Member Statements, the Member for Spadina, Fort York. Thank you very much, Mr. Speaker. Over the summer, we had three months of committee hearings on small and medium-sized businesses in this province. And on the last day, you know, and over the three months, I'll just say that at the beginning of the three months, businesses were very concerned. They were saying, look, I wasn't able to make my may rent. By the end of it, the last day at the end of August, six businesses from six different parts of the province, six different, very different businesses, they all said, I'm not going to be able to make it through the winter. And they said, we need three things. We need commercial rent relief, a program that actually works. We need tax forgiveness, not deferral, because it's unfair that this government is demanding that companies who were forced to shut down by the law, by law, by this government, are actually expected to pay taxes for that period. And they need regulation on insurance companies, which are tripling some companies' insurance rates because of the pandemic. And the response from this government was that they would, some of the Conservative members said that they would write a letter to the federal government, or they would provide advice. Well, these companies don't need advice. They need support. And they need support to remain solvent so that they can reopen when this pandemic is over and refloat our economy. And so I'm asking this government to reconsider their actions to support small and medium-sized businesses in this province, so that we can all have a strong economy at the end of this pandemic. Thank you. Thank you. Member Statements, the Member for Mississauga East Cooksville. Thank you very much, Speaker. This year has seen unprecedented challenges for Ontarians in the wake of the COVID-19 crisis. With Thanksgiving around the corner, I want to thank every resident of this great province for heeding public health advice and doing what they can to stop the spread of COVID-19. I want to also share my deepest appreciation for the frontline healthcare and essential workers who have served this province and kept things running smoothly and continue to do so. Speaker, this here has been a difficult one for my family as we just lost our grandmother just a few weeks ago. I'm thankful for the time my wife and I and our kids had with their great-grandmother. And I will never forget her delicious and heartwarming Thanksgiving dinners. She will be missed. Speaker, I want to express gratitude for being able to celebrate Islamic Heritage Month in this great province of Ontario. It is truly a privilege and an honour to live in a province that uplifts and celebrates the diverse communities that make up the landscape of the place we all call home. Speaker, as we approach the Thanksgiving weekend, I want to remind everyone to continue to follow public health guidelines by avoiding unnecessary gatherings, wearing a mask, keeping your distance and washing your hands. Let's continue to work together to keep one another healthy and safe. Happy Thanksgiving. Thank you. Member Statements, Member for Brampton East. Thank you, Speaker. Right now our roads are safest they've been in years with far fewer accidents happening than before. People have been listening to public health experts and they've been staying at home while their cars are often parked in their driveways or on the streets. Why are they still paying full price for car insurance? We're all making sacrifices during these tough times. Billion dollar car insurance companies are actually increasing their premiums during a pandemic. The Conservative government has the power to mandate lower car insurance rates, but they've chosen to do nothing. That's why the NDP is fighting for a 50% reduction in car insurance rates for all Ontarians during COVID-19. That's what people deserve during a pandemic. Last week, I met with Ken. He's a small business owner in my riding and he had to shut down his business because he didn't receive the support he needed from the Conservative government during a pandemic. He is just one of the many small and medium-sized businesses that are living hand to mouth right now because of COVID-19. But instead of acting to help, this Conservative government is doing nothing. That's why the NDP is standing up for small and medium-sized businesses and we're calling for an immediate ban on commercial evictions. We're calling on a freeze for utility payments and for rental support for businesses in need. The NDP is going to keep on fighting for small and medium-sized businesses until they get the support that they need. Member Statements. The Member for the Topical Lakeshore. Thank you, Mr. Speaker. It's been a crazy morning. During the emergency lockdown, as a response to the COVID-19 virus, we were encouraged to stay home and children were not allowed to go to school. It's been completely understandable why, during this time, so many families and individuals decided it was a good idea to adopt or purchase a pet. Animals are a great source of comfort, especially during times of stress. They bring families together, they provide company, great memories and they force us to go outside and get exercise, even when we don't want to. During these unprecedented times, most of our animals in our shelters have been adopted and some shelters have actually reported that demand has sometimes exceeded supply. This is a good thing for our animals in our shelters and one of the few silver linings in this global pandemic. However, some people who adopted a pet six months ago or longer are now coming to the realization that some pets can be very expensive. Pet owners can easily spend $1,000 to $2,000 on a dog or cat in any given year and sometimes that can grow when your animal gets sick. This is leading many pet owners to surrender their animal to animal shelters. Now I know firsthand how expensive pets can be. I have two rescue pets, a dog and a cat.  He has allergies, he has special food, his shampoo costs more than mine. But you know what, they are worth every dollar. Our pets are worth our costs. But I just want to remind everybody to look at their financial resources and that should be part of your thinking when you make that decision to purchase that pet and give them their forever home. Thank you. Member Statements and Member for St. Catharine's. Thank you Mr. Speaker. Recently I sat down with health care workers from SEIU and my former colleagues from the hotel do Shaver. They expressed frustration about this board government only providing temporary healthcare solutions to permanent problems. Melissa Jennings and Julie Skinner described to me their frustrations of still being excluded and not being recognized for the pandemic pay. Stephanie Graves and Kathy Chase shared about how frontline workers struggled to get proper PPE and now we're in the second wave, they are worried. Yet the most effective story I heard was on the weekend when one of the PSWs called me back. She was upset about this government announcing a temporary pay increase for PSWs. She was wondering why it is temporary when with or without the pandemic she and her workload has not changed. PSWs are savagely underpaid, cruelly overworked but it is what she said next that sends chills down my spine speaker. What happens when we win the battle against this pandemic? And people are no longer paying attention to long-term care. I'll repeat what happens when we are no longer paying attention. For decades current and past governments have ignored PSWs, low wage and high turnovers. PSWs like the ones I have recently spoke to do not deserve temporary solutions to permanent problems. So SEIU members that I spoke to, I see you. To all the healthcare workers that I speak to, I see you. My colleagues see you. The people in this province see you. We need to fix these problems with real solutions. I will make sure that everyone is watching. Goes both ways. Member Statements, the member for Orlean. Thank you very much Mr. Speaker. I'd like to take this opportunity today to say how proud I am of the strong and resilient teachers in Orleans. Every day I admire their resilience and their devotion towards their students while taking on challenges that they are facing due to this pandemic. Sacrifice in the effort teachers across our province make every day as they plan and as they play an invaluable role in shaping the lives of future generations. There's no playbook on how to teach during a world health crisis but somehow our teachers have pioneered great new innovations to keep our children thriving. Despite severe staff shortages and an increased health and safety measures these community leaders have stepped up to the plate to continue to go beyond their job descriptions to ensure their students have the best possible environment to learn and grow. When I talk to school boards as well as parents there is one thing that is very clear and constant. It is the efforts from teachers who keep helping students to learn in this very difficult time. Not only during these difficult times but always for some students you're the only constant in an unpredictable world. Please know that your work is recognized and appreciated and even though you may not feel it the pat on the back is always there. Thank you very much. The next member's statement, the member from Mississauga Centre. Thank you so much Mr. Speaker. Good morning. I'm honoured to rise today to speak to a topic close to my heart as an Ontarian and as a nurse. Mr. Speaker, the month of October is Breast Cancer Awareness Month a month dedicated to honouring those who have lost their fight to breast cancer and supporting those whose fight continues. Mr. Speaker, one in eight Ontarian women will be diagnosed with breast cancer this year and one in 33 will die from it. This month gives us an opportunity to raise awareness of the risk factors so that Ontarian women are familiar with potential causes of breast cancer and prioritise their health. There is a significant risk factor in particular that I was made aware of that may be overlooked by health professionals and that is breast density. Dense breasts refer to containing a higher ratio of gland to fat. To put it simply, the higher the density the higher the risk. Research on breast density shows that it is an even more significant risk factor than family history. I applaud Dense Breast Canada, a volunteer group of hard-working women who have been raising awareness for the risk of Dense Breast and advocating for Dense Breast notifications for patients across the country. I would also like to thank Canadian Cancer Society for the invaluable work that you do in advocating for and supporting survivors of breast cancer and those currently battling it and those who have passed. Mr. Speaker, this advocacy work matters because breast cancer can affect our mothers, daughters, wives, friends and colleagues. So I invite all women to learn more about breast cancer and your own risk factors because there can be life after breast cancer but the prerequisite is early detection. Thank you Mr. Speaker. Thank you, Member Statements, Member Fortron, Danforth. Thank you Speaker. Within the last 10 days, Metrolinx has unveiled more details about its plan for the Ontario line. Giving my constituents a look at their future, it's not a pretty picture speaker for those in the south end or the north end of my riding. My riding desperately needs more transit and my constituents strongly supported the previously planned relief line. It would have made a huge difference in subway crowding. If this government had simply continued on with that plan, not only would construction be underway now but it would be done without putting a huge burden on our neighbourhoods. As it is, the stretch from Gerard to Eastern will have six railway lines as opposed to the current three resulting in the sound of trains passing at least every 45 seconds throughout the day. And this is with houses less than 20 metres away from those tracks. Even now, people have to stop talking when trains go by. In Eglington, sorry, in Etopico Centre, the Premier directed the undergrounding of the Eglington LRT at a cost of well more than a billion dollars. This is for a line that ran down the middle of a four-lane highway with separation zones on either side. There is no such consideration for my constituents. Metrolinx needs to come back with a plan to put the line underground south of Gerard to Eastern and the north end needs to engage in real consultation with my constituents. Thank you, Speaker. Thank you very much. Members' statements? The Member for Stormont, Dundas, South Glen Gary. Thank you, Speaker. Mr. Speaker, I rise today to recognize the efforts of people in my riding in Stormont, Dundas and South Glen Gary who continue fundraising for the Children's Treatment Centre, including six long-sue public-schooled elementary students. Led by organizer, 10-year-old Georgia McDougal, her team of Chloe Carter Edwards, Victoria Powers, Isabel Paquette, Olivier Giver, and Esther Stevens sold handmade crafts for $1 to $5, an item on August the 20th. They hope to raise $500 for the Treatment Centre, a non-profit organization that relies solely on fundraising to help children and youth overcome the effects of abuse and neglect. Meanwhile, Cornwall