text:
The Capri Story
Capri Trivia
Drive-In 101
Snack Bar Menu
Hi-Res Photos Zip
The drive-in theatre was the brainchild of one Richard Milton Hollingshead, Jr. The inventor's father, Richard Milton Hollingshead, Sr., owned and operated a business that first sold harness soap, later moving on to selling a complete line of automotive products under the name of the "Whiz Auto Products Company." After Richard Jr. finished school, he took a position with his father's company as general sales manager.
Always on the lookout for new ideas, Richard Jr. began thinking about new business concepts. His preference was to have a cash business, as he didn't like the idea of going into debt. It dawned on him that in terms of buying habits, people gave up Food, Clothing, Autos and Movies last, in that order. He had noticed that even though the depression was in full swing, folks continued to go to motion pictures at their local theatre. From this, his first notion was to create a deluxe gas station, designed like a Hawaiian Village, that would feature a restaurant and outdoor movies where the customers could mingle while their cars were being serviced, utilizing Whiz Auto Products of course!
It is not clear why he dropped every other aspect of the idea other than the outdoor theatre, but soon Richard, 30 years old by this time, was experimenting with the concept in his back yard on 212 Thomas Avenue in Riverton, New Jersey. He started by placing an old Kodak projector on the hood of his car, projecting the movie onto a screen nailed to a tree. He turned on his sprinkler to simulate rainfall, and placed a radio behind the screen to provide the sound. He also reasoned that in order to ensure that all of the vehicles had an un-obstructed view of the screen, they would need to be positioned in a special way. He spent several weeks arranging vehicles in different configurations to solve the visibility problem. The final solution was a series of terraced ramps whose height increased as you parked closer to the screen. This arrangement of ramps was the core of his concept and Richard felt it was strong enough to be patentable, allowing him to collect royalties from future drive-in operators for a period of 17 years, the standard time limit for patents. Or so he thought.
The application for patent was filed on August 6, 1932, and it was later granted by the patent office on May 16, 1933 under patent number 1,909,537. The next thing on the agenda was to build the first drive-in in order to promote the idea to the public as well as potential investors. First off though, he needed to get some financial backing which came from Willie Warren Smith, his first cousin and parking lot operator. The two men then formed a company, called Park-In Theatres Inc. Richard assigned his patent to the company immediately. Edward Ellis, a road contractor, was brought in to grade the lot of the first theatre in exchange for stock. Oliver Willets, an executive of Campbell's Soup, also bought stock in the company at the time.
On May 16, 1933, the day the patent was granted, work began on constructing the drive-in on Crescent Boulevard in Pennsauken Township, New Jersey. The location is usually reported as Admiral Wilson Blvd. in Camden, but technically the theatre was just over the Camden town line, where the name of the road changes. Opening night was June 6, 1933, and it was known simply as "Drive-In Theatre" although the actual name was the "Automobile Movie Theatre." Opening night was packed with cars, and the first film ever shown at a drive-in was the 1932 release of "Wives Beware," which was in second-run status at the time. The problem of obtaining first-run films for drive-ins remains to this day to some extent. Admission was 25¢ for each car and an additional 25¢ for each person, somewhat higher than the prevailing price at the indoor houses at the time, who were also offering double features. Ironically, this has reversed itself over time and drive-ins are usually the only places to see double features today.
Hollingshead promoted the drive-in concept by talking about the numerous advantages afforded to the patrons such as the option of smoking without bothering anyone or violating fire laws, talking in your car without disturbing anyone, as well as eating in the privacy of your vehicle. Young children could be brought along with their pajamas and sleep in the back seat so you wouldn't need to hire a babysitter. One early drive-in operator staged a "Babysitter Protest" with picketing teenage girls marching around with signs that read "Down with Drive-Ins, More Work for Babysitters." The aged and infirm or severely overweight folks who could not handle the narrow aisles of the indoor houses would also benefit.
It was initially thought that 3 shows a night would be viable, but after only 2 nights this gave way to showing only 2 shows per night, one at 8:45 and another at 10:45 with 2 changes a week. This brings to mind another issue that has changed the film exhibition business greatly. In the old days, it was possible for a small town house or DI to get 2-3 changes a week, which meant that if you were drawing from a small local population, you had something fresh every few days to keep people coming in. Nowadays, it is not unusual for the big studios and distributors to force exhibitors to show a film for a minimum of 2-4 weeks! Sometimes this can be negotiated down, but it really hurts attendance when most of your audience sees the new release on the first weekend and then you are dead for the next few weeks waiting for the next new film.
This led to most theatres becoming twinned and tripled until the dawn of the Multi-plex and Mega-Plex's we see today. With 15 screens or more, there is always something new to see. The side effect of this of course is that it led to many drive-ins and small neighborhood houses to close down. This was not the only reason for their demise however, more on that later.
The first drive-in held under 400 cars, despite reports to the contrary, and large trees and fencing were put in to prevent people from seeing the screen from the outside of the lot. The screen was 30 ft. high and 40 ft. wide and it was 12 feet from the ground. It was housed by a larger structure that was 149 ft. wide, 35 ft. high, and 60 ft. deep. The field was paved with gravel and oiled to keep dust down and discourage mosquitoes. Sound was supplied by 3 six-foot square RCA speakers and could be heard from miles around on some nights! Total cost was published at $60,000 but it was more like $25,000. The all-important concession stand was put in after the first week.
Oddly, this first drive-in did not last long. It was closed by 1936 and "moved" to Union, New Jersey by the man who bought it from Hollingshead. The reason given by Richard at the time was the high film rental costs caused the drive-in to be unprofitable. Indeed, he had paid $400 for a 4-day rental of "Wives Beware" when it was available to indoor exhibitors for $20 a week! This would not be the last time that drive-in owners would be treated unfairly by the Hollywood studios. In truth however, there were other reasons for the closure of the first drive-in, mostly technical. The sound was horrible and was not synchronized with the screen due to the delay caused by having the speakers near the screen. The insects, the price and the single bill policy also contributed to its closing.
Although Hollingshead retained his 30% interest in Park-In Inc. he was never again involved in operating a drive-in. He felt that the licensing aspect of the business showed more promise anyway, but unfortunately this was not to be the case. A second drive-in was begun in Weymouth Massachusetts in 1936 and was opened on May 6 of that year. The owners of the Weymouth Drive-In, Thomas DiMaura and James Guarino failed to obtain a license from Park-In. On July 3rd, legal action was brought against them by Park-In charging patent infringement. Park-In was able to obtain a writ which entitled them to place gate keepers at the Weymouth and collected the entire gate receipts for July 3, 4 and 5 for Park-In. There was subsequent moneys paid, and by the fall the Weymouth partners, AKA Drive-In Theatres Corp entered into a licensing agreement with Park-In.
The cost was a one-time fee of $1000 and 5% of the gross box office receipts. In return they would get a protected territory. In July 1937, Elias M. Leow opened a drive-in at Lynn Massachusetts, in apparent violation of the Weymouth license with Park-In. The Weymouth folks had to sue Park-In to get them to sue the Lynn operation! Meanwhile, Park-In counter-sued Weymouth over an un-authorized location that had been built in Shrewsbury Massachusetts. Then 2 men from California, a Mr. M. A. Rogers and Thomas Burgess, opened a drive-in without obtaining a license from Park-In either. Although the business had gotten off to a slow start, by the late 1930's things began to heat up.
This was the beginning of what became a morass of legal wrangling with numerous lawsuits and counter-suits all over the country. Drive-Ins began popping up, some were licensed and some were not, some who were licensed originally began to stop paying their royalties to Park-In due to the un-authorized locations being built in their so-called "protected" territories. This legal chaos continued for several years, with locations being built faster than Park-In could sue them.
As a historical note, one these early drive-ins was the Sunrise Auto Theatre in Valley Stream, Long Island New York. It was owned by one Michael Redstone, father of the mastermind and head of Viacom, Sumner Redstone. This theatre was the seed of what was to become Northeast Theatres which evolved into National Amusements, which eventually would operate 60 drive-ins and dozens of indoor theatres over the years. Although Mr. Redstone claimed in his book, "A Passion to Win" that the Sunrise drive-in was "probably the fourth drive-in built in the world," this does not appear to be the case, according to records from back then. It was certainly one of the first 15 to 20 though.
The legal case that had the most lasting impact on the business was with the Leows people, which finally made its way up to the First Circuit Court of appeals. This court's decision dealt a stunning blow to Hollingshead's Park-In Company and their ability to collect royalties from any drive-in operator ever again. The court ruled that the patent, which was the basis for the licensing fee, was invalid on its face and never should have been granted in the first place! It was their opinion that it was not inventive at all, but a mere facsimile of the layout an indoor theatre utilized, only having cars instead of seats. The terracing of vehicles was deemed to be a mere adaptation of the sloped floor in a theatre auditorium and was an obvious design, not novel in any way.
In the late 1930's and early 1940's, drive-ins were being built at a modest pace, but there were some innovations that greatly improved the drive-in experience. The most important of these was most certainly the in-car speaker. There was an early version of the individual speaker, used in the late 30's, that was simply a stationary speaker mounted on a pole near the car. RCA announced the availability of the in-car speaker, which was desinged to be hung on the car window in 1941. It was not widely used however, until after the war in 1946. This new speaker became a necessity as many communities began instituting noise ordinances which restricted the level of sound that could be heard beyond the drive-in lot. Although there had been many other contraptions devised to deal with the sound issue, the in-car speaker was definitely the best solution and opened the door for the massive growth that was on the horizon during the post-war years.
During the 1940's there were 8 major companies controlling 95% of the films produced. These companies, which included Paramount, 20th Century-Fox, Warner Bros, MGM, RKO, Columbia, Universal and United Artists, not only produced films however, they distributed and exhibited them as well. They used this power against the independent theatre owners by forcing them to take all of their product, regardless of quality, if they wanted to get the big features with all the name stars. This practice, known as "block booking," was a tough thing to deal with for the ozoners as well the independent indoor houses and was later used as ammunition in a legal case to break up the studio monopoly in 1949. This did not mean however, that it became easy to deal with the major distributors, it just became tolerable.
The drive-ins were also butting heads with many of the indoor operators by then as well. This "outsider" status that drive-ins had has never really gone away, as some people simply looked upon ozoners with disdain. Some examples of this was the refusal of some newspapers to accept advertising for drive-ins and a plan by the Theatre Owners of America (TOA) to ban the practice of free admission for children at the drive-in, which they felt was cheapening the movie business!
