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You are here: Home / EU Licence Directive / ACEM 3DLD Rejection
ACEM 3DLD Rejection
The European motorcycle industry has called on the European Parliament and Member States to reject an Amending Directive to the 3rd European Driving Licence Directive.
ACEM the motorcycle industry representative in Europe argues that, "this is due to the questionable rationale applied by the EC and the impact it will have on EU riding schools and on the access to the product."
ACEM also say that this would have the effect of setting, "arbitrary provisions for test vehicles with heavy impact on EU riding schools and access to motorcycles.
Right To Ride's Trevor Baird has just returned from a stakeholders meeting concerning the introduction of the 3rd European Driving Licence Directive in Northern Ireland. This issue was discussed, as he had made the group aware of the amendment earlier, Right To Ride supports the ACEM initiative and calls on member states and European Parliament to reject the amendment.
ACEM Press Release
ACEM, the Motorcycle Industry in Europe, calls on the European Parliament and Member States to reject the Directive on driving licences due to lack of consultation of stakeholders and potential negative consequences on riding schools operations and licensing costs, raising the barriers to the access of motorcycles and scooters.
The provision, tabled by the European Commission under the comitology procedure less than three months before it enters into force requires motorcycle training schools and test centres to purchase an additional vehicle fulfilling the new A2 test vehicle requirements in order to be able to offer the test to A2 motorcycle licence applicants. The consequent EU-wide increase of test vehicles fleet is not economically justified due to the low demand for motorcycle licences in certain areas of the European Union.
ACEM points out further that raising the minimum power for test motorcycles of category A from 40 kW to 50 kW will lead to an increase in costs for training and licensing and is unjustified.
By referring to gender differences as regards motorcycle minimum weight, the European Commission furthermore risks being criticized for discriminating women and citizens of small stature, who should be free to take their test on an appropriately sized vehicle.
By excluding industry and stakeholders from any kind of consultation the European Commission, incomprehensibly ignored the fact that these provisions will lead to an increase in costs for training and license acquisition, unfairly raising the barriers to motorcycle use.
Member States will be asked to express themselves on these provisions at next COREPER's meeting on Wednesday, October 17th. As no amendments can be proposed in the Comitology procedure at this late stage, ACEM calls on MEPs and Member States to reject the directive as a whole, allowing for stakeholders' positions to be duly taken into account, and a compromise solution to be found.
Jacques Compagne, ACEM Secretary General: "It is regrettable that the European Commission conducted the revision of the directive behind closed doors without involving any stakeholder in the discussions. Provisions that directly affect driving schools which are mainly SMEs and family run businesses, must take into account the economic crisis and the difficulties experienced by such businesses today. Unlike car driving schools, motorcycle riding schools do not benefit from the same economies of scale. ACEM therefore calls for a rejection of the directive, allowing for an appropriate consultation process to be launched."
Note for editors
The imminent entry into force of the Third Driving Licence Directive [2006/126/EC] (19.1.2013), which redesigns the access framework to L-category vehicles (mopeds, motorcycles, scooters, tricycles and quadricycles), creates three motorcycle licence categories (A1, A2 and A), calling for coherent minimum requirements for test vehicles.
The proposal laid out by the European Commission under the comitology procedure aims at modifying the minimum requirements for driving tests vehicles covered by the Directive on driving licences.
Original source: Click Here
Filed Under: EU Licence Directive, Rider News EU, Rider News EU 2012 Tagged With: Licence, Organisations
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Right To Ride says
1st July 2013 at 12:08 am
Hi Stuart
Regarding the issue of the new licence requirements for three wheelers /Tricycles/ cyclecars we have been informed that there will be a consultation published on the issue.
As soon as we hear any more we will let everyone know.
25th February 2013 at 6:51 am
Thanks for getting in touch with further info, I did reply to your original post over at Right To Ride – Click Here
I also sent you through an email that I had followed this up by by speaking to the Driver and Vehicle Licensing Northern
They have recognised an issue with your comments and would suggest that the European Commission perhaps did not mean this to be included in the legislation and that it may be outside the spirit of the directive.
In recognising this there may be room for the commission to change, so they are going to approach the commission to see what their thoughts would be on this.
I hope this helps but if you have any further information that you might think would be useful in the meantime please get in touch.
There is a stakeholders meeting coming up and I may have some news from that meeting.
Trevor.B
Stuart Tallack says
24th February 2013 at 7:55 pm
To drive a three wheeled car will now require a new driver to pass all three of the motorcycle tests.
If the new driver does not wish to ride a motorcycle, then he or she may not drive a vintage Morgan, BSA trike, veteran de Dion tricycle in the Brighton Run, modern Grinnal, new Morgan three wheeler, the Trotters' Reliant van, any future three wheeled city car or hybrid vehicle.
This inept and arbitrary change in licencing group has come as a surprise to groups affected since even Morgan and Grinnal who make them were not part of the consultation.
So far, I have been unable to find out the reason, if any, for the change.
I am still waiting for replies from DfT and Europa.
They claim, in the preamble to the Directive, that their concern was safety; after three to five years of riding, training, three tests and considerable expense, the proud new holder of a full A licence may drive a three wheeled car without having had a single lesson in car driving.
Even the ACU regard them as cars and require a car licence to race them.
Pete says
I find it absurd that people will be asked to do the same test on 3 different cc motorcycles. There is no way a car driver would be asked to do their driving test 3 times in a 1000cc car, a 1600cc car and a 2000cc car yet that is exactly what is being proposed here.
If they want to limit the power of a bike for certain age groups then fine, but they should in no way be making people take the exact same test 3 times on different cc engine bikes.
The EU has lost the plot on this issue, like so many others.


My introduction to IGM® Intentional Wellness came several years ago during a time when I thought my body could not hurt so much in so many places. My main issue was with my knees and feet. I felt like I had arthritis at the age of 46! At the same time, though, my heart was hurting. Hmmm . . . . could there be a connection? I had my suspicions. A dear friend who was helplessly watching me degrade emotionally and physically told me about a woman who practiced IGM®. She couldn't have picked a better person or modality to help me in my healing process. I just had to take the first step. Within a few IGM® Intentional Wellness sessions, I had an understanding of where the pain was coming from and the ability to help heal myself. The pain in my knees eventually subsided and after three months, was completely gone. It was this experience which made me want to learn IGM® and share it with others.
Long ago I found the computer to be a fabulous tool in so far as it facilitates learning and communication. I have found IGM® to be a fabulous new tool which I believe will facilitate physical and spiritual health.


Square Enix has now released a brand new trailer for its upcoming RPG called Kingdom Hearts 3. This new trailer is called the 'Final Battle'.
It has been 12 years since the release of Kingdom Hearts 2 on the PS2, and Kingdom Hearts 3 is a direct sequel. The new game is out in January next year and will be available for the PS4 and Xbox One consoles.
More information about today's new trailer was posted in a press release issued out by Square Enix. You can read the full details posted down below.
Thankfully the new trailer does not contain huge spoilers, but be wary on what you see online. This is because the game has been leaked and some people have been posting spoilers about the game already. Make sure to avoid it if you don't want get spoiled.
Kingdom Hearts 3 will be out on PS4 and Xbox One on Januarty 29th, 2019. Check out the new trailer below.


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Will Paine(01994867), The Paul Kaplan Group Inc.


