Nys Living Will Form

Crestwood IS a neighborhood in the city of Yonkers. Tuckahoe is NOT. Tuckahoe is a village in the town of Eastchester. Tuckahoe Road however is a street in Yonkers. It does not run through any other municipality. Another way for you to tell if you live in the city of Yonkers is if Mayor Mike Spano is your mayor. If he is, you are a resident of Yonkers.

It depends on the state, and I’m not an expert - but I wanted to share my personal experience for a couple reasons.It may surprise some people - especially non-gun ownersI feel it illustrates that gun control and gun laws are two different things and before jumping to the conclusion that we need more (or fewer) laws pertaining to guns, everyone should take a few minutes to educate themselves and use common sense (gasp)This is my first time gun buying experience from about 4–5 years ago.I’d done quite a bit of research online, pretty much settled on what I wanted and decided it was time to walk into a gun store to look and make the final decision in person. After about 15 minutes I’d settled on a gen 4 Glock 19. The store was running a special on the gen 4s and I received a free box of ammunition, as well as an extra magazine. Awesome.Next up it was time to go through the background check and pay. I had to wait, because there was an older guy and his son in front of me. He was purchasing the gun for his son (because he wasn’t 21) - apparently his son was joining a junior police academy and needed a handgun. Well, his background check came back - he had some kind of domestic abuse charge - no gun for you, no gun for your son. The owner of the gun shop chastised him for even wasting her time since he clearly knew that was on his record.My turn. They ran my details, everything came back clean and it was time to pay. Something people may not realize is that guns aren’t cheap. Mine was close to $500. That’s a decent chunk of change and puts them out of many people’s signNow economically. Of course, I’d imagine criminals acquire weapons for much less - but then again they don’t go through the proper channels.Great, background check cleared, I’ve paid and ready to go. The guy behind the counter bags things up and hands it to me - then the owner starts berating him. Apparently by putting the newly purchased gun (still in the case) and the box of ammunition, into the same bag they were setting me up to get a felony when I walked out of the store. They also gave me specific instructions about putting the gun and/or ammo in the trunk of my car - NOT the passenger compartment. Again, throwing the now two separate shopping bags into my back seat would have potentially been criminal (felony).This is where things get crazy. In Ohio, you can load up a gun - put it in a holster (on the outside of your clothes) and walk around in most public places. But, as soon as you cover up the gun - or get into a car with it - you’re breaking the law (felony) unless you’ve gotten a special license/permit. This requires more background checks, fingerprinting, attending a class, paying more money, etc.Now, let’s say you’re all about following the letter of the law and you go through all of these steps so that you can carry your gun in your car. Things don’t get easier - because each state can be different. Despite having a permit, passing the background checks, etc - if you happen to drive into Chicago you could be in a lot of trouble. Apparently, you can drive right through with no problems, but if you step foot outside of your car (even to get gas, even if you leave the gun in the car) you’re now in a world of trouble (felony). It makes you wonder why Chicago has so much gun violence when the gun laws there are so strict.The laws are very strict for gun owners, they can be very confusing, and it seems, by definition, only followed by law abiding citizens.

The prior two commenters did not answer the question. If you work in New York but live in New Jersey, the IT-2104 should be all you need, because you have no earned income in New Jersey, so there should be no reason to complete an NJ-W4. There is one caveat however - if you are going to spend a signNow of WORKING days in New Jersey and your employer actually tracks this and withholds New Jersey income tax, then you should complete an NJ-W4 so not too much New Jersey tax is withheld. Otherwise there is no reason to complete an NJ-W4.

