actually has an internal futurist
and they’ve done wonderful and provocative work on topics such as the
future of forests in the United States so we’re gonna host a conversation to
see how governments can embed foresight into their work and interesting and
domains that maybe we often don’t think of so thinking about how to embed
foresight into how we manage forests globally I think is a really interesting
and provocative conversation and I’m sure that we’ll be talking about what
those insights and learnings might mean for other domains as well so put those
on your calendars and without further ado I’m just gonna jump into the agenda
for today like I said I’m so excited to hear Dimitri talk a little bit about his
work at Nestle and his team he has a little micro presentation that he’s
going to give so I will have Dimitri introduce himself he’ll start sharing
his screen and walk through a couple of slides of his work around the world
I will then follow up with a couple of questions but I’m sure you all are much
more interested in your questions not mine
so after I asked one or two follow-up questions we will open up the Khan
and the way to do that is I see many of you who are already conversing in the
chat box you all can talk and chat throughout
this presentation there there is also you’ll see a button in zoom for Q&A
please submit your questions that you’d like to ask the mitri in the Q&A and we
will filter those through and we will hopefully get to as many as we possibly
can I’m hoping that we can have about a good 25 minutes of questions from you
all we are recording this for you all to
watch and to share and for those who couldn’t make it they can watch this
afterwards so know that this is being recorded and also know that you are all
on mute so have your breakfast be loud do whatever you need to do we won’t hear
you but also if you ask a question we won’t hear you so please submit
questions through the Q&A button without I guess further ado Dimitri thank you
again so much for joining us I’m so excited to hear what you have to share
with us all today could you share your screen and start to talk a little bit
about who you are I would love to hear a little bit before you jump into your
presentation about how you ended up at Nestle doing this kind of work and I
know you have a short presentation and we’ll follow up with some questions
afterwards very good so hi everyone my name is
Demetria hats-off I’m the global consumer insight and market intelligence
manager at Nestle and basically so how I got to Nestle is a bit of an interesting
route I don’t have a standard CV which quite a few other people have so i
started by looking or researching animal behavior and i was focusing on memory
formation and so i studied actually biology and ethology
which is behavior science and looking at animal behavior and the impact of
drugs on side effects in animals and then I moved to the same effects on
autistic children and I work for Novartis for my industry for a few years
and after that I moved actually to a Dutch company which is called Aldous and
they are creating tools and systems and software hardware to observe behavior so
I’ve always been into understanding interaction between objects or things
and animals or humans and my would say my the key things which I’m working on
is usually nonverbal behavior more than verbal behavior so what are the people
doing more than what they are saying so while being in this company I I was a
branch of his manager for France Belgium and Switzerland so I was developing the
hallmark there and one of my tea customer was Nestle so I installed at
Nestle several consumer research labs which we’re facilities to observe
consumer behaviors with cameras software to analyze automatically or manually
their behaviors and so that was a natural jump at certain points so ten
years ago I jumped onto Nestle and I worked for four and a half years at the
NRC which is the Nestle research center core Research Center in Lausanne and
then I moved to the food category five years ago so I’m working now for the
food category five years ago started really in consumer insight for product
launches so really understanding the ins and outs of the the needs of consumers
and tensions for concept development and product developments and then moving up
and up to the role I have right now which is a more strategic role I would
say and so in the role I’m playing right now is really the idea for me to
understand globally so worldwide and we usually split the world in three main
zones but understand worldwide trends related to
food and their impact on our strategy both in terms of category strategy and
in terms of brand strategies so that’s in a nutshell what I’m doing the food
category at Nestle is a 10 billion category roughly so or even a bit more
so it’s not a very small business it’s quite a significant business at Nestle
and so when you take decisions to move to certain directions within the 10
billion business you want to be kind of pretty sure that’s of what you’re doing
before investing because yeah Nestle is quite large quite big and so on one side
we have some power and some force to move in directions on the other side
it’s also seen as a kind of a big giant slow Enterprise so we need also to
predict the future early enough to be able to move these forces to the right
directions so yeah and so now I’m going to focus a little bit more on how we
sense the future and I welcome all of you to the future of food at Nestle
that’s how we call all the work we are doing around predicting or thinking
about the future and the impact of these future – – Nestle first of all one of
the things which everybody knows but which is really important for us is we
see the the food has exploded all over the place and I am sure that you all see
that it’s something which we hear often when we hear talks and etc it’s
exploding on all of them all over the place so initially we can see that at
the threat because basically you have so many players popping up and gaining
market shares and inventing new things which we don’t think about etc on the
other hand we can see all of these booming elements as really opportunities
opportunities to move to new categories to new channels
and you have Amazon fresh over there to new ways of consumption from consumers
Street foods for example is moving into really new directions entering in the
homes of consumers a blurring of the different channels from what you order
online eat at home order outside or go and shop eat outside
and etc all of that environment is changing quite fast and my role and and
basically when we talk to the markets and I have to deal with roughly 92
hundred different markets around the world when I talk to the markets the
markets will all say my market is super different to all the other ones my
consumers are very different to all the other ones we need to nurture these
local elements which are so important and I fully agree with them my role is
also at one point you try to understand where are the similarities where are
groups of consumers or cohorts of consumers going and what is happening Oh
food is pop food is there it’s all over the place and what do we do with it so
my role then is and together with with our colleagues in the same Department
what we are doing is really to look into what are the trends what is happening
and we have different ways to look at that and I’ve just highlighted a few
elements here when I talk about trends it’s on one side the food-related trends
we’re really dealing with cuisines with ingredients with products and etc but
it’s also all the other aspects which we are looking for as an example regional
elements or labels claims what is happening also in terms of companies so
startups all and regulation obviously which is impacting heavily what we are
allowed not allowed so the frame in which we can
work on all of that is really shaping the way we are moving forward and
obviously the most important which you see on the top right corner here our
consumers that’s the most important element for us so what we really want to
understand is how are consumers living or organized and and and dealing with
all these changes all this word all this world and what is happening around us
the good elements the positive elements which they are picking the negative
elements which they want to avoid or getting away from and our role or my
role is then to look into all these and then to try to make sense of that and
the most importantly to lend it to really business opportunities well tell
me what you eat and I will tell you who you are so that’s what we try to
understand really what consumers are eating and then to to be able actually
to create clusters of consumers clusters of trans clusters of elements and then
study these elements in the deep manner so in the role I’m in and together with
my colleague we try to focus on three different aspects to sense the future
and to really focus on trends the first one is transversely and I already said a
few words around that but basically what we want to do is really to deliver four
sides so thoughts about how where the world is going in the future and then
understand the impact of these possible futures on our business so that’s the
first aspect and the different elements we which we try to understand is
obviously cuisines so what is happening around the world in different cuisines
because cuisines are impacting the food that consumers are exposed to and eating
and both out the form and in home then ingredients so individual components
superfoods goji berries and all of these elements which we see flying around we
try to understand and we try to understand them from an
ingredients point of view but also from a sourcing point of view is it
sustainable not sustainable what is the whole value chain and obviously also
from a culinary point of view so the taste the texture the integration with
other elements the how how all of that works together and we also try to
understand the consumption habits of consumers so how often do they eat at
home what do they eat what kind of utensils are they using and
all of that across the world and you can guess that a kitchen in Guatemala will
look very different from a kitchen in Germany or in Malaysia or in Indonesia
and so while I say that it also means that the things we are looking at may
not have a direct connection to a food or may have a broader connection to food
but we understand that they might have an impact on food as an example we look
at the size of kitchen in the world because the size of kitchen means how
much space I have to to cook or to prepare stuff and etc so that’s also an
important element and so all of these elements we try to look for and to to
understand then the second aspect is landing this element in a strategic
framework and here that’s probably the most difficult part scouting or looking
for trends is quite easy with what we have today all the information actually
what is difficult is to make a selection among all what we have available there
are so many reports so many tools available to automatically gather data
but the amount of information you can get is is very easy then landing that
information what we do is we create usually a framework in which will have
several macro trend then set trends and micro trend to allow us to focus on the
things which we feel are the most interesting for us and I will explain in
a second we do that and then also to be able to
prioritize the trends we want to really focus on and we do do that in a rolling
way to make sure that we don’t live with the same trend over for several years
and then we end up understanding that it’s not anymore
interesting so these strategic landing is very important and the third aspect
is all our network within and outside of Nestle so I have counterparts which do
the same piece of work than I do in other Nestle categories in other markets
within my category and also in other entities outside of Nestle and we have
very good very regular meetings and interactions to make sure sure that we
stay connected with the outside world and with what is happening and obviously
we have also networks of consumers which we have a lot of interaction with so our
focus in all of that is to make sure that whatever trends we look for and
because we honestly we are a company which needs to make money our key focus
is how can we bring frequency and volume in the product we are creating to make
sure that the consumers will go for them so we are focusing on dishes which
