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The Eat at Joe's Riots
by Editor • January 5, 2009 • 2 Comments
Special dispensation was granted last Friday by the City Council to Ontario-based Sports Restaurant chain "Shoeless Joe's" to establish a franchise within city limits, making it the first local eatery since the 1931 passing of a restrictive city ordinance to be allowed to use the name "Joe" in its advertising and logo.
Why "Joe," you might ask? Why not restrictions on the names "Andy" or "Bud" (no great favor to local diners "Andy's Five and Dime" and "Bud's Burgers"), or "Anna" (likewise for "ABC: Anna's Bagels and Coffee")? Well, simply put – no one ever died because of a restaurant named after an Andy, a Bud or an Anna.
Throughout the 1920's, the city experienced a financial boom, with the urban area increasing in both size and global financial prominence, and the populace increasingly moving towards suburbs away from the business centers where they plugged away for a weekly paycheck. Along with this roiling bubble of prosperity came a boom in local restaurateurs, cafes and delis and bistros popping up along the avenues of the business district to feed a hungry population of number-crunchers, secretaries and executives alike, all of whom were far removed from their own personal iceboxes until the end of the workday.
With the Stock Market Crash of 1929 came a subsequent decline in money to support local businesses, and with a record number of the workforce either laid off or economizing with wax paper-wrapped sandwich lunches from home, local eateries folded by the hundreds.
Those which survived the initial collapse and subsequent lean months of struggle were in fierce competition – a customer sitting at the counter may only be good for a dime, but every dime counted, and the battles grew serious.
It was the habit of the day that much food industry advertising was done by way of the appropriately-named "sandwich board," a pair of wide wooden planks attached by ropes at one end, and painted with advertising slogans on either side. The boards were then worn like a crude wooden vest or awkward suit of armor – usually by a transient or otherwise unemployed man who would often work in exchange for a hot meal, and who would walk through the city crowds, enticing hungry customers to the place of business.
But even the expense of this unpolished form of promotion put a strain on some diners' budgets, leading at least one business owner to attempt an inspired dirty trick.
According to Dr. Henry Weathers, author of The Eat At Joe's Riots: A Story of Sandwiches, Sandwich Boards and Blood, the first culprit in the war of dirty tricks was very likely a Greek proprietor of a small sandwich shop and deli, "Pauly" Kartalopoulos. "He ran a deli which was unimaginatively dubbed something like 'The 65th Street Deli,' something like that, and the records show that while he did attempt legitimate sandwich board advertising, potential customers were just as likely to drop into any other deli named after its street – there were hundreds back then."
"It was names that people remembered, and the name with the most advertising was a simple but well-established café on Hammer Ave, called Joe's."
What ingenuity Kartalopoulos lacked in naming his business, he made up for in spades with an under-handed idea. "He tells this to a police officer who is a frequent customer to his place," says Weathers, "He says, 'I see all these signs saying Eat At Joe's, Eat at Joe's,' and he asks the officer, 'hey, why don't I just change my name to Joe, then everyone eats here, right?' So he asks this police officer if it's illegal to rename his place Joe and take advantage of all the sandwich board advertising for this place, Joe's Café, or Joe's Bistro, or whatever it is, and the cop just tells him 'Nope.'"
"He says 'knock yourself out.'"
If the officer had known what sort of trouble was lurking around the corner, he might have had different advice.
Whatever the case, in early 1930, Kartalopoulos rechristened his shop (and himself) "Joe's", peppering the exterior with colorful signs and shunning further sandwich board advertising for himself – he was now subsisting largely on the promotional efforts of his competitors. As unknowing accomplices, Kartalopoulos' rivals were doing him tremendous business – even many of the sandwich board salesmen became confused and would direct potential customers to the wrong storefront. Kartalopoulos was getting away with it, but the problems began when his bright idea was used a second time.
"At this point, the record is utterly confused," says Weathers, "Either someone was clued into Kartalopoulos' scheme or they happened upon it themselves, but you start to see in the old photos and the newspaper, all these other restaurants named 'Joe' start popping up. Joe's Blintzes, Joe's Chowderhouse, Joe's Boulangerie – Joe's Chinese – it was a stunt which worked so well once, pretty soon everyone is desperate enough to try it, and something like twenty percent of the places to eat in the city are under a banner reading 'JOE'."
Meanwhile, over at the Hammer Avenue Joe's Café – the only legitimate Joe in the story – tempers begin to run high. "He's watching his own business dwindle, he's watching all these other Joe's restaurants pop up, and he gets word that Pauly Kartalopoulos is the fellow who starts all the trouble." Weathers describes the original Joe as a Croatian immigrant and well-known neighborhood hothead, so what follows was probably no real surprise. "A firebomb," says Weathers, "Puts Pauly Kartalopoulos out of the Joe picture permanently."
Shaken by the rise in aggression but unwilling to let go of a hard-stolen marketshare, the assorted faux Joe's continue to do business as usual during the day, and up the ante at night. Joe's-on-Joe's violence becomes the leading cause of violent crime in the city within two months, and by September of that year, the eateries are hiring impoverished and unemployed men for more than sandwich advertising – they're hiring for gangs.
"In short order, it becomes worse than the mob violence in Chicago, with activities ranging from individual assaults to arson and vandalism to at least two cases of murders committed while the victims were asleep in their own beds." Weathers adds, "It's a horrifying period in history."