lawyer Andrew Gagel held a month-long campaign to raise about $1,000 for the Centre. Mr. Gado donated 20% of the proceeds from his work. He did involving will and power of attorney tasks. These acts of generosity and community spirit in these challenging times are especially important because many fundraising activities have been curtailed during the pandemic. I look forward to the Treatment Centre's drive-through breakfast on October the 16th to replace their annual celebrity walk and breakfast. These kinds of selfless initiatives are what makes my writing at Stormont Dundas in South Hungary the special and caring place it is. Thank you, Speaker. Member Statements. Member for Scarborough Centre. Thank you, Speaker. Every year and every day here in Ontario, people and families go hungry. I am inviting people of Scarborough Centre to join my office in doing something to help our fellow Scarberians and Ontarians. On Saturday, October 24th, at the McGregor Park Community Centre parking lot, from 1 to 3 p.m., we are doing a pumpkin giveaway and food drive. If you bring a food donation, no matter how big or how small, you get a pumpkin and get to take it home with you. We'll also have a pumpkin decorating contest at home, so we'll be giving out pumpkin decorating kits for your kids. And any kid under 12 is able to do so. You have two weeks to decorate your pumpkin and we'll choose a winner and we'll put a picture of your pumpkin on our wall. And you will get to have lunch with me and your parents, of course. We'll also have an ice cream truck DJ. I'm sorry, no ice cream, but he is a DJ in an ice cream truck playing music as you come by and hot apple cider. I'm also very proud to share that our pumpkins are coming from Thomas Reiser and his family at Sweetridge Farms. Thomas is a seventh generation farmer and the Reiser family is the final farming family that is still going in Scarborough. So thank you to Thomas, thank you to Lois and Dale. We're very proud to be getting our pumpkins from you and we're very happy that we get to do this work for Scarborough families and we encourage all Scarborough families to visit Sweetridge Farms when you have the opportunity as well. They're a great Scarborough institution. Thank you. Thank you very much. That concludes our member's statements this morning. I understand the Minister of Natural Resources and Forestry has a point of order. Thank you very much, Speaker. On a point of order, I did want to recognize the fine member from Bay of Quinty who was, again, yesterday was nine years a member here, which a lot of people shared that, but today he's 50 years a member of the race, the human race. 50 years today, half a century. Everybody's good friend, Todd Smith. Happy birthday. Technically not a point of order. Happy birthday, Todd. Government host leader on a point of order? Thank you, Speaker. If you seek it, I'm sure you'll find unanimous consent that at the conclusion of question period today that the house return at one o'clock instead of three. Seeking unanimous consent to move a motion to allow the house to resume at one o'clock today instead of 3 p.m. Agreed? Agreed. Agreed.


Hello everyone, welcome to NPTEL course on Rural Water Resource Management. This is week 7, lecture 4. In this week we have been looking at the hydrological water balance approach which has been called by different names example mass balance, water balance or hydrological balance equation. It is a very important equation to understand what is the net storage in the system after considering the major inputs and outputs and the storage then can be transferred into a rural water resource. So this can be actually used for agriculture or livelihood options, give the farmers a sustainable irrigation pattern etc. The past lectures in this week we have been looking at how the water budgets can be established, what are the units, what are the different parameters that are key to establishing these equations and also arresting a unit to start. Moving on, we understood that watershed scale basin scale or catchment scale is very important because a watershed by the definition it catches water and sheds water. So water shed, a catchment catches water basin catches water, a watershed would catch the water and shed the water. Shed meaning it will give it off and that is what is very important for the hydrological cycle because the water continuity would happen. If all the water was stored here then how will the water go to the oceans, lakes, plants and then evaporate or evaporate and then go back to atmosphere and again rainfall all those things cycle would be incomplete if the watershed loses the property of shedding the water. So some people do say let the rivers flow and that is the meaning of also incorporated in the watershed approach. Basically all the area within a watershed would capture the water and bring it to one point through channels through drainage networks or streams. So these are like streams that you could see and they are bringing the water through all these channels and to the last point of the watershed where all the water would come from your watershed and get out. There are some storages, groundwater storage, soil moisture storage, some check dams, big dams etc and those should be accounted for. We have known how to account this in the surface water balance but here what we are going to see today is how do you define the unit for your analysis especially the watershed approach. This is an example image from the US government NRCS and we'll be seeing how to use a map basically a topographic map to understand and delineate a watershed. Let's look at the methods. There is need for info on elevation. So the basic criteria for defining a watershed is elevation because it runs on the principle that water flows from high potential to low potential. So in a given area you need to find the highest potential and the highest potential is given or triggered by the height in which the water sits which is eventually the elevation of the ground, the trees. So if you know the elevation of the ground and multiple elevation points along your area then you could establish this high potential to low potential connection. So in an area if everything is flat everything is the same height and I put water here and water here would they flow they will not flow because it's the same potential but if I have a undulating surface a slope and this is the nature it is a slope normally you don't see flat land in an actual system. So if a water falls here and a water falls here will this water let's call it b and this water a will be go to a or a go to b. a will go to b because a is at a higher potential and b is at a lower potential. If you have undulating surface like this still a b c so a will go to b c will go to b b will not go to c. You see the point that you have a high potential low potential and a middle potential c will not go to a but c will go to b because b is the lowest potential and water would want to go. So given this understanding of land and elevation we understood that elevation is the key in driving this potential difference and to understand how water flows which is what is needed inside the watershed. So what do you need in a watershed to delineate a watershed is info on the elevation. So when you get these info from maps, cadastral and topo sheets manual and also it could be available from state and federal survey departments. It is basically a survey department mandatory to have these images or maps and most of them are paper maps and if you go to these offices they will be willing to give you a photocopy of it but not the actual map and there are some other methods that I can share with you in the coming time. So it was manually done so which means very very long time ago they would send surveyors to monitor the elevation from one point to the other. Where is the lowest elevation point? We've had this in the groundwater class we've across many other classes in this lecture series. The lowest elevation point is your sea level. Sea level is at zero am I right? So we have zero so what would a surveyor do? They will go to the zero location because that is where they know and from there they would use a differential scale to actually put points along the trail and then measure the elevation difference. You cannot measure the elevation difference at zero level for example Mumbai coast and Delhi right? You cannot because you cannot see the elevation difference so you have to break it into multiple smaller points that is what a survey is and then go to every point and use these instruments to see the differential elevation and then at the end of the day you will have a map. I'll show you a map how it looks like. So that is the manual method. The automatic method or digital method I would call more is from the digital elevation models which are models driven by satellite and remote sensing data. There are other ways also you can digitize a toposheet. So the maps that have been made using surveyors and manual which are more accurate but spatially you cannot have many points because not every meter or kilometer they would have. So those maps can be digitized which means converted into digital format. I said it is available as a paper but you can convert it to a digital format. The other things that you could use satellites which are remote sensing area satellite payloads which are going above the earth's atmosphere or you can use smaller remote sensing methods like radar like planes. Planes can take elevation using LiDAR technology all those things. So you could understand basically there are two ways. One is your manual toposheet method and your digital elevation models procured by remote sensing data. Either way your goal is to have a map with elevation points. And this is a very interesting website in University of Texas. It houses all the important toposheets for entire India. All you have to do is go to this link and then click which is your area of interest and they have divided India into grids or tiles more importantly and just click on the tile number and scheme. So given an example how to do it okay is it northeast, north, west, etc. So you can have the region here and the number on this sheet along with the sheet number sequence. So this is NE44 this is NENG44. So in the NEG44 which one do you want and then if you click it you can go to the actual map. I'm zooming in to show you another view of it. So these tiles have the same number you could see that oh why am I seeing another two another three which is the same. It's because this is ND44 33 and ND43 3. So there's a big difference between the ND and ND right. So this is ND43, ND44. So use these numbers in particular or if you cannot use the scale just go to this and click it. They have actually linked each box style to the accurate toposheet. I'll show you an example. Before we see that NC43. So NC43 is Calicut, NC43 4 is Eero which is these areas and then you have all the NCZC's and NT's here. So you could see that you have an image of the toposheet by just clicking on the toposheet. And what you see inside is if you zoom in you will see elevation data and the names of the important locations and water bodies. So the blue water bodies are available. These are mapped way long ago. So if you go now and check these water bodies it may not exist. Maybe it's converted to urban setting. Maybe it has been small because of encroachments on the side. But this is a very important map to show how many water bodies we had and in what time. So if you look at the name, our spellings are very different from the conventional use because it is done by US people and they use 1960 to 1929 data. So this is before independence. And so who did these exercises? It was done by the Britishers. So the Britishers did very extensive mapping of these elevations along India's boundaries. And for a particular reason that they wanted to see how the elevation radiators so that they could build railroads, roads etc to take out the processions of India faster through ports and stuff. So if you look at very closely you can see the numbers of the elevation. What is the elevation and what is the unit? Read the information here which is given in this box. It gives you clearly what is the unit used, what is the data that has been used to make these maps and the location of the style is given here. So all the information you need is given and each one is divided into types. So this is one way of getting your data. I'll also show you some remote sensing data but this lecture is mostly to show what you do to delineate a watershed. So basically you need an elevation map. An elevation map is nothing but lines which tell you the elevation of the region. So if you have points or lines which are called contour lines which actually tell you the location and the elevation of that point. So if you have this line for example along the line the elevation is same. So this one is at 400 meters so along this line all the wherever the line goes it is 400 meters that is how you should understand. So they've divided the land into contours and contours would have the same elevation along the same line. The next contour would have a different so you see differences of elevations. So this point what you see on the as a center point is the highest elevation because