consumers are eating often we are focusing on food which the consumer are
eating often and etc we will hardly ever even if we look for the trends on more
niche elements in the end what we want is to landed in a business proposition
which makes sense at the broad scale we cannot develop things which will only
suit a very minor number of consumers in only a few countries we really need
these scale aspects so how we do that drop assumption listen to signals and
frame actions so we have a ecosystem of different tools which we are using from
early trance counting then to trance analysis we have digital platforms which
we are looking for we have even also open innovation
platform so with interaction with the external world as I was saying we have a
scientific community looking at more the scientific and technological trends we
look also for innovation venture funds so which are the venture capitals
putting their bets and their money on which startups so we have systems to
scout all of that and we have our network as I was saying and all of these
insights help us to understand where our trends going what are the things which
are happening and at one point what we do with these elements is we set down
and we generate scenarios or assumptions we think that the world is going to go
in that direction and we have identified four major directions in which nestle
overall wants to go and this is available to the outside world so it’s
around authentic flavors authentic food the second one is around healthy
lifestyle so healthy food and the third one is around experiences so really
experiencing different types of foods different types of cuisines and etc the
last one which we are working a lot at the moment on is on sustainability
elements obviously and so sustainability is key for us and we are tracking also
that’s but we are tracking that in the frame of what we are doing within within
food so I’m not dealing for example with the plastic elements as long as it’s
outside of the food environment so I prefer to have a kind of holistic view
so I’m not the one who is going to look at technological improvements around
individual plastic components are more the one going to look for what are the
consumers thinking about plastic how are they evolving what are the implications
for the business for each of our categories for our brands where our
brands positioned around plastic and etc so that’s the the way we move forward
then I was explaining that we try to learn these elements into a strategic
and business opportunity and we look at two things on one side we look at the
attractiveness and on the other side we look at the ability to win so attractive
attractiveness is how relevant it is to consumers to markets so to specific
geographies how what are the barriers which block us from rolling this trend
out or with which blocks these trends from moving forward so that can be also
independent of Nestle overall what are the things which block it is it more the
consumers are on not understanding because it’s too scientific
is it more a technological barrier at the moment is it more a willingness to
go for it or etc an ability to win will be more what are the manifestations
which we already see on the markets what is our and is the ability to
differentiate from competition do we have here things which we can put
forwards and obviously is it aligned with our strategy and our strategy at
Nestle globally so here we want to make sure that whatever we go for or we
develop fit with our commitments which Nestle has made fit with our food
strategy and etc so we look at these different elements and we have a system
or a grater to rank all the trends or to give points to all the trends according
to these different topics and what we do with it is then we look at the score for
each of the trend but also where does the trend land in these different
aspects all these different elements and then what we want to focus on is the
tipping point and the tipping point is when do we feel the trend is mature
enough that it’s interesting for Nestle to enter but not mature too much that it
became mainstream or too many of our competitors already entered and etc and
when I talk about teachers is not only the big players it
can be also small players as I was explaining at the beginning beginning of
my talk small players moves fast nowadays can gain market share quite
fast so we need to understand and this tipping point is is really moving or
changing depending on the category depending on the brand depending on the
trends so we we are we really need to focus on understanding these different
elements how they move between each other so the maturity of consumers the
maturity of Technology the maturity of the fit to our own estate strategy etc
we and with that grid and with that tool we can understand depending on the
scenario we want to push forward how is that tipping point moving is it
something we need to really deal with today not right now because otherwise
because the technology is ready for example or do we need to move it a
little bit further down the road and with that it allows us to prioritize the
different trends but prioritize them based on our assets based on the Nestle
strategy but also based on the the consumer willingness and my role
actually is not to tell my strategic partner we need to go there it’s more to
initiate discussion so I will tell them ok these are the different options which
we see this option is good if we do this and that this other option is better if
we do these other things this third option if we really want to push that
technology forward that’s the best option and then I leave it to them or
it’s an interactive discussion between all of these people so we really do
along the year frequent workshops and group discussions to really think about
the implication of that and then the brand manager will say oh I want to push
my brand forward so we should go for that but the technological person will
say no no no no no the technology is not yet ready if we do it right now we will
shoot in our own foot because we will not be able to sell our proposition
which is enough competitive to really bring for example the price to a reason
level first and etc so I bring the frame and I look at these different people
then confronting their views and with that we define them where do we want to
go all together so that’s the way we go from strategy to execution so when we
have defined to finalize when we have defined what we want to go for and done
the priorities we do usually what I call a sizing and business opportunity so
within that frame of a trend we look for what are our business opportunities so
where do we feel in terms of which consumer group which technology are we
going to use for which etc and with these elements it allows us to go from
the global trend which we see to our own business opportunity and then to size
them and here we have different tools so we use all kind of different tools to
size the category to size the frequency at which the consumers use or each
similar product to size our technological advantage and etc and then
eventually it brings up to a certain value which we then use in order to
understand is it something we want to go for or is it at the moment too small and
then we prefer to wait or is it something we don’t want to go at all at
the moment so that’s a little bit how we do that and then we go to the execution
which is then a more standard approach ideation concept prototyping interaction
with consumers and then and then products development and product
launches or product when I took product its product services apps at cetera so
it can cover the whole range of things we can do overall then just as an
example if you slide a few pictures to show you that it’s not something we do
exclusively at the desk it’s also something we do in a very dynamic way
going out experiencing cuisines that’s the nice part of my job being able to
try a lot of different foods discussing with our
chefs so we have a group of experienced chefs coming really
so cooks who expose us to different cuisines tell us what are the
possibilities and etc and then sharing with our networks to be able to go to
real consumers and with real consumers to be able to understand what are the
tensions what do they really want bring that back with in this way and then
explore the different scenarios which we are doing so that’s about it for me I’d
like to finish with a nice quote of Jamie Oliver I’ll give you a few seconds
to read and I open the directory to any questions you would have amazing thanks
Dimitri so much and I love the Jamie Oliver quotes there is certainly always
something new and amazing to learn about food we have a bunch of really great
questions that are emerging and I’ll let people submit some more and I’ll just
ask one right now and then we’ll all turn to sharing some from those who are
tuning in and the question that I’m really interested in your background in
biology and ethology and maybe to go to begin our questions back at the
beginning you your work at Nestle clearly is not just about studying
behavior although I feel like a lot of forecast work involves understanding
shifts in how humans behave but it also is likely about how to shape human
behavior and so I’m wondering a lot of what we’ve just heard is very much about
tracking monitoring understanding directions of change and I want to know
to what extent is your work about keeping your ear to the ground and
sensing and anticipating the future of food and to what extent does your work
really about shaping a different future of food and how do you balance those two
that’s a very good question of thanks to ask the ambition would be obviously or not
the ambition I think I feel that it’s a bit you topic to
think that we can shape a lot the future of consumers so on one side we are
sensing a lot of information the shaping the future for me goes more towards what
what are the products we can offer to consumers to answer attention and that’s
the way I feel that if we are the first ones to be able to identify clearly what
a major attention consumers have be it’s in a very poor country where consumers
have really difficulties in getting just a simple food on the plate all the way
to more mature or more advanced countries where they explore all kind of
different food from around the world our role is more to understand core
tensions the consumers have and then to try to solve them and I perceive that if
we manage to solve really strong tensions with consumers then we can
shape basically or-or-or en the way they are going to change their behaviors but
that we I don’t feel that and I don’t know how we could basically create a new
product because it’s it’s all about food in the end so we are creating creating
products around food it’s not like inventing a new technology or digital
technology or something which will give you a third arm and bringing something
brand new it’s all about food so on the other hand if we manage really to create
and I can take her and I back in the days when when Maggie created the cube
the cube changed the life of millions of people because it was 45 and so because
of these focus fortification in vitamins in iron and etc a lot of consumers have
changed drastically their behaviors and and
using the the Maggi cube in their in their daily routine which they were not
doing and even changing the way they are cooking the way they are preparing the
food the number of times they are cooking per day because they have that
available so I feel it goes more in that direction understanding clearly and
really deeply and that requires a lot of work the consumer tension answering to
that and that changes the the behavior yeah yeah I love that answer I’m gonna
turn to some questions that have been submitted and there’s actually there’s a
cluster of questions that I think are quite interesting and worth exploring
around this notion of a tipping point yeah
and so from what I’m reading from people it I think we would love to hear a
little bit more about both the criteria that you determine when a sort of
tipping point has been reached what that threshold is and how you determine it
and then maybe a follow up to this sort of initial question that I asked is what
what role do you all think that you play in creating those tipping points though
certainly it’s one thing to see all the dominoes and see that there are oh my
gosh aligned and ready to be pushed and then it’s a totally other thing to