Despite these setbacks, by 1949, there were 155 drive-ins throughout the country. By 1951, that had increased to 820, and by 1957 the total was to reach 3700! This was certainly the heyday of the drive-in, the post war years when everyone was in love with the automobile and huge suburban communities were being built. The quality of the presentation and overall construction of many of these drive-ins varied widely. Some were elaborate first-class locations with all of the amenities like rides and playgrounds. The first of which was the West Side Drive-In in Detroit which installed a merry-go-round in 1943. Other locations however, were very low-budget affairs with little more than a primitive wooden screen and a modest projection booth utilizing 16mm projectors. A good example of the basic drive-in was the Hilltop in Jackson, MI.
This boom caused a trend toward ever-larger and more elaborate drive-ins, such as the Bel Air Drive-In in Detroit, built in 1950. This location featured space for 2200 cars, an elaborate concession stand along with a full playground and a train ride for the kids. Some operators put up amusement parks, boat rides, fishing ponds and added in-car heaters to remain open year-round for their patrons. All kinds of products were introduced to keep rain off the windshield and chase away the bugs.
The concession business became more important as food revenue increased steadily during this period. Some operators experimented with talk-back speakers to take orders and deliver food to the car, while others had carts patrolling the lots selling snacks. The owners discovered that concessions could be sold at a high mark-up and you didn't need to give a percentage of that revenue to the film distributor. Of course this food revenue remains extremely important to exhibitors to this day, with film rental rates going as high as 70% on opening weekends for some features. Most locations were utilizing the now-famous drive-in intermission films, popularized by the Filmack Company, that featured dancing hot dogs and countdown clocks.
It was also during this period and into the 1960's that the drive-in business began to expand beyond U.S. borders, with locations opening in Australia, Great Britain and Denmark among other countries. There was also an initiative underway, started by NATO (the National Association of Theatre Owners that is), to invent a "daytime screen" which would allow drive-ins to expand their hours of operation. This was perceived to be important as Daylight Saving Time was starting to be instituted in some areas of the country by then. There were numerous attempts by many firms to perfect the daylight screen but none of them panned out. DST was in full swing by 1967 nationwide, and it is often reported as a reason for declining attendance at drive-ins, due to the later start times. This appears to be an overstatement however, as attendance figures published at the time show no significant decrease during the period when DST was rolled out.
It was in the early 70's that AM radio sound came into practical use. Although the idea had been kicking around since the 1950's, with some systems even calling for a separate box the patron would purchase and reuse, it was made practical by Cinema Radio, a company started by Fred J. Schwartz after experiencing what he felt was poor sound quality at a drive-in. As an estimated 97% of cars had AM radios by then, the timing was perfect. Although transmitting a radio signal normally required an FCC license, the drive-in folks were given a pass on this as their systems were low-power and could not normally by heard beyond the drive-in lot. Indeed, the AM system required that a coax cable be buried under the ramps to transmit the signal. The new radio sound would be welcomed by the drive-in operators also because they were growing tired of finding many of their speakers either damaged or stolen at the end of the night! Eventually, FM sound was available which provided better quality. FM is what remains in use to this day at most drive-ins.
No discussion of drive-ins would be complete without the mention of the reputation they had as "passion pits." This was an image that really went back to the early days and continues to this day. It is certain that a lot of necking and other such activity went on, although it tends to be somewhat exaggerated. Most owners were promoting their drive-ins to the family trade and openly discouraged these young lovers and their activities. There were even some communities that raised objections over it when they felt it was getting out of hand. The stories of love at the drive-in will live on forever just as the tales of sneaking in under the fence or in the trunk of a car get repeated over and over.
In the end, the image of the ozoner would be affected less by sex AT the drive-in than sex ON the screen itself. The furor over the content of some films being shown at the drive-in goes back to the 50's, when it was reported in the Detroit Times that adult films such as "The Burning Question," "Guilty Parents," and "How to Take a Bath," were being shown at the Fort, Grand River and Gratiot Drive-Ins. Sometimes operators would slip these features in at the end of a season to generate some extra profit. A showing of "Hurly Burly" brought out the sheriff at the Division Drive-In in Grand Rapids, even though the film had been cleared by the censors for Detroit, Chicago and elsewhere. The film was confiscated on the last night of its run as the Michigan Archdiocese raised objections in its newspaper.
This issue continued to plague the industry as attendance began to decline by the mid 1960's and early 1970's and more and more operators were looking to boost their profits through the showing of exploitation material, often churned out by Detroit-born Roger Corman, Samuel Z. Arkoff, and James Nicholson of American International Pictures (AIP). This studio made what are some of the classics of the genre, movies that ranged from "Beach Blanket Bingo," numerous Vincent Price horror films such as "Tomb of Ligea," to biker films like "Wild Angels," as well as exploitation films like "Blacula." Some of these films may have rankled people at the time, but most would be considered mild by today's standards. Many of these are now on video and are quite hilarious to watch today. Some drive-ins of course eventually began showing XXX rated films which really alienated them from the community and sped up their demise.
Although the early 1960's were looking good for drive-ins, with many ozoners out-grossing indoor theatres and enjoying better margins to boot, attendance began to fade by the mid to late 1960's. Some reasons given for this are the quality of the films being shown, the older drive-ins falling into disrepair, the popularity of television and the decline of the "Car Culture." Another factor was that early, multi-plex indoor theatres began to appear, in fact it was being seen by the major chains as the future of exhibition by then. Although it was harder to multiplex a drive-in, there was some success in making that happen, such as Charles Shafer's Ford-Wyoming complex in Dearborn, which operated with 9 screens up until the season of 2008. Although the first signs of decline were recognized by the 1970's, there were still nearly 3000 locations still open as of 1977. The decade that would prove the most brutal to the drive-in was the 1980's....
The now infamous quote, from the early 1980's, came from none other than Sumner Redstone, who operated National Amusements, a company who had built or bought 60 drive-ins by then, was as follows; "Drive-Ins are rapidly becoming part of our nostalgic past. I foresee their extinction by the end of the decade." Quite a statement from a man who got his start working for his father at the old Sunrise Drive-In out on Long Island, New York. And so it was. Although there was still 2129 drive-ins standing in 1982 this number was reduced to 999 by 1987. The profit of drive-in doom, Sumner Redstone, had unfortunately been correct. The main reason for this rapid decline was not just a continuation of the problems that started in the 60's and 70's but a building boom that occurred in the 1980's, much of it in suburban or formerly rural areas.
What were once cow pastures in the middle of nowhere were now highly desirable properties, in growing suburban areas. Owners of drive-ins were being offered millions for land they had paid a few thousand for years earlier. That, along with the fact that the operator was probably making a fairly modest income from the drive-in by that time made his decision quite easy, take the money and run! I personally called about the old Lakes Drive-In in Brighton after it was closed and put up for sale. It was being offered at over 1 million dollars! This once desolate location way out on Grand River had become prime real estate. It immediately dawned on me that this was a huge reason for the decline of the drive-in.
I feel that this selling off of drive-ins in more populated areas created such momentum that eventually many of the drive-ins out in the country were closed as well. Drive-Ins were simply not in vogue anymore. The years of neglect, the lack of good quality family films, television, the multi-plex, the real estate boom and the changing culture all had taken their toll. By the early 1990's drive-ins dropped to a low of about 750 nationwide. But then, something remarkable happened. The decline stabilized by the mid 1990's and the number of drive-ins has stayed pretty consistent since then.
Some of the more innovative and dedicated owners hung on, made improvements and weathered the storm. Most drive-ins today reside in smaller towns. Flint is the home of the US-23, who has owned and operated it since its opening in 1952. Other open drive-ins include the Getty 4 in Muskegon, the Sunset Auto Theatre in Hartford, the 5-Mile in Dowagiac, the Hi-Way in Carsonville, the Cherry Bowl in Honor and the aforementioned Ford Drive-In in Dearborn. As great as all of these are, nothing can match the splendor of the Capri Drive-In in Coldwater, lovingly owned and operated by the Magocs family since 1964, it is definitely the standout. The huge main screen, the immaculate lot, great concession food, as well as the wonderful overall presentation makes it the best in the Midwest!
That about wraps up the history of the drive-in so far, hopefully there will be much more to tell in the future. As for our hero Richard Hollingshead Jr. he eventually returned to his father's company, which by the 1940's was doing very well. He became chairman of the board by 1950. The company was eventually absorbed by Litton industries and Richard retired in 1964. He died from cancer at the age of 75 on May 13, 1975 in his home in Villanova PA. Although his family petitioned the Academy of Motion Picture Arts and Sciences numerous times to recognize Richard's efforts, his achievements were never formally acknowledged by the motion picture industry. We drive-in lovers will always remember him for what he gave to us, the magical experience of watching a movie under the stars. A uniquely American pastime that we should all relish and be proud of.
UPDATE (Spring 2012): The next challenge for drive-in theaters has arrived. As of 2013, the motion picture industry has decided to eliminate the distribution of 35MM prints in lieu of digital content. The cost to upgrade a single screen to digital projection is at least 60-80 thousands dollars. This may prove to be more of a hardship than many small operators can bear. Most of them are running on tight margins as it is. Most drive-ins are owned free and clear which keeps monthly payments down. However, if an owner needs to invest another 150 thousand plus just to keep doing what they are doing now, it might cause many of them to close instead of upgrade. On the upside the luminance provided by digital projection should provide for a brighter, clearer picture. This has been the case with the few drive-ins who have already upgraded. The reason for this is that with a film projector the wattage of the bulb being used is limited because of the heat it emits. If the bulb is too bright, it burns the film. Digital projectors don't have this problem. The bottom line is we will probably have less drive-ins by 2014 and beyond but the ones remaining will provide a better experience than ever before.
Drive-In Theatres, A History from Their Inception in 1933 by Kerry Segrave
Recollections of Gary Ritzenthaler, Webmaster of WaterWinterWonderland.com
Call for movies:
Host your events at the Capri! Now booking for the 2019 season. Please contact Ashley or Sue for details.
Sue@CapriDrive-In.com
Admission is $10.00 for adults, age 5 thru 11 is $5.00 and kids under 5 are free.
The box office opens at 7:00 PM, movies start at sundown.
The sound is broadcast over FM stereo to your car or portable radio. We also rent portable radios for $3.
Screen 1: 89.7 FM
2020 © Capri Drive-In Theater 119 West Chicago Road Coldwater, MI 49036 - 517-278-5628


