Okay, good morning everyone. Welcome to our course, VC310. Let's take a moment to pray and we'll get started. May I request somebody in the class, online class to pray and we can start. That's great. Lord, we want to thank you for this morning as we commit for your presence. We pray that you would speak to us, help us to understand and listen and comprehend Lord Jesus and also to apply this in our lives, in our ministry and everything that you have given us. We praise you. We honor your Lord, in Jesus' name we pray. Amen. Thank you. Right, morning everyone. And we have been learning a lot of practical things on church and ministry administration today. We will move forward. Yeah, we're going to talk about, let me finish I think a little bit. We were talking about systems and processes last week and we went through various examples and what I just want to kind of in the last part is that for us to, you know, to keep improving, there are these three things we need to do which is to monitor, analyze and then repeat, correct things up, make some adjustments. So that's something that is ongoing. That is we always monitor, that means we check how things are going, then we analyze the results. That means we have to actually look at data, look at numbers. We cannot make decisions on just limits and fancies. Oh, I feel like this, I feel like it. No, what is the actual, you know, what is actually happening. So that's why we need to collect data and analyze it and then we can take, you know, whatever action is needed to keep improving. So I just want to encourage that. And again, our focus is not just on the numbers, but numbers are important to help us make good decisions. So everywhere we are looking at the numbers, you know, financially or any other things. But it's not that we focus on the numbers, but the numbers are giving us some information that will help us make good decisions. So from that perspective, we need to monitor, analyze the results. Today we're over to lesson number seven, which I think is a very important part of church and ministry, which is staff management. How do you manage the people who are working in the ministry who are part of the ministry? And I remember, you know, sometimes as I travel around when I'm in conversations with pastors, Christian leaders, you know, we can talk freely, we share our problems. And sometimes, and I've heard, you know, for example, one pastor came and said, you know, I hired one person from church to come and help me in the office. It's an administrative work. But this person comes when she wants, she goes wherever she wants. And she will come very late at 11 o'clock. She might go off by 3 o'clock. And pastors are afraid to say anything because if he says anything, he's afraid, he's afraid she might leave the church. So then he's coming and saying, so what should I do? How do I handle this? Because there is work to be done. He has engaged this person from the church to come and do the administrative work. But this person doesn't like, you know, comes in, goes as and when they please. And what pastors afraid, you know, how do I tell that, hey, you come at the morning, work fully, do all this work, you know, how do I do it?  Like, did you say, you know, what this person is supposed to be doing? Did you put it in writing, you know, like a letter, what time they must come, what are the days of the work, the week they must work, like, you know, Monday to Friday or Monday to Sunday, or are they going to work Sunday, whatever it is? You know, did you put it in writing? No, no, no, I just said, come work So there was nothing written. So there's no, even that person doesn't know what is expected by the pastor is expecting that person to come at nine o'clock. That person doesn't know it's not being communicated clearly. So like that, we were just having conversations and I was just sharing some thoughts. So the point is that church staff, people are working full time for the church or the ministry. If we do it in a proper way, everybody will be happy. From their side and from our side, everything will go fine. And so the question is, how do we do this in a proper way? So in APC, and I'm just sharing from what we have, we have people who are called staff. These are full-time people, full-time salary staff of the church. They will get monthly salary and they're full-time. Then we have what is called as consultants. Consultants are paid hourly. So they're giving them the freedom to work however hours they can. Sometimes they may not be able to work like full 40 hours every week. So if they're not able to work full-time, maybe they're a homemaker or something like that. So it's okay, you work as a consultant. In which whatever hours you can work, you work. But in some cases, we'll say at least work 20 hours in the week because we need certain amount of work to be done. So we need at least so many hours. However, there's flexibility. So they are consultants. And many of these consultants work from home. The staff, most of the staff will work from the office or by the college or wherever they work in there. And sometimes we have flexibility. And then we have a lot of volunteers. Volunteers are non-paid staff, but they're also very important because they will, they're contributing their time and their skill. And a lot of the work is being done by volunteers. So part of the ministry, especially in the church, is how to manage volunteers.  So we have around, I don't know exact number, but I would say around 300 volunteers. So our church staff may be 13. Consultants may be another 10 or something. I don't know the exact numbers, but it's around 30 to 10. And then there are volunteers around 300. So the volunteers are about 10 times more than their staff. But volunteers are very important. They may not be, they're not working, they're not being paid. They may contribute, you know, five or six hours a week, usually on the weekends. Some of them may be during the week they will do something, whatever they can. But they are the big part of what is happening. So we must take care of them also. And very important, the interaction between staff and volunteers is very, what to say, it has to be managed very carefully. And the interaction between staff and volunteers. Because, you know, both have their own, what to say, attitude of perspective things.  You know, you can't tell me what to do. I'll do what I feel like kind of staff, we have to get this done. They may want to, you know, put some pressure, you know, want to get things done so on. So that that relation between staff and volunteers have to be managed very carefully. Sometimes there are problems we have to sort them out. So all of these things we want to discuss in this lesson. So I just explained staff and consultants and so on. Now, how, what should we do? So I'm very important is the hiring process. You know, that means if we can make our hiring process very good, then we can bring the right people in. Then a lot of the problems can be taken care of, there is.  Then it's a problem, you know, how do you tell them, hey, you're not doing well? That becomes another difficult issue itself. So it's better to avoid that go through a good process. So it is good. So just to, you know, give an idea of how we do the hiring. So first is we tell people to make the application. And so on our church website, we have on our environment page with all the open positions announced there. People can send us their resume. So let me just share, you know, just to give an idea of what we have on our employment page. Sorry, let me just pause this. So let me share this now. So in our church website, we have an employment page. It's a disability contact employee. So under here, there's employment page. And this is where we announce all our open positions, our positions are there. And we tell them very clearly how to apply. They have to complete this prospective employee personal statement, this document in Word of Media. They also have to include the resume. They have to send an email to this, to this email ID, along with resume. And they have to give us some details, which is the full time.  And what we do is we announce all our open positions here. So these are all the open positions. They're looking to hire people. And we have a role description for this. So this page is, you know, regularly updated and their new positions open and so on so forth. So people can come here, they can read the role description, and they can make an application for a particular role. Now, we are very particular. That means, if the first thing we check is, have they followed the instructions here? Sometimes even after all this, it's not sometimes, very often, they'll just send an email with the resume. They won't fill in, they won't complete this prospective employee personal statement. So then we don't even process those emails. Let's say, if this person cannot even follow basic instructions, then what work are they going to do? So we don't even pay attention to that. Or sometimes they may send their resume, they may send their prospective requirements, but they won't give us this information. They won't type this in the body of the email. Again, we just leave that email out. So this is like our first screening. Can they follow basic instructions? If they can't even follow these basic instructions, you don't even open, you don't even handle that resume. But for other people who actually follow these instructions very clearly, like they've given their resume, they've completed the statement, they have given us this information correctly in the body of the email, then it's okay. Here is something who can read and follow instructions. We want to work with that. So then we can take it forward. So this is our first screening. And let me go back to the PDF. So then we get the resume, the interview process, we review the resume. Of course, we look at the resume. Is there a match to the role that they have applied? Now, there is no perfect resume. There is no perfect candidate. It's very rare that you'll find somebody who's a 100% match to any role. Generally, if people are 70% there, it's good enough. You'll never find a perfect person. I mean, if you do find somebody, that's wonderful. But at least if their resume shows that they have 70% of what we are looking for, that is good enough to start. So from there, so we identify the candidates, that means at least they'll send a 100% match. And then there's an initial phone screening. So in the initial phone screening, we are just trying to check there. We have certain questions. Some of the things that we check is, okay, they're English, can they speak good English? The other thing here in the initial when you're looking at the resume and looking at the person's statement is we check their English. So in the person's statement, what they have written, if there's a lot of grammatical mistakes, the English is not good, we immediately, we don't even go beyond that. So we check their English, we check what they have written. So even the resume, if there are a lot of typing errors, grammar errors on the resume, then it shows us that this person cannot, he's not doing a good work. Their own resume has mistakes and how much, how will they treat it? So those are things we do in the initial, before even we do a phone call. How is the resume? What have they written on the person's statement? Is it all good? Is it a 70% match? Okay, that's fine. So assuming there's 70% match, then move forward, phone screening. Phone