Welcome to Episode 23 of Students vs. Startups. This week, moderator John Gilroy talks with the founder of ShipLync, Somil Desai. In true startup fashion, ShipLync was built out of a desire to make life simpler. Somil built an internal system to source shipping rates to save him time at his previous job, and realized there was a market for his project. Today, ShipLync makes it easier to get real-time quotes on frieght shipping, based on current pricing data around the world.
John: Welcome to Students vs. Startups showdown on the Potomac. My name is John Gilroy and I'll be your moderator today. We've actually finished 22 episodes. We're starting episode number 23 believe it or not. Let's have a round of applause for 23 coming up. Yeah. Great. We've got a room full of people here. People who have heard this podcast before know we have a room at Eastern Foundry and we have three students on one side, we have a startup on the other and let them have at it and have a few questions, and after we're all done everyone walks out of here as friends and has a good time.
Let me introduce my students. On the one hand we have three students. Two of them are in the middle of completing a Master's Degree at Georgetown and one is actually a success and has completed the Master's degree. The first student we have here is Rahul Bhardwaj. Rahul, tell us about your background please.
Rahul Bhardwaj: Sure. I'm a graduate student at Georgetown University. Second graduate degree. I work across various fields in telecommunications, data analytics and what have you. I'm also partner in a holding company that focuses on technology commercialization.
John: Wow, very, very experienced. And Jennifer, your background please, Jennifer Lee.
Jennifer Lee: Hi, my name is Jennifer Lee. I am currently a student at Georgetown trying to get my Master's in technology management. I also work full time at PricewaterhouseCoopers in their public sector digital solutions team.
John: And I have to warn you, she has a lot of letters after her name. She's got like PMI and ICP and CSM and all kinds of letters, so that means something. I don't know what it means, it means something. People's letters after their name mean a whole lot. The letters she's trying to get in Master's degree from Georgetown. Maybe she'll add that to her long list of degrees. So these are two wannabes. We have actually a graduate and her name is Mara Imparato. Mara, a little bit about your background please.
Mara: Hello John, I'm happy to be here and I finished the Master's program and went on to a doctoral program as well. And I lectured at Georgetown, I worked as at IT manager for almost 10 years and I'm also starting up my own IT management consultancy and looking for that next big contract.
John: Well, wonderful, wonderful. Those are our students and our startup is on the other side of the table. And our startup, the company name is called ShipLync and our guest is Somil Desai. Somil, how are you?
Somil Desai: I'm doing good, how are you guys doing today?
John: You're gonna have you hands full with these students on this side of the table, aren't you?
Somil Desai: I think so, but I think I can handle it.
John: Yeah, I'm sure you can too. Tell us a little about your background please.
Somil Desai: Sure, so again, Somil Desai from ShipLync from Columbia, Maryland. Did my undergraduate degree from the University of Maryland, Baltimore County in information systems. Then went on to start my career at Verizon Advertising Solutions, which then led me to do a dual Master's degree from the University of Maryland, University College. Started with AT&T Interactive then went on to shipping logistics from there on.
John: So you've got some letters after your name too, huh?
John: It'd be the battle of acronyms or letters or something. So I'm gonna just ask you a real quick question. ShipLync means many different things, so what business problem does your company solve?
Somil Desai: So we are solving the antiquated process of sourcing freight quotes in the real-time market. A potential shipper that is hauling 40,000 pounds of product in a domestic market can utilize our platform to compare rates from a number of brokers, vetted service providers, in real time.
John: You know, it's interesting. Jennifer, I'll let you jump in here, ask the first question, please.
Jennifer Lee: Yeah. So I know that one of the articles I read was that you guys started out with 1776 and I believe you guys were hoping in addition to kind of solving the problems that you mentioned in the commercial world, you guys are also hoping to partner with the government agencies. Has that partnership begun or where do you see that going?
Somil Desai: Sure, so I'm actually glad that you asked that question. Recently, about two weeks ago, we did have a meeting with the Department of Transportation where there are a number of programs in place that they are looking to add additional technology to their freight-sourcing platform. You would imagine the government has the highest of the technology developed already, but it looks like in some processes such as logistics it's just not been developed. So the talks are there. We actually have another meeting coming up in about two months where we will be giving a two hour presentation to the entire DoT board for domestic trucking, export, and rail. So we are preparing and looking forward to that.
John: Mara, please, a question.
Mara: I think it's fascinating that you've got a potential already. That's fantastic. It sounds like you developed your product under your own company, maybe under your own funding, so can you tell me more about how it got started and funded and how you researched it.
Somil Desai: Sure. So in about 2011 I started with our family company called Niche Polymers. The core company is into plastics engineering and recycling, typically dealing with overseas clients and the major chemical producers such as DuPont, SABIC, Eastman, Honeywell, and many of the, again, producers in Delaware, Pennsylvania, these areas. So we take all their byproduct scrap and ship it overseas and/or to our domestic customers so you can imagine the amount of freight that is involved in just moving around the shipments from point A to point B. So organizing the freight from one warehouse to our warehouse in West Virginia and coordinating it overseas.
We needed a better way to source rates from the open market with more options. Until a few years back we had one lady that would send out an email to a few people on her Microsoft Outlook list and whoever was the best rate, that's who she would go with.
Took about a year, year and a half, once we realized the value that it really had and how much it had saved us money, I then took on the challenge to commercialize it.
John: So Rahul, I think a lot of organizations out there have old-fashioned systems trying to bring them up to speed. Sounds like that's what they're doing here, huh?
Rahul Bhardwaj: Yeah, absolutely. Very unique and very interesting business model, and congratulations to your success. Putting the technology management hat on, really trying to understand the basics of the platform itself, and really understanding is it a software as a service model? How do you plan on onboarding clients maybe that exist and then ultimately can you walk through the set of solutions in its own right?
Somil Desai: Sure, so your first question as far as the software as a service model. This is software as a service model. We built it around that platform so customers don't have to worry about actually installing it in their systems. They can easily just go to the site, sign up, and they can start using it right away. Even before signing up, they can actually go to our landing page and actually plug in the information they need, and without fully finishing the sign-up process they can start to receive quotes in real time. What we've seen is that a lot of people just hate filling all of the information out, but they want all the answers right away, so we've kind of given them that teaser, and the moment they want to go ahead and confirm a quote, we then get all their information. However at that point they're already sold.
So as far as onboarding, we've been doing a lot of Google Analytics, Bing, Yahoo, AOL. I enjoy it so I've been doing it myself, playing around with a lot of the keywords, understanding my CTRs, my conversion rates. I'm able to then dissect which keywords have been working best for our platform and utilize that to then onboard the internet traffic and get customers involved.
John: CTR, click-through rate. So Maura, this sounds like the Expedia of logistics, doesn't it?
Mara: It really does. I'm very interested to know, are you interested in scaling it up and investing marketing time? Sounds like you already are playing around with that. And is it a big priority for you?
Somil Desai: Yes, right now it is 100% full effort. We are in a fundraising mode. Last year right at the end we did raise $120,000. We are looking to raise an additional $500,000 this year to hire more employees, invest into proper marketing channels, attending trades shows again is a big cost right there. So these are the outreach programs we want to invest our money in. As far as developing additional technology, we don't need to do that, so right now it's just kind of real focused on marketing, customer acquisition and growing from there.
John: You know, Jennifer, we've had visitors in the classroom talk about investing and percentage of ownership. It's a very tricky maneuver, isn't it? Maybe you want to ask a question about investments here.
Jennifer Lee: Yeah, definitely. So in terms of investing in your team and also kind of making sure you have the proper funding to continue to scale, one, are most of your teams based here in the US and kind of two, the second question, in terms of scaling up, do you have the right strategy to do so in terms of making sure you have the talent to scale up?
Somil Desai: Sure. So your first question with our team. Our team, we have five guys in house, a couple customer service guy and one guy who is our in house visual design. He designs all of our ads, our graphics, anything for social media. He now does our video design, so if we want to do any kind of visual marketing, he can design that. Once we start doing trade shows he'll be designing all of our booths, our posters, souvenirs, things of that sort.
As far as equity compensation is concerned with the employees, what I've learned and this is coming from a lawyer from Cooley LLP, is don't give out any equity unless you have to.
John: This is what we talked about in class. This is the tricky part here.
Somil Desai: Pay everyone if you can up front. And don't ever promise any equity. Because when a bigger institution comes down the line, that's who you're going to give it to, and you can't promise anyone right now because again, starting a startup, you're always going to be uncertain and that uncertain feeling is always going to remain with you.
Rahul: Sure, okay, so another quick question kind of in line with the long term growth plan, given the fact that you have a digital offering and you're basically finding market efficiencies within an antiquated system. Let's call it shipping, where a lot of stuff is on paper. This process of creating this digital platform and having all of this data traversing through your platform and this notion of Big Data and all these gimmicks, I guess you can call it. How much of that data do you see as actually monetizable, that can improve the operation efficiencies, but how can you actually market that data, and is that data meaningful? Ultimately, since you're offering this solution set, does that play into the growth strategy?
Somil Desai: Sure. I'm glad you asked that as well. You would be surprised. A lot of the registered signups we get, a lot of the data that comes across is bad.
So you always want to think about that. You data, most of the time it's going to be bad. But the ones that are good, then you quickly capitalize on that right away. For instance, when we have shippers that sign up with us, or run a freight quote without finishing our registration process, our system will automatically email them the following, because we already know they got four or five good quotes, and a lot of times they come back, they sign up, and then they go ahead and confirm their rate and then we get paid.
And the way we get paid is, we have all of these service providers' credit cards on file, so again we don't need to go around chasing people, calling debt collectors, all the invoices. Everything is credit card based. Let's say someone like FedEx, if they go ahead and they approve that lane, we charge their credit card right away. So for every transaction, we get a certain cut and it comes straight to our account.
John: Now if people want to find out more about your company, Somil, what website would they go to?
Somil Desai: Sure. So they would go to ShipLync, and that's S-H-I-P-L-Y-N-C dot com.
John: Great. Pretty interesting website too, very interactive. The founding sponsor for Students vs. Startups in the Radiant Group. If you enjoy solving problems and like to work with bright people, the Radiant Group is the place for you. Contact Al Di Leonardo or Abe Usher at radiantgroup.com. We are hosted by Eastern Foundry, a community of government contractors who are bringing innovative solutions to the government marketplace. For more information, go to eastern-foundry.com.
Welcome back to Students vs. Startups showdown in the Potomac. My name is John Gilroy, I'm your moderator here. You know our students. We have Rahul, Jennifer, and Maura. And you know our startup, Somil Desai, and his company's called ShipLync, S-H-I-P-L-Y-N-C. You know, you're in the Washington Post, you're in all the business journals. You've only been in business a couple years. You must have some pretty good public relations people working for you. You're getting the word out, aren't you?
Somil Desai: You know, we've attended a lot of networking events. I've been very fortunate to meet some pretty good people over at Dingman Angels, Tedco, a few other organizations such as 1776 and it's just kind of keeping those relationships alive. We got a lot of through the female showcase of the Vinetta Project here in DC which Serena was a part of last year, and she won the $20k challenge over there.
John: You get invited to a podcast?
Somil Desai: And get into a podcast. Get into the Washington Post. We were in Baltimore Business Journal as well.
John: So Maura, my question: you'd like $20,000 from a women's group, wouldn't you?
Mara: Sounds pretty good. Good job.
John: You have a question for Somil please?
Mara: Actually I have a question about your history a little bit. You started out in information technology, something I'm familiar with, and you ended up shipping plastics. How did you make that transition?
Somil Desai: Sure. When Serena and I got married is when we ... It's her family business. It's been very big for the last 30 years, and so when I joined with Niche Polymers, which is one division of the entire organization and there's about 23 plants total, so I joined with Niche Polymers. And then I was selling plastic to our overseas customers in China for automotive specs dealing with Ford, Chrysler, GM, Volkswagen, for under the hood engine covers. So shipping that raw material overseas, picking it up domestic, that it how I got into logistics.
Mara: So family business. Is this something new to your in-laws to do information technology and develop this app that you have?
Somil Desai: Yes, this is very new. It was new to them because right now our entire organization is all manufacturing. They come from a background of manufacturing and importing, exporting material. They've been very good at it and successful for the last 30 years, so introducing this type of technology to it, it's been something new.
John: So Jennifer, it sounds like the new kid in the family's gonna change everything. Do you have a question for our guest here?
Jennifer Lee: Yeah. I think during break, we kinda mentioned this is awesome territory to go after, but there is a lot of competition. What do you think, if you had to say one differentiator of your platform and product, what would it be?
Somil Desai: Sure. So the differentiator between us and a lot of our startup competition right now is we actually house all of the competition under one roof. So I'll give a couple examples. Loadsmart.com, Transfix, cargochief.com, these startup tech logistics companies offer a single rate platform, where in our system, because it is a real time community, we have all of these companies bidding at the same time. So a shipper will get bids from all these companies, and they'll see the names, they'll see the numbers, and they'll see actually who is really trying to give them a fair market rate, who's trying to rip them off, who's trying to get over on them, and who's being fair. And they can make their decision based on that.
It's also, we have a "Yelp" review section sort of, where customers can then rate the service providers and say hey, this broker's great, work with them, or this broker will run away with your product. It's been working on our platform because for example a service provider will charge $1,000 but has no ratings, a guy who's charging $1,200 but has a five star rating, the customer will still pay the extra $200 because guy that has five stars, even though the guy that has no stars is still good but he has no ratings.
Somil Desai: Sure. I'll go back to Rahul's question about outreach. One of the biggest ways that we are actually retaining and getting more customers is through our invite section. What I did originally was send out a $50 Amazon gift card to all of our customers that are signed up with us as long as they brought on one customer that used the platform, signed up and confirmed a lane. And our system tracked that and I sent out a bunch of $50 Amazon gift cards and it worked.
John: Rahul, sounds like an unusual business for the Washington, DC area does it? More like LA or Chicago I think, huh?
Rahul Bhardwaj: Columbia, Maryland so there might be some touch points there. But on that note, why the identity here in this location? But then the other thing that I was going to ask, following up, is you're creating a logistics ecosystem it sounds like where you can start onboarding your competition and other best practices let's say and have one real marketplace. So that's a very unique adventure, very ambitious. I kind of think, let's walk the cat backwards. What's the, I don't want to say 1,000 day exit strategy ,,, What's the game plan? How far are you willing to push the bubble to see where this thing will go and what are some short term milestones for a new business and really evaluating new modules?
Somil Desai: Sure. So right now we are fortunate enough to have this kind of idea where we can play around with different modules, see where our niche really lies and what works and what doesn't. And because of our tech team being so effective and fast, we can change different modules in the system to adhere to what the customers like. That is kind of a short term goal over the next two years is to grow it that way. Eventually, like everyone else, we want to exit and have a successful exit, sell out to someone bigger such as a C.H. Robinson, XPO Logistics, these multi-billion dollar logistics companies that could utilize our tech or just want us out of the market, whatever the case may be. I don't plan on holding it long term for 30 years and passing it down, since tech is always advancing. So I'd rather hold it for five years, have a successful exit, and then start something new.
John: Mara, you seem to be an expert in Agile software development. He used that magic word 'Agile.' Very, very easy to talk about Agile, very hard to actually implement it, isn't it?
Mara: It's true. I wonder how your team works. How did you find the people who are on the team? How do they run their daily operations with Agile methodology?
Somil Desai: Sure. So a lot of our engineers in India in our Bangalore office actually did their Master's degrees at University of Texas. They actually lived in Columbia, Maryland for five years before moving back to India. I knew them personally beforehand. So knowing them, and kind of growing up with them over the last ten years, them wanting to go back just created more of an idea for us, an opportunity where, other than developing software, we could utilize them for other components of the industry as well. So for the last five years it's been working out wonderfully.
Mara: Actually, as a follow up, how do you do your daily stand ups that you need to do with Scrum? Do you have your conference calls instead, or how do you do that day to day?
Somil Desai: Sure. So every morning at 8am we have our Skype conference call, so we log in, have our call for about two hours every morning. So between 8-10, we know what's going on, what changes were made while we were sleeping, what updates need to go on, and kind of what the track record is for the next week or two weeks, and what the goals are and what looks to be completed. As far as any communication ... With global outsourcing, a lot of people think there's a communication barrier, especially when it comes to India and these other countries with the languages. But seeing as how they've grown up here, going to school here, lived here in Columbia, the culture difference, they understand the American way. And I know them too. So them dealing with us, it just works out.
John: Rahul, I think I interrupted you the last time. You have a question here, please.
Rahul Bhardwaj: You talked about the objective function is to have a successful exit. Your next round of funding is $500,000. Are you looking at institutional investors? Are you looking at private equity, or bootstrapping, or are you willing to give an exchange for equity or convertible bonds? What are you looking at?
Somil Desai: Convertible bonds. That's always the safest and the best route to take. Considering we don't have an official pre-money or post-money evaluation yet, it's always safe to go the convertible route.
Rahul Bhardwaj: When's this round of funding gonna start?
Somil Desai: We started. We are talking with VCs, potential investors, and as you know that game can go on forever. But hopefully before the end of the year something significant will happen.
Jennifer Lee: Yeah, so you mentioned the goal with this is to execute in the next five years and then maybe start something new. If you were to start a new company, what would you do differently?
Somil Desai: That's kind of hard to say because I'm learning everything as we go, but most importantly is the team. You want to make sure that you get along well with everyone, everyone is on the same page. It's easy to assume that in the beginning you're going to be successful and start fighting over equity and then disrupting relationships and everyone kind of fighting over something before it's even begun. So I would say have a clear path, have everyone on the same page, and make sure you know what is the worst case scenario.
Maura: Well on that same note, how do you keep your team motivated? You to start out with that great high up goal of succeeding, then you're thinking about equity, fighting over it, but you've got to work every day. You've got two shifts, people working on two continents, how do you keep that team motivated?
Somil Desai: Sure. So from the India team side, these guys are just dedicated engineers. Regardless of the fact they love what they're doing, they love what they're building, because even in India, logistics right now is hot. So them also hearing about in America, but also hearing about it in India, that ecosystem is there so they're really thriving upon it every day because they can go to their networking events or whatever they're doing in Bangalore, which is kind of the Silicon Valley over there, and they can speak to it.
John: Somil, if people listening to this interview want more information, what website can they go to to get more information about your company?
Somil Desai: Yes, they can go to shiplync.com and that's S-H-I-P-L-Y-N-C dot com.
John: Well Somil, unfortunately we're running out of time here. If you like the podcast, give us a review on iTunes. I'd like to thank our founding sponsor the Radiant Group, our host, Eastern Foundry. Signing off from atop a nondescript building in lovely downtown Rosslyn, Virginia, I am John Gilroy and thanks for listening to Students vs. Startups showdown on the Potomac.