it's a smaller circle. So if you look at a mountain or a hill it will be like this and the center point is smaller area because see the area is very small that's why the circle is small and then if you come down the mountain you can put concentric rings of equal elevation and that is why you see a concentric ring and then after some time it joins to the next hill because the hills don't stand by itself right they might have a hill range Himalayan range Wesson guards range. So they actually are close together so you'll see multiple hills with different elevation points but at one point they coincide because the elevations are the same for example here the elevations are the same the base of the hill is almost the same. Okay so how do you deline now I've given you a toposheet using a toposheet or a method how do you use manual method I'm not using here satellite data because satellite data there are tools open source that can quickly deline the watershed for you you don't have to give a lot of input but it is always good to understand the methodology so let's get into the methodology draw a circle at the outlet or downstream point of the stream those who are interested you can print this out from the slide and then do the exercise the basic exercise is given in this slide okay this one okay good so or you could take the previous India image and take a slide take a toposheet out and then you can do this exercise the first thing you should do is draw a circle at the outlet or downstream point of the stream interested so every watershed is defined by an outlet so that is where the water would be collected and it will be shed outside your watershed outside the area so that watershed outlet point is very important and that's where you should determine this is my point of interest so that is the information that is needed from your end so you're giving an outlet point okay then it could be it could be above the dam below the dam so if you see here there is a lake forming there's a stream running and a river and it forms lakes or and there's a dam or something because there is more water here right so then the level of water is high and below right below it you have put the outlet so all the water is collected and taken out then what you do is observe the topographic elevations quantum lines on both sides of the circle which means from here you should look up and from here you should look down so both the sides you should look at the topographic elevations or quantum lines because some maps would have a point and the point would have a elevation so here what the book is saying in our CS is saying is just look on the side of your point and then find the highest elevation put a small x at the high points along both sides so I'm putting one x here which is the highest point and then I move up to see where is an isolated high point it should not be a connected line it should be a small circle and a high point okay so then you go on marking so if you see here clearly you see a hill and on the top of it I put the x here also hill hill so isolated points so along the isolated points a small x can be put and then you connect the x via lines from one side of the circle so now I put all the x's okay and I now join the line from one side so I go up go like this to delineate the boundary I cannot go this side because there's no nearest high elevation isolation point it is here so I come down and go here then connect connect connect and connect all these points out of the watershed outlet point so connect x's via lines from one side to the circle note that water flows is perpendicular to the contour points I'll have a figure to show what do I mean perpendicular it cannot flow along because if it flows along a line the elevation is the same I've already told you if the elevation is the same water will not flow from one point to the other point it is the same only when it is elevation is different so this point is a higher elevation this point is a lower elevation high to low so how will this be this will be one contour line and this will be one contour line so it flows perpendicular to the contour line okay note that water flow is perpendicular to the contour line and not parallel or along continue the line until it passes around the head of the watershed which is this this is called the head of the watershed and eventually become connect to the circle which you started so and then it connects here a lot of errors when you do it manually because you might miss a point which is high elevation but you didn't notice it or the data on the paper did not capture so there are some errors in building eating watersheds which is where an automatic method is much much more useful and then once you've connected the line so from here I draw the line connecting all the x's and then come across the boundaries yes then I have made my watershed so this is how the watershed looks for example as I said you started here with the outlet point and then I moved up to see where the nearest high elevation point so I have an a high elevation point here and here which one would I take I would take this point because from here this is the closest okay and then I move on there is a high elevation point here but then this one is much more higher and or within one side of your river so you have to go closer to the river as much as possible don't go away from the river closest to the river which is the highest point because if water falls on the ridge what will happen it will fall 50% on this side and 50% on the other side because it is like this the point as I am saying the highest elevation point is this one and if water falls on this one it has 50% chance to go left and 50% chance to go right okay but all the water inside the watershed will flow to you so all the watershed would do is collect the water from all the area and put it into the drainage which is your stream or river and bring it out to the outlet point so that is why it's important to have an angle from your river so you already know where the river is and from your river you should look up to see or down to see which is the closest high animation isolated point so here it is this one so I put a point and then again I move up and then sideways I found this point 230 and then here a small point here there's no other point just look down because all it is running lines it is not closing you see here it is not closing if the circle is closed then that is an isolated high elevation point okay so I have one point here one point here one point and then come up down and then go through the watershed boundary and come here let's take some key important points this is called the head of the watershed this is called the downstream of the watershed head stream downstream okay the downstream is where most of the water would come because it concentrates all the water and brings it to the outlet point so the flow is always greater at the downstream point compared to the head but the head stream point will give you where the river originates so the river is originating here along the head stream along the head watershed not downstream okay so you would see all these locations where it is and then this watershed also gives you an understanding of where the elevation gradient is and where the land use land covers okay so you can also move it here that totally depends on you where you want to put your outlet point I wanted here because it will be good to see how much water comes into this dam how much water comes into this river if you put it above the dam then the water is mostly from here and coming around and this dam water drainage all these areas would not be captured so let's see these concerning points and why we don't use them okay so the first point we do see a saddle this is called a saddle point and you could see the lines run perpendicular or cut through the contour lines they don't go along the contour line so never go along so I didn't use this point because it will go this way and then come whereas I have a very nearer very nearer to the stream I have a high isolation point why would I not use this point because it's not closed only when it is closed it forms a full circle okay it forms a full circle and hence you can have an x mark but here since the elevation is there it is a high elevation but it is not closed which means water from here can still enter this path and that you need to accommodate why will I not use this point it is a high elevation pick it follows your methodology however from your stream from your stream if I go outwards this is the first elevation point which is isolated so I should stop here and come down this elevation is for the next watershed boundary okay so we saw how we need to use and neglect some of these points and the rules and concerns we did mention earlier and I'll show you how it is available on a contour line so if you have contour lines from the topo sheet remember that the watershed boundary which is red runs perpendicular to it okay watershed boundaries are perpendicular to the topographic elevation why because this one is at a high elevation another elevation lower lower lower and this is the lowest so that's how the watershed boundary is created you cannot have along the watershed boundary to be along the contour line because then it is the same elevation wherein you don't have much difference in water flow boundaries run through the center of closed contours and saddles so you have this high elevation point the boundaries will run through it not along it not around it and also saddle points saddle points are between two high elevation points so there is a high elevation point here and a high elevation point there so between that there will be a saddle okay so this is your saddle so you have a high elevation mountain a high elevation mountain and in between you have a saddle and the watershed boundary would run through it okay so look at how it runs through it stream flow to the opening or a contour these so you see how the stream flow would occur is along the contours the V's towards the opening is the flow direction to the opening of the contour so this is your opening of the contours and water would flow along this side along this direction so this is within your watershed blue is not the watershed boundary it is the stream so once you have the stream network created you also notice that it flows on the downwards so this one is flowing downwards the stream from north to south and all the contours are at opening like opening like this so water is flowing through and why because your high elevation to low elevation so this part is your high elevation and of the V and this part is high elevation this is lower elevation water flows from high to low potential and it cuts through okay this is within there is no high elevation point isolated here because that is at the boundary at the at the boundary of your watershed so the high elevation point isolated is for your boundary of the watershed okay so with this I think we have covered the need for watershed as a unit of analysis we understood how a watershed is delineated using the elevation points okay you have an elevation along your topographic map a topographic map is a manual map where they have the elevations and using that you can manually delineate the watershed by identifying your first your stream of interest and along the stream where do you want an outlet and from the outlet you put the elevation points and do the boundary okay this is a manual task but in nowadays it is very easy to do this exercise within five minutes on your pc using GIS software and the data is also free the next class I'll show you some data and some watershed boundaries that have been created using your open source DEMs and open source GIS software so that it is free open source is free for everyone you are not required to do it by hand you can do it by these softwares because a computer access is getting better nowadays right okay so and this is the starting unit of analysis for your water balance once you do the watershed then within that all the parameters you can take you cannot take outside like a district boundary you cannot take because now you're working at a watershed boundary so watersheds are very important to understand how the water flows and within the watershed all the water would concentrate precipitation into runoff but if you take it from a district boundary it can take from water from outside the discharge point may be outside your district boundary so that is where district boundaries are not used for water balance equations first you do it at a watershed scale and then maybe you can apply it to the district state national scale if needed with this I would like to conclude today's lecture on the watershed analysis unit which is your watershed area delineated from elevation maps and we will see in the next class to wrap up the watershed balance equation lecture series and I will see you in the next one thank you


You know, you did a great job and blah blah blah. So I said, maybe in 10 years we'll be bigger than Walmart. You say, young man, you have a good hope. So we say, I'm going to make a map at that. I think in 10 years we'll be bigger than Walmart on the sales because if you want to have 10,000 new customers, you have to build a new warehouse and this, that. For me, two servers.