screening, on the phone, when they're talking to them, we are looking at their English, their spoken English and they communicate properly. And also, their motivation. So we would ask things like why are you interested in working for the church? So we want to see that they're genuinely interested in serving governments. It's not like, oh, I'm just looking for a job, any job will do. So we ask certain questions, why are you interested in the church? Sometimes over here, for example, we may ask questions like, what do you know about APC? Then it's so surprising, even some people who've got a lot of experience, they have not made it effortless to even learn something about APC. They have a lot of experience, maybe they've answered questions, sometimes I ask that question in the final round when they come and meet me. So what do you know about APC? That this person has got a lot of experience and he's stumbling, I don't know. So that means he has not made it effortless to even go to our church website, understand who we are, what we are about. Then it's like, okay, you're just applying for a job, but there's no interest in the organization, you don't even know what ministries we have, what we're doing. So these are questions we can ask, maybe in the initial phone screening or maybe even in the final round. So it's a typical question, what do you know about APC? And we see what kind of answer they give us. If they can't talk about it and tell us why they want to work for APC as a church, then it's like, okay, this person just looking for a job is just interested in here trying it. But if they're really passionate, they would make an effort to understand the organization, why, you know, why they're excited about working for this organization? What does that match? So have they done their homework before coming here? So sometimes I also find, I asked them, so, you know, what do you know about this role? So, you know, so what they have done is, and they may not be able to talk about it. So that means they have not even read the role described. They just apply, fill in the form, send it and ask them, what do you know about this role? They don't know anything. So that means they have not made an effort to prepare for the interview, not made an effort to prepare for the role they are applying. So then we don't even want these kinds of people, like they've not made enough efforts to understand what they're applying for, to prepare for the interview, to understand the organization. So these kind of things we can do in the initial phone screening itself, on the phone, we just ask them. And if they satisfy these things, the initial phone screen, and you feel like, yeah, this person is generally interested in serving drugs. They have a genuine desire to serve people, or ministry, and they have made an effort to understand who we are, to understand the role that they're applying for, then we can take it forward. So what we're doing is, we're putting the effort right in the beginning to make sure we bring the right people in. Then we can build a good team and do a good work. We're not hiring just for the sake of it. Then after the initial phone screen, if they do well in that, then we take them to the next round, which is sometimes there's a practical assessment, especially if it's a technical role, like if somebody is applying for IT or media, so then we give them a practical thing, like, okay, example, if he's an IT person, it's okay, come. They're going to give you a tour of a practical exam. We come to our office, we give you a computer, and we're going to do this, and we'll look at the work or the media in the office, create a video or a graphic or whatever. So we will do a practical assessment. If it is relevant to the role, otherwise, there's an in-depth interview. And I will give you some sample questions, what we ask. For example, let me just share this. Let me just show you examples of an in-depth question. So I will share these samples in the classroom, but I'll just share some, look at it now in the screen. So this is the prospective employee statement that you have on our website. We asked them some basic questions, what is your life vision, how working at APC should help them fulfill that vision, what is their personal testimony, what has happened in the journey of faith, how have they been involved in Christian ministry, and some references that they can provide. So this is the prospective statement. Then sample interview questions. This is an example. So like this, we have four different roles, we would have some very detailed questions. So this has been filled up in the personal employment statement. We asked them, okay, so how was your personal spiritual life? So this is for a pastoral role. These are questions. So actually, this interview might take at least two hours. But we want to understand the person in them. Now, especially if it is somebody whom we don't know well, suppose it's a person who's already been in church, already been serving, we would know them quite well. But if it's somebody from outside of life, then we will take a little bit more time to understand. So ask them about the Bible study, etc. How do they study the Word of God? They're preaching and teaching some theological questions, some pastoral questions, something about if they're going to be a leadership role, if they're going to be organizing, then working with people, handling finances, integrity, and then what do you know, what if we seek any question? So these are things that we would generally go through asking them how they did. So this will be in the in-depth interview, about two hours. And then if that is good, then we would usually have a group interview if they're going to be part of a team. So, for example, if somebody's going to be part of a pastoral team, we'd like other pastors to also meet with them, at least two or three other pastors to meet with that person. If they're going to be part of the, for example, IT team. If they've done the IT interview, but if they're going to, especially if they're going to be having some senior development roles, we'll let the other IT people talk to them. So just we want to see if everybody's comfortable in relating to this person. So they've cleared all the technical knowledge, all that they have. Now what's about, is everybody comfortable relating to that person. So that's the idea of the group interview. So most often, people are going to be working with teams. They're going to be part of something bigger. So that's why we have this group interview. But if it's going to be somebody working all by themselves, we can skip this group interview and then there'll be a final round with me. Sometimes I myself might do the in-depth interview if it's a pastoral role, but if it's other roles, other people are handling that. And so in the final rounds, again, I would just, I'll share some questions we ask, but the final round is like, okay, everything is clear, but I want to make sure that are there any red flags, things that could cause problems in the organization. So they may have the skills, they may have the motivation, but are there any danger signs? So we can check that. The other thing goes well, we'll make a job off. And the job off also, it's a written letter. So I'll give you a sample of it. So what are some of the things we check for when we are going through this interview process? You see this on page 23. We want to check their motivation. So why are they applying to ABC on page 23? What is the reason to want to work in a church, in a ministry, pressure ministry? Of course, they need to have skills in polling, if they have experience, if they have relevant experience. One of my favorite questions that I like to ask is, my favorite question is this, if you were given a blank piece of paper and you could do anything you want to do in this one, no limitation of money or anything, no limit, what would you do? So I put a blank piece of paper in front of them and I'll ask the question, if you can do anything you want, what would you do? So this is to see, if they say, okay, if I could do anything I want, I will go and play football or I'll go and play something. But they're not saying anything about this job or this opportunity or serving God. Then we know that this is not priority. Something else is priority. This is only okay, I'm just doing it as a job. But if they say that, if I can do anything, I want to go and serve people, I may go and start a church or I may go and do something, start a ministry. I've given the freedom to, that's what I will do. Then we know that there's alignment for ministry and so on. So it's a good thing. So it shows us what is this person really after. So it's kind of nice. And then we want to see that any red flags, dangerous attitudes. So we could ask questions like, why are you leaving your previous job? Why are you leaving your current job or why did you leave your previous job? Or if they start talking bad about their boss and suddenly talking bad about their previous workplace people, then those are all red flags. Those are not good signs. Other red flags, first, if anybody arrives late for an interview, finished. That's it. We won't even take it forward unless they have a balance. Suppose there was some heavy rain or there was some accident or some big thing happened. But generally, if a person comes late for an interview, everything ends there.  And we don't take, there's too much traffic. We all know there's traffic in the city, so you have to plan. If it's going to take you one hour to come to our office, you should leave one or two hours early. That's your responsibility, not our best. So there have been times when these things have really happened. We've set an interview for about four o'clock in the afternoon, 3.45, somebody will call. This candidate will call saying, Aston, just about to leave for the interview. It will take me 45 minutes to come. I said, don't even come. Don't come. Finished. It's the end. You know it's going to take 45 minutes. You're supposed to be here, the interview starts at 4. You're supposed to be 10 minutes before the interview. That's the right way. That means you should leave at 3 o'clock or 2.45. So such things have happened. Straight away, I said, don't even come, please. So these are basic things that you need to get right. How do you treat the staff? So as soon as they come in, we have our friend's office manager sitting there. How do they treat them? Do they say thank you or are they rude or that? So if she gives me feedback saying, hey, this person came and just spoke to me very rudely or they didn't treat me well, finished. So we just say, that's it. Because how do they treat everything else that is important? So these are little things we look for. Do they speak negatively about past employers? Experiences? Are they judgmental, critical about other denominations, churches? So in the interview, we're looking at this. How are they speaking about other churches, other denominations? So here's another question. What do you know about ABC? If they haven't done their homework, then they're not interested. They appear disinterested in that role. Sometimes they're vague in the responses. So I ask one question, they'll be talking about something else. Please answer the question. They go off on some other story. Then it's an indication they're actually going to cover something. They're not answering the question directly. Then these are things that... And then we make it a point that in case