1. Найбільшого поширення на Городнянщині набув неорганізований зелений туризм за грибами, ягодами та відпочинком на природі. Із приходом весни та до кінця осені не сотні, а тисячі людей і не тільки місцевих, а й із столиці Києва та інших великих міст України проводять свій відпочинок у дружбі з природою Городнянщини, яка поки що збереглася від небажаних наслідків цивілізації і яку минуло Чорнобильське лихо.
Поступово зелений туризм набуватиме все більшої популярності.
У селах Гніздище – батьківщині Солов'я – Розбійника, Лютежі, Черецькому, Моложаві, біля яких найбільше грибів та ягід ; Невклі, Дроздовиці, Гасичівці, Сутоках, які знаходяться в лісах і ще зберегли свою самобутність, планується обладнати будинки для зеленого /сільського/ туризму та організувати рибну ловлю та полювання, супровід по грибних, ягідних місцях.
2. Культурно – пізнавальний туризм.
відновлення системи дитячо – молодіжного туризму в межах району, включаючи тематичні екскурсії, походи вихідного дня, спортивно – туристичні маршрути. Підтримка Всеукраїнських і регіональних програм популяризації спорту для всіх, відновлення системи аматорськах змагань із сучасних неолімпійських видів спорту, популярних у молодіжному середовищі.
3. На Городнянщині вже є й надалі буде активно розвиватися так званий ввізний туризм. Так, туристичні організації ближнього зарубіжжя — Білорусі та Росії вже возять туристичні групи територією Городнянського району на Україну. Тільки відсутність у Городні відповідної інфраструктури в якійсь мірі стримує розвиток цього напрямку туристичного бізнесу.
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text:
INTRODUCTION ix
and our topographical work. Colonel (now SIR SIDNEY) BURRARD, R.E., K.C.S.I., F.R.S., first as Superintendent, Trigonometrical Surveys, and later as Surveyor General, showed the keenest interest in my explorations and used every opportunity to encourage and guide our labours in the field by his experienced advice. He greatly facilitated the subsequent preparation of their cartographical record in the Trigonometrical Survey Office, Dehra Dun, as now presented in the atlas of ninety-four map sheets, on the scale of four miles to the inch, which forms volume V of this publication.
In my Notes on Maps illustrating- explorations in Chinese Turkestan and Kansu which accompanied much-reduced reproductions of these maps as published in the Royal Geographical Society's yournal, 1911,4 detailed information has been given as regards the methods used in our surveys (which comprised triangulation and astronomical observations besides regular plane-table work on all routes, whether followed with my topographical assistant or by either of us alone) ; as to my direct supervision of the work in general, the phonetic transliteration adopted for the record of local names, etc., as well as regards the system used for the final compilation of the map sheets.6 Of these reduced maps the one showing in a single sheet the total area surveyed on this journey, on the scale of 1 : 3,000,000, has with the kind permission of the Royal Geographical Society been reproduced as a kind of Index map to the Atlas. Incidentally it may serve as an apt illustration of the great extent of the ground over which the devoted exertions of my assistants made it possible to carry our topographical labours. Use has been made also of this general map in order to indicate by references on superimposed ` tracings ' the chapters in which information of geographical interest is given on particular areas, and thereby to facilitate the use of my printed record by geographical students.
For the successful attainment of my topographical programme it was of the greatest value that I was provided from the first in Rai RAM SINGH, now Sub-Assistant Superintendent, Survey of India, with a surveying assistant of tested ability and familiar with Central-Asian mountains and deserts from previous expeditions, including my own first journey. When reasons of health connected with the hardships of our winter campaign 1906-7 obliged him to return to India, Sir Sidney Burrard took care to replace him by Rai Bahâdur LnI. SINGH, a surveyor of exceptionally wide experience and one whose eagerness for hard work under conditions however trying I have never seen surpassed. I found in both surveyors willing and always reliable helpers for many other practical tasks. It has been a source of sincere gratification to me that the Royal Geographical Society, when it honoured me on my return from this journey with the Founder's Gold Medal, did not fail to recognize the services of those two valiant assistants by appropriate awards.
Atlas of maps embodying surveys.
Surveying assistants.
' See The Geographical Journal, 191r, pp. 275-80.
I may note here that the results of the surveys carried out on my first and second expeditions have been carefully embodied, together with the cartographical results of my third Central-Asian journey (1913-15), in a final atlas of forty-nine sheets on the scale of 1: 5oo,000, which is now approaching completion at the Trigonometrical Survey Office, Dehra Dun. This new atlas thus comprises the whole of the topographical work accomplished during my Central-Asian explorations, and has been prepared with improved methods of technical reproduction. It is to be accompanied by a Memoir from my pen giving full details as to the materials used for its construction and including triangulation charts and complete lists of astronomically determined positions.
In this final map publication it has been my endeavour to rectify any inaccuracies which our subsequent surveys have brought to light in the cartographical representation of certain
features on ground comprised in the 4 miles to inch sheets, as well as to introduce greater consistency in the spellings of local names than was possible at the time when those map sheets were being prepared at Dehra Dun (1909—II).
Owing to technical reasons connected with my absence in England during that period, it was impossible for me to revise the original drawings for the sheets or to examine more than one proof of the sheets as produced in their final stage showing the hill-drawing and colours for the different kinds of ground (cultivation, sandy tract with vegetation, drift-sand desert, etc.). Other reasons of a technical character, which cannot be set forth here in detail, account for a certain roughness of execution. Nevertheless I believe that these sheets, if tested on the spot, will be found well able to bear comparison as regards the essential feature of accuracy with any maps previously available for ground of corresponding character in Central Asia.