Are you a proactive and experienced Office Manager with a passion for Care?
Our client are seeking a dynamic and experienced Office Manager to join Live-in Care Company based in Beaconsfield Buckinghamshire.
In return for you hard work as their Office Manager, you will receive a competitive salary of £20,000 - £25,000 per annum, plus paid mileage.
Answering telephones in an appropriate and timely manner.
Recording Travel expenses and ensuring these are received on time.
Keeping track of all Carers training records, and ensuring training is kept in date.
Telephoning Clients/families on a weekly basis and logging the report.
Ordering stationery within a cost budget.
On-call telephone duty on a rota basis.
Other administrative and support duties as required.
Visits to clients to deliver items and for communication purposes.
Who are our client looking for?
At least 2 years administration experience.
A flexible, willing and friendly approach always.
Uses initiative and demonstrates common sense.
Be able to work alone in the office at times.
Based in Beaconsfield they are a growing live-in care company and pride themselves on giving excellent and outstanding care to their clients. They are very clear in their culture and aims and the right candidate will need to be an excellent fit in the current management team.
If you have the skills and experience to excel as their Office Manager, click apply today!


text:
Home » Resources » Technology » Debbie Sterling
Debbie Sterling
It is more than just a toy, Debbie Sterling's GoldieBlox is building the next generation of female engineers. She shared her goals for changing the STEM landscape and her best advice for entrepreneurs.
I was inspired to start GoldieBlox because…
Construction toys are notorious for developing the spatial skills needed to excel in engineering, and yet they are also notorious for being a "boys club." It was important for me to provide girls with the same opportunity. GoldieBlox makes construction toys for girls and gives them a much-needed positive role model to look up to.
Our mission at GoldieBlox is…
To disrupt the pink aisle and inspire future generations of female engineers.
We measure our impact by…
We receive hand-written letters, drawings, emails, videos and testimonials daily from kids and their parents who have been inspired by our products. It's the handwritten letters that I get in the mail from seven-year-old girls about how GoldieBlox has introduced them to building, how much they love it, and how they hope to grow up to be engineers one day that truly keeps me and my team motivated day in and day out.
What else needs to be done to tackle the gender gap in STEM…
I think the key to getting young women involved in STEM (science, technology, engineering, math) is to make engineering fun and exciting. The idea is that if we can reach our girls at a young age and teach them that they have the power to build, they will have the confidence to rise up the chain of command in a male dominated field.
How I conducted research before developing and launching GoldieBlox…
I started doing research into gender differences, cognitive development in children; I read books about the female brain by neuroscientists; I met with science and math elementary school teachers, and nonprofit educators who are doing programs to get kids interested in STEM.
And as I started to dive in and do all of this research, a theme started to emerge that was really fascinating. It was around girls and their verbal skills development. I was reading all this academic research about girls developing their verbal skills quickly and at a young age and having a lot of confidence around reading and having a strong preference for play that involves storytelling and characters.
Girls preferred more context to their play. "What are we building and why and who is it for?" And I came up with the idea of a character named Goldie who stars in a book series, and you read along with her adventures as she solves problems by building machines and so the concept was to read along and go along with Goldie.
My advice for entrepreneurs prototyping their product…
Never give up. It might sound crazy, but I never gave up because I believe that this is what I was born to do. I wake up every morning, so excited to tackle the next challenge of the day, all in the name of inspiring more girls and women to explore engineering.
The impact that video has had on building awareness for GoldieBlox…
In 2014, we won Intuit's "Small Business Big Game" promotion, which gave us a 30-second ad in the Super Bowl. One hundred million people saw GoldieBlox's message about empowering girls. It was incredible and validating that America voted for us and wanted us for their daughters. Immediately after the ad aired, the traffic on our website jumped and we've been able to turn that excitement into something greater for the company.
How entrepreneurs can leverage video to market their business…
It's hard to put your social mission on the front of a box. With video, we were able to tell a truly genuine and authentic story. Our first Kickstarter video enabled us to talk about what GoldieBlox was and why it existed, and most importantly, it gave me the opportunity to tell my story. People connected with that, and consequently, they connected with me.
The key factors that contributed to our successful crowdfunding campaign…
The number one key factor was creating an authentic video. I spoke from the heart—and that's certainly not easy to do when you have a camera six inches from your face.
Having Tim Schafer, who's the founder of Double Fine, on-board with us was another key contributing factor. Tim is extremely well-known in the Kickstarter space and he actually filmed a cameo in our video with his daughter (you can't fake moments like these!). He then shared the video with his thousands of backers, which was a huge help in raising awareness for our brand in the very early stages.
Lastly, we reached out to as many press outlets as we could leading up to the launch. We emailed every reporter and influencer we could find and reached out to all of our friends and family. We really dug into our extended networks and campaigned as best we could to get the word out.
Looking back, what I would do differently…
I would have gone to visit the factory much earlier in the process and given more precise instructions on the manufacturing of the product. Basically, I would have used more engineering!
3 tips for getting your product into retailers…
Having something like a Kickstarter or crowdfunding video helps prove market demand. That was the catalyst for stores finding out about us. We were able to prove that there was a need for our product and that people wanted to buy it.
Attend industry trade shows—even if it means getting a small booth or a badge just to go to a show and check it out. That is where buyers go to look for products.
Go into local stores and speak with the owners. Get them to try your product out and then get their feedback. A lot of stores function as segments of bigger communities with huge networks that you can capitalize on. If one store likes your product, there's a good chance they'll share their positive experience with another store.
What I've learned about hiring a great team…
As GoldieBlox matured from a prototype in my living room to a company, the biggest challenge was really building an amazing team. The first initial hires are hard to do when you're starting out and you don't have a lot of money to pay anybody. What I did have was a ton of passion for this and a really great social mission, so I was able to find people who were equally as passionate and willing to take a risk.
I had to really be comfortable asking them directly, convincing them to take that leap with me. One of my very first hires was a woman that I used to work with at my last job, and she had two kids and a mortgage, and she was leaving a very steady job to come work with me at my startup. It took a lot of convincing and a huge leap of faith on her behalf.
Skills I've learned as a CEO that weren't always natural to me…
Managing people who have different personality types. In previous jobs, I've worked almost exclusively with creative types. It's a new skill set to work with people who are more analytical or introverted. That said, it's important to have a diverse workplace and that's what we strive for at GoldieBlox, which is why we have a lot of unique personality types. It takes a lot of time and thoughtfulness in understanding how to motivate and manage different types of people.
Top qualities I look for in a mentor…
When I cook at home, I like to look up a bunch of recipes and blend my favorite components to make my own unique dish. Similarly, I rely on a variety of different mentors to help inform my business decisions. It's not about having one soul-mate mentor. It's about making sure you have your bases covered in all aspects of business. Tina Roth Eisenberg, who I met through the Shopify competition, is a business mentor that truly touched my personal life. She encouraged me to create a fun company culture, and reminded me to always pause, reflect and celebrate successes through even the most hectic work days.
Advice for finding the right manufacturing partner…
Start by looking for similar products that you respect, and that you think are well-made and see if you can get in touch with anyone who works for the companies that are responsible for those products. Once you find them, get advice and find out who their manufacturers are.
How we innovate and create new product ideas…
In addition to a lot of blue sky brainstorming, we have a really diverse team with different backgrounds. After all, that's the goal—to get more girls and women in engineering so that the field is more diverse. Our employees have all different backgrounds. That alone breeds innovative thinking.
We also spend a lot of time with kids. At least twice a week, we get their feedback on new product ideas and that's honestly where our best ideas come from.
What's next for GoldieBlox…
We have some exciting announcements in store for 2016: more stories, more pieces, more stuff to build and even a new app that teaches the fundamentals of coding. This is only the beginning toward building our ultimate goal: creating a girl engineer role model who will inspire kids around the world to find a passion in STEM.
Tags: Crowdfunding, Engineering, GoldieBlox, Hiring, Innovation, Mentors, STEM, Tech, Video
Why Marketing is About Your Customer, First I Knew I Was On to Something When… The Rise of Digital Mentorship

redpajama_set_name: RedPajamaCommonCrawl


8th graders come for a night full of fun, food, and fellowship. The leaders want to hang out with all of you one more time before you move into High School. There will be burgers and hot dogs, soda, smore's, and more. We will play games like mafia, and also sing worship songs together under the stars.