family members of people are already working apply, if they just go to a same interview process, we don't give any referential treatment. So that's something we do. Then we also do some background checks, especially we check the social media. So that means a go check their Instagram, go check their Facebook. What are they putting up there? So if there's anything that is of concern, then that's a red flag. If there's whatever. So people don't realize it, but in many cases, employers will check social media activity because that way you know what they're doing outside and how is it going to impact the work. So we do check their social media or online activity and background checks. And depending on if there are situations where we feel that we need to call somebody, like if the references that we have given, we would do that. Check them. Are they okay? But definitely we check social media to see if there are any red flags. So assuming everything goes fine, we will then give them an awful letter. And we also tell them in the awful letter to read the staff guidelines and so on. So let me just give you an example. I'll put the samples up there. A sample of a letter. I'll share this with you. So typically this is a sample of a letter. So the name that is so happy to have you join. So what is their role? What is their start date? And the details of the role is in the PDF. So they know this is what you're going to be doing. There's going to be a starting salary. And then of course, as you grow in the organization, your role in your response phase will increase and so on. And then they have to read our staff guidelines. So we have a, I'll go through our staff guidelines. So we have a HR document or staff guidelines that tells them everything about what they can expect when they work at JPC. So we tell them to go through it, sign it and send it back to us. So the awful letter is very simple, but it connects to the, it also mentions their role. It also mentions our HR document, which they need to read and call. So this awful is very clear that this is going to be a starting salary. This is your role. These are the guidelines you have to follow when you're working with the organization and so on. So we give them the awful letter. So let me just go through our staff guidelines and then we will pause and take any questions that you have. So, I'm sorry, let's open this pretty much. So for all our church staff and for all our consultants, we have this staff and consultant guide. This is like our Avisar dot humans, right? Before they join, they have to read this and sign off on it. They agree to how we want to work. So in our staff guidelines, I'll just quickly go through. I'll give you a copy of all of this. You can, you're most welcome to change it and use it. So we share with them, okay, this is the vision of the church. This is who we are, what do we do and what is expected from you as a church staff or a consultant. We give them a little bit about our destiny, what we are working towards. We tell them a little bit about our organizational structure. So they understand that. Then our core values and our culture, we have a separate lesson on core values and culture. I'll explain that. So they understand, we've taken through this core values and so on. And how we work, what we expect of them when they're working at ATC. We also have a code of conduct. Now in a private organization, you cannot say all this because people can link and spoke on the web. Private life is their business. But because we are a church, for us these things are important, you know that? No smoking, no alcohol, no unethical dealing. So this is part of our code of conduct and if they cannot agree to this, we will not hire them. And we can do that because we are a religious organization, we are a church organization. So we can make these as requirements if you're going to work for us. So we spell it out here so that there's no misunderstanding. But also we deal, we handle a lot of people information. That means we handle the information of people in our congregation and so on. So we need to keep that information private and confidential so we cannot misuse that information and other these things. And we have typically if somebody is joining us who is fresh out of college, they will go through a three-month probationary period. If they are already experienced people, then they skip this probation. And we have a one-month notice. So either way, we are dismissing them or they're leaving us. We typically say you give us one-month notice either way. So we have staff and consultants and sometimes we take in terms of training. Trainings will work with us and then they might decide to join us with time. So all our staff, they have medical insurance and they receive the what is called as employee product. That's the retirement savings and they are paid vacation. So a consultant will not get those benefits. So a consultant is free to work whatever hours they want. They won't get these benefits. A full-time staff will get those benefits and so on. And a trainer won't get it until they do. So work hours we spell here. You know you have to work at least 40 hours a week, typically Monday to Friday, eight hours a day. Now some of us are working on Saturday Sundays because our main work, I mean our ministry work happens on Saturday. So then we keep a little flexible for those who do that. So all these are details here. And then everybody reports their time in our time sheet and HR system. I'll show you that later. This is how they will be paid their salaries. There's how many vacation leaves, sick leaves they can have, etc. How to apply for leaves, public holidays. So basically all how they can work with us as you know, everything is already stated here. They just have to read it and then all of us follow same thing. So all of these things are spelled out here. Interaction with church members, you know we have to be careful how we interact with people in the congregation. That's important. They can have access to counseling. How do we decide on salaries? We show them you know these are the important for us. How much can they expect? Every year we divide salaries. So what can they expect? How much increase can they expect year on year based on the work? Bonus for those who are full-time staff. How was bonus calculated at the end of the year? So all these things are spelled out in the document and anybody joining us will read this. They will understand and follow this. Okay so let me pause here. Any questions so far? There's a lot more to talk about but any questions so far in just how we hire somebody into the church. It seems very complicated but actually it's very important that we do all those things so that people are very clear what it means to work for the church and the minister. Any questions? The interview process would typically be spread out over a couple of weeks. So that means initially there's a, I mean they send us, it's an example, they receive a resume. So example today I received a very interesting resume from somebody who's part of the church. She is applied for one of the opening positions there. So what will happen is they will check, like I said, they will check everything. Then now because I know this person it might go a little faster but if they don't know the person then we have to do the phone screening then do the detailed interview with schedule a day. So if we do the phone screening today, we have to ask them when are you available for a detailed interview. So based on their time, our time. So they're not available this week, maybe next week they'll schedule it and they're available. Then if all of that is okay then a group interview. So that could happen the same week or that may happen following week. So everything goes well. So we would say, I would say generally could be weeks. Sometimes it could be faster if everything goes quickly or it may take a little longer also based on their availability. But I would say not more than four weeks. Within two to four weeks we can finish everything and we will make the decision. So within a month. Any questions? Yeah. So the question is after we hire somebody then we see, you know, something wrong in their behavior or on the throat. So how do we deal with that? And I will talk a little bit on this later and give some examples but generally what we do is we have a three strike policy. That means we give two chances. If the third time it repeats then they will be dismissed. So example, first time something that, you know, I'm not talking about performance. Performance we deal with differently but I'm talking about let's say they get into conflict with somebody or they, you know, they don't tweak somebody properly. I mean they will get into quarrel or something. So anything that's bad. So first we give them a warning one time. Say, hey, please don't do this. We can't fall. So that's one one. If they repeat it, second one is third time same thing is repeated three times. So two times plus one. So three strikes. So let me follow that because they've given two warnings that if they're still repeating it then we'll have to dismiss. And we tell them that look, this is how we work. I will give you two on. Two times we're okay but third time we're repeating it then we have to dismiss. If it has to do with performance then we see okay what is the problem and why they're not able to do the work. Sometimes they don't have the skill. Then can they go and acquire this skill? So tell them, hey, you need to work on this. Sometimes for example, it's as simple as English. I'll say, hey, you need to improve your English. Please do these courses. If they don't do it, I'll wait for them to do it. Maybe give them six months. If they don't improve the English then they cannot have that role. We'll have to move them through some other role where that is not very important. They can do a work without that too. That's clear. See how they do over there. So when it's performance we try to help them but if they are still not able to perform then again we follow the same thing. So there are two strikes but each time we are actually helping them to develop that skill or sometimes we will reposition and give them a different role. If they have different skills they can maybe be good at something else. We'll be trying. If none of that works out then we have to release them. So what we do, the question is what about the employee provident fund return and fund? So that starts from the beginning. So from the time somebody joins as a full-time staff, if they are on probation we don't do it but once they pass the probation they finish their three-month period. They become a full-time staff. Every month the PF is already paid into their account. So that's a government rule. So we will credit the PF to all their accounts. Then they leave. Again we follow the government rule. If somebody has to work for us for at least five years then we have to also give them gratitude. That means that in addition to the PF they have to be paid an extra amount. There's a calculation the government has given us. The government has given that for every year of service they have to get so much money, so much percentage of their salary. So we'll also calculate the gratuity and give it to them either when they leave or when we dismiss. Either way we have to do it. So we follow the government rules when the staff leaves. Okay let's pause here. We'll continue this and feel free to ask your questions. Thank you. We'll come back in 10 minutes.