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There are 14 Nursing Homes in Anaheim, CA that could fit your needs. Click or see below to view a list of Nursing Communities in Anaheim, CA. Some Rehab and Care communities in Anaheim, California have different living options available. These units can be apartment style housing as well as private units with en-suit bathrooms and mini kitchens. Nursing Homes may also provide daily recreational activities as well as planned outings to facilitate social interactions. Some nursing care facilities also provide advanced medical equipment on-site for residents as well as many rehabilitation and transportation services.
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This version (15 Dec 2014 14:07) was approved by Walt_Kester.The Previously approved version (14 Nov 2014 03:25) is available.
The circuit of CN-0292 below is a completely isolated, robust, industrial, 4-channel data acquisition system that provides 16-bit, noise free code resolution and an automatic channel switching rate of up to 42 kSPS. The channel to channel crosstalk at 42 kSPS switching is less than 15 ppm FS (less than −90 dB) because of the unique selection of fast settling components in the multiplexed signal chain. The circuit acquires and digitizes standard industrial signal levels of ±5 V, ±10 V, 0 V to 10 V, and 0 mA to 20 mA. The input buffers also provide overvoltage protection, thereby eliminating the leakage errors associated with conventional Schottky diode protection circuits. Applications for the circuit include process control (PLC/DCS modules), battery testing, scientific multichannel instrumentation, and chromatography.
Install EVAL-CN0292SDZ Software. Ensure the SDP board is disconnected from the USB port of the PC while installing the software. The PC must be restarted after the installation.
Connect the EVAL-SDP-CB1Z board to EVAL-CN0292-SDZ board as shown above.
Screwing the two boards together with the enclosed plastic screw-washer set will ensure the boards connect firmly together.
Apply the external voltage of 5V to the power supply connector J14 of the EVAL-CN0292-SDZ board as shown in the figures above.
For Windows XP you may need to search for the SDP drivers. Choose to automatically search for the drivers for the SDP board if prompted by the operating system.
Launch the EVAL-CN0292-SDZ software from the Analog Devices subfolder in the Programs menu.
The default link options are listed in Table 1. It is recommended to keep all links in their default position for optimized performance.
Table 2.gives information on all the external connectors on the EVAL-CN0292-SDZ.
The evaluation board requires power from an external bench top supply, applied to J14. IsoPower circuit generates ±17V on the hot plane and are further regulated down to ±15V and 5V with LDO to supply measurement circuit. Each supply is decoupled where it enters the board and again at each device in accordance with the schematic.
The CN0292 evaluation board connects via the SPI to the Blackfin ADSP-BF527 on the EVAL-SDP-CB1Z. There are four primary signals (CS, SCLK, DIN – all inputs, and one output from the ADC – DOUT/RDY. These signals are isolated from the connector using ADUM3471then connected to the 120-pin connector.
The EVAL-CN0292-SDZ analog inputs should be applied to J2/J15. For voltage inputs connect input signal to any of the Vx – Gx pairs. For current inputs connect input signal to any of the Ix - Gx pairs and short each used Ix with adjacent Vx.
The EVAL-CN0292-SDZ includes an external 5 V reference. The AD7176-2 ADC includes an internal 2.5V reference. The default operation on AD7176-2 is to use the internal reference. However it is necessary to use external 5 V reference for measuring ±10 V input to the J2 connector. The reference used for conversions by the AN7176-2 is selected by choosing the reference in the SETUPCON registers associated with SETUP1, SETUP2, SETUP 3 and SETUP 4. Changing between the use of the internal reference and external reference can be achieved by accessing the AD7176-2 register map via the evaluation software.
The following screen shot shows this register selection for conversion.
The following screen shot shows the ADCMODE register setting and enabling the internal reference.
The EVAL-CN0292-SDZ evaluation software can be downloaded from ftp://ftp.analog.com/pub/cftl/CN0292/ . Click the setup.exe file from to run the install.
Note: Install the evaluation software before connecting the evaluation board and EVAL-SDP-CB1Z board to the USB port of the PC to ensure that the evaluation system is correctly recognized when connected to the PC.
EVAL-CN0292-SDZ Evaluation board software Install.
The following screen shots show the separate stages of the EVAL-CN0292-SDZ evaluation software. Also shown are the separate steps to install the EVAL-SDP-CB1Z drivers. Proceed through all of the installation steps allowing the software and drivers to be placed in the appropriate locations. Only after the software and drivers have been installed should you connect the EVAL-SDP-CB1Z board to the PC.
After the installation is complete, connect the EVAL-CN0292SDZ to the EVAL-SDP-CB1Z as described in the Quick Start section.
Allow the new Found Hardware Wizard to run.
Once the drivers are installed, check that the board has connected correctly by looking at the Device Manager of the PC.
The Device Manager can be found by right clicking on My Computer→Manage →Device Manager from the list of System Tools as shown below.
The EVAL-SDP-CB1Z Board should appear under ADI Development Tools. This completes the installation.
Once the EVAL-CN0292-SDZ and EVAL-SDP-CB1Z are correctly connected to your PC, the CN0292 software can be launched.
From the Start menu, select Programs →Analog Devices → EVAL-CN0292-SDZ. The main window of the software then displays as in the screen shot below.
If the CN0292 evaluation system is not connected to the USB port via the EVAL-SDP-CB1Z when the software is launched, a connectivity error displays as shown in the screen shot below.
From the Start menu, select Programs →Analog Devices → EVAL-CN0292-SDZ → EVAL-CN0292-SDZ.EXE. The main window of the software then displays as shown below. If the evaluation system is not connected to the USB port when the software is launched, a connectivity error displays. Connect the evaluation board to the USB port of the PC, wait a few seconds, click Rescan, and follow the instructions.
The main window above shows the significant control buttons and analysis indicators of the ADC software. Top Right Hand Corner: Sampling Button – starts the ADC sampling and reporting the samples on the front panel. Top Left Hand Corner: Setup Button – this button launches the ADC register map setup controls and indicator panel, which is a separate pop-up window. See Figure 17. Two Main Graphs: Top Graph gives each successive sample of the ADC output (input referred). The indicators beside this graph show the latest data value the channel being converted and the flag for the error diagnostics of the ADC. CRC Error –this LED icon lights up to show when there has been a CRC error detected on communications between the software and the ADC. The CRC functionality on the ADC is OFF as a default. Bottom Graph :shows the Histogram analysis and the respective noise analysis on the indicator to the right of it. To exit the software click the Red X at the top right hand corner of the main window. Within any of the Chart panels, the following tools allow user control of the different chart displays.
5V 500mA DC power supply powers the EVAL-CN0292-SDZ(CN0292 board) via J14.
Leave other registers at reset value.
The test setup is now configured. The number of samples should be set to 1000. Then click on START SAMPLING.
Once the samples have been gathered the results will be displayed in the main waveform graph. Note that the voltage reading are referred to ADC inputs so a 10V input on J2/J15 will result in an aproximate 4V reading on the software.
When precision voltage source is not available, shorted inputs could be used to check the functionality and noise performance of CN0292. By shorting the Vx – Gx pairs on J2, the setup will result in around 17 bits noise-free reading as shown above (ADC filter notch set to 250kHz).


'On the 27th of October, 1807, [Smith] was appointed commander-in-chief of a squadron destined for particular service, the nature of which was not long in transpiring. The coast of Portugal was his destination...'-239.
'He was the more confirmed in this, as Lord Strangford promised his royal highness, on the faith of his sovereign, that the British squadron before the Tagus, or a sufficiently strong portion of it, commanded by Sir Sidney Smith, should be employed to protect his retreat from Lisbon, and insure the safety of his voyage to the Brazils.'-241.
Further material, from primary source letters and dispatches in the volume continually refers to Smith's commands in 1807 and 1808 as squadrons, not fleets.
While part of the subject volume is written by the author, the primary source material in the volume, of letters and dispatches, definitely names Smith's commands as squadrons.


