Daily Archives: May 23, 2020

VANCOUVER, British Columbia, May 22, 2020 (GLOBE NEWSWIRE) -- Ascot Resources Ltd. (TSX: AOT; OTCQX: AOTVF) (Ascot or the Company) is pleased to announce that it has filed on SEDAR the Premier & Red Mountain Gold Project Feasibility Study NI 43-101 Technical Report (FS) prepared by Sacre-Davey Engineering Inc. as previously announced on April 15, 2020 (see press release at https://ascotgold.com/news-releases/2020/ascot-reports-robust-feasibility-study-with-after-tax-irr-of-51/.)

The FS, prepared for the Companys 100% owned Premier and Red Mountain Gold Project (the "Project") located in the Golden Triangle near Stewart, British Columbia, Canada, supports robust economics including Base case After-tax NPV5%of C$341 million and IRR 51% (based on US$1400/oz gold price, $17/oz silver price and CAD to US exchange rate of 0.76.)The FS is based on a proven and probable reserve of 6.2 million tonnes (Mt) from the Project. In addition to the reserves, the Company has inferred resources of 5.1Mt at 7.25 grams per tonne (g/t) gold at Premier, with approximately 2.2Mt of this resource material at similar grade, near the planned development, which may potentially be converted to reserves during operations.

Ascots President and CEO, Derek White commented, The feasibility study is very robust at the base case assumptions and given the current strong gold price4 environment, the after-tax NPV5% increases to over $600 million and IRR to nearly 80%. This was a huge collaboration and I am proud of the effort put forth to complete the FS and look forward to additional optimizations in the future. We are now focused on advancing our permitting efforts and reviewing various funding proposals for the Project.

Notes1. Fully ramped up yrs. @ 2500 tpd in year 3 2. All in Sustaining Cost ( non GAAP)3. Base Case US$1400/oz. Gold: US CAD 0.764. Spot US$1710/oz Gold, Silver US$15.32/oz :US:CAD 0.71

* Premier & Red Mountain Total Resources M&I of 7.3Mt @ 7.85g/t &Inferred of 5.5Mt @ 7.11g/t

Annual General Meeting - As previously disclosed, with regards to the timing its Annual General Meeting, the Company is relying on temporary relief measures provided by the Canadian Securities Administrators ("CSA") and the Toronto Stock Exchange ("TSX") due to the COVID-19 pandemic. The Company is also relying on an exemption set out in BC Instrument 51-516 from the requirement under subsection 9.3.1.(1) of NI 51 -102 to file executive compensation disclosure no later than 140 days after the companys most recently completed financial year end.The Company will hold its 2020 Annual General Meeting ("AGM") in the second half of 2020. Management continues to monitor the COVID-19 situation and details for the AGM will be communicated in due course.

Qualified Persons and NI 43-101 DisclosureJohn Kiernan, P.Eng., Chief Operating Officer of the Company is the Companys Qualified Person (QP) as defined by National Instrument 43-101 and has reviewed and approved the technical contents of this news release.

ON BEHALF OF THE BOARD OF DIRECTORS OF

ASCOT RESOURCES LTD.

Derek C. White, President and CEO

For further information contact:Kristina HoweVP, Investor Relations778-725-1060 / This email address is being protected from spambots. You need JavaScript enabled to view it.

About Ascot Resources Ltd.Ascot is a Canadian-based exploration and development company focused on re-starting the past producing historic Premier gold mine, located in British Columbia's Golden Triangle. The Company continues to define high-grade resources for underground mining with the near-term goal of converting the underground resources into reserves, while continuing to explore nearby targets on its Premier/Dilworth and Silver Coin properties (collectively referred to as the Premier Gold Project). Ascot's acquisition of IDM Mining added the high-grade gold and silver Red Mountain Project to its portfolio and positions the Company as a leading consolidator of high-quality assets in the Golden Triangle.

