HIGHLAND, Calif. Police said the teen was at the party when he was shot to death. He was identified as Damontay Deron White. A 15-year-old who was riding his bike nearby was also shot, but is expected to survive.
Deputies were called out to the home the same night about 20 minutes before the shooting. They cited an adult at the party for a noise violation and left. They returned just before midnight to find the teen dead in front of the home.
Investigators said the suspect may be a /*gang member*/.
"We've interviewed over 30 people and we have received some information. We're looking for the parents of juveniles who attended the party to give us a call and let us know so we can talk to those kids as well."
Anyone with information on the shooting is asked to call the San Bernardino Sheriff's Department at (909) 387-8313.


This sideboard is begging to go to the beach. It would be such a nice addition to that casual setting. Four doors with substantial hardware. Built from new pine wood with a frozen white paint finish. **Shipping charges are for curbside delivery. Quotation for White Glove Delivery available upon request. Call 888-760-3015 today for details.** SKU-ID: TS30052.


BVD's latest packaging design project is a union of excellent design across the disciplines. The work was created for furniture and product brand Vitra, which has licences to distribute the likes of Herman Miller, Eames and Verner Panton designs. As such, it never disappoints, and the consistently beautiful work of Swedish graphic design studio BVD certainly does it justice.
According to BVD, the agency has "quietly admired Vitra's exceptional range of furniture and interior accessories" for years, and so the project was an important one to get right.
It looked to the brand's tenets of simplicity, functionality, durability and beauty for the packaging designs. This resulted in an approach using texture created using uncoated, unbleached card as a backdrop for some charming illustrations. These give a feeling of understatement but also of careful craftsmanship. The type aligns with Vitra's other main brand touchpoints, using a modified version of Futura that keeps things modern and, as BVD desired, very beautiful indeed.


Time and patience has ruled a journey that seemed to be lost in an abyss. It started in December 2009 while sitting on the floor of the Melbourne Conference and Exhibition Centre in a kindred conversation with Don Benson. We were both exhausted as the Parliament of World's Religions approached its conclusion. In a moment of inspiration Don posed a proposition that seemed as hopeful as it was monumental.
It was a searing moment for me as I took in the possibilities. Here we were among many of the world leaders and progressives of the world's religions. Spiritual traditions and indigenous cultures mingled with a representation of faith-based organizations that covered the globe. Mother Earth, issues of social justice, and the position of the atheist had equal voice as interfaith cooperation became the heartbeat of the Melbourne Parliament event. How could I not be inspired?
I could have been a blind man, starting along the path that led me to this moment. Attending a retreat in upstate New York ten years earlier, in 1999, I fortuned into a conversation with Huston Smith as we walked the paths of the Omega Institute. I had but a faint knowledge of his stature and his lifelong immersion in the world's religions. To my surprise, he wound up inviting me to join him while attending the Parliament of World's Religions in Cape Town, South Africa later that year. Seeking to find my way in answering a call to serve Spirit, I said yes.
Between the time my plane left JFK airport for Cape Town and walking across the tarmac ten days later traveling home, my life and view of the world changed. I not only witnessed interfaith being lived out, but halfway around the world I learned about an interfaith seminary in NYC.
Five years later, now a newly ordained Interfaith Minister, I boarded another plane for the Parliament in Barcelona, Spain. There it was clear that the idea of interfaith cooperation had grown significantly. Creating "Interfaith Dialogue" was at the leading edge. Yet I left thinking – Is this what interfaith is to become? Was that good enough?
Not satisfied with dialogue, the next steps quickly showed themselves. Just months after Barcelona I was again with Huston Smith, sitting in a yurt engaged with 12 other souls on the subject of Spiritual Activism. We struggled with identifying a definition of Spiritual Activism and how it can become a reality in today's world.
By the time I reached the Melbourne Parliament five years later, I was an Ambassador of the Parliament and serving as chairman of A World Alliance of Interfaith Clergy. Much had changed. Interfaith was not just the buzz word but the palpable heartbeat of the Parliament. Thousands of people reached out beyond themselves and their traditions and cultures to make connections of understanding and peace. Colors and costumes of cultural traditions filled our eyes, prayers and rituals connected our souls.
Is There a Language of Interfaith?
So at the end of the Melbourne Parliament, I'm sitting on the floor with my friend Don contemplating the idea of "The Language of Interfaith." He asked if I felt up to the challenge of developing this within the organization I headed. The Parliament was the catalyst, but it was the words of Charles Gibbs, then executive director of the United Religion Initiative (URI) that rang through my head. It took four years to create what is now the inspiring Preamble of the URI Charter. One of the greatest challenges was crafting the first sentence and whether it could be embraced by atheists as well as theists. If it took years to complete that one sentence, how could we craft an entire language? In front of me appeared the abyss.
Later I revisited the idea of a language of interfaith, wrestled with the how-to and prayed for an inspired idea. I was frustrated, seeing myself as a person who gets things done. I am not used to being stifled, and yet, only silence.
Then it hit me. When we take the time to discern each other in all our full humanity, each becomes a friend, sister or brother. Everything that happens after that is the language of interfaith. I nearly jumped out of my skin. The answer revealed itself, and it was simple. The "I see you" exercise is just the start. There would be more ways to find this recognition of the 'other's' rich humanness. The common bond of our humanity doesn't tear down the walls and boundaries of religion and culture, it operates as if they never were there to start with. Now what can we do with that?!
I turned to another mutual friend, Rev. Claudia Roblee, with this inspiration. As the founder and executive director of Wisdom Circle Ministries she would be interested. The upcoming Parliament in Salt Lake was a golden opportunity for rolling out the idea. We made a commitment to the idea and began working together in earnest on the new Project.
As a multi-region Cooperation Circle with the United Religions Initiative we adopted an Appreciative Inquiry approach to creating an interfaith language. It has drawn groups of people to our online meetings and Pre-Parliament Events to help build and contribute to the reach and content of a languageof interfaith. It felt like destiny when the Salt Lake City Parliament planners launched the theme of "Reclaiming the Heart of Our Humanity" and enthusiastically embraced the Language of Interfaith Project. Next came a call from the Charter for Compassion and The Golden Rule Project, among others, asking to cooperate.
The goal we share: How can we unite to turn dialogue into Spiritual Activism?
The Language of Interfaith as we're developing it is an emergent, evolving expression of our humanness that transcends the individual and can be a common bond among people. With nearly 5,000 different languages in the world today, it is a mode of communication that speaks to all of humanity.
The language of interfaith is in its infancy. It is an effort that needs every voice that is willing to be heard, and every inspired person that wants to wear out some shoe leather. We will take it this to the Parliament in Salt Lake for its first exposition, but the language of interfaith will never be complete. It will grow and help shape our world. It is not a cause, but rather a commitment.
Wisdom Circle Ministries is presenting a series of World Café online events as a lead-up to the Parliament of the World's Religions in Salt Lake this October. Using Appreciative Inquiry and focusing on sharing ideals, personal stories, and wisdom, the Language of Interfaith Project is being launched. You're invited!


The first time I saw this kind of light was possibly in images of Yorkshire. I would have been a teenager at the time, browsing books in a local library or the Amateur Photographer. I went there every Saturday to read it.
I'm not very familiar with the Yorkshire Dales but it's in such landscape, the Peak District too, where this kind of shot possibly works best. If you see a floodlit area on a mountain it's beautiful. If you see it moving across gentle grassy moors it works better. It's more satisfying.
That has nothing to do with the different experiences of walking. My favourite walking in Britain is in Scotland. My favourite in the world, so far, is in the Pyrenees. Those are big mountain areas which this is not, coming down from Shining Tor in the afternoon.