Whether it's a restaurant in London or a factory in Bangkok, your business enterprise could be benefiting from the recruitment of migrant workers. No matter where they're from or what they do, migrant workers contribute greatly to both their countries of origin and their countries of destination. But while most migrant workers have a positive migration experience, some are vulnerable to exploitation and abuse. Global estimates on modern slavery indicate there are 28 million victims of forced labor globally. The prevalence of forced labor among migrant workers is more than three times higher than that of non-migrant workers. And these workers are at an especially high risk during recruitment. Corrupt labor recruiters and sub-agents often charge excessive recruitment fees. Migrant workers might sign employment contracts with exploitative terms and conditions. And when they make it to their country of destination, they often have limited access to legal representation. But now, businesses can find support with the Fair and Ethical Recruitment Due Diligence Toolkit. It was developed in consultation with experts and practitioners in labor migration and human rights due diligence and tested in the global supply chain. The toolkit is a comprehensive how-to guide with practical tools for implementing the UN guiding principles on business and human rights, as well as IOM's Migrant Worker Guidelines for Employers. It follows the OECD Due Diligence Guidance for Responsible Business Conduct framework. It can help you to create or improve your due diligence process. Due diligence is an ongoing risk management process in which businesses identify and address any adverse human rights impacts and recruitment activities. And since each business is different, you can customize the tools to fit your unique employment chains and challenges. The toolkit demonstrates the four due diligence processes and supporting measures. Even with the best intentions, complex supply chains mean that businesses may cause, contribute to, or be directly linked to human and labor rights violations of migrant workers. But with an effective due diligence process, your business can uphold international standards for fair and ethical recruitment, protecting and empowering migrant workers throughout your supply chain.


Right, thank you everyone for having us to speak to you all. Today I'm joined with two colleagues and we'll introduce ourselves in just a second. But today we're gonna speak about how business agility fuel development of Lucid Spark. And we'll give you a little bit of story behind Lucid Spark and really these principles more importantly about business agility. But first to kind of talk about who we are, my name is Jerem Chung. I'm a Senior Director of Product at Lucid. And overall I'm like over some product managers that support Lucid Spark and other Lucid initiatives around user engagement, things like that. I have a weird background. I used to be a scientist, turn product manager and I love to mountain bike to box, big pastries. But most importantly, that cute picture of me and my family, we are family adventurers. I am also joined with my good friend, Lindsey Martin who will introduce herself. Hi, I'm Lindsey, Director of User Experience with Lucid. I lead the team of designers who are conjuring magic for our visual collaboration suite. I have a background in design research and I have applied that across the range of industries. And I enjoy crossword solving and getting outside with my dogs who are also pictured here. So cute. And Andy. Yeah, I'm a Senior Director of Engineering at Lucid. I lead the Lucid Spark engineering team as well as some other groups across our organization. I have a degree in computer science and math that I received from Northwestern and Brigham Young University. I'm a father of two and I've captured all of my favorite things in Lego form in this photo here.  Love it, love it. So today we're gonna talk about business agility and specifically we're gonna go through the lens of how Lucid employed business agility strategies to launch our virtual whiteboard, Lucid Spark. But first we want to level set on how we're defining business agility. So what is it? So according to the Agile Business Consortium, they define business agility as agility in an organization's culture, leadership, strategy and governance that adds value to all stakeholders who operate in uncertain, complex and ambiguous environments. All those words basically mean to say is like there are frameworks and there's a culture behind an organization that leads to agility that we can navigate whatever may be thrown into your path whether it be a pandemic, a war, right changing markets whatever it may be, these frameworks that we hope to outline today around business agility will really help your business or your team or whoever it may be really be more agile to kind of make the decisions you need to make. So why should you implement business agility? We really want to quickly run through these core different ways. First, it improves cross-collaboration across your organization who doesn't want that. Second, it keeps products and future products really competitive, right? Cause you can be adaptable with it. Third, aligns all teams to a shared larger vision. You'll hear themes of that really resonate throughout the presentation of why that is so important to. And last, it helps teams bring features and products to market very quickly. So the framework that we're going to go over today is really bucketed to four main groups. First of all, customer centricity, why that's important to agility. Second, rapid decision-making. Third, active activity and flexibility. And fourth, continuous delivery. And these four business strategies really were employed throughout the process to make the development and launch of Lucid Spark highly successful. But first, let's kind of hear a little bit about the origins of Lucid Spark from our friend Lindsay. Yeah, so let's travel back in time. Summer 2020, the world changed pretty abruptly overnight. We answered a global pandemic. And one outcome of that was that a lot of people who were used to working together in offices on teams suddenly were trying to collaborate from their bedrooms and their kitchens and their dining rooms and their backyards and their closets. And we collectively had to adopt and adapt to a new way of working. And the way that that played out at Lucid was that there was an urgent market need, like a need surfaced for new technology solutions that could not only replicate, but improve in-person collaboration and creativity in a virtual setting. So we used to gather around whiteboards and we now needed a proxy for that to use from our closets and bedrooms and kitchens and dining rooms. So online whiteboarding solutions certainly existed two years ago. And in fact, we had a product called Lucid Chart that certainly existed two years ago. But we saw an opportunity to apply the strengths of our visual collaboration platform to build an innovative solution that could better enable distributed teams to brainstorm together than seamlessly move from ideation to planning. So go from really ambiguous to really concrete. And the teams at Lucid set an ambitious goal. So again, this was an abrupt market need, like everything changed overnight. We set an ambitious goal to build and launch Lucid Spark in less than six months. So while doing so, we were also adapting to a fully remote way of working. And that was really challenging in a lot of ways. And the agility strategies that we employed allowed us to build and launch product offering that met the unique challenges that our customers were facing while adapting to new ways of working ourselves. So fast forward to today. We picked up a lot of learnings along the way, both in terms of product development as well as our customers and our approach to design. But also how our teams work to remain extremely agile and flexible as we continue to grow the Lucid Visual Collaboration Suite. Awesome. It was so meta that we were building a solution for hybrid work when we were hybrid working and figuring it out ourselves. It was wild. At times we were even hybrid. It was full remote. That's what it was. Well, part of this, let's start, Lindsay, with customer centricity. You and your teams really dove into this and the importance of why how we create Lucid Spark was because of this. Yeah. I mean, customer centricity is at the heart of everything we do. Our UX designers, our product managers, our chief product officer, speak to a minimum of one customer per week. And oftentimes it's a lot more. And we were able to succeed in this incredibly ambitious timeline because we were customer centric, because we knew already how this product served our customers. We knew, and we knew already how our current offerings were not quite meeting their changing needs. So it was quite easy for us to make the pivot and quite easy to get the buy-in that we needed from the people who we were asking to make this change because they also are engaging with our customers every day, right? Or every week, and they also had heard these same pains and knew exactly what we needed to do to be successful. Specifically, customer centricity became really important during the development of Lucid Spark. We had a lot of constraints that we were working under, time being a huge one. But also it was a completely closed development process. So we were not speaking publicly about what we were doing. Everything had to remain very confidential. And so that made it difficult for us to do traditional user testing on our product. And so the foundational understanding that we had about customers and the way that they engage with our product and the context in which we work really was a boon to the design team as they had to make decisions very quickly without all of the data that they're used to gathering for each of those decisions. So customer centricity is a mindset that keeps our customers front and center. And it's something that we really embrace and believe in at Lucid. So the next strategy we wanna cover is rapid decision-making. Jerem, how did you see us employ this strategy during the development of Lucid Spark?  