Overview: The purpose of this exhibit is to demonstrate my ability to design a magazine cover in Photoshop.
Contrast: White text on black backgrounds, and black text on lighter backgrounds. Used supportive fonts, one with a serif, the other without.
Repetition: Because of the road, lines and a sense of movement is in the overall photo. A font with lines and movement was selected to highlight the main topic of the magazine.
Alignment: Used right justified text to add balance to the overall composition, matching the lines in the road.
Proximity: Like content, for example the blurbs highlighting articles found in the magazine, were placed together.
To start, the image used for the cover of this magazine was a landscape photo that I needed to lengthen to fit the 8.5 x 11 inch cover. I used the Content Aware Scale option under the edit menu to lengthen the photo. I then applied a few adjustment layers to brighten and liven up the photo. The sky in the original photo was very over exposed and blown out, I used the pen tool to select the part of the image I wished to keep and then used a layer mask to uncover a brighter more interesting sky. I also used a few adjustment layers to make the sky match the overall color and lighting as the rest of the image it joined.
I used what I know about grids and typography to select and place the text. To add more of a professional look and feel I added the barcode.


text:
Nina Baliga
Co-Founder & CEO at
ersity
hirediversity.us/
twitter.com/NinaBaliga
Cultures of Inclusion
With Nina Baliga
Nina Baliga believes that problems can be solved for people of all backgrounds and walks of life. She has worked in both non- and for-profit organizations for nearly twenty years, bridging between the needs of sustainable businesses and the public good. She hopes to build a foundation for a stronger and more diverse tech community, and is the CEO, and Co-Founder, of
ersity, an online platform where companies can highlight what they're doing to create inclusive environments, and where tech talent from under-represented groups can share their unique experiences.
On the show, we step through exercises and practices for fostering an inclusive working atmosphere, and foundational principles for building successful and diverse systems.
Time Jumps
05:42 Accommodating different working preferences.
09:10 The Traffic Light Check-in.
16:03 Building supportive teams for diversity and inclusion.
20:50 How to retain current employees and foster a growth mindset.
24:13 Designing employee resource groups, and demonstrating their value.
32:58 Day as a CEO of
ersity.
Inclusion is about how you are building company culture from every single level. It's not just a side thought on one piece.
Nina Baliga @ 18:18
Download Transcript (PDF)
Kevin Lesht: Welcome to the Day as a Dev podcast. I am your host Kevin Lesht, and my guest on this episode is Nina Baliga. Nina is the CEO of Diversity, a company focused on pairing technology candidates with healthy organizations. Companies focused on inclusion, on diversity, and who demonstrate a growth mindset. On the show, we move through all of those topics. From exercises that you can bring to your teams tomorrow, to foundational principles for building successful and inclusive systems. I really enjoyed this one because we got to dig into a lot of topics that you just can't find much coverage on. I learned a ton speaking with Nina and I think you will too. So now, my conversation with Nina Baliga.
Kevin Lesht: 78 degrees and sunny on this summer day off of Pearl Street. I actually saw someone juggling with fire batons walking in today. The Flatiron Mountain's outside, Nina Baliga is my guest. Nina, welcome to the show.
Nina Baliga: Thanks for having me.
Kevin Lesht: Absolutely. I am so happy that we were able to align schedules. You just returned from ACT-W Portland, the Conference, Advancing the Careers of Technical Women invited you to speak on, your topic, was Creating Space For Mental Health In The Workplace. I thought we could open by learning more about what the talk was about.
Nina Baliga: Yeah, definitely. I have this startup called Diversity. When people think the word diversity, they tend to think race and gender, right? When I think about diversity, I really think about all the different ways people are underrepresented. Me, I'm a woman of color, but I'm also neurodivergent. So when I talk about neurodiversity, it's the way that people's brains are basically made up different. It could be related to mood disorders, or being on the autism spectrum, having ADHD, being bipolar, these are all types of ways to be neurodiverse, and I'm also a neurodiverse individual.
Nina Baliga: So whenever I go to conferences, what I want to see is if they're going to talk about diversity, we need to go about it and say that diversity isn't just race and gender. The talk that I brought there was talking about mental health in the workplace because that has to be an important part of the diversity conversation. I specifically went there and the name of my talk was called Logging In, Creating an Inclusive Place For Mental health In The Workplace.
Kevin Lesht: Yeah. I do love putting light on that too because admittedly until I joined, I would say the real workforce, prior my experience came from a bunch of internships at true startups, like only a few people. But admittedly, I say diversity as like just race, and maybe age in there, and then obviously gender as well. But to your point, yeah, there is such a broader spectrum that is I think very easily forgotten unless you're just exposed to that line of thought.
Nina Baliga: Exactly. That was exactly what I was trying to go for when I went and spoke about it. I actually spoke twice about it. They had an achieving equity summit followed by their national conference, and I spoke at both events. The main thing I wanted people to walk away from this talk was that, one, knowing what neurodiversity is, but then two, knowing how to get those conversations started at your company. And if you were a person in power are a person in power, if you're a manager, a director, the CEO, how can you start implementing changes at your company to actually create inclusive spaces for the neurodiverse?
Nina Baliga: Because one of the things I've learned since I've started up Diversity is that if you're from any kind of underrepresented group, there's a high intersection of needs, wants, and values amongst all people from underrepresented communities. If you create an inclusive environment for one group, you've inherently started creating inclusive environments for all these other groups.
Nina Baliga: One of the things that we don't talk about is that nearly 50% of people in tech are neurodiverse. It's a very high percentage, and yet it's a conversation we're not having when it comes to the diversity conversation. So I wanted to bring that to the table. And when you start creating inclusive environments for the neurodiverse, which every company should, if 50% of your employees are neurodiverse, then you started creating inclusive places for people of color, for women, for people with visible and invisible disabilities, for the LGBTQ community, et cetera.
Kevin Lesht: Yeah. I think you mentioned on the Boulder podcast, the Boulder Tech podcast too, and it was something that really jumped out and is another, yeah, hard too... I think, hard thing to have in the front of your mind is those invisible disabilities, whether they be anxiety or anything else that that can absolutely have an impact on someone's daily working life. So much to talk about here, but you hit on a couple things that I would love to dig into while we're still on the train of thought. One is things that companies can be doing to best foster just a comfortable atmosphere for whatever a given person might need to have accommodated.
Kevin Lesht: I'm wondering what you have seen in your experience building Diversity. You mentioned that you've been growing your team recently. What I really enjoyed is something you mentioned, was accommodating different working preferences. And the things that jump out to me as working preferences are maybe working from home, working remotely, or having flexible work hours, whether it's maybe you've got core hours, going from 10:00 to 4:00 to accommodate the maybe late riser or the parent that needs to get to soccer practice.
Kevin Lesht: But the one that I'd love to hit on would be, so working from home. We've got a very generous work from home policy at the company that I work for, and I take advantage of it all the time. And it's as simple as... We use Slack, the chat program, simple as jumping into Slack in the morning, maybe for whatever reason you're just not feeling 100% you don't want to make it into the office. And it is as simple as just dropping in, "Working from home today." That's it. And you can always expect tons of support, it's just thumbs up emojis, everyone understands.
Kevin Lesht: But at the same time, and I've worked in such an awesome atmosphere like this for about three and a half years now. But still, every time I drop that note into Slack, there's just, I don't know where it comes from, but there's just a little underlying anxiety. Like, "Oh, is it okay that I'm doing this?" Yeah, I just wonder from an individual's perspective, what can you offer to best help someone like me, best broach those kinds of things. Maybe it doesn't even have to be specific to working from home, but other kinds of workplace needs that someone might need to raise up.