On November 10th, tensions reached their absolute peak. At some point just before the lunch rush, Emil Lapeune – short-order cook at the original Joe's on Hammer – confronted a sandwich-board advertiser outside the door to the café. A scuffle ensued, and the sandwich-board advertiser was joined by two men who may or may not have been hired as 'toughs,' in case of trouble. "Lapuene was beaten badly in the struggle, it took most of the rest of the staff of the original Joe's to break it up. At some point, one of the dishwashers leaves his post, and most historians think this is the fellow who starts the trouble at the hot food carts in front of the Justice Building, about an hour later."
In a scene which wouldn't look out of place in The Untouchables, an unidentified gang of men took to "Joe's Row" – an avenue bearing at least six Joe's-titled chow joints – breaking windows and dragging patrons out by the collars of their shirts. Armed with thick clubs, the gang was moving downtown towards Hammer Ave when one of them was shot by an unseen assailant. "This is when all hell breaks loose," says Weathers.
By evening, several Joe's restaurants are left empty with their doors swung wide open, either because the employees have fled or because they've taken to the streets to participate in the violence. Most other business have barricaded themselves inside, customers and staff alike fearing that the riots might spill through their windows and front doors. Fires light up the evening sky like the underside of an open-flame grill, and the occasional scream or gunshot come so often they begin to sound like popping fat on a sizzling hot griddle.
The riots continued well into the morning of the eleventh, with police and fire crews alike responding in full force. Damages were estimated at well over the $1,200,000 mark in terms of damage to civic services and infrastructure alone, not counting damages done to the competing establishment. At least one hundred and thirty were dead. "Sandwich boards littered the streets," adds Weathers, "Still smoldering in the morning fog."
The City Council was prompt to respond with the ban on the further use of the name "Joe's" for any other eating establishment, for fear of a repeat of the violence. "Still," Weathers adds as a final note, "Let's wish Shoeless Joe's all the best of luck. It will be something of an illicit thrill after all this time to, in this city, once again 'Eat At Joe's.'"
– Jonathan Morris
Tags: food Jonathan Morris restaurants riots
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2 comments for "The Eat at Joe's Riots"
Jimmy Stamp
I remember my Dad telling me about this. He said you could see the flames from three towns over. To this day, he can't even look at a pastrami on rye without breaking down into an uncontrollable fit of tears.
He'll still eat it, of course. But he'll eat it real sad.
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The first step in establishing your brand to others is knowing who you are. Identify what you are offering that makes you different than competitors and know what you stand for as a brand.
How you appear to external audiences is an essential component of bringing in new business and can make the difference when buyers are looking to decide between products or services. If your business or budget are small, it doesn't mean your brand has to be. Having a unique personality, a clear and consistent message and a personal relationship with your customers — and reaching them through various media—are the key fundamentals in creating a memorable brand.
Here are five smart branding tips regardless of business size or budget.
The first step in establishing your brand to others is knowing who you are. Identify what you are offering that makes you different than competitors and know what you stand for as a brand. The clearer you can be about the brand, the more efficiently you can communicate with your audience. Businesses that haven't defined their value and competitive advantages risk sending vague, generic messages.
Core values must be clearly defined and understood by employees for them to follow and deliver upon them consistently. These values will be the foundation on which employees work and the basis for how they conduct themselves around one another and to clients. Once you've established your core values, help employees understand them and give them the tools to become your brand ambassadors. As your business grows and the world changes, these core values stay the same which make them critical to scaling business.
Even the smallest business can have a professional brand identity. Hire professionals to establish a desirable look that's on brand and authentic to the personality and image you want to portray to the world. It's an opportunity to look credible, established and cast a larger shadow – allowing you to compete at new levels and justify fees. Your brand is the sum of all experiences consumers have with you, so each touchpoint is an opportunity to advance or deteriorate their impression of you.
Effective communication is all about eliminating noise and letting the message come forward. Don't try to be all things to all people – stay focused on your ideal customers and their needs. For a brand to be recognized and remembered, it must be relevant and unique. Equally important, that difference must be communicated clearly and consistently. Since people remember 40% more of what they see than what they hear or read, the job of communicating critical differences between brands comes down to design.
Now more than ever, a brand must be clear about who it is, what it stands for, what it offers and why that matters to its constituents. The good news is that consumers will always respond to a simple, clear and direct brand promise. If they find a brand lives up to that promise, they'll stick with it. Don't be the 2nd or 3rd brand to do something. Be the first. Be confidently courageous. Put a stake in the ground and stick with authenticity.
No matter how small your business or budget may be, always remember: be unique, be consistent and be relevant. In doing so, your brand will stand out in the noisy marketplace and help you compete with larger businesses and brands.
Holly is the Mason of MasonBaronet. As the president and owner of the company, Holly provides the collaborative work environment that is essential to producing the highly creative and strategic work that is the hallmark of the agency.