When ShipStation imports orders, it will create product records automatically. All automatically created products will include a name and SKU from the selling channel. By default, ShipStation uses the product SKU as the unique identifier for each product record, unless you change this in your store settings.
Add Products via Product CSV import.
Before importing your products, determine if you need them to be uniquely identified by SKU or by Name (we recommend by SKU, which is the ShipStation default setting).
Click Edit for the store whose products you are working with.
Select Product / Listing Name under Products for this store are uniquely identified by this.
This setting affects how ShipStation recognizes new products and applies product defaults to orders. When changing this option, the change will affect products importing in the future, and will not retroactively affect already imported products.
Enter the Product Name and SKU.
The SKU cannot be edited after saving. All other options in the product record can be adjusted after saving.
Fill in any other details necessary for this product.
Review the Product Details in the Products Overview article for more information on each option.
Add Products in bulk using ShipStation's CSV import option.
Click the Import button on the Products tab.
Click the link Download a Sample CSV File.
This downloads the pre-formatted product CSV to add your product information.
Open the CSV using a spreadsheet-editing program like Microsoft Excel or Google Sheets, then delete the sample data.
Do not make any changes to the text or change the order of the columns in the header row (row 1) of the pre-formatted CSV template. Doing so will cause the product import to fail.
Enter your product information into the appropriate fields on the CSV.
Name and SKU are required fields. The file will not import without something included in the Name and SKU fields. All other information is optional.
Save the CSV file with a new name. Return to the Product Import pop-up in ShipStation.
Click Select File and choose the file from your computer.
Select the options for the import.
Ignore any products that already exist (only new products will be imported)-.
Once the import process begins, it may take some time to complete, depending on the number of products in the CSV. You can close the window and continue working within ShipStation while the import works in the background. An alert will pop up when the process is finished.
Trying to import inventory from Jet.com? Product lists from Jet require a different CSV file. See Importing Jet Product Listings in Bulk for the CSV template and instructions.


text:
eNgage
– Scoping, Advice, Planning & Roadmaps
– Implementing & Upgrading 11i, R12 & Cloud
eNrich
– Extensions, Customisations, Interfaces & Training
– Oracle Applications & Database Management Support
– 360° Oracle Cloud
Software-as-a-Service (SaaS)
Platform-as-a-Service (PaaS)
Infrastructure-as-a-Service (IaaS)
Namos Solutions
Find out how customers succeed with Namos
West Midlands Fire Service Moves Critical Services to Oracle Cloud
The second largest fire and rescue service in England embarks on a major back-office reform initiative that sees its Finance and HR operations move to Oracle Cloud – the first fire service in the UK to do so.
Ninety One Goes Live On Oracle Cloud ERP & EPM Solution
Ninety One (previously Investec Asset Management) is a founder-led global investment manager with £103.4 billion of assets under management ("AUM"), as at 31 March 2020.
Automating and Accelerating the Entire Contract Lifecycle at Paddy Power Betfair
Paddy Power Betfair is a leading international sports betting and gaming operator, they operate five leading brands, Paddy Power, Betfair, Sportsbetm FanDual and TVG.
Knowsley Council Saves Time & Money with Oracle ERP & EPM Cloud
With an extensive remit covering 700 functions and over 1,200 statutory responsibilities, the council is preparing for a future with significantly fewer resources.
Mastering the Cloud at Staffordshire University
Staffordshire University is the leading UK digital University, holding the Gold TEF Award for Teaching Excellence, and the first University in Europe to introduce a 'bot' to enhance the student experience.
"In my experience of working closely with Namos over the last 2 years, is that they are very agile and willing to understand your circumstances and what you are trying to do, and guide you as to how best to achieve your goals based on their experience. They make the effort of getting to know the people and the environment and they really do care!"
Angela FergusonBusiness Manager, Ninety One
"We in Paddy Power Betfair sought a partner who we could trust to guide us in our journey implementing Oracle Fusion. We found this in Namos. Their competent know-how and experience made it easier for us, delivering a quality solution in an agile, no fuss manner. They were also great value for money."
Colum ColbertHead of Procurement Services, Paddy Power Betfair
"Namos Solutions have been instrumental in building a 'one project one team' approach to Knowsley's Oracle Fusion upgrade project. We have found Namos staff to be skilled and focused and this, combined with their enthusiastic approach, is helping us deliver a project with the full engagement of our business users. Namos have also been very responsive in assisting us with work in other areas."
David CaldwellPrincipal Accountant, Knowsley Metropolitan Borough Council
"This has been a challenging yet rewarding project for all parties concerned and I'm delighted the Oracle solution is now deployed to our core Finance Team and end users throughout the University. Our goal is to deliver the best possible experience to our student community. Underpinning key administration functions with Oracle Finance Cloud will allow us to continually improve our services to students, staff, suppliers and external partners."
Sally McGillChief Financial Officer at Staffordshire University
"Investing in our systems enables our staff to provide the best possible service to the communities of the West Midlands, reducing risk and making them safer, stronger and healthier. Our move to Oracle is a key step on our digital transformation journey. It will replace a suite of disparate legacy systems. A better connected and motivated workforce means better outcomes for the communities we serve. Our firefighters put their lives on the line in order to protect and serve the people of West Midlands and we owe it to them to deliver the tools and intelligence they need to keep our community and themselves safe."
Kash SinghStrategic Enabler for Digital and Data, West Midlands Fire Service
Namos Solutions is an award-winning Oracle Partner, specializing in the implementation and support of ERP, EPM and HCM business solutions, both in the Cloud and on-premise.
Namos Solutions Ltd
13555 SE 36th Street, Suite 100
Bellevue, Washington 98006, USA
© Copyright 2022 Namos Solutions Ltd. All rights reserved. | Privacy Policy
Website made by Will Dobson Creative
This website uses cookies to improve your experience. By continuing we'll assume you accept this, but you can opt-out if you wish.OK Privacy Policy


Snow Mountain is the most beautiful mountain at Taiwan, at 3886 MASL and 1000 meters higher than Mt. Apo and Mt. Pulag. Hikers, who want to experience a high altitude climb in a semi-temperature country, may choose this aside from Mt. Kinabalu.
Hiking is best during spring and autumn where participants will not just experience the beauty of Snow Mountain but Wuling Farm and the city of Taipei sa well. The scenic and prominent Wuling farm is the pre-sidetrip of the hike where high-mountain fruits, vegetables and teas are grown and harvested by retired servicemen. Taoshan waterfalls create an oasis of tranquillity; learn about the protected landlocked salmon in Qijawan Creek and taste the farm's fresh produce temperate-zone produce. Wuling farm is the home of a very rare variety of fish on the verge of extinction. Paired with its breathtaking mountain panoramas, the cherry blossoms are a sight to behold. Coordinators will also take you to the Zhongshan Street in Taipei where affordable alpine gears are available.
The Snow Mountain experience is indeed an exhilarating one since it's a mid-high altitude climb and the side-trips will prepare you for the climb and will let you experience Taipei at its best.
12:10 AM Day 0 (April 16): Suggested flight- Cebu Pacific (Manila to Taipei): April 16 that leaves Manila at 10:00 AM arriving Taipei at 12:10AM on April 17. Head to hostel and check in.
07:00 AM Day 1 (April 17): Free time to go around Taipei.
02:00 PM Meet up in Taipei Main Stataion.
03:00 PM Depart to Wuling farm. Check in. Overnight.
06:00 AM Day 2 (April 18): Wake up call. Breakfast. Depart for Snow Mountain jump-off point.
07:45 AM ETA Jump off point. Orientation. Start trek to 369 hut.
09:00 AM ETA Chiqa hut. Continue ascend.
05:00 PM ETA 369 Hut. Dinner. Overnight.
06:30 PM Lights out as we prepare for the summit assault the next day.
07:00 AM Day 3 (April 19): Breakfast. Start trek.
09:30 AM Enter Black forest. Continue trek to summit.
11:30 AM ETA Summit. Enjoy the view and explore the summit.
12:00 PM Lunch. Descend back to 369 Hut.
04:00 PM ETA 369 Hut. Rest. Dinner and Overnight.
06:30 AM Day 4 (April 20) Breakfast. Final preparation for the descent.
07:30 AM Descend to jump-off point.
12:01 PM ETA jump-off point. Tidy up and depart for Taipei. Lunch along the way.
04:00 PM ETA Taipei. Free Time.
09:00 PM Depart for airport.
A more detailed "Things to bring" will be discussed during our preparation climb meeting.


산호세 실리콘밸리 재림교회가 5월 13일에 Campbell 재림교회에서 침례식과 신앙고백을 가졌습니다. 세명의 영혼이 예수를 개인의 구주로 받아드리기로 결심하여 침례를 결정하였습니다. 이 날, 많은 성도들이 같이 동참해서 세명의 침례를 축하해 주었습니다.
On May 13th, San Jose Silicon Valley Seventh-Day Adventist Church (SJKSDA) had a baptism ceremony in Campbell Adventist Church. Three souls accepted Jesus as their personal Savior and got baptized. Many church members attended the ceremony to congratulate the three.