The XAT Registration fee is Rs. 1700(late fee Rs. 2000). This is had increased from last year.If you want to apply for XLRI programmes then pay additional Rs.300 (late fee Rs. 500)The last date for registration is 30th Nov 2018. The exam is on 6th Jan 2019.All the best

Departments of education and school districts always have to make decisions about what to include in their curriculum.  There are a lot of life skills that people need that aren't taught in school.  The question is should those skills be taught in schools?I teach high school, so I'll talk about that.  The typical high school curriculum is supposed to give students a broad-based education that prepares them to be citizens in a democracy and to be able to think critically.  For a democracy to work, we need educated, discerning citizens with the ability to make good decisions based on evidence and objective thought.  In theory, people who are well informed about history, culture, science, mathematics, etc., and are capable of critical, unbiased thinking, will have the tools to participate in a democracy and make good decisions for themselves and for society at large.  In addition to that, they should be learning how to be learners, how to do effective, basic research, and collaborate with other people.  If that happens, figuring out how to do procedural tasks in real life should not provide much of a challenge.  We can't possibly teach every necessary life skill people need, but we can help students become better at knowing how to acquire the skills they need.  Should we teach them how to change a tire when they can easily consult a book or search the internet to find step by step instructions for that?  Should we teach them how to balance a check book or teach them how to think mathematically and make sense of problems so that the simple task of balancing a check book (which requires simple arithmetic and the ability to enter numbers and words in columns and rows in obvious ways) is easy for them to figure out.  If we teach them to be good at critical thinking and have some problem solving skills they will be able to apply those overarching skills to all sorts of every day tasks that shouldn't be difficult for someone with decent cognitive ability  to figure out.  It's analogous to asking why a culinary school didn't teach its students the steps and ingredients to a specific recipe.  The school taught them about more general food preparation and food science skills so that they can figure out how to make a lot of specific recipes without much trouble.  They're also able to create their own recipes.So, do we want citizens with very specific skill sets that they need to get through day to day life or do we want citizens with critical thinking, problem solving, and other overarching cognitive skills that will allow them to easily acquire ANY simple, procedural skill they may come to need at any point in their lives?

Simple answer is:  Don't break any applicable laws while doing it and you'll be good to go!Federal law requires that you be at least 21 years of age to purchase a handgun from an Federal Firearms License holding dealer, but in most states you will need to be 21 or older to legally possess a handgun no matter where you buy it. So, figure age 21 or older, and you'll be safe. Federal law prohibits certain people from possessing firearms or ammunition. The main one is convicted felons, but there are several other similar classes of people, the least of which is anyone who has been convicted of a misdemeanor domestic assault or abuse. Most state laws follow federal law in this regard. In some states, you must have a permit to acquire a handgun. Get it. It's no big deal. It's not a permit to carry, just to acquire. You must have it if you buy a handgun from an individual or even if you accept it as a gift if its from anyone other than immediate family members, such as your parents.After that, buy your Glock. Buying through an FFL dealer is your best bet, but there is generally nothing wrong from buying from an individual if you do it right. Preferably it's someone you already know at least some and have no reason to believe is selling it in bad faith. In other words, your best judgement indicates that it's probably not stolen or has been used to commit a crime with. If you're getting it in the case with accessories at roughly market price and the individual doesn't seem to be in an especially big hurry to sell it, you're probably all right. If he's selling it very cheaply and acts like he wanted it gone yesterday, that's not a good sign and buying from him once you've observed that could potentially expose you to culpability for purchasing a stolen pistol if the authorities come to believe that you should have known the deal wasn't legitimate.Once you purchase it, to be fully legal, I'd recommend lawfully taking it home with you. A locking tool box or a small suitcase, even a cardboard box well secured with tape should be all right. The key is that it's not readily accessible and too large to conceal on your person. Put it in the trunk or somewhere where you can't signNow it while driving. Once you're on your own property, you can typically carry or conceal it any way you want with no problem.