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Eileen F. Sheridan, CPA
Eileen Sheridan is a skilled generalist who has worked extensively with individuals and businesses on a variety of complex taxation matters. Eileen focuses her practice on estate, trust and charitable planning. She is the founding member of the firm's estate planning group, which is dedicated to assisting clients with both basic and sophisticated estate tax planning needs.
Bridget Foreman, CPA
Bridget Foreman joined BPW in 2003. Her specialties include closely-held businesses and individual taxation for high net worth individuals.A significant part of Bridget's business expertise focuses on partnership taxation and entity structure. She is accomplished in evaluating complex financial transactions, including mergers and acquisitions and institutional financing.
Danna D. McGrew, CPA
Danna McGrew is an Audit Partner and the Partner in Charge of the Client Accounting Services Department. She has experience in coordinating, managing and executing audits, and has been involved in all aspects of financial reporting, including accounting consulting, litigation support and internal control evaluations. Danna also specializes in financial and regulatory audits.
Jacob Sheffield, CPA, MST
Jacob Sheffield focuses his expertise on complex tax planning for corporations and their shareholders. He works closely with privately-held corporations and their management team on stock transactions, ownership distributions and compensation, as well as GAAP to tax accounting and accounting for taxes on financial statements. He holds a Master's degree in Taxation from Golden Gate University.
John Britton, CPA
John Britton is the partner in charge of BPW's Audit and Accounting Department. He works with a highly diverse client mix, including both private for-profit and not-for-profit organizations, with an emphasis in the health care industry. John enjoys working with clients at their places of business and finds the people side of audit work most rewarding.
Tracey A. Solomon, CPA
As a partner in the audit department, Tracey Solomon is active in planning, supervising and executing audit and accounting engagements. Tracey has worked with a diverse portfolio of clients, including start-up companies, governmental entities, for-profit and not-for-profit organizations. Her specialties include special district audits, employee benefit plan audits and accounting consulting.
Robert R. Maloy, CPA
Bob Maloy has a depth of technical expertise in the dynamic field of tax management. Throughout the years, Bob has developed a reputation for providing superb tax advice, as well as general business planning. With his demonstrated business acumen, many of his clients have come to view him as an extension of their management team.
Michael C. Weaver, CPA
Michael is a senior manager in the firm's consulting practice and primarily focuses on ERP and CRM solutions. He was one of the first "Certified Masters" on the Microsoft Dynamics GP product line. Michael is a CPA and a Microsoft MCP with certifications in SQL Server Administration, Microsoft Office SharePoint Services Administration, plus a host of Dynamics GP solutions.
Ross Appenzeller, MBA
Ross Appenzeller is a senior manager for the firm's consulting team and a Certified Professional on the Microsoft Business Solutions product line. His heightened technical skills and extensive knowledge of the Microsoft software platform are invaluable resources to clients. Ross received a Master's in Business Administration from American Intercontinental University.
Crystal A. Knepler, CPA
Crystal joined Bartlett, Pringle & Wolf, LLP in 2018 as a manager in the firm's tax department. She has worked on a variety of engagements, including acquisitions, entity structure and tax planning as well as oil and gas taxation. Although she is a skilled generalist at heart, her work has primarily been focused on partnerships and working with high net worth individuals.
Diana L. Vanderlaan, MSL
Firm Administrator
Diana joined Bartlett, Pringle & Wolf, LLP (BPW) in 2018 as the firm administrator. With over 30 years of experience working as an administrator for professional services firms, she brings an extensive background in human resources, including benefits, risk management, team member recruitment and development.
Gisela A. Rodriguez, CPA
Gisela joined BPW in 2015 and is a manager in the firm's tax department. As a tax generalist she enjoys working on a variety of engagements, including high net worth individuals, technology companies and real estate partnerships. Additionally, she specializes in nonprofit tax returns.
Jason Atyabi, CPA
Jason joined BPW in 2017 and is a manager in the firm's audit department. Coming to the firm with a diverse level of expertise, he oversees a variety of audit and accounting engagements, including technology companies, nonprofits and special districts. Additionally, he works with the firm's client accounting services department for CFO consulting projects.
Kathleen Donelan-Maher, CPA, ESQ.
Kathleen is a manager in BPW's tax department and has extensive experience, both as an accountant and a tax attorney. Specializing in tax controversy, she has successfully resolved taxpayers' disputes with multiple state and federal agencies. Additionally, she is experienced in tax planning and compliance matters for individuals as well as businesses.
Laura Copple, CPA
Laura Copple joined BPW in 2001 upon graduating from the University of California, Santa Barbara. As a manager for the firm's audit department, Laura is extensively involved in planning, executing and overseeing audit and attest engagements. She is also experienced in conducting accounting consulting engagements, internal control evaluations and litigation support engagements.
Stacey F. Gumley, CPA
Stacey is a manager in BPW's audit department and is well-versed in overseeing audit and accounting engagements, managing client relationships and supervising field work alongside the audit team. Stacey received both her Bachelor of Science and Master of Science in Accounting from Louisiana State University.
Stephen J. Korosy
Steve Korosy is a manager with BPW's consulting team, offering extensive experience in business analysis and software application sales and implementation. He focuses primarily on ERP/CRM software sales, CRM implementation methodologies and best practices. His experience includes system installation, technical support, business and operations reviews, and database administration.
Teresa J. Mullins, CPA
Teresa Mullins joined BPW in 1995. She is a manager in the tax department specializing in estate planning, trusts and gifting. As a Certified Public Accountant, Teresa is experienced in sophisticated tax planning and compliance matters for individuals. As a member of the firm's estate planning group, she is dedicated to assisting clients with both basic and complex estate tax planning needs.
Eileen Sheridan joined Bartlett, Pringle & Wolf, LLP in 1987, becoming a partner in 1996. A skilled generalist who has worked extensively with individuals and businesses on a variety of complex taxation matters, Eileen has focused her practice at BPW on estate, trust and charitable planning. She is the founding member of the firm's estate planning group, which is dedicated to assisting clients with both basic and sophisticated estate tax planning, as well as philanthropic goals.
Eileen is a graduate from the University of Maryland, earning a Bachelor of Science in Accounting, cum laude, and holds a Master of Taxation degree from Golden Gate University. Eileen is a long-standing member and past president of the Channel Counties Chapter of the California Society of Certified Public Accountants (CalCPA), an organization with over 800 local CPAs. Eileen is currently the chair of CalCPA's statewide Estate Planning Committee and a CalCPA Council Member. Additionally, she serves on their Statewide Committee on Taxation.
She is also a member of the American Institute of Certified Public Accountants (AICPA) and the Santa Barbara Estate Planning Council.
Eileen currently serves on the board of directors for the Music Academy of the West and is a member of the Academy's Planned Giving Committee. She is past board chair of the Santa Barbara Foundation and was a lecturer at UCSB in the Department of Economics for over ten years.
Partner in Charge of the Estate Planning Practice
Tax Planning for High Net Worth Individuals
Fiduciary Tax Planning and Trust Administration
esheridan@bpw.com
Bridget Foreman joined Bartlett, Pringle & Wolf, LLP in 2003, becoming a partner in 2009. Her specialties include closely held businesses and individual taxation for high net worth individuals.
A significant part of Bridget's business practice focuses on partnership taxation and entity structure. She is accomplished in evaluating complex financial transactions, including acquisitions, purchase price allocations and eventual dispositions.
Bridget integrates tax planning, compliance and consulting services for her clients as well as orchestrates the efforts of their other advisors, including investment managers, attorneys, bankers and insurance agents.
During the course of her career, Bridget spent six years working within the hospitality market sector at a four-star hotel and resort in various capacities ranging from credit manager to leading the internal audit department. In addition, she is well versed in the financial services issues faced by franchisees of national restaurant chains. This related work experience has proved invaluable for her clientele.
Bridget received her Bachelor of Arts degrees in Business Economics and German Studies from the University of California, Santa Barbara.
Today, a mother of two, Bridget's top personal priority is spending quality time with her family. When she manages to find a quiet moment, Bridget enjoys reading and relaxing on the beach. She also values community involvement and is on the Board of Directors of CALM and the Lobero Theatre.
Tax and Consulting Services
Real Estate and Hospitality Industry
Tax Issues for High Net Worth Individuals
bforeman@bpw.com
Danna joined Bartlett, Pringle & Wolf, LLP in 1992. Danna is a Certified Public Accountant with experience in coordinating, managing and executing audit and accounting engagements. As a partner in the firm's audit department, she uses creative approaches to highlight opportunities for improvement in your operations. She has been involved in all aspects of financial reporting, including attest engagements, accounting consulting, internal control evaluations and litigation support engagements.
Danna is a member of the American Institute of Certified Public Accountants (AICPA), the California Society of CPAs. In 2007, Danna was named "Accountant of the Year" by the California Special District Association (CSDA). She was also named Who's Who in Professional Services and one of the Top 50 Women in Business by the Pacific Coast Business Times. In 2017, Danna was nominated as one of CalCPA's Women to Watch in the Experienced Leaders Category.
Danna is a graduate of the Katherine Harvey Fellows program at the Santa Barbara Foundation and is highly involved in the local community. She serves on the South Coast Business & Technology Awards Steering Committee as well as their Nominating Committee. Danna also serves on the Board of Directors for the Santa Barbara Foundation, the Scholarship Foundation of Santa Barbara and Storyteller Children's Center.
A graduate from the University of California, Santa Barbara in 1991, Danna received her Bachelor of Arts in Business Economics with an emphasis in Accounting. In her time away from the firm, Danna enjoys spending time with her family.
Financial and Regulatory Audits
Pension Plan Audits and Consulting
Internal Control Evaluations
dmcgrew@bpw.com
Jacob Sheffield joined Bartlett, Pringle & Wolf, LLP in 2005. As a partner in BPW's tax department, he focuses his expertise on complex tax planning and compliance matters for corporations and their shareholders.
Jacob works closely with corporate officers and shareholders on stock compensation, distributions and accounting for income taxes on their financial statements. He enjoys working with start-up companies on selecting the best entity formation for their company, choosing the right capital options and preparing the company for new investors and/or potential sale.
Jacob received his Bachelor of Arts in Business Economics with an emphasis in Accounting from the University of California, Santa Barbara and his Master of Science in Taxation with honors from Golden Gate University.
Born and raised in Southern California, Jacob lives with his wife, three children and their dogs. He is an avid outdoorsman, plays softball and is involved with a number of wildlife conservation organizations. He currently serves on the board of directors for the Chimineas Ranch Foundation.
Accounting for Income Taxes
Sales and Acquisitions
jsheffield@bpw.com
John Britton joined Bartlett, Pringle & Wolf, LLP in 1991. John works with a highly diverse client mix, including both private for-profit and not-for-profit organizations, with an emphasis in the health care industry.
John is the partner in charge of BPW's Audit and Accounting Department. He enjoys working with clients at their places of business and finds the people side of audit work most rewarding. John strongly believes in the benefits of ongoing financial training and devotes considerable energy to training and coaching both clients and BPW staff in order to foster continuing improvements in processes and operations.
John completed his undergraduate work at University of California, Santa Barbara in Business Economics with an emphasis in Accounting. A third-generation Santa Barbara native, John is an active community participant, serving as a member of the Executive Committee of the Elings Park Foundation and the Treasurer of the Santa Barbara Police Foundation.
John is happily married and spends most of his time with his family. When he finds free time, John enjoys playing golf.
Partner in charge of the Audit and Accounting Department
jbritton@bpw.com
Tracey joined Bartlett, Pringle & Wolf, LLP in 2003. She has a diverse portfolio of clients, including start-up companies and governmental entities as well as for-profit and not-for-profit organizations.
As a partner in the firm's audit department, Tracey is experienced in planning, supervising and executing audit and accounting engagements. Her specialties include employee benefit plan audits, special district audits and accounting consulting. Additionally, she is actively involved with closely held companies in a wide range of industries, such as technology and service, where she has expertise in complex accounting transactions, including equity-based transactions and corporate reorganizations.
Tracey is a member of the American Institute of Certified Public Accountants (AICPA) and the California Society of CPAs (CalCPA). She is also a member of the Santa Barbara Foundation's Audit Committee.
As a graduate from the University of California, Santa Barbara (UCSB), Tracey received her Bachelor of Arts in Business Economics with an emphasis in Accounting and a minor in Global Peace and Security.
Tracey is a native of Santa Barbara and enjoys being outdoors and spending time with her family.
Accounting Consulting
traceys@bpw.com
Bob Maloy joined Bartlett, Pringle & Wolf, LLP in 1976 focusing on tax management. He has brought an increased depth of technical expertise in the dynamic field of tax management to BPW and his clients.