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Canopus is, according to the Hipparcos satellite, 313 light years (96 parsecs) from Earth. Before Hipparcos, distance measurements for the star varied very widely, up to as much as 1200 light years; had the latter been correct Canopus would have been one of the most powerful stars in our galaxy. As is, it is still some 15,000 times brighter than the sun and the most powerful star within 700 light years or so (at which point it is beaten by Rigel). It is much more luminous, intrinsically, than the sole star that appears brighter than it from Earth -- Sirius is a mere 22 times more luminous than our sun, and depends on being much closer to us to beat its rival. In fact, for a large fraction of stars in the local stellar neighbourhood, Canopus is the "brightest star in the sky".
The difficulty in measuring Canopus' distance stemmed from its unusual nature. The usual classification for Canopus is F0 II, and F-class bright giants are rare and poorly understood; they may be stars in the process of evolving to or away from red giant status. This in turn made it difficult to guess how intrinsically bright it is and so how far away it might be. Direct measurement was the only way to solve the problem, and as it was too far away for earth-based parallax observations to be made, a precise distance had to wait until the Space Age.
The name "Canopus" has two common derivations, both listed in Richard Hinckley Allen[?]'s touchstone of stellar mythology, Star Names: Their Lore and Meaning; which is correct is a matter of conjecture. One comes from the legend of the Trojan War. As the constellation Carina is part of the now-obsolete, gigantic Argo Navis constellation, which represented the ship used by Jason and the Argonauts, the brightest star in the constellation was given the name of a ship's pilot from another Greek legend -- Canopus was the pilot of Menelaus' ship on his quest to retrieve Helen of Troy after she was taken by Paris.
The other etymology of the name is that it comes from the Egyptian Coptic Kahi Nub ("Golden Earth"), which refers to the way it would appear near the horizon in Egypt and be correspondingly reddened by atmospheric extinction from that position. There is also a ruined ancient Egyptian port, apparently specifically named for the star, near the mouth of the Nile (in fact, its site was the location of the Battle of the Nile).
Due to its brightness and position away from the orbital plane of our solar system (the latter being in contrast to Sirius' position), Canopus is often used by American space probes for navigational purposes, using a special camera known as a "Canopus Star Tracker" in combination with a "Sun Tracker".