I raised $500,000 at 19. I was on my way to change the world. Three years later everything burned down.This post is not about how to shoot for the stars or run a company. Others are better at that.This is about what not to do.I’ve made every mistake possible. But ironically, I’m constantly meeting teams doing the exact same things that caused my first startup to implode. Everything I’m writing about I’ve experienced first hand through my own startups as well as various businesses I’ve been involved in. It’s been all my fault and this is my story.Some of you will disagree with me. Others will have things to add. I’m happy to discuss in the comments.Here’s my attempt.ZUCKERBERG SYNDROMMy girlfriend didn’t know what I was working on for nine months. I slept with a chair blocking the front door. My phone was tapped. Corporate America and Uncle Sam were listening. Someone was going to kill me to steal the idea.I really believed this. So I did everything possible (literally) to avoid getting feedback out of the fear of having our idea stolen.Ultimately, secrecy and stupidity killed us. Three years and hundreds of thousands later, we released an alpha version to a modest 30 people for the first time. Everyone hated it. Our capital was gone. Our morale: zero.I see this all the time. Startup founders hiding their ideas because of the fear that someone will steal it. Remember: no one cares about you. Your biggest issue is getting discovered. If someone steals your idea, that means you’re doing something right.Because of this syndrome, most startups are wasting their time and money building products no one wants. Why? Lack of testing. The biggest mistake a company can make (product wise) is to avoid talking to and testing with potential and current users. Every day. It’s also one of the main reasons startup’s fail.If you’re not constantly releasing and looking for feedback you’re either a) delusional (me) thinking too many people will sign up/buy your product and you won’t be able to scale b) scared that it’s not good enough (me) or c) someone will steal your idea (as I was).A. SCALING“Your priority, in short, is proving that people will use your product at all. If they won’t, then it won’t matter if you can’t scale. If they will, then you will figure out a way to scale. I’ve never seen a startup die because it couldn’t scale fast enough. I’ve seen hundreds of startups die because people refused to embrace their product.” — Guy Kawasaki [Emphasis mine]I’ve done this and I’ve experienced this in the past three startups I’ve worked in. It’s completely delusional. If five out of five people tell you that they wouldn’t use your product (before you build), quit. If eight out of ten people tell you that they hate this feature and you empirically see that they’re not using it, kill it. Don’t assume. Always be testing.More on feedback below.b. TESTINGSee point A.C. STEALING(!)No one will steal your idea. It takes time, money, skills and immorality to steal. Not everyone is born that lucky.Most importantly, no one cares about your idea.They’ll only start caring when there’s a massive amount of initial traction (50,000+ users). By then, you’ve already established a strong user/customer base and it’s too late for the others.HIRING FOR WEAKNESSOnly hire for a strength that needs to be filled in your company. Never for a weakness.Not once did any of the startups I worked in hire for a strength. I repetitively recommended hiring people purely out of loneliness, fear and scarcity repetitively. Each time it sunk us deeper.But what does that mean?Hiring for a weakness means that you attempt to fill a weakness in the fundamenetals in your company by hiring for a weakness. Example: If you’re building a product and it’s not gaining traction and your company doesn’t have inherent fundamentals, hiring Ryan Holiday to sell your product won’t help. You can’t fight weakness with weakness.However, if you have a rockstar engineering team and you want to add a marketing person to help take the product get to another level, then you’re adding a strength.Hiring for weakness also means:a. You hire a B+ player instead of a A+ player.b. You hire people so that they go through the struggle with you, so that they share your fears and paranoia. Not so they execute on what’s needed.c. Hiring someone to fill a position. Not to compliment the rest of the company.d. Hiring someone and not having any idea of what the hell you want them to do.e. It means hiring someone because you think there’s no one else. Scarcity.f. Hiring a client’s friend. Because you’re scared.It’s ultimately about the fundamentals. If the fundamentals of the product and the team aren’t there, adding someone is just adding