Felt like literally every second sometimes, every meeting there was a new decision. And really when we think about rapid decision-making, it is this collaborative, iterative and transparent process to really make sure that these decisions are not only fast but also sustainable and are the right decisions. And really important to keep these teams moving against these really, really, really tight timelines. We didn't want any blockers, any, like whether they be what button color should this be or like how are we doing pricing and packaging, right? We didn't want any blockers. We had to go quickly and get that information and that data to really make those decisions. But overall, once again, we had these frameworks about empowering teams and using these frameworks, right? Likewise, to make these decisions quickly with these strategies that really helped propel us forward. So I'll give you some examples of some that we employed on this rapid decision-making. First is like the importance of just conveying and emphasizing this vision and these principles. I remember Lindsay and her team having design principles really salvaged early on, so that when we went down the line and had to be like, okay, do we do this, which is more clicks or this which is less? It's like, okay, what do the principles say? What's the why? What's what the customer needs, right? Or even thinking high level. When we think about, you know, Lindsay mentioned going from idea to planning as far as like how we think about Lucid Spark, this vision was really important that we make sure we can cover this customer journey. And if there's something outside of that customer journey, we should ask ourselves, why? Is this the most important thing we need to work on? Always, once again, going back again and again and again towards this vision really helped us make sure that we were focused. But more importantly also removing this noise, right? That when there are things that we decided that we're not part of our vision or part of that focus, we could actually kind of remove it out of the way, right? Put it in a parking lot, we could kind of talk about it later. But what was important too with this, with having a vision is actually sharing that vision. It was fine if I knew the vision, right? But it's better if everyone else knows it. We can make more decisions concurrently, independently and that alignment is a lot quicker too. So when we think about rapid decision making, really that foundation of the vision becomes by which we can, is a platform to make us go faster, right? But not only is it kind of our vision as directors or individuals as PMs, but even as a whole company, the CPO and the other executives were absolutely essential and crucial in this process. That we were communicating a lot with them in these working sessions together, right? In these executive alignment sessions together, not only to make sure that we were on the right path, but likewise that they saw that the path forward was what they were also hoping for. There's a lot of back and forth, but through that kind of really transparent conversations, communications, it really kind of helped us make sure that we were making decisions quickly. One other framework that we loved that happened pretty early on, it was actually Lindsey who was like, actually we needed to have a really simple framework to help teams know now, next or later. And that just became our adage, now, next or later. And it was funny because once I was a little meta, we were using one of our early prototypes for Lucid Spark, right? Helping our teams come together. And whenever there's a decision or just like something for our roadmap, we'd have to take a step back and say, okay, is this a now? We need it absolutely this sprint or this month, or is it next? Next month we can get to this. Or do we need this now because it affects the next, right? There's a dependency. Or is this later? Is this even after launch? Is this next year, right? When it comes to six month deadlines, you have to be very, very rigorous and almost cutthroat, it's not the best word, but make sure that you are trimming the fat too. Make sure you are doing the now when you have to do now and the later and the next can be in those buckets. But whenever we made those decisions, once again, we communicated about them, we aligned them to the vision and really just talked about the why of why we're cutting things down. But naturally as part of this, when we think about making these rapid decisions, what the downstream repercussions of that would of course be on the teams. How do they become adaptable and flexible? How do they actually think about these decisions and are bought in? So I'm gonna turn over to Andy to talk about this. Yeah, I know making sure the teams adapt, has that activity and flexibility is an important part of being able to respond to these kinds of changes. And really it's all about practicing on a regular basis. So Lucid, we follow agile practices specifically scrum methodology. And that gives everyone this opportunity on a regular cadence to, engineers are able to dive deep and along with everyone else on the team, get work done over a period of time and then kind of surface, come up for air and look around, see what has changed and then dive back in and work and focus for another couple of weeks. And so if you're following those kinds of practices then you're already designed around having flexibility as new priorities come up. And now these pivots come along but it doesn't happen too often. But when it does happen, you're ready for it and you can change. But sometimes with a huge pivot like this one was where we were completely changing what people were working on to build a whole new product. And especially on a distributed team it requires a lot of communication to make sure you have that alignment early on. And I still remember the meetings we were in early on trying to make sure we had that alignment. Those paid off huge dividends in the long run. Oh my gosh, they did. And when we think about the order, I mean, I think it's something that we started productionalizing too, Andy. We started thinking about what are the communication patterns we have to establish? Who needs to know what and when? And really when it was a, when we came back to the company, right? And said, hey, we're doing Lucid Spark and we're launching in six months. I mean, the company could easily be like, oh my gosh, what are we doing? Is this a right decision? Have we made the decision too quickly? And that's kind of where the alignment comes on. And it's important once again, kind of going back to that vision of letting everyone understand the why. Understand why we are pivoting, why it's happening, why it's important. And even some of the data that we had seen, right? Like, hey, we just had a pandemic. This is a great opportunity. And like, here's how we see work evolving in XYZ. And like, this is how we think it's not just a two-month type of remote work thing. This is why it might go on forever. And here's why the market is nice, right? Although sometimes to some of us, it feels like extra details. For those that are in the weeds, those extra details are actually really valuable. And what's the worst? They ignore some of it, right? And really what's more important is that they're bought in. It's like, okay, this is a thoughtful decision even if I don't understand everything. Or this is, yeah, these are similar questions that I would have myself. The next thing, of course, if you're on this team to be scared of, it's like, wait, six months, are we crazy? Well, we were a little bit crazy, but it was important and we did it. Everyone else was like, yeah, it was crazy. But really creating these clear expectations on effort and timing was so essential to make sure that no one felt like they were under water or over their head. That here's the expectations, but even then like our executive team, they weren't like holding us with a dagger, right? It was more like, hey, here's like what we think, can we do this? How can we do this? And anytime there was a pivot or something that we found out, communicating that back up about like, hey, executives, we had to be a little more adaptable and flexible on this aspect. Really created trust between the whole group, but also allowed us to make sure that there was breathing room and we could actually get this work done. This last one is when asking these people, it's important to make it asking and make it a choice and not necessarily fully tops down. A lot of engineers are like, oh yeah, I wanna do this. Like get me on this. I wanna like prove my career. I'm young and hungry, right? Where there's others where it wasn't the right time in their life to do that and that's okay, right? In order to be adaptable and flexible, you have to recognize the limitations and the capabilities of your team to move forward. So speaking of which, Andy, there was a good amount of engineers that were caught in this exact nexus of having to get the work done and realizing these expectations. How did you make sure that your engineers really got home the vision and the objective and made it way forward? Yeah, no, I think it's so easy for anyone on that team, but I think in particular engineers to get so caught up in the details of the work and the everyday things that they're taking care of and trying to crunch through, that they kind of forget about the why, what's the high level objective? And like in order to really understand that or like to make use of that, it's something you just have to repeat frequently and talk about on regular cadence like, okay, here's what we're doing and here's why we're doing it. This is what we're trying to get to. And like it's really important for engineers to understand that because a small change in requirements can actually have huge repercussions for what's actually in the product. So if an engineer doesn't understand why those changes are important or what's going on, you can get a lot of pushback and a lot of concerns, but it still understands it like, oh, okay, this is what we're thinking and this is what we learned and now this is why we're adjusting. It's a lot easier to accept that and move forward. Beyond that, if engineers really understand what the motivation is and what we're trying to accomplish, you can often see phenomenal solutions come from engineers that save just a ton of time and still meet customer needs really well. I know there were multiple times where this happened where designers presented a design that was great. It was amazing. And engineers said, well, if we just tweak it a little bit here, this will save us two weeks worth of effort to build out this whole new system. And that was an amazing thing to see. And you don't get that if engineers are so focused on the details of the everyday work that they don't surface and try and understand what they're accomplishing overall. So including engineering leads in those conversations early on can really create a lot of value, making sure they're aware and aligned. It all starts at the top. And with all this, like, if engineers know that you're testing something or just like experimenting, then that's an opportunity to save a lot of time. And, you know, cut corners, not build something fully production-ready but still get it out to customers and try out some new things without committing completely. Love it. And so, yeah, along those same lines, in terms of, like, just moving quickly, continuous delivery was huge for us. Continuous delivery is really just about removing all of the barriers to get solutions out to customers as quickly as possible. You know, in a sustainable way. That's a really important point here. So for Lucid, this was not a sudden thing. It took us about three years of pretty consistent effort to get to a point where our entire system, you know, today is continuously integrated and continuously deployed. And it wasn't like a big thing that we pushed out all at once. We took a very incremental approach and we built out infrastructure to be able to release things on a regular cadence. And the other important part was testing. But like, we just took a step-by-step approach and prioritized, okay, what are the big pieces that are impacting customers the most? Where can we see the biggest improvements and value? And then we worked through until we got to maybe some of the smaller systems that, you know, maybe they don't change as often. So it's not as critical that we have that continuous delivery piece. But like I said, testing was a huge part of the initiative. If you're not going to have any kind of manual checks ahead of deploying, you really have to make sure you're dialed in and things are working well. So without automated testing, there's just not a lot of hope of getting that really fast feedback loop that you need. So we organized a whole team effort. We had lots of testing in place already, but there are areas where there is manual testing still going on. And so to remove all those so we could go to continuous deployment, we created a giant list of all the tests we needed to create and then we assigned those out to teams. And by assigned out, I mean we kind of just threw the list out there and said, hey, everyone take a couple of these and we'll be able to get it all done. But we built this huge dashboard that had kind of where we were on the testing and we had these drawings that people could get entered into by completing extra tests.  