Throughout the years, Bob has developed a reputation within the community for providing superb tax advice as well as general business planning. With his demonstrated business acumen, many of Bob's clients have come to view him as an extension of their management team. Bob has developed an expertise in the restaurant sector.
Bob graduated from Cal Poly San Luis Obispo in 1976 with a Bachelor of Science degree with concentrations in Accounting and Real Estate & Finance. In 1989, he earned his Master in Taxation from Golden Gate University and graduated summa cum laude.
Bob has served on many community boards including the American Heart Association, the UCSB Economic Forecast Project and the Mission Canyon Association. In 2001, Bob joined a board comprised of local business owners who successfully launched Business First Bank.
An enthusiastic pilot and athlete, Bob enjoys flying his plane, running, long-distance cycling, water and snow skiing and travel. He is married with two sons.
General Business Planning
Restaurant Sector
rmaloy@bpw.com
Michael Weaver joined Bartlett, Pringle & Wolf, LLP in 2000. Michael is a senior manager in the firm's consulting practice and primarily focuses on ERP and CRM solutions. In this role, he has been involved in the marketing, selling, implementing and supporting of a variety of Microsoft business solutions offered by BPW.
Michael is a CPA and a Microsoft MCP with certifications in SQL Server Administration, Microsoft Office SharePoint Services Administration, Microsoft Dynamics CRM (Installation, Applications and Customization), plus a host of Dynamics GP solutions including Installation, Financials, Distribution and Human Resources/Payroll. Michael was also one of the first "Certified Masters" on the Dynamics GP product line. He continues to enjoy learning about the ever-changing technology revolving around ERP, CRM and BI/Reporting.
Originally from San Diego, Michael made Santa Barbara his home to attend the University of California, Santa Barbara (UCSB), where he received a Bachelor of Arts in Psychology. During his professional career, he achieved a certificate in Accounting from UCSB's Extension program and shortly thereafter earned his CPA license.
Michael now resides in Spokane, WA with his wife and two sons where they enjoy the many outdoor activities available in a four seasons location like Spokane, such as hiking, skiing, kayaking and boating.
Microsoft Dynamics GP and CRM
Business Solutions for Financial Institutions
Management/Business Process Consulting
mweaver@bpw.com
Ross Appenzeller joined Bartlett, Pringle & Wolf, LLP in 2003. He is a senior manager for the firm's consulting team and a Certified Professional on the Microsoft Business Solutions product line. His heightened technical skills and extensive knowledge of the Microsoft software platform are an invaluable resource to clients.
He is involved in the implementation and support of Microsoft Dynamics GP, the leading accounting ERP solution for mid-sized businesses. Ross works closely with a variety of businesses and has developed an expertise in providing core financial solutions to the Credit Union industry.
Ross graduated from Youngstown State University with a Bachelor of Science in Business Administration and received his Master in Business Administration from American Intercontinental University.
Ross currently lives in Goodyear, Arizona with his family. He is very interested in the stock market and enjoys studying trends in stocks, bonds and foreign security markets. In his free time, he also enjoys reading books and watching movies.
Credit Union Industry
ross@bpw.com
Crystal joined Bartlett, Pringle & Wolf, LLP in 2018 as a manager in the firm's tax department. With 14 years of public accounting experience ranging from small and mid-size firms to the partnership group at Grant Thornton, Crystal brings a depth of expertise to the team.
Crystal takes great pride in her technical knowledge and in providing a high level of client service. She has worked on a variety of engagements, including acquisitions, entity structure and tax planning as well as oil and gas taxation. Although she is a skilled generalist at heart, her work has primarily been focused on partnerships and working with high net worth individuals.
She is a member of both the California Society of Certified Public Accountants (CalCPA) and the American Institute of Certified Public Accountants (AICPA).
Crystal received her Bachelor of Science in Accounting from Southern Illinois University at Carbondale.
In 2018 Crystal moved to Santa Barbara after living in Dallas, Texas for over a decade. In her time away from the firm, she enjoys singing, wine tasting, reading and playing with her cat, Maximus.
cknepler@bpw.com
BPW is a people-focused firm, and Diana understands the importance of this to the firm's culture; therefore, she aligns the firm's human resource goals and development with BPW's core values in mind.
In 2018 she graduated from The University of Southern California Gould School of Law with a Master of Studies in Law (MSL) and a Business Law Certificate. Diana earned her Bachelor of Science degree in Legal Studies, summa cum laude from Purdue University.
She is a member of the Society for Human Resource Management (SHRM) as well as the Santa Barbara Human Resources Association (SBHRA). Additionally, Diana is an Ambassador for the University of Southern California's MSL Program and is on their panel for new student recruiting.
Diana has called Santa Barbara home for over 40 years. She has two grown daughters and two grandsons. In her free time, she enjoys live music, traveling and spending time with her family and friends.
dvanderlaan@bpw.com
Gisela joined Bartlett, Pringle & Wolf, LLP in 2015 and is a manager in the firm's tax department. As a tax generalist she enjoys working on a variety of engagements, including high net worth individuals, technology companies and real estate partnerships. Additionally, she specializes in nonprofit tax returns.
Gisela is a member of the American Institute of Certified Public Accountants (AICPA) and the California Society of CPAs (CalCPA). She also serves on the Board of Directors for Make-a-Wish Tri-Counties.
She graduated cum laude from San Diego State University where she earned her bachelor's degree in Accounting. Gisela is currently working on her Master's in Taxation at Golden Gate University.
Gisela was born in Guadalajara, Mexico, but grew up in Santa Barbara and is proud to call it home. She enjoys participating in the local events that make up a special part of our community, including the summer sunken garden movies at the courthouse, Old Spanish Days, 3rd Wednesdays in Solvang and much more. In her free time, Gisela likes to travel, go hiking and spend time with her family. As a foodie and travel enthusiast she enjoys traveling to new places to try out the local cuisine.
Nonprofit Tax Returns
Multi-State Taxation of Individuals and Businesses
Foreign Reporting for Businesses
grodriguez@bpw.com
Jason joined Bartlett, Pringle, & Wolf, LLP in 2017 and comes to the firm with a diverse level of expertise. He brings nearly 15 years of experience to the firm, ranging from public accounting to a 5-person start-up entity. He started his career at KPMG Los Angeles, where he planned and performed financial statement audits specializing in the technology, retail and manufacturing sectors. Jason also has experience working for both publicly traded and private companies as a corporate controller and is experienced in implementing policies and procedures, including leading a Netsuite ERP implementation. Most recently, Jason was a key management team member on a successful Initial Public Offering for a technology company on the Central Coast.
Jason's expertise is varied, and as a manager in BPW's audit department he oversees a number of audit and accounting engagements including technology companies, nonprofits and special districts. Additionally, he works with the firm's client accounting services department for CFO consulting projects.
Jason is a member of the American Institute of Certified Public Accountants (AICPA) and the California Society of CPAs (CalCPA). Currently, he serves on the Audit Committee for the Teddy Bear Cancer Foundation.
Jason graduated summa cum laude from California State University, Northridge with a Bachelor of Science in Accountancy. He serves as a mentor for the Business Honors Association at California State University, Northridge. He is also fluent in Spanish.
In his spare time, Jason enjoys spending time with his family, who are Santa Barbara natives. He also enjoys playing sports, watching movies and travelling the world.
Start-ups and CFO Consulting
jatyabi@bpw.com
Kathleen joined Bartlett, Pringle & Wolf, LLP (BPW) in 2017, as a manager in the tax department. She has extensive experience, both as an accountant and as a tax attorney. Specializing in tax controversy, she has successfully resolved taxpayers' disputes with multiple state and federal agencies. As a manager in BPW's tax department, Kathleen utilizes her technical knowledge and ability to work with government agencies to help clients resolve issues of tax controversy. Additionally, she is experienced in tax planning and compliance matters for individuals as well as businesses.
Kathleen is a member of the California Society of Certified Public Accountants (CalCPA), the American Institute of Certified Public Accountings (AICPA) and the California State Bar. Additionally, she serves on Notre Dame's Mendoza Graduate Alumni Board. Before moving to Santa Barbara, Kathleen was a partner with a tax law controversy firm in Sacramento. She has also taught accountancy at the University of Notre Dame and the University of California, Davis.
Kathleen has earned the designation of Certified Legal Specialist in Taxation Law, thereby broadening her tax knowledge and qualifications as well as augmenting her abilities as an accountant. She graduated from McGeorge School of Law, with distinction; she earned a Masters of Business Administration in Taxation, with high honors, from the University of Notre Dame; and she holds a Bachelor of Science degree in Business Administration in Accountancy, with honors, from the University of Louisville. Kathleen began her academic career at the United States Naval Academy in Annapolis, MD.
Since returning to Santa Barbara, Kathleen enjoys spending time at the beach with her family and friends, and has become involved in the local community. She serves on the Board of Trustees for her local church as Treasurer and volunteers with Storyteller Children's Center.
Foreign Tax Issues
kdmaher@bpw.com
Laura Copple joined Bartlett, Pringle & Wolf, LLP in 2001 upon graduating from the University of California, Santa Barbara. She received her Bachelor of Arts in Business Economics with an emphasis in Accounting. As a Certified Public Accountant and manager for the firm's audit department, Laura is extensively involved in planning, executing and overseeing audit and attest
Laura is experienced in conducting accounting consulting engagements, internal control evaluations, agreed upon attestation procedures and litigation support engagements. Her specialty areas include Special District and Employee Benefit Plan audits.
Laura is a member of the American Institute of Certified Public Accountants (AICPA) and the Certified Fraud Examiners Association.
After working in the downtown Santa Barbara office for eight years, Laura relocated to Goodyear, Arizona with her family, where she continues to work with the firm remotely.
Special District Audits
Accounting Consulting and Attest Engagements
lcopple@bpw.com
Stacey joined Bartlett, Pringle & Wolf, LLP (BPW) in 2011, bringing three years of experience working with a big-four accounting firm. Today as a manager in BPW's audit department, she is well-versed in overseeing audit and accounting engagements, managing client relationships and supervising field work alongside the audit team.
Stacey manages a diverse client portfolio ranging from start-up companies to fully operational for-profit and not-for-profit organizations. She also specializes in serving clients in a variety of industries, including technology, manufacturing and professional services.
Stacey is a member of the American Institute of Certified Public Accountants (AICPA) and the California Society of CPAs (CalCPA). She serves on the Audit Committee for the Santa Barbara Foundation.
Stacey received both her Bachelor of Science and Master of Science in Accounting from Louisiana State University.
Born and raised in Louisiana, Stacey likes to travel, read and enjoy the wonderful climate and beautiful scenery that Santa Barbara and the surrounding areas have to offer.
Audit and Accounting Management
Technology, Manufacturing and Professional Services Industries
sgumley@bpw.com
Stephen (Steve) Korosy joined Bartlett, Pringle & Wolf, LLP's Business Consulting team in 2010, bringing with him extensive experience in business analysis and software application sales and implementation. He began his career in ERP software implementation consulting in 1997 and has assisted numerous clients in the successful implementation of their business solutions.
Steve focuses his work primarily on ERP/CRM software sales, CRM implementation methodologies and best practices. His experience includes project management, business process and operations reviews, various selling methodologies, system installation and implementation, technical support, data conversion and database administration, design of customized processes and reports and the design of custom applications to accommodate client specific needs. He has also migrated, integrated and supported multiple systems including Microsoft Dynamics CRM, Sage SalesLogix, Pivotal, ACT!, Epicor ERP (formerly Platinum SQL) and Clientele, Microsoft Dynamics GP, Microsoft Dynamics SL, Sage MAS 500 and Platinum for Windows.
Steve's experience includes consulting for clients across many diverse industries from finance, retail, manufacturing and distribution, telecommunications, nonprofit, government, professional services, printing, aerospace, landscape and property maintenance, software, advertising and pharmaceuticals.
Steve received his Bachelor of Science in Accounting from the University of Phoenix. He resides in Goleta, California with his wife and daughters. In his free time, he enjoys traveling to foreign countries, SCUBA diving and making a mess of the kitchen in search of that perfect dish.
Microsoft CRM Software
ERP Software Implementation
skorosy@bpw.com
Teresa Mullins joined Bartlett, Pringle & Wolf, LLP in 1995. She is a manager in the tax department specializing in estate, trust and charitable planning. Teresa is experienced in sophisticated tax planning and compliance matters for individuals.
As a member of the firm's estate planning group, she is dedicated to assisting clients with both basic and complex estate tax planning needs.
Teresa graduated from the University of California, Santa Barbara and received a Bachelor of Arts degree in Business Economics with an emphasis in Accounting. She has been a resident of the Santa Barbara area since 1979.
Teresa is an active member of the California Society of Certified Public Accountants (CalCPA).
In her free time, she spends her hours volunteering at the county cat shelter and ushering at the local theatres. Teresa also enjoys world travel, snow skiing and sailing.
tmullins@bpw.com