Importance of healthy diet for dogs As a dog owner, it is your duty to ensure that you give the right amount of nutrition to your dogs so that it can be fit, active and healthy as the foods that you select should be beneficial for your canine pal. Moreover you need to understand that the food that you eat should not be given to the dog as both you and your pet has different digestive system.
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It is the perfect food for canines that offers a good source of protein, vitamin B, vitamin E, niacin and heart healthy fats. You can buy raw and unsalted peanut butter for your pet as it is the best way of getting healthy and active pet.
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Feeding a piece of cottage cheese or regular cheese to your dog helps in offering an extra boost of calcium to your dog and you also have the option of feeding low fat cheese that is loaded with calcium but does not contain healthy components as it will not lead to weight gain in dogs. Moreover there are certain breeds of dogs who tend to be lactose intolerant and hence you need to be careful when feeding cheese or any other dairy products to your dog.
Raw and cooked carrots are extremely safe for dog consumption as carrots are good source of vitamins, fiber and minerals while being low in calories. You can use this health food for your dog as it is used as snack but you need to cut the carrots into small pieces so that you can eliminate the risk of choking.


At present, progressively men and women want to better their rooms greatly. What is more, there are lots of suggestions which can result to be extremely helpful in the home decorating.
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The wall mural can assist you in developing the appearance of your room. Sometimes, it is sufficient to do many simple improvements to make the considerable modifications. Additionally, you do not have to spend much to buy the wall mural to your bedroom – you can buy it on the internet and save plenty cash.