figure out how and when you might push them to cascade the reaction so how do
you measure track tipping points and what are the signals that you all see
that prove to you that a tipping point has been reached so first of all I’ll be
very transparent if only I had a precise and final answer about you we’re doing
first of all I will not be there I would have probably my own company second miss
Lee would be in a better shape than it is right now so we are doing very good
in some aspect but not so good in others so we would be fantastic everywhere so
first of all it’s not a precise science sometimes it works
times or often we fail and that’s also why although I’m dealing with very
strategic element I’m also part of R&D because we fail often and we succeed
rarely so these science of identifying tipping
points and and basically bringing different curves together to understand
where they merge and where we want to go it’s definitely not an exact science and
so that’s the warning I wanted to give nonetheless what we are doing is first
of all we are looking at consumers so we have a lot of tools to look at online
social media discussions which allow us to understand from just simple words
which we input in these systems what is the amount of generated conversations
around these elements so that’s one thing which we can track and if that
element goes higher than a certain points then we move it to something we
track more often or we move it to the next level so that could be one of the
first levels on the other hand we also look and we always try to balance these
two we also look at what’s happening out of home so we look at what’s happening
in restaurants so high-end the restaurant but also men’s or limited
service restaurants full-service restaurant etc even small tapas bars so
we Scout not only big chains but we have also people who go on a regular basis
and look what’s happening in smaller places we work with agencies who do that
and the idea here is to not only look from a consumer point of view but look
from the outside world so the chef’s who master their culinary expertise and look
at what are they bringing in so and if we see the same ingredients or the same
technique or the same dishes popping up suddenly in different places around the
world it doesn’t need to be at one place it can be at different places then it
will trigger also our our selves to track more of that then we
look at technologies then we look at a net cetera so we have different
indicators and when the indicators reaches a certain level then we look
more closely or we start bringing these different indicators together so if
suddenly I see a shelf looking at a specific barrier or a specific
ingredient for quite some time or I see several chefs doing that I will input
that same element into the other systems to see what’s happening do we see it
also as well or it has not yet reached a certain level and why also maybe it’s a
different term used in different place at cetera and then when we see these
different elements reaching a certain level together at the same time then
that’s where we start to have the discussion about business opportunity
and then the tipping point is about where are our competitors around the
world are they also looking at that what are the products which have been already
lounged what are the number of startups which already have started really
looking into that particular trend where is our technology but also competitive
technologies going forward in that direction and then it’s about bringing
all these aspect together and having a discussion so the tipping point is not
something only a graph is giving and then as soon as it’s reached a certain
level as a woo tipping point and I take it it’s more about bringing these
different elements to the table and saying okay these are this is the
environment we see do you feel we should bring the tipping point forward because
it will give a clear Nestle advantage or do we move that lever a little bit
backward or do we leave that lever completely out and so and we do that
discussion with each an individual trend and also with each and individual early
signal which we see starting to to become more interesting for us so the
tipping point is really very much discussion around different stakeholders
and to take a decision based on the criteria I shared earlier
so these prioritization criteria but that so it’s a lot of quantitative data
which feed into a qualitative discussion in the end yes now I love that and
that’s such a great articulation of both the science and the art of sense making
and foresight so that’s a wonderful answer let’s talk a little bit about
maybe one domain that we might be seeing reaching a tipping points there were a
lot of questions about meat alternatives on the Q&A chat so how do you see the
trend of plant-based foods or meat free burgers what do you think about
impossible foods all of these sort of I hate to call them alternative proteins
because now has already reached the tipping point quite some time ago if you
look at how the Nestle investments together with McDonald’s and Burger King
and etc in the incredible burger we have a full range of god legume ace the brand
food and etc so the tipping point was I would say three four years ago that’s
where we started to initiate all our technological development because as you
can imagine it’s not within half a year that we can develop a full line in the
factory and understand exactly where we want to go and etc sometimes we can go
faster by doing Co manufacturing or merge and acquisition in other cases
when we really want to develop a competitive advantage that’s where we
really need to invest our time money and we really need to be early enough to
identify that tipping point so that tipping point went already quite some
years ago looking and it came from agriculture I would say when we
identified already like 20 years ago that if we move forward in the same way
simply the number of the number of field occurs needed to feed the population
with cows that collapsed and collided very heavily very drastically very soon
and that’s where we started to look for meat alternatives and so I will not
disclose too much information but I can tell you that now
meat alternatives or alternative proteins that’s the man that has gone
from a micro trends for five or ten years ago to accept rent to now a macro
trend so we have it really at the high level and now we look for very much more
fine-grained details around sub components within there for the future
so is the future going for insects or is the future going for fish alternative
which we see popping at the moment or is the future going for other alternatives
so we are really now going even one level down is the future more technology
or more we you see all these lab created means or is the future still being more
natural products and so we are exploring all the scenario based on the element
side so I explained to you earlier to identify among all of them beyond simple
creating burger patties and and really nice by the way we just warm some
competition against all the other burgers with our incredible burgers so I
can I think we can be quite proud there as being the most tasty and the most
natural the the the tasty burger among all the competitors at the moment so we
are going in the right direction with our transcoding foresight and with also
understanding all the sensory elements which are required across all the
different consumers because as you can imagine you have consumers who want
really something which mimics totally meat but you have other consumers who
don’t want that at all they are already flexitarian or vegetarian they are not
interested in something which is bleeding and looking like me they are
interesting which something which provides them with really good natural
proteins so and an N and that’s only to split like I I told you
our system is probably split in 15 18 different types of sub components within
that environment I love that and it’s a really helpful way of better
understanding a tipping point when you actually put a historical example into
context and understand how you saw that and how it’s changed I have a couple
other and maybe just to finish on that the tipping point now because milt
alternative if the tipping point when I passed that now we are recreating four
five or six sub tipping points so now we understand that meat-free alternative it
will go that way we are sure and that will be the future now within that
future what are the different options we have and we create new tipping points
for these different futures then we track them and then we have again these
discussions do we want to push that you think go forward or backwards so it’s
not something the tipping point is done we move on and we go for something else
it’s always something which like a tree you know where you start down there then
you move to the next level the next level evolves you choose one route which
is this one and that rule then evolves into five new routes with five new
tipping points so you choose this one and etc so that’s how how we work on
this constant flow it’s a beautiful analogy that’s really
helpful because so I guess we all just heard it here Nestle the future is
meat-free that’s tipping points already happened then the question is is the
future based on recombinant protein synthesis is it crickets
exactly I would not say the future is meat free I would say the future is
really good meat on the far less regular basis so nurturing that like caviar so
that will become really a more high-end appreciated product in a far smaller
quantity but I still feel if we stay there and I love me so but we will
really move towards far more sustainable solutions so fair enough I appreciate
that nuance you’re absolutely right I know we only have a few minutes left and
then we have a few concluding remarks I want to ask you one maybe one last
question and I we have a bunch of questions that we’ll just collect and
we’ll maybe share with you Dimitri to get your thoughts after we can share
with the group but there was a really great question that grounds all of this
work and it’s kind of a mash up of of – one is I want to ask how you measure
success and how you think of success because so much of forecasting in
general is looking out to possible futures and being comfortable being
wrong a lot because we’re not trying to optimize for accuracy at least the work
that we do at the Institute is trying to be internally consistent but provocative
and insightful and you can be wrong and be insightful in really interesting ways
so how do you measure success and at the same time there was a question really
about just like how do you keep on going how do you keep your team and yourself
motivated because the future is changing so quickly and we’re often so wrong and
these systems are so complex and confusing it’s really hard to maintain
this sort of urgent sense of optimism that at least we embody at the Institute
or maybe it’s business growth and strategy so how do you maintain a heavy
level of motivation to do this important work and then how do you measure your
success in in that yeah so for the how we do we keep the team motivated I think
I could go here yeah that would give the perfect answer I don’t think we really
need to be motivated look at the world outside look at the possibilities look
at the how evolutions how its evolving they are so many directions we can scout
go we can look for from pure technological systems virtual reality
all the way down to super interesting solution I just heard not so long ago a
startup created a system where with a slingshot you throw a GoPro camera in
the air above a field and they do that in South Africa
somewhere in very poor country is they throw it the data is automatically sent
to a super calculator which provides back just by throwing that webcam in the
air provides back information around what is the soul composed of what type
of crop they should grow at which time and and then taking also into account
trends so it will tell these people do you need to grow crops which are
becoming trendy because it will grow or so their businesses and etc so it goes
in all the direction in so many ways that I mean I don’t need to you to keep
the team excited and and because we are working in food at Nestle I’m working on
one day on one hour on pizza the next hour on chill dough the next hour on
spice mix the next hour on soup the next one on the bullion’s the next one on