Hi guys, this is Jason here from Nathaniel School of Music. In this tutorial, we are going to look at a fusion scale used a lot in India and we are going to do this as an exercise. First we will start off as a simple finger exercise for piano players and then we are going to get into some improvisation, some ear training and then we are going to also play a few licks which I have composed over it and I am calling this entire series a fusion tutorial so that could mean it involves some lessons which are quite Indian in sound. If you take this scale for example which I played in the beginning, it is quite an Indian sounding scale. Now, I am not going to talk about the theory or the names of this stuff or anything like that, we are going to get straight into the lesson. So the intervals used, I am going to take the key of D, we are on the key of D so it is not really D major and it goes root major 3rd, perfect 4th, perfect 5th and the dominant 7th. So that is root major 3rd, perfect 4th, perfect 5th, flat 7. So I am going to explain you the notes in the key of D and I will just play it and then talk, D, F sharp, G, A, C, you could remember these notes, you could also remember their intervals because throughout this lesson we are going to transpose it on not one scale. Most of the videos we learn, people will talk about it, even I just talk about it on one scale and then kind of leave it hanging, we are going to do all scales in this lesson.  The scale is root major 3rd, perfect 4th, perfect 5th, flat 7. Coming down, first we do it A sending and D sending. Saga maa paani paa maa gha, saga maa paani, speed it up slightly if you like semi quavers. Now each scale or each key has its own mechanical issues about it right. So uniqueness. So if you take D, these three fingers are clustered, okay but the root and the 7th flat I think will be very easy to play, just the middle three notes you have to sort out. So get this going, now if you are not familiar with playing this with both hands, you can go with one hand, just that, bring in the left, hold the pedal that's fun. You don't want to hit a wrong note or another wrong note, so please hit the right notes. Now along with the D, let's try and figure this same drill out on multiple keys. Let's start with the key of C. Let's finish all our white or natural scales, then we'll move into the black scale. So for C, saga maa paani, now look at the right hand, right hand is a bit easy because the pinky kind of just curves out a bit, so just remember to kind of use your wrist. This requires a lot of wrist motion to latch on to the pinky on the B flat and then you can kind of circle your wrist as well, so you didn't have this concern with D but here you have a concern because the pinky finger has to go to the black note which is not tricky. So it needs your hand to do a different action. Okay, that's the drill on C. Now when you're doing this in the left hand, the problem here is we don't want your elbow to keep getting clustered like that, almost eating into the stomach, you don't want to push it inside. So to avoid that, I just move my hand up and get this sort of motion when I'm whacking the left hand thumb. So right, you see the mechanics of both hands is slightly different, for D we didn't really bother about all that that much, with D there was more like a collision between these notes. So every scale will give you a different challenge, C, that has to happen. Okay D we already learned, what's the next note, E, now with E, almost carbon copy of D, E, G, sharp, A, B, D and if you read sheet music, we've notated all the 12 scales for you, so you can check it out, download a copy and it'll also give you a sheet music of the next part which we are also planning to do, which include my own transcriptions and other things which you're going to enjoy for sure. So for E, almost like D, now coming to F, almost like C, you don't have that pinky issue in the right hand, little bit, for C it's a bit more of a jerk for F, slightly easier on F if you ask me, for the left hand F, you need to slide in, like that, so far we have C, slide in, F slide in, just trying to compare scales, D and E are carbon copies, maybe one more along the way, E, now let's do G, G we are quite lucky, all the white notes are doing that also for some reason, now A, carbon copy of E, so D fingering, E fingering and A fingering are carbon copies, now for B, slightly tricky, in the left what I do, you need to do some wrist movement, don't overdo your elbow, don't jerk the elbow, little bit of a wrist movement, pinky and this ring will be very weirdly there, you have to deal with that, right, there we go, right is actually very easy, left is the tricky one, that's B, so we have C, now D, flat watch that, only white notes, A quite easy, bit of a wrist movement, so now coming to the black scales, so let me show you D flat, a bit congested here, but you will have to kind of deal with the lack of space I guess, you could even keep your hand out and then bring it in just for the thumb, for the right, left is actually very easy, as long as you bend, curve your wrist out, so the challenge is, we need to use all our five fingers to play this exercise, okay that's D flat or C sharp, now E flat, a bit congested but super easy for the right hand, left hand, little bit of juggling, because the pinky and the thumb are on black notes, that's why I chose this scale, because it repositions your fingers with each key, with F sharp, quite easy actually F sharp, it's a bit more freer, right hand is easy for pretty much all the black scales, left hand, again do that angle thing, let's do that together, A flat, let's play that a bit low, just watch your ring in the left, again quite easy in the right, left, last scale B flat, the B's and the B flats just get your body to kind of move or sway in a weird way, so because of the motion of the fingers, okay guys so we've done C, D, we've done all the 12 keys with this, what I'm calling fusion finger exercise, it's a scale, it's a pentatonic, Indian pentatonic scale, five notes, that's what the word pentat means, and before I leave you in this part, I just wanted to mention when you practice, try to make it a bit musical, so if you do this, you can imagine like a drum groove, wherever the snares are hitting, you could kind of accent it harder, or maybe you want to just strengthen the weak finger, maybe the ring, ring, and the ring gets strong, maybe this ring, that's just something you can do, volume adjustments of the notes will really help go a long way, let's now move on to part 2, where I'm going to talk to you about improvisation and how we can just try and organically fool around with the right hand while keeping the left hand absolutely straightforward, and it's going to be a great way to develop your hand independence, stay tuned to part 2, practice part 1 really well on all the 12 scales, think about getting yourself a copy of the notation and notes on Patreon, and do give the video a like, a share, leave us a comment, what you thought about the lesson, and let's move forward now, cheers.


So people, I could have some massive news. It seems as though we might see the return of probably the most iconic, exotic weapon to ever grace any game in history, the Gala Horn. Now the info I'm about to bring you is kind of fresh, but has not been in any way confirmed by Bungie. But people, I believe it could be happening. How is it going people? My name's DPJ and I'd like to thank you for stopping by and checking out my video. If you do enjoy leaving a like, truly helps out and subscribe if you are new around here. Okay, so after the weekly reset last Tuesday, many files were added into the game, which meant those master data miners got to work more or less instantly finding some seriously interesting things, mainly about the tribute hall, new items and so forth regarding that, which I will cover in a video to come later today. But what was also found was seriously interesting. Now although details are minor at the moment, it seems as though people we might be seeing the return of an ancient relic known as the Gala Horn.  Calm down people, I'm just doing my job and adding a little bit of speculation to it. Okay, so I already posted some 5 or 6 days ago by JP Defblade, showcased many many of these new items in this game's database which were added since last week's reset. But one of those of interest are the items which confirmed a special event, namely Solar Week is coming. Now when this is coming we don't know, I'd speculate around July 30 for the Solstice of Heroes but indeed this could be safe for something else for us to play between Solstice and Shadowkeep. But either way, a solar week is coming and much like Arc Week, solar subclasses will receive additional buffs and so forth. We all know how it works, I don't need to go into detail about that. But what's more interesting is the fact this data mine also confirms files have been added where we might have to build a rocket launcher, files called rocket launching components. Also to mention alongside this are the scattered pieces of a greater whole. Now clearly this doesn't mention or confirm the Gala Horn is making no return. This rocket launcher we might have to build by finding components could be indeed a new rocket launcher or in fact it could be a troll by Bungent could reward us the Dragon's Breath which is a possibility. Imagine Bungent doing that and actually rewarding us the Dragon's Breath, I mean it would be hilarious but in saying that people a reworked Dragon's Breath could indeed be a decent weapon for sure. But I just have that feeling and we might just see the return of the Gala Horn and yes I know that's a big statement about the end of the day, Bungent have been full of these big statements since they've been rolling solo. And the Gala Horn with its Wolfpack Rounds wouldn't even be that crazy considering the other weapons this game now offers.  Diabetic Perfected basically has mini Wolfpack Rounds. The clues kill in under a second and there are so many crazy buffs for extra damage that allows you to one phase many raid bosses. I actually don't think the Gala Horn making a return right now would lead to everybody dropping current setups to replace heavy slots with this weapon. The game has moved so far ahead of the early days of D1 where the Gala Horn was needed for Clota which is what gave it its status. Those days are long gone and bringing back the Gala Horn could be a statement by Bungie that nothing is off limits and let's just hope this is the point if it does happen. All I'm going to say is if Bungie you do plan on bringing back all other exotics which I'm super okay with please hurry with an Ola and beyond. But yeah guys let me know what you think about this solo week, building a rocket launcher by finding its components, Gala Horn, Dragon's Breath or something new, let me know what you think. But in that note guys we have come to the end of the video. If you want to read through the entire post over on Reddit which gives many links to the database where you can find such items you'll find that linked within the video description. But guys if you enjoyed the video leave a like really does help out. If you are new around here and enjoy daily destiny videos be sure to subscribe and if you never want to miss a video I upload and can turn on notifications by hitting that bell button. But guys thanks as always for stopping by hopefully you enjoyed the video and hopefully I will see you on that next one.