1 . . . . | . . . . 11 12 13 14 15 | . . . . 21 . . . . | . . . . 31 . . . . | . . . . 41 . . . . | . . . . 51 . . . . | . . . . 61 . . . . | . . . . 71 . . . . | . . . . 81 . . . . | . . . . 91 . . . . | . . . . 101 . . . . | . . . . 111 . . . . | . . . . 121 . . . . | . . . . 131 . . . . | . . . . 141 . . . . | . . . . 151 . . . . | . . . . 161 . . . . | . . . . 171 . . . . | . . . . 181 . . . . | . . . . 191 . . . . | . . . . 201 . . . . | . . . . 211 . . . . | . . . . 221 . . . . | . . . . 231 . . . . | . . . . 241 . . . . | . . . . 251 . . . . | . . . . 261 . . . . | . . . . 271 . . . . | . . . . 281 . . . . | . . . . 291 . . . . | . . . . 301 . . . . | . . . . 312 . . . . | . . . . 322 . . . . | . . . . 332 . . . . | . . . . 342 . . . . | . . . . 352 . . . . | . . . . 362 . . . . | . . . . 372 . . . . | . . . . 382 . . . . | . . . . 392 . . . . | . . . . 402 . . . . | . . . . 412 . . . . | . . . . 422 . . . . | . . . . 432 . . . . | . . . . 442 . . . . | . . . . 452 . . . . | . . . . 462 . . . . | . . . . 472 . . . . | . . . . 482 . . . . | . . . . 492 . . . . | . . . . 502 . . . . | . . . . 512 . . . . | . . . . 522 . . . . | . . . . 532 . . . . | . . . . 542 . . . . | . . . . 552 . . . . | . . . . 562 . . . . | . . . . 572 . . . . | . . . . 582 . . . . | . . . . 592 . . . . | . . . . 602 . . . . | . . . . 612 . . . . | . . . . 622 . . . . | . . . . 632 . . . . | . . . . 642 . . . 646

redpajama_set_name: RedPajamaCommonCrawl


The Business Alliance for Local Living Economies (BALLE) has spent the last 15 years working with thousands of local businesses, investors, and civic leaders who are actively engaged in improving local economies and communities across the U.S. and Canada. These leaders work to support entrepreneurs, drive investment in local businesses, and build equity in their communities.
Two years ago, we began to see patterns emerge that work consistently – no matter the community – to create healthy and equitable local economies. The realization began while at an inclusive economy conference in London. I saw so much wealth in the room but very few strategies shared that would create more wealth for more people, particularly at the local economic level. I drew up the patterns I was seeing, and collectively with our community we documented these strategies, calling them the local economy framework.
Over much of that same time, the Presencing Institute at the Massachusetts Institute of Technology (MIT) worked globally with senior-level government officials, NGOs, and businesses to create social technologies, build capacity, and generate spaces within which leaders can create profound societal renewal. Out of this work, they too have identified a set of patterns for transforming our economy.
Prioritizing local business ownership, local production, and collaboration and backing it with supportive community capital and policy, and a shift from "me" to "we" leadership, weaves greater equity and health into an economy.
Studies over the last few decades have shown that 80 percent of human health is determined by social factors such as income, housing quality, and education, rather than just by the availability of quality medical care. Looking more closely at the local economy strategies alongside work emerging around the social determinants of health , it became clear that factors in each framework are working toward the same ends. In other words: what is working to build strong local economies and vibrant communities – anywhere in the world – is the same as what is working to improve human health and well-being in a particular community.
With the support of Kaiser Permanente, BALLE produced The Future of Health is Local field guide to show the leaders of our nation's health care system how they can be smarter with their business investments to improve health in their communities, and help build strong local economies at the same time. The strategies of the local economy framework address the social determinants of health because they yield economic stability, social cohesion, education, access to healthy food and affordable housing, and personal well-being.
In other words: what is working to build strong local economies and vibrant communities – anywhere in the world – is the same as what is working to improve human health and well-being in a particular community.
Small locally-owned businesses create up to 90 percent of net new jobs in the U.S.
The local economy framework can also be used to determine best practices for procurement, employment, governance, investment, and innovation beyond clinical care within healthcare institutions. In the field guide we share stories and strategies from three health institutions leading the way, including Kaiser Permanente, Henry Ford Health System in Detroit, and the Nuka System of Care serving Native Alaskans. The impact of these organizations on their communities is well documented: Kaiser Permanente, for example, has redirected its buying power to support sustainable local agriculture and renewable energy projects, and has purchased more than $1.5 billion from minority- and women-owned businesses.
There is a collective shift happening in the healthcare community as hospitals and other institutions recognize that the solutions of localism are actually what make people healthy too. With health care costs and illness treatment representing $3 trillion in expenditures in the U.S. – around 18 percent of the country's GDP – hospitals and healthcare institutions can become a powerful part of rebuilding and revitalizing communities. Shifting even a small percentage of their $780 billion in annual spending and $500 billion in collective investments would have a transformative impact on population health and creating healthier, more equitable local economies at the same time.
Michelle Long is the Executive Director for the Business Alliance of Local Living Economies, better known by Localists as BALLE (pronounced "bolly"). BALLE is a nonprofit organization focused on cultivating the emergence of a an economy that works for everyone by connecting leaders, spreading solutions that work, and driving investment toward local economies.


I've blogged this before (sans video), but I really like I Like You. It's a catchy song originally done by the great Sol Ho'opi'i (original here). Janet Klein likes the song enough to have included in on two of her CDs, Come Into My Parlor and Put a Flavor to Love. Here's Geoff Davis with his uke arrangement, which you can find here, along with a slowed-down video for learning. Dav also did a transcription of Geoff's video version, which you'll find here.
Ah HOO, those-a big-a blue EYES!
Not entirely pertinent, but Geoff Davis has a bad habit of taking money for goods and services and not delivering. I ordered a Bluestone Folk School hat over a year ago. I did this partly to support a seemingly worthy endeavor. I also did it to keep the sun off of my head. Geoff took my pay pal payment and never sent me the hat. Emails sent to the school enquiring after the hat were not answered. Phone calls to the school were not answered. Finally I went to the Bluestone forums at the school's website. I posted my tale of woe and at least one other person replied claiming that he too had been charged for goods that were never sent. I see that the forum has now been removed from Bluestone's site.