table sauce is ketchup mayonnaise etc etc so it’s a broad array of
different possibilities which is super interesting and super exciting I love my
job then for you or the question which was
more around how do we measure success it’s a it’s a really good one because we
always fight for that it’s not easy on one side
Nestle being a big cooperation you need to have tangible objectives at the end
of the year to measure what you have done that surgery and how successful you
where and on the other side I’m working in super 4 side so really way at the
beginning of the whole product development meaning that whatever I do
may 4 2011 so on one side we met measure success still by looking at products on
the markets so that’s one of the things very tangible sales data because that
definitely that’s the way we predicted the the in
the past the way we predicted the future which is today where we successful so we
also look back at the data we we used in the past so that’s one thing on the
other side and I’m very grateful for that we have quite some freedom to fail
so to be able to identify things which will not go forward so success is for
example more around when we generate a framework has it been shared broadly
within Nestle hasn’t been used broadly strategically so do all the people who
can use the the tools we create or the framework around trends how many peoples
are aware of it using it is it really then supporting in the strategic
discussions is it supporting the strategic outcome so and it’s very
simple if a category lead is organizing a workshop where they look at the
pipeline is the future of food trends part of the discussion or not
so because the idea is we want to create a framework and to provide as much
insight and information to as many people within Nestle and it’s possible
that everybody uses the same frame so that we come to the same conclusion with
the same data and so that we move together in the same direction in the
end the the work of the markets and at the zone level is more to look at the specificities of the markets but then
within the frame we set so that we push the same forces forward so that’s part
of where we measure success is also around the network as I was saying
around the strategy and then around the trends themselves so by also looking at
competition are they looking at the same things than us so at our competitive
advantage I would say here did we manage to identify things before the others and
move them so forward to a certain level where we feel
the other Sunday yet I love I really love this notion of a clarity of
direction and creating a community to move forward in that direction being
flexible and how that looks very clear on where you’re going
Dimitri this has been so wonderful thank you all for joining this conversation I
really really really appreciate it I have shared both my email and
Dimitri’s email I know that there were a lot of really good questions that
unfortunately just didn’t have time to get to we will be reviewing those please
come to our future foresight talks webinars we are doing this to build this
community it is for you all not for us so please take advantage of these talks
share them with your colleagues and your friends sign up for them and please
reach out to us and let us know how we can make them more helpful and impactful
and insightful for you all in your foresight practices
Dimitri maybe if I have one thing attend the ifgf training I’m not paid by a FTF
I have participated to that training for me the not only it provides really
insightful tools and methods to think about scenario but it really helped a
lot with the community which is around ifts so we still have our whatsapp group
from the ITF and we still communicate every other day so sharing trends what’s
happening at cetera and because it’s such a wide range of people from so many
different part of the world and from so many different type of work you were
talking about the forest in in the in the USO that’s exactly what it is and it
provides really super insightful information so all of that together that
was really really it is a really really interesting training amazing right yeah
I couldn’t have said it better myself so thank you thank you all we’ll be sharing
this recording and Dimitri thank you for your work on the future of food we
presume when it come thank you for hosting me of course talk
to you all soon yes bye bye everyone

Negotiating Salary | Mistakes to Avoid


What if I told you that over the course
of your lifetime earnings you stand to lose an average of half a million
dollars when you don’t negotiate your salary? So many of us shy away from
talking about money, so it’s no surprise that there’s fear of either asking for
too much and losing the opportunity that came our way, or we end up underselling
ourselves, and accepting a lowball offer. If you’re uncomfortable discussing your
salary at the start of a new job or making the case for an increase at your
current job, by the end of this video, you’ll know how to negotiate your salary
by avoiding these common everyday mistakes. Also, I provided a link in the
description below where you can download a salary negotiation cheat sheet. I’ve
shared this advice with many clients when it was their turn to ask for more,
and now it’s your turn. So let’s look at the five most common mistakes we make
when we’re negotiating our salary. Starting with number one accepting the
first offer that’s made. Accepting your salary is a big decision and it deserves
more than a knee-jerk reaction. It should be weighed and considered, and it’s safe
to assume that most hiring managers work within a range. So there’s probably room
to go up. Let the hiring manager know that you’ve received the offer, and you
want to take a couple days to review it; this way you giving yourself a chance to
respond with a well-thought-out counteroffer.
The second most common mistake we make: we reveal the lowest salary we can
accept. Since you don’t know what the hiring manager is going to offer, it’s
best to say nothing at this point in time and just remain silent.
Use your poker face if you’re asked what kind of salary you’re expecting. Your
response could be something like… ‘once I receive an offer, I’m confident we can
come to an agreement’. Avoid revealing your minimum salary at such a
preliminary and early stage. You’re only inviting them to stick to that figure
and you’re taking away any incentive to negotiate a better deal with you. The
third most common mistake we make: focusing on needs
instead of value. Your needs aren’t your employer’s concern and framing the
discussion around this makes it personal instead of professional. The salary you
command should be justified by the qualifications for the role, also the
experience and skills and expertise that you’re bringing to the table, not to
mention the value that you’re gonna add to set yourself up to succeed in this
role. Stay focused on your merits which is why you deserve a higher salary or a
bump, not why you need it. The fourth most common mistake we make? Nickel and diming.
Asking for what you deserve is great, but after a couple of rounds of back and
forth, you should be able to tell where the middle ground is. Fighting for every
last penny sends the message that you could be difficult to work, with and
frankly creates a lot of deal fatigue at such an early stage while you’re
building this relationship with a new employer. So if the offer doesn’t meet
your expectations, this might not be the right job for you. This would be a good
time to express politely that you’re not comfortable with the offer…you might
want to consider walking away at this point. And finally the fifth most common
mistake we can make is failing to include non salary items. And this is so
critical. Think about it like this: salary accounts for some 70%
of your employment contract. So why ignore the other 30%? Salary is
one component of an entire compensation package. So what does the package look
like as a whole? You’re gonna want to look at things like vacation time – is it
paid or unpaid? How long is it? What are you entitled to? Healthcare
benefits? No benefits? Investment options for retirement… accounts in the States
would be your 401k… In Canada it would be your RRSP . Are you entitled to bonuses
and commissions? If so, on what grounds? What milestones do you have to achieve
to get those bonuses and commissions to come into play? And is there a basis for
a raise in the future? And when does that come into play? Again is it attached to
some milestones that you have to meet? And one other thing to look for is have
they defined the scope and role of your employment at the company? In other words
what are your obligations and what is the employers expectations of your role
in this job ? The point I’m trying to make is that it’s better to focus on the
entire package as a whole than to stay unilaterally focused only on the salary.
There’s a lot more that goes into making up that salary. It should all be taken
into account. Comment below with a follow up question, or share a mistake you
avoided or wish you had avoided in a salary negotiation. Now you know what
everyday mistakes to avoid for your salary negotiation. Check out my cheat
sheet that has bonus information on how to make your ask. how to respond in
different situations, and it also has additional pointers on best practices.
The link is below. Also if you want to get in touch, you can find me on social
media. If you like this video please let me know by liking it, hit subscribe and
share it and comment below to let me know if this video helped you.

Chodd Do Aanchal – Dev Anand, Nutan, Kishore Kumar, Asha, Paying Guest Song


Chhod do aanchal zamana kya kahega O o o chhod do aanchal zamana kya kahega Ha ha ha in adaaon ka zamana bhi hai Deewana Deewana kya kahega O o o chhod do aanchal zamana kya kahega Ha ha ha in adaaon ka zamana bhi hai Deewana Deewana kya kahega Ha ha ha chhod do aanchal zamana kya kahega Main chali Main chali ab khoob chhedo pyaar ke afsane Kuchh mausam hai Deewana kuchh tum bhi ho deewane Main chali ab khoob chhedo pyaar ke afsane Kuchh mausam hai Deewana kuchh tum bhi ho deewane Zara sunna jaane tamanna o zara sunna jaane tamanna Itna to soch yeh mausam suhaana kya kahega O o o chhod do aanchal zamana kya kahega Ha ha ha in adaaon ka zamana bhi hai Deewana Deewana kya kahega Ha ha ha chhod do aanchal zamana kya kahega Ho ho ho ho ho ho ha ha aa aa aa Ho ho ho ho ho ho aa ha aa aa Ho ho ho ho ho ho hmm hmm hmm Yun na dekho jag jaye pyaar ki angdaayi yeh rasta yeh tanhaayi lo dil ne thokar khaayi Yun na dekho jag jaye pyaar ki angdaayi yeh rasta yeh tanhaayi lo dil ne thokar khaayi Yahi din hain masti ke sin hain Yahi din hain masti ke sin hain Kisko yeh hosh hai apna begaana kya kahega ho chhod do aanchal zamana kya kahega Ha ha ha in adaaon ka zamana bhi hai Deewana Deewana kya kahega Ha ha ha chhod do aanchal zamana kya kahega Yeh bahaare yeh phuvaare yeh barasta saavan Thar thar kaanpe hai tann mann meri baiya dhar lo saajan Yeh bahaare yeh phuvaare yeh barasta saavan Thar thar kaanpe hai tann mann meri baiya dhar lo saajan Aji aana dil mein samana Aji aana dil mein samana Ek dil ek jaan hain hum tum zamana kya kahega ha ha ha chhod do aanchal zamana kya kahega Ha ha ha in adaaon ka zamana bhi hai Deewana Deewana kya kahega zamana kya kahega Deewana kya kahega

Teacher’s Strike with Stacy Davis Gates; Randi Weingarten | City Works


♪ [THEME MUSIC] ♪ ♪ [THEME MUSIC] ♪>>>HI. I’M LAURA FLANDERS
AND THIS IS CITY WORKS, THE SHOW ABOUT WORK AND
WORKING PEOPLE. CITY WORKS IS A CO-PRODUCTION OF THE
SCHOOL OF LABOR AND URBAN STUDIES AT THE CITY
UNIVERSITY OF NEW YORK AND CUNY TV. TEACHERS IN
STATES ACROSS THE COUNTRY HAVE BEEN TAKING TO THE
STREETS AND MAKING NEWS. THE WAVE OF TEACHER LED
STRIKES THIS PAST YEAR AND WHAT THEY WON ARE THE
FOCUS OF TODAY’S PROGRAM. COMING UP AN INTERVIEW
WITH STACY DAVIS GATES, VICE PRESIDENT OF THE
CHICAGO TEACHERS UNION ABOUT THAT UNION’S
HISTORIC STRIKE IN OCTOBER OF 2019. FIRST, EXCERPTS
OF A TALK GIVEN BY AMERICAN FEDERATION OF
TEACHERS PRESIDENT RANDI WEINGARTEN AT THE CUNY
SCHOOL OF LABOR AND URBAN STUDIES. THE TOPIC: GOING
BIG. EXPANDING LABOR RIGHTS IN THE 21ST
CENTURY. HERE’S RANDI. >>>WHAT HAPPENED IN WEST
VIRGINIA? WHY DID THIS, WHAT WAS THE SPARK? WHAT
WAS THE KIND OF TIPPING POINT? AND I THINK WHAT
HAS HAPPENED IS A COUPLE OF THINGS. FIRST, HOW LOW
CAN YOU GO UNTIL PEOPLE DECIDE ENOUGH IS ENOUGH?