The next speaker is Dan Wolfe. I don't have a copy of the program here, so it's sort of like speaking from ignorance. But a title of, okay, Dan is the director of the International Lifeline Fund, and he will be speaking about his work in Uganda about mobilizing communities to improve water and energy and sanitation. And I believe that Daniel has a really interesting background in history. He might say just a few words about what brought him to this project. So, I'm Dan Wolfe. I'm the founder of the International Lifeline Fund. I'm a human rights lawyer. I'm a lawyer who's done a lot of work in human rights, I should say. I had been successful in a particular lawsuit, believe it or not, against the government of Iraq many years ago, several years ago, for taking Americans hostage during the First Gulf War. And as a result of that, I got a nice little legal fee, and I used that to start the International Lifeline Fund. Our goal is to promote sustainable interventions that would have the greatest possible impact in improving health and reducing human misery at the lowest possible cost. And when you're putting your own money into these things, that becomes a very important thing to you. We have projects in Uganda, Darfur, Kenya, Haiti, and Tanzania. At least we've had projects in those five countries during the years since we established the organization. We became operational in 2006, and initially we worked mainly with refugees and displaced persons. But now we work largely with impoverished communities. Our largest project is in Uganda, a country of 35 million, where 90% of the population rely on biomass for cooking. That means they are cooking with charcoal and wood. 40% of the population lacks access to clean drinking water, a significantly larger percentage lacks access to adequate sanitation. And this isn't a country of 35 million people. So over the last seven years, Lifeline has provided 270 clean water points. And we have distributed, and or sold, 120,000 stoves. Those are our two main projects, clean water and clean cooking. The stoves save 50% on fuel use and approximately 1 million beneficiaries during that period. In 2003, Lifeline began what is what we call the H2O Plus project. It is a holistic intervention that is designed to ameliorate the dire health and socioeconomic conditions confronting impoverished villagers throughout northern Uganda. And we are commencing this project in Apoch District. Now, the project is focusing on two particular interventions, clean water and clean cooking. With clean cooking, we are providing clean cooked stoves. So why water and why stoves? Well, in the time that I've gone out to impoverished communities in Africa, I can say that if you are in a rural village in Africa and you want to do two things that will most impact the lives of an African villager and the health and livelihood of that community, you will address the issues of clean water and you will address the issue of cooking. Clean water we all know about, that's what everybody is gathered here for. A few people know much, I would think, about the cooking issue. And when I try and promote what we're doing to people, this is what I have to spend all my time explaining because it's not immediately obvious, but you can imagine if you did not have a stove in your house and you did not have any way to get to cook things, what would you do?  You'd have to go outside, you'd have to chop down some trees, you'd have to build a fire. Pretty soon if you're in a community with a few hundred people, there are no trees around, and you have to go further and further out. So you're spending a lot of your time collecting firewood and then cooking with it. It's a very, very time consuming task. So it's also a very dangerous task. So these are two things, if you look at Juliet's slides, that once you get past the infant mortality stage, these are the two major killers in Africa in village life. 22,000 children in Uganda under the age of five die due to waterborne disease. 20,000 Ugandans die every year due to injury or air pollution. That is what's causing the acute respiratory infection, the pneumonia, the high rates of disease, of morbidity and mortality. In terms of time, I think that it's no exaggeration to say that the engines of African village life are women. And the problem is, is that the typical household, and what I mean here really is the typical Ugandan woman, and you might say typical African woman, spends two hours of her time every day collecting water. Another two hours of her time every day collecting wood, and somewhere between maybe about five or six hours a day cooking. So that's 10 hours a day. That doesn't leave a lot of time for the engine of economic activity in the village to do other tasks. So that is why we are trying to challenge, to attack both of these particular problems. The other reason is that in the last two decades, and this is not just Uganda, but Uganda has lost over one third of its forest cover. And a very, very significant cause, if not the chief cause of that, believe it or not, is the use of wood for cooking. Literally, the average African family living in a village will consume 15 trees per day. And if you're cooking with charcoal, per year, excuse me, and if you're cooking with charcoal, you will consume an average of 50 medium sized trees per year. Now, as I mentioned before, we are focusing on a potch district with the H2 Plus project. Why a potch? Well, for one, it's only a few kilometers, 50 kilometers from our base. So we can get there easily. It's a manageable size of 370,000. 40% of the people lack access to clean water, making it a very typical Ugandan district. And there was a motivated local government in potch, which obviously makes program implementation a lot easier. And finally, there was the presence of a CLTS project. So we talked a little bit before about community-led total sanitation. This gives an opportunity to compare the CHC approach with the CLTS approach. Our goals for this district, number one, to achieve 100% water coverage throughout the district. Universal coverage, which will require the creation of 350 new water points by 2017. So far, we have, I think we're about 45 right now. In each village where we create a new water point, the goal is to create and establish a CHC, which we are doing. We want to sensitize 35,000 households, that's every single household in all of these villages, on improved hygiene and health practices. Elimination of open defecation in all 350 communities. Our goal is to achieve 60% fuel-efficient stove adoption rate. That means taking people away from open-fire cooking and transforming them into FES, fuel-efficient stove cookers. The reason why we have 60% and not 80 or 90 or 100 is the object here is to get people to buy stoves rather than to give them away. And so we won't sell them to everybody, but we believe that 60% is a reasonable goal. And in the process, create income-generating opportunities for about 3,000 micro-entrepreneurs, manly women. A total cost of $3.5 million, approximately $20 per person for beneficiary. This is just an example of creating a new water point in Apache District. So why CHCs? And why did we get involved in that? Now I have to say that when I first learned about community health clubs, with all due respect to Anthony and Juliet, I thought it was an exciting idea. But I was not 100% convinced it would work. Working in a place like Northern Uganda is a bit different than Rwanda and a bit different, I think, than Zimbabwe. We're talking about a community that is extremely fragile, that has been ravaged by 20 years of civil war, where there is a major dependency mentality. And what this concept of bringing people together in a community and having them sort of rise up on their own, take responsibility for their own health, and gather together every week for 26 weeks or 20 weeks, and that's just the start, is kind of amazing that that could possibly happen. And a little bit unbelievable. This is a dependency mentality community. And if you don't give them, this is my experience, if you don't give people what, no tea and biscuits, no incentive, nothing extra to go to these events, not necessarily that people are going to come. And then these were to be events that are led and orchestrated by local community leaders. In a village of 500 people, 100 households, I was skeptical actually that you could have the capacity in that community to find somebody that could actually run these CHCs, that could orchestrate the program in a way that would be successful and effective. So we started the program, I got some pretty good reports from the field, and just three months ago I went to Uganda. And I did what Anthony did. I didn't tell anybody where I was going. I showed up at the last minute. I didn't even tell my team where I was going because I didn't want to have any, I didn't want the community to have any prior knowledge. I didn't want anybody to know what was happening. I didn't want to see any type of, anything that wasn't exactly what normally happens. So it showed up out of the blue, and truly it was amazing. I was in the communities of about 100 households, I would say at each community, approximately 60 or 70, about 50 or 60 people showed up. Yet they were competing with two other major events during those days. There was a funeral going on in one of the communities, a major funeral. And then in another community there was a major anti-corruption initiative. And yet 60 households from a community of 100 households showed up. The session was mind-blowing, to say the least. I mean, I don't, the way this stuff, this is organized, and the way the women who led the club, communicated to the club, was extremely, extremely effective. There were songs, there were claps, there were, you know, just to get things interesting, there could be drama. And everybody was fixated on the message, and everybody was participating. I would say that 50% of the individuals who participated, who were at the club, actually spoke. Everybody was fixated on what was happening, and it was a single message that was being conveyed. So you couldn't possibly miss the message. And perhaps more than that, and this is something that Juliette and Andrew had never really communicated to me, is that this became the beginning of civic society in these villages, because there was no community organization prior to the establishment of the CHC. So you could see the pride that people had. You could see the sense of ownership was practically palpable. And this becomes a really excellent means of community empowerment. So what we wanted to do is expand the CHCs to cover an area that Anthony talked and Juliette talked about a bit, but is our core program, or one of our two core programs, and really our signature initiative, which is promotion of fuel-efficient stoves. And now one of the problems that we've had is promoting fuel-efficient stoves as an economically-based intervention in villages. And the CHCs are going to become a vehicle for that. Now, in order to be successful for a stove program, really you can give stoves away for free. You can train people, but ultimately how many can you train and how many stoves can you give? Not too many. If you really want to alter and transform the way people cook, you have to do this through private markets. And we have been trying to do that at Lifeline, and we've had some success doing that in towns where people cook with charcoal. We have sold 40,000 stoves since 2008, and it's possible to do this. It's difficult, but what makes it easier is that people are cooking with charcoal. And in literally six weeks, this stove, which costs us about six or seven dollars to produce, and we sell for about nine or ten, or eight, will pay itself back. So soon the individual who's buying the stove is literally making money off of their investment. The average family spends about, I think, in Africa, literally about eight dollars to ten dollars, and you've gone to about eight to ten dollars on charcoal a month. So if you save 50% of that, that's four or five dollars a month. If you're living on two dollars a day, that becomes a lot of money. The community liked this stove so much they called it the Akelo Kuch. They named it themselves, which means the peacemaking stove, the idea being that it brings peace to the household. So the challenge is how do we sell stoves in rural markets? Our initial goal was to sell them both in towns and in urban and peri-urban areas, but also in the rural areas where most of the people are and where the most extreme poverty is. And we had a real difficulty because while people value money, most people in African villages don't really value time in the same way.  