I wrote Geoff and suggested that if he just didn't have any hats and he'd already spent the money I would be willing to accept an apology but he didn't reply.
Geoff might be a good ukulele player, but he is a dubious businessman. If he's giving away ukulele lessons, take 'em, but don't give him any money.
Oh, and yes I did take this up with pay pal, but I was told that I had waited to long and pay pal would not allow me file a dispute. I "waited too long", that's another way of saying I was patient with Geoff.


Licensed premises Baker's Corner of Rochestown Avenue, Dun Laoghaire, Co. Dublin, has been put on the market by John Ryan of CBRE with a guiding price in the region of €4.75 to €5 million. The sale also includes adjacent rental property The Forge, which produces an annual rent of €150,000 including €80,000 per year from anchor tenant Paddy Power.
Baker's Corner encompasses a ground floor bar, lounge, kitchen, food catering area and off-licence, as well as a first floor function room, stores and offices. The bar also features a designated exterior smoking space and parking for approximately 100 cars, while the basement opens into a service yard with delivery facilities.
Meanwhile, The Forge is currently occupied by a hairdressers and fitness studio in addition to Paddy Power bookmakers, and also includes three apartments.


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Develop educational opportunities, national guidelines and a certification process for advanced nursing foot care.
Promote public awareness of the benefits of foot care and of the role of a foot care nurse within the health care team.
Facilitate the development and publication of clinical and research based articles related to the advancement of nursing foot care.


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Java Alternatives: The Most Popular Java Competitors of 2023
Aashiya Mittal
Last Updated 29 Dec, 2022
Why Would You Want to Use a Java Competitor?
What Are the Most Popular Alternatives to Java?
At-a-Glance Java Alternatives Comparison
Java vs. Kotlin
Advantages of Kotlin over Java
Disadvantages of Kotlin over Java
"Hello, World!" in Kotlin
Java vs. TypeScript
Advantages of TypeScript over Java
Disadvantages of TypeScript over Java
"Hello, World!" in TypeScript
Java vs. Python
Advantages of Python over Java
Disadvantages of Python over Java
"Hello, World!" in Python
Java vs. JavaScript
Advantages of JavaScript over Java
Disadvantages of JavaScript over Java
"Hello, World!" in JavaScript
Java vs. Swift
Advantages of Swift over Java
Disadvantages of Swift over Java
"Hello, World!" in Swift
Java vs. Dart
Advantages of Dart over Java
Disadvantages of Dart over Java
"Hello, World!" in Dart
Java vs. C++
Advantages of C++ over Java
Disadvantages of C++ over Java:
"Hello, World!" in C++
Java vs. Rust
Advantages of Rust over Java
Disadvantages of Rust over Java
"Hello, World!" in Rust
Java vs. Elixir
Advantages of Elixir over Java
Disadvantages of Elixir over Java:
"Hello, World!" in Elixir
Java vs. Go
Advantages of Go over Java
Disadvantages of Go over Java
"Hello, World!" in Go
Conclusion: Which Language Should You Learn?
What Can I Use Instead of Java?
Is Java Still Necessary?
Is Kotlin Better Than Java?
Is Java a Dying Language?
Java has been a popular programming language since 1995. Portable and powerful, Java is embedded in online and on-premise systems throughout the globe. Java powers IoT devices, SaaS solutions, and mobile applications. But it isn't the only language out there.
There are many reasons why you might want to look for a Java alternative. Java is an old-fashioned language; it's difficult to use and obscure compared to modern languages. Today, there are powerful languages that come with extensive quality-of-life features.
Let's take a look at some of the top Java alternatives.
As portable and functional as Java is, it still has some drawbacks. Maybe you hit a wall and decided to look for a Java replacement. Or, you might want to learn about languages similar to Java with more longevity.
Here are some of the most common reasons to seek alternatives to Java:
Ease of use. Java is a functional language, but it doesn't have the quality-of-life features modern languages offer, like built-in support for garbage collection. If you don't want to manage your memory allocation manually, Java isn't the language for you.
Performance. Java is an interesting language because it's only partly compiled. It's still partially interpreted, running slower than most compiled languages. If you need high-performance, you need a Java alternative.
Flexibility. Some find Java stodgy or difficult to use because it's not highly readable or maintainable. If you want to deploy code quickly in a team, Java could hold you back.
Futureproofing. Many systems were constructed in Java in the past, but that's less common today. There are so many Java competitors and languages similar to Java that the market is filled with other solutions.
When using a Java alternative, you must consider the fact that most Java replacements don't have the raw popularity of Java. That means less active communities, less frequent updates, and potentially a smaller library to work with. Still, a Java alternative may cut your development time considerably if it's easier to use.
What does it mean to be an alternative to Java? The language should be object-oriented, extensible, general-purpose, and robust. It should be able to do everything Java can do, including being extremely portable. Java is a popular language because it can be deployed just about anywhere.
With that in mind, here are some of the most popular languages similar to Java:
Not all of these languages can do everything that Java can do. But if you're looking for a replacement for a specific project, you'll find one on this list.
Java is an older language. There are many alternatives, but most of them are tilted toward one application or another — whether it's mobile apps, web design, or systems.
Object-Oriented
Users (Est)
Application, business, client-side, general, mobile, server-side, web
Application, mobile development, server-side, client-side, web
Client-side, server-side, web
Application, general, web scripting, artificial intelligence, scientific computing
Application, web, server-side, mobile, IoT
Application, system
Application, server-side, system, web
Application, distributed
Application, web, server-side
Kotlin is a statically typed language used for server-side, client-side, and Android development. Kotlin is 100% interoperable with Java, meaning that any Java code can run in a Kotlin project without modification.