redpajama_set_name: RedPajamaCommonCrawl


We're back once again with a new "On Da Spin" Webisode with DJ K Styles. During this online series, there will be feature interviews along with other footage from known and unknown DJ's working in the industry. Each webisode will showcase the DJ and gives them a chance to give their opinion and insight on their musical experiences. This particular webisode features DJ K Styles in action behind the one's and two's as she discusses her start in the DJ realm and her outlook on the DJ game.
We're back once again with a new "On Da Spin" Webisode with DJ K Styles. During this online series, there will be feature interviews along with other footage from known and unknown DJ's working in the industry. Each webisode will showcase the DJ and gives them a chance to give their opinion and insight on their musical experiences. This particular webisode features DJ K Styles in action behind the one's and two's as she discusses her start in the DJ realm and her outlook on the DJ game.
Turntablist Video Friday makes another rare appearance today and this time we're back once again with a new "On Da Spin" Webisode with DJ Tim Martell. During this online series, there will be feature interviews along with other footage from known and unknown DJ's. Each webisode will showcase the DJ and gives them a chance to give their opinion and insight on their musical experiences. This second webisode features DJ Tim Martell at the Scratch Academy in NYC! Check out the video below and see for yourself.
I'm bringing back the Turntablist Video Friday series due to popular demand, but this week we are kicking it off with something a little different than usual. There is a new web DJ video series coming out called "On Da Spin". During this online series, there will be feature interviews along with other footage from known and unknown DJ's. Each webisode will showcase the featured DJ and gives them a chance to give their opinion and insight on their musical experiences. This first webisode features DJ Mel B! Check out the video inside.
Turntablist Video Friday makes another rare appearance today and this time we're back once again with the third Webisode in the "On Da Spin" series with DJ Diamond. During this online series, there will be feature interviews along with other footage from known and unknown DJ's. Each webisode will showcase the DJ and gives them a chance to give their opinion and insight on their musical experiences. This third webisode features DJ Diamond getting busy on the 1's & 2's and he also gives a sick interview about the whole DJ Game! Peep the video after the jump.
This week's Turntablist Video Friday makes another appearance today and this time we're back once again with the fourth Webisode in the "On Da Spin" series with DJ Knuckles. During this online series, there will be feature interviews along with performance footage from known and unknown DJ's. Each webisode will showcase the DJ and gives them a chance to share their opinion and insight on their musical experiences. This fourth webisode features DJ Knuckles getting busy on the Technics and he also gives an interesting interview on his time in the DJ Game! Check out this cool interview and his turntable performance after the jump.


text:
Q: Nvidia driver problem on suspend Linux Mint I have problem little problem with Linux Mint 17.3, I've install Nvidia 352.63 driver and everything works fine until I suspend. When I resume after suspend animations start lagging, while I'm scrolling screen is lagging too, I see fps drop too. After restart pc everything works fine to next suspend. I have geforce 860M on my laptop.
@Edit
I've reinstall my system to Netrunner and I didn't see such lagging like was at Linux Mint, but when i go back to mint after hibernate I see big fps drop, smooth scrolling don't work properly, only lags all time. Why on Mint is huge fps drop but on Netrunner it isn't so much

A: Research the Geforce's Nvidia and Intel modes of operation if not already familiar. Ensure are not using Nouveau after the suspend-resume. Try blacklisting the Nouveau module. Links below are from a couple years ago but might be helpful: Switch to Nvidia from Nouveau,
Rough notes from GeForce 675
Nouveau may be loaded by the kernel before the blacklist takes effect. There is a boot parameter to type into Grub, but Nouveau issue is just one possibility. The X11 log, /var/log/Xorg.0.log or similar is worth a look.

redpajama_set_name: RedPajamaStackExchange


A report cited in a recent United Nations forum on multilingual Internet addresses suggests that Chinese will become the language of the web by 2007.
Presently, only a small majority of almost 500 million users are from English-speaking backgrounds, but the numbers throughout countries such as China are growing quickly.
The World Intellectual Property Organisation (WIPO) says that in 2002, the majority of Internet users will have a non-English language as their favoured tongue.
A brief report is available on the Financial Times site.
Searching the WIPO site revealed no immediate confirmation of the forecasted statistics.


text:
TIROS 4 () – amerykański satelita meteorologiczny. Mimo dość krótkiego czasu działania, satelita przesłał na Ziemię w ciągu 120 dni użytecznego działania prawie 32 000 obrazów, w tym ponad 23 000 użytecznych zdjęć.

Opis misji

Satelitą zarządzało US Weather Bureau (dzisiejsza National Oceanic and Atmospheric Administration). Pomijając stopniową degradację odpowiedzi z radiometru skanującego, statek pracował normalnie aż do 3 maja 1962, kiedy to przestała działać kamera szerokokątna. 10 czerwca 1962 przestał działać rejestrator taśmowy drugiej kamery. Mimo tego, jeszcze przez 8 dni odbierano z niej obrazy w czasie rzeczywistym. Potem doszło do wyłączenia się układu drugiej kamery. Radiometr nadsyłał użyteczne dane do 30 czerwca 1962.
Satelita zapoczątkował regularne obserwacje powłoki lodowej na morzach. Wykorzystano go też przy realizacji lotu Johna Glenna i startów próbników Ranger oraz przy wyznaczaniu tras statków zaopatrujących stacje obserwacyjne na Antarktydzie.
Satelita cały czas pozostaje na orbicie, której żywotność szacuje się na 150 lat.

Budowa i działanie
Statek został opracowany przez Goddard Space Flight Center, część NASA, oraz firmy: Radio Corporation of America (RCA), Astro Electronic Division (dzisiejszy Lockheed Martin). Szkielet satelity wykonano z aluminium i stali nierdzewnej. Ściana boczna miała kształt osiemnastościanu. Pokrycie statku stanowiło ponad 9260 ogniw słonecznych, każde o wymiarach 1 x 2 cm. Gromadziły energię w 63 akumulatorach NiCd.

U spodu statku zamontowano trzy stałopędne silniczki nadające satelicie ruch obrotowy z prędkością od 8 do 12 obrotów na minutę. Oś obrotu statku mogła być kontrolowana z dokładnością 1, 2 stopni. Służył do tego magnetyczny system kontroli położenia. Jego układem wykonawczym było 250 przewodów owijających statek po obwodzie. Konieczny dla kontroli pozycji moment obrotowy wytwarzała interakcja ziemskiego pola magnetycznego z polem magnetycznym (prądem) zaindukowanym w statku. Nowym elementem był podczerwony czujnik horyzontu.