And the problem is you're not going to get somebody in a village, frankly, to spend ten dollars on a stove. So we needed to reduce the price. We needed to deal with the fact that people were not going to pay, that they didn't really have knowledge about the benefits of the stove, and that even if they did, the cost of getting the stoves to them and selling them one at a time makes the program cost ineffective and dwarfs even the price of actually producing the stove. So one thing we set out to do is we developed a new wood-burning stove that only costs us $2 to make. It's efficient, 50% fuel savings, and this is a durable product that could last two to three years. Plus, it's portable. You can take it from one place to another, put inside or outside the home. And this is the model that we have recently developed. I know it looks very simple, but believe me, I've been out there for seven, eight years on this kind of work, and it took a long time to get to this particular point. But this stove is quite good, and it's been tested internally by us. It's being externally tested, and we spent a lot of time and effort on it. We might put a metal top over the stove rather than using the clay one because the first thing that we'll deteriorate are those pot supports. So how are the CHCs going to help us solve this problem? Well, first of all, we'll be dealing with an audience that is already sensitized that already cares about their health, that has already been through the first stage of training. And so this is going to be a very receptive audience for us to sell these stoves to and to sensitize the community. We can sensitize everybody at once because everybody is meeting on a weekly basis anyway. And so everybody is there. We have a phenomenal facilitator, and I'll tell you, the two facilitators that I saw, it was kind of like, I would have thought that these were professional educators, and yet they emerged directly from the village. So we can do the training, we can market all at once, and this group that's formed becomes a collective group that we can sell the stoves to. So instead of doing one at a time, we can literally have a group purchase and bring the stoves in all at once, and that greatly facilitates our distribution problems. So I'm very hopeful we have not reached this stage yet in the project. We're still at the stage where we are providing the health and hygiene training. But from what I've seen, this stands a pretty good chance of working. Thank you. So if there are any questions? Do you want to do yours and then have questions for both of us? Okay. Questions? I think people want to come up here. Thank you, Dan. My name is Jen Navnyamurumba, and I'm from Uganda. I have two questions. How are you planning to work with the water source committees? Policy requires that each source should establish a water source committee. And then you're planning to establish community health clubs. How do you plan to link the two? Because that is a policy requirement. And the second one, how do you also plan to relate and link with the village health teams, the extension staff at the district level, at the sub-county level, at the parish level? Because that is within government requirement. So if you could clarify that for me, then I would be very happy. And then lastly, it's just a comment. I'm actually using the stove in my house. The calicooch? Yes. What do you think of it? It's great. Are you from Northern Uganda then? Oh, okay. Great. Well, it's good to know that the stove has gotten out there. So let me answer those questions. First of all, in every community where we establish a water point, yes, we do also establish a water user committee. We did that. That preceded the establishment of the community health club. So the water user committee, we have been creating separate from the health clubs. But if I'm not mistaken, do you in some instances actually have the health, the user committees established through the health club? Yeah. So we haven't done that before, but I'm sure that is going to happen. And I think also that the water user committees in some sense then become responsible, answerable to the health club. So the health club actually becomes an extra source of monitoring the effectiveness of the water user committee. Because if people don't perform, you now have a unified club that can take action. Whereas in the past, if a water user committee doesn't perform, there's really no one to go to. So I think that the two work hand in glove. Have I answered that full question? I think so. I'm sorry. The next part of the question concerning the relationship with government. So the reason, as I mentioned initially that we chose a posh district is that the government was, we worked with them before. They are extremely receptive to this particular intervention. And actually they have, we moved our water team to a posh district. They gave us a office within their headquarters out of which we work. They choose all of the water, we work with them in choosing each water point. And so we work with each level of government in doing all of those interventions. Okay. I think we should take one or two more questions. It's obviously Mr. Truba, I think at the back. We'd love to see your face. Thanks. Great presentation.  I'm with the Water Supply and Sanitation Collaborative Council. At the beginning you mentioned choosing a posh because there was also an ongoing community led total sanitation program. And by working there you have the opportunity to perhaps link with it or compare the CHCs. I wonder if you could just mention a little bit about how that worked if it went well or if there were challenges. Well, I should say that's a little early. So it's hard for me to answer that question. It's just that the government has been implementing those projects and in the villages where we've been operating, we're establishing the CHCs. So and all of those villages that I know of, there is not yet a CLTS established in the same villages where we have established CHCs. So side by side we'll be eventually we can compare results. But that wasn't, I wouldn't say that was a principal driver. So I don't really have much more to add to that. Thanks. It was sort of a side benefit. Hi, I'm Michael Davidson. I'm an agricultural consultant doing work on the catalyst program in Uganda. The question is this, as you go around the villages, you're working with CHCs, do you think they're a venue for educating population on agricultural techniques, irrigation, et cetera, et cetera, et cetera? That's an excellent question. I mean, I think the CHC has become an excellent vehicle for introducing all kinds of initiatives into the villages. Obviously it has to be one at a time. But I don't see why. The thing is you're dealing with a highly motivated group of people who are trying to better their lives. And so you have a receptive audience. Right now as at this point there hasn't been any program specific? No, no, not yet.


My name is Preetam. I'm the moderator for this session. And I mean, the session after lunch is always difficult because people are probably still lost. So anyway, I'll let you start. Yes, sure. Okay. Just introduce yourself. Sure. Hi, everyone. So I'm Sandeep and I work for IRAD. And I work for international internationalization part of the international part of the computer science where we actually transform a software to get localized into different cultures and get software translated from one language to another languages. So trans stats is very new in the terms like its development and its evolution. So I'll take you to trans stats introduction in this session. So the first is what is product proliferation? So suppose we have an awesome product and we are working on this project from last so many years and now it is so awesome that we wanted to get proliferated to other parts of where it has been origin. So for that we need to get it translated into different languages and to get it translated into different languages. There are so many steps we need to follow, which I'll go through. So how actually Fedora achieved this? So we have a development team for Internet. I-89 is the short form of internationalization which work on core components of internationalization where actually all this happen. Like we have fonts and its configuration, input method, dictionary, rendering stack modules, locale type, typing boosters and these all components. These are OS level components which actually help the software to get transformed or to get topped to different cultures where we can have other languages supported for our system. Like for Fedora 26 we have so much of languages and you can choose anyone to get into the system in that particular languages. So behind the scenes it is these components which actually take care of all the support, all the APIs and everything. Along with this core components we are into development of translation platform. For Internet and Fedora we have Xanata and there are so many open source and close source translation platforms out there and there are other developments as well. So along with these developments we have collaboration between whom? Between developers, Internet managers that is localization managers which actually take care of localization process. Localization includes translation plus other processes. So IATNN is basically engineering part which add all the components required in your software to get translated or get localized. And localization is a process whereby you can actually adopt the software into different cultures. And there are quality engineers who actually check on like everything has been in the correct order or not. Like those translations are getting populated everywhere. The screens which are coming up has proper translations or not are in better quality or not and plus they are working all through in well mannered or expected way or not. So in Fedora there are so many packages behind. Suppose you have Anaconda which when you install any software, any operating system like Fedora. The first screen which appears is from Anaconda and Anaconda has several packages linked to it underneath. So and they have their own dates for releases and how actually translations occur for those packages is this way. Like suppose you have one package, package in the sense you have one software which is actually a part of Anaconda from backend system. So the source code will lie at Pagur. Pagur is GitHub alternative in Fedora we have. And it will link to Zanata. Zanata is the translation platform where all the translations are happening. And then it is being built into Koji build system. Koji is a build system where you actually package your software and produce RPM. So that RPM can be shipped into the final product. And in Fedora we have these much of I mean when you will see the release schedule of Fedora. There are some points which are actually linked to this particular process. And these point are software string freeze, translation deadline, beta freeze and final freeze are common points for everything. So in software string freeze developers are asked to better get stop with all the changes they do in strings. Like you are writing your software and you have some string which are going to the screen for user. So you actually have to stop making changes to those strings when software string freeze has been reached. And in translation deadline translators has to convert or translate all those strings into targeted languages. So that they can be packaged and released in beta and final freezes. So these are the steps and these are the actual milestones of Fedora development. These are the release date of different packages and this is the process. Now let's look at how they are interlinked in transters. What is package localization cycle? So there are so many packages and just consider one package and their localization cycle. Then in planning phase we decide on different aspects like which languages the package has to localize in. Suppose there are so many languages out in the entire globe. So suppose you are targeting 10 languages for your product or for your system. That should be done in planning phase. In development phase translators are asked to create... See in Zanata if you will see there are so many projects and in projects there are different versions. So translators are asked to create version of a specific release. Suppose you have a new release coming up that is Fedora 28. So you have to create one branch in Zanata saying that it is for 28 Fedora release. So here you have software, you have to extract strings from your software and push it to Zanata. In Zanata you have to get it translated and then in build system you have to build everything to produce SRPM or RPM. So this is the cycle. So in development translators are asked to create branches and developers are pushing those strings to Zanata and pulling back after translation. So this is mostly development part. In testing part QE like quality engineers check on those translations. They are correct or not. They are working properly or not and all those stuff and then general availability happen. So in this entire cycle the testing team got very little time because of bit of freeze and those all stuff. Because once translation deadline has been reached this phase has been over. So it comes to testing part and then before beta phase itself testing has to happen. So in the whole process when you will see like from development of a software then translation and then build system building that particular software in the whole process there are some challenges and we actually