AND WITH SOCIAL MEDIA, I WOULD ACTUALLY ARGUE AFTER
THE TRUMP VICTORY AND WITH THE ADVENT OF SOCIAL MEDIA
AND FACEBOOK, SO PEOPLE COULD ACTUALLY COMMUNICATE
MORE, AND WITH WHAT HAPPENED WITH THE WOMEN’S
MARCHES, REMEMBER MY UNION IS DISPROPORTIONATELY
FEMALE THAT ONCE PEOPLE STARTED BUILDING
COMMUNITY, WHICH IS WHAT FACEBOOK DID FOR
PEOPLE IN WEST VIRGINIA. THEY STARTED TALKING TO
EACH OTHER AND SAYING, ON A SNOW DAY, WHAT THE HELL?
LIKE WHY IS IT THAT GOVERNOR JUSTICE IS
OFFERING US A 1% RAISE AND OUR HEALTH CARE PREMIUMS
JUST WENT UP, YOU KNOW, 5%, 10%? HOW IS IT THAT
WE’RE MAKING LESS MONEY TODAY THAN WE DID 10 YEARS
AGO? HOW IS IT THAT WE’RE ON THIS CHARLIE CHAPLIN
MODERN DAYS RUNNING, RUNNING, RUNNING, AND IT’S
WORSE, NOT BETTER? AND IN SOME WAYS, SINCE WEST
VIRGINIA TOTALLY VOTED FOR TRUMP, THEY’RE LIKE, OH,
AND THIS WASN’T THE HOPEY CHANGEY THING EITHER. SO
SOMETHING HAPPENED THAT THERE WAS PEOPLE TALKING
TO EACH OTHER, AND THE THING THAT WE DID, WHICH
DIDN’T GET A LOT OF PLAY INITIALLY WAS THIS:
INTERNALLY WITHIN OUR UNION, I’M SURE THIS
HAPPENED WITHIN NEA, I GOT THE WELL, YOU KNOW, YOU
CAN’T GO ON STRIKE IN WEST VIRGINIA. WELL, YOU KNOW,
YOU CAN’T DO THIS IN WEST VIRGINIA. I BASICALLY
SAID, AND LOOK, YOU KNOW, I’M A LAWYER SO I COULD
OUT LAWYER THE LAWYERS, I BASICALLY SAID, I DON’T
WANT TO SEE THE LEGAL BRIEF. GOOD, FINE. THANK
YOU FOR TELLING ME ALL OF THE DIFFERENT REASONS
THAT, YOU KNOW, ALL OF THE DIFFERENT FEARS YOU HAVE.
YOU’VE NOW DONE YOUR JOB. I’M GOING TO, AND I CALLED
OUR WEST VIRGINIA FOLKS AND I SAID, THE NATIONAL
WILL SUPPORT YOU IN ANYTHING YOU DO AND WE
WILL BE SIDE BY SIDE WITH YOU IN ANYTHING WE DO. WE
ARE YOUR BACKSTOP. WE HAVE YOUR BACK. WE’RE BUILDING
COMMUNITY. AND DO NOT TAKE THE SAFE WAY OUT HERE. MY
JUDGMENT. DO NOT TAKE THE SAFE WAY OUT. NOW FRANKLY,
IN WEST VIRGINIA, I DON’T THINK THEY COULD HAVE EVEN
IF THEY WANTED TO, BUT THE FACT IS THAT WE CREATED AN
INFRASTRUCTURE, A BACK OFFICE IN TERMS OF THE
UNION TO TRY AND MAKE SURE THAT THEY HAD THE SUPPORT
THAT THEY NEEDED TO WAGE THE BATTLE THEY NEEDED TO
WAGE. SO WHAT WAS THE TRIGGER? I THINK THEY
DECIDED AFTER THE WOMEN’S MARCHES AND AFTER DESPAIR
WAS SO GREAT AND FRUSTRATION WAS SO GREAT,
ENOUGH WAS ENOUGH. DESPAIR OUGHT NOT BE THE STRATEGY.
ORGANIZING OUGHT TO BE THE STRATEGY. NOT AGONIZING.
[APPLAUSE] HOWEVER, MANY OF US ARE JEWISH AND WE
AGONIZE A LOT ANYWAY, REGARDLESS. BUT – >>>ORGANIZE DON’T
AGONIZE. >>>YES. ORGANIZE DON’T
AGONIZE. BUT I TELL YOU THAT BECAUSE I THINK THAT
THE PEOPLE WHO THINK, OH, IT WAS JUST, OH, IT WAS A
TWITTER MOMENT OR A FACEBOOK MOMENT. NO,
THAT REALLY DID HELP THE MOBILIZING. THAT WAS
REALLY IMPORTANT. BUT IF YOU DON’T ORGANIZE AND
HAVE INFRASTRUCTURE ON TOP OF THAT TO MAKE IT
SUCCESSFUL, IT AIN’T GOING TO WORK. AND THAT IS ALSO,
YOU KNOW, EXHIBIT A OF WHAT PSC DID IN THE
ABSENCE OF A STRIKE. AND THAT’S ALSO EXHIBIT A
OF WHAT LA DID AND WHAT RECENTLY CHICAGO DID. SO
HOW DO YOU CREATE A POWER? I JUST FELT LIKE I HAD TO
TELL THAT STORY FIRST. HOW DO YOU CREATE IT? HOW DID
WE CREATE IT YEARS AGO? COMMUNITY, I’M SORRY,
DENSITY. DENSITY WAS HOW WE CREATED POWER. YOU ALL
KNOW THAT CHART. IT’S, WE WERE A THIRD OF THE
POPULATION. AND AS, WHEN UNIONS WERE A THIRD OF
THE POPULATION, YOU KNOW, WE HAD, YOU KNOW, GROWTH,
THE HIGHEST MIDDLE-CLASS. WE’VE SEEN THAT CHART.
STEVE HAS TALKED ABOUT THAT CHART. AND AS THAT
HAS DIMINISHED, WE HAVE HAD LESS BARGAINING POWER
BECAUSE THERE ARE LESS PEOPLE, AND THEN THERE’S
LESS BARGAINING OR THERE’S LESS POLITICAL POWER
BECAUSE THERE’S LESS MEMBERS IN UNIONS. SO THE
ISSUE OF HAVING PEOPLE, THAT’S A WAY OF HAVING
POWER. BUT HOW DO YOU ACTUALLY DO SOMETHING
ABOUT THAT? SO IN OUR UNION, WE HAVE A LITTLE
PHRASE, COMMUNITY IS THE NEW DENSITY. AND NOT IN A
WAY THAT SAYS, OH. LET’S PUT A PRESS RELEASE OUT SO
WE CAN GET COMMUNITY SUPPORT. THAT’S BULLS—.
IF THAT’S HOW YOU’RE THINKING ABOUT IT, IT
AIN’T GONNA WORK. IT HAS TO BE REALLY, REALLY,
REALLY PART OF YOUR DNA AS A UNION IN 2019 THAT YOU
ARE ABOUT COMMUNITY ASPIRATIONS. YOU HAVE TO
BE. NOW FRANKLY, IT MAY BE EASIER. I WOULD ACTUALLY
ARGUE THAT THAT’S WHAT YOU SAW IN THE STOP AND SHOP
STRIKE, AND THAT’S WHAT YOU SAW IN TERMS OF THE
MARRIOTT STRIKE. WHAT WAS THE LINE? AND IT’S NOT
JUST WHAT WAS THE HASHTAG, WHAT WAS THE LINE THAT
UNITE HERE USED IN THE MARRIOTT STRIKE? ONE JOB
SHOULD BE ENOUGH. ONE JOB SHOULD BE ENOUGH. STOP AND
SHOP. THESE ARE GROCERY STORE WORKERS IN NORTH
EASTERN UNITED STATES OF AMERICA. PEOPLE IN
MASSACHUSETTS, CONNECTICUT, AND RHODE
ISLAND WOULD NOT WALK INTO THAT STOP AND SHOP, THOSE
STOP AND SHOP STORES. THEY COMPLETELY LOST
THEIR EASTER AND PASSOVER BUSINESS BECAUSE OF THE
LOYALTY BETWEEN THE PUBLIC THAT USE THOSE STORES
AND THE GROCERY WORKERS. SO WHAT HAPPENED HERE?
WHAT AM I TALKING ABOUT IN TERMS OF ALSO POWER?
SO POWER IS NUMBERS, BUT POWER IS ALSO NARRATIVE.