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For other uses, see Oshkosh.
Location of Oshkosh in Winnebago County, Wisconsin.
Oshkosh was named for Menominee Chief Oshkosh, whose name meant "claw" (cf. Ojibwe oshkanzh, "the claw"). Although the fur trade attracted the first European settlers to the area as early as 1818, it never became a major player in the fur trade. Soon after 1830, much of the trade moved west, as there had been over-trapping in the region.
The establishment and growth of the lumber industry in the area spurred development of Oshkosh. Already designated as the county seat, Oshkosh was incorporated as a city in 1853. It had a population of nearly 2,800.
The lumber industry became well established as businessmen took advantage of navigable waterways to provide access to both markets and northern pineries. The 1859 arrival of rail transportation expanded the industry's ability to meet the demands of a rapidly growing construction market. At one time, Oshkosh was known as the "Sawdust Capital of the World" due to the number of lumber mills in the city, 11 by 1860.
During the Civil War, the 21st Regiment, Wisconsin Infantry, of the Union Wisconsin Volunteers was organized at Oshkosh, taking in many new recruits. This was one of two units organized in the state; the other was the 6th Regiment, Wisconsin Infantry, organized at Camp Randall, Madison. The 21st mustered in September 5, 1862, marching to Ohio and Louisville, Kentucky, where it participated in the fortification of Louisville later that year. It was attached to the Army of the Ohio and later to the Army of the Cumberland.
By 1870, Oshkosh had become the third-largest city in Wisconsin, with a population of more than 12,000. The community attracted a range of professional teachers, attorneys, doctors, businessmen, and others who helped it flourish. The Oshkosh Daily Northwestern newspaper (now the Oshkosh Northwestern) was founded around this time, as was the Oshkosh State Normal School (now the University of Wisconsin Oshkosh). Lumber continued as the mainstay of the city. By 1874, it had 47 sawmills and 15 shingle mills.
On April 28, 1875, Oshkosh had a "Great Fire" that consumed homes and businesses along Main Street north of the Fox River. The fire engulfed 70 stores, 40 factories, and 500 homes, costing nearly $2.5 million (or $51.2 million in 2010 money) in damage.
Around 1900 Oshkosh was home of the Oshkosh Brewing Company, which coined the marketing slogan "By Gosh It's Good." Its Chief Oshkosh brand became a nationally distributed beer.
The Oshkosh All-Stars played in the National Basketball League from 1937–49, before the NBL and the Basketball Association of America merged to become the NBA. Oshkosh reached the NBL's championship finals five times.
The city has a total of 33 listings on the National Register of Historic Places. Some area entrepreneurs and businessmen made their fortunes in the lumber industry. Many made significant contributions to the community, in both politics and supporting philanthropic organizations. Following devastating fires in the mid-1870s, new buildings were commissioned in Oshkosh that expressed a range of good design: for residential, commercial, civic and religious use.
The many structures which make up the city's historic areas are largely a result of the capital and materials generated by the lumber and associated wood manufacturing industries. Oshkosh had six historic districts as of October 2011. They include the Algoma Boulevard, Irving/Church, North Main Street, Oshkosh State Normal School on the University of Wisconsin–Oshkosh campus, Paine Lumber Company, and Washington Avenue historic districts.
The city had 27 historic buildings and sites individually listed on the NRHP as of October 2011. Eleven are houses, four are churches, and the remainder include schools, colleges, a bank, a fire house, an observatory, the county courthouse, and a cemetery where many of the entrepreneurs are buried.
Oshkosh is located at 44°1′29″N 88°33′4″W / 44.02472°N 88.55111°W / 44.02472; -88.55111 (44.024983, -88.551336).
According to the United States Census Bureau, the city has a total area of 26.61 square miles (68.92 km2), of which, 25.59 square miles (66.28 km2) is land and 1.02 square miles (2.64 km2) is water.
Oshkosh has a humid continental climate (Dfa) according to the Köppen climate classification system.
As of the census of 2010, there were 66,083 people, 26,138 households, and 13,836 families residing in the city. The population density was 2,582.4 inhabitants per square mile (997.1/km2). There were 28,179 housing units at an average density of 1,101.2 per square mile (425.2/km2). The racial makeup of the city was 90.5% White, 3.1% African American, 0.8% Native American, 3.2% Asian, 0.7% from other races, and 1.7% from two or more races. Hispanic or Latino of any race were 2.7% of the population.
There were 26,138 households of which 25.7% had children under the age of 18 living with them, 38.7% were married couples living together, 10.0% had a female householder with no husband present, 4.3% had a male householder with no wife present, and 47.1% were non-families. 34.4% of all households were made up of individuals and 11.4% had someone living alone who was 65 years of age or older. The average household size was 2.24 and the average family size was 2.90.
The median age in the city was 33.5 years. 18.6% of residents were under the age of 18; 18.7% were between the ages of 18 and 24; 26.7% were from 25 to 44; 23% were from 45 to 64; and 12.9% were 65 years of age or older. The gender makeup of the city was 51.2% male and 48.8% female.
As of the census of 2000, there were 62,916 people, 24,082 households, and 13,654 families residing in the city. The population density was 2,662.2 people per square mile (1,028.0/km²). There were 25,420 housing units at an average density of 1,075.6 per square mile (415.3/km²). The racial makeup of the city was 92.73% White, 2.19% Black or African American, 0.52% Native American, 3.03% Asian, 0.03% Pacific Islander, 0.53% from other races, and 0.98% from two or more races. 1.69% of the population were Hispanic or Latino of any race. 52.2% were of German and 6.3% Irish ancestry according to Census 2000.
In the city, the population was spread out with 20.7% under the age of 18, 18.1% from 18 to 24, 29.7% from 25 to 44, 18.3% from 45 to 64, and 13.1% who were 65 years of age or older. The median age was 32 years. For every 100 females, there were 99.9 males. For every 100 females age 18 and over, there were 98.7 males.
WIS 26/Hwy N Waupun Rd. (Exit 113), WIS 44/91 South Park Ave./Ripon Rd. (Exit 116), 9th Ave. (Exit 117), WIS 21 Oshkosh Ave./Omro Rd. (Exit 119), US 45 Algoma Blvd. (Exit 120), and WIS 76 Jackson St. (Exit 124).
U.S. Route 41 US 41 is cosigned with Interstate 41 in the Oshkosh area.
WIS 21 travels west to Omro, Wautoma and Tomah, Wisconsin. WIS 21 is partly or entirely along Omro Rd., Oshkosh Ave., Congress Ave., and Algoma Blvd.
WIS 26 Southbound, routes to Rosendale, Waupun, Beaver Dam, Watertown, Ft. Atkinson, and Janesville, Wisconsin. This is Waupun Rd.
WIS 44 travels southwest to Ripon, Wisconsin. WIS 44 is partly or entirely along Ripon Rd., South Park Ave., Ohio St., Wisconsin St., and Irving Ave.
U.S. Route 45 travels north to New London, Wisconsin and travels south to Fond du Lac along Lake Winnebago. US 45 is partly or entirely along Fond du Lac Rd., Main St., Algoma Blvd. (Northbound) / High Ave. (Southbound), Jackson St., Murdock St., and Algoma Blvd.
WIS 76 travels north to Shiocton, Wisconsin. This is Jackson St. from US 45 Murdock St heading north.
WIS 91 travels west to Berlin, Wisconsin. This is cosigned with WIS 44 along South Park Ave west of US 41 to Waukau Rd. Then it continues west on Waukau Rd.
Oshkosh is also served by the GO Transit (formerly Oshkosh Transit System), which runs nine fixed-route bus routes throughout the city from 6:15 AM until 6:15 PM Monday through Saturday. One of these routes also connects Oshkosh with Neenah, Wisconsin and the Fox Cities' transit system, Valley Transit.
Oshkosh's airport, Wittman Field or Wittman Regional Airport (KOSH), opened in 1927 as Oshkosh Airport Inc. The airport had commercial traffic starting in 1928 when Northwest Airways delivered mail to Oshkosh and the Fox Cities. In 1972, the airport was renamed after race pilot Steve Wittman, who was the airport manager for 38 years.
Wittman Field had commercial service on a number of airlines until 2003. Wittman was served at various times by Wisconsin Central Airlines, North Central, Republic, Air Wisconsin, American Central, Midstate Airlines, Northwest Airlink, United Express, Midway Connection, Skyway, and Great Lakes. Service on the final carrier, Great Lakes, was terminated in 2003 following the FAA's termination of a federal subsidy.
In the 21st century, Wittman Field continues to host the AirVenture Air Show and Expo (formerly the EAA up to 1998). The EAA was founded in 1953 in Milwaukee, Wisconsin by Paul Poberezny. The event was first held at Timmerman Field. In 1959, it was moved to Rockford, Illinois. By 1969, the EAA had grown too big for Rockford Municipal Airport, and the convention voted on moving to Oshkosh. During the Airshow, Wittman Regional Airport becomes the busiest airport in the world: more than 500,000 people and 10,000 airplanes attend AirVenture each year.
The closest airport with commercial service is Appleton International Airport in Appleton, Wisconsin.
Oshkosh Correctional Institution, a Wisconsin Department of Corrections prison, is located in Oshkosh.
Oshkosh is represented by Glenn Grothman (R) in the United States House of Representatives, and by Ron Johnson (R) and Tammy Baldwin (D) in the United States Senate. Rick Gudex (R) represents Oshkosh in the Wisconsin State Senate, and Michael Schraa (R) and Gordon Hintz (D) represent Oshkosh in the Wisconsin State Assembly.
Oshkosh Corporation is headquartered in Oshkosh. Oshkosh Corporation, formerly Oshkosh Truck, is the leading manufacturer and marketer of specialty vehicles and bodies in four primary business groups: Access Equipment, Defense, Fire & Emergency, and Commercial. Plastic packaging is also a major industry, with Bemis as a major employer. There are two well known chocolate companies located in Oshkosh, Hughes and Oaks.
Oshkosh is known for OshKosh B'Gosh, a manufacturer of overalls and children's clothing founded in the city in 1895. Originally a small-town manufacturer of adult work clothing, it became best known for its children's lines. The original children's overalls, dating from the early twentieth century, were intended to help children dress like their fathers. According to the company, sales increased dramatically when Miles Kimball, an Oshkosh-based mail-order catalog, featured a pair of the overalls in its national catalog. As a result, OshKosh B'Gosh began to sell their products through department stores and expanded their children's line. Their office is now based in Atlanta, Georgia.
Oshkosh is the home of EAA AirVenture Oshkosh, "The World's Greatest Aviation Celebration" held by the Experimental Aircraft Association, Inc. ("EAA"). AirVenture is the world's largest airshow. During AirVenture, air traffic at Wittman Regional Airport exceeds that of any other airport in the world. EAA is a non-profit member organization, dedicated to home-built aircraft, restored aircraft, and light-sport aircraft, and fostering an interest in flying in children 8–18 years old through its Young Eagles program.
Tourism and events are part of the local economy. Recreational fishing and boating on Lake Winnebago includes many active fishing tournaments, an annual sturgeon spearing season, and frequent yacht and boat races. Music festivals include the summer-long WaterFest downtown and major summer music festivals for country, Christian, and rock music.
Oshkosh is also home to two regional hospitals and the Winnebago Mental Health Institute located in nearby Winnebago, Wisconsin.
Oshkosh has 14 public elementary schools, five public middle schools, and two high schools operated by the Oshkosh Area School District. The high schools in the Oshkosh Area School District are Oshkosh North High School and Oshkosh West High School.
Private schools in the city include Grace Lutheran School (pre-K to 8th grade) and Martin Luther School (pre-K to 8th grade) of the WELS, Lourdes High School, and Valley Christian High School.
The University of Wisconsin–Oshkosh, the third-largest university in the state, is located in Oshkosh. The downtown campus serves approximately 14,000 students and employs 1,700 staff. Higher education is also served by a campus of the Fox Valley Technical College.
Oshkosh has seen a recent (as of 2006) resurgence in its cultural and entertainment options.
A downtown redevelopment plan led to the construction of the outdoor Leach Amphitheater on the Fox River. It hosts the weekly Waterfest concert series during the summer, as well as national touring musical acts and local community events. Also in downtown Oshkosh is the Grand Opera House, a performing arts center. Downtown Oshkosh has a Farmers Markets on Saturdays in the summer.
The Downtown Oshkosh Gallery Walk, held every first Saturday of the month year-round, surged in attendance through the warmer months of 2006. A number of downtown Oshkosh music venues have opened, and existing venues have tended to expand their schedules, following the trend of the area at large. The Jambalaya Art Cooperative and Art Space Collective have been long standing anchors of the Gallery Walk. In 2010, Chicago Magazine said The Jambalaya Cooperative, 413 N. Main St., was a "must see" destination when visiting Oshkosh.
Long-running community festivals, such as Sawdust Days in Menominee Park, continue to be popular. Menominee Park is also the site of the Menominee Park Zoo and "Little Oshkosh", a community-built playground. "Country USA" is an annual five-day festival in June that features entertainment from dozens of country music acts. "Rock USA" features many rock music acts as well.
The Milwaukee Bucks NBA basketball team placed their development team, the Wisconsin Herd, in Oshkosh beginning with the 2017–18 season. The team plays basketball at Menominee Nation Arena.
The southern terminus of the Wiouwash State Trail.
^ a b "American FactFinder". United States Census Bureau. Archived from the original on 2012-02-17. Retrieved 2012-11-18.
^ "Ojibwe Dictionary". Freelang. Archived from the original on 2012-09-19. Retrieved 2007-03-28.
^ "Destruction by Fire.; Further Particulars of the Burning of Oshkosh, Wis". The New York Times. May 1, 1875. Retrieved April 29, 2018.
^ "OSHKOSH, WI (476330)". Western Regional Climate Center. Archived from the original on December 8, 2015. Retrieved December 4, 2015.
^ "OSHKOSH, WISCONSIN Period of Record General Climate Summary - Temperature". Western Regional Climate Center.
^ "HOME IN OSHKOSH". Archived from the original on 12 May 2016. Retrieved 24 April 2016.
^ "Oshkosh Waterfest 33". waterfest.org. Retrieved April 29, 2018.
^ "Sawdust Days Coming Soon!". www.sawdustdays.com. Retrieved April 29, 2018.
^ "Bucks to own D-League franchise in Oshkosh". Milwaukee Journal Sentinel. Retrieved February 7, 2017.
Wikimedia Commons has media related to Oshkosh, Wisconsin.
"Oshkosh, Wis." . The New Student's Reference Work . 1914.