Kotlin was designed to improve on the shortcomings of Java. It's more concise, readable, and expressive. Kotlin also has features that Java lacks, such as null-safety, extension functions, and data classes.
Kotlin is gaining popularity quickly. Recently, Google announced that Kotlin would be the preferred language for Android development. Many developers choose to learn Kotlin in addition to Java so that they can prepare for the future.
Kotlin is more concise, readable, and expressive than Java.
Kotlin has features that Java lacks, such as null-safety, extension functions, and data classes.
Kotlin is 100% interoperable with Java, meaning that any Java code can run in a Kotlin project without modification.
Kotlin is a less popular language than Java, so there is a smaller community and fewer resources available.
fun main(args : Array<String>) {
println("Hello, World!")
TypeScript is a language that builds on JavaScript rather than Java. But it's relevant today because JavaScript is a popular replacement for Java when web applications and SaaS solutions (increasingly prevalent) are involved. TypeScript adds static type checking to JavaScript, making it easier to catch errors early in the development process. TypeScript is also more readable and maintainable than vanilla JavaScript.
TypeScript is popular for web development, especially with the Angular framework. It's also used for developing Node.js applications. For web applications, JavaScript and TypeScript are generally preferred over Java.
When JavaScript is more applicable than Java, you can use Typescript as an alternative.
TypeScript, like JavaScript, is predominantly a web development language.
TypeScript isn't as popular as JavaScript or Java.
let message: string = 'Hello, World!';
console.log(message);
Python is a widely used programming language known for its ease of use. It's frequently used in scientific computing, data analysis, artificial intelligence, and educational settings. These days, it's the first language many learn, making it extraordinarily popular and marketable.
Python is a fantastic language for beginners. It's also popular for scripting and automation. Python is used in many large projects, such as Django, Reddit, and Instagram.
Python is easy to learn for beginners.
Python has many modules and libraries that make development faster and easier.
Python offers a lot more freedom than Java does, making it easier to make mistakes.
print("Hello, World!")
To be clear, JavaScript does not have many similarities to Java; it's not a web-enabled version of Java. However, JavaScript is the language of the web. It's used for front-end development, back-end development, and more. JavaScript is known for being easy to get started with, but it also has a ton of features for advanced users.
JavaScript is used on nearly every web page on the internet. It's also used to build popular frameworks and libraries, such as React and Angular. Few languages are as ubiquitous as JavaScript.
JavaScript is more popular than Java, making many code snippets and frameworks available.
JavaScript is easier to get started with than Java, especially for web development.
JavaScript has a ton of features for advanced users.
Java is faster and more lightweight than JavaScript.
Java is a more popular language for back-end development.
console.log('Hello World');
Swift is a language created by Apple, used for developing iOS, macOS, watchOS, and tvOS applications. Swift is a modern language with a clean syntax. It's easy to read and write, and it's safe by design.
Swift is gaining popularity for server-side development as well. The Kitura web framework makes it easy to build Web APIs and web applications in Swift.
Swift is a newer language, so it has a cleaner syntax.
Swift is easy to read and write.
Swift is safe by design.
Swift is primarily used within the Apple ecosystem.
It's less popular than Java, with a smaller community and less documentation.
Dart is a language created by Google, used for client-side and server-side development. Dart is used by the Flutter mobile app framework to build cross-platform applications.
Dart is a great language for building web applications. It has all of the features that JavaScript has, plus additional features such as ahead-of-time compilation and type inference.
Dart has ahead-of-time compilation, making it faster to execute.
Dart is a great language for web applications specifically.
Google provides significant support for Dart.
Dart is a relatively obscure language without many resources.
print('Hello, World!');
C++ is a powerful but old language used for low-level systems programming or high-level application development. It's known for being fast, efficient, and portable.
C++ is used in many large projects, such as Google Chrome, Microsoft Office, and Adobe Photoshop. Often, programmers will either adhere to Java or C++. Keep in mind that each C class languages (C, C++, and C#) are different.
C++ is faster and more efficient than Java.
C++ is even more portable than Java.
C++ is a "classic" and well-known general-purpose language.
C++ is more difficult to learn than Java. It has more high-level demands on programmers.
std::cout << "Hello, World!";
Mozilla created the Rust programming language. It's used for developing low-level systems like operating systems, game engines, and web browsers. Rust is gaining popularity for its safety features. It's also becoming more widely used for web development, thanks to the new Actix web framework.
Rust is an excellent solution for those who want to make easy, lightweight apps.
Rust is known for being a safe, fast language.
Rust has a fairly narrow band of applications and a very small community compared to Java.
$ ./hello
Elixir is a language created by the team behind the popular Rails web framework. It's used for building scalable and fault-tolerant applications. Elixir is known for being concurrent, efficient, and easy to learn.
Thanks to its rapid framework, Elixir is becoming more popular for web development. It's also used for developing embedded systems and creating chatbots.
Elixir is a newer language, so it has a cleaner syntax.
Elixir is more efficient than Java.
Primarily, the language remains fairly niche and uncommon.
iex(2)> "hello" <> " world"
"hello world"
Go is a language created by Google. It's sometimes referred to as Golang. It's used for building efficient and scalable software. Go is known for its speed, simplicity, and safety.
Go is becoming more popular for web development, thanks to its excellent standard library and frameworks such as Echo and Gin.
Go is faster and more efficient than Java.
Go is simpler and easier to learn than Java.
Go has advanced security features.
As with others on this list, Go is often used primarily for web dev or mobile apps.
fmt.Println("hello world")
When Shouldn't You Use a Java Alternative?
If you're already familiar with Java and comfortable with its syntax, there's no reason to switch to a different language. If you're happy with the Java ecosystem, there's no need to look for alternatives.
Java is an old language, but it will remain relevant for some time. Java can do pretty much anything a new language can do — but some things are more difficult to do in Java than in other languages.
Moreover, so many systems have been built in Java that require Java developers to manage. Meaning? Java developers will maintain marketability in the job market for many years. And because Java is inherently more difficult to learn than many modern languages, the skills will remain sought after.