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More Stories Like ThisAfrica
African Business Investing in Malaria Control
Tim France, Roll Back Malaria (RBM) Partnership
Tuesday May 31 2011
Business Investing in Malaria Control: Economic Returns and a Healthy Workforce for Africa, the sixth report in the Roll Back Malaria Progress & Impact Series, examines how private sector investment in malaria control has improved cost effectiveness at companies operating in malariaendemic regions in Africa. Companies in Equatorial Guinea, Ghana, Mozambique, and Zambia have worked to prevent malaria among their workers and workers' dependents and have seen an excellent return on investment, with significant reductions in malaria-related illnesses and deaths, worker absenteeism, and malaria-related spending.
A summary of key messages
Malaria is bad for business: the disease is responsible for decreased productivity, employee absenteeism, increased health care spending, and can negatively impact a company's reputation. A 2006 report found that nearly three-quarters of companies in the Africa region reported that malaria was negatively affecting their business.
Malaria infection in company employees can impact the local economy because the overall labor force is weakened by sickness and absenteeism, savings are lost, commerce is slowed, investments and tax revenues are reduced and public health budgets are diminished.
Companies have been able to scale up malaria control quickly and have seen a rapid return on investment. Malaria-related spending at three company clinics in Zambia decreased by more than 75%, and a very conservative estimate showed that the companies gained an annualized rate of return of 28%.1
Strong models exist for businesses to take leadership roles in controlling malaria, protecting their workers and their families, strengthening their businesses, and extending programmes into communities.
The private sector is a critical partner and can collaborate with and complement national programmes to resource and implement effective malaria control. The benefits reaped by malaria control efforts in the business context are fragile and can be temporary unless durable investments are made to ensure continued success.
Malaria hurts business
A report published in 2006 found that nearly three-quarters of companies in sub-Saharan Africa reported that malaria was negatively impacting their business, with 39% perceiving the impact to be serious. Varying reports estimate that during a typical malaria episode, a worker misses between one and ten days of work and often return to the workplace exhausted and less productive. Many companies provide healthcare for their employees and bear the cost of medical expenses when employees or their family members are ill. In addition to affecting individual workers, malaria can also damage the economic environment in which businesses operate, impacting the availability of local resources and public health budgets, and slowing economic growth.
The companies profiled in this report have demonstrated that the private sector is a powerful partner, capable of implementing effective malaria prevention programmes to quickly reduce malaria-related health-care expenditures, worker absenteeism, and illnesses and deaths.
Investing in malaria control pays off
Involvement in the fight against malaria helped build these companies' reputations for social responsibility and good corporate citizenship. It also had a significant leveragig effect. These companies used their diverse competencies and infrastructure to attract partners and resources, securing funding from external donors and jumpstarting scale-up interventions that otherwise would not have taken place.
Strong models now exist for the involvement of the private sector in malaria control:
Three companies in Zambia 3 Mopani Copper Mines, Konkola Copper Mines, and Zambia Sugar—have made dramatic progress in a ten-year period. The number of malaria cases in company clinics dropped 94%, from 27 925 per year to 1631 and the number of malaria-related lost work days also dropped 94%, from 19 392 per year to 1133 (see Figure 1).
In 2004, in the Ghanaian community of Obuasi, gold producer AngloGold Ashanti was seeing as many as 6800 malaria patients per month at the company's hospital, out of a total workforce of 8000 people. AngloGold partnered with Ghana's National Malaria Control Programme, among others, to implement indoor residual spraying, distribution of bednets, and rapid diagnosis and treatment. By 2009, only 1100 patients were visiting the hospital each month and monthly malaria medication costs at the company had fallen from US$ 550 000 to US$ 9800.
In Bioko Island, Equatorial Guinea, Marathon Oil partnered with business partners and the Guinean Government to develop a five-year US$ 15.8 million initiative that increased the percentage of young children protected by bednets or indoor spraying of insecticides from 4% to 95% and reduced malaria parasite prevalence in children by 57% in just four years. The project, which won several high-profile awards for social responsibility and good citizenship, was extended through 2013 to develop local capacity and enable the programme to reach the mainland.
During the first two years aluminum smelter BHP Billiton was operating in Mozambique, the company reported 6000 malaria cases, 300 medical evacuations, 13 fatalities, and incurred US$ 2.7 million in malaria costs while it was being built. The company partnered with the Lubombo Spatial Development Initiative to help reduce malaria infections from 625 cases per 1000 population to fewer than 200 cases per 1000 in the Maputo Province of Mozambique. In addition to savings from absenteeism and health care costs averted, the initiative's success helped secure two grants totalling US$ 47 million from the Global Fund for regional control of malaria.
Malaria control is a cost-effective business investment that offers a rapid rate of return. Both small and large businesses have proven to be critical contributors in the fight against the malaria, whether they work independently or partner with national governments. Supporting malaria control is a contribution that the private sector can and should make; strengthening their businesses while savings lives.
Yearly malaria cases reported in company health clinics for Zambia Sugar, Mopani Copper Mines and Konkola Copper Mines, Zambia, 2001–2009 The number of malaria cases dropped dramatically in each of the company health clinics between 2001 and 2009. This figure includes malaria cases of employees and dependents. Where possible, other non-employee and family cases are excluded.
Sources: Company data from Zambia Sugar, Mopani Copper Mines (MCM) and Konkola Copper Mines (KCM).
1 Internal rate of return (IRR) measures and compares the profitability of different investments; the higher the IRR, the more desirable it is to undertake the project.
Tim France is the P&I Series Project Manager at the RBM Secretariat in Geneva. Hard copies of the report are available on request.