Early Reading made fun and easy! ABC Discovery Kindergarten Curriculum combines systematic phonics with hands-on learning activities that are easy to teach and fun for everyone.
The ABC Discovery Kindergarten Curriculum includes the book, ABC Discovery (a full color 119 page book), downloadable music, an Instructor's Manual*, Worksheets and Visuals for hands-on learning (to be used as copy masters), and a Phonetic Reader. *The Manual includes a Workshop that provides the instructor with information that is useful in the teaching of reading.
NOTE: Click here to scroll down to videos showing these materials being used in a group of children at the bottom of this page.
The instructor uses the Letter Friend as a puppet and pretends it is greeting the child, as seen below in the blurb. The question-answer method is used to make the child aware of the way the letter sound is made. The child 'examines' each letter sound by placing her hand in front of her lips to feel the air – and on her throat to feel the vibration that accompanies the letter sound. This helps to strengthen the connection between the letter sound and the letter symbol.
*Cartoon character "Puff" represents the air, i.e., the breath, that carries out letter sounds.
The teacher reads the rhyme for that letter from ABC Discovery and the child picks out the objects that begin with the letter sound.
The child may use "Sticks 'n Circles" to learn letter shape and stroke order.
A worksheet for each letter provides opportunity for the child to practice writing the letter and review letter sounds while coloring the pictures.
Item 004 on the 'Store Page'.
Key Pictures and Manuscript Letters are cards that may be used to play "memory match" and other learning games.
In addition to reading and writing, the Kindergarten Curriculum includes suggestions for teaching counting and numbers, positional concepts, general knowledge, shapes, ideas for crafts and suggestions of stories that may be read to the child. To maintain the interest of the child, most of these are presented as having some kind of connection to the ABC Discovery rhyme and/or the character-building concept.
The character-building discussion guide, called "Lesson in Living", and the suggested Bible verses or stories and motivational songs are also related to the rhyme.
After just a few consonants and one vowel have been learned, Consonant-Vowel (CV) blending is introduced. This foundational skill can be reinforced through using some of the recommended physical learning activities.
In this lesson, the child begins to experience the fun of actual reading. A final consonant is added, making three-letter Consonant-Vowel-Consonant words. (CVC) The child sounds these out while manipulating magnetized letter cards on a metal tray.
From this point on, word-building with letter cards, writing on the worksheet and reading are included in each lesson.
In the final step of each lesson, the child meets the same words, now arranged as a story in the Phonetic Reader.
Consonants are added, one per lesson, whereas vowels are followed by several lessons. This provides ample practice in differentiating between vowel sounds.
The last lesson in the CVC section presents words with a-r, e-r, and o-r blends.
After the foundational phonetic pattern (CVC) has been introduced and thoroughly practiced, the long-vowel phonetic patterns, CV and CVC+ e, and y as a vowel are introduced.
By the end of the Kindergarten program, the child will be equipped to attack words at the foundational level and will be able to enjoy a variety of other stories. The next and final steps in the ABC Discovery program are the two Phonics/Spelling Workbooks, "Discovery Trail" and "Fun with Letter Friends".
Younger children learn letter shape by using Sticks 'n Circles.
The final activity is "Bunny Hop". The five vowels have been lined up on the floor. Children hold a card on which an initial and final consonant have been written; an empty space is left between the consonant letters. As the children hop, they position the empty space over the vowels and read the words that appear.
Click Here to read testimonials from the Parents of the Children in the Video.


text:
Топик: Delacroix, Eugène
Название: Delacroix, Eugène
Раздел: Топики по английскому языку
Тип: топик Добавлен 10:45:20 20 января 2003 Похожие работы
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Delacroix, Eugène
Delacroix, Eugène, in full FERDINAND- VICTOR-EUGENE DELACROIX (b. April 26, 1798, Charenton-Saint-Maurice, Fr.--d. Aug. 13, 1863, Paris), the greatest French Romantic painter, whose use of colour was influential in the development of both Impressionist and Postimpressionist painters. His inspiration came chiefly from historical or contemporary events or literature, and a visit to Morocco in 1832 provided him with further exotic subjects.
Encyclopaedia Britannica, 1994
Eugene Delacroix is numbered among the greatest and most influential of French painters. He is most often classified as an artist of the Romantic school. His remarkable use of color was later to influence impressionist painters and even modern artists such as Pablo Picasso.
Ferdinand-Victor-Eugene Delacroix was born on April 26, 1798, in Charenton-St-Maurice, France. In 1815 he became the pupil of the French painter Pierre-Narcisse Guerin and began a career that would produce more than 850 paintings and great numbers of drawings, murals, and other works. In 1822 Delacroix submitted his first picture to the important Paris Salon exhibition: Dante and Virgil in Hell. A technique used in this work--many unblended colors forming what at a distance looks like a unified whole--would later be used by the impressionists. His next Salon entry was in 1824: Massacre at Chios. With great vividness of color and strong emotion it pictured an incident in which 20,000 Greeks were killed by Turks on the island of Chios. The French government purchased it for 6,000 francs.
Impressed by the techniques of English painters such as John Constable, Delacroix visited England in 1825. His tours of the galleries, visits to the theater, and observations of English culture in general made a lasting impression upon him.
Between 1827 and 1832 Delacroix seemed to produce one masterpiece after another. He again used historical themes in The Battle of Nancy and The Battle of Poitiers. The poetry of Lord Byron inspired a painting for the 1827 Salon, Death of Sardanapalus. Delacroix also created a set of 17 lithographs to illustrate a French edition of Goethe's Faust.
The French revolution of 1830 inspired the famous Liberty Guiding the People, which was the last of Delacroix's paintings that truly embodied the romantic ideal. He found new inspiration on a trip to Morocco in 1832. The ancient, proud, and exotic culture moved him to write "I am quite overwhelmed by what I have seen."
In 1833 Delacroix painted a group of murals for the king's chamber at the Palais Bourbon. He continued doing this type of painting, including panels for the Louvre and for the Museum of History at Versailles, until 1861. Much of the architectural painting involved long hours on uncomfortable scaffolding in drafty buildings, and his health suffered. He died on Aug. 13, 1863, in Paris. His apartment there was made into a museum in his memory.
Работы, похожие на Топик: Delacroix, Eugène


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Home » Drug War Chronicle » Issue #803
Peru Retakes Spot as World's #1 Coca Producer
by psmith, September 30, 2013, 03:38pm, (Issue #803)
Andean Drug War
Drug Trade Funding Terrorists
And the wheel turns. Twenty years ago, Peru produced about 60% of the world's coca crop, from which cocaine is derived. But crop disease and aggressive anti-trafficking efforts in Peru hurt output there even as cultivation blossomed in Colombia, which took first place honors by the turn of the century.
coca leaf statues in Peruvian village (Phillip Smith)
But now, according to the UN Office on Drugs and Crime (UNODC), Peru has regained its status as the number one producer. In a report issued last week, UNODC estimated that Peru had 151,000 acres of land devoted to coca production, compared to 125,000 acres in second place Colombia and about 63,000 acres in third place Bolivia.
Just as aggressive eradication and interdiction campaigns in Peru -- including a US-aided policy of shooting down suspected drug trafficking planes -- reduced the coca supply there in the 1990s, the massive US aid program known as Plan Colombia, with its aerial fumigation and aggressive eradication programs, has managed to shrink production in Colombia.
At its peak in 2000, Colombia accounted for 90% of the world's cocaine, with about 400,000 acres planted with coca. Since then, that figure has shrunk by about one third.
But in a clear example of "the balloon effect," Peru has taken up the slack, and has been well-situated to take advantage of growing Brazilian and European demand for cocaine. Peru's reemergence as the global coca leader comes despite renewed efforts by President Ollanta Humala to crack down on coca cultivation, as well as the trafficking and armed rebel groups -- remnants of the feared Shining Path insurgency of the 1980s -- who protect and profit from it.
Peru actually managed to decrease cultivation this year by about 4,000 acres, or 3.4%, according to UNODC. But given continuing declines in Colombia and stable, lower-level production in Bolivia, the country retakes first place even with the decline.
Unlike Colombia, both Peru and Bolivia have long histories of indigenous coca use, and both countries have large legal coca markets. But according to the UNODC, of Peru's estimated 129,000 tons of dried coca leaves, only 9,000 tons were destined for the legal market. That leaves 120,000 tons of leaves ready to be turned into cocaine hydrochloride and snorted up noses in Rio de Janeiro, Rome, and Riyadh.
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Shooting down planes?
by sicntired, September 30, 2013, 11:53pm
I know that there is nothing that the US doesn't thinks it has a right to do just because,but isn't this against some kind of law?I've seen them run planes out of gas and go down into the drink.I've seen them open fire on go fast boats from helicopters.We know they send assassination teams into the jungle.I only hope that one day the people behind these extra-judicial killings will be brought to justice in front of the families of some of these murdered men and women.I know that the cartels are brutal and vicious and kill without compunction.Dropping to their level just makes the law every bit as brutal and vicious.For every billionaire drug lord there are hundreds and thousands of poor peasants just trying to feed their families.Many pilots are family men trying to avoid the bank taking everything they own.As long as people are doing drugs there is no way to justify the killing,without trial,of anyone.The DEA is nothing but a terrorist organization.They try to spread fear with their shootings and downing of planes.They are every bit as inhumane as any cartel boss.
i recall an incident that got
by the virgin terry (not verified), October 07, 2013, 08:54pm
i recall an incident that got a good deal of media attention some years back in south america in which a plane carrying some young americans that wasn't even involved in smuggling got shot down, no survivors.
'The DEA is nothing but a terrorist organization.They try to spread fear with their shootings and downing of planes.They are every bit as inhumane as any cartel boss.'
exactly correct. the worst terrorists work for the government. the worst terrorist organizations are governments. not exclusively terrorist, mind u. just like 'legitimate' gangsters, they have a humane side. but just like (sur)real gangsters, they're ruthless.