For more information about the Company, please refer to the Companys profile on SEDAR at http://www.sedar.com or visit the Companys web site at http://www.ascotgold.com, or for a virtual tour visit http://www.vrify.com under Ascot Resources.

The TSX has not reviewed and does not accept responsibility for the adequacy or accuracy of this release.

Cautionary Statement Regarding Forward-Looking Information

All statements, trend analysis and other information contained in this press release about anticipated future events or results constitute forward-looking statements. Forward-looking statements are often, but not always, identified by the use of words such as seek, anticipate, believe, plan, estimate, expect and intend and statements that an event or result may, will, should, could or might occur or be achieved and other similar expressions. All statements, other than statements of historical fact, included herein are forward-looking statements, including statements in respect of the closing of the Private Placement and the use of proceeds. Although Ascot believes that the expectations reflected in such forward-looking statements and/or information are reasonable, undue reliance should not be placed on forward-looking statements since the Ascot can give no assurance that such expectations will prove to be correct. These statements involve known and unknown risks, uncertainties and other factors that may cause actual results or events to differ materially from those anticipated in such forward-looking statements, including the risks, uncertainties and other factors identified in the Ascots periodic filings with Canadian securities regulators, and assumptions made with regard to: the estimated costs associated with construction of the Project; the timing of the anticipated start of production at the Projects; the ability to maintain throughput and production levels at the Premier Mill; the tax rate applicable to the Company; future commodity prices; the grade of Resources and Reserves; the ability of the Company to convert inferred resources to other categories; the ability of the Company to reduce mining dilution; the ability to reduce capital costs. Forward-looking statements are subject to business and economic risks and uncertainties and other factors that could cause actual results of operations to differ materially from those contained in the forward-looking statements. Important factors that could cause actual results to differ materially from Ascots expectations include risks associated with the business of Ascot; risks related to exploration and potential development of Ascots projects; business and economic conditions in the mining industry generally; fluctuations in commodity prices and currency exchange rates; uncertainties relating to interpretation of drill results and the geology, continuity and grade of mineral deposits; the need for cooperation of government agencies and indigenous groups in the exploration and development of properties and the issuance of required permits; the need to obtain additional financing to develop properties and uncertainty as to the availability and terms of future financing; the possibility of delay in exploration or development programs and uncertainty of meeting anticipated program milestones; uncertainty as to timely availability of permits and other governmental approvals; risks associated with COVID-19 including adverse impacts on the world economy, construction timing and the availability of personnel; and other risk factors as detailed from time to time and additional risks identified in Ascots filings with Canadian securities regulators on SEDAR in Canada (available at http://www.sedar.com). The timing of future economic studies; labour disputes and other risks of the mining industry; delays in obtaining governmental approvals, financing or in the completion of Project as well as those factors discussed in the Annual Information Form of the Company dated March 13, 2020 in the section entitled "Risk Factors", under Ascots SEDAR profile at http://www.sedar.com. Forward-looking statements are based on estimates and opinions of management at the date the statements are made. Ascot does not undertake any obligation to update forward-looking statements.

Note to United States Investors Concerning Estimates of Measured, Indicated and Inferred Resources

Mineral resources that are not mineral reserves do not have demonstrated economic viability. Mineral resource estimates do not account for mineability, selectivity, mining loss and dilution. It is reasonably expected that the majority of inferred mineral resources could be upgraded to indicated mineral resources with continued exploration; however, there is no certainty that these inferred mineral resources will be converted into mineral reserves, once economic considerations are applied. The mineral resource estimates referenced in this release use the terms "Indicated Mineral Resources" and "Inferred Mineral Resources". While these terms are defined in and required by Canadian regulations (under NI 43-101), these terms are not recognized by the U.S. Securities and Exchange Commission ("SEC"). "Inferred Mineral Resources" have a great amount of uncertainty as to their existence, and great uncertainty as to their economic and legal feasibility. The SEC normally only permits issuers to report mineralization that does not constitute SEC Industry Guide 7 compliant reserves as in-place tonnage and grade without reference to unit measures. U.S. investors are cautioned not to assume that any part or all of mineral deposits in these categories will ever be converted into reserves. Ascot is not an SEC registered company.