IT’S NOT JUST ORGANIZING. ORGANIZING IS ABSOLUTELY
VITAL. INFRASTRUCTURE IS ABSOLUTELY VITAL. RANK AND
FILE SUPPORT IS ABSOLUTELY VITAL. BUT IF YOU DON’T
TELL A STORY THAT PEOPLE FEEL AND THEY FEEL THAT
THEY ARE IN THERE. IT AIN’T GOING TO WORK.
SO MY POINT IS, WHAT’S OUR NARRATIVE? ARE WE GOING
TO BE SHAPED BY THEIR NARRATIVE? WE WORKED FOR
A LONG TIME. YOU KNOW, THE TEACHER’S UNION. ALL WE
DO IS PROTECT PEOPLE WHO OUGHT NOT BE TEACHING.
THAT’S BEING SHAPED BY THEIR NARRATIVE. WE GOTTA
BE SHAPED BY OUR NARRATIVE. WHAT WAS THE
NARRATIVE IN CHICAGO? YOU ALL KNOW IT. AND YES,
YOU USE MEDIA TO THEN ADVERTISE IT. WE WERE ON.
WHAT DID THE NATIONAL UNION DO? WE WORKED WITH
ALL OF THEM. WE SPENT THE MONEY, YOU KNOW, THOUSANDS
OF IT. THOUSANDS OF IT. THAT’S WHAT OUR GO TO. WE
ADVERTISED ON BLACK RADIO. WE ADVERTISED ON
PROGRESSIVE RADIO. WE DID HUGE DIGITAL ADVERTISING
IN THE FIRST FEW DAYS OF THE STRIKE. THAT WAS PART
OF FRAMING, BECAUSE WHAT LORI LIGHTFOOT DID WAS SHE
SAID SHE MADE A BET, WHICH IS IN SOME WAYS THE BET
THAT A LOT OF PROGRESSIVE BOSSES MAKE, WHICH IS,
OKAY. WE’LL DO MONEY. WE’LL DO A RAISE. TEACHERS
NEED A RAISE, BUT YOU KNOW, ALL THOSE
CONDITIONAL THINGS, THOSE ARE MANAGERIAL
PREROGATIVES. WE’RE NOT GOING TO TOUCH THAT. WE
WANT TO HAVE THE CONTROL OF THE SHOP. AND WE’RE
LIKE, WHAT ARE YOU DOING? 45% OF THE KIDS IN AMERICA
ARE TRAUMA — HAVE TRAUMA. WE NEED TO HAVE NURSES,
GUIDANCE COUNSELORS, AND SOCIAL WORKERS, AND NO,
MADAM MAYOR, IT’S NOT GOOD ENOUGH THAT YOU PUT IT IN
YOUR BUDGET. WE HAVE TO ACTUALLY HAVE IT IN EVERY
SCHOOL. IT CAN’T WAIT TEN MORE YEARS. [APPLAUSE] SO
THAT STRIKE WAS ABOUT THAT. IT WAS ABOUT OTHER
THINGS AS WELL, BUT IT WAS ABOUT THAT. AND IF YOU’RE
NOT ABLE TO COMMUNICATE THAT TO THE PUBLIC, AND IF
YOUR MEMBERS DON’T BELIEVE THAT IN A REAL WAY, THAT’S
WHAT HAPPENED. IF YOU WALKED IN CHICAGO ANYTIME,
IT WAS NOT RED FOR ED, IT WAS KEEP YOUR PROMISES,
PUT IT IN WRITING. SO POWER, COMMUNITY IS OUR
NEW DENSITY. WINNING THE NARRATIVE, CREATING A
DIFFERENT KIND OF ENVIRONMENT SO THAT PEOPLE
IN THE OUTSIDE WORLD SEE THAT IF THERE’S UNIONS
THAT’S GOING TO MAKE IT BETTER FOR EVERYONE. IN
LORDSTOWN PEOPLE UNDERSTOOD THAT. THE
LORDSTOWN PLANT WHEN IT WAS OPEN, THIS IS ONE OF
MY LOCALS, SANDYHOOK, ONE OF OUR LOCALS. PEOPLE IN
COMMUNITY SAID, YOU KNOW WHEN GM WORKERS GOT A
RAISE AT THE LORDSTOWN PLANT, IT MEANT THAT ON
MAIN STREET THERE WAS A WHOLE LOT MORE SPENDING.
AND SO THE LAST THING WE’RE DOING IS WE’RE
TRYING TO FIGURE OUT HOW DO WE BRING ALL THAT
TOGETHER. VALUES TO ACTIONS. BUILDING
COMMUNITY IN A REAL WAY WITHIN OUR UNION AND
OUTSIDE OUR UNION. AND NARRATIVE TO ORGANIZING.
AND YOU CAN SEE THE VARIOUS DIFFERENT THINGS
WE DO. FUNDING OUR FUTURE. THE FREEDOM TO TEACH. THE
FREEDOM TO LIVE. ON ONE JOBS WAGES, WITH REAL
RETIREMENT SECURITY. WITH HEALTHCARE SO WE’RE NOT
ONE ILLNESS AWAY FROM BANKRUPTCY. WITHOUT
CRUSHING STUDENT DEBT. THESE ARE COMMUNITY ISSUES
NOT JUST OUR OWN MEMBERS’ ISSUES. AND THE RIGHT TO
HAVE ON OUR STREETS, CLIMATE AND OUR
ENVIRONMENT, AND OUR SCHOOLS, AND OUR
HOSPITALS, A WELCOMING AND SAFE ENVIRONMENT. SO IT
COMES DOWN TO POWER. THE RIGHT WING TRIED TO KILL
THE POWER. THEY TRIED TO PRIORITIZE PUBLIC
EDUCATION, DEFUND HIGHER EDUCATION. FORTY-ONE
STATES SPEND LESS IN HIGHER EDUCATION TODAY THAN
THEY DID TEN YEARS AGO. FORTY-ONE STATES. YOU
WONDER WHY ADJUNCT PAY IS SO FOR S—? YOU WONDER WHY
STUDENT LOANS ARE SO HIGH? FORTY-ONE STATES. SO
THEY’VE TRIED TO PRIVATIZE WHEN AUSTERITY CREATED ALL
THESE SITUATIONS. DE-STABILIZE. GET RID OF
THE VOTE FOR THE NEW, YOU KNOW, EMERGING ELECTORATE
IN THE UNITED STATES. EVEN WHEN YOU WIN THE VOTE
AGAIN, LIKE FOR FELONS OR FORMER FELONS IN FLORIDA
WHERE I WAS YESTERDAY. THEN THEY’RE TRYING TO DO
POLL TAXES ON THAT. AND THEY TRY TO GET RID OF
UNION POWER. WE CAN RECREATE IT. WHAT THE
STRIKES OF THE LAST TWO, THREE YEARS HAVE SHOWN IS
THAT WE CAN RECREATE IT BUT WE GOT TO GET TO SCALE
AND WE GOT TO SUSTAIN AND THAT MEANS WINNING
ELECTIONS TO ENABLE HAVING DIFFERENT KINDS OF LAWS
SO WE CAN DO OUR WORK. THANK YOU VERY MUCH.
[APPLAUSE]>>>THIS PAST OCTOBER TEACHERS IN CHICAGO, THE
NATION’S THIRD LARGEST SCHOOL DISTRICT WITH MORE
THAN 300,000 CHILDREN, WENT ON STRIKE HOLDING
MARCHES AND RALLIES ACROSS THE CITY. ELEVEN DAYS
LATER, THE TEACHER’S UNION AND THE CITY REACHED A
LABOR CONTRACT DEAL THAT INCLUDED PAY RAISES OVER
FIVE YEARS. VICE PRESIDENT OF THE CHICAGO TEACHERS
UNION STACY DAVIS GATES WAS A KEY PLAYER FOR THE
UNION BEFORE, DURING, AND AFTER THE STRIKE, AND
SHE JOINS US NOW VIA SKYPE FROM CHICAGO. SO STACY,
THANK YOU SO MUCH FOR JOINING US. FIRST OFF, HOW
HAPPY ARE YOU THAT YOU ARE NOT WALKING THE PICKET
LINES RIGHT NOW IN THE CHICAGO WINTER? WE’RE TALKING
AT THE END OF JANUARY.>>>WELL LOOK, I’M MORE
HAPPY THAT WE SETTLED A CONTRACT THAT PROVIDES OUR
SCHOOL COMMUNITIES WITH MORE OF WHAT THEY DESERVE
VERSUS WHAT HAS HAPPENED OVER TIME. SO YOU KNOW,
I’M PLEASED FOR THE SACRIFICE OUR MEMBERS
MADE. ELEVEN DAYS ON A PICKET LINE IS NOT AN EASY
THING. YOU KNOW, THE CITY OF CHICAGO, OUR PARENTS
WERE REALLY SUPPORTIVE IN THIS FIGHT. THEY SAW THE
FIGHT AS ONE TO BRING TRUE JUSTICE AND EQUITY TO THEIR
SCHOOL COMMUNITIES AS WELL.>>>NOW YOU HAVE SAID THAT
THIS ISN’T JUST ABOUT ANY INDIVIDUAL ASPECT OF THE
NEGOTIATIONS. IT WAS REALLY ABOUT THE QUESTION
OF RACIAL JUSTICE AND EDUCATION JUSTICE FOR THE
STUDENTS AND FOR THE TEACHERS. WHAT DOES THAT
MEAN TO YOU? WHAT DOES EDUCATION AND RACIAL
JUSTICE MEAN TO YOU? >>>WELL IN AMERICA, WHEN
A THING THAT SHOULD BE UNIVERSALLY APPLIED, IT’S
NOT UNIVERSALLY APPLIED, IT IS TYPICALLY ROOTED IN
WHITE SUPREMACY AND RACISM, RIGHT? AND SO TO
DIVORCE THE FACT THAT BLACK SCHOOLS ON THE SOUTH
SIDE OF CHICAGO DON’T HAVE NURSES AND SOCIAL WORKERS
AWAY FROM RACIAL JUSTICE AND EQUITY WOULD HAVE BEEN
FOOLISH OF US, YOU KNOW, IN THIS FIGHT. THE
CLARIFYING TIME OF A STRIKE IS TO MAKE SURE
THAT YOU USE THE PLATFORM AND THE MEGAPHONE TO TRY
AND EXACT THE TYPE OF CHANGE THAT’S NECESSARY
FOR STRUCTURAL REVOLUTION. AND THAT’S WHAT WE DID.