text:
Paulo-Juarez Pereira	Spirituality for the "Post-Winter Solstice 2012" Era
Man's Will, Woman's Treasure
Man's will is woman's treasure.
The source of relationship between man and woman begins with man's "I want." If man gives his will to the woman, that is the woman's treasure. For Nietzsche, "man's happiness is called 'I want";. woman's happiness, 'he wants.'" When man gives his will to the woman, that means he expresses his will to her, as something that both of them can do together. He might say, for example, "I want to have dinner with you." " I want to go out with you." "I want to go on a vacation with you." "I want to move in with you." "I want to marry you." And so on.
Man's will is woman's treasure because we give our will only to a person that we trust. If a man expresses no will, that means there is no trust, no love, no relationship. Thus, Nietzsche says, "the woman's happiness is called 'he wants.'"
What is, then, a strong man? What is the kind of man that the woman loves to love? Such a man needs three characteristics: first, he needs to have a clear will—the kind of will that rings clearly like a bell. Moreover, man's will needs to be benevolent—that is, he wants something that a woman can feel like love. He might say, for example, "I want to spend the rest of my live with you." Finally, a woman loves a man that does not change his will easily. He cannot be like a weathervane that moves here and there and never quite knows what he wants. So, a woman wants a man with a clear will, a benevolent will, and an abiding will.
Molding Man's Will
Everything starts to happen once a man expresses his will to the woman. That will is the woman's treasure and her happiness, according to Nietzsche. But man's will usually comes in the form of a rough diamond. From that point until the creation of a splendid piece of jewelry takes a lot of work, as every woman can attest.
But if man's will is clear, benevolent, and not easily changeable—in other words, if his will is hard like a diamond—that is something the woman can work with. If the woman has patient and makes the effort, that rough diamond can become something marvelous. Thus, a woman has the power to mold man's will and create something splendid, but it is up to man to give her that will—clear, benevolent, and not easily changeable.
Educating Young Boys
The best way to educate young boys, then, is to give them a chance to express their will—like a gentle plant that needs to be cared for and guided. Both moms and dads have an important role to play here, in different ways. Let the young will come out with politeness and benevolence. Such boys grow up to become great husbands, wonderful fathers, and respected members of their communities.
I conclude with a quote:
I had grown up like a vine without a pole, and the wild tendrils spread aimlessly over the ground. You know how so much noble strength perishes among us because it is not used. I wandered about like a will-o'-the-wisp, assailed everything, was seized by everything, but only for a moment, and the inept powers drained themselves to no purpose.
—Excerpt From: Friedrich Hölderlin & Ross Benjamin. "Hyperion." iBooks.
Ypsilanti, Michigan, USA
Photo Credit. Author: Stefano Corso; Source: http://bit.ly/1IwR2T7; Creative Commons License: Attribution-NonCommercial-NoDerivs 2.0 Generic (CC BY-NC-ND 2.0).
May 12, 2015 0 Comments Short URLhappiness, relationships, WillUncategorized
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The Heart, the Woman: Finances, Education, Healthcare
The Body as a Source of Truth: A Back-to-the-Body Perspective


Let us face the fact that we have digressed into a society and much of a Westernized world filled with the amazement and mesmerism of virtual reality based psychotronics. In essence, distractions have never been made so scientifically and skillfully designed as to provide one with the unconscious indoctrination of propaganda, as seen in full swing today. For this, it is important to note that whether the distraction is super imposed upon us by the think tanks, or a natural occurrence resulting from an incident, there is no fool proof way of completely eliminating all distractions. But, there are steps and measures one can take to greatly reduce these forms of distractions that will surely result in the restoration of one's critical thought process, and sanity. This method involves finding a quiet and comfortable setting to sit down, as in a desk or table at a reputable library or study hall. Here, one is able to collect their thoughts, and plan for the completion of writing assignments, such as an essay that is needed for a near future submission.
It does not take much to be able to write an essay. All that is necessary are the representation of the required materials needed to be at hand. What this means is that you should be able to gather all of the materials you will need for the writing process. Materials needed might include writing instruments, paper, the list of guideline requirements from your instructor pertaining to writing the essay, and reference sources. First, it would be wise to thoroughly read through the writing assignment guidelines. This allows for the instructor's requirements to be made clear before further commencing on the actual writing. Be sure to frequently revisit the guidelines throughout the process of your writing. Next, you should plan an outline. In creating an outline, it is best to fill in as much information as possible on the subject. A simple outline can include a heading, which will be the title, and subheadings such as the introduction, body paragraphs, and conclusion. Under each subheading, fill in the information pertaining to that particular area. Once you are able to complete this, the process of transferring this information in the form of a coherent, organized essay will be accomplished relatively easy.


Whether you own a restaurant or a retail store, you need a cost effective method to keep track of your inventory and process sales. A POS System with the right software and hardware will automate business operations and encourage a faster productive workflow. Growth and success is every business owner's goal and one way to accomplish that is to use a POS terminal. We offer affordable and reliable POS Systems for restaurants and retail shops including DVR camera systems.
We understand the requirements of every business owner and offer only the best hardware and software solutions at affordable prices. We are now proud to offer a revolutionary table side POS solution which enables the customer to place orders, request drink refills and pay for their meal all from their table. Restaurants investing in an iPad POS System will ensure customers are attended to at all times when they are in need of something. A portable handheld iPhone POS System is also available for servers eliminating the old method of order taking. As the server inputs the customer's order and clicks send the order is sent straight to the kitchen, saving time. Below is a partial list of the products we provide.


Stars of screen and stage walked the red carpet at Bridgestone Arena in Nashville, Tennessee, tonight to celebrate this year's CMT Music Awards, where black-and-white dressing was a major theme. Check out what some of our favorite leading ladies—and stunning songstresses—wore on the red carpet. Aubrey Peeples—who'll star in upcoming film Jem and the Holograms—wore a caped LBD and shoes from Aldo: Carrie Underwood made her first post-baby red carpet appearance in an embellished white minidress from Thomas Wylde's fall collection (styled by Marina Toybina), shoes from Jimmy Choo, and carrying a Deepa Gurnani clutch. Rumer Willis flashed a little leg in a sweetheart-neckline strapless "Albina" dress from House of CB: Erin Andrews' cutout column gown was a total showstopper on the red carpet. And here's Nikki Reed in a kicky little halter minidress from Kaufman Franco and "Besame" pumps from Brian Atwood. Who's your pick for best dressed at the 2015 CMT Music Awards? Tell us in the comments below.
Stars of screen and stage walked the red carpet at Bridgestone Arena in Nashville, Tennessee, tonight to celebrate this year's CMT Music Awards, where black-and-white dressing was a major theme. Check out what some of our favorite leading ladies—and stunning songstresses—wore on the red carpet.
Carrie Underwood made her first post-baby red carpet appearance in an embellished white minidress from Thomas Wylde's fall collection (styled by Marina Toybina), shoes from Jimmy Choo, and carrying a Deepa Gurnani clutch.
Erin Andrews' cutout column gown was a total showstopper on the red carpet.
And here's Nikki Reed in a kicky little halter minidress from Kaufman Franco and "Besame" pumps from Brian Atwood.
Who's your pick for best dressed at the 2015 CMT Music Awards? Tell us in the comments below.