Nina Baliga: Yeah. I 100% relate to what you're saying. When I have held the traditional Monday through Friday, 9:00 to 5:00 job, and there are days where it was really hard for me to get out of bed. There are days where... And it was largely due to my depression and anxiety. And the more high stress the work environment was, the more it triggered a lot of this stuff. It was hard to call in, so I would call in sick. The thing is, there's something about the company corporate culture that says if you call in sick, you need to explain what kind of sick you are. There's something that's been built into our culture to ingrain that.
Nina Baliga: So my excuse was... Because talking about mental health was so taboo and being depressed was just not considered a brain thing, but more of just you're lazy, I was really scary to disclose it, so I would just make up stuff. Like, "Oh I have a migraine today." Or, "Oh I have this really bad flu." And for some reason that's what made it feel okay to me. And I don't know if it actually made my bosses feel better, but it felt better for me to say that than to say I'm really having a bad day today-
Kevin Lesht: Sure.
Nina Baliga: And let's talk about my depression, which I didn't really want to go into. Because I knew that I was going to get discriminated against for this. This is the early 2000s when I was experiencing this. I actually met Lance Powers about two years ago, and he's the founder of a non-profit organization called Open Labs. What they do is they've created a community where they talk about neurodiversity in the workplace.
Nina Baliga: Lance told me about this really cool idea called the traffic light check-in. So what I started doing with my team when I started building my team was... The idea of the traffic light check-in is that one, when I onboarded my team, we immediately started talking about neurodiversity and saying on day one, "Here's how Slack works, here's how we do our email communications, and also here's this article about neurodiversity and recognizing that we all have different ways that we work. And this is an open conversation and you should be talking about this. You can talk about this with me. About what do you need, what are the accommodations that you need for you to perform at your best?" So that was onboarding.
Nina Baliga: So then when I introduced the idea of the traffic light check-in, which was also introduced during the onboarding process, it was a way to say, every day when we're doing our daily check in, we're going to let the team know which of the three lights we are. So green means I'm sharp, I'm good to go, I'm ready to hit the ground running, I'm in a really good space. Yellow means I might not be at my optimal today, but I can still function and I can still do all my duties. Red just means I am suboptimal today. And that's it. That's all you really need to know.
Nina Baliga: The fact is, when we did our traffic light check-ins, the simple act of saying we're red, green, or yellow was one word that didn't have to say the why's behind it. Because the whys at the end of the day aren't really anybody's business. What we need to know is how best to work with our teammates at any given day. So when certain team members were saying having a red day, then the other team members already felt invested and helping them out because every day we were doing that check-in.
Nina Baliga: So it wasn't a question of like, "Oh that person's red, they're not going to be able to contribute today." It was like, okay, well, we're already talking about what are the list of things that need to get done. And then the other team members are like, "I think I can step up and help with this, or I can step up and help with that." Or the person who was having a red day said, "Look, I'm going to be in spreadsheet mode today, I'm not going to be able to give you lots of creative thinking. So if you can hand off some of that work to me, I can do that better."
Nina Baliga: And the thing is everyone's different, and everyone's green, yellow, and red is different. And if you start doing these traffic light check-ins, you start getting a sense of what does that mean for each person and how best to work with that person, and how the team can work together to ultimately achieve their goals. Honestly, my team was neurodiverse. My team has both visible and invisible disabilities, and the vast majority of the time it's green. But it was good to have that space where you could say you were yellow or red, and you didn't have to say the why behind it.
Kevin Lesht: I love that practice. And that is called the traffic light check-in?
Nina Baliga: Yeah.
Kevin Lesht: Lance Powers Open Lab?
Nina Baliga: Yeah, Lance Powers from Open Labs.
Kevin Lesht: Okay. I will have to look into that more because yeah... To relay a story there. So I think what you hit on, which is not having to give the why I think is such an important element of that because so many different reasons that you might go from like a green to a yellow to a red and just not having to carry the stress of maybe expanding on those things. I think is such an important element, and it's a very natural... I feel like even as an individual, certainly is going to be different from person to person, but for me at least, it's very natural to just expand on why I'm feeling one way or another.
Kevin Lesht: But then you have to take a step back too and realize that depending on what you're saying, those could give off perceptions or maybe connotations to other members of the team that could have cascading effects. One example being, when you talk about these, whether it be anxiety or any other invisible kind of disability, I don't want to say taboo, but there's almost like an underlying suppression of talking about these things sometimes. One that hits me sometimes is just candidly mental fatigue.
Kevin Lesht: So a developer that I worked with I think framed it very well, but it's sometimes for me comes out of pairing sessions with candidates. The traditional practice of just being an engineer is very isolated and that you're just working in front of a computer and there's a lot of things happening in the background, just background processes. But then when you pair with someone, you have to turn, you have to vocalize everything, you're constantly, not necessarily defending, but collaborating, maybe a better way to say it, your work and just bouncing ideas off of each other. And that's a very taxing thing.
Kevin Lesht: And when you stretch that out over the course of maybe a ticket that runs a few days, maybe a whole week, a big feature, that carries a weight to it, and then it's like, yeah, you might release that ticket and you ride the high of finally getting the feature out, but then you crash off that realizing just how spent you are coming out of that kind of session. I think then being able to have a supportive and open space to say like, "Maybe I might not be able to get anything done today, or if I am getting something done, it's going to be by myself.".
Kevin Lesht: Depending on you voice that, you could easily send the impression that you don't like pairing or something like that. And for me, that's not the case at all, I love pairing. It's just you might need some breaks, some gaps in between those things. So to be able to just go through the traffic light check-in and just signal where you are at based on just a very almost binary reliance of good or... Or not even framing it around good or bad, but just like, "Here's where I'm at." I think that's a valuable tool to have. I love that exercise.
Nina Baliga: Yeah. And if it's part of your daily check-ins, then it doesn't become a big deal. You start realizing that every single person has days where they're just suboptimal and there are certain days where they're going to be more than optimal. And it's about figuring out how to take advantage of those times, and how do you support your team in the process of doing that? So like in that case you described, you guys knocked it out of the park because you were pairing. That's okay for you to have a day where you're exhausted because there are going to be other members of the team who can step up or work together to figure out how to get to that end goal.
Kevin Lesht: So as far as building a supportive team goes, I think there are, well I'm sure many more, but the two that jump out to me as far as elements to to build towards are just having a strong candidate pipeline, and then also having a strong idea of how to keep the group that you already have engaged and have just a growth mindset for diversity, for inclusion, and for everything else that comes along with that.
Kevin Lesht: So I'm wondering, as you've been scaling up to your platform, Diversity, if you could relay what strong attributes you and the team have been looking for when vetting, interviewing for a role. Then also for the team that you already have, what practices you're putting in place to just really build what is a supportive group.
Nina Baliga: Yeah. I mean, I think company culture is everything. Are you putting people above all else? That was a core tenet of our company when we first started. It was that, we know that companies that value diversity and inclusion are more profitable. That means that there are going to be times where we forego short term profitability for the making the case for the long term. And so that means investing in people very early on, being really transparent about where we are, and what we're doing, and how we plan on getting there, so that way everyone feels the mission is not just the mission of the CEO, but it's their mission too to try and get us there. I think that that played a pretty big role in terms of everyone getting onboard and feeling invested. Not just in the company, but in each other and recognizing that the success of each other also leads to the success of the company.