More here:

Ascot Resources Files Feasibility Study to Restart the Premier Mill - Junior Mining Network

This post is sponsored by Adobe

Careers no longer progress in a neat line from learning to earning to retirement. Not only are people more likely to change jobs and even career tracks over the course of their lifetimes, freelancers who contract out their skills rather than work for an employer have become a significant portion of the labor market. Nearly half of working millennials fall into this category.

This shift is starting to transform human resource strategy and the traditional job hunt. Whereas candidates used to find jobs based on the institutions they attended and the social networks they developed, skills are the new metric for assessment.

The good news is that a skills-based economy is a more egalitarian one. Relying on pedigree allowed for social inequalities, giving people who had access to elite institutions and networks an unfair advantage while leaving many skilled individuals without access to roles where they would excel. It also led to labor market inefficiencies, as companies made hiring decisions without fully understanding the skills that a candidate brought with them.

The challenging aspect of this transformation is that many learning institutions and companies have still not adjusted to the reality that skills are the new currency. Acknowledging that requires offering working professionals frequent opportunities to add skills on an ongoing basis throughout their careers. Effective training is key to helping people excel today.

Companies must adapt their recruitment and talent strategies as a result of this shift.

Human resource leaders should use skills as the professional currency by which to evaluate candidates, which may mean incorporating more testing and problem solving into the recruitment process.

Managers too should think about forming teams based on skills, rather than job titles. A recent Deloitte report notes that many organizations are restructuring from a hierarchical business model to project-based squads that come together for specific tasks. People are being recruited within their organizations to join projects based on their skills, rather than being assigned jobs by management, and they are being rewarded based on outcomes rather than tenure.

Its not just technical skills that are of value. Problem solving, creative thinking, empathy and communications skills are worth a lot because those are the types of skills that are most difficult to automate. As a result, people who have a hybrid of technical know-how and social skills are in demand.

LinkedIn, which has developed a metric called the Skills Genome to understand labor market trends, used data collected from 630 million members and more than 35,000 global skills to better understand the labor market in China. The resulting report highlights what skills are prominent by region.

In a global economy, companies can harness such data to determine where to recruit talent, outsource work or open offices. Thats just one example of how skills are starting to dominate the conversation when it comes to managing talent.

Findings like these are increasingly valuable as our society prepares for the future of work, Jian Lu, president of LinkedIn China, said in a blog post about the report. Simply put, she added, Skills are the new currency on the labor market.

Deliver modern learning experiences with an LMS thats built using the Skills construct - Adobe Captivate Prime learn more.

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Skills as the new currency - SmartBrief

CAPITAL REGION, N.Y. After a challenging couple months, New York state is starting to reopen and Capital Region retailers are ready to get back to business.

Though the COVID-19 pandemic and Gov. Andrew Cuomos New York State on PAUSE executive order closed many of the regions small businesses over the past several weeks, some retail shops recently reopened for curbside pickup.

This curbside concept, a new offering for many stores, was permitted as part of Phase 1 of the governors regional reopening plan, which began on Wednesday, May 20 in the eight-county Capital Region.

While essential retail businesses such as grocery stores, pharmacies and gas stations remained open, thousands of retailers that were not deemed essential lost the majority of their revenue stream during the early stages of the states pause.

This change was most visibly apparent in the Capital Regions downtown districts of cities like Saratoga Springs and Troy. These business-filled neighborhoods typically bustling with pedestrian shoppers in the springtime instead have had empty sidewalks and closed signs hanging in store windows.

Local business leaders and entrepreneurs look forward to the increased spending that is expected along with the regions phased reopening getting underway.

Saratoga Springs Downtown Business Association president Deann Devitt said Phase 1 beginning is great news that the area is starting to move in the right direction.