Some argue that the combination of advanced sensors, data fusion, high-performance missiles, and directed-energy weapons will bring the era of unstealthy and stealthy-but-short-legged platforms to an end. 2 Like the newly married individual trading in his or her Porsche for a more sensible minivan or sport utility vehicle, Admiral Greenert is suggesting that the Navy's circumstances have changed, warranting the swapping of style and performance for reliability, relevance, and cost-effectiveness.
What does the CNO's construct imply for the future carrier air wing? The Navy's current plan is to deploy a mix of F/A-18 E/Fs, F-35Cs, EA-18 Growlers and E-2D Hawkeye airborne-surveillance aircraft. While not as "luxurious" a collection of purpose-built platforms as those that populated the air wing of an earlier era—the A-7, A-6, F-14, EA-6B, and S-3—these are all still relatively high-end vehicles. None was designed as a "truck." Moreover, the operational effectiveness of the CVW can be realized only when all the parts are employed together, which is still relatively costly. It is possible to hang advanced weapons and sensors on the F/A-18s and F-35s, but they are still comparatively short-legged and will require significant off-board intelligence, surveillance, and reconnaissance (ISR) to successfully employ their long-range payloads.
A near-term challenge to a payloads-over-platform strategy for the CVW is the lack of advanced, long-range weapons and supporting capabilities. The Naval Aviation Vision would employ standoff weapons such as the Joint Standoff Weapon (JSOW), the Standoff Land-Attack Missile-Expanded Response (SLAM-ER), Harpoon, and Tomahawk at least until 2030. However, even then the majority of aircraft-delivered weapons will be relatively short-range Joint Direct Attack Munitions (JDAMs), Laser-Guided Bombs (LGBs), and small-diameter bombs. So it appears that there will be a requirement for a significant number of "luxury" platforms to deliver these weapons for at least the next two decades.
With its combination of mobility, offensive and defensive capabilities, airborne- and sea-based sensors, and powerful command, control, and communication (C3)systems, the CVBG is uniquely suited to play a central role in the AirSea Battle framework. In the future, the primary mission of the carrier might not be to generate strike sorties but instead to function as a command-and-control platform, deploying the future air wing as a distributed network of C3 nodes to support and direct an orchestrated set of kinetic and non-kinetic actions by planes, ships, submarines, and even land-based assets across an entire theater of operations.
Proponents of an unmanned aerial system (UAS) solution argue that replacing manned systems with unmanned platforms is an answer to the A2/AD challenge. At a minimum, UASs will permit the military to conduct operations in a high-threat environment with less risk of casualties. Without the requirement to support and protect a person in the cockpit, new platform designs and tactics could negate the A2/AD threat. In addition, some believe that UASs offer an inherent cost savings over manned platforms (in procurement, operations, and support), thereby allowing the military to proliferate the numbers of aerial systems.
The only near-term opportunity carrier aviation has to break out of the "luxury-car" pattern, deploying a Ford F150 instead of a Porsche or Lexus, is the unmanned carrier-launched surveillance and strike system (UCLASS). Unfortunately, the Navy does not appear to have made up its mind on what it wants in a UCLASS. Is it going to be a platform designed to deal with the A2/AD threat or a dependable truck? The plan is to deploy no more than four per air wing, which suggests that the UCLASS will be relegated to those missions that are long, boring, and dangerous. This is likely to make for a narrow trade space between stealthiness, range, payload, performance, and cost.
What much of the pro-UAS arguments fail to sufficiently appreciate is that when a UAS goes out on a combat mission it leaves its brains behind. Yes, the UAS will have computers, a GPS receiver, navigation software, perhaps even collision-avoidance and target-recognition capabilities. But so, too, does a cruise missile. If a weapon is going to be deployed on a UAS, it is because of some uncertainty regarding the target's identity, location, value, or legal status. Typically, the rules of engagement in such a situation require a person in the loop. Even if the rules were relaxed, it will be a long time before a computer can equal the pattern recognition capabilities of the Mark I eyeball in the head of a trained pilot. The same requirement for a human decision-maker also exists for any mission that requires enroute replanning, as when the location of the target is not precisely known, hostile forces are maneuvering, or a decision must be made concerning which of several targets to strike.
This should not be a problem, so long as the communications links between the UAS and the controller are intact. But how likely is that? China's People's Liberation Army has gone to school on the so-called American Way of War. It is fully aware of how much the U.S. military relies on its networks, space-based assets, and global command, control, and communications. That is why these will be among the first targets in a Chinese A2/AD campaign. U.S. military leaders are now talking of training their people to operate in an A2/AD environment in which communications, navigation, and sensing are degraded. Once the Global Positioning System is jammed, long-range sensors are degraded, and communication links are blocked, what happens to the UAS? It will have undergone a virtual lobotomy.
Some sources have suggested the need to coordinate development of the Navy's UCLASS and the Air Force's Long-Range Strike System programs. In a budget-constrained environment, neither service can afford the platform with all the characteristics they desire: long range, large payload, advanced sensors, and stealthiness. Consequently, what is needed is a family of platforms with a basic, heavy-duty "truck," a long-range strategic bomber, complemented by a set of smaller, stealthier, shorter-range unmanned platforms that would conduct a range of supporting missions including ISR, electronic attack, suppression of enemy air defenses and possibly long-range communications. The UCLASS would seem to be remarkably well-suited to performing this second role with the Air Force's new long-range bomber providing the massed firepower. 9 This is not all that new an idea. Since the retirement of the EF-111s, the Navy has provided the Air Force with all its airborne-electronic-warfare support, first with the EA-6B Prowler and now the EA-18 Growler.
Taken to the next level, perhaps two decades hence, the A2/AD challenge and a payload-over-platform acquisition strategy would suggest a very different carrier air wing. If the C3 vulnerability problem can be resolved, manned platforms will be gone. The air wing will consist of two or possibly three classes of unmanned aerial vehicles (UAVs). The first would be a highly stealthy, long-range vehicle able to carry a limited payload. This platform would be designed to conduct very challenging ISR and strike missions in an intense A2/AD environment.
The second class would be a relatively large, slow, non-stealthy "truck," deploying an array of long-range weapons, both offensive and defensive. This would represent the epitome of the payloads-over-platforms philosophy. The third class would be a high-altitude, long-endurance platform for sensors and communication packages. One mission of this class could be to allow the CVBG to maintain long-range communications even in an A2/AD environment by relying on line-of-sight from one UAS to another. There might even be a role for a large, vertical-launch-and-recovery UAV that would replace current helicopters.
If the next generation of surface combatants also reflects the payloads-over-platforms design philosophy then they may be the repositories of most of the battle group's weapons, obviating the need to deploy them on UAVs. Complementing the carrier-based UAVs would be other types launched and recovered by surface combatants and even submarines. These could perform close-in missions such as tactical ISR and targeting, ASW, and electronic combat.
Reports of the large-deck carrier's imminent demise have been seriously exaggerated. A host of options are available to extend the life of the CVN fleet and expand its utility. By modifying the composition of the future carrier air wing, expanding the kinds of payloads that are available, deploying UCLASS, and developing new operational concepts, the Navy can remain the world's dominant sea service for decades to come.
1. ADM Jonathan W. Greenert, USN, "Payloads Over Platforms: Charting a New Course," U.S. Naval Institute Proceedings , July 2012, 16.
2. Thomas Ehrhard, An Air Force Strategy for the Long-Haul , Center for Strategic and Budgetary Assessments, 2009; David Axe and Noah Shachtman, "'Operation Chimichanga' Tests Pentagon's Stealth Strike Force," Wired, 11 April 2012.
3. Department of Defense, Joint Operational Access Concept (JOAC) , 17 January 2012, 14–17; Also, Robert Haddick, "JOAC begins the discussion on access, but tough problems remain," Small Wars Journal Blog , 25 January 2012.
4. Philip Ewing, "CSAF, CNO attempt to demystify Air-Sea Battle," DoDBuzz , 16 May 2012.
5. VADM J. T. Blake, "Integrated Air and Missile Defense," Briefing For NDIA SLAAD Symposium , 13 July 2010.
6. David A. Fulghum, "Self Regulated World Sought For UAV," Aviation Week & Space Technology , 17 October 2011.
7. J. Randy Forbes, "What is the potential and what are the challenges the Navy faces in fielding a UCLASS to the fleet?"www.informationdissemination.net/2012/06/what-is-the-potential-and-what-… .
8. David A. Fulghum, "Old Weapons Renewed As ISR, EW And Cyber-Operations Merge," Aerospace Daily & Defense Report, 1 September 2011.
9. David A. Fulghum and Bill Sweetman, "New Bomber Brings ISR Surprises," Aviation Week & Space Technology , 29 August 2011.


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The ZT-CIAO 4 Wheeled 20 Mile Range Lightweight 4 MPH Pavement Mobility Scooter comes with a large selection of available colours. The Ciao comes with 12V 20Ah x 2 batteries which provides an impressive range of 20 miles. With modern styling, large shopping basket, easy to use controls and a large LED headlight this scooter represents something a little different.