Do łączności z Ziemią używano pojedynczej anteny monopolowej. Umieszczona była na szczycie statku. Dwie anteny dipolowe (4 pręty wystające ze spodu statku) służyły do nadawania telemetrii (częstotliwość 235 MHz; moc 2W). Kamery wyzwalały się automatycznie po wejściu Ziemi w pole widzenia. Zdjęcia były przesyłane bezpośrednio na Ziemię lub nagrywane na rejestratorze, mieszczącym do 32 obrazów. Nadawanie sekwencji 32 obrazów trwało 100 sekund. Odbywało się przez 3 W nadajnik FM, na częstotliwości 237 MHz.

Ładnek

 System telewizyjny TIROSA 4 był projektowany do uzyskania użytecznych obrazów meteorologicznych oraz do dalszych testów związanych z uzyskiwaniem satelitarnych zdjęć pokrywy chmur. Składał się on z dwóch niezależnych zestawów kamer telewizyjnych typu Vidicon 127 mm z nowymi soczewkami dającymi mniej zniekształcony obraz (jedna z obiektywem szerokokątnym 104°, druga z obiektywem 80°), magnetycznych rejestratorów taśmowych (o pojemności 32 zdjęć) i nadajników sygnału TV (3 W mocy, częstotliwość pracy 237 MHz). Obraz z kamer miał rozdzielczość 500 linii. Zamontowane były na spodzie statku. Ich osie optyczne były równoległe do osi obrotu statku, która leżała w płaszczyźnie orbity satelity. Obrazy były wysyłane do jednej z dwóch stacji naziemnych lub gromadzone na taśmie magnetycznej w celu późniejszego odtworzenia. Nadanie 32 zdjęć przez satelitę zabierało 100 sekund. Z wysokości 700 km jedno zdjęcie pokrywało obszar 1200 x 1200 km, z rozdzielczością 2,5 - 3 km (w nadirze). Kamera średniokątna pokrywała obszar 725 x 725 km, z rozdzielczością ok. 2 km (w nadirze). System mógł wykonywać dzienne zdjęcia pokrywy chmur, między 55° S a 55° N szerokości geograficznej.
 Radiometr skaningowy, pięciokanałowy, średniej rozdzielczości (masa 2 kg, zużywał 1 W energii)
 Mierzył emisję i odbicie promieniowania przez Ziemię i jej atmosferę. Przyrząd posiadał dwie osie optyczne nachylone do osi obrotu statku pod kątem 45 i 135 stopni. Czujnik składał się z bolometrów i filtrów ograniczających rejestrowane widmo promieniowania. Pięć kanałów było czułych na promieniowanie z zakresu, odpowiednio: 6 - 6,5 μm (absorpcja przez parę wodną), 8 - 12 μm (tzw. okno atmosferyczne), 0,25 - 6 μm (odbite promieniowanie słoneczne), 8 - 30 μm (promieniowanie cieplne Ziemi), 0,55 - 0,75 (odbite promieniowanie słoneczne). Odpowiedź czujnika na wszystkich kanałach spadła gwałtownie po starcie. Największy niepewność spowodowało przesunięcie się zera na skali przyrządu. Użyteczne dane z kanałów 1 do 5 napływały do orbity, odpowiednio, nr 118, 875, 875, 130, 300.
 Wielokierunkowy radiometr niskiej rozdzielczości (masa 1,4 kg; zużycie energii 2 W)
 Składa z dwóch zestawów bolometrów. Miały one kształt wydrążonych aluminiowych półkul. Ich oś optyczna była równoległa z osią obrotu statku. Przyrząd mierzył ilość energii słonecznej zaabsorbowanej lub odbitej przez Ziemię i jej atmosferę, oraz energię wyemitowaną przez układ Ziemia - atmosfera. Jeden z bolometrów każdym zestawie był pomalowany na czarno, a drugi na biało. Czarny pochłaniał większość padającego nań promieniowania, zaś biały był czuły na promieniowanie o długości fali powyżej 4 μm. Temperatura czujników była mierzona przez termistory, co 29 sekund. Przesyłana była średnia z pomiarów dwóch odpowiadających sobie bolometrów. Eksperyment powiódł się, a użyteczne dane nadsyłane były przez satelitę między 12 lipca a 20 października 1961. Identyczne przyrządy poleciały na satelitach TIROS 3 i TIROS 7. Podobny został wyniesiony na satelicie Explorer 7.
 Dwukanałowy radiometr nieskaningowy, niskiej rozdzielczości
 Mierzył promieniowanie termiczne układu Ziemia-atmosfera i odbite od niej promieniowanie słoneczne. Radiometr składał się z dwóch detektorów, białego i czarnego termistora - bolometru. Każdy z nich był umieszczony na szczycie mylarowego stożka. Czarny detektor rejestrował promieniowanie z zakresu 0,2 - 50 μm, czyli na odbite promieniowanie słoneczne i długofalowe promieniowanie Ziemi. Biały detektor rejestrował odbite promieniowanie słoneczne, promieniowanie widzialne i długofalowe promieniowanie termiczne, 5 - 50 μm. Ich osie optyczne były równoległe do osi obrotu statku. Pole widzenia wynosiło 50 stopni, co odpowiadało kołu o średnicy 832 km, gdy Ziemia znajdowała się w zasięgu widzenia. Ten sam obszar znajdował się w polu widzenia kamery szerokokątnej. Ostatnie 100 minut obserwacji były zawsze nagrane na taśmie (poprzednie były w trybie ciągłym usuwane). Eksperyment pracował poprawnie, jednak jakość danych była słaba, gdyż czułość przyrządu ulegała stałej degradacji. Identyczne przyrządy poleciały na statkach TIROS 2 i TIROS 3.

Bibliografia
 Journal of the British Interplanetary Society, tom 19, 386-409, 1963-64 - pełny opis wyników misji
 NSSDC Master Catalog

 Space 40
 NASA Headquarters

Linki zewnętrzne
 NOAA in Space - obszerna galeria zdjęć związanych z programem TIROS

Amerykańskie sztuczne satelity
Satelity meteorologiczne
Loty kosmiczne w 1962

redpajama_set_name: RedPajamaWikipedia


text:
Center for Education Policy Analysis
Federal and State Education Policy
Teaching and Leadership Effectiveness
Technological Innovations in Education
Education Governance
Educator Preparation and Development
Information Provision and Use
Methodology and Measurement
Societal Context
Teacher Labor Markets
Teacher Quality
Books: Books, Chapters, Reviews
The Continuing Increase in Income Segregation, 2007-2012
Sean F. Reardon
Kendra Bischoff
Income segregation in the United States grew substantially from 1970 to 2007 (Bischoff & Reardon, 2014; Jargowsky, 1996; Reardon & Bischoff, 2011a, 2011b; Watson, 2009). Income segregation grew sharply in the 1980s, changed little in the 1990s, and then grew again in the early 2000s. A primary cause of this growth in segregation has been the rise in income inequality over the last four decades (Bischoff & Reardon, 2014; Reardon & Bischoff, 2011b; Watson, 2009).
Income inequality in the U.S. continued to rise in the 2000s. Although income inequality declined modestly from 2007 to 2009 during the Great Recession, it quickly rebounded, and is now higher than it was in 2007. In 2014, the top 10% of earners collectively accrued 50% of all income in the U.S. (Piketty & Saez, 2015). Has the post-recession increase in income inequality led to a continued rise in income segregation?
In this report, we use the most recent data from the American Community Survey to investigate whether income segregation increased from 2007 to 2012. These data indicate that income segregation rose modestly from 2007 to 2012. This continues the trend of rising income segregation that began in the 1980s. We show that the growth in income segregation varies among metropolitan areas, and that segregation increased rapidly in places that experienced large increases in income inequality. This suggests that rising income inequality continues to be a key factor leading to increasing residential segregation by income.
download metropolitan area income segregation data, 1970-2012 (Stata file)
download full report (march 2016 version)
Educational Equity, Societal Context
Reardon, S.F., & Bischoff K. (2016). The Continuing Increase in Income Segregation, 2007-2012. .
November 15, 2016. The City Lab. The Geography of Middle Class Decline
June 23, 2016. Cornell Chronicle. Mixed-income neighborhoods face steady decline
March 06, 2016. Stanford Graduate School of Education. Stanford/Cornell study shows increasing segregation by income
March 06, 2016. The Boston Globe. Boston's struggle with income segregation
Stanford CEPACenter for Education Policy Analysis
Contact Stanford Center for Education Policy Analysis
520 Galvez Mall, CERAS Building, 5th Floor
Stanford, CA 94305-3001
Email: contactcepa@stanford.edu
Stanford Stanford Graduate School of Education
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Institution/School/Organization
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You have a YouTube channel too?
yes. fit a little bit. I do challenges and always working on and struggling with health and weight management.