redpajama_set_name: RedPajamaCommonCrawl


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Q: Saving location coordinates to Core data- Swift 3 I want to save location coordinates into Core Data- what is the right way of storing these and retrieving them?
At the moment I am doing this and getting errors:
    var newPlaceCoordinate = CLLocationCoordinate2D()
      var newPlaceLatitude = CLLocationDegrees()
     var newPlaceLongitude = CLLocationDegrees()

I get my coordinates from using Google maps API using the autocomplete widget.
    let newPlaceCoordinate = place.coordinate
  self.newPlaceCoordinate = place.coordinate
    let newPlaceLatitude = place.coordinate.latitude
    print(newPlaceLatitude)
   self.newPlaceLatitude = place.coordinate.latitude
    let newPlaceLongitude = place.coordinate.longitude
    print(newPlaceLongitude)
self.newPlaceLongitude = place.coordinate.longitude

Then to store the coordinates I use:
      let appDelegate = UIApplication.shared.delegate as! AppDelegate
    let context = appDelegate.persistentContainer.viewContext
    let newPlace = NSEntityDescription.insertNewObject(forEntityName: "StoredPlace", into: context)
     newPlace.setValue(newPlaceCoordinate, forKey: "coordinate")
    newPlace.setValue(newPlaceLatitude, forKeyPath: "latitude")
    newPlace.setValue(newPlaceLongitude, forKeyPath: "longitude")