Devitt described how the pandemic has affected the downtown business community in Saratoga Springs.

Initially the retailers completely shut sales down, but as the duration of the lockdown lengthened, many were forced to pivot towards online sales, she said. Using social media creatively, retailers were able to boost awareness of their products and sales giving them the ability to at least stay afloat while their doors were closed.

"So Phase 1 and curbside pickup will certainly help these efforts.

Despite the difficulties COVID-19 had brought upon local businesses, The amount of community support our retailers and restaurants have received through this, is just a reminder of how strong our community is, Devitt said. We truly are stronger together!

Support is coming from local government too.

In the Saratoga Springs City Councils most recent meeting, council members unanimously voted to adopt a resolution in support of the citys businesses. Public Safety Commissioner Robin Dalton presented this resolution to the council after noticing conversation around the idea that public health is in competition with the economy.

It was really concerning for me and our department because we just love our downtown businesses, and all of our small businesses, and we want them to know that they are supported by us, she said. The only way that we see this moving forward is for both public health and the economy to thrive and win together not one or the other competing.

The resolution referred to the local businesses as the foundation of the citys economy and identity. As we move toward a safe, phased reopening we must provide business owners, their employees and their customers with the security and confidence they need, and the encouragement to move forward.

In discussing the new resolution, Commissioner of Finance Michele Madigan said the city is only as successful as its small businesses are.

When they make money, we make money, Madigan said.

Alternatively, When theyre not thriving, were clearly not thriving, she said, mentioning the citys recent decline in sales tax revenue. We really do thrive on unique, specialty downtown stores - and they are suffering. So Im pleased about the reopening and I look forward to them getting a little breathing room.

Commissioner of Public Works Anthony "Skip" Scirocco spoke in support of the resolution as well, calling small businesses the economic engine that keeps things moving in the city.

Dalton agreed. I think its really important for us, as a city, to stand hand in hand with our business community and say, when weve gone through these phases, that were reopen for business and people can come downtown and shop and eat and drink and feel confident about their safety while theyre doing it, she said.

Looking ahead, Devitt said staying on target during the phased reopening is crucial to the continued success of the Spa Citys downtown businesses.

In the Collar City, members of the Downtown Troy Business Improvement District are facing similar challenges.

All of the districts businesses have been affected in some way, BID director Katie Hammon said, noting that retail, food and beverage, personal service, hospitality, arts and entertainment businesses have been hit much harder due to the nature of their business structure.

Since many of these industries are gatherers of people providing experiences for people to connect and engage, they are required to pivot their model to remain relevant in a virtual, physically distanced world, she shared. We have an incredibly resilient business community that has been able to innovate and reinvent themselves daily, however with inconsistent income it is a struggle for many businesses to keep up with their monthly expenses.

"Loans and grants, as well as support from the community has been necessary to sustain businesses throughout this time and additional funding remains a need as this return to normal will be a lengthy journey.

She continued, Businesses have been forced to think outside the box and more often than not, throw the box out altogether. They continue to build new structures and processes to sustain through this incredibly difficult period in our history.

To help these businesses, the BID provides guidance through a COVID-19 resource page on its website including state guidelines and reopening best practices for different industries, while connecting businesses with funding resources and other industry-specific resources.

The organization has partnered with fellow BIDs from around the Capital Region and the state to brainstorm ways to support their business communities and re-engage their downtowns in safe ways.

We have found great value in partnering with other organizations and businesses and creating opportunities for the business community to connect over common needs and goals, Hammon said.

In addition to her role as the BIDs director, Hammon is the co-chair of the Economic Development Pandemic Response Committee of Rensselaer County and chair for the Community Activation Subcommittee.

The efforts of these organizations include working to understand business impact and need, connecting businesses with necessary resources, convening businesses and organizations around common industry needs, building out processes for businesses to utilize public space for increased capacity when reopened, and - when the timing is right - creating programming to activate downtowns and main streets throughout the county in safe, physically distanced ways.