Nina Baliga: But this kind of thinking has to come from the C-level. I think too often companies tend to be like, "Oh, after we've already built the company, let's think about diversity and inclusion." And then they go to the HR, and HR says, "Okay, come up with a diversity and inclusion policy." It's so much more than that. Inclusion is about how are you building the company culture from every single level? It's not just a side thought on just one piece, but how is it built into your hiring practices? How is it built into your onboarding practice? How is it built into the company culture on a daily basis? How is it even being built into your exit interviews?
Nina Baliga: And so everything has to be thought about in all of those ways. That message really only gets conveyed to everybody if it's coming from the C-level. That's the common theme I've seen. Is that if you relegate it to HR, there's usually only so much power they have to do stuff. And granted, I have seen HR departments do a great job with it, but in general, it's really most effective when the C-level says, "This is a priority for us and we need to make sure that our sales department is bought onto this, or marketing department is bought into this, our tech team's bought into this, that every single vertical and every single channel has this built into their blood."
Kevin Lesht: Yes. So investing in people, as you said, I think is the most important attribute to just, as I've seen from my experience, establish a strong culture. At Home Chef where I'm employed, fortunate that Matt Pulley, our CTO puts such a strong focus on it. And I think as you mentioned, it has to come from the top down.
Kevin Lesht: So some history of Home Chef, Pat Vihtelic, our founder, he came out of a program called Starter League, which was a bootcamp, I think in a sense aim towards launching startups. So had a technical focus to it. But I want to say it also carried some business knowledge as well. And so from the very beginning, he, Matt and the rest of our technology and executive team have really put a strong emphasis towards growth from within, hiring those apprentice junior level candidates and then graduating them up. And then you hope that you're just leading them in the right direction. I think that retention and expanding the team into more mid-level and senior-level engineers does demonstrate that.
Kevin Lesht: But then as part of that growth too, you want to make sure that you're maintaining that inclusive atmosphere. But yes, as you said, I think just investing in people and having that message be communicated from the top down is essential for these things to take hold and to have success with them.
Nina Baliga: Yeah. I mean, the turnover rate in the tech sector is really high. I remember going this tech conference and one of the people there were saying that, especially in the engineer's space, there's a 20% turnover rate. They just built it into their plan. That we're going to have a 20% turnover rate, so that means they're constantly in recruiting mode all the time. That's exhausting, and that's also just a huge amount of resources that the companies are spending on just recruiting.
Nina Baliga: And the thing is that the apprenticeship model I think is a really interesting thing. And I've seen this work at a couple of different companies, where if you bring folks in who typically wouldn't have had that chance to get in the door, and you say right from the beginning, "We value you, we hear you, and we're going to train you, and we're going to help you build the skills." The retention rates just skyrocket. I mean, the folks who get in from the ground with that mindset of this company cares about me, it shows them that they have a path to success, they have a path to growth.
Nina Baliga: And the thing is that the mid and senior-level engineers who are also helping to apprentice them, they're also seeing that path to growth too, because that gives them an opportunity to teach and teaching is one of the best way to learn. And when you're giving every person at the level that... When the folks at the higher levels are seeing the company values people at all levels, the retention rates will also skyrocket. I've seen this at multiple companies already.
Nina Baliga: So what I want to see is more apprenticeship programs coming into companies. I would love to see more companies say, "One of the ways we're showing that we value people is by recognizing that we can bring folks in." And it doesn't necessarily have to be someone from the outside. I've seen this where companies have brought... taking folks who are working in IT, and then asked them if they were interested in doing this six months software engineering apprenticeship inside their company, and now they're full-time engineers. Those are all just great ways. And those engineers, I've asked them, "Well, how do they like working there?" And they're like, "I can't imagine myself ever leaving. I love this company."
Kevin Lesht: I think there's a loyalty built there. And so I'd love to play off that to give you a story back. So we have brought a number of team members over from customer support to other areas of the company. And those team members are so valuable, the most valuable. They've been the closest to the product as far as just fielding, customer calls and emails, and having to work with these customers through the bugs that we may release onto the site, who are like whatever other tricky workflows might be in place. They know the web product inside and out. They know the physical product, they know the logistics of the company and it's just awesome to... Yeah.
Kevin Lesht: Whether the apprentice is coming from outside or inside the company, I think you nailed it in that when you demonstrate and show off that there is a vertical, there is a path, others have done it, and it's just on you to really make your way there, there is just a tremendous amount of, I think not only respect, but just drive that comes with that to know that the opportunity is available for you.
Nina Baliga: Absolutely.
Kevin Lesht: So as far as... Once you've got the team together, maintaining it, one of the elements towards essentially fostering that continuous growth that we caught up a little bit about before the show is that of employee resource groups. I'd love to know, so when I thought of an employee resource group before I had more exposure towards them, I was really just thinking of maybe a book club or something like that. Very narrow mindset. I was wondering if you'd give us some more examples of just what an employee resource group is to begin?
Nina Baliga: Yeah. I mean, I think the purpose of an employee resource group is not just to provide... Well, I think it's got multiple purposes. One of the reasons that an employee resource group is important is one, it creates a safe space for people with a shared identity to get together and be able to talk about any issues they want, whether it be outside of the company or issues inside the company as it relates to their identity. That's really important because if you are from an underrepresented group and you are the only person on the team from that underrepresented group, you could start to feel really lonely.
Nina Baliga: And so if you have a space, especially if your company's large enough, where there are going to be multiple employees from these underrepresented groups, then having that place to go and say, "Hey, we both know what it's like to work here." Even if it's sharing stories, like, "Here's what's happening in my department, what's happening in your department?" "All right, well, how are you approaching it? Maybe I can approach it that way or approach it a different way. Or maybe we can go at this together." If the employee resource group's big enough, that's when there's this huge opportunity, and this is the second reason why ERGs are really important. Is that it provides an opportunity for advocacy inside the company.
Nina Baliga: So as a group, when you have all these voices together saying, "Hey, this company's really missing out on this opportunity to be inclusive of our group," for example, then you have this gathered voice that's got power to go to the C-level and say, "We need to make these changes." And if the C-level is smart, they'll listen to those ERGs and say, "You're right, let's figure out how to do this." And then those conversations then start happening.
Nina Baliga: I think the other thing is that when companies are thinking about starting off ERGs, there's so many different types of ERGs coming out. I know that there tend to be race-based ERGs, you talked about Home Chef having one for parents. A lot of the places that a lot of these companies start off is having ERGs for women. But one of the things that I was talking about, neurodiversity ERG. Given that 50% of your employees are probably neurodivergent, creating an ERG that allows that space and discussion to start can again bring up awareness around things that folks in the executive level might never have thought about. And by doing that, they can create these new policies, practices, maybe bring in trainings on how to create a more inclusive culture for everyone.
Kevin Lesht: What's awesome about that that I had never considered was just the idea of recognizing these cross-department problems. And essentially I have to imagine too that when those are collected from all angles in a organization and then filtered up towards the C-level, they've got to have such a stronger voice when you've just got allies everywhere across the organization, and probably really good too for just identifying things that are sometimes very easy to miss.