I was really random and made it a ton of fun for people. So it was definitely an investment. We took a lot of time doing it, but we made it fun. And at the end of the day, I like really helped our customers because now we can get something out to customers often the same day that we, you know, emerge the code. It goes out to customers. We can even sometimes iterate multiple times, you know, in the same week on something to really get some details and clarity on what we need from customers. But really with all this, like it wouldn't have helped us had we not invested early. And that's really the critical thing here with all of these things. I think we've talked a lot about these different principles, right? Especially in the development of LucidSpark. A lot of it came from our investment early, like continuous delivery, three years of investment, but it was worthwhile. So we talked to these principles of customer centricity, rapid decision-making, adaptive, adaptivity and flexibility as well as continuous delivery. We talked about it very much kind of on a company level. Andy and Lindsay, as you kind of think about this for your own teams, how do you apply these business agility techniques in your domains? Yeah, I think the principle that we adhere to that we like learn through this process and have reflected on it since is that you are going to stay competitive if you have the agility to respond to changes in the market quickly. And a customer centric organization is an organization that can recognize when those shifts are happening and respond appropriately to them. Yeah, totally, totally. And I think like the other part is if you're gonna ask people to pivot quickly and to change their price, you really have to help them understand and rely on a why to really win their hearts and minds. It's critical to develop a strong shared vision that you can point to. It helps people feel like pivots are recalibrations and not wins. That's awesome. Well, I love those principles. And once again, kind of as reminder, business agility requires time. It requires an investment. And you can't just all of a sudden have it, right? It's a change of culture. So what we did when we launched this is we really leveraged a lot of what Lucid had done for years across the org or to really create this type of agility from decisions to how we think about customers all the way to even how we ship a code, for instance. But our greatest recommendation, so thanks for having us. Our recommendation to you all today is that you start now, start implementing these principles of business agility because the investment is well worth it for when you need it. Thank you so much. Cheers. Thank you.


Adam Johnson, an American professional ice hockey forward, made his mark in the National Hockey League, NHL, with the Pittsburgh Penguins. Though his NHL career spanned over two seasons, he only played a total of 13 games. In search of more playing time and a chance to showcase his skills, Johnson took a lucrative contract to play overseas. He found himself donning jerseys for esteemed European teams such as the Malmo Redhawks, Augsburger Panther, and Nottingham Panthers. Unfortunately, this decision would prove to be fatal. On October 28, 2023, a terrifying scene unfolded during an elite ice hockey league game between Johnson's Nottingham Panthers and the Sheffield Steelers. In the midst of the second period, a fatal collision occurred, leaving everyone in shock. Johnson's team quickly referred to it as a freak accident, but the video footage revealed a chilling moment, an opposing player's skate striking Johnson in the neck. The severity of the incident prompted officials to take immediate action. The arena was emptied as medical personnel raced to respond. Johnson was taken to a local hospital, but sadly died from the injury. He was 29 years old. Let's talk about Dwayne Haskins, the talented American football quarterback who made his mark in the National Football League, NFL. Haskins played college football at Ohio State University, where he had an incredible sophomore season. He set records in the Big Ten Conference for single-season passing yards and passing touchdowns. In 2019, Haskins was selected by the Washington Redskins in the first round of the NFL draft. However, after some ups and downs, he was eventually released by the team, but that didn't stop him from pursuing his dreams. In 2021, he signed with the Pittsburgh Steelers, giving him a fresh start and a chance to showcase his skills once again until his untimely demise. Tragic News shook the NFL community on April 9, 2022, when Dwayne Haskins lost his life in a devastating accident. The young football player had run out of gasoline and found himself in a perilous situation on Interstate 595 near Fort Lauderdale, Florida, in a desperate attempt to cross the busy highway on foot. Haskins was struck by a dump truck, but the unfortunate event took an even more horrifying turn when an SUV swerved to avoid him and ran over him for a second time. Haskins was in Florida not only for pleasure, but also to train with his Steelers teammates. Let's dive into the incredible baseball career of Roberto Clemente. He was a legendary player known for his remarkable skills on the field to his philanthropic endeavors off it. Roberto Clemente was a Puerto Rican professional baseball player who spent his entire 18-year major league baseball and MLB career with the Pittsburgh Pirates. Clemente's accolades speak volumes about his talent and dedication. He won four National League batting titles, earned 12 Gold Glove awards for his outstanding outfield play, and was named to the All-Star team an impressive 15 times. His contributions helped lead the Pirates to two World Series championships in 1960 and 1971. Roberto Clemente, an icon in the world of baseball. Sadly, had his life cut short on December 31, 1972, when he tragically died in a plane crash while on a humanitarian mission bringing food and supplies to Nicaragua after a devastating earthquake. He was just 38 years old. Ah, Kobe Bryant, the legendary basketball icon. His career was nothing short of remarkable. From his early days in the NBA to becoming one of the greatest players of all time, Kobe's talent and work ethic were unparalleled. He was known for his fierce competitiveness and incredible scoring ability. Throughout his 20-year career with the Los Angeles Lakers, he achieved numerous accolades and milestones. Not only was Kobe a five-time NBA champion, but he also earned 18 All-Star selections and two Olympic gold medals. His scoring prowess led him to become the third highest scorer in NBA history, but his life would be tragically cut short. On January 26, 2020, a Sikorsky S-76 helicopter departed from John Wayne Airport in Orange County, California with nine people aboard, Bryant, his 13-year-old daughter Gianna, and six family friends. The group was traveling to Camarillo Airport in Ventura County for a basketball game at Mamba Sports Academy in Thousand Oaks. Due to light rain and heavy fog that morning, the Los Angeles Police Department helicopters and most other air traffic were grounded. The helicopter, while flying in heavy fog, crashed into the side of a mountain in Calabasas, about 30 miles northwest of downtown Los Angeles, and began burning. Bryant, his daughter, and the other seven occupants all died. Let's take a look at the incredible career of Davy Allison. Davy Allison was a legendary NASCAR driver who made a lasting impact on the sport. From his early days in racing to his rise to stardom, Davy left a mark that will never be forgotten. Davy Allison was born into a racing family, with his father Bobby Allison being a well-known NASCAR driver himself. It was no surprise that Davy followed in his father's footsteps and began racing at a young age. He quickly proved himself as a talented driver, showcasing impressive skills and determination on the track. In 1987, Davy made his debut in the NASCAR Cup series and wasted no time making an impression. He won two races in his rookie season and earned the title of Rookie of the Year. This was just the beginning of what would become an illustrious career. Over the years, Davy continued to excel in the world of NASCAR, capturing numerous victories and earning respect from both fans and fellow drivers. His aggressive driving style combined with his ability to navigate through tight spaces made him stand out among other competitors. One of Davy's most memorable moments came in 1992 when he won the Daytona 500, one of NASCAR's most prestigious races. This victory solidified his status as one of the top drivers in the sport and brought him even more recognition. Sadly, tragedy struck in 1993. On July 12, 1993, Davy Allison embarked on a fateful journey in his newly acquired Hughes 369HS helicopter, his destination, Talladega Super Speedway, where he planned to cheer on family friend Neil Bonnet and witness David Bonnet's debut in the Bush series. Along the way, Davy also picked up another close friend, racing legend Red Farmer. However, tragedy struck as Davy attempted to land the helicopter inside a fenced-in area of the track infield. The craft unexpectedly nosed up before crashing down with devastating consequences, while his friend miraculously survived this horrific accident Davy Allison tragically did not. Nick Addenhart was a promising young pitcher in Major League Baseball, whose career was tragically cut short. During his brief time in the MLB, Addenhart showed great promise as a pitcher. He made his debut with the Los Angeles Angels in 2008 and immediately impressed with his skills on the mound. He had a strong fastball and excellent control, making him a formidable opponent for any batter. Addenhart's