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Fort Worth Academy's Josh Garza and Darryl Loy appreciate Meraki's simple setup and robust reporting capabilities. "We turned it on, and it worked," Garza says.
What's Driving K–12 Schools to the Cloud?
Ease of deployment and management, plus lower costs, make Meraki's cloud-managed network infrastructure an appealing alternative for schools with limited staff and budget.
One week after installing a new wireless network at Fort Worth (Texas) Academy, a private K–8 school of 200 students, Associate Head of School for Operations Darryl Loy was notified of a problem with the network. The fact that he was attending an out-of-state conference that day could have been its own problem.
But in practice, it wasn't a problem at all. "I opened my tablet, navigated to the management website and was able to fix the issue remotely, in real time," Loy recalls.
Welcome to the new world of wireless networking in the cloud.
Schools and districts of all types and sizes face unique budgetary, personnel and space or configuration constraints. They also have educational delivery models that require flexible infrastructure, such as carts that can be transported between classrooms to make wireless devices available on demand. Such factors increasingly prompt K–12 IT departments to migrate to the cloud, which offers a range of benefits — reduced onsite infrastructure and maintenance and lower costs among them.
Experts say the personnel costs and management demands of maintaining wireless infrastructure on-premises go beyond what most schools can absorb, making the cloud an appealing option — not only for wireless, but also for switches, security gear and applications (see sidebar, "Soaring into the Cloud, with Apps").
"Because cloud is providing a management as a service framework, charges can be based on episodes or incidents, not burdened by a mammoth capital cost," says Tom Nolle, president and founder of CIMI, a networking consultancy based in Voorhees, N.J. "The cloud makes the process of managing much closer to the level of cost and technical expertise that an organization like a school can reasonably handle."
Indeed, remote monitoring and problem resolution are key reasons why Fort Worth Academy chose cloud-based wireless, security and switching solutions from Meraki, which has since been acquired by Cisco Systems. Simple configuration processes also were important to the school, which began looking to upgrade its existing consumer-grade wireless gear in mid-2011 and did so in mid-2012. According to Loy, FWA needed more bandwidth for demanding educational apps, as well as easier deployment and greater management flexibility. With configuration controls living in the cloud, school staff can tap into that intelligence from a web browser.
The Meraki management console simplifies network design by allowing users to determine the optimal placement and configuration of wireless access points on a campus map that integrates with Google Maps. The solution continuously monitors bandwidth consumption so that administrators can adjust the available capacity to an individual AP or area of campus. It also issues proactive alerts if a given piece of hardware isn't working or if a rogue wireless device is attempting to access the network.
What's more, the drop-down configuration menus don't require any vendor-specific knowledge. "We turned it on, and it worked," says Josh Garza, FWA's IT specialist.
Other districts using cloud-based networking note that the ability to manage the systems from anywhere has significantly improved their IT operations and flexibility.
Bremerton School District 100-C, for example, has a cloud-based wireless network with more than 200 Meraki access points.
In the past, problems required "dragging out the 1,000-page manual to find the checkbox you needed," then taking corrective action onsite, explains Steve Bartlett, technology services supervisor for the 12-school district in Bremerton, Wash. In the cloud model, by comparison, he can resolve problems quickly through the management console and its more intuitive processes.
Matthew Hladun, director of technology for Queensbury Union Free School District, a four-school, single-campus K–12 district in Queensbury, N.Y., confirms that Meraki's cloud-based wireless equipment and switches have changed the very nature of his work.
"You don't feel tethered to one location," Hladun explains. "If you're out in a building and a problem crops up, you don't have to run back to the office to address it. You have a full management console available with Meraki anytime, anywhere."
To wit, the district's network coordinator, Bernie Capron, recently addressed a network problem from a mobile device — while in Florida on vacation. "We control our switches and our wireless through that single app," Capron says.
Above and beyond infrastructure and IT considerations, cloud-based systems are helping districts refocus on their mission by enabling IT pros to redirect time and resources to hands-on technology that facilitates education. Bremerton School District, for example, leverages cloud-based wireless to support mobile devices as part of its iLearn Project, which strives to maximize literacy and engagement by equipping students with mobile devices to perform research and drive their own education more directly.
Cloud-based wireless "freed up capital that allowed us to invest in more technology that had a very visible impact in the classroom," Bartlett explains. "A new Microsoft Exchange server doesn't really give parents pause. But when parents see that their kids are excited to come to school, it makes a big difference."
Historically, school districts have relied on Microsoft Office for word processing, email and other functions while also investing heavily in education-specific instructional and administrative technologies.
Today, many are transitioning to applications hosted in the cloud. In some districts, cloud-based apps actually came first.
Bremerton School District 100-C in Washington, for instance, migrated to Office 365 more than three years ago for a very practical reason: It was free. The move not only eliminated the $20,000 annual software licensing fee the district once paid, it also eliminated time-consuming tasks such as operating system updates and security patch installations, says Technology Services Supervisor Steve Bartlett.
Cloud-based apps also have freed him to focus on educationally driven technology initiatives, such as outfitting students with personal devices that facilitate learning.
Matthew Hladun, director of technology for New York's Queensbury Union Free School District, also is in the process of migrating toward cloud-based apps. The district's dated versions of Office will no longer be supported after next year — at which point the vast majority of students and staff will transition to Google Apps, he says.
Opting for Chromebooks "was one of the most fulfilling decisions we've made, in terms of their speed, capabilities and ease of management," Hladun says. "We're also saving money because we're not spending as much time troubleshooting PCs."