IT IS EASY TO NOT SHINE A LIGHT ON THE SOUTH SIDE OF
CHICAGO WHEN ALL YOU HEAR ABOUT IT IN MAINSTREAM
MEDIA IS THAT IT’S VIOLENT, THAT IT’S
IMPOVERISHED, THAT IT DOESN’T HAVE A THING. WHAT
WE WERE ABLE TO DO IS USE OUR MEGAPHONE TO HUMANIZE
THE SPACE. THESE ARE SPACES IN WHICH OUR
MEMBERS INHABIT ON A DAILY BASIS WITH ACTUAL CHILDREN
WHO NEED THINGS, FAMILIES WHO DEPEND ON THOSE
INSTITUTIONS. AND SO WE TOOK OUR TIME TO MAKE SURE
THAT WE COULD TELL THE STORY AS AUTHENTICALLY AS
WE EXPERIENCED THE STORY AND THAT WE COULD ALSO
LIFT UP THE VOICES OF OUR ALLIES AND OUR PARENTS WHO ARE IN
THOSE SPACES ALL THE TIME.>>>SO VERY QUICKLY, YOUR
DEMANDS AND WHAT YOU WON, BECAUSE YOU DIDN’T WIN
EVERYTHING, BUT YOU WANT A LOT.>>>WELL, WE WOULDN’T WIN
EVERYTHING. YOU KNOW, THAT IS THE NATURE OF
COLLECTIVE BARGAINING. I’M STILL WAITING ON THE
REVOLUTION, BUT THAT IS THE NATURE OF COLLECTIVE
BARGAINING. SO WHAT WE, YOU KNOW, LISTEN, WE
WANTED TO SHIFT THE PARADIGM IN CHICAGO. WE
HAD AN OPPORTUNITY POLITICALLY WITH THE NEW
MAYOR WHO SAID THAT SHE BELIEVED WHAT WE BELIEVED
WHEN SHE WAS ON THE CAMPAIGN TRAIL. SO WE
TOOK HER UP ON THAT OFFER. AND WHAT WE SAID IS THAT WE
NEEDED A NURSE IN EVERY SCHOOL IN CHICAGO. AND WE
GOT THAT. WE SAID THAT WE NEEDED A SOCIAL WORKER IN
EVERY SCHOOL IN CHICAGO. WE GOT THAT. WE SAID THAT
WE NEEDED TO LOWER CLASS SIZE TO MAKE INSTRUCTION
MORE MANAGEABLE TO MAKE THE FOCUS ON TEACHING AND
LEARNING IN A SPACE WHERE KIDS COULD ACTUALLY GET
SOMETHING FROM IT. AND WE GOT THOSE THINGS TOO. WE
SAID THAT WE WANTED TO BEGIN TO HAVE A LARGER,
BROADER DISCUSSION ABOUT THE LACK OF AFFORDABILITY
IN THE CITY OF CHICAGO, NOT JUST FOR THE MEMBERS
WHO WORK IN THE SCHOOL BUILDINGS, BUT FOR THE
FAMILIES THAT INHABIT OUR SCHOOL COMMUNITIES AS
WELL. AND WE STARTED THAT DISCUSSION AND WE WERE
ABLE TO TRANSFORM THE WAY IN WHICH WE OFFER SERVICES
TO STUDENTS WHO ARE LIVING IN TEMPORARY LIVING
SITUATIONS, WHICH IS ALSO KNOWN AS STUDENTS WHO ARE
TAGGED AS HOMELESS. AND SO WHAT WE DO NOW IS THAT WE
HAVE EXTRA SUPPORTS. ACTUAL PERSONNEL AND
SUPPORTS FOR STUDENTS WHO ARE EXPERIENCING THE
TRAUMA OF HOMELESSNESS. >>>NOW, THIS GOES WAY
BEYOND WHAT PEOPLE HAVE BEEN FIGHTING AROUND IN
THE LAST WELL, DECADE OR SO. WOULD YOU SAY THAT YOU
HAVE GONE FROM BEING ON THE DEFENSIVE TRYING TO
STOP CLOSURES OR ATTACKS ON COLLECTIVE BARGAINING
TO THE OFFENSIVE TOWARDS THAT REVOLUTION THAT YOU
TALKED ABOUT? >>>WELL, I THINK WE’RE
GOING TO HAVE TO CONTINUE TO DO BOTH. LIKE THE
BILLIONAIRES WHO’S BEEN TRYING TO KILL US FOR THE
LAST COUPLE OF DECADES ARE STILL BILLIONAIRES AND
THEIR AIM, YOU KNOW, HAS NOT DULLED ANY. SO WE’RE
GOING TO HAVE TO BOTH PLAY OFFENSE AND DEFENSE. I
THINK WHAT YOU SAW IN THIS PAST LABOR FIGHT WAS
OFFENSE. AND I THINK THAT PLAYING DEFENSE IN WHICH
WE IDENTIFY THOSE WHO NEED THE MOST, LIFT UP THEIR
STORIES AND BE GOOD ALLIES AND HELPING THOSE WHO NEED
THE MOST ALSO BE A PART OF THE LEADERSHIP OF THIS
MOVEMENT. ONE OF THE THINGS THAT WE’VE BEEN
VERY DELIBERATE ABOUT IS THAT WE CAN’T JUST LIFT UP
A VOICE. THAT VOICE HAS TO BE LIFTED ITSELF. AND SO
WE’VE DONE A LOT OF WORK WITH COMMUNITY PARTNERS.
WE’VE DONE A LOT OF WORK WITH GRASSROOTS
ORGANIZATIONS FOR THE LAST DECADE. YOU KNOW, WE SAY
IT ALL THE TIME. WE JOINED THEM. THEY WERE ALREADY
PROTESTING SCHOOL CLOSINGS, THE HYPER
PRIVATIZATION OF OUR SCHOOL COMMUNITIES, AND WE
JOINED THEM. AND SO WHAT THEY HAVE HELPED US DO,
QUITE FRANKLY, IS DIRECT THE TYPE OF VOICE AND
FIGHT TO AMELIORATE PRIVATIZATION. LOOK, WE’RE
NOT OPENING CHARTER SCHOOLS ANYMORE IN
CHICAGO. WE ARE ORGANIZING CHARTER SCHOOL EDUCATORS
AND PARAPROFESSIONALS IN THOSE SPACES NOW. WE’VE
HAD THE FIRST THREE STRIKES IN THE HISTORY OF
THAT INDUSTRY IN CHICAGO LAST YEAR. SO THESE ARE
THINGS THAT HAVE BEEN TRANSFORMED BECAUSE WE’VE
TAKEN GOOD LEADERSHIP FROM THE COMMUNITY AND HAVE
WORKED HAND IN GLOVE WITH THOSE IN THE COMMUNITY. >>>SO I’M HEARING A
JUSTICE APPROACH, PARTNERING, A SOLIDARITY
BUILDING WITH OTHER UNIONS, OTHER WORKERS, AND
MEMBERS OF THE COMMUNITY. YOU ALSO MENTIONED THIS
DIDN’T JUST BEGIN WITH A STRIKE OR TWO. YOU’RE
TALKING GOING BACK TO 2010 WHEN YOUR UNION, THE CTU,
SAW A MAJOR CHANGE THAT YOU AND KAREN LEWIS WERE A
HUGE PART OF. TALK ABOUT THAT BECAUSE THAT BUILDUP
IS SOMETHING THAT OUR MONEY MEDIA NEVER
DISCUSSED. >>>WELL, LISTEN, YOU KNOW
I’LL TELL IT FROM A VERY PERSONAL STORY. MY SCHOOL
WAS CLOSED. ARNIE DUNKIN, WHO WAS THEN THE CEO
OF THE CHICAGO PUBLIC SCHOOLS, HE BASICALLY TOLD
US WE DIDN’T KNOW WHAT WE WERE DOING AND WE HAD
FAILED OUR STUDENTS AND WE HAD FAILED THE LARGER
COMMUNITY. SO THERE WAS A GROUP OF US WHO PUSHED
BACK ON THAT CONCEPT OF FAILURE, ESPECIALLY WHEN
IT DIDN’T COME WITH ANY COMMITMENT OF RESOURCES,
ESPECIALLY WHEN IT WAS DECONTEXTUALIZED FOR THE
TYPE OF GENTRIFICATION THAT WAS GOING ON IN THE
COMMUNITIES THAT SURROUNDED OUR SCHOOL
COMMUNITIES. AND SO THE NEW LEADERSHIP THAT
BASICALLY TRANSFORMED OUR UNION, TO BE HONEST WITH
YOU, THEY BASICALLY SAID, WE’RE GOING TO HAVE A VERY
STRONG PERSPECTIVE ON RACIAL JUSTICE AND HOW THE
FACTORS OF GENTRIFICATION, THE DISMANTLING OF
AFFORDABLE HOUSING, THE HYPER USE OF OCCUPATION
AND NOT PUBLIC SAFETY IN OUR NEIGHBORHOODS, FUEL
THIS REMOVAL OF BLACK PEOPLE FROM CHICAGO AND DO
NOT PROVIDE US WITH THE TYPE OF RESOURCES AND
SUPPORTS THAT WE NEED IN OUR SCHOOL COMMUNITIES. SO
WE BEGAN TO DISMANTLE AND REACT TO AND PUSH BACK AND
RESIST THIS NARRATIVE THAT TEACHERS WERE THE PROBLEM.