career reached its peak on April 8, 2009, when he pitched six scoreless innings against the Oakland Athletics. It was a standout performance that showcased his talent and hinted at a bright future ahead. However, tragically, just hours after this game, Addenhart's life was cut short. Shortly after midnight on April 9, 2009, Addenhart was involved in a car crash in Fullerton, California, just hours after being the starting pitcher in the previous night's game. Police reported that a person driving a red Toyota Sienna minivan ran a red light and broadsided a gray Mitsubishi Eclipse in which Addenhart was a passenger, sending it crashing into a telephone pole. The driver of the car in which Addenhart was a passenger, Cal State Fullerton cheerleader Courtney Stewart, as well as another passenger, Henry Pearson, were pronounced dead at the scene, while Addenhart and John Wilhite, another passenger in the Mitsubishi, were taken to University of California, Irvine Medical Center. Where Addenhart died as a result of his injuries at the age of 22, Wilhite suffered internal decapitation and survived after undergoing five hours of surgery to reattach his skull to his spine six days after the crash. Jerome Brown, a talented American football player, made a name for himself as a defensive tackle for the Philadelphia Eagles in the NFL. From 1987 to 1991, he dedicated his entire five-year career to the Eagles before his untimely passing just before the 1992 season. During his time in the league, Jerome showcased his exceptional skills and was recognized for his talent by being selected to two Pro Bowls in 1990 and 1991. Prior to his professional career, he honed his abilities playing college football for the Miami Hurricanes. Jerome Brown, a talented football player, tragically lost his life at the young age of 27. On June 25, 1992, he was involved in a fatal automobile accident in Brooksville, Florida. The accident occurred when Brown lost control of his ZR-1 Chevrolet Corvette while driving at high speed and crashed into a palm tree. Unfortunately, both Jerome Brown and his 12-year-old nephew lost their lives in this devastating incident. Rodney Culver had a remarkable career that left a lasting impact on the world of sports. From his early days as a standout high school athlete to his successful college football career, Culver's journey was filled with dedication, hard work, and undeniable talent. Born and raised in the heartland of America, Culver quickly made a name for himself on the football field. His exceptional skills and determination caught the attention of college recruiters. During his time in college, Culver's star continued to rise as he consistently showcased his athleticism and natural ability. He became known for his speed and agility on the field. Rodney Culver would go on to have an impressive career as a running back in the National Football League, NFL, playing for both the Indianapolis Colts and San Diego Chargers. He showcased his skills on the field for four seasons, leaving a lasting impact on the league. Unfortunately, Culver's life was tragically cut short. In a tragic event, Rodney Culver and his wife Karen lost their lives in the crash of ValueJet Flight 592 on May 11, 1996. The couple left behind two young daughters facing an unimaginable loss. However, some justice was served as a settlement was reached with ValueJet, compensating Culver's family with a sum of $28 million as a form of compensation. Jose Fernandez was a talented and highly regarded professional baseball player. Born on July 31, 1992 in Santa Clara, Cuba, he quickly rose to prominence in the world of baseball. Fernandez made his Major League Baseball debut as a pitcher for the Miami Marlins in 2013 and quickly became known for his impressive skills on the mound. During his brief but remarkable career, Jose Fernandez achieved numerous accolades and accomplishments. He was an All-Star Selection in 2013 and 2016 and won the National League Rookie of the Year award in 2013. His pitching ability was second to none with a fastball that consistently reached speeds over 95 miles per hour. Tragically, Jose Fernandez's career was cut short far too soon in 2016 at just 24 years old. On September 25, 2016, tragedy struck. When a boating crash claimed the lives of Jose Fernandez and two other men, Eduardo Rivera and Emilio Jesús Macias. Fernandez, known for his talent as a professional baseball player, was piloting a 32-foot boat that collided with the government cut North Rock Jetty off Miami Beach, Florida. The boat was found overturned on the jetty near South Point Park by the U.S. Coast Guard. It was a heartbreaking incident that shook the sports community. Let's take a look at the career of Corey Letal. Corey Letal was a professional baseball player who made his mark in the major leagues as a pitcher. He played for several teams throughout his career, including the New York Yankees, Oakland Athletics, Tampa Bay Devil Rays, and Philadelphia Phillies. Letal began his professional baseball journey in 1997 when he was drafted by the New York Mets. One of Letal's most memorable moments came in 2006 when he joined the legendary New York Yankees. As part of this storied franchise, he played alongside some of baseball's biggest names and contributed to their success. Tragically, Corey Letal's promising career was cut short on October 11, 2006. On October 11, 2006, just four days after the Yankees season ended, Little and his flight instructor Tyler Stanger were flying a Cirrus SR-20 airplane when it suddenly crashed into the Bel Air Apartments Complex at 524 East 72nd Street on New York City's Upper East Side. The plane was flying above the East River past the Queensborough Bridge toward restricted airspace. A strong, freak wind from the East due to an incoming weather front caused the plane to be blown into the building as it was making a 180-degree turn. In addition to the deaths of Letal and Stanger, 26 were injured in the accident, about half of them New York City firefighters. Let's take a look at the career of Pellie Lindberg. Pellie Lindberg was a Swedish professional ice hockey goaltender who played in the National Hockey League, NHL, for the Philadelphia Flyers. He was born on May 24, 1959 in Stockholm, Sweden. Lindberg had an impressive career and quickly became known as one of the best goaltenders in the NHL during his time. He was selected by the Philadelphia Flyers in the second round of the 1979 NHL entry draft. During his time with the Flyers, Lindberg achieved great success. In the 1984-85 season, he won the Vizina Trophy as the league's top goaltender and helped lead his team to an appearance in the Stanley Cup Finals. Sadly, his promising career was cut short. At 5.41 a.m. on the 10th of November 1985, Lindberg lost control of his customized Porsche 930 Turbo and struck a wall in front of a Somerdale New Jersey elementary school, critically injuring himself and severely injuring his two passengers. He was hospitalized in Stratford, New Jersey and declared brain dead a few hours later. His parents gave permission to end life-saving measures and at 9.15 a.m. on the 11th of November, he was declared legally dead after all brain function had ceased. Alright, let's dive into the legendary career of Rocky Marciano. Known for his unbeatable record and relentless fighting style, Rocky Marciano is one of the greatest boxers of all time. Born Rocco Francis Marciano on September 1, 1923 in Brockton, Massachusetts, Marciano had humble beginnings. He started his professional boxing career in 1947 and quickly gained a reputation for his incredible power and unwavering determination. One of the defining moments in Marciano's career was his fight against Joe Lewis in 1951. Despite being an underdog, he defeated Lewis and earned the respect of the boxing world. This victory propelled him towards greater opportunities and eventually led to him becoming the heavyweight champion. He went on to defend his title six times before retiring with an impeccable record of 49 wins. With all victories coming by knockout, his perfect record remains unmatched to this day. On August 31, 1969, the day before his 46th birthday, Marciano was a passenger in a small private plane heading to Des Moines, Iowa from Chicago. It was night and bad weather had set in. The pilot Glenn Bells had only 231 total hours of flying time. Bells tried to land the plane at a small airfield outside Newton, Iowa, but the aircraft hit a tree two miles short of the runway. Flying with Marciano in the backseat was Frankie Ferrell, the oldest son of organized crime figure Lou Ferrell. Marciano, Bells, and Ferrell all died upon impact. Tim Cruz and his teammate Steve Olin had remarkable careers in the world of baseball. These two talented athletes left a lasting impact on the sport, both on and off the field. Tim Cruz was a skilled pitcher known for his precision and control. He played in the Major League Baseball MLB for several teams, including the LA Dodgers, Cleveland Indians, and Detroit Tigers. Cruz had a successful career earning respect from fans and fellow players alike. Steve Olin, also a pitcher, was known for his powerful fastball. He played his entire MLB career with the Cleveland Indians. Olin's talent and dedication made him an integral part of the team's success during his time in the league. Sadly, both their careers were tragically cut short in 1993. On March 23, 1993, tragedy struck during spring training for pitcher Tim Cruz and his teammate Steve Olin. They were involved in a devastating boating accident on Cruz's property. On Little Lake Nellie in Claremont, Florida claiming both their lives, another teammate, Bob Ojeda, also suffered severe head injuries and had to spend most of the season recovering. An investigation later revealed that the accident was caused by Cruz driving the boat at excessive speed into an unlighted dock. It was further discovered that the three had been drinking on the boat all day at the time of the accident. Let's dive into the inspiring career of Camille Muffet, a talented and accomplished Olympic gold medalist. Camille Muffet was a French swimmer who rose to prominence with her exceptional skills and unwavering determination. She made waves in the sport, both nationally and internationally, showcasing her incredible talent and passion for swimming. Throughout her career, Camille achieved numerous milestones and accolades. She represented France in several prestigious competitions, including the Olympic Games and World Championships. Her hard work paid off when she clinched multiple medals, earning gold in the 400-meter freestyle event at the London Olympics in 2012. Sadly, Camille's promising career was cut short. On 9 March 2015, tragedy struck the sports world as Camille Muffet, a renowned French swimmer, lost her life in a devastating accident. As part of a group of sports stars participating in the French reality TV show Dropped, Muffet, along with nine other individuals, lost their lives when two helicopters collided mid-air during filming in northwestern Argentina. Boxer Alexis Vastine was also on board and perished in the same accident.