text:
Terror Finance
How to Keep the Financial Pressure on Iran and its Proxies
by Jonathan Schanzer
Huffington Post Blog
http://schanzer.pundicity.com/16413/how-to-keep-the-financial-pressure-on-iran
"...Our concerns will remain with respect to Iranian behavior so long as Iran continues its sponsorship of terrorism, its support for proxies who destabilize the Middle East, its threats against America's friends and allies -- like Israel," President Barack Obama said, immediately after lauding Washington's new nuclear framework agreement with Iran.
"So make no mistake," he added. "We will remain vigilant in countering those actions and standing with our allies."
But as the debate over the deal has unfolded, the president has been rather vague about what it means to be vigilant or to stand with our jittery regional allies. Instead, he stated that signing the deal "is the right thing to do for the United States, for our allies in the region and for world peace regardless of the nature of the Iranian regime."
Similarly, Secretary of State John Kerry stated, "We remain deeply concerned about Iran's destabilizing actions in the region. But it is precisely because we are so concerned about these issues -- and about the region's security -- that we believe this deal is critical."
In other words, the Administration acknowledges that Iran's regional behavior is abhorrent, but they believe there is little to be done about it.
But this is not the case. The United States has many sanctions tools at its disposal to punish Iran for its ongoing terrorism support and regional meddling, even as nuclear-related sanctions begin to evaporate.
For example, there is Executive Order 13224, Washington's terrorism sanctions regime. It includes thousands of names of people, companies, and charities flagged by the Treasury for bankrolling terrorism. Many of the names in this list belong to Iranian terrorist proxies or the Islamic Revolutionary Guard Corps (IRGC), which manages Iran's terror operations worldwide. But there are many more than have gone unlisted. The president could easily task the Treasury to find new targets.
There is also Executive Order 12947, issued in 1995, which prohibits transactions with those who "threaten to disrupt the peace process" between Israel and the Palestinians. This means that the United States government can sanction any Iranian individual or entity that finances Hamas, Palestinian Islamic Jihad, and any of the other groups that target Israel.
Similarly, don't forget Executive Order 13438, issued in 2007, which slaps sanctions on "Persons Who Threaten Stabilization Efforts in Iraq." This could target the Shi'ite militias that purportedly seek to reclaim territory for the Iraqi army in the battle against the Islamic State, but are now, according to Ali Khedery of Dragoman Partners, "eclipsing official Iraqi institutions, and sowing the seeds of conflict for decades to come."
The Obama administration does not need to only rely on past executive orders, either. It is well within the president's power to create new ones, in order to sanction actors that threaten or destabilize American interests, such as Yemen, where Iranian proxies have gained ground and elicited a military response from the Sunni Arab states. With Iranian warships on the way, a wider conflagration could soon develop.
The United States has issued numerous executive orders in the past to prevent such destabilization. Executive Order 13338, issued in 2004, sanctioned entities in Syria for "directing or otherwise significantly contributing to the Government of Syria's military or security presence in Lebanon." Executive Order 13413, issued 2005, sanctions "Persons Contributing to the Conflict in the Democratic Republic of Congo." In 2014, the U.S. government issued Executive Order 13667 to sanction individuals and entities contributing to the conflict in the Central African Republic. And, of course, President Obama issued Executive Order 13660 last year in response to Russia's assault on the sovereignty and territorial integrity of Ukraine.
While issuing new executive orders or adding weigh to old ones won't immediately restore confidence in American leadership, particularly as doubts linger over the wisdom of the looming nuclear deal, they could serve to reassure the Gulf Arab states and Israel that Washington is still taking the Iranian threat seriously, as both President Obama and Secretary of State Kerry profess.
Such moves could also prove crucial as the United States and its P5+1 partners prepare for the ill-advised move of dismantling the sanctions architecture that has restrained Iran's nuclear program until now. As Mark Dubowitz and Richard Goldberg correctly note, the current architecture is not based on nuclear sanctions but on hybrid sanctions that target a full range of Iran's rogue conduct, including ballistic missiles, terrorism, support for the Assad regime in Syria, money laundering, and human rights violations, to name a few.
The Houthis, Hezbollah, Hamas, and other dangerous Iranian proxies have spent the last several years tightening their belts because these sanctions impeded the flow of Iranian cash. They are now awaiting a massive windfall after a nuclear deal is signed.
Washington is nevertheless prepared to begin repeal the Iran sanctions. Whether that happens hinges on the success or failure of the final round of talks. But between now and the June 30 deadline, the administration has an opportunity to mitigate the damage by enforcing existing executive orders and creating new ones. Some might argue that such a move would anger the Iranians and complicate the nuclear deal. But such a move is well within the administration's legal authorities, and it would help slow the deluge of cash that Iran's proxy armies are now eagerly anticipating.
Related Topics: Hamas, Hezbollah, Iran, Terror Finance, Yemen receive the latest by email: subscribe to jonathan schanzer's free mailing list


text:
Home » News » The Welsh tenor Robert Tear has died
The Welsh tenor Robert Tear has died
James Jolly29th Mar 2011
Robert Tear, who has died aged 72 (photo: Ben Campbell-White)
The tenor Robert Tear died this morning, March 29: he was 72. His repertoire was vast but he brought something special to British music. He was born in Barry, Glamorgan and studied at the Boys' Grammar School there. He attended King's College Cambridge as a choral scholar.
His operatic debut was in the role of Peter Quint in Benjamin Britten's The Turn of the Screw and throughout his life he took on many of the roles Britten wrote for Peter Pears, including the composer's last stage work, Death in Venice – Tear sang Aschenbach in the Glyndebourne Touring Company production in the 1989-90 season. His numerous Britten recordings include Albert Herring, A Midsummer Night's Dream, the Spring Symphony, St Nicolas and War Requiem (in Simon Rattle's EMI's recording). He also created the role of Dov in Sir Michael Tippett's The Knot Garden (1970). Other British repertoire at which he excelled included the choral works of Elgar and Vaughan Williams as well as music of an earlier period, Purcell and Handel.
But Tear's range and musical sympathies were enormously broad and during his long career (his stage debut was in 1966 and he retired in 2009 after singing the Emperor in Puccini's Turandot)) he sang or recorded roles in operas by Berg (he sang the painter in the Friedrich Cerha completion of Lulu under Boulez), Delius, Donizetti, Henze, Janácek, Messiaen, Mozart, Offenbach, Richard Strauss, Tchaikovsky (Lensky was the role of his Covent Garden debut in 1970) and Wagner. Along with his stage and oratorio work, Tear was a fine recitalist, leaving recordings of music by Elgar, Vaughan Williams and Butterworth, as well as songs by Tchaikovsky (with Philip Ledger at the piano, a regular musical partner). He also made a speciality of reviving Victorian parlour songs, often in the company of the baritone Benjamin Luxon.
From 1992-94 he was artistic director of the Vocal Faculty of the London Royal Schools of Music and at the time of his death was a visiting professor of Opera at the Royal Academy of Music. He is an Honorary Fellow of King's College, Cambridge, and in 1984 was awarded the CBE. In 1995 he published a hugely entertaining autobiography, Singer Beware: A Cautionary Story of the Singing Class, a book which beautifully conveys his talents as a raconteur and wit.
Tear's voice was very 'British' in sound, quite 'tight' but very flexible and capable of conveying great expression, and combined with his skill as a stage actor, he was a valued and valuable member of any opera company.
Introducing Gramophone's August 2019 issue
Wayne McGregor curates album of composer collaborations
Young artist focus and a bandstand: the Proms on TV
National Album Day 2019 announced as October 12
Jack Renner, Founder and Chief Recording Engineer of Telarc, has died
The organist Carlo Curley has died
Cellist Alexander Ivashkin has died
The conductor Gerd Albrecht has died
Violinist Israel Baker has died, aged 92
Harpsichordist and conductor Gustav Leonhardt has died


text:
Q: How to compare index of each value in two lists python I have a list of 6 files and a list of 6 mac addresses. Each mac address corresponds to the file in the same list slot. For instance, mac_list[1] corresponds to file_list[1], mac_list[2] corresponds to file_list[2], etc. Each file already contains a mac address which is incorrect, so I need to overwrite the incorrect one with the new one (from mac_list) which exists at the corresponding index in mac_list. The actual replacement of each mac address I know how to do with sed. What I don't know how to do is only access the values which exist at the same index in both lists. My initial thought was to use a nested for loop for both lists and compare their indexes:
for addr in mac_list:
  for file in file_list:
     if addr.index == file.index:
        #overwrite mac address

But is there a more efficient approach to this?

A: zip is the easiest approach:
mac_list = [1, 2, 3] # for example
file_list = [4, 5, 6]

for item1, item2 in zip(mac_list, file_list):
    print(item1, item2)
    #overwrite mac address

# prints:
# 1 4
# 2 5
# 3 6

A: You need to use zip:
for addr, file in zip(mac_list, file_list):
    # to-do

You can alternatively but not-preferably use a common index counter:
# if the lists have the same length
for i in range(len(mac_list)):
    addr, file = mac_list[i], file_list[i]
    # to-do

# if you're not sure that they have the same length
l = min(len(mac_list), len(file_list))
for i in range(l): # if the lists have the same length
    addr, file = mac_list[i], file_list[i]
    # to-do

A: >>> file_list=[1,2,3]
>>> mac_list=['x','y','z']
>>> zip(file_list,mac_list)
<zip object at 0x10a2c1388>
>>> list(zip(file_list,mac_list))
[(1, 'x'), (2, 'y'), (3, 'z')]
>>> dict(zip(file_list,mac_list))
{1: 'x', 2: 'y', 3: 'z'}

A: I don't know how you generate the 2 lists, but it will be much more efficient to generate a dict, then you can do O(1) lookup with no need to iterate.
If you insist on 2 lists, then:
for index, file in enumerate(file_list):
    relevant_mac = mac_list[index]

Or zip as been suggested in other answers.

A: In general you usually don't need to use index of arrays in Python, unless you really are implementing complex algorithms.
but for completeness this is how you would solve it using indexes:
for idx, addr in enumerate(mac_list):
   file = file_list[idx]
   #...

as the other answers mention,  zip is the pythonic way to do it.