Don't change languages because you think Java is "on the way out." There's a reason why COBOL programmers still command high salaries.
The language you should learn depends on your goals as a programmer.
You want a more accessible, general-purpose language: Consider learning C++ or Python.
You want Java to be easier to use: Consider learning Kotlin, a language that is interoperable with Java.
You want to build feature-complete websites and web apps: Consider learning JavaScript, Typescript, Swift, Elixir, or Go.
You want to develop mobile applications: Consider learning Python or Go.
Every programmer and every project has an ideal language. For a long time, Java was the best all-around language for many applications — but there are now powerful Java alternatives that provide easier development and deployment.
Many languages can ultimately provide the same results as Java. Some popular options include Kotlin, Python, C++, and Go. Which language is best depends on the type of project you're pursuing.
No. You can use one of many Java replacements or languages similar to Java to perform the same functions as Java. While Java is popular, programmers today may want to learn a language with more longevity. Python, for instance, is growing in popularity much faster than Java.
A popular alternative to Java, Kotlin is a great language for those who are already experts in Java. Kotlin is known for being concise, safe, and easy to learn.
No. While Java is not as popular as it once was, it's still a widely used language with a large community of developers. Java will likely remain relevant for many years to come, especially with the many legacy systems that will need to be supported.
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GLENVILLE, N.Y. (AP) — An elementary school teacher from a law enforcement family suffered from depression and likely was suicidal when he charged at officers with a knife and was fatally shot, said the teacher's brother, who is a police investigator.
State police said Brian Skinner, 32, was killed and Glenville Police Officer Benjamin Ferretti was wounded by friendly fire during Friday night's confrontation in Glenville, in Schenectady County about 15 miles (24 kilometers) northwest of Albany.
Patrick Skinner, a state police investigator in Binghamton, told the Times Union of Albany (http://bit.ly/2veYaT6) that his brother likely wanted to end his life.
"Anyone who knew him or saw him on a regular basis did not know his depression was still there," Patrick Skinner told the newspaper. The brothers' father, John M. Skinner, retired as a state police senior investigator in 2004 after working in the same area as Patrick Skinner, state police officials said Monday.
Authorities said Glenville officers and police from the neighboring village of Scotia responded to a call about a man in a domestic dispute with a gun. Brian Skinner came out of the house and rushed at officers, who opened fire, said state police, who are handling the investigation.
Troopers said Saturday that no one else was inside the home.
One of the officers' bullets struck Ferretti, 22, under his bullet-resistant vest. He was listed in stable condition at Albany Medical Center Hospital.
"His spirits are high," Koetzle said after visiting Ferretti in the hospital over the weekend.
Brian Skinner was a fifth-grade teacher at an elementary school in the Shenendehowa district in Clifton Park, in neighboring Saratoga County. His violent death left students, parents and fellow teachers devastated.
Troopers said the shooting remained under investigation and no new information was being released Monday.


TAURANGA, 10 November — Seeka Kiwifruit Industries Ltd (NZX:SEK) is working to help a group of its growers who have suffered significant damage across both kiwifruit and avocado blocks as a result of two hail storms that hit Tauranga last week.
Chief executive Michael Franks said that growers and orchard owners would have Seeka's full support throughout the remediation process.
"We understand that growers are vulnerable to extreme weather events and will be making all the necessary resources available to help them through this," he said.
Overall the damage seemed less severe than was initially feared and represented only a small percentage of Seeka's expected supply for the coming harvest season, said Mr Franks. It would take some time before the total losses in terms of trays could be estimated and a small number of growers had incurred significant damage.
The major impact of the hail was in a catchment in the Mangatawa/Welcome Bay Road/Kairua Road region and it had mostly affected Seeka growers. NZX-listed Seeka is New Zealand's biggest kiwifruit grower, with both leased and managed orchards, and is also a significant post-harvest operator for its own and its supplying growers' fruit.
Seeka was also advising growers on how to mitigate any possible Psa-V risk for damaged crops, he said.
About 35 hectares of orchards that supply Seeka have suffered significant damage, with another 50-to-75 hectares that were less affected. The majority of the damage was in kiwifruit orchards.
Growers who are assessed at losing 10 per cent or more of their crop would be entitled to recover the damages from insurance, said Mr Wells.


text:
Children in Live Entertainment Industry - Regulation Part 7.1, Division 3
This division of Part 7.1 explains the conditions of employment for children ages 4 to 14 employed in the live entertainment industry. Children under the age of 4 are not covered by this division and cannot be employed without the permission of the director.
Refer to Division 1 in this regulation for information concerning the employment of children generally and Division 2 for children employed in the recorded entertainment industry.
In addition to the requirements of this section, the Act provides that a person must obtain the written consent of a child's parent or guardian before employing a child under the age of 15.
Definitions and application
45.15 (1) In this Division, "live entertainment industry" means the performing arts industry that provides live entertainment in theatre, dance, music, opera or circus.
(2) This Division applies in respect of the employment in the live entertainment industry of children 4 to less than 15 years of age as performers, including background performers and extras, and establishes conditions of employment for those children.
(3) For the purposes of subsection (2), employment in the live entertainment industry is employment at rehearsals and performances associated with the provision of live entertainment.
45.16 Sections 9(2) to (4), 36 and 37 of the Act do not apply to children in respect of whom this Division applies.
Limits on daily hours
45.17 (1)Subject to subsections (2) and (3), the employer of a child in the live entertainment industry must not require or allow the child to work more than 8 hours in a day.
(2) The employer of a child in the live entertainment industry may require or allow the child to work up to 12 hours in a day, if the child does not work at a performance on that day.
(3) Subsection (2) applies on no more than 4 days for each production.
(4) The employer of a child in the live entertainment industry must not require or allow the child to report for work earlier than 7:00 a.m. on any day.