text:
GE and Baker Hughes agree to create new fullstream digital industrial services company
édité le 01/11/2016 - Plus de news de "GE Gas Power" - Voir la fiche entreprise de "GE Gas Power"
GE and Baker Hughes announced that the companies have entered into an agreement to combine GE's oil and gas business ("GE Oil & Gas") and Baker Hughes to create a world-leading oilfield technology provider with a unique mix of service and equipment capabilities. The "New" Baker Hughes will be a leading equipment, technology and services provider in the oil and gas industry with $32 billion of combined revenue1 and operations in more than 120 countries. By drawing from GE technology expertise and Baker Hughes capabilities in oilfield services, the new company will provide best-in-class physical and digital technology solutions for customer productivity.
Under the terms of the agreement, which has been unanimously approved by the boards of directors of both companies, at the closing of the transaction Baker Hughes shareholders will receive a special one-time cash dividend of $17.50 per share and 37.5% of the new company. GE will own 62.5% of the company. The transaction is expected to close in mid 2017.
"This transaction creates an industry leader, one that is ideally positioned to grow in any market. Oil & gas customers demand more productive solutions. This can only be achieved through technical innovation and service execution, the hallmarks of GE and Baker Hughes," said Jeff Immelt, Chairman and Chief Executive Officer of GE. "As we built the GE Oil & Gas business, I have always been impressed by the respect our customers have for Baker Hughes. GE Oil & Gas is a key GE business, one that fully leverages the GE Store. As we go forward, this transaction accelerates our capability to extend the digital framework to the oil and gas industry. An oilfield service platform is essential to deliver digitally enabled offerings to our customers. We expect Predix to become an industry standard and synonymous with improved customer outcomes. GE investors will benefit through ownership of a stronger business with substantial synergies and an improved competitive position. The transaction is expected to add approximately $.04 to GE EPS in 2018, $.08 by 2020."
Martin Craighead, Chairman and Chief Executive Officer at Baker Hughes said, "This compelling combination brings together best-in-class oilfield equipment manufacturing and services, and digital technology offerings for the benefit of all customers and stakeholders. The combination of our complementary assets will create a platform capable of seamless integration while we enhance our ability to deliver optimized and integrated solutions and increase touch points with our customers. In addition, Baker Hughes shareholders will receive a special one-time cash dividend of $17.50 per share and benefit from the upside of a stronger, larger business. With employees of Baker Hughes and GE Oil & Gas coming together, the new company will be an industry leader, well-positioned to compete in the oil and gas industry while pushing the boundaries of innovation for our customers."
Lorenzo Simonelli, who is currently president and CEO of GE Oil & Gas said, "This transformative transaction will create a powerful force in the oil and gas market as we continue to drive long-term value for our customers and shareholders. This transaction is also exciting for employees of both companies. GE Oil & Gas and Baker Hughes are an exceptional cultural fit, sharing a commitment to exceeding customer expectations. Both companies' employees will benefit significantly from being part of a larger, stronger company that is positioned for long-term growth. We look forward to combining the digital solutions and technology from the GE Store with the domain expertise of Baker Hughes and its culture of innovation in the oilfield services sector."
Compelling Strategic and Financial Benefits of the Transaction
- Complementary assets and integrated offerings will provide differentiated services for combined company's customers. The company will combine the digital solutions, manufacturing expertise and technology from the GE Store and the outstanding track record of success Baker Hughes has in the oilfield services sector. With combined revenue of over $32 billion(1) the product portfolio of GE Oil & Gas and Baker Hughes in drilling, completions, production and midstream / downstream equipment and services will create the second largest player in the oilfield equipment and services industry. Customers should expect sustainable innovation and integration that will deliver valuable outcomes. As one company, we will have operations in more than 120 countries. Both companies have invested even in the downturn and have strong, complementary competitive scope across the industry. From GE's fullstream oil and gas manufacturing and technology solutions spanning across subsea & drilling, rotating equipment, imaging and sensing to the Baker Hughes portfolio in Drilling & Evaluation and Completion & Production, the combined company will be moving beyond oilfield services and into oil and gas productivity solutions.
- The combination produces substantial synergies through combined efficiency and growth. The companies expect to generate total runrate synergies of $1.6 billion by 2020, which has a net present value of $14 billion. While this is primarily driven by cost out, we believe that the new company is positioned for growth as the industry rebounds.
- Combination positioned to create value for Baker Hughes shareholders. The diversified portfolio can deliver through the oil and gas cycle. There is a large pool of synergies that will improve operating margins and drive organic growth. The "New" Baker Hughes has a strong balance sheet.
- Combination positioned to create value for GE shareholders. The transaction is expected to be accretive to GE's earnings per share by $.04 by 2018 and $.08 by 2020. This is another step in creating the premium digital industrial company.
- The "New" Baker Hughes is expected to be the partner and employer of choice for the industry. Combination is an exceptional cultural fit. Both companies' employees will benefit significantly from being part of a larger, more diversified company.
(1) Based on 2015 combined revenue
The transaction will be executed using a partnership structure, pursuant to which GE Oil & Gas and Baker Hughes will each contribute their operating assets to a newly formed partnership. GE will have a 62.5% interest in this partnership and existing Baker Hughes shareholders will have a 37.5% interest through a newly NYSE listed corporation. Baker Hughes shareholders will also receive a special one-time cash dividend of $17.50 per share at closing. The $7.4 billion contributed by GE to the new partnership will be used to fund the cash dividend to existing Baker Hughes shareholders.
Headquarters, Management and Board of Directors
The "New" Baker Hughes will have dual headquarters in Houston, Texas and London, UK.
Jeff Immelt, Chairman and CEO of GE will serve as Chairman of the Board of Directors and Lorenzo Simonelli, president and CEO of GE Oil & Gas will serve as President and Chief Executive Officer. Martin Craighead, Baker Hughes Chairman and CEO, will serve as Vice Chairman of the Board. The remainder of the executive leadership team will be a combination of existing leaders from both GE and Baker Hughes.
Upon closing, the "New" Baker Hughes board will consist of nine directors: five of whom, including Chairman Jeff Immelt will be appointed by GE and four, including Vice Chairman Martin Craighead will be appointed by Baker Hughes.
Path to Completion
The transaction is subject to approval by Baker Hughes shareholders, regulatory approvals, and other customary closing conditions.
GE and Baker Hughes are committed to working constructively with the relevant government regulators to achieve the necessary approvals.
Centerview Partners is serving as financial advisor to GE on the transaction. Morgan Stanley is also acting as financial advisor. Shearman & Sterling is acting as legal advisor to GE. Goldman Sachs & Co. is serving as financial advisor to Baker Hughes. Davis Polk is acting as legal advisor to Baker Hughes.
About GE
GE (NYSE:GE) is the world's Digital Industrial Company, transforming industry with software-defined machines and solutions that are connected, responsive and predictive. GE is organized around a global exchange of knowledge, the "GE Store," through which each business shares and accesses the same technology, markets, structure and intellect. Each invention further fuels innovation and application across our industrial sectors. With people, services, technology and scale, GE delivers better outcomes for customers by speaking the language of industry. www.ge.com
About GE Oil & Gas
GE Oil & Gas is inventing the next industrial era in the oil and gas sector. In our labs and factories, and in the field, we constantly push the boundaries of technology to solve today's toughest operational & commercial challenges. We have the skills, knowledge and technical expertise to bring together the physical and digital worlds to fuel the future. Follow GE Oil & Gas on Twitter @GE_OilandGas or visit us at www.geoilandgas.com
About Baker Hughes
Baker Hughes (NYSE: BHI) is a leading supplier of oilfield services, products, technology and systems to the worldwide oil and natural gas industry. The Company's 34,000 employees today work in more than 80 countries helping customers find, evaluate, drill, produce, transport and process hydrocarbon resources.
Origine : Communiqué GE Gas Power
Voir la fiche entreprise de "GE Gas Power"
Les dernières news de "GE Gas Power"
20/09/2017 - Baker Hughes, a GE company awarded contract by Nigeria LNG in milestone digital agreement for sub-saharan Africa
19/09/2017 - Baker Hughes, a GE company and KBC, a Yokogawa company partner to provide integrated process and operational software solutions to the oil and gas industry
30/08/2017 - Baker Hughes, a GE company awarded second major contract for Eni East Africa's Coral South FLNG
18/07/2017 - Iraq Ministry of Oil and Baker Hughes, a GE company sign a contract for modular Natural Gas Liquids plant solution for flare gas recovery
04/07/2017 - GE Announces Completion of GE Oil & Gas and Baker Hughes Merger
27/06/2017 - GE Oil & Gas and Eni East Africa sign long-term partnership to develop gas resources offshore of Mozambique
06/06/2017 - Baker Hughes and GE Announce Executive Leadership Team for Baker Hughes, a GE Company
22/03/2017 - GE Oil & Gas expands global footprint with new Sub Saharan Africa facility to support customer operations
23/02/2017 - Venture Global LNG selects GE Oil & Gas advanced technology plant-wide solution for LNG export facilities under development in Louisiana
31/01/2017 - GE Oil & Gas Starts Strong in 2017 with Innovative Digital Customer Agreements
30/01/2017 - GE Oil & Gas: New Super-Efficient Gas Turbines at Annual Meeting in Florence
25/01/2017 - GE signs key orders for Integrated Compressor Lines (ICL) for the European Energy Market
12/01/2017 - GE announces Transocean performance-based service agreement
17/11/2016 - GE and Maersk Drilling to Pilot Marine Digital Transformation
16/11/2016 - BP and GE launch new offshore digital technology with plans to deploy globally
07/11/2016 - GE Oil & Gas expands its services facility in Egypt in cooperation with GAFI
01/11/2016 - GE and Baker Hughes agree to create new fullstream digital industrial services company
28/09/2016 - GE Oil & Gas signs landmark contract with Petroleum Development Oman (PDO) for providing Integrated Progressing Cavity Pump systems and services
15/09/2016 - GE Oil & Gas awarded contract by BP for third natural gas liquefaction train in Tangguh expansion
23/08/2016 - GE and L&T sign MoU to manufacture subsea equipment for deep wa-ter projects on the east coast of India
19/07/2016 - National Oilwell Varco and GE Oil & Gas cooperate to provide integrated solutions for Floating Production Storage and Offloading (FPSO) vessels
06/05/2016 - GE Oil & Gas Introduces Product & Digital Innovations to Increase Offshore Productivity and Reduce Downtime
26/04/2016 - GE Oil & Gas signs first-of-its-kind partnership agreement with Iraq Ministry of Oil to strengthen energy production
12/04/2016 - GE Oil & Gas starts production of flexible risers destined for Prelude, Shell's landmark natural gas project
15/03/2016 - GE Introduces New Digital Technology for On-Site Testing of Crude Oil at Refineries
22/02/2016 - GE Oil & Gas Signs Agreement with Statoil for Future Subsea Projects
04/02/2016 - GE reaffirms commitment to Russian market with USD1 billion sourcing plan and expanded stategic partnerships
03/02/2016 - GE Oil & Gas Announce Five New Partnerships, Technology Pilots Across Energy Value Chain
23/12/2015 - GE Oil & Gas Signs Groundbreaking Contractual Service Agreement with PT Donggi-Senoro LNG
02/11/2015 - GE Oil & Gas to Acquire Leading Subsea Intervention Equipment and Services Supplier Advantec
23/10/2015 - GE Oil & Gas Signs Expanded Contract Service Agreement with Cheniere Energy
08/10/2015 - GE Oil & Gas Launches New Program for Reciprocating Compression Packagers with AFGlobal as First Participant
17/09/2015 - GE Oil & Gas Unveils Its Enhanced Aeroderivative Gas Turbine LM6000-PF+ optimized for LNG applications
10/09/2015 - GE Oil & Gas and Statoil Sign Global Subsea Exploration Wellhead Frame Agreement
08/09/2015 - GE Oil & Gas Awarded Subsea Service Agreement with Statoil
24/07/2015 - BP choisit le logiciel industriel de GE pour accroître l'efficacité de ses opérations
23/07/2015 - GE Oil and Gas to provide advanced turbomachinery for landmark TANAP project
21/07/2015 - GE Oil and Gas Signs New Contract with Spain's Leading Oil Storage and Transportation Firm CLH Group
21/07/2015 - GE reaches significant project milestone for Dominion Cove Point Liquefaction Project, 1st LNG Terminal on US East Coast
05/06/2015 - GE and GRTgaz join forces to promote development of CNG networks in France
03/06/2015 - GE Announces New Participant in Gas Compression Power Packager Program
18/05/2015 - GE's Fuel Flex Technology Helps CEPSA Enable Spain's Oil Refinery to Meet Strict European Emissions Standards
08/05/2015 - GE Oil and Gas Develops Next-Generation Roots Advanced Compressor That Could Save USD1.5m Over 10 Years
05/05/2015 - GE Introduces New Membrane to Remove Seawater Sulfate from Injection Water for Offshore Oil Production
05/05/2015 - GE technology and services to support conversion of Golar LNG floating liquefaction vessel
23/04/2015 - GE Announces Clarke Energy as Diesel Engine Distributor for Australia, Nigeria and India
09/04/2015 - GE Oil and Gas and Pertamina Drilling Service Indonesia to Cooperate in Developing Solutions for Drilling Equipment and Services
30/03/2015 - GE Oil and Gas signs long-term service agreement with ADGAS to strengthen plant productivity
16/03/2015 - GE Oil and Gas announces USD850M order with Eni and partners for Offshore Cape Three Points Block, Ghana
02/02/2015 - GE Oil and Gas Announces its Newly Fortified Reciprocating Compression business
Toutes les news de "GE Gas Power"


Why coffee? How did it start? What did dancing goats have to do with it? Why is it so different and delicious now? How can it taste like berries, nuts, chocolate, or flowers?! What is a green bean? What is roasting? Why should I grind my coffee right before I want to brew it?
This class will answer those questions and turn you into a coffee snob in a flash. In short, you will know everything a cool barista should.
Rp500,000/person. Maximum 8 persons in one class.
There are those who work harder out there – in the farm, plantation, factory, etc. Those whose faces we do not recognize. Those whose names are not celebrated. Those who wear no fancy aprons. Those who are not basked in world class titles. Those are not featured in cool Instagram posts. Those who are at the very start of each cup of coffee that makes your day.
Everytime we remember these unsung heroes we see no point of being coffee snobs. And that's why in ABCD School of Coffee we always, always start with Appreciation Class – where we all forget what we have learned before, and remind ourselves how coffee actually was started.
You must complete Appreciation Class before attending this class.


text:
Q: instrumental variables covariance I'm got stuck in the following book on page 86 (ftp://nozdr.ru/biblio/kolxo3/G/GL/Angrist%20J.D.,%20Pischke%20J.-S.%20Mostly%20Harmless%20Econometrics%20(PUP,%202008)(ISBN%20069112034X)(O)(290s)GL.pdf).
They explain how instrumental variables work and conclude that from the regression formula given in 4.1.2 it follows that the the regression coefficient of interest p = Cov(y,z)/Cov(s,z), where z is the instrumental variable and s is the variable of interest. I do not see how this follows from simply observing the regression formula in 4.1.2 (y = a + ps + Ay + v), given that z is uncorrelated with y or v. I would be grateful for help.