redpajama_set_name: RedPajamaStackExchange


text:
Big Plays, Small Ace Lead U.S. To World Baseball Classic Crown
By Kyle Glaser
LOS ANGELES—There was something different about this United States team. That much was apparent early on. Its predecessors in the World Baseball Classic had been characterized largely by passivity, stoicism and, ultimately, disappointing finishes.
Whether it was their two second-round eliminations or their fourth-place finish in 2009, one could hardly tell at times if the U.S. had won or lost a game based on their players' reactions. With accomplished but famously restrained veterans such as Derek Jeter, Chipper Jones and David Wright leading their teams, the U.S. simply didn't project the energy or enthusiasm needed to compete in the two and a half week sprint that is the WBC.
That was especially apparent against the passionate precision of Japan, the boundless energy of the Dominican Republic, the underdog drive of the Netherlands or the prideful joy of Puerto Rico. And then this team came along. It was younger, a bit less proven, hungrier than those that came before it. Before long, the narrative that U.S. players simply didn't care about the WBC was quickly rendered incompatible with the current group.
There was Eric Hosmer, pounding his chest and faux-ripping his shirt, a la Superman, after big hits. There was Adam Jones, leaping and crashing into walls and letting out roars for all to hear after he'd brought the crowd to its feet. There was Marcus Stroman, shimmying his shoulders and exuding his incomparable swag on the mound. There were unheralded relievers Pat Neshek and Tyler Clippard and Luke Gregerson, pumping their fists and letting out exhortations of joy after escaping key jams.
There were Christian Yelich and Andrew McCutchen, flashing giant smiles after every key hit or big play. This team was different. This team wanted something. And this team had the potent mix of passion, desire and talent to channel it into concrete results. By the time they were done, they had claimed the World Baseball Classic championship for the United States for the first time.
"The way this team came together and just went out every night and did anything we can to win, it was special to be a part of. It was the most fun I've ever had playing baseball," said Yelich, the Marlins' 25-year-old outfielder. "I think we just all had a common goal when we came here. There was only one thing on our mind, (which) was to win this thing and to do whatever we can to win. I think that helped us come together."
Next Year's Eury Perez? 10 Sleeper Pitching Prospects To Watch
Looking for under the radar pitching? Ben Badler identifies 10 deep sleepers who could make bigger names for themselves in 2022.
Things began inauspiciously for Team USA in the first round in Miami. It labored through a 3-2, 10-inning win against Colombia and blew a five-run lead in its next contest, a 7-5 loss to the defending champion Dominicans in front of a raucous, pro-D.R. crowd. It was at that point manager Jim Leyland made a choice. The 72-year-old looked around his locker room and saw a self-motivated group dissatisfied with how it had played. Rather than go for a big speech, Leyland decided to let his team be.
"We just kind of stayed the course," Leyland said. "You know, these teams are good. There's no rah-rah stuff or anything. Our guys, everybody knows what's at stake."
The U.S. bashed undermanned Canada 8-0 in the final game of pool play to punch its ticket to the second round in San Diego, where the Dominican Republic, Venezuela and Puerto Rico awaited. It was in San Diego the U.S. discovered its identity. It was there it became a team that was going to fight, was going to play with everything, was going to go down swinging.
Against Venezuela, the U.S. fell behind 2-1 but scored three runs in the eighth on dramatic homers by Jones and Hosmer for the comeback victory. Team USA trailed 4-0 and 6-3 against Puerto Rico, but fought back to make it a 6-5 game with the tying run on third base. Though they lost, it was another emotional comeback effort on display. American fans picked up on it and responded. A sellout crowd packed Petco Park for Team USA's second-round finale against the Dominican Republic, a winner-take-all elimination game.
Whereas U.S. fans had been outnumbered and drowned out at other venues, in San Diego they showed up in droves and didn't stop screaming. The stars and stripes flew, the "U-S-A" chants never stopped and the decibel level never dipped below "loud."
"Atmosphere was great. It was huge," right fielder McCutchen said. "Crowds were big, crowds were great, and they were intense. I definitely felt we had the advantage up here in San Diego."
That hit a crescendo against the D.R. In the bottom of the seventh, with the U.S. nursing a 4-2 lead, Manny Machado hit a long fly ball to center field that looked like a home run off the bat. Jones raced back and to his left in center field. He curved slightly as he approached the 396-foot sign and ran out of room. In one athletic motion, he leaped as high as his 31-year-old body would allow, stretched his left arm as high and wide as it would go . . . and made The Catch to rob Machado of the home run. The sellout crowd exploded.
Jones contorted his body in all sorts of celebratory motions. Clippard on the mound raised his arms and screamed "Oh my God." In that moment, any notion that American players and fans didn't care about the WBC died a sudden death.
"At the end of the day I'm not representing the Orioles, Cutch ain't representing the Pirates, we're not representing the Marlins, we're representing the entire United States," Jones said the night of The Catch. "And that right there is pretty special."
The Grand Finale
Enter Japan, two-time winners of the WBC and undefeated in this year's tournament. It was a team that was precise, disciplined and motivated, with anything less than a WBC championship considered a disappointment in the eyes of their countrymen. No matter. The U.S. never trailed en route to a 2-1 semifinal victory as games shifted to Dodger Stadium, playing flawless defense despite a rain-soaked infield that caused Japan to make two costly misplays.
And then came the finale. Puerto Rico was the standard-bearer for the tournament to that point. With teamwide bleached blond hair, stars such as Carlos Correa, Francisco Lindor and Yadier Molina, and infectious energy, Puerto Rico ran roughshod through the tournament field to a 7-0 record entering the finals, with a raucous, drum-banging fan base following them to every city along the way.
The U.S. had one player who could match that energy and put him on the mound: Stroman, the irrepressible 5-foot-8 righthander whose motto is "Height Don't Measure Heart" and isn't afraid to let his opponents know he thinks he's better than them. With the U.S. in the finals for the first time, Stroman soaked up all the energy and emotion he could from the crowd of 51,565, and performed like he was, indeed, the best pitcher in the world.
The 25-year-old took a no-hitter into the seventh inning and faced the minimum through six. He shimmied after striking out Enrique Hernandez to end the third. He snagged a comebacker from Lindor in the fourth and flicked it over to first base like he didn't have a care on Earth. He walked off the mound in the seventh, biting his lip and nodding his head, letting the whole world know he had just been untouchable. It was cocky. It was bold. It was exactly what was needed to silence Puerto Rico's dugout and fans, a task no one had accomplished before, and in the process robbed the opponent of its greatest power source. Stroman took it and made the energy his own, and before long the "U-S-A" chants and cheers rained down on him as he departed with a 7-0 lead to put the U.S. in position to win the title, which it did with an 8-0 victory.
"There was more emphasis on just winning for America," said Stroman, who was named tournament MVP. "Obviously, this is our first win. We've had a few early exits in the past. So each and every guy came into this with one goal, and that was to win it. There was no one who kind of went about it lackadaisical. Everyone was into every single pitch."
A Complete Unit
The heroes were many for Team USA on its title run. Hosmer hit .385/.500/.615. Brandon Crawford slashed .385/.429/.577. Sam Dyson didn't allow a hit in six scoreless innings of relief. Gregerson converted three save opportunities without allowing a hit. Jones, McCutchen, Ian Kinsler and Giancarlo Stanton all took turns playing offensive standout. Team USA recorded a 2.25 ERA and .191 opponent average. Every single player was committed. The emotions were visible, the performance measurable, the results undeniable. The United States is finally World Baseball Classic champion, and is spreading the gospel to its next generation of its players.
"I don't mean this to sound wrong, but for the most part, up until this point, the other countries were probably into this event a little bit more than the United States," Leyland said. "But in talking to our players, I know they're going to spread the word. I've had some players already tell me this is the greatest experience of their life."
Mike Scioscia On Team USA, Standout Olympic Prospects And His Future Managerial Plans
Scioscia spoke with Baseball America about Team USA's performance during the Summer Olympics, which young players impressed him most and more.
Japan Tops USA For Olympic Baseball Gold
It took bringing the Olympics coming to baseball-crazy Japan to get the sport re-entered into the Olympics after a two Olympics-long hiatus. And fittingly, baseball's return was celebrated by Japan winning its long-desired first baseball gold medal.
Dominican Republic Rallies Past South Korea To Win Bronze Medal
Juan Francisco hit a tiebreaking two-run double as the Dominican Republic scored five runs in the eighth inning to rally past South Korea, 10-6, and win the bronze medal.
In order to access this exclusive content you must have a Baseball America Account.
Additionally, you can subscribe to Baseball America's newsletter and receive all of our rankings, analysis, prospect insight & more delivered to your inbox every day. Click here to get started.


Furniture — This furniture, is one of the 14 designs published under the gallery: Fresh And Colorful Italian Bathroom Collection By Lasaidea. In the next page, we have the minimalist batroom by lasaidea [ ... ]. While in	the previous page, we have the beautiful bathroomfurnitureby lasaidea [ ... ].


text:
Q: Why does JS processing and paint occur at the end of each frame? My webpage is basically a single canvas which I'm updating with WebGL. I'm trying to get a smooth horizontal animation (basically, like a crawl you would see on TV). My frames are all under 16.6 ms, but the animation still has small stutters. Looking at the Timeline in DevTools, it appears all the work (JS and paint) is occurring at the end of the frame. I'm wonder if this is causing the stutter. I also don't understand why this work does not occur earlier in the first 10 ms of each frame.
My render loop looks like this:
    function animate(now) {
        requestAnimationFrame(animate);
        crawl.position.x -= STEP_SIZE;
        renderer.render(scene, camera);
        bufferCopy();
    }