(5) The employer of a child in the live entertainment industry must ensure that, on any day, the child's shift ends no later than 12:30 a.m.
Hours free from work
45.18 (1) The employer of a child in the live entertainment industry must either
a. ensure that the child has at least 36 consecutive hours free from work each week, or
b. pay the child 1 ½ times the regular wage for time worked by the child during the 36 hour period the child would otherwise be entitled to have free from work.
(2) The employer of a child in the live entertainment industry must ensure that the child has at least 12 consecutive hours free from work between each shift worked.
45.19 (1) In this section, "chaperone" means, in relation to a child referred to in this section,
a. the child's parent or guardian, if the parent or guardian has reached 19 years of age is and is not working as a performer in the same rehearsal or performance, except as a background performer or extra, or
b. a person who
i. has reached 19 years of age,
ii. is designated chaperone by the child's parent or guardian,
iii. is not the child's employer or tutor or an employee of either, and
iv. is not working as a performer in the same rehearsal or performance, except as a background performer or extra.
(2) The employer of a child in the live entertainment industry must ensure that
a. the child has a chaperone in the work location, and
b. if the child is of an age specified in Column 1 of the following table, the chaperone under paragraph (a) is not, at the same time, chaperone for more than the number of children specified opposite that age in Column 2.
Age of Child
per Chaperone
4 years to less than 6 years
6 years to less than 10 years
10 years to less than 15 years
45.20 If a child employed in the live entertainment industry earns more than $1 000 in a week, the employer must remit 25% of any earnings over $1 000 to the Public Guardian and Trustee to hold in trust for the child.
A determination naming an employer in contravention of any section of this Division will include a mandatory escalating penalty.
Section 45.15
This section establishes that ES Regulation Part 7.1 Division 3 – Children in Live Entertainment Industry applies to children ages 4 to 14 who are employed as actors, including background performers and extras, at rehearsals and performances in the live entertainment industry. Section 9(1) of the Act also applies.
Children employed as actors in the recorded entertainment industry are covered by s.9 (1) of the Employment Standards Act and ES Regulation Part 7.1 Division 2 – Children in the Recorded Entertainment Industry.
Children employed in the recorded or live entertainment industry, other than as actors, and children employed in other occupations or industries are covered by s.9 of the Employment Standards Act and ES Regulation Part 7.1 Division 1 – Children Generally.
Children covered by Division 3 are excluded from the following sections of the Act:
9 (2) to (4) (Hiring children) A person may employ a child covered by Division 3 without the director's permission, so there is no need to apply for a child employment permit. Children under the age of four are not covered by Division 3, so they cannot be employed without the director's permission.
36 (Hours free from work) s.45.18 of Division 3 replaces the Act's requirements by ensuring a child has at least 36 consecutive hours free from work each week, or is paid at the rate of 1 ½ times the regular wage for hours worked during the 36 hour period, and in addition has 12 consecutive hours free from work between each shift.
37 (Agreements to average hours of work) – An employer may not enter into an agreement to average hours of work with a child whose employment is covered under this Division.
Section 9(1) of the Act applies to children employed under Division 3, so the employer must obtain the written permission of the child's parent or guardian before employing a child.
A child must not be required or allowed to work more than 8 hours on the day of a performance. A child may be required or allowed to work up to 12 hours on a day without a performance, to a maximum of four days for each production. A child must not be required or allowed to report to work earlier than 7:00 a.m. on any day, and a child's shift must end no later than 12:30 a.m., subject to the additional requirements in s. 45.18.
An employer must make sure a child has at least 36 hours free from work each week or pay the child at least 1 ½ times the regular wage for time worked by the child during the time the child would otherwise have been free from work. A child must have at least 12 hours free from work between each shift worked. For example, if a child works until 10 p.m. one night, the child cannot be required to report to work before 10:00 a.m. the following morning. These requirements are in addition to the requirements of s.45.17.
A "chaperone" for the purposes of this section must be a person who is at least 19 years old.
A child's parent or guardian may be the chaperone if they are not employed as an actor in the performance (except as a background performer or extra).
The child's parent or guardian may designate another person to be the chaperone as long as the person is not the child's employer or tutor or an employee of either, and is not employed as an actor in the performance, except as a background performer or extra.
The employer must ensure a child is accompanied by a chaperone while at the work location and that each chaperone is not chaperoning more children than is specified by this subsection.
This section only applies when a child earns more than $1,000 in a week.
An employer must remit 25% of a child's earnings over $1,000 in a week to the Public Guardian and Trustee.
Public Guardian and Trustee website: http://www.trustee.bc.ca
s.7.1 Division 1 - Children Generally
s.7.1 Division 2 - Children in the Recorded Entertainment Industry


The Youth Off The Streets Fairfield Outreach program was established in March 2014 and we are committed to connecting disadvantaged young people with community, education and employment.
Accessible activities. Outreach activities take place between 3pm and 10pm – outside standard working hours and during peak youth activity times.
Fairfield Outreach, Bonnyrigg Skate Park: Tuesdays 4pm to 8pm at the corner of Smithfield Road and Elizabeth Drive.
Canley Vale Drop-in Centre: Thursdays 4pm to 8pm at 13 Prince Street, Canley Vale.


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DT Consulting and partner to support a global company to optimise benefits from migration to Agile SCRUM and Microsoft TFS
Dunstan Thomas
Dunstan Thomas Consulting and one of their partners recently cemented a two year collaboration by working together to support a household name organisation to migrate from Waterfall to Agile SCRUM methodology and move its software development onto Microsoft Team Foundation Server (TFS). The results have been dramatic for the global client, kick-starting a full transition to Agile SCRUM which has already tripled the software development team's productivity.
The transformation sees a 25-strong team moving from quarterly to monthly and eventually weekly release cycles; and from cumbersome, error-prone manual release processes to automated software builds and tests using the power of TFS and associated tools including Microsoft Test Manager and Coded UI.