THAT PRIVATIZATION WAS THE ANSWER AND THAT SCHOOL
CLOSINGS WAS THE SOLUTION. AND SO WE PUSHED BACK ON
THAT. AND BY PUSHING BACK ON THAT, WE ARE WHERE WE
ARE NOW. THIS DOESN’T HAPPEN OVERNIGHT. LOOK, WE
HAD A FANTASTIC STRIKE IN 2012 WHERE WE FOUGHT THE
POWER AND WE WERE ABLE TO MAINTAIN SOME THINGS. BUT
IN 2013 RAHM EMANUEL CLOSED DOWN FIFTY SCHOOLS
THAT BLACK CHILDREN ATTENDED. SO AGAIN, YOU
GOTTA PLAY OFFENSE, BUT YOU ALSO HAVE TO BE ABLE
TO CONTINUE TO DEFEND. 2019 THIS PARTICULAR
STRIKE SHOWED, I THINK, OUR ENTIRE COUNTRY THAT
NOT ONLY DO YOU FIGHT AND YOU WIN, BUT YOU CALL THE
SHOT BEFORE YOU TAKE IT AND YOU SAY THAT THIS IS
WHAT WE NEED AND YOU DON’T COWER, YOU DON’T BECOME
ANXIOUS ABOUT IT, AND YOU DON’T MINIMIZE YOUR NEEDS
BECAUSE SOMEONE HAS TOLD YOU CAN’T HAVE IT. >>>IT SOUNDS TO ME LIKE
YOU’RE REALLY GOING FROM BARGAINING TO BUILDING A
MOVEMENT. WHAT ARE YOU GOING AFTER NEXT? I’M
THINKING IN PART ABOUT SOME OF THE INNOVATIVE
DEMANDS THAT YOU MADE IN THE STRIKE THAT WEREN’T
MET. THE ONES AROUND HOUSING, AROUND CORPORATE
TAXES, AROUND FUNDS FOR DEVELOPMENT THAT HAVEN’T
SO FAR BEEN GOING TO HELP THE COMMUNITIES SCHOOLS. >>>WELL, THOSE ARE THE
THINGS THAT WE’RE STILL GOING TO HAVE TO WORK ON,
RIGHT? AND THESE ARE THE THINGS THAT WE CONTINUE TO
ALLY WITH OUR PARTNERS AROUND. LOOK, YOU KNOW,
WE’RE GONNA ALWAYS ASK FOR MORE THAN WHAT, YOU KNOW,
THE RULING CLASS WILL PROVIDE. THAT’S JUST THE
VERY NATURE OF MOVEMENT WORK AND COLLECTIVE
BARGAINING. AND WE CONTINUE TO HAVE THE
FIGHTS AROUND OUR NEEDS. LOOK, THE CHICAGO PUBLIC
SCHOOLS WILL ALWAYS NEED MORE REVENUE. AND WE’RE
GOING TO FIGHT FOR MORE REVENUE. SO THE GENERAL
ASSEMBLY JUST STARTED TODAY. THEY’RE BACK IN
SESSION. WE’RE GOING TO PUT FORTH AN AGENDA TO ASK
FOR PROGRESSIVE REVENUE AS WE’VE BEEN DOING FOR THE
LAST TEN YEARS. WE’RE GOING TO EXPECT THAT WHEN
DEVELOPERS COME TO CHICAGO THAT THEY’RE GOING TO BE
ABLE TO PROVIDE AFFORDABLE HOUSING BECAUSE IF
FAMILIES CAN’T LIVE IN THE CITY, THEN WE DON’T HAVE
AN OPPORTUNITY TO EDUCATE THEM. LOOK, THERE HAS BEEN
A PAUSE ON DEVELOPMENT IN ONE OF THE HOTTEST
NEIGHBORHOODS IN THE CITY RIGHT NOW. THESE ARE
PEOPLE THAT WE’VE BEEN WORKING WITH OVER TIME.
THESE ARE ELECTED OFFICIALS THAT WE HELP TO
GET ELECTED. AND SO THIS WORK WHILE LIFTED UP AND
FEVER PITCH, IF YOU WILL, DURING THE STRIKE
CONTINUES AND WE’VE ALREADY SEEN A COUPLE OF
THINGS MANIFEST POST STRIKE.>>>WELL, LET’S TALK ABOUT
THAT. I MEAN, WE’RE IN AN ELECTION SEASON WHERE
PEOPLE ARE FOCUSED ON THE PRESIDENTIAL RACE, BUT
THERE’S A LOT OF OTHER RACES HAPPENING TOO. AT
THE LOCAL LEVEL, WHAT ARE SOME OF THE THINGS PEOPLE
COULD BE DEMANDING WHEN YOU TALK ABOUT A REVENUE
SHARE OR NEW PROGRESSIVE REVENUE COMING INTO A
COMMUNITY? IT’S NEW FOR TEACHERS UNIONS TO BE
GETTING INTO THE WEEDS OF CITY BUDGETS. WHY ARE YOU
GOING THERE AND WHAT ARE YOUR SPECIFIC DEMANDS THAT
MAYBE OTHER PEOPLE COULD ECHO?>>>IN ORDER TO USHER IN
THE TYPE OF SCHOOL COMMUNITIES THAT WE NEED,
THAT WE HAVE TO DO SOMETHING ABOUT, THE
NEIGHBORHOODS IN WHICH OUR SCHOOL COMMUNITY SIT. AND
THAT MEANS THAT WE’RE GOING TO HAVE TO HAVE SOME
FIGHTS ALONGSIDE ALLIES ABOUT WHAT THOSE
COMMUNITIES GET TO LOOK LIKE. WHAT TYPE OF
INVESTMENT THEY GET TO RECEIVE FROM OUR TAX
DOLLARS, BY THE WAY, BECAUSE WE’RE LIVING HERE
IN THIS CITY. WE’RE OWNING OUR SPACE AND WE ARE USING
OUR AGENCY BOTH AS EDUCATORS, AS I’M TAX
PAYING CITIZENS IN CHICAGO, AND AS A PEOPLE
WHO BELIEVE IN THE HUMANITY OF OTHERS. >>>SO STACY, LET ME ASK
YOU TO GIVE A SHOUT OUT TO TEACHERS ALL ACROSS THIS
COUNTRY WHO MAY BE WATCHING THE PROGRAM.
WHAT’S THE BIGGEST TAKEAWAY FROM YOUR VICTORY
AND YOUR MOVEMENT THAT YOU’RE BUILDING THERE IN
CHICAGO? >>>I THINK THAT TEACHERS
HAVE TO TAKE THEIR SPACE. WHEN WE SIGN UP TO BECOME
EDUCATORS, WE DID NOT SIGN UP TO BE TOLD WHAT TO DO.
QUITE THE CONTRARY. WE SIGNED UP TO MAKE A
TRANSFORMATION IN THIS WORLD THROUGH ENLIGHTENING
OUR STUDENTS, THROUGH HAVING RELATIONSHIPS WITH
THEM AND THEIR FAMILIES, THROUGH BUILDING
COMMUNITY, AND USHERING IN A COMMON GOOD THAT LOOKS
LIKE JUSTICE AND EQUITY. THAT IS THE JOB OF PUBLIC
EDUCATION. >>>STACY DAVIS GATES IS
THE VICE PRESIDENT OF THE CTU, THE CHICAGO TEACHERS
UNION, AND BIG PROPS TO YOU AND THE MOVEMENT
YOU’RE BUILDING THERE STACY. THANKS FOR TAKING SOME
TIME TO TALK WITH US TODAY. THANKS AGAIN TO
STACY DAVIS GATES. THAT’S IT FOR THIS MONTH’S
EDITION OF CITY WORKS. IF YOU HAVE COMMENTS OR
SUGGESTIONS WRITE TO US. THAT’S
[email protected] AND THANKS. FOR CITY WORKS,
I’M LAURA FLANDERS. ♪ [THEME MUSIC] ♪