text:
BackRome results
Smy Hotel Area Roma
Via del Forte Ostiense, 21, Rome, 00146, Italy
3.7 out of 5 rating 404 reviews
With a stay at Smy Hotel Area Roma in Rome (Ostiense), you'll be within a 5-minute drive of Basilica of St. Paul Outside the Walls and Museum of Roman Civilization. This 4-star hotel is 3.5 mi (5.6 km) from Baths of Caracalla and 3.9 mi (6.2 km) from Colosseum.
Make yourself at home in one of the 52 air-conditioned rooms featuring minibars and flat-screen televisions. Complimentary wireless Internet access keeps you connected, and digital programming is available for your entertainment. Private bathrooms with showers feature complimentary toiletries and bidets. Conveniences include phones, as well as safes and desks.
Take in the views from a terrace and a garden and make use of amenities such as complimentary wireless Internet access. Additional features at this hotel include concierge services, a television in a common area, and a picnic area.
Take advantage of the hotel's room service (during limited hours). Quench your thirst with your favorite drink at the bar/lounge. Buffet breakfasts are served on weekdays from 7 AM to 10 AM and on weekends from 7:30 AM to 10:30 AM for a fee.
Featured amenities include limo/town car service, express check-in, and express check-out. A roundtrip airport shuttle is provided for a surcharge (available 24 hours), and free self parking is available onsite.
Palazzo dei Congressi - 1.7 km / 1 mi
Basilica of St. Paul Outside the Walls - 1.7 km / 1 mi
Roma Tre University - 2.1 km / 1.3 mi
Museum of Roman Civilization - 2.2 km / 1.4 mi
PalaLottomatica - 2.9 km / 1.8 mi
San Camillo-Forlanini Hospital - 3.6 km / 2.2 mi
Euroma2 - 4.1 km / 2.6 mi
Aventine Hill - 4.6 km / 2.9 mi
Circus Maximus - 4.7 km / 2.9 mi
Baths of Caracalla - 5.6 km / 3.5 mi
Janiculum Hill - 5.9 km / 3.6 mi
Colosseum - 6.2 km / 3.9 mi
Via Appia Nuova Shopping District - 6.4 km / 3.9 mi
Capitoline Museum - 6.4 km / 4 mi
Piazza del Campidoglio - 6.4 km / 4 mi
Rome (FCO-Fiumicino - Leonardo da Vinci Intl.) - 22.6 km / 14.1 mi
Rome (CIA-Ciampino) - 19 km / 11.8 mi
The preferred airport for Smy Hotel Area Roma is Rome (FCO-Fiumicino - Leonardo da Vinci Intl.).
24-hour airport shuttle service is available on request. Fees may apply. Contact the property in advance to get details.
A tax is imposed by the city: EUR 6 per person, per night, up to 10 nights. This tax does not apply to children under 10 years of age.
Fee for buffet breakfast: EUR 8 for adults and EUR 5 for children (approximately)
Airport shuttle fee: EUR 55 per vehicle (roundtrip)
-In-room accessibility
-Roll-in shower
-Accessible bathroom
-Safe-deposit box at front desk
-Concierge services
-Bar/lounge
-Coffee/tea in common areas
-Limo or Town Car service available
-Airport transportation (surcharge)
-Tours/ticket assistance
-Elevator
-Wheelchair accessible path of travel
-Wheelchair accessible parking


Main site > Forums > Essential Money > House Buying, Renting & Selling > How did you save for you first home?
How did you save for you first home?
I am in my early twenties, renting and working in Bath. My paycheck just about covers rent/bills/food but there isn't anything left over.
I am just wondering how and when you all got on the property ladder? I think other people's experiences/tips might just help me in the process!
The person who replied 'matched betting' was answering the question correctly, if that's what they did.
... but my experience won't "help you at all in the process" sadly, as you're unlikely to benefit from the political-economic environment and spoonfeeding which I enjoyed in my 20's and 30's in the latter quarter of the 20th Century!
It gets better; I then bought my second home in 1985 with some help from the taxman via "MIRAS" (does anyone remember that?), so that over the 7 years I owned this one, the tax relief totalled over £11k; exactly one-third of its £34k purchase price.
MIRAS; Mortgage Interest Relief at Source was introduced by a Conservative Government (Margaret Thatcher 1979-90) who wanted everyone to own their own home on the assumption this would make them all vote Tory, and eventually abolished by (you guessed it- a Labour Governemnt in 2000.
my experience is therefore of absolutely no help to you; unless you extrapolate that you have to vote Comrade Corbyn into power in the hope that he'll build mass public housing, re-introduce tax breaks for poorer families and cull the rich... which regrettably ain't gonna happen!
Have you ever tried Matched Betting?
Matched Betting is a way to make extra money guaranteed in your spare time, you need less than £100 to start off and don't have to declare any of it as income. So sounds perfect for the OP.
I did it for around a year taking advantage of the quick and easy offers and I make just over £4000 profit. If you compare that to other people that's not a massive amount but I didn't spend a massive amount of time doing it.
Living in the cheapest houseshares we could find to minimise our largest expenses (rent and bills) as far as possible. I realise this isn't an attractive option, but for us that was the most straight forward way of reducing our outgoings (plus we were unwilling to give up our holidays!). Also, considering savings over an extended period of time rather than just immediate savings - we bought a car for £4000 to ensure it would last a good number of years and saved me quite a bit of time (commute) and money (train fares compared to petrol). Taking that money out of savings was painful but it paid itself back over the next five years in terms of savings on train fares!
I would suggest you create a careful, and complete, record of your outgoings over a year (when I say "complete", I mean make sure you include everything that you spend - that cup of coffee you get when your train delayed and you're freezing cold on the platform, your annual car insurance bill, the takeaway when you can't be bothered to cook, the monthly gym membership that you pay for but never use!). Divide them into categories, and work out the total expense in each category per year. Then, cut out the things that jump out at you as being completely unnecessary and that you wouldn't even notice if they went (such as the aforementioned gym membership!). Next, start with the categories that cost you the most money, this is likely to be your rent, and see how you can trim them. Pick the biggest wins (this may be the ones that save the most money or the ones that are easiest to do) and put those into place. The final step is to make ABSOLUTELY sure that every penny you save from these changes goes immediately into a savings account rather than hanging out in your current account at risk of getting spent!!
Good luck, it's tough but having just bought our first house I can say it's totally worth it!! It's about finding compromises that allow you to save that still allow you to live a life you value. For us the compromises were living in houseshares, taking packed lunches to work and not eating out whilst the things we value and wouldn't give up were holidays and visiting friends and family.
Matched Betting isn't gambling, it is a way to take advantage of special offers to guarantee a profit no matter what happens.
This also isn't a replacement for a good career. Like I said I did it in my spare time and made a good amount of money for a hobby.
This has actually helped so much....."live like a monk for a few years"
You're totally right. I'll be hustling for the next few years but it will pay off in the end! I would get a weekend job to help but I am a full time worker and part time student so that is out of the question.
At least being busy means that I am not constantly going out and spending money!


text:
Q: pytest user override of parametrized fixture I have a parametrized fixture that my tests are calling with parameters, but I like users / test runner to submit their own parameters, and to override 'default' parameters as coded in with the test.
For non-parametrized fixtures, I override fixture return values via pytest hook
def pytest_generate_tests(self, metafunc):
    for fixture_name, parameters in self.fixture_parameters.items():
        if fixture_name in metafunc.fixturenames:
            metafunc.parametrize(fixture_name, parameters)

However for parametrized fixtures, I'm getting "ValueError: duplicate < fixture name > ".
How can I override parametrized fixture?
(there is a similar question, but it poses problem the other way around - pushing precedence for test (code) parameters rather than values submitted via pytest hook pytest_generate_tests() pytest test parameterization override )


Save on Volkswagen service, parts, accessories, and even repairs with OEM specials at The Autobarn Volkswagen of Countryside. In addition to the fantastic event promotions below, our dealership offers a number of coupons for your benefit. You are sure to find the perfect service related discount for you and your VW. We regularly provide peace of mind for Volkswagen service customers from throughout the Countryside area and beyond. Bring your car or SUV in to see our team today!
If you need auto service at a price that won't break the bank, take advantage of the Volkswagen oil change coupons and auto repair coupons at Autobarn VW of Countryside! We routinely rotate our service specials so that you can make use of everything from brake service coupons to great prices on tire services. Before you schedule your next service appointment in Countryside, do yourself a favor and use our current auto service coupons.
Whether you're on the hunt for oil change specials or auto service coupons, our attentive and highly-trained service department will accommodate you and your Volkswagen. Contact us at your convenience to learn more about our available service specials!


OmegaShock.com | Page 84 | Ezekiel's Fire is coming. Get ready.
Here are a series of videos where Gerald Celente appears on Yahoo! Finance. Part 1: Part 2: Part 3: And, as if that wasn't bad enough, QE3 is on its way!


The term debt resolution isn't difficult to understand, but it actually refers to a variety of different debt options. No one single resolution option works for everybody, and different financial states require different approaches. Knowing which one is right for you, or if debt reduction is the best solution for you at all, entails understanding the different options available, comparing the pros and cons, and considering your individual situation to determine the best solution.
Credit counseling is an arrangement wherein you make a single monthly payment that gets split between all your creditors. These programs can reduce or possibly eliminate the interest you pay, all while allowing you to pay off your debts at a manageable pace.
Debt settlement is when you negotiate with creditors to pay off an amount smaller than what you actually owe. Often the balance is due in full in a lump sum payment, but can also be satisfied by entering into a term agreement. So while your creditors don't get the full amount back, they get a big chunk up front or a promise to make timely scheduled payments, and you end up paying less than you owed.
Debt consolidation loans are loans that are used to pay off all your debts, and then you're left with a single monthly payment and one interest rate to pay back.
Bankruptcy comes in different forms, but it's always a last resort because of the havoc it wreaks on your financial status for so many years. Moreover, while many people think of bankruptcy as a way to wipe the slate clean, there's still a chance you'll have to pay back unsecured debts.
People who choose resolution are people who cannot manage their finances and their debts without help, are unable to make minimum payments, have debts that continue to grow, have little savings, and have so many debts that they lose track of what is due when.
Credit counseling can work for people who have a steady income, because with this solution, you still pay off the full balance owing. This option can, however, negatively impact your credit score. Debt consolidation loans are good for multiple high-interest debts like credit card bills, but lenders generally only approve these loans for people with good credit. Settlement can work for people who may be behind on payments, who don't have great credit or a not concerned with their score, and who would like to avoid bankruptcy.
There are ways that you can attempt to control your debt without the help of a debt relief company, and your options include tracking spending, proper budgeting, and attempting to renegotiate bills on your own. If you have a mortgage, you may be able to refinance it with a lower interest rate. Proper tracking and budgeting may help you locate more money to pay off bills, but it's important that you stick with your plan lest you find yourself in more debt. If you want to renegotiate your bills or refinance your mortgage, you'll have to watch out for penalties, fees, and changed policies that could affect you.
Debt resolution certainly isn't for everyone who's in financial trouble, but most people can, in fact, benefit from the services of a debt relief company. Not all the options are ideal, but a reduction company can go over your options, look at your unique situation, and make recommendations based on your individual financial state. The important thing to remember is that you do have options, and there are people out there who can help you make the right choices when it comes to your debts and your future.
Net Debt seems to provide a Debt Settlement service similar to the A New You program! We can not speak to anything about their reputation however. Would you like to schedule a call with one of our analysts?