Hi, I'm Cesar Saavedra, Technical Marketing Manager at GitLab. In this video, I'm going to show you how GitLab provides unified and integrated monitoring and deployment strategies. GitLab provides the ability to monitor the performance of a deployment and easily rollback if needed. It also empowers you to choose what to deploy and who to deploy to in production via feature flags as well as advanced deployment techniques like canary deployments. Rachel, a release manager using GitLab, oversees the CI-CD pipelines that automate the continuous releases within her organization. In this first scenario, Rachel is going to roll out a new release of the application to production, and she's going to do a sanity check on it. Then a second release of the application will take place, which she will also roll out to production. She will find a web performance issue with the new release, find out its probable cause, and then proceed to roll back the latest update from production. Rachel notices that there is a new release of the application running in the staging environment, whose pipeline is currently waiting at a manual step. She proceeds to do a sanity check of the updated application and all looks good. So she rolls out the updated application as a canary deployment and then to all of the pods in the production environment. Notice the performance job at the end of the CI-CD pipeline. This job checks the updated application's web browser performance in the production environment. Rachel checks the application in production. Notice that the edit and new product screens have a white background. The next release of this application will update the background color of these two screens. Later in the day, Rachel notices that there is a new release of the application that has just been deployed to the staging environment, whose pipeline is again waiting at a manual step. She verifies the running application in the staging environment and notices that the edit and new product pages are now the same color as the main landing page. It seems like a simple update to her, so she goes ahead and rolls out the updated application to canary first and then to production. Rachel proceeds to check the application in production and encounters an error when trying to log in. She tries again and is able to log in on the second try and confirms that the application now has the edit and new product screens with the new purple background. She's concerned about the login error she saw. She goes to her environments dashboard and drills into the CD pipeline that rolled out the latest version of the application to production. She then goes into the merge request that initiated this rollout and notices that two browser performance test metrics degraded in this release. She expands the section to check the specific metrics. This may very well be the cause of the issue she saw in production. Rachel definitely does not want any users to run into this error because it will negatively affect customer satisfaction and experience. So she decides to roll production back to the previous version of the application she knew was running fine. She goes to the production environment window, which is an auditable list of all the updates to it, and identifies Update 51 as the one she needs. She proceeds to click on the rollback environment button to bring the application back to a previously stable state. Rachel monitors the rollback via the job log and also by visually tracking its progress through the pipeline execution. Finally, to double check that the application was indeed rolled back, she opens it in production and logs in as an end user to validate that the edit and new product screens have the white background from the previous release. So far, Rachel has been monitoring releases that are deployed to all users in production. But what if Rachel needed to introduce a feature in a control manner by segmenting who was going to see this new feature? She can accomplish this by using feature flags and advanced deployment techniques such as canary deployments. She can check that the feature flag is enabled in the review and in staging environments, and then start an instance of the latest release as a canary deployment before rolling it out to production in an incremental fashion, first at 50% and then at 100%. To this end, she has created a new feature flag called product in alphabetical order feature flag with three strategies, and a user list called prods in alpha order user list with two users in it, mickey at dissey.com and mini at dissey.com. The first strategy will use a percent rollout of 50% based on available ID in the production environment. The second one will target the feature to users in the users list, prods in alpha order user list in the staging environment. The third strategy will target a specific user hulk at universal.com in the review environment, which is an ephemeral environment used for validating application updates before they are merged into the main branch. Feature flags help Rachel reduce risk, allowing her to do control testing and separate feature delivery from customer launch. Rachel double checks the review environment to check the application updates and the feature flag strategies specific to this environment. She logs in as hulk at universal.com and confirms that he is indeed being provided the new feature, which is the product list sorted in alphabetical order by product name. She also checks that he is getting the updated purple backgrounds for the edit screen and the new product screen. Once the updates to the application have been merged to the main branch, Rachel goes to the staging environment where the application should now match the one from the review environment. She verifies the feature flag strategy for the staging environment by logging in as mini at disney.com, one of the users listed in feature flags users list, prods in alpha order user list, and sees that mini is being served the new feature. She verifies that mini is also getting the updated purple backgrounds for the edit screen and the new product screen. She logs out and logs back in as mickey at disney.com, the second user listed in the feature flags user list, and sees that mickey is also being provided the new feature as well as the updated purple backgrounds for the edit screen and the new product screen. To ensure the feature flag strategy for the staging environment is being followed, she logs in as hulk at universal.com and validates that he is not getting the new feature. The product list he gets is not sorted in alphabetical order by product name. Rachel would like to combine this feature flag with the latest updates to the application, which include the fixing of the web browser performance issue that cost her to roll back the previous release. She can do this by deploying the latest release as a canary deployment. But before she does this, she checks that the web browser performance issue was solved by going to the merge request and expanding the browser performance test metric section. She sees that four of the metrics are the same as before and three have improved. She's happy to see these results. She proceeds to roll out the release in a canary deployment by clicking on the canary job in the CD pipeline, which will instantiate a new pot in production with the latest release of the application. Advanced deployment techniques like canary, incremental, and blue-green deployments improve development and delivery efficiency, streamlining the release process. At this point, Rachel decides to roll out the canary deployment to production at 50%. She clicks on the rollout 50% job to do so. She observes the deploy board to track that two out of the four pots in production contain the canary deployment. At this moment, half of production contains the previous version of the application, the one with the white backgrounds for the edit and new product screens, and the other half contains the new version of the application, the one with purple background screens. In addition, Rachel has introduced a new feature-flex strategy to all of production. Rachel opens the application in production and logs in as different users and checks that in some cases she gets the new purple screens with the feature flag, and in some other cases she gets the all-white background screens with the feature flag. In total, per the 50% canary deployment, she gets the new purple screen backgrounds half the time, and per the feature-flex strategy for production, she gets the feature-flex half the time. The combination of canary deployments and feature-flex can help gather direct users' feedback to determine what features are relevant to them so that Rachel's organization can focus on these to shorten release cycle times and deliver higher quality and differentiating value to their users. Everything looks to be working just fine, so Rachel decides to roll out the canary to all of production. She clicks on the rollout 100% job and monitors the deploy board to see when the rollout finishes. Everything looks good. One last thing she does is to check production metrics by going to the production monitoring screen. She checks the overview metrics for the cluster, including its memory and CPU consumption and Ingress metrics. Finally, she checks the Kubernetes PodHealth monitoring dashboards. She's happy to confirm that all looks good in production. We have gone over how GitLab provides unified and integrated monitoring and deployment strategies in a consistent, repeatable, and uniform manner to help you make your releases safe, low-risk, and worry-free. I hope you enjoyed this video and until next time.