a weakness. It won’t help, because it’s not a strength.PAINTER’S DILEMMAApproving emails? One week treks. Our first wireframes? $40K and four months. Did we have a working product after all this? No. We failed.The Painter’s Dilemma is when you’re so deep in the details of your project that you don’t even know what the idea is anymore. You’re blind. When you’re too deep you need help.How to solve it? Stop. Talk to people. Get feedback. Iterate and build. Release. Breathe.Repeat the loop.The more feedback you get the healthier you and your product are.FEEDBACK*I can’t emphasize this enough. If you don’t get feedback (everyday) you will die. I never got feedback. EVER. Well, until the cash ran out. Oops.If you’re not getting qualitiative and quantitive feedback/data everyday, the cancer will start.It’s easy: speak to people, Google Analytics, send surveys. Just don’t hide from it.*This is the crucial and worth a dedicated blog post in the future.COMMUNICATE“Don’t talk to him, he doesn’t understand. He’s out of the picture next funding round anyways.” I hid everything internally. It was easy, we were in 5 different countries! Our developers were remote (I’ll get to that) and Basecamp was our only means of communication. In other startups, I wouldn’t included people from discussions because “it isn’t necessary. That isn’t their job”New features, awful designs, conniving plans were all pushed through a funnel. I was the leader of the deceiving. Architecting a blue print to push my own delusional “never test and succeed” agenda. My style? The longer the email the less likely someone important will read it. What a strategy. As always, the CEO is the biggest idiot.I don’t care if you’re a church, a tech startup or a non-profit. If you don’t have a system of communication in place that keeps everyone aware of what everyone is doing in the company, in real-time, for every milestone, everyday, you will die very soon.Lesson: Live and breath Scrum.SCREW LAWYERSLawyers are criminals.I spent $15,000 on legal documents/fees we never used. Every entrepreneur/startup I’m involved with thinks lawyers are the first step to success. Bullshit.DOCSAll the legal documents you ever need are available online. If you’re B2B, all companies that you’ll work with have their own standard LOEs, NDAs, etc., that they anyways steal from Fortune 500 companies. Request it. Then use it. B2C? Here.BUT I NEED A TRADEMARK!Unless you have 10,000 clients you don’t need to think about copyright or even the name. Prove the concept first. Worry later. If you do have to worry, those are very nice worries to have.PATENT IT!Patenting something that isn’t validated with at least 10,000 clients is moronic. Ironically, this is the only mistake my first startup didn’t follow through with (fully, at least).DECISION MAKINGI was traumatized from taking decisions. Most startups never take decisions. In other statups I work in, decisions took weeks. People join startups for the reason of avoiding bureaucracy but everyone still does it. Why? Lack of trust and overview of the team, so they choke the process (have I suggested Scrum?).The board should decide on the vision and the group should decide what to execute on by creating a backlog for the week. The team should then have the power to execute it. With a great communication process in place, teammates should be able to take decisions without reporting to anyone while keeping everyone updated with everything’s that going on, live. Have a flat structure to achieve this by using Scrum.Let people do their jobs. Trust them. Don’t have a tedious review process as most startups do. Don’t suffocate the system. Empower your people.Read Scrum by Jeff Sutherland on how to manage your team. Then read Team of Teams by General Stanley McChrystal for how to organize the information flow. Both books compliment each other perfectly.THE BOARDThe ideal board is 3–5 people maximum if you’re a startup. Anything above that means that either no decisions will ever be taken (my first company) or someone has a hidden agenda and profits from a discombobulated board.A business is not a democracy. Unanimous decisions don’t work and will never work.Who’s should I put on the Board?Only investors/shareholders who hold a large stake and are extremely active in the success of your venture.INVESTORSSmart Money vs Still MoneyJust because someone is offering you cash almost always means you shouldn’t accept it.Your investor can have the greatest contacts in the pharmecutical industry. She can be CEO of Merck. If she doesn’t have a massive network in whatever industry you’re in, it’s worthless. The money will be worth nothing. This is true 100% of the time.Always onboard investors that can help you in your niche industry.MEETINGSThis is my top 3 favorites. Most won’t agree with me on this.I’ve never been to a meeting that has made me money/funded my venture. I don’t think anyone has. Has anyone ever handed you a check at a meeting? I doubt it. Today, it usually happens by wire-transfer.Meetings are pointless. Every team I meet, consult for/work with all think that going to meetings is the most crucial part of business. Most importantly, the whole team should be there. Pick up the fucking phone. Travel is time and money expensive. Even if you’re taking a cab.I would fly 10,000 miles for a 3 hour meeting and then fly back to Europe that same day. $30K. Gone.