Please bring a marriage license from any court house in Nevada.
$100.00 room use and cleaning fee for 20 guests.
$200.00 room use and cleaning fee for 40 guests.
$300.00 room use and cleaning fee for 60 guests.
If you have a special request for a certain brand, we need 10 days notice.
If you want us to cater, we can discuss a menu.
Miner's Special pasties and salad bar $15.00 per person.
Our bakery is open if you would like to order a cake.
If you want to order fresh flowers we have a local florist.


While indefinite immigration detention has recently been found not to violate the Canadian Charter of Rights and Freedoms by the Federal Court of Canada, many immigration and refugee lawyers and legal professionals are still criticizing the system. Indefinite detainment is an unfair practice that needs to be reformed, especially in cases when detainees are held without any criminal charge or offence.
A recent court decision by Justice Edward Morgan of the Ontario Superior Court has called for a much-needed change in the immigration system. In his decision dated August 14, 2017, Justice Morgan ordered the immediate release of Ricardo Scotland—a single father and refugee claimant—who had been detained for a total of 18 months in a maximum security prison, despite having no criminal charges or convictions. Over the last two years, the Canada Border Services Agency (CBSA) detained Scotland for four alleged breaches of his conditions that are in place while he awaits his refugee claim decision. Based on these alleged breaches the CBSA deemed Scotland to be a flight risk, which is a ground for detention. However, the entirety of the alleged breaches were either withdrawn or found to be innocent mistakes.
Despite the fact that these breaches were found to be invalid reasons for detainment, both the CBSA and the Immigration and Refugee Board (IRB) remained firm in their decision to detain Scotland. The immigration authorities made errors, yet these errors continued to influence their decisions to detain Scotland indefinitely.
Justice Morgan notably compared Scotland's treatment to that of the main character in Franz Kafka's The Trial, a story about a man who is imprisoned for no known reason. His criticism of the IRB—the decision-makers who conduct monthly reviews of immigration detainees—points out that the IRB accepts the CBSA's accusations without evidence, ultimately allowing the CBSA to make the final decision. He also found that it is almost impossible for detainees to successfully argue their cases when the IRB is unwilling to depart from previous decisions, even if these decisions are found to be based on inaccurate information.
Justice Morgan's ruling has been acknowledged by the IRB. Just days after his criticism, the IRB announced that it would conduct an independent audit of its indefinite immigration detention system. These decisions determine the fate of those who may be imprisoned over a prolonged period; it is critical that they are made with transparency. Hopefully this realization will mean that the IRB will work to implement broad changes to their detention review system. Listening to Justice Morgan's judgement, along with what immigration detainees, activists and immigration lawyers have been saying for a long time is a great place to start.
If you are in need of more information about the immigration system in Canada, the best course of action is to contact an immigration and refugee lawyer.


About the Commission for the Status of Women – CSW | JERA International – Justice Equality Rights Access International.
The Commission on the Status of Women (hereafter referred to as CSW" or "the Commission") is a functional commission of the United Nations Economic and Social Council (ECOSOC), dedicated exclusively to gender equality and advancement of women. It is the principal global policy-making body. Every year, representatives of Member States gather at United Nations Headquarters in New York to evaluate progress on gender equality, identify challenges, set global standards and formulate concrete policies to promote gender equality and advancement of women worldwide.
The Commission's mandate was expanded in 1987 by ECOSOC resolution 1987/22 to include the functions of promoting the objectives of equality, development and peace, monitoring the implementation of measures for the advancement of women, and reviewing and appraising progress made at the national, subregional, regional and global levels. Following the 1995 Fourth World Conference on Women, the General Assembly mandated the Commission to integrate into its programme a follow-up process to the Conference, regularly reviewing the critical areas of concern in the Beijing Platform for Action and to develop its catalytic role in mainstreaming a gender perspective in United Nations activities. The Economic and Social Council (ECOSOC) again modified the Commission's terms of reference in 1996, in its resolution 1996/6, to include, inter alia, identifying emerging issues, trends and new approaches to issues affecting equality between women and men.
Forty-five Member States of the United Nations serve as members of the Commission at any one time. The Commission consists of one representative from each of the 45 Member States elected by the Council on the basis of equitable geographical distribution: thirteen members from Africa; eleven from Asia; nine from Latin America and Caribbean; eight from Western Europe and other States and four from Eastern Europe. Members are elected for a period of four years.
Click here to download the list of current members of the Commission.
The Commission meets annually for a period of 10 working days (late February-early March). The fifty-fourth session of the Commission took place on 1-12 March 2010.
The Bureau of the Commission plays a crucial role in facilitating the preparation for, and in ensuring the successful outcome of the annual sessions of the Commission. Bureau members serve for two years. In 2002, in order to improve its work and ensure continuity, the Commission decided to hold the first meeting of its subsequent session, immediately following the closure of the regular session, for the sole purpose of electing the new Chairperson and other members of the Bureau (Council resolution 46/101).
The principal output of the Commission on the Status of Women is the agreed conclusions on priority themes set for each year. Agreed conclusions, contain an analysis of the priority theme of concern and a set of concrete recommendations for Governments, intergovernmental bodies and other institutions, civil society actors and other relevant stakeholders, to be implemented at the international, national, regional and local level.
In addition to the agreed conclusions, the Commission also adopts a number of resolutions on a range of issues, including the situation of and assistance to Palestinian women; and women, the girl child and HIV/AIDS.
The final report of the Commission is submitted to the Economic and Social Council for adoption.
UN Women is responsible for substantive servicing of the Commission, including through supporting the work of the CSW Bureau. UN Women is also responsible for facilitating the participation of civil society representatives in the Commission's annual session, as well as for the coordination of parallel events held at the United Nations during the Commission's sessions.


In the last three months, I was involved in a project concerning the migration of the authentication system (dot1x) from Cisco ACS to Cisco ISE (1.4). At the end of this work, the account told me if it is possible to have a web interface with the active sessions, the devices authenticated via Dot1x and the devices authenticated via MAB.
Reading the official guide, I found that Cisco ISE has embedded API. Cool! This what I needed!
REST API: it allow you to gather session and node-specific information; for instance: session management, troubleshooting, change of authorization (CoA).
External RESTful API: it allows to perform Create, Read, Update, Delete (CRUD) operations. These APIs provide an interface to the ISE configuration data by enabling users, endpoints, endpoint groups, identity groups and SGTs to perform CRUD operations on the ISE data. It uses port 9060.
In this article, only the REST APIs are used.
Remember: To be able to use a public Monitoring REST API, you must first authenticate with Cisco ISE using valid credentials (for instance the admin account).
Note: This article requires minimum programming knowledge: PHP, CSS, JS and Html will be used.
Enter valid login credentials. The result is an XML file with several values for each active session: user_name, calling_station_id, nas_ip_address, acct_session_id, audit_session_id, server and framed_ip_address.
Note: In the PHP script only "user_name" and "calling_station_id" are extracted.
2a. Load the XML (you must change the $username, $password and $ISE_server variables).
Note: Obviously, there are several ways to manipulate XML with PHP.
3a. Download the last compressed release of jquery (https://jquery.com/download/) and save it as "jquery.min.js".
Note: the refresh_time variables is expressed in milliseconds and define the page refresh time (by default 30 seconds).
Consideration: This article is a simple demonstration of what API can do. There can be many other implementations based on your configuration and you goal.
Reading the official guide, I found that the Cisco ISE have embedded API. Cool! This what I needed! There are two different API: REST API, RESTful API.


Wei uses his series to push against cultural boundaries, but in image after image he also explores his own comfort levelwith expressing his sexuality. Throughout the series we observe Wei trying on one environment and identity at a time. Although the images are constructed, the emotions are authentic. We see a young man asserting himself in front of the camera and claiming his right to define himself and his sexuality.
Shen Wei (b. 1977, Shanghai, China) has exhibited his work internationally at venues such as the Museum of the City of New York and Lincoln Center Avery Fisher Hall in New York, NY; the Philadelphia Museum of Art in Philadelphia, PA; the Harn Museum of Art in Gainesville, FL; and the CAFA Art Museum in Beijing, China. Wei's first monograph, Chinese Sentiment, was published by Charles Lane Press in 2011. His photographs have also been featured in publications such as The NewYorker, Aperture, ARTnews, PDN, American Photo, and Chinese Photography. Wei is the recipient of the Rockefeller Foundation Bellagio Center Artist Residency, the Asian CulturalCouncil Arts & Religion Fellowship, the Griffin Award from the Griffin Museum of Photography, the Urban Artist Initiative New York City Fellowship, the Light Work Artist-in-Residence Program, and more.


text:
A 100-foot fall off of an SBA monopine is fatal for a 21-year-old Illinois tower tech
In Featured News by Wireless Estimator September 7, 2021
A 21-year-old tower technician was fatality injured on Friday, Sept. 3, after falling from this 105-foot monopine in Olympia Fields, Illinois.
A 21-year-old Illinois tower tech died Friday after falling from a cell tower in Illinois while he was working on a Verizon installation east of Joliet as a member of a four-man crew.
The structure is owned by SBA Communications.
The St. Joseph man was reportedly at the 100-foot level of the 105-foot structure when he fell to the ground, according to individuals knowledgeable of the accident.
Michael "Trey" Wagner was on the SBA monopine located behind the Church of Olympia Fields off of Western Ave. in Olympia Fields when he suddenly fell for unknown reasons at approximately 3:00 p.m.
He was employed by Windy City Tower of Wauconda, IL
A spokesperson for Windy City Tower said that OSHA was contacted immediately following the incident.
The company brought in counselors this morning to support employees with their grief and loss of a member of their extended family.
Windy City Tower was founded in 2005 by Brian Szubinski and is an active participant in many safety programs such as the NATE STAR Initiative.
According to OSHA's database, the company has not had any safety citations.
Wagner was the second industry fatality this year.
Services information will be provided by Wireless Estimator when it becomes available.
Tags: Tower Falls, Tower Fatalities, Tower Owners, Tower Portfolios, Worker Accidents