need to tackle those challenges. So what are the challenges? The challenges is how to track strings of all participating packages have been pushed or pulled from Zanata in time or not. Zanata is a translation platform. Now suppose we have taken example of Anaconda. Anaconda has more than 10 packages running behind. So all the strings from all 10 packages has to push into Zanata and pull back. Similarly we have so much of packages. We have more than or almost 20,000 packages in Fedora. So how actually we need to like how we should track that every strings from every package has been pushed to translation platform and pullback. So this is one challenge. Second challenge is once they are in pullback or they have been pushed are they really participating in the build system? Are they have reached every translation has reached build system or not? This is second challenge. Now what is the volume of translation required for next Fedora release? Suppose we have done a lot of things. We have managed everything and we have produced a new Fedora release. Fedora 28 with everything translated but what is for Fedora 29? What is the translation volume coming up which you have to translate and produce the next Fedora release? So this is one challenge. One of the major challenges for quality engineers is can we fix major translation bugs reported after translation deadline and before final phase? So it is very important. Like suppose there are 10 bugs which has been reported in quality engineering phase and do we have some mechanism whereby we can say that out of 10, 4 are very critical and you have to solve them. So hash blocker kind of thing like which are the blocker bugs and which are the high priority bugs. So there is no system as of now to have that information. Now which set of languages need attention and who should handle of or fix that? Like suppose you have targeted 10 languages or you have targeted X number of languages and you have language experts only for 5 languages. So which bug you can actually solve and which bug you cannot solve? So that particular question is very much I mean it is very complicated. So is there any system to tell me that okay you have 5 Japanese bug, you have Japanese expert who can solve these bugs. So this could be done. This is one challenge and second last challenge was like is there any way to automate some of these steps? So can we automate some of these steps? Pulling back, pushing back, quality checks and there are so many other steps underneath. Can we automate some of these steps and see like how this is happening? Now let's go to TransStarts demonstration. So this is TransStarts screen where you can see that we are actually mapping everything. So we are mapping languages, translation platform, product releases, packages and there are so many jobs working on that. I'll take you very quickly on this screen. Here we have summary like what is in Fedora 28. For Fedora 28 currently we have just one package in the system. So it is saying that for Korean language we have to translate 108 strings. Now select Fedora 28 from here. After selecting you will see everything in details. So one package is about, there are so much of messages, this much has been translated and 108 has not. Percentage wise only Korean has 7.3 percentage so we have something left in Korean. If we select exact Korean language it will show us like how much has not been translated and what is remaining percentage. Now go back to packages, this is very important. Here you can see that we can show how many packages are out of sync. Like those are not synced in what we have in translation platform and what has been built. So here we have everything 0 and one package is being cracked. So if we'll select any of one package it will show in details like here what is there. So this is the statistics we are getting from build system. Like what is the translation statistics at build system level. These are which we are getting from translation platform. Like this is from translation platform, this is build system and upstream this particular statistics we are getting from source repository. So we are actually mapping all these three points we are generating statistics and we are comparing. Like what is the position of all these three places. And then after comparing we just find out like in which languages the work is with us. If we'll go and see two different things. So we have so much of languages in this system. Ten languages has been enabled and in translation platform we have two. The engine is Zanata but we have two instance translate Zanata. In products we have one product Fedora and if we'll go and see in details it has all the release dates. Like what are different milestones it has. If we'll go to packages this is about and this will show what are the last sync date stamps. Now go to jobs these are very interesting. Like these are sync jobs which actually sync to different places. Like with sync to translation platform, with sync to upstream and with sync to downstream Koji platform. These are the logs for all three. So now what we can do we can go and add one package for the system. Login into the system and you can use Fedora authentication for that. So after login you will get add package button over there. So once we click on packages, add package button will be there and through this you can add packages. You have to give the package name upstream URL that is the source of that package URL. We are choosing one package from Pague that is IOK. So we'll be going and adding IOK as package. Now we can see that IOK has been added. So here we don't have any graphs because for graphs we need to get it synced with different places. This is a synced platform. Then we'll sync with upstream repository and here you can see this is an important part. So after getting synced to a translation platform we have these statistics. There are branch mapping in the bottom and once you will go and sync with upstream repository what exactly it is doing. It is cloning the entire repository from GitHub and generating filtering out all the PO files basically which hold translation for this package and then generating statistics on them. So when you will see 47 PO files has been filtered. So this package contains 47 translation files and now go back to IOK and see. So here you can have upstream statistics. So this is the YML-based format to sync with Bell system. What it will do? It will go to Bell system which is latest build details, pull out the SRPM and then unpacks it, filters out every PO file, apply patch and then calculate the statistics. So we are doing it for Fedora 28 for IOK package. Unchecking write-ins means whatever statistics we are getting we are going to store that statistics in database. Now this is the latest build details which we fetch out from Koji build system. We are unpacking SRPM. We are unpacking TABOL. Now PO files has been filtered. No packages were there and in the bottom we can see the statistics for IOK. So now when we will select IOK and go down we can see that we are having everything like we are having statistics from upstream build system and translation platform. We are having generate statistics. These are the languages which need attention because they are out of sync. And when we are refreshing it it will show that one package is out of sync because we got some languages where we need attention those were out of sync. Now let's get back to slide. Here we can see that left hand side and these are the answers to them. Like by comparing translation statistics derived from different places we can answer these two and what volume of translation is required. So in release summary we can see that what volume is required. YML based jobs can pass SRPM to check criticality of translation bugs because we are actually unpacking SRPM. We are running some of the task there. So we can add quality checks there as well. And trans stats can answer which packages are out of sync has diff and in which languages. So that will answer that particular question. And last is there any way to automate few steps. Yes we can automate these steps because we are following YML based. So we can write those steps in YML and the system will perform those for us. This is the diagram how trans stats work. It works by syncing with upstream, syncing with translation platform and release schedule and build system. Currently trans stats can sync with trans effect, zanat and dandelion. These three are translation platform. GitHub and Pague are source code repositories, release schedule and build system. These two are required for notifications, for generating notifications, scheduling jobs. Snapshots are required to figure out like what was in for Fedora 28 and now what is for Fedora 29 and 29 and so on. What should be the work estimation, translation differences where we have plus if we do scratch builds with latest translations and post those results to developers that would be very much helpful to them. So these are all in progress task for trans stats. Now let's make trans stats better together like what is the technical stack of trans stats. In trans stats we have server CLI. One project is of trans stats automation and we have some unstable scripts for deploying trans stats to different instances. In server this is simple Django application which uses request to talk with different services. For forms we have Django crispy forms. Postgres is the backend database for trans stats. For CLI we are using click framework and we have few commands as per the APIs being exposed. Translation, trans stats automation. We have selenium projects to test translations and to test trans stats and all those features and we have playbooks to deploy trans stats at different places. You can go and see project at transstats.org docs are at docs.transstats.org and if you got some interest then you can go and see source code which is at github, github.com slash trans stats. It is very quick to get development instance of trans stats. Just clone it and apply or run vagrant up. It will do all the stuff for you and you will get it running on your laptop. So, if you would like to see some more details or practical demo you can just go to transstats.xyz. This is the demo instance of trans stats where actually you can see whatever I have demonstrated. So, here you have everything for Federa 28. We are currently tracking 40 packages and 29 jobs has been run. So, here you can go and have a look like what exactly trans stats is and how things are getting generated. What I have not covered is graph rule. For graph rule is like you are generating one rule which include X number of packages which include X number of languages and one release branch. So, if you will go and see that particular graph it will look like something like this. This is the position of RH installer component similar to Anaconda which and these are the participating packages. So, this is the transmission structure at the start component. So, getting back to my questions slide. So, I am open for questions. So, actually anyone from like developers can have look on YML files and how what is the position of translations and what is the health of translations in the final product. So, it is helpful for developers. It is helpful for quality engineers, IT and quality engineers to quick their processes using those jobs and everything. They can from the early like when we hit before hitting their deadline or before hitting their start line itself. They can know these much of languages in these much of packages need attention. So, they will go and solve those bugs first like which particular bugs are critical to them. So, quality engineers and for localization managers basically can go and see the volume of data. Like if you will go and go to dashboard and when you will select Federer 28 release. In Federer 28 release if you will see at transaction.xyz then it will show for all the 40 packages like what has not been translated, what is remaining. And if you will go for detailed view then it will show like in which languages the performance is not so good. So, which are the languages for which all packages need attention. So, Eltenian managers as well. So, it is beneficial for developers, IT and quality engineers and localization managers or maybe localization team. So, that they can look at the set of packages they are working on. Does that answer your question? I was thinking because sometimes the customers time to customers like for translation line basically are not translated. So, it is like Korean, Japanese, Chinese. Exactly. Even like some line is like that we have made here. Right. Like some is across the line. We don't see them. So. Exactly. So, actually what is the benefit of using Transstats is it can talk to different translation platforms where translation is happening. So, it can give you very overall picture of any of the releases. If you are targeting any of your release and you have several packages, several languages underneath several translation platforms. Then you can actually go and have everything at once. This is the very. Is the next speaker here? Yes. Okay. Thank you. Thank you. Thank you.