As the Capital Region starts to reopen, Hammon emphasized the importance of safety compliance by both businesses and customers.

Reopening with intentional phases is an important step in allowing our businesses to recover from PAUSE while reacting to changes in our regional counts, she said. In order to continue progress in reducing the spread of the virus, it is extremely important that businesses and patrons follow CDC and state guidelines.

"With information changing daily, businesses will stay informed of changes and request that patrons follow guidelines themselves. Everyone must do their part to ensure our economy remains open and is not set back by additional spikes in the virus count.

As part of the states requirements for reopening, each individual business must develop a written safety plan outlining how its workplace will prevent the spread of COVID-19. Companies can fill out a template provided by the state, or write their own safety plan.

This plan does not need to be submitted to a state agency for approval but must be retained on the premises of the business and must be made available to the New York State Department of Health or local health or safety authorities in the event of an inspection.

In a letter to Troy residents as the reopening phase was about to begin, Mayor Patrick Madden stressed safety as the region entered Phase 1.

"Remember: reopening our regional economy can begin because of the actions weve all taken during the last two months," Madden said. "We followed precautions and practiced social distancing. We wore masks and washed our hands. We avoided large gatherings and stayed home to reduce the spread of the virus.

"However, the ability to stay open is dependent on keeping the infection rate down. Critical to doing that is maintaining practices to continue to protect public health, prevent the overwhelming of local hospitals, support our local businesses, and ensure the Capital Region can proceed to Phase 2.

"Stay safe, be smart, wear a mask, and take care of each other."

Local entrepreneur Heidi West created a consolidated Business Precautions Plan for her three downtown Saratoga Springs apparel-based retail stores Lifestyles of Saratoga, Caroline & Main and Union Hall Supply Company. The plan, reviewed by an attorney, is based on guidelines from the Occupational Safety and Health Administration, Centers for Disease Control and Prevention and National Retail Federation.

Its pretty intensive. Its a really comprehensive plan, West said.

Safety is our main priority, for employees, clients, and the community, West said in a post on Facebook sharing the plan and welcoming any fellow small businesses to use it as well, noting that the goal is for all to open safe and open smart together.

Many aspects of the plan, including redesigned sales floors, sneeze-guards installed at checkout counters and shortened store hours to allow for nightly deep cleanings, are for when in-store retail is reopened in Phase 2.

The minute that my doors closed I started the process of figuring out what its going to look like when we open, West said.

Im going to play it very safe and very careful, West continued, sharing that her stores reopening to the public will start with one-on-one appointments.

While income is critical to any business, what many local shop owners are missing most throughout the pandemic is interacting with their patrons.

I just cannot wait to be open again and be able to see my customers, West said. Boy, do I miss the people.

Downtown Troy business owner Bianca Dupuis of The Broken Mold Studio has kept busy creating in her studio solo, but is eager to bring students back for instruction, which will take place in the fourth and final phase of reopening.

For this small business, the COVID-19 pandemic catalysed a full studio renovation that increased its size to allow for more space between visitors. It also sparked the idea for a new take-home clay kit offering.

Furthermore, the situation gave Dupuis more time to focus on her own work than shes had since she started the studio 14 years ago.

Its been a change thats been positive, she said, but I cant wait to get back to the student portion of my day.

Robin McDonough, owner of The Counties of Ireland in downtown Troy and Molly Malone's Irish Gifts in Lake George, feels the same.

I miss my customers. I miss them coming in, even if its just to have a chit chat, she said.

Im looking forward to Phase 2 when we can actually let people back in the store, McDonough said, feeling confident in her stores safety plans. Im ready to open my doors to customers.

"Im just waiting for them to say Go!

More here:

Capital Region retailers welcome start of reopening phase of recovery - The Saratogian

By Kip Tabb | Outer Banks Voice on May 23, 2020

In recent years, the shoulder season has increasingly become an Outer Banks success story. Driven by steady growth in weddings and music festivals like Mustang Spring Jam and the Outer Banks Bluegrass Festival, the time between March and May has been a major part of the Outer Banks economic success.