Kevin Lesht: What I was thinking of there was just the idea of building those cross-functional threads. Whether it be... A story I always think about is, Marissa Meyer talks about when she was building the associate product manager program at Google. This was very early in the life cycle of what Google has now become. But she was tasked with basically hiring up all of these junior-level product managers, putting them in charge of very big products like saying, "You are now in charge of ads, go." And she talks about this by the way, we'll drop it in the show notes. But on, I believe it's Reid Hoffman's Masters of Scale podcast.
Kevin Lesht: She hires up all these junior-level product managers and they're tasked with all these different functions of the company, and they're stumbling through it together. But they're catching up, they're having... they're far across the company, but they're coming together on some cadence and they're talking about the problems they've worked through and just the struggles. And through those conversations, they're developing this just underlying network of threads across the organization. And she saw the value of that grow along with these individuals, as they graduated throughout the organization, they were maintaining those connections. They knew they had allies out there. They were able to have members of other departments with different viewpoints to bounce ideas off of.
Kevin Lesht: Yeah, I think just the idea of having these resource groups be cross-functional is such a valuable thing, and that you're able to get out of the atmosphere that is your own department. You might be entirely diverse within your own department, but then being able to branch out and seeing how other departments function, because it could be in a big company totally different, just offers that another layer of diversity in a sense.
Nina Baliga: Yeah, definitely. I think that's a very powerful part about the ERG model. But it's got to be implemented in the right way though.
Nina Baliga: I think one of the common themes I hear from employee resource groups is that they're more of like, they don't get a lot of resources from the company. One of the things I think companies should think about if they're truly invested in ERGs is to think through like how much money are you giving them, and are you giving them enough resources to be able to be effective at what they want to do and what will be best for the company too?
Nina Baliga: Part of it could be actually paying the organizer, because oftentimes when it comes to underrepresented groups, we're asked to do multiple jobs. We're asked to do our full-time engineering job, and then we're also said, "Oh, by the way, you're also going to be our diversity and inclusion person because we don't know where else to go, and then therefore that's going to be your second job." And it's so hard for people from underrepresented groups to say no to that.
Nina Baliga: What a company can do to acknowledge that this is really important is to say, "We will pay you for this. We know this is extra work that you're doing." And so whether it's the heads of ERGs or even the person that if you don't even have ERGs yet, but you're asking that person all the time for their support, advice, work on any diversity and inclusion initiative, then making sure you're compensating that and show that you value it.
Kevin Lesht: Absolutely. I think that is such an important signal. Just the fact that you need to, from I think the leadership perspective, express that your team members' time is valuable and is accounted for too. Because I think there's anxiety that can come along with that. I think back to... We scaled up the team at Home Chef not too long ago. And what I really appreciated from our leadership team was everyone was being scheduled into interviews near every single day, and we had to, we needed to grow the team. But along with that, we still had tasks that needed to get done and we still had tickets to drive forward. And it was a very open conversation. We've got all the product managers together, and our executive team across the organization was very understanding of this being a long tail play.
Kevin Lesht: Whether it's a hiring push or investing time into an employee resource group, it's so important to have just a communal understanding that there might be some short-term time sacrifice towards driving whatever the initiative on deck is forward, but the longterm benefits are just going to so much outweigh any of that immediate sacrifice.
Kevin Lesht: So maybe coming back full circle to Diversity, we at some point need to play into the name of the show, Day as a Dev. I wonder if... As we get close to wrapping up here, I wouldn't want to go an episode without getting a look at what your day as CEO looks like. Can you give us maybe in however much detail you want to go into, what does a day as a CEO of Diversity look like?
Nina Baliga: Oh, I man. I mean, I think when you're a CEO of a small bootstrap startup, you are wearing all the hats, right? You're the chief marketing officer, you're the director of sales, you're the chief product development manager. I am the UX designer. I do some of the coding. I have my fingers in all the different pies because I am the person that needs to drive this forward. I don't think that there's necessarily any typical day in the life of what I'm doing.
Nina Baliga: Some days I'm meeting with companies and talking to them about what are they doing around diversity and inclusion, and then other days... We've started offering a training actually. So one of my coders is deaf. And John and I, in the process of working together over six months, we discovered all these cool tools you could use to improve communications between a hearing person and a deaf person. But all of these same tools would actually improve performance of all team communications, even if it's a fully hearing team.
Nina Baliga: And we learned that there are no resources out there for this. There's no resources that really talk about how to work with a deaf in tech specifically. So we put together a training for this that we're now offering companies on how exactly can they implement some of these things, what tools they can leverage to improve internal communications, and how they can find and hire deaf people to work on their coding teams. That's just one example of something that came out.
Nina Baliga: I've also been going on speaking about neurodiversity across the country. I'm also deep into product development where I'm working with my CTO on figuring out ways to improve our platform, looking at the Google analytics, the metrics. Looking at all of our dashboards to figure out what's happening, who's coming to our site, how are they using our site, and how can we improve that overall user experience.
Nina Baliga: Those are a part of the things that I'm doing every single day. It's just a question of how do I prioritize my time based on the specific goals of what I want to achieve on a quarterly basis, on a monthly basis, on a weekly basis, on a daily basis.
Kevin Lesht: The ever and ongoing struggle of time prioritization.
Nina Baliga: Yes.
Kevin Lesht: But yes, on time, we do want to get you back to it, higherdiversity.us. We'll have links in the show notes. Such an exciting platform. And even just there, you hit on so many elements that led me to wanting to get you on the show. I'm so happy that you could join. The one last thing to hit on there is just that offering those resources. As we talked about, even with Day as a Dev here, I think it's so difficult as... and especially so for, whether it be student, or a career change, or someone just entering the tech field, to get eyes on just what not only the day-to-day is going to look like, but what the culture of these teams actually looks like.
Nina Baliga: That's exactly what our platform is trying to do. The way I describe what Diversity is, we've built the glass store for inclusion. So it's a place where companies can go and highlight what they're doing to create inclusive environments. Then tech talent from underrepresented groups can go in there and share what their unique experiences are like. The ultimate goal is that we've created a community where you can start seeing where are the best places to work, where are the places where you can be seen, heard, and valued, and where can you find jobs at those companies.
Nina Baliga: So companies that have created profiles on our platform are actually allowed to post jobs. So that way, if you're an engineer developer looking for a job in the industry, you go to our site, not only will you be able to see the job description, you will also see what are they doing around diversity and inclusion through that lens of an underrepresented minority.
Kevin Lesht: Yeah. Having that comfortable fit I think is just so valuable for both sides, the individual, their wellbeing, and also the eventual productivity of the company itself.
Kevin Lesht: So thank you so much, Nina. This has been great. We're going to bring the episode to a close, but do you have any parting words for our listeners out there?
Nina Baliga: I think it's important for companies to recognize that when they're bringing people on, that everyone wants to be seen, valued, and heard, and everyone wants an opportunity to grow. The message for companies really is, think about how you can make that happen. And then for tech talent, the only way to make more companies do that is to go work for companies that do that. So if you are going to spend your time and energy towards any company, spend it on the companies that are being more inclusive.
Kevin Lesht: Thank you. Nina, I appreciate the time.
Nina Baliga: Thank you.
Kevin Lesht: For show notes and more on this episode, head on up to the site. That's dayasadev.com. While you're there, check out our release notes. This is a short newsletter that we send out about once a week. It includes updates along with all sorts of other goodies packaged up for your inbox.
Kevin Lesht: Thanks for listening. For the Day as a Dev podcast, I'm Kevin Lesht.
© dayasadev.com