Dunstan Thomas Consulting background
Dunstan Thomas Consulting provides training, consulting, products and tools for ALM, custom software development services and outsourced software support services. The company employs 35 staff at its headquarters in Portsmouth and has outsourced software development partners in Malta and Romania.
Dunstan Thomas Consulting provides a comprehensive range of services to support the software development teams – helping companies optimise their valuable in-house software development resources. It also provide consultancy on best practices and assists businesses to outsource software development or IT support activities if required.
Dunstan Thomas Consulting is renowned for being at the forefront of the software development industry and employs a mix of highly skilled, highly experienced staff that all have a track record of achievement within the industry.
Many of Dunstan Thomas Consulting's staff are certified practitioners across the major software development methodologies such as Agile SCRUM and the majority are also software developers trained and practising developers in a number of programming languages. As Dunstan Thomas Consulting develops software for clients, it uses all of the tools that it promotes, to deliver a 'best-of-breed' approach for all clients – using tools from analysis and design through to quality testing.
Dunstan Thomas consultants and trainers bring a wealth of practical experience to each of their projects. They understand the technical and business challenges that a project presents, whether this is transferring a software support process to an outsourced operation or developing new software. The business works with a range of clients from across a range of industry sectors with deep vertical knowledge in financial services, energy and telecoms.
Dunstan Thomas recently collaborated with partners on a training and consultancy assignment to support a 25-strong software development team within a global organisation, which offers workplace healthcare services. The results were impressive:
The organisation's software development team has grown quickly from eight people when the company started in 2006 up to 25 staff today. THE COMPANY originally used the Waterfall methodology for building software along with Microsoft Visual Source Safe for source code control and Microsoft Test Track Pro for bug tracking and fixes.
However as the business grew regular quarterly software release cycles were increasingly being disrupted by additional requests from the business. The team found the Waterfall methodology was making it difficult to handle these hot fixes and emergency additions because of the absence of version control or branching capabilities within the process.
Luisa Partridge, director of sales at Dunstan Thomas Consulting, explained:
"In order to make changes they had to roll back to earlier releases to fix code and then roll forward to the latest version of code. It was time-consuming and fiddly work. They also found that Test Track Pro was not well suited to collecting user stories that would allow us to pro-actively search out bugs to fix."
The client's software development team also had to do a great deal of manual processing of code releases. This exposed the team to human error in the process of capturing code changes and then putting them into the next release. All developers, once they had finished making their code changes, had to summarise them in release notes written in Microsoft Word files which were sent onto the release engineer with links to other files. This engineer then had to go through literally hundreds of these release notes and apply them to the build.
The software build phase as a result could take up to five days and was beset by errors. If a developer forgot to attach a file in his release note this would often throw up exceptions which further delayed the release. It could then take several more weeks to complete the testing and fixing phase. Altogether it could easily take two months to complete each quarterly release. This meant that building and testing had become a serious bottleneck in the software development process. They needed a new methodology to enable faster, more efficient software development and meet changing business requirements.
Joint solution
After exploring a full range of options for software methodology and toolsets, the organisation selected Microsoft's Visual Studio and Team Foundation Server (TFS) and the Agile SCRUM. It was clear that the team would need support to make the transition from the Waterfall methodology to the Agile SCRUM and from its existing requirements gathering and testing tools to the new TFS-based ones.
Because the software development team operated on both sides of the Atlantic and was at that time managed from London it made sense to find a UK-based TFS specialist IT consultancy to partner with. Dunstan Thomas Consulting was selected in the middle of 2011 and training and consultancy requirements were scoped before delivery from December.
When Dunstan Thomas Consulting's team arrived the transition to TFS was already under way and all code had been ported to three build servers on Virtual Machines.
Luisa Partridge explained the initial task that Dunstan Thomas Consulting's TFS and Agile SCRUM specialist team took on:
"Initially we worked with the client to teach them how to better manage the release management process using branching, TFS's version management system. This works by organising code into a number of branches which makes it easier to isolate and fix code changes without having to roll back the whole platform to make those changes. We then helped the client to automate this branching process."
Once the release management process had been optimised and the goal of automating builds had been reached Dunstan Thomas Consulting's team , worked with the organisation's business analysts and project managers, to capture requirements in the form of 'user stories' in Agile 5.0 format.
User stories are considered a much more efficient and proactive way of capturing user requirements as they help eliminate any mismatch between what the business wants and the actual user experience that the technology delivers. Dunstan Thomas Consulting trainers also completed in-depth TFS administration training on the configuration, customisation and optimisation of TFS.
Dunstan Thomas Consulting trainers went on to mentor the firm's IT team on how to manage sprints and run shorter release cycles in accordance with Agile SCRUM methodology. The company was then able to begin the transition from quarterly to monthly release cycles.
Dunstan Thomas then brought in a partner to deliver further training on testing the company's software once built. The partner's training covered the use of Microsoft's testing and automation tools, notably Microsoft Test Manager, Coded UI, performance and load testing.
The partner firm also worked alongside Dunstan Thomas' training and consulting team to ensure that TFS had been configured and deployed properly so that the test team could use TFS and the features of Microsoft's testing tools to collaborate effectively with the client's developers using the new methodology.
The partner firm also provided training and mentoring to the developers and testers of the client's 25-strong software development team on the use of these testing tools so that they became proficient in the use of the tools going forward.
The Director of the partner firm explains the value of mastering Microsoft's testing tools:
"The testing tools inside TFS are revolutionising the way software is developed – reducing project timescales but also improving communication between the software development team and project sponsors within the business."
"Testing can add huge value within the ALM process but for this to work to its full potential, testing tools need to be there to support it. Microsoft is leading the charge by providing a true ALM tool which integrates with assets created by developers and business analysts while fully supporting agile development processes. Total traceability from requirements, through code to testcases and bugs bugs can be delivered by TFS today. Continuous integration with code, test and deploy being automated has never been easier."