According to the Outer Banks Visitors Bureau (OVBV), in the 10-year span between 2010-2019, the cumulative growth of the value of meals and occupancy revenues was 78.4%, during those three months surging from $72.9 million in 2010 to $130 million last year.

And then there was COVID-19. No weddings, and the cancellation of the Outer Banks Bluegrass Festival and Mustang Spring Jam.

This is really kind of unprecedented areas that were into right now, said Lee Nettles, Executive Director of the OBVB. Newly unveiled March 2020 numbers show occupancy revenue down 62% from the same month last year and meals revenue down by 47%, with Nettles noting that the April numbers are probably going to be worse.

Interviews with those working in the events industry highlight the economic damage done by a pandemic that has shut down virtually all of the business this year.

But there is optimism for the future, based on an anticipated robust rebound of the wedding industry and a faith in the resiliency of those who earn a living through events.

Ashley Earnhardt, incoming president of the Outer Banks Wedding Association (OBWA), sums up the state of her business right now.

I know that the vast majority of everyones weddings locally have been postponed, she said. So obviously everything in April, and the first half of May was a wash,

The effect of the wedding cancellations will ripple throughout the local economy. Hard figures are difficult to find, but including lodging, food and associated services and weddings, a conservative estimate is that they pump over $100 million into the local economy. Almost every wedding includes a photographer, florist, caterer, officiant and event coordinator to bring everything together. And suddenly no one is working.

It isnt only weddings that have been affected by COVID-19 restrictions. Mike Dianna, owner of Bearded Face Productions, has cancelled two events this spring. His 9th Annual Mustang Spring Jam would have run on Saturday and Sunday, May 16 and 17. An earlier event, An Evening with Mojo Collins, scheduled for March 14 at Roanoke Island Festival Park was also cancelled.

For Collins, who has been involved in music since he was in the U.S. Air Force in the 1960s, it was particularly painful. The headline performance with his band Triple Vision was something he had been working toward for some time.

It hurts, man, he said. Id been working on this for twelve years. Maybe well be able to do this next spring. Ive been doing this [playing professionally] for six decades. Ive never seen anything like this.

In addition to promoting festivals and music, Dianna has also been the organizer of the Outer Banks Food Truck Showdown. The Showdown, scheduled for May 31, has been moved to September 13, but he acknowledges that date is tentative.

At this point, I think everyones going be speculating. And anyone who tells me that theyre not, I think youd have to view that with some skepticism to say the least, Dianna said.

Im just trying to make up the missing fifty-to-seventy grand in income this year. Im just trying to be as resourceful as I possibly can, you know, and its definitely a struggle, he added.

What the Outer Banks is experiencing is part of a broader phenomenon. For local musician and performer Ruth Wyand, the effects have been dramatic. She continues to give lessons via Skype and similar online platforms, but her live performances have been cancelled and none are scheduled.

Ive lost ninety percent of my income, she said. Im working with eight different bands, and my [Mustang Music Program] students, the bands and gigs. This year especially, Ive finally got into some festivals out of town in Florida and North Carolina. They cancelled those.

With North Carolina moving to Phase Two of its reopening plan, the updated guidelines would seem to have little or no effect on events and the music that is so much a part of local events. With restaurants limited to 50% capacity and outdoor gatherings limited to 25 people, Dianna does not believe it is economically feasible to book acts at this time.

I have clients thatare really eager to try to get their entertainment schedules back and one of the big things Ive had to explain to them was, well, youre not going to get the return on your investment, he said.

There is optimism, even in the midst of an unprecedented downturn in weddings, events and entertainment on the Outer Banks.

At the OBWA, Earnhardt points out that while there have been many wedding postponements, there have been very few cancellations meaning people are rescheduling those special celebrations.

The vast majority of weddings locally up to this point have been postponed. There were some cancellations here and therebut for the most part it was a lot of postponements, she said.

