Start with the end and work backwards

When Jason Hoelscher was an undergraduate of fine art studies, there weren’t any professional development classes. So ambition and the timely realization
1． he would have to determine “what’s next” on his own urged Jason to engage his future self to find direction. It was 1996, and he was finishing his BFA (Bachelor of Fine Art) in Denver. He was faced with the choice of sitting back to wait for something
2． (happen), or pursuing a path into the unknown. He chose the latter.

Jason set up a plan that in five years he
3． (show) his work in the top gallery in that area of the country. This five-year goal gave him a starting point
4． which to work backwards.

By setting the goal, all of Jason’s efforts
5． (point) in the same direction. He showed up at different art show openings, and researched as best he could to make
6． familiar with the market environment.

As a result of showing up, Jason took opportunities
7． got him closer to his goal. He sent work to a student show and was accepted by Robin Rule, the owner of Rule Gallery.
8． (inspire), Jason spent the next month making new work.

In April of 1997, Jason went back to Rule Gallery with his new work.
9． scared to death, he looked confident at the gallery meeting. When he left, he left as the newest addition to the rule gallery roster (花名册). He had his first exhibition there one year later.

Jason could have stopped with the show selection, but what he really wanted was gallery representation. He struck while the iron was hot, and in
10． (do) so, shortened his five-year plan into a year-and-a-half.

Bill Drayton believes we’re in the middle of a necessary but painful historical transition. For millenniums most people’s lives had a certain
11．. You went to school to learn a trade or a skill-baking, farming or accounting. Then you could go into the workforce and make a good living repeating the same skill over the course of your career.

But these days machines can do pretty much anything that’s
12．. The new world requires a different sort of person. Drayton calls this new sort of personal changemaker.

Changemakers are people who can see the patterns around them, identify the problems in any situation, figure out ways to solve the problems in any situation, figure out ways to solve the problem, organize fluid teams, lead collective action and then
13． adapt as situations change.

For example, Ashoka fellow Andrés Gallardo is a Mexican who lived in a high crime neighborhood. He created an app, called Haus, that allows people to
14． with their neighbors. The app has a panic button that
15． everybody in the neighborhood when a crime is happening. It allows neighbors to organize, chat, share crime statistics and work together.

To form and lead this community of communities, Gallardo had to possess what Drayton calls “cognitive empathy-based living for the good of all.” Congnitive empathy is the ability to perceive how people are feeling in
16． circumstances. “For the good of all” is the capacity to build teams.

It doesn’t matter if you are working in the cafeteria or the inspection line of a plant, companies will now only hire people who can
17． problems and organize responses.

Millions of people already live with the mind-set. But a lot of people still inhabit the world of following rules and repetitive skills. They hear society telling them: We don’t need you. We don’t need your kids, either.” Of course, those people go into reactionary mode and strike back.

The central
18． of our time, Drayton says, is to make everyone a changemaker. In an earlier era, he says, society realized it needed universal
19．. Today, schools have to develop the curriculums and assessments to make the changemaking mentality universal. They have to understand this is their criteria for success.

Ashoka has studied social movements to find out how this kind of
20． shift can be promoted. It turns out that successful movements take similar steps.

   More people are travelling than ever before, and lower harriers to entry and falling costs means they are doing so for _______ periods.

The rise of “city breaks” --48-hour bursts of foreign cultures, easier on the pocket and annual leave balance has increased tourist numbers, but not their _______ spread. The same attractions have been used to market cities such as Paris, Barcelona and Venice for decades, and visitors use the same infrastructure as residents to reach them. “Too many people do the same thing at the exact same time,” says Font. “For _______, the city no longer belongs to them.”

This starts with marketing, says Font, who notes that Amsterdam has started advising visitors to seek _______ outside of the city centre on its official website. “That takes some balls, really to do that. But only so many people will look at the website, and it means they can say to their residents they’re doing all they can to ease congestion.”

But it also _______ a better way, it is called “detourism”: sustainable travel tips an _______ itineraries for exploring an authentic Venice, off the paths beaten by the 28 million visitors who flock there each year.

A greater variety of _______ for prospective visitors ------ ideas for what to do in off-peak seasons, for example, or outside of the city center ------ can have the effect of diverting them from already saturated landmarks, or _______ short breaks away in the first place. Longer stays _______ the pressure, says Font. If you go to Paris for two days, you’re going to go to the Eiffel Tower. “If you go for two weeks, you’re not going to go to the Eiffel Tower 14 times.”

Similarly, repeat visitors have a better sense of the __________, “We should be asking how we get tourists to __________, not how to get them to come for the first time. If they’re coming for the fifth time, it is much easier to integrate their behavior with ours.”

Local governments can foster this sustainable activity by giving preference to responsible operator and even high-paying consumers. Font says cities could stand to be more selective about the tourists they try to attract when the current metric for marketing success is how many there are, and how far they’ve come. “You’re thinking, ‘yeah but at what cost...’.”

He points to unpublished data from the Barcelona Tourist Board that prioritizes Japanese tourists for spending an average of €40 more per day than French tourist as a(n) __________ that fails to take into account their bigger carbon footprint. __________ tourists are also more likely to be repeat visitors that come at off-peak times, buy local produce, and __________ to less crowded parts of the city ------ all productive steps towards more __________ tourism, and more peaceful relations with residents.