"TFS can now effectively spot and highlight the lines of codes which contain bugs. This can be exported and relevant developers alerted. The developer can right click to look at the code and attach it for sending on if necessary. This is unique to TFS."
Previously the client was taking up to two months to complete release cycles. Now that TFS is fully embedded in this client's software development team it is able to complete monthly update cycles in less than two weeks. Efficiencies have been found at every stage from requirement gathering using user stories; through automated release management, build, testing and fixing before completion and go live.
The head of the client's software development team summarised:
"Thanks to our work with Dunstan Thomas Consulting and their partner we've been able to move from quarterly to monthly release cycles and are planning towards weekly cycles. We can now deploy new releases in a couple of hours – it used to take over a week before we moved to TFS. Taken together with our migration from Waterfall to the Agile SCRUM methodology and moving from Test Track Pro to Microsoft Test Manager has engendered a night and day difference in terms of my team's productivity."
"We've gone from a largely manual software development system to one where the sweat is taken out of it. We think productivity levels have already tripled and that's before all the benefits of Agile SCRUM have been fully realised. We can now focus on really adding value to the business."
The team has used these productivity gains to use its spare capacity to get closer to the business, pro-actively searching out business requirements which it can then meet by delivering updated software much faster. It is also able to report back quickly on the progress of software development activity to product and marketing managers. TFS provides out of the box reports which track defect fix rates, code churn, progress on user stories and, as SCRUM becomes applied more rigorously, sprint progress and burn-down charts.
Greater transparency on progress and timings for new releases has led to greater confidence in the team across the business. Expectations are now being managed more effectively and the software development team is rarely fire fighting as it often was before. Reporting capability has been further improved through the deployment of management information tool Telerik Teampulse which integrates with TFS to provide executives with a high-level view of the progress of software development projects in a language they understand.
"This client plans to port requirements and test cases into TFS to increase efficiencies in testing further. They are not raising rich-actionable bugs yet but this is a declared objective for this client's software development team by the end of 2012. Once the company's testing process is fully mature then continuous integration, with nightly builds and automated tests, will become a reality." Partner Director.
The company is also moving rapidly towards widespread application of Agile SCRUM which will see its development and testing teams working even more closely than they are today. Release cycles will be able to move from monthly to weekly cycles as sprints become the key forum for running software development projects.
Greater automation in the build and testing stages will create further efficiencies and ensure that the team can continue to cope with a workload that is currently expanding month on month.
Following the success of this joint engagement Dunstan Thomas Consulting are looking for new opportunities to work with their partners.
agile scrum application lifecycle management Auto code development Draft Microsoft organisation scrum methodology software development methodologies software development partners software development resources team


This 500 sq ft East Village apartment by Jordan Parnass Digital Architecture is a beautiful exercise in space optimization and cleanliness. The client who commissioned the apartment wanted a space where he could live and work and have storage space for his "many toys and quirky art pieces" (most of which seems to be stored away in these photos).
By far the most distinctive element of the apartment is its wood paneled "central service core" that houses the bathroom, kitchen, sleeping loft and ample storage. It transforms the otherwise conventional rectangular space (less the parascopic loft) into a mecca of storage and functionality.
The living room area was designed to be "as flexible as possible" and features a wraparound counter workspace and ample wall storage. There is a decent sized floor space which the owner can set up in any way he/she sees fit. We applaud the choice of using the space for a big comfy-looking couch. While it uses a lot of volume, it makes the space infinitely more inviting and likely to be used.
Other flourishes we like are the materials used, which lend the space a clean, but warm feel. The complete absence of clutter–surely helped by the tons of closed-off storage–makes the space look much larger than 500 sq ft.
The apartment feels very luxe and custom and its roof portal is quite unusual. But we could see many elements like the creative storage spaces and smart use of materials and textures being applied to projects with more modest budgets and conventionally-shaped spaces.
I love the large bathroom sink and wonder if the vanity is counter height or normal height?
That is a thought breaking design you have there, to think of a way to create a room out of little spaces, thumbs up! It is just too hard to get a small tiny washer and dryer, and we don't have expertise either to custom made them.. too bad..
BTW, may I ask, what is the 2 rooms with doors for?
The two doors in the hallway on either side of the kitchen are to closets. The one under the bedroom loft is a walk-in closet and the other is a small coat closet.


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The Legend of Kalyan Minaret
There are a lot of legends about the ancient minaret of Bukhara. Kalyan minaret, which is a part of a religious complex, is also known as ''the tower of death''. For many centuries criminals were executed thereby being thrown off the top of the minaret.
The first legend is connected with the construction of the minaret. Arslan Khan killed an Imam during a quarrel. The same night the murdered Imam appeared in his dream and asked to bury his head on a spot where nobody could step on it. After that dream, the khan built a minaret over the grave of the Imam.
An old legend says that in ancient times there lived a very cruel khan. He was not a good ruler and only spent his time on his own pleasures. His wife had a kind heart and she was trying to help people and improve the situation of the country. Of course, she was doing it secretly. Nut one day khan found out about it, got angry and ordered her to be executed- throwing her off the minaret.
The wife of khan, however, was a clever woman. So she asked to fulfil her last wish. The khan agreed. The last wish of his wife was to wear all her dresses on the day of execution. So when she jumped from the tower her dresses and skirts puffed up a parachute and helped her to land softly without having any scratch.
It was like a miracle and the khan was impressed by his courageous and witty wife. He forgave her and didn't execute. Some other sources say even that after that khan was so afraid from his wife that he didn't even dare raise his voice to her.
There is one more legend connected with Genghis Khan. After entering and destroying half of the city, he entered the square near the tower and looked up at the tower. While doing so his helmet fell on the ground. He had to bend over and pick it up. Then the powerful commander said. ''I have never bowed in my life, but this construction is so majestic that it is worth a bow''.
The Legend of Tyurabek-Khanum Mausoleum
The Legend of Yurt
The Legend of Dombra