According to Earnhardt there is more than one reason for the low cancellation rate, although most of it is the mystique of the Outer Banks.

I think that the majority sentiment is that they had plannedthis dream Outer Banks wedding, and for most of them, its the vacation of a lifetime. Its not like they want to get married back home in Ohio or Pennsylvania, she said.

There is a financial consideration that she acknowledges also plays a role.

I think that most women sign contracts, so contractually youd have to break contracts [and] lose deposits. Can we get married sooner or do we keep our dream wedding, not lose thousands of dollars, and just postpone? she added, noting that rescheduled and previously scheduled weddings will make for a year like no one has seen before.

I think weve all come to terms with 2021 might be a little bit weird because we have had so many postponements. Theres so much interest from many of our clients that has now shifted, she said. Things are even busier for next year, but not because of popularity, but because of fitting in 2020 brides and 2021 brides into one calendar year.

Earnhardt also points out that because many businesses that are part of the Outer Banks wedding industry are so small sometimes consisting of one person there is the hope they can be resilient enough to survive this challenge.

Dianna makes the same point.

You know, one strong feeling about this is I feel like the entertainment world, the live music business event business, is very resilient, he said.

It is a thought that is underscored by an observation from the OBVB Nettles.

Weve got a lot of smart industrious people and whats the saying, Necessity is the mother of invention? he said. I think thats kind of where we are. People are scratching and clawing to survive, but that makes you reassess the ways in which you can do business. I think that new opportunities are gonna come out of this. It obviously hurts a lot. But I am optimistic for the longer term.

PUBLIC NOTICE

Division of Waste Management, N. C. Department of Environmental QualityHazardous Waste Section

PUBLIC HEARING FOR DRAFT OPERATIONAL RENEWAL PERMITU.S. COAST GUARD BASE ELIZABETH CITY

This is to notify the public of the issuance by the N.C. Division of Waste Managements Hazardous Waste Section of a draft renewal operating permit for the U.S. Coast Guard Base Elizabeth City facility, located at 1664 Weeksville Road in Elizabeth City, North Carolina.

A public hearing will be held on Thursday, June 11, 2020, at 1:30 p.m. in the Pasquotank County Courthouse, located at 206 East Main Street in Elizabeth City. All attendees will have the opportunity to present five-minute oral statements regarding the draft renewal permit and/or to submit written comments and data. Written comments can also be sent during the public comment period of May 12, 2020 through June 26, 2020 to the following address:Julie Woosley, Hazardous Waste Section ChiefDivision of Waste Management, NCDEQMSC 1646Raleigh, NC 27699-1646

All data submitted by the applicant is part of the administrative record and available at https://deq.nc.gov/about/divisions/waste-management/laserfiche. Documents may be located by using the EPA ID# NCD2690308232 for the facility. The draft renewal permit and factsheet can also be found online at the following location: https://deq.nc.gov/news/events/public-notices-hearings.

A summary of the draft renewal permit follows: The U.S. Coast Guard Base Elizabeth City is granted a renewal operating permit for storage of hazardous wastes at a designated storage building. This permit contains requirements to be followed for storage of up to 6,750 gallons of hazardous waste. The renewal operating permit also requires the U.S. Coast Guard Support Center to remediate contamination resulting from past waste management activities at the facility.

All comments received during the public comment period or at the hearing will be considered in the decision regarding this renewal permit. Comments received after the public comment period ends will not be considered. The statutory authority for calling the permit hearing is G.S. 130A-294(f). Applicable state rules are found in the North Carolina Hazardous Waste Management Rules 15A NCAC 13A .0105, .0109, and .0113. These rules adopt the requirements of the Federal Resource Conservation and Recovery Act as amended by the Hazardous and Solid Waste Amendments of 1984.

Anyone desiring additional information may contact Mike Babuin at (919) 707-8211 or [emailprotected] or at the address listed above.