And I have the attributes all set as String types.
Then to retrieve in my ViewDidLoad I have:
      let appDelegate = UIApplication.shared.delegate as! AppDelegate
    let context = appDelegate.persistentContainer.viewContext
    let request = NSFetchRequest<NSFetchRequestResult>(entityName: "StoredPlace")

    request.returnsObjectsAsFaults = false
    if let coordinate = result.value(forKey: "coordinate") as? String

           {
                 let latitude = (coordinate as NSString).doubleValue
                    let longitude = (coordinate as NSString).doubleValue
                    let markers = GMSMarker()
                    markers.position = CLLocationCoordinate2D(latitude: latitude, longitude: longitude)
                    markers.icon = GMSMarker.markerImage(with: UIColor.yellow)
                    markers.tracksViewChanges = true
                    markers.map = vwGMap
                }

So this is not working and producing an error of 'attribute: property = "coordinate"; desired type = NSString; given type = NSConcreteValue'. I have a few questions.
How do I save a coordinate data appropriately?
Do I save it as a CLLocationDegrees or CLLocationCoordinate2D?
How do I convert these objects into NSString or should I be using a different type in my attributes? (I tried changing it to Double or Integer but it also produced errors). I have multiple location coordinates which I would want to store and retrieve from core data.

A: If you are going to deal with lots of data, then CoreData is the best bet.
These are my attributes in StorePlace entity, its best to save only latitude and longitude and create coordinates from them when needed in your implementation.
@NSManaged public var newPlaceLatitude: Double
@NSManaged public var newPlaceLongitude: Double

And to insert new data, I will do
class func insert(latitude: Double, longitude: Double) {
    let appDelegate = UIApplication.shared.delegate as! AppDelegate
    let managedObjectContext = appDelegate.managedObjectContext

    let entity =  NSEntityDescription.entity(forEntityName: "StoredPlace", in:managedObjectContext)
    let newItem = StoredPlace(entity: entity!, insertInto: managedObjectContext)

    newItem.newPlaceLatitude = latitude
    newItem.newPlaceLongitude = longitude

    do {
        try managedObjectContext.save()
    } catch {
        print(error)
    }
}

After retrieving latitude, longitude you can use coordinate in your implementations as
let newItem = getCoordinateFromCoreData() // your retrieval function
let coordinate = CLLocationCoordinate2D(latitude: newItem.latitude, longitude: newItem.longitude)

A: You need to convert the co-ordinate to double/NSdata type and then store it in CoreData. Use NSKeyedArchiver and NSKeyedUnarchiver to store and retrieve the values. CoreData can't store CLLocation object directly.
// Convert CLLocation object to Data
let newPlaceLatitudeArchived = NSKeyedArchiver.archivedDataWithRootObject(newPlaceLatitude)
//CoreData Piece
newPlace.setValue(newPlaceLatitudeArchived, forKeyPath: "latitude")

// fetch the latitude from CoreData as Archive object and pass it to unarchive to get the CLLocation

let newPlaceLatitudeUnArchived = NSKeyedUnarchiver.unarchiveObjectWithData(archivedLocation) as? CLLocation

You will need to convert you attribute to binary type in CoreData in this case.

redpajama_set_name: RedPajamaStackExchange


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Members of the World Interdisciplinary Network for Institutional Research (WINIR) have online access to JOIE free of charge as part of their membership benefits. An annual supplement of £10 is payable for hard copies of the journal.


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Mixed outlook for Argentine topfruit
Argentine topfruit producers face a mixed outlook this season, with apple volumes set to fall significantly and pear output expected to remain similar to 2019 levels.
According to a report in Diario Rio Negro, production of apples in the Río Negro Valley and Neuquén regions will be down by around 25 per cent compared to 2018/19 due to late frosts and recent hail storms, putting the export crop at 510,000 tonnes. The pear crop is pegged at 590.000 tonnes.
Ariel Sabbag, managing director of Río Negro-based Emelka, told Fruitnet that the company expected a normal season quality and volume-wise. "We expect slightly fewer apples and pears in some places in the valley like Chañar, but for the main part things look ok," he said.
The market outlook for pears is positive, with most markets relatively clear for the arrival of the new season crop, prompting hopes of better prices than last year.
Shippers hope that the improvement in the Brazilian economy will also positively impact exports this season.
According to the Minister of Production of Río Negro, Carlos Banacloy, international pear prices "are generally stable, having barely registered a slight decline in recent years".
Argentina exported around 330,000 tonnes of pears last season, with a value of US$270m, representing a slight fall on the previous season.
The main destinations were Brazil, with a 32 per cent share of exports, Russia (27 per cent) and Europe (14 per cent).
Exporters hope to make inroads in new markets this season, particularly China, where domestic production has declined and US imports have been affected by the China-US trade war.
"China and India are the big challenge for Argentina, but we have a lot to learn in terms of supplying these markets," Sabbag said.