“If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be: ‘meetings.’” - Dave BarryMost of the discussion can be ironed out over email and FaceTime.Ok yes, I agree. Meeting in person is important. But not until it’s necessary. Most of the time, it’s unecessary. And even when it is, it shouldn’t always be an excuse to leave work for a business lunch or to Shanghai for the day.Avoid meetings. Get more done.It’s a waste of time 99% of the time.FOUNDING PARTNERS = YOUR SPOUSEYou will be married to your partners and investors for the next 7–10 years. Choose wisely.Know your team. Speak to your investor’s enemies. Get references for everyone.Don’t be a deceiver. Use Scrum.WORKING HOURSWe worked 16 hour days. Yey! Startup life!No. Work 8–10 hours and you’ll get more done than working 18 hours a day. Don’t believe me. It’s proven.Working 18 hour days leads to a burn out, which leads to painter’s dilemma, then delusion, then deceiving others around you, then depression. Then it’s too late.Ultimately, the more you work the more mistakes you’re prone to make. Mistakes made are mistakes that need to be corrected. Mistakes that aren’t correct can take up to 24x longer to correct than if they were corrected immediately.But you can’t see that. You’re burned out. You’re in Painter.PRODUCT / MARKET VALIDATIONAnother reason I refused to test in the three product startups I was involved in was because “the ideas work successfully elsewhere. They will also work here.” Doesn’t work like that.Just because you’re making a mishmash of several products that have product/market validation elsewhere doesn’t mean people are willing to use your product. I have yet to meet a new founder who hasn’t claimed this.In order for someone to switch to your product, your product needs to be at least 8x better.*Is your product really 8x better than your biggest competitor? If the answer isn’t a clear yes, quit.*Read Hooked by Nir Eyal and Ryan Hoover for how to build habit forming products.RECREATING THE WHEEL“God gave you eyes, so plagarize.” -Michael LewisNo need to re-create the wheel. Everything is out there already for a reason. Use APIs, read books (many books), steal functions, designs, ideas, marketing slogans, branding, on boarding processes, software, colors, clients, everything from other people/companies who are successful.This doesn’t mean that you shouldn’t test it in your own environment. You must validate every single function that you put out there. Use the Lean Startup KanBan by Ash Maurya for this.DILUTIONWe gave away 51% for our first funding round. How much did we plan to keep when we “exited?” Think about that. It doesn’t make sense.Startups do this all the time. If you retain 51% after the seed round, how much does the founding team plan to keep by Series B? 20%? If you take the average of what you got paid for equity after the exit + your salary you’ll be paying more in taxes with a minimum wage paycheck for the past 8 years it took you to exit. Might as well work in a shoe store.If you don’t have the bargaining power (a validated product) to raise money with, quit.GUYS IN SUITSOur tech partners wore suits. That made us comfortable. They ended up quoting $100k. We ended up with nothing.If you see tech people in suits, run.OUTSOURCINGI lost well over $100,000 for our first version that was outsourced. We were smart enough to not learn from our mistakes so we found another team to outsource with. Another hefty sum gone. Only myself to blame.I’ve had terrible experiences with outsourcing and great experiences with in-house development.However, many products (we all use everyday) have found great success in outsourcing. I also know many entrepreneurs who outsource and are extremely succesful. While there are massive benefits, there are also downfalls. If you plan to, find a free consulting company that has pre-screened teams.Either way, using Scrum increases your chances of success in-house or out.YOUR TEAMEntrepreneurs read about Steve Jobs’ management style and think he was a tyrant. So