November 10, 2015 | BIT Magazine 3D printing has found its way into almost every aspect of modern technology and society, from printing toys and replacement parts, to making biotech equipment and even replacement body parts. However, the roots of 3D printing go back to prototyping and product design, and it is still one of the most useful applications 3D printing excels at.
At Bangkok-based makerspace Maker Zoo, much of the work being done there for clients is prototyping. And nearly every project faced by Maker Zoo's staff requires 3D printing. Whether it is a temporary rig to hold servos and other sorts of electronics, or a prototype case for an actual project, 3D printing has become indispensable.
And some projects involve prototypes that even end up becoming short-run 3D printed products themselves.
One client came in looking for a solution to house a tablet PC. The tablet would become the center of an interactive system and would need to be mounted and given an extra degree of protection. Using SketchUp to design the case in 3D, and Maker Zoo's MakerBot Replicator 2's, the case was printed in four separate pieces (it was simply too big to be printed all in one go). Using a technique known as friction welding, the four pieces were combined into just two, a front and back cover which were then attached by screws with the tablet PC inside.
Several of these would be made to create a much larger interactive system. Should the prototype go into wider production, the client has been given the 3D files to bring to a manufacturer who will then make a mold and mass produce the cases.
A headless guitar is a specific design that lacks the traditional tuning keys most people think of when they think of "guitars." Instead, there are special tuning keys that leave lengths of guitar string sticking out in a haphazard and potentially dangerous way. To fix this, Pattaya-based bass guitar designer, maker, and musician Lenkybass, designed caps to cover the ends of these headless guitars.
With 3D printing, it was not only possible to make a prototype for him, but because they are made in such small runs and in various sizes, it has become more convenient for Lenkybass to order them from Maker Zoo as needed.
And because these caps were prototypes, and because they were being fabricated on demand, design flaws regarding the caps' grip on their respective guitars can be worked out without having to discard large amounts of stock.
Future iterations might include 3D printed molds using silicon.
One of Maker Zoo's ongoing collaborations has been with the Queen Sirikit National Institute of Child Health (QSNICH), a Bangkok-based children's hospital. Their innovation department attempts to implement various ideas brought to them by hospital staff to solve various problems. They've approached Maker Zoo to help out with several prototypes which include a dermatology tool, a simple bed leveling tool, a needle disposal system, and even several attempts to turn MRI data into 3D printed models.
Maker Zoo has used 3D printing for each and every project. Some, like the bed leveling tools, can immediately be used in the hospital. Others can be developed further, mass produced, and sold by the hospital's innovation department to raise more funds to continue R&D activities.
Eventually, Maker Zoo would like to see QSNICH acquire its own 3D printers and designers, which would greatly accelerate the innovation and prototyping process. In the near future, it would be hoped that other hospitals could also create their own innovation departments fully equipped to prototype and fabricate items on demand.
One of Maker Zoo's most recent collaborations has been with Thailand's first DIYbio lab. F.Lab was recently founded and seeks to start its journey into DIY biology by carrying out DNA barcoding for Thai agriculture, and in particular, organic rice. But doing biology requires very specific equipment made by only a handful of manufacturers. Because so few make it, and demand is so low, prices are quite high. Creating a lab with brand-name equipment would be prohibitively expensive for would-be DIY-biologists.
That's where 3D printing comes in. Open source microcontrollers, cheap electronics, and freely available designs online have made it possible to make your own lab equipment for a fraction of the cost of buying it from a supplier. With 3D printing, not only can you create components and cases for your equipment, you can create it exactly how you want it, allowing you to not only furbish your lab with usable equipment, but learn in the process and improve your designs along the way.
F.Lab's first piece of equipment is a magnetic stirrer made at a recent workshop conducted by Hermes Huang at Fab Cafe, Bangkok. The prototype made during the workshop consisted of only a computer fan, a magnet, a potentiometer, and a 9V battery. At Maker Zoo, this proof-of-concept was quickly turned into a permanent piece of lab equipment, complete with a 12V power supply and a case designed for the rigors of lab use.
In the past, if you had an idea, you'd need designers, a workshop, and lots of cash. Today, 3D design tools are becoming increasingly easier to use, are freely available, and can produce a file capable of being printed at a growing number of makerspaces around the world. 3D printers themselves are going down in price, are becoming easier to use, and for an aspiring designer or inventor, are already an indispensable tool for turning ideas into working prototypes.
And as 3D printing continues to grow as an industry, what is mostly prototypes today, may become small batch full-option manufacturing tomorrow. Entire local economies may rise from local fabrication that eliminates global-spanning supply chains dependent on mass production and turns everyone into entrepreneurs, producers, toy-makers, and artisans of every kind. In the near and intermediate future, it is already becoming clear that design literacy will be as important as computer literacy is today.
Already, 3D printing has given rise to many of the capabilities now taken for granted at makerspaces around the world. Rapid prototyping and 3D printing services have added extra income for makerspaces that once depended only on monthly member fees. And rapid prototyping doesn't just benefit clients, but makerspace staff with the skills and tools to do prototyping can just as easily develop valuable ideas themselves.
There are almost endless, free resources online that enable anyone with the time and interest to teach themselves 3D design tools and the in's and out's of 3D printing. Makerspaces are great places to bring your questions in case you can't find answers online, and of course, most makerspaces offer frequent workshops introducing people to 3D printing and building up their skills.


text:
FIA Formula–3 bajnokság egy formaautós versenysorozat, a Formula–1 második számú betétsorozata. A korábbi GP3 és a Formula–3 Európa-bajnokság sorozatainak összevonásából jött létre.

Története
2017. március 13-án bejelentették, hogy a GP3-as széria egyesül az FIA és a DSBA (Német Autósport Szövetség) által szervezett Formula–3 Európa-bajnoksággal, amelynek megvalósítását 2019-re tűzték ki.

2017. szeptember 1-jén bejelentették, hogy a Motorosport Világtanács felkérésére elkezdték kidolgozni a főbb irányvonalakat, a bajnokság logóját, szabályrendszerét.

A GP3 sorozat vezérigazgatója, Bruno Michel bejelentette, hogy az új sorozat szankcionáló testülete a 2019-es évadtól kezdve továbbra is az FIA irányítása alatt marad, és így a Formula–1 kizárólagos betétfutamait a sorozat adja majd a nagydíj hétvégeken, elsősorban Európában. A Nemzetközi Automobil Szövetség elnöke, Jean Todt 2018 októberében bejelentette az új bajnokság hivatalos nevét és logóját.

Autó
Az FIA Formula–3-as bajnokságban szereplő autók a Dallara szénszálas alvázait használják, amelyet egy Mecachrome V6-os motor hajt meg, valamint a széria gumibeszállítója a Pirelli cég. Ez egy teljesen új konstrukció, amelyen először jelent meg a fejvédelmet szolgáló glória, más néven Halo. A technika modellneve Dallara F3 2019. A versenyautót már a legendás makaói nagydíjon is kötelező használni 2019-től.

Az autók felépítése

 Motortérfogat: 3,4 L
 Teljesítmény: 380 LE
 Aspiráció: Szívó
 Sebességváltó: 6 sebességes lapátváltó
 Súly: 673 kg
 Hossz: 4,965 mm
 Szélesség: 1,885 mm
 Tengelytávolság: 2880 mm
 Glória (Halo): Van
 Üzemanyag: Elf LMS 102 RON ólommentes
 Üzemanyag-kapacitás: 65 liter (17 gallon)
 Üzemanyag-szállítás: Közvetlen

 Gumiabroncs: Pirelli P Zero

Szezonok

2019

A 2019-es FIA Formula–3 bajnokság a legelső szezonja volt a szériának. A bajnokság 16 versenyes volt, melyet 8 versenyhétvége alatt bonyolítottak le kizárólag Európában. Az idény május 11-én kezdődött a Circuit de Barcelona-Catalunya aszfaltcsíkon és szeptember 29-én ért véget az oroszországi Szochi Autodrom pályán. Ez volt a debütálása az új Dallara F3 2019 kasztninak, de a motorcsomag továbbra is változatlan maradt, mint a GP3-as időszakban. A két nyitófutamot orosz Robert Svarcman és az indiai Jehan Daruvala nyerte. Végül a szezonzárón, hazai közönség előtt Robert Svarcman biztosította be az egyéni világbajnoki címet, míg a Prema Racing harmadik versenyzője, Marcus Armstrong az összetett 2., míg Jehan Daruvala az összetett rangsor 3. helyén zárt.

2020

2020-ban először nem Európában, hanem a Közel-Keleten, a sivatagos Bahrein International Circuit-en indult volna útjára az szezon március 21-én, azonban a koronavírus-járvány miatt elhalasztották a versenyt, ezért az ausztriai Spielbergben lett megtartva az első hétvége július 4-én.

A szezon szeptember 13-án zárult Mugellóban, ahol az ausztrál Oscar Piastri szerezte meg a bajnoki címet Théo Pourchaire és csapattársa, Logan Sargeant előtt. Összesen tizennyolc versenyt rendeztek kilenc helyszínen.

2021

2021-től átalakult a versenyhétvégék menetrendje, miután egy költségcsökkentési szabályozás következtében egy nagydíjhétvégén nem kettő, hanem három versenyt rendeztek a Formula–3-ban; két sprintfutamot és egy főfutamot. Két új helyszín, a Circuit of the Americas és Zandvoort is ebben a szezonban debütált volna a sorozatban, azonban előbbi versenyt a koronavírus-járvány miatt törölték, a szezonzáró hétvégét pedig Szocsiban tartották. A bajnoki címet a Prema norvég versenyzője, Dennis Hauger szerezte meg, a konstruktőrök között pedig a Trident végzett az élen.

Bajnokok

Versenyzők

Konstruktőrök

Jegyzetek

További információk
 A Formula–3 hivatalos honlapja

FIA Formula–3 bajnokság

redpajama_set_name: RedPajamaWikipedia