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The Latin name for the bay tree is Lauraceae Nobilis. Laurus means praise and Nobilis, renowned. Bay leaves, which are also known as laurel leaves, have a long and noble history. The ancient Romans and Greeks used to make crowns out of bay leaves for great and accomplished people. This is why Greek and Roman scholars are usually portrayed wearing the traditional head wreath made of laurel leaves and that's where we get the modern day expression 'resting on your laurels'. The Indian bay leaves are believed to have first been cultivated in the Himalayas. They are from the same botanical family as the bay leaves found in the West but have a rounder shape and a taste similar to cinnamon or cloves.
Bay leaves can be grown as a culinary herb at home but true bay laurel requires a climate similar to their natural Mediterranean habitat. It prefers rich, well-drained soil and sunny weather. The bay leaf tree is evergreen and grows up to a height of 12m. The growth rate is very slow but once it starts growing it requires room to spread out. The bay leaves are usually harvested once the plant is a couple of years old. The leaves should be dried before use, as fresh bay leaves are bitter. The best wait time is around 48 to 72 hours from the time the leaves are picked.
Bay leaf is ideal for seasoning stews and soups. It is used in both mild and strongly seasoned dishes and works well with many other herbs and spices. In many homes, a few bay leaves are placed in cabinets where flour and other grains are kept in order to repel bugs. Though bay leaves are used the same way as dried herbs and spices, they shouldn't be stored in the spice drawer or masaldan. Instead they should be placed in the freezer as they retain almost as much flavour and aroma as a freshly opened jar or packet of bay leaves. Bay leaves stored in masaledanis (spice box), however, quickly lose its potency.
The oil extracted from bay leaves, called bay leaf oil, has medicinal properties and is used to treat several ailments. It is known for its anti-bacterial, anti-fungal, anti-inflammatory, diuretic, and astringent qualities. It is also used as a pungent addition to potpourri and an ointment made from the bay leaf can help reduce joint inflammation.


Place the zucchini, eggs, milk, salt, pepper, parmesan and ricotta in a bowl and mix well to combine. Heat a non-stick ovenproof frying pan over medium heat. Add the butter, pour in the zucchini mixture and cook for 6–8 minutes or until the egg is just beginning to set.
Place under a preheated hot grill (broiler) and grill for 5–6 minutes or until the top is golden and the egg is set. Slice to serve. Serves 4–6.


text:
Miami University Oxford, Ohio est. 1809 College of Arts and Science
Info For... Current Students Faculty and Staff Alumni
College of Arts and Science
CAS News
Students flock to new Film Studies co-major
Written by Tory Lowe, special intern for CAS communications
Since its inception in fall 2015, Miami's new Film Studies co-major has already attracted 20 students, with more expected in the near future.
The co-major, which students pair with a major in another department, explores topics such as film history, global cinemas, and film theory. Because Film Studies is located in the Department of Media, Journalism, and Film (MJF), students also have access to a host of production-oriented courses.
"We know it's going to be popular," said Richard Campbell, MJF chair.
Kerry Hegarty, area director for Film Studies, agreed, adding, "The co-major has been received very enthusiastically by students."
Building a New Co-major
While Miami has long offered a minor in Film Studies, faculty affiliates had, in recent years, begun to discuss the possibility of creating a more robust program.
"It was always our dream," Hegarty said. "For a long time the program had no home base; it was comprised of faculty in different departments."
With the 2013 restructuring of the MJF department, however, faculty were able to create a dedicated space for Film Studies. As chair, Campbell advocated for the program's growth along with Bruce Drushel, the former area director of Film Studies. Drushel submitted the proposal for the co-major, which was approved in October 2015.
As area coordinator, Hegarty has been responsible for building the curriculum for the co-major. She explained, "I created new courses in film history, film theory, film genres, film directors, as well as a senior capstone seminar, to supplement our already strong offerings in national cinemas and film production."
Merging Disciplines Benefits Students
Film Studies draws faculty from such diverse disciplines as French, German, English, Mathematics, and Philosophy. This variety benefits students, who likewise come to Film Studies with unique perspectives.
"One of the things I love about our co-majors and minors is how diverse their academic backgrounds are, and how they all bring different talents and perspectives to their study of film," said Hegarty.
Students also benefit from the numerous extracurricular activities, including an annual student research conference; the Miami Film Society, a student organization dedicated to promoting film culture on campus and in the community; and an annual trip for select Film Studies co-majors to the Telluride Film Festival in Colorado.
Professional development is also at the forefront of Film Studies. Said Campbell, "Students will come away with solid skill sets," which include critical thinking, reading, writing, viewing, and technical filmmaking skills.
New opportunities are also on the rise: in addition to the popular Inside Hollywood internship program, efforts are underway to partner with Cincinnati-based film institutions to offer additional internships. Future plans include summer and winter term programs that would allow students to pair coursework with visits to film festivals and film archives.
These rich opportunities attest to Film Studies' intellectual rigor and grounding in practical skills.
"There is still the misperception that studying film means watching movies and eating popcorn," said Hegarty, "which couldn't be further from the truth!"