A: The "exclusion restriction" of the validity of the instrument $z$ says that $z$ is uncorrelated with the "compound" error term $\eta=A\gamma+v$, which consists of the "structural" error $v$ and the influence of the omitted variable $A$ (ability in their example, which one often does not observe). That is, $Cov(z,\eta)=0$.
If you apply the covariance operator with $z$ to either side of
$$
y=\alpha+\rho s+\eta
$$
you get
$$
Cov(y,z)=Cov(\alpha+\rho s+\eta,z)
$$
Using linearity of covariances, $Cov(z,\eta)=0$ and that covariance with a constant is of course zero, this simplifies to
$$
Cov(y,z)=Cov(\alpha,z)+\rho Cov(s,z)+Cov(\eta,z)=\rho Cov(s,z)
$$
Solving for $\rho$ gives the desired result.


text:
Shanti Phula's Blog
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Indian Conjoined Twin Sisters, Ganga and Jamna, Find Love With The Same Man
This is a startling video. I was very surprised to see the video at first. Immediately, however, I felt no feeling of strangeness. I admire them for having survived in the face of their physical handicap. Although they are partly conjoined on the physical level, each of them should have ordinary independent body in the afterlife. If they maintain this marital relationship, Ahmad would have two wives in the afterlife. It sounds quiet natural to me. It would be harsh for him if we force him to choose either of the two. Like this case, I accept polygyny, polyandry and conjoint marriage as special exceptions. In a word, nobody has a right to determine how marital relationship should be as long as they can live happily with their priority on love without any jealousy. In this special case, one man can learn to equally love two women simultaneously and as a result, they can liberate themselves from jealousy through such relationship. I think that this relationship is much healthier than modern marital relationship in which a man has an affair with another woman behind the scenes, superficially maintaining monogamy.
As for me, I feel monogamy is natural and don't accept any other marital relationship. However, I have no intention to force others to accept my opinion. Although for any human who found a lifelong partner, monogamy may be possible, ordinary marital relationship will never last for a long time because it is merely a chance to learn each other even if among deities in the heavenly world. What matters is not to stick to how marital relationship should be but to establish marital relationship based on true love. During the process of growth through such relationship, one can get acquainted with someone, which will make marital relationship permanent in the true sense of the word. Deities and humans alike are making efforts to grow to such level.
Masatoshi Takeshita
Excerpt from a Japanese article: Zaeega - July 6, 2014 –
http://www.dailymail.co.uk/news/article-2680587/It-love-sight-Lonely-Indian-conjoined-twins-45-finally-love-man-working-travelling-circus.html
Conjoined twins Ganga and Jamura, 45, are living in Kolkata, West Bengal, India. They share two heads, three legs and four arms while having separate hearts, livers and kidneys. The twins, who made a living by joining a travelling circus, have reportedly found a lover.
The two met Ahmad who worked part-time with the circus as a sound engineer. According to Ganga, she fell in love with him at the first sight and so did Jamura. Ahmad is a school teacher now.
The twins were born to an impoverished family. Since their parents were too poor to have them undergo surgery for separation, they had been forced to be conoined. The parents deserted them when they reached their teens. Since then they have been working in the circus.
They married a man when they were 22 and got pregnant. They delivered a baby by Cesarean section. Regrettably, however, the baby passed away in a few hours.
Although the twins can afford to have an operation, they do not want it.
Via: dailymail
Posted by Shanti Phula at 2:00 AM
Labels: Article-from-Takeshita, Way-of-Life
Please visit our website!
http://shanti-phula.net/intl/
Shanti Phula introduces Mr. Masatoshi Takeshita's gem of wisdom and valuable information to people all over the world via the Internet.
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Asia, India, Ladakh (Rupshu), Lungser Kangri, Chhamser Kangri, and Lapgo Peaks
Lungser Kangri, Chhamser Kangri, and Lapgo Peaks. An expedition of The Mountaineers led by Harish Kapadia climbed and trekked in the Rupshu district of southeast Ladakh, an area recently opened to visitors. Dividing forces, one team climbed Chhamser Kangri (6622 meters) on July 14 via the southwest ridge. They found a cairn erected by the Survey of India on the summit. Two camps were established en route. For the next peak a camp (C2) was placed at 6240 meters. From here, a four-member team climbed the northwest slopes to the summit of Lungser Kangri (6666 meters), the second highest peak in Ladakh (excluding Zanskar). Both summits were flat. In the meantime, the team of Divyesh Muni and his wife Vinita climbed separately. They made the first ascent of Lapgo (6405 meters) on July 10. Unknown to both teams, they climbed Chhamser Kangri by a new route, the northeast ridge, on July 15. Three members of the expedition trekked across north Rupshu, crossing 11 passes and visiting Tso Kar Lake and Thugje Gompa.
Harish Kapadia, Editor, The Himalayan Journal
Asia, Nepal, Tawoche, Northeast Buttress
Tawoche
Superunknown
Pigeon Feathers, Lost Feather Route
Asia, India, Kumaon and Garhwal Himalaya, Nanda Kot, South Face
Asia, Pakistan, K2, Ascent and Tragedy


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'Too many unknowns': Programmatic marketers sound off on transparency, in-housing challenges
May 30, 2019 | By Digiday Editors
This article is part of a five-part series dedicated to the challenges and opportunities in content marketing.
Programmatic advertising has failed to shed its reputation for opacity — for good reason. Programmatic advertising is not nearly as transparent as advertisers would like it to be. Brand and agency executives gathered at the Digiday Programmatic Marketing Summit in Austin, Texas, to discuss the challenges facing programmatic marketers.
The duopoly challenges
"The way everything is going with privacy and browsers and everything, Cartier Replica a lot of the large DSPs, Google is going to own everything. We had 20 partners last year; we have five now. We saw the writing on the wall. As things get more complex on privacy, a lot of the larger partners are going to be more attractive because you can get certain type of inventory through Google no matter what. That sets us up to have everything within those partners and you don't have to worry about managing different strategies for each partner because they all have their own data sets." (Marketer)
"As an agency, our concern is that Facebook is simplifying its platform so much that anyone can do it. That's part of Facebook and Google's goals, to make it so it isn't so complex that an agency is needed. So they can then cut out agencies and go direct to brands." (Agency exec)
Transparency challenges
"The question that I have is, if I put a CPM out there, is that truly being represented throughout the supply chain?"
"You're opening up your eyes a little bit, but you're still hazy at the moment."
"It should be an open box. You should be able to lay out everything on the table so the buyer can see everything."
Person 1: "Do buyers know that this is a leaky system?" Person 2: "I think the more important question is, do buyers care?"
Privacy challenges
"It kills consumer journey orchestration. You're not able to really do the full funnel and track it and show what led to conversions when we get into this privacy world."
"It's turning digital into TV where you have to target everybody."
Auction challenges
"I don't know that it's actually a transparent auction in the first place."
"If I pull a list of the top 50 publishers I'm buying and all the SSPs I'm running to see what's the variance, the CPMs can vary dramatically."
"What's happening with the first-price auction and bid shading — there's too many unknowns."
DSP challenges
"I think more of the black box these days has moved to the DSP with bid shading."
"Some DSPs only pass a subset of bids to the SSP."
"You're settling for mediocrity [by using a single DSP]. You're settling for one platform at the expense of choosing the best technology because one technology is not going to do all the things. That solves for it but it's at the tradeoff of putting together a bespoke solution."
Cost challenges
"Smaller agencies are surprised by the costs of getting the log files. Some DSPs charge a pretty significant fee on top just to receive the log files."
"Smaller agencies have struggled with finding the resources to be able to look at the log files. We don't have the resources to pull and manipulate the data."
"In a time where automation is paramount, it all boils down to relationships."
"To build a relationship between the agency and the publisher and to regurgitate that to the brands so that they can get the understanding, Cartier Replica Watches it's a very difficult thing to do."
"Relationships are important, but the work that goes into it is not easy."
The in-house challenge
"At the end of the day, we're hoping they might come back around. We're still here for them and will catch them when they fall. There's a lot to think about in terms of the systems you use. When we were pitching this business, it was either come in as a partner or they were going somewhere else or not use an agency at all." (Agency exec)
"[Agencies] can get rates that are incredibly low compared to what we'd get. It would be much more expensive than what we're paying today. Are the fees we'd be paying above what a large media buying agencies would pay greater than the saving we'd see [in-house]? Right now the answer is no [to in-housing]." (Marketer)
Join us at our Content Marketing Forum in New York on Wednesday, June 5th to hear more about the challenges and opportunities in content marketing.
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Digiday Editors
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Digiday+ Research: Instagram wins over Facebook for role in brands' holiday marketing
Brands differ on how they use each marketing channel during the holidays -- even when it comes to sibling social media platforms Facebook and Instagram, Digiday+ Research found.
How — and why — Candy Crush is in the midst of a 10th anniversary brand refresh
In the years since Activision Blizzard acquired the Swedish game studio King in 2016, employees at the gaming giant have started to internally refer to their company as "ABK" — that is, Activision Blizzard King. But the corporation's recent financial reports indicate that "KAB" might be a more accurate abbreviation.
Independent agency Goat invests in influencer strategy for clients as it expands in the U.S.
Everyone is after influencers to up their marketing game. But the secret to success, Goat contends, is in viewing influencers as performance media and using data to deliver clients guaranteed outcomes.
Marketers bring Web3 to the FIFA World Cup with augmented reality, NFTs and virtual worlds
The month-long tournament, which begins this weekend, will be the first World Cup since it took place in Russia in 2018 long before "Web3" entered the global lexicon. Now, official and non-official sponsors are hoping to harness the hype with a range of NFTs, virtual worlds, augmented reality tools and other trendy tech.
U-Haul diversifies its social strategy to tell people it's more than moving trucks
In recent years, U-Haul's in-house agency has been working to "better leverage social media for brand loyalty."