In this presentation we will take a look at multiple choice questions related to inventory and cost flow. First question. When cost to purchase inventory decline, which method will result in the lowest gross profit? A. Specific identification B. Average cost method C. First and first out, FIFO method D. Weighted average method or E. Last and first out, LIFO method. Once again we'll read through the question, see if we can eliminate some of the options. When cost to purchase inventory decline, which method will result in the lowest gross profit? So we're looking for the lowest gross profit and we're looking for when the costs are declining, which is kind of the unusual, the opposite than usual nature, they usually go up. So let's go through these here and first we're looking for something that's kind of extreme again, the lowest. So if we go through a specific identification method, we don't really know if that one's going to result in the lowest gross profit because that's not really a cost flow assumption that's going to be specifically identifying the inventory that was sold. So it really depends on the customer which inventory they sell to, specific identification typically being used when we have larger types of inventory. So I don't think that's going to be, it's not really a cost flow assumption here. B, average cost method. So the average is not usually an extreme. So we're looking at the lowest gross profit, meaning we're looking for the method that's going to be somewhere on the extreme and you would think the average would be somewhere in the middle. So it's probably not going to be B. First in, first out could be one of the one of the extremer methods, meaning it's not going to be the average of the two. The average typically is the average between FIFO and LIFO. And then D, weighted average method. Weighted average method seems similar to average and once again it is an average. So for both those reasons, one we can't have two of the same type of answer and two it's an average which we would think wouldn't be an extreme. I'm going to eliminate D. And then E says last and first out or FIFO. Typically when you see these problems, when it says lowest or highest, we're usually going down to is it FIFO or LIFO? Average is usually in the middle. So which one is it LIFO or FIFO? And the default method to think about this is I would first, and there's a lot of questions that can be asked that are similar to this. They can ask about the gross profit, the cost of goods sold, the net income, the inventory. They can ask whether it is declining or increasing. I would think first the default. The default is when prices go up due to if nothing else inflation. And if prices are going up, then the default would be first and first out will make you look better. And last and first out will typically make you look worse under normal conditions, which is not what we have here under rising prices. Then we can reverse that when we think about the declining prices. So under normal conditions and rising prices, whatever they ask you for, it should look the first and first out will make you look better. So if they ask you about the assets or inventory, first and first out will have higher assets and inventory because that would make you look better. If they ask you about, in this case, gross profit, if we were talking about rising prices, then you would think that first and first out would result in gross profit that would be higher because that would make you look better. If we were talking, they can ask the same about cost of goods sold. Cost of goods sold, we would usually want to be lower because that would result in a higher gross profit and higher net income. And so you would think cost of goods sold would be lower under normal conditions under FIFO and then finally net income. If we had normal conditions of rising prices, we would think FIFO would make you look better higher net income. And then we could reverse all that if we're talking about the opposite, the lower net income. So if we have lower net, if it's a decline in prices, another way I should say a decline in prices, then first and first out will make you look worse. So we can just flip everything and say, well, which one's going to make you look worse? This one's going to make you look worse. So we're looking for the lowest gross profit and that will make you look worse, right? So that you would think then would be the first and first out method because that would make us look the worst, the lowest method here. Now again, you could go through all the cost flows to kind of figure that out. But kind of a shortcut minimizing technique like that may make it faster when you're doing a test taking kind of under pressure situation. So once again, when costs to purchase inventory decline, which method will result in the lowest gross profit? C, first and first out. Next question. Conservatism applies to accounting means, A, when multiple estimates are present, the least optimistic one should be used. B, a company must be consistent with accounting methods. C, revenues are recorded when earned. D, expenses are matched to revenue. And E, all inventory items are reported at full cost. So once again, we'll read this off and see if we can eliminate some of the options. Conservatism applied to accounting means. Now, so you might want to obviously just try to define this first before you go through the options and see if you can get an idea of what we're talking about. And then go through and eliminate it. Conservatism isn't a political type of thing when we're talking about here. We're just talking about the idea of erring on pretty much making us look worse, basically. If we make an estimate, we don't want to overstate ourselves or present ourselves in a higher position than would be accurate. In other words, if there's two positions we would want to and they could equally be the case, we typically want to lean towards the lower position and the justification for that would be that we don't want to purposely overstate information so that people can remain trustworthy financial statements that we have, which will build trust hopefully over time. So A, when multiple estimates are present, the least optimistic one should be used. And that sounds pretty good. Let's see what B, so I'm keeping that for now, B, a company must be consistent with accounting methods. And you might think that's kind of good too. I'm going to keep that for now. C says revenues are recorded when earned. And that is something, that's a method, but that's the revenue recognition principle. So that's not conservatism under this, under accounting. So it's not that one. D says expenses are matched to revenue. And that's kind of another principle, that's the matching principle.  E says all inventory items are reported at full cost. And that may be true, but again, it probably doesn't apply to the conservatism principle. So we're left with A and B. Once again, the question of conservatism applied to accounting means A, when multiple estimates are present, the least optimistic one should be used. Or B, a company must be consistent with accounting methods. Now the consistent thing deals with actually the consistency principle. So it's actually going to be A, these are different principles as well. A is the multiple estimates are present, the least optimistic one should be used. And again, that's going to be an estimating principle. And really the idea there is that we don't want people to be so aggressive with the financial statements that they're really overstating their position. And that will reduce the trust in the numbers, that's going to be the idea. So once again the answer, conservatism applied to accounting means A, when multiple estimates are present, the least optimistic one should be used. Next question, inventories should be reported at A, market value, B, cost, C, replacement cost, D, retail value, or E, lower of cost or market. Once again, we'll read this all, see if we can eliminate some of the options. There should be reported at A, market value, you might think that might be something, B, cost, when we buy the inventory we typically do report it at cost, C says, I'll keep those two for an hour, C says replacement cost, and you could say under certain circumstances that might be the case, I'll keep all of those for now. B says retail cost, retail cost is really what you sell it for, that's not what we're going to record the inventory for, that's our sales price typically, so I'm thinking it's not D. E says the lower of cost or market, and that kind of sounds like a term that seems applicable here. So if we read through it here again, I'm going to keep all those, inventory should be reported at A, market value, B, cost, C, replacement cost, or E, the lower of cost or market, and the rule is going to be this lower of cost or market. So although we do buy it at cost, if the cost were to go below that, the market value, the replacement cost, then we'd have to do the lower, and if the replacement cost, we might record it at replacement cost, but only if it's lower than what we actually bought it for, the default is we put it on there at cost, if the replacement cost goes below that, then we convert to replacement cost. And then A, market value is kind of, I was thinking that's similar to the market replacement cost, so that's not going to be it unless it goes below the original cost. So once again, answer, inventory should be reported at E, lower of cost or market.


We had a good opportunity, obviously, to win that game. So frustrating, you know, we're pretty close to having it. But let it slip a little bit. Were you trying to throw that slider? Yeah, I was just obviously not trying to throw right there. More down and away, borderline strike. I was expecting a swing. And I think it just came out a little early, not ideal. How have you felt about this postseason? I don't think you knew something. I felt great the last two games. I felt like, you know, for the most part, I've been in the zone making pretty good, pretty good competitive pitches. Some haywire stuff's going on. But, you know, overall, I felt like pretty good, pretty good. The division series, no, Cruz didn't chase the slider. But was this the first one tonight that you kind of hung a little bit? Yeah. Happy with the pitches in the division series.   And nobody on. So it's just trying to get ahead. And I have a lot of confidence in my slider, obviously. But, you know, credit to him, he didn't miss it when I made the mistake.