South Beach I Resort is located in Christ Church, Barbados. This resort is brand new ultra-modern boutique resort offering all guests luxurious suites at fantastic rates with no service charge. Guests find a tranquil, contemporary, condominium-style ambience and can cook in their kitchens or dine casually at a poolside bar and an air-conditioned restaurant. The neighborhood contains small shops, restaurants, and open-air bars and dining spots. There are a total of 49 suites on property and all guests enjoy the personalized service that only a small hotel can offer. Guests at the South Beach Resort & Vacation Club are served a complimentary cocktail on arrival.
The South Beach I Resort offers the best of Barbados. The resort team ensures that you get the most from your vacation. The resort is a brand new ultra-modern boutique resort offering all guests luxurious suites at fantastic rates with no service charge. There are a total of 49 suites on property and all guests enjoy the personalized service that only a small hotel can offer. Special packages are offered for Honeymooners and Golfers. All-white rooms have contemporary-tropical decor, including tile floors with woven area rugs, sand-colored rattan and wicker furniture, artificial plants, and blue-and-white tile bathrooms with pedestal sinks, jetted tub/shower combinations, and bathrobes. The Deluxe Studio offers King Size Bed and Pull Out Queen Sofa Bed, Balcony with Pool/Ocean View, Fully equipped kitchen with hob, refrigerator, microwave, Jacuzzi bathtub with shower, Air conditioning, Telephone, and wireless internet access, and In-room safe. Resort amenities include a streetside terrace with an expansive sundeck, three-section rectangular pool comprising a 60-foot lap-swimming section in the middle, a plunge section at one end, and a children's section at the other. The resort's sleek restaurant and poolside bar offer contemporary cuisine such as chilled cucumber soup with cr�me de menthe, smoked baby squid, grilled lobster, Thai shrimp, and Sichuan-seasoned yellowfin tuna.
Another beautiful resort in the local area is Long Beach Club. Long Beach Club covers 10 acres on the southeastern coast of Barbados. Barbados' longest beach lends its lovely name exclusively to Long Beach Club Resort. A tranquil setting, yet just minutes from Barbados' best attractions, including the popular night strip, St. Lawrence Gap. Enjoy your tropical studio apartment outfitted with an open kitchen/bar, living/bedroom and picture-window porch.
MyResortNetwork.com is a timeshare owners network - we are not the resort, South Beach I Resort, or the resort's management. Vacationers contact the owner directly on MyResortNetwork.com.
Be notified of new ads for South Beach I Resort - an easy way to get an e-mail notice when any owner at South Beach I Resort posts a new rental ad, or you can choose to get a notice for any new rental ad in Barbados or in Caribbean!
you can choose to get a notice for any future ads at South Beach I Resort and/or in Barbados, and/or in Caribbean. You choose!


In diabetes patients the ILM sometimes fractionates as a peel is attempted, refusing to come off in one continuous sheet. In this video Dr. Chirag P. Shah, of Ophthalmic Consultants of Boston, shows how he peels the ILM in multiple, small fragments. This patient has significant epiretinal membrane and monocular diplopia and is suffering from visual distortion.