Here is the original post:

In the OBX events industry, hurt and hope - The Outer Banks Voice

In an international emergency like the present one, you might expect the science of the stars to be the last thing on peoples minds. The problems facing both individuals and governments are infinitely more pressing than events in the depths of space. People are suffering unprecedented hardships.

Yet throughout history, astronomy has shown extraordinary resilience in times of crisis and has kept public support. That resilience will be needed as a major international project, theSquare Kilometre Array(SKA), is on the brink of construction.

The SKA will be the worlds largest radio telescope, and Australia will play a leading role in building and operating it. How can this benefit a nation focused on containing a global pandemic?

History shows the science of the stars is no stranger to crisis. Indeed, modern astronomy was born in a time of deep conflict, when the northern provinces of the Netherlands were engaged in difficult negotiations with Spain after 40 years of war.

In 1608, the fledgling telescope came out of obscurity in the hands ofDutch spectacle-makers, and its possibilities for astronomy were recognised. When news of this optical novelty reached Galileo Galilei in Padua the following May, he set about improving it and the rest is history.

By the turn of the twentieth century, astronomical infrastructure had become big business, but two World Wars caused major disruptions. New telescope proposals were put on hold as manufacturers turned their hands to gunsights, rangefinders, binoculars and other optical munitions.

During the Second World War, one British company actually buried the 1.5-tonne mirror for a newSouth African telescopein a field to avoid possible bomb damage. While delivery of the mirror was delayed until 1948, the telescope was a success, and is still at work today.

Similarly, in the United States, the 200-inch (5.1-metre) mirror for what was to be the worlds largest telescope at the time, at Mount Palomar, California, was cast in December 1934, but the instruments completion wasdelayed until 1949. Although it is no longer the largest in the world, the Palomar telescope remains among the most effective.

While hardly comparable to a world war, the present crisis constitutes an emergency of grave proportions, and it is important to put a project like the Square Kilometre Array (SKA) into perspective.

When completed, the telescope will provide radio astronomers with the largest and most advanced facility available to them. With an expected working lifetime of more than 50 years, it will explore the whole 13.8-billion year history of the Universe, yielding many exciting discoveries.

And spin-offs from the technologies under development have huge commercial potential, with tangible benefits for economic recovery.

One of the reasons governments fund research into the study of the Universe is that astronomy pushes technology to its limits whether it be low-noise radio receivers, complex data management systems or sophisticated computer algorithms. Wifi, for example,had its originsin Australian radio astronomy a quarter of a century ago.

More immediately, the construction of the SKA offers significant opportunities for local companies. The low-frequency component of the telescope will be built at theMurchison Radioastronomy Observatoryin Western Australias remote Wajarri Yamatji country, one of the most radio-quiet places on Earth.

The project has so far spent $330 million in funding from the Australian and WA governmentsestablishing the observatoryand building pathfinder instruments.

And on the wider horizon, big science facilities like the SKA require strong international partnerships, with collaboration among the projects 14 member states representing a further positive outcome. Along with South Africa, where themid-frequency componentof the telescope will be located, Australia can expect its scientific standing to be further enhanced as one of the SKA host nations.

Although technological spin-offs are an important outcome of astronomical research, it is pure curiosity that is the ultimate driver. We are an inquisitive species, and the quest to know is what motivates researchers.

But it also inspires the rest of us with the staggering beauty of the universe and the appeal of scientific understanding. For youngsters in particular, that can prepare them for the jobs of the future, shaping an agile knowledge economy for our nation.

If the lessons of history are anything to go by, the SKA will be unlocking the secrets of the universe long after COVID-19 has subsided into memory. And that will be something of which we can all be proud.

Fred Watson, Astronomer-at-Large, Department of Industry, Science, Energy and Resources,Australian Astronomical Observatory

This article is republished fromThe Conversationunder a Creative Commons license. Read theoriginal article.

The Royal Institution of Australia has an education resource based on this article. You can access ithere.

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Why astronomy matters in times of crisis - Cosmos