they curse at their employees and tell everyone that they are “shit.” They think that’s how a company should be run and that’s how teammates should be treated. Wrong. Treat your team like shit and you’ll get shit.Either way, that’s not how Steve Jobs did it. Steve Jobs empowered his team. He told them that what they’re outputting is shit because he knew that they could do better. Because they are the best in the industry. He made them feel good. He challenged them and today Apple is Apple because of that.On the other hand, I lied. Didn’t speak about the hard things and repressed whatever fear or worry we had. We were scared that someone would quit or that we would look bad if we showed our emotions in front of our investors.You should always be able to tell your teammates all the fears and worries you have. Chances are, if you’re worried about something, everyone is worried about the same thing. Bring it up. Talk about it. I keep mentioning Scrum* because it encourages team members telling each other what’s bothering them and what’s impending the growth progress. This is key to not failing.Not once, in any of the startups I was in, did I or others get credit for great work or for their ideas that ended up being implemented. Not once did anyone congratualte a teammate on a engineering triumph, a beautiful design or a new lead. Startups think “business is business. This isn’t a cute place to pat each other on the backs.”BUT THAT’S EXACTLY WHAT A BUSINESS SHOULD BE. You should be holding each other up, helping one another and listening to the problems in the team. Because ultimately, you’re on the same mission.The second the negativity flows in people become scared. They stop raising issues, telling you how they feel and how to improve the business. When that happens you start to slowly die because you’ve fell into dillusion that everything is working. Six months later, you’re on the street.Empower your team. Congratulate people. Love each other. When someone screws up, tell them that. But also tell them how to improve and ask them why they think they screwed up and how to make their job easier.You’re a team. Be one.*Believe it or not, I’m not affiliated with Scrum in anyway. I’m not even a Scrum Master.—When I reflect on all the stupidity I’ve personally done and the startups I’ve been involved in, I realize that the only thing I ever followed up through and executed with absolute perfection, were the things that eventually ended up killing us: not telling a soul what our idea was. Talking to lawyers. Partnering with bad teams. Hiring out of weakness. Going to too many meetings. No decision making system. Not using Scrum. Hiring people out of fear. Hiding from reality.Mistakes are simple to make but hard to correct. They’re usually the first option that pops up. But as entrepreneurs we do thing because they’re hard, not because they’re easy.Hard choices take a long time to get right. It takes guts, intuition, experience and lots of luck. But never settle. Never accept your situation.Life can always be better.…..This was originally posted on the NY Observer and our blog on Penta.Follow me @lukaivicev or contact me directly at luka@getpenta.com.

Declaration to physicians (living will) requires two witnesses, but is not valid if pregnant. Power of attorney for hEvalth care requires two witnesses. Two witnesses OR a notary are required for a living will, but is not valid if pregnant. Durable power of attorney for hEvalth care requires two witnesses OR a notary.

To make it quick and simple \u2014 Yes, a Notary can airSlate SignNow signatures on a Will, although it is generally discouraged unless given written instructions by an Attorney. Wills are normally witnessed, but not signed. But then, why be normal? YES, a Notary can witness the signing of any document.

Because a last will and testament will not go into effect until the maker dies, many jurisdictions require that a notary public verify the signature. ... The state probate code sets forth the various forms of wills valid in California, and while some mandate witnesses, none require a signed signature.

A hEvalth cares proxy is also an advance directive, but unlike a living will, it does not express your wishes concerning medical care or end-of-life decisions. Instead, it allows you to designate another person, called the agent or proxy, to make hEvalth care decisions when you are unable to do so.

A Living Will must be made in writing and witnessed by at least two adults. ... At least one of the witnesses should not be related to you by blood, marriage or adoption. You must sign your Living Will while the witnesses watch you. The witnesses must sign the Living Will while you watch them.