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Sunday, January 17, 2021|Today's Paper
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Narberth resident honored
for autism center work
David St. Clair of Narberth has been honored for his longtime role with the Center for Autism in Philadelphia. He received the award during a ceremony April 25.
St. Clair, founder and chief executive officer of MEDecision in Wayne, has served on the center's board of directors for more than 20 years, sharing his business acumen and providing leadership. The center treats those afflicted with autism spectrum disorders in the Philadelphia region.
MEDecision provides software, services and clinical content to health-care payers.
Merion Concert Band
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will perform next Sunday
The Merion Concert Band will perform its annual spring concert at 3 p.m. next Sunday in the Welsh Valley Middle School Auditorium, 325 Tower Lane, Narberth.
This is the band's first concert under the direction of Timothy Mullen, a Temple University graduate, clarinetist, and music teacher. Mary Culbert of Montgomery County led the band for more than 25 years, and now plays with the band's horn section.
There will be a reception after the concert. The event is free to the public. For more information, call 610-664-8124 or go to www.merionconcertband.org.
Aqua Pennsylvania plans
Aqua Pennsylvania Inc. says it will make millions of dollars' worth of capital improvements this year to its treatment facilities, wells, tanks, pumping stations and pipes on the Main Line.
In Radnor Township, the company plans to spend approximately $2.4 million to install new pipe along Station, Roberts and Eagle Roads.
In Lower Merion Township, it plans to spend more than $5.3 million to replace water mains along Spring Mill Road, Righters Ferry Road, Remington Road, Roberts Road, Overbrook Parkway, Ithan Avenue and Holland Avenue, and to clean and line water pipes along Farwood Road.
In Upper Merion Township, the company plans to install new pipe along County Line, Upper Gulph, Swedeland and River Roads for a total estimated cost of $4.1 million.
In Newtown Township, it plans to install new pipe along Media Line Road at an estimated cost of $700,000.
Villa Maria Academy cites
three 'champions of caring'
Three Villa Maria Academy students have been chosen as "champions of caring" because of their community service and commitment to social justice.
The students are Jacquelyn Coffey of Wayne, Lauren Feeny of Upper Darby, and Bridget Higgins of West Chester. They are to be honored at a private awards ceremony Thursday at Drexel University.
Each has taken an active role in improving her community, and each realizes she cannot remain indifferent in the face of prejudice, violence, poverty and need, Sister K. Patricia Spingler said.
Spingler is vice principal for institutional advancement at the academy in Malvern.
Dinner dance to raise money
for injured equestrian
A dinner dance will be held from 7 p.m. until midnight Friday at the Radnor Hunt Club in Malvern. The event is to help Kim Meier, a high-profile figure in the equestrian community, through a difficult time.
Meier suffered a serious neck injury in January while training her horse. She is in the Kessler Institute Rehabilitation facility in West Orange, N.J.
Meier has been an international-level, three-day-event rider and sport horse breeder for more than 30 years.
The event is semiformal. The ticket price is $135 per person, or donations may be made to Maryland Network for Injured Equestrians, c/o Susie Beale, 140 Jug Hollow Rd., Phoenixville, Pa. 19460.
For an invitation, visit www.cairnomountstables.com or e-mail susiebeale@comcast.net.
Four legislators will speak
at global warming forum
A legislators' forum on global warming will be held at 7 p.m. Thursday at Penn Valley Elementary School, 301 Righters Mill Rd.
The speakers will be State Reps. Michael Gerber, Daylin Leach and Kathy Manderino, and State Sen. Connie Williams. The aim is to have an exchange between elected officials of state government and their constituents about environmental policy and legislation in Pennsylvania.
The free event is sponsored by the Green Council of Lower Merion School District, a grass-roots organization dedicated to promoting "green thinking," cofounder Joseph Mudd said.
For information, contact Mudd at muddj@lmsd.org.
Drexel defeats William & Mary in blowout at Daskalakis Center
Heather Khalifa
Flyers beat the Penquins 5-2
Steven M. Falk
Einstein Montgomery staff receive Moderna Vaccine
Jessica Griffin
Signs of the COVID times in the Philadelphia region
Tom Gralish
The Sixers beat the heat 125-108
Temple defeats UCF 62-55
Charles Fox
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