Any Preschool Kindergarten age child who has never taken lessons at the Mr. Lebanon Ice Center needs to be evaluated.

The On-line registration feature does not apply to evaluation registration.

Evaluation dates and times are listed below.

EVALUATIONS: Evaluations help to determine both readiness and class placement. Upon completion of the evaluation, it is recommended that you register for classes with an associate located in the ice center booth. A variety of days and times for the evaluations are also listed online and at the Ice Center.

Additional evaluation dates may be offered for session Ⅱ.

REFUND POLICY: Refund requests must be made a minimum of 7 days prior to event. See www.mtlebanon.org.for details.

REGISTRATION:

In person—Stop by the Mt. Lebanon Recreation Center, ground floor, Monday through Saturday 9:00 a. m.9:00 p.m. or Sunday 9: 00 a.m. 5:30 p.m.

By Phone—Call the Ice Center at (412)561-4363 to schedule your skating evaluation appointment

Make checks payable to: Mt. Lebanon, PA visa, Master Card, &Debit Cards accepted

QLESTIONS: Please call the Mt. Lebanon Ice Center staff at (412)561-4363

LeboALERT—A FREE notification service(phone, text, e-mail). In the event of an emergency and to provide you with updates about cancellations and recreation department programs and events. Please visit www.mtlebanon.org.and sign up for LeboALERT. All recreation participants should sign up, and at minimum select the “Cancellations” category.

   Everything about nuclear energy seems terrifically big: the cost, construction and decommissioning—and the fears of something going badly wrong.

The future, however may well be much smaller. Dozens of companies are working on a new generation of reactors that, they promise, can deliver nuclear power at lower cost and reduced risk.

These small-scale plants will on average generate between 50MW and 300MW of power compared with the 1,000MW-plus from a conventional reactor. They will draw on modular manufacturing techniques that will reduce construction risk, which has plagued larger-scale projects. Supporters believe these advanced modular reactors (AMRs)—most of which will not be commercial until the 2030s—are critical if atomic power is to compete against the rapidly falling costs of solar and wind.

“The physics hasn’t changed. It’s about much cleverer design that offers much-needed flexibility in terms of operation,” said Tim Stone, long-term industry adviser and chairman of Nuclear risk Insurers, which insures nuclear sites in the UK.

Since the Fukushima meltdown in Japan in 2011, safety fears have threatened nuclear power. But the biggest obstacle today is economic. In western Europe, just three plants are under construction: in the UK at Hinkley point C in Somerset; at Flamanville in France; and at Olkiluoto in Finland. All involve the European Pressurized Reactor technology of EDF that will be used at Hinkley Point. All are running years late and over budget. In the US, the first two nuclear projects under way for the past 30 years are also blowing through cost estimates.

The UK, which opened the world’s first commercial nuclear reactor in 1956, is one of the few western nations committed to renewing its ageing fleet to ensure energy security and meet tough carbon reduction targets. It is seen as a proving ground, by many in the industry, of nuclear power’s ability to restore confidence.

However, the country’s agreement with EDF to build two units at Hinkley Point—which together will generate 3.2GW of electricity—has come under severe criticism over its cost. The government is looking at different funding models but said it still sees nuclear power as vital to the country’s future energy mix. Small reactors, it believes, have the potential to generate much-needed power from the 2030s.

A nuclear sector deal, unveiled last month, promised up to ￡56m in funding for research and development into AMRs and attracted interest of start-ups from around the world. The government hopes the funding will give the UK a lead in the global race to develop these technologies, helping to provide energy security while also creating a multibillion-dollar export market for British engineering companies.

Where are the bees?

Bees are essential to the production of food we eat. Bees make honey, but they also pollinate large areas of crops, such as straw berries, apples and onions. About a third of the food we eat is a result of pollination of the bees. Unfortunately, bees have been disappearing at an alarming rate.

In 2006, bee keepers started reporting about something called Colony Collapse Disaster (CCD).The main sign of CCD is the loss of adult honey bees from a hive. In October of 2006, some beekeepers reported that they had lost between 30 and 90 percent of their hives.

There were many theories for the disappearance of the bees. But the most convincing one has to do with pesticides and lifestyles of bees today. Nowadays, beekeeper get most of their income not from producing honey but from renting bees to pollinate plants. This means that the life of the typical bee now consists of travelling all around the country to pollinate crops as the seasons change. That means a lot of traveling on trucks, which is very stressful to bees. It is not unusual for up to 30% of the hive to die during transport due to stress. In addition, bees that spend most of their time locked up on trucks are not exposed to what they usually live on. Instead, they live on a sweet liquid from corn, usually polluted with pesticides.

The exact reason for the disappearance of bees is not sure, but losing bees is very costly to the economy. The bee pollination services are worth over $8 billion a year. With no bees, pollination will have to be done by hand, which would have effects on the quality of food and increased food priced. We hear a lot about big environmental disasters almost every day. But one of the biggest may just be the less of that tiny flying insect.