redpajama_set_name: RedPajamaCommonCrawl


Brian D. Athey, Ph.D. is the Michael A. Savageau Collegiate Professor and Inaugural Chair of the Department of Computational Medicine and Bioinformatics at the University of Michigan Medical School. He is also a Professor of Psychiatry and of Internal Medicine. He is the founding Principal Investigator of the NIH National Center for Integrative Biomedical Informatics (NCIBI), one of eight NIH National Biomedical Computing Centers. Brian also serves as CSO of the tranSMART Foundation, an emerging US and EU consortium to create and support an open data sharing, platform, and analytic software "Apps Store" to accelerate clinical and translational research. Brian has served as the Biomedical Informatics Core Director of Michigan's Clinical and Translational Science Award (CTSA), and was Associate Director of the Michigan Institute for Clinical and Health Research (MICHR). Brian has served as Director of Academic Informatics for the Medical School. Brian is an active teacher and mentor, being the Principal Investigator of the U-M NIH/NIGMS Bioinformatics Training Grant; he has trained more than 20 Ph.D. students and Post-Doctoral Fellows.
Dr. Donzé is Harvard faculty and a scientist at Brigham and Women's Hospital in Boston, with extensive clinical research experience. He is an Attending Physician board-certified in internal medicine and earned a Master of Science in clinical epidemiology from Harvard School of Public Health. Dr. Donzé's primary research area focuses on patient readmission and transition of care. He developed a prediction model (HOSPITAL score) to identify medical patients at high risk for having potentially avoidable readmission. He has published several articles in high-impact medical journals, such as in BMJ, JAMA internal medicine, or The American Journal of Medicine. He is the author of a clinical pharmacological book (Brevimed). Other areas of research include anticoagulant therapy, venous thromboembolism, patient experience, and quality of care.
A consultant, author, keynote speaker and blogger, Mark is a graduate of Northwestern, with an MS & MBA from MIT. Mark has become the most sought after national expert in "Lean Healthcare." In June 2011, Mark joined the software company KaiNexus as their "Chief Improvement Officer," to help further their mission of "making improvement easier" in healthcare organizations, while continuing his other consulting and speaking activities. He is the author of the book "Lean Hospitals: Improving Quality, Patient Safety", and Employee Engagement (Productivity Press), which was selected for a 2009 Shingo Research and Professional Publication Award and is being translated into seven languages. Mark has also co-authored a new book, titled "Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements," which was released in June 2012.
Dr. Michael Rafael Moreno, better known as "Dr. Mike," is a graduate of the University of California at Irvine and Hahnemann Medical School (now Drexel University). Following his residency at Kaiser Permanente in Fontana, California, Dr. Mike moved to San Diego, where he now practices family medicine and sits on the board of the San Diego Chapter of the American Academy of Family Physicians. In 2008, Dr. Mike launched "Walk with Your Doc," which he participates in every Tuesday and Thursday morning before his workday begins. The program began when Dr. Mike offered to walk with a patient to motivate her to exercise and has since grown into a thriving community. Dr. Mike takes pride in being viewed not only as a doctor, but also as a friend and confidant.


Identifying frogs and toads is fairly easy in Sutton. Across the entire state of Massachusetts we only seem to have 2 types of tree frogs, 5 types of regular frogs, and 3 types of toads. Something hoppy should fall into one of those categories! In fact one of the categories - the peeper tree frogs - are so tiny that while everyone hears them hardly anyone sees them. I don't think I've ever seen a peeper, but I can certainly hear them very loudly in the spring!
Frogs and toads are related, but there are a few difference. Frogs are mostly water creatures, while toads can live quite happily on land. Frogs have long back legs and can do huge leaps, while toads have shorter back legs and tend to make short hops. While lots of things will eat frogs, few things eat toads because of the chemicals in their skin.
For those who are curious, the frogs and toads I am missing photos of are: the spring peeper, Fowler's toad, and the Eastern spadefoot. If you have photos of any of these in Sutton, I'd love to hear from you!
Tadpole Care Feeding and Raising - What do Tadpoles Eat and Need to Thrive?
This step by step manual helps ensure that your little tadpoles grow up to be happy, healthy frogs. From choosing the tank to designing the menu, from checking the pH to adjusting the temperature, I'll ensure your cute, tiny balls of energy grow up into a joyful friend.


text:
Women, Gender and Sexuality Studies Program
The personal is political.
Women, Gender and Sexuality Studies Program > Academic Offerings > What You'll Learn > Requirements
The Women, Gender, & Sexuality Studies Minor
Experience the diversity of a minor in Women, Gender, and Sexuality Studies
Interested in the cultural constructions of sexuality and gender? The cross-disciplinary minor in women, gender, and sexuality studies (WGSX) may be the best choice for you! Take specific WGSX courses or explore some experimental classes from other disciplines. Plus, our small faculty-student ratio means you get to work closely with your professors.
What You'll Learn »
Beyond The Classroom »
After You Graduate »
About the Minor
Women, Gender, & Sexuality Studies Program
St. Mary's Projects
The most popular undergraduate research opportunity. The St. Mary's project is a culminating project of original research, scholarship, or creative performance undertaken in the senior year. Learn More
Degree Requirements for the Women, Gender, and Sexuality Studies Minor
General College Requirements
General College requirements (see "Curriculum")
All requirements in a major field of study
At least 20 credit hours in courses approved for the women, gender, and sexuality cross-disciplinary area, with a grade of C- or above, including:
WGSX 220: "Women, Gender, and Sexuality Studies"
16 credit hours of elective credits, at least 12 of which must be numbered 300 or above. Electives must be selected from courses originating in (or cross-listed in) at least three disciplines.
The curriculum in WGSX is founded on its core course: WGSX 220, "Women, Gender, and Sexuality Studies." Each semester the study area coordinator and participating faculty will designate other courses, including new courses, topics courses, and special offerings that will satisfy elective requirements. A complete list of approved current offerings will appear in the online Schedule of Classes.
In recent years, cross-listed classes have included:
ANTH 302: Food and Culture
ANTH 336: The Cultured Body
ANTH 348: African American Culture
ARTH 382: Sexuality and Modernity
ENGL 390: Contemporary Multicultural Voices
ENGL 400: The Female Coming-of-Age Novel
ENGL 430: American Literature and Music as Social Protest
ECON 316: Economics of Race and Gender
HIST 324: Women in Modern Western History
HIST 461: Gender in Latin American History
ILCS 363: Cultural Perspectives on Gender
PHEC 167: Self-Defense Against Sexual Assault
PHIL 325: Feminism and Philosophy
POSC 266: Women and the Law
POSC 462: Studies in Comparative Politics: Women in the Third World
PSYC 356: Psychology of Women
RELG310: Ascetics, Saints, and Sinners: Western Religious Thought
RELG 318: Feminism and Religion
RELG 355: Women in Islam
SOCI 230: Sociology of Gender
TFMS 220: Introduction to Film and Media Studies
TFMS 275: Costumes and Clothes in History
TFMS 325: Documentary Practices
TFMS 420: Mediated Bodies: Gender, Race, and Class on Stage and Screen
WGSX 150: Introductory Topics in Women, Gender, and Sexuality
WGSX 250: Topics in Women, Gender, and Sexuality
WGSX 350: Advanced Topics in Women, Gender, and Sexuality
WGSX 450: Seminar in Women, Gender, and Sexuality
Declaration of Intent to Complete the WGSX Minor
Any student who wishes to minor in the WGSX cross-disciplinary area should consult with the program coordinator or any participating faculty member. Formal declaration of intent to complete the WGSX minor should be preceded by completion of WGSX 220. Students may declare their minor at any time prior to the final semester of their senior year, but are encouraged to declare their participation and seek curricular advising as soon as possible.
St. Mary's Project
Students may pursue a St. Mary's Project in WGSX with the permission of their major department and with the agreement of a faculty mentor designated by the women, gender, and sexuality faculty. Project credit (eight hours) does not apply toward fulfillment of the requirements of the minor in women, gender, and sexuality studies.
Commonly Paired Majors
Other Majors & Minors
Select Anthropology Art Art History Asian Studies Biochemistry Biology Chemistry Computer Science Economics English History Int. Languages & Cultures Mathematics Music Natural Science Philosophy Physics Political Science Psychology Public Policy Studies Religious Studies Sociology Student Designed Theater, Film, & Media Studies Master of Arts in Teaching African & African Diaspora Anthropology Art Art History Biology Computer Science Dance Democracy Studies Economics Educational Studies English Environmental Studies Film and Media Studies History Int. Languages & Cultures Mathematics Museum Studies Music Neurosciences Philosophy Physics Political Science Religious Studies Sociology Theater Studies Women, Gender, & Sexuality
Betul Basaran
Coordinator of Program
Professor of Religious Studies


text:
require "abstract_unit"
require "active_support/dependencies/zeitwerk_integration"

class ZeitwerkInflectorTest < ActiveSupport::TestCase
  INFLECTOR = ActiveSupport::Dependencies::ZeitwerkIntegration::Inflector

  def reset_overrides
    INFLECTOR.instance_variable_get(:@overrides).clear
  end

  def camelize(basename)
    INFLECTOR.camelize(basename, nil)
  end

  setup do
    reset_overrides
    @original_inflections = ActiveSupport::Inflector::Inflections.instance_variable_get(:@__instance__)[:en]
    ActiveSupport::Inflector::Inflections.instance_variable_set(:@__instance__, en: @original_inflections.dup)
  end

  teardown do
    reset_overrides
    ActiveSupport::Inflector::Inflections.instance_variable_set(:@__instance__, en: @original_inflections)
  end

  test "it camelizes regular basenames with String#camelize" do
    ActiveSupport::Inflector.inflections do |inflect|
      inflect.acronym("SSL")
    end

    assert_equal "User", camelize("user")
    assert_equal "UsersController", camelize("users_controller")
    assert_equal "Point3d", camelize("point_3d")
    assert_equal "SSLError", camelize("ssl_error")
  end

  test "overrides take precedence" do
    # Precondition, ensure we are testing something.
    assert_equal "MysqlAdapter", camelize("mysql_adapter")

    INFLECTOR.inflect("mysql_adapter" => "MySQLAdapter")
    assert_equal "MySQLAdapter", camelize("mysql_adapter")

    # The fallback is still in place.
    assert_equal "UsersController", camelize("users_controller")
  end
end

redpajama_set_name: RedPajamaGithub


text:
By Carolyn McDowall June 15, 2013
Apollo Saettante, a Silent Witness – Vesuvius Eruption, 79AD
Apollo Saettante; detail, Roman, 100 B.C.–before A.D. 79; found in Pompeii, Italy, in 1817–18 Bronze 57 7/8 x 21 5/8 x 44 7/8 in. (147 x 55 x 114 cm) Soprintendenza Speciale per i Beni Archeologici di Napoli e Pompei—Museo Archeologico Nazionale, Naples
In the centre of Naples, Italy, the 16th-century Palazzo degli Studi houses the National Archaeological Museum, which holds one of the most important collections of classical antiquities, including ancient sculptures uncovered at Pompeii, Herculaneum, and Stabiae. The trio of cities were buried in the most violent eruption of Mt Vesuvius in Campania on a fateful day, August 24, 79 AD. "…you could hear the shrieks. … many besought the aid of the gods, but still more imagined there were no gods left, and the universe had been plunged into eternal darkness forever"
Gods Zeus, Leto, Artemis and Apollo
For those not familiar with the Greek God Apollo, he was the ancient Greek God of archery, music, poetry, oracles, the sun, prophecy, medicine and knowledge. From all the images we have of him he was a handsome beardless athletic and radiant youth, a favourite of the rest of the gods, who were all meant to represent harmony, order and reason.
Apollo at Versailles by
One of Apollo's more important daily tasks was to harness his chariot with four horses and drive the sun across the sky. What I really like about Apollo though, was that he represented the best we can all endeavour to be and he desired to help us meet the challenges of each day.
Apollo Saettante (archer) on a pedestal in the colonnaded courtyard of the Temple of Apollo at Pompeii,
The Apollo Saettante is one of my favourite trio of sculptures of Apollo, the others being the Apollo Belvedere, which is in the Vatican and, the Apollo in the garden at the Chatéau Versailles.
In the garden at Versailles the magnificent sculptural group by Jean Baptiste Tubby depicts Apollo the Sun God at the start of his daily journey. He is rising in his chariot from the water amid the spray of fountains, accompanied by tritons and dolphins and with the dusk they came to rest, while the rest of the chateau partied on.
In ancient Greece Apollo was the bright morning star filled with light and the Homeric hymn to Apollo, represented the triumph of the Olympian gods of light over the chthonic deities of darkness.
At Herculaneum, Pompeii and Stabiae during the eruption of Vesuvius tons of falling debris filled the streets and over the years the towns were completely covered. With the loss of local memory that happens as any population ages, the stories of the cities finally became part of local legend and went to sleep for almost 1700 years.
Naples is the capital of Campania, the area of the Italian Peninsula that has the Mediterranean Sea on its doorstep. It was colonised by the ancient Greeks and throughout the Roman era there the area maintained a 'Greco-Roman culture.
Pliny the Elder, a naturalist and official of the Roman Court, was in charge of the fleet in the Bay of Naples. He is known to have perished nearby to Pompeii on that dreadful day, when going to the aid of the people in peril. "… his body was found intact and uninjured, still fully clothed and looking more like sleep than death"*
It was 1738 at Herculaneum, 1748 at Pompeii and 1749 at Stabiae when archaeologists began to uncover the remains of the cities. Since then they have contributed to an intriguing and unique insight into life during the first century Roman Empire. As a visible record of our social history and cultural development they are highly important.
The majority of the remains of the bronze statue of Apollo were not discovered at Pompeii until June 1817, just north of the forum.
It consisted of his torso and head, right arm to the wrist, the upper left arm and left leg complete with foot and the right leg without its foot.
Two veteran soldiers walking along the northern city wall in October 1818, apparently chased a fox that appeared. It went underground and they followed it and found more bronze fragments: the Apollo's missing right foot, right hand, and parts of its left arm.
Pre-conservation photo of Apollo as an Archer (Apollo Saettante), Roman, 100 B.C.–before A.D. 79. Soprintendenza Speciale per i Beni Archeologici di Napoli e Pompei—Museo Archeologico Nazionale, Naples
Days later, the rest of the Apollo's left arm was found and identified. The bow and arrow Apollo once held was never found, but his pose suggests he held one. For this reason he is called Apollo Saettante (Archer).
Gnothi se auton Know Thyself is a famous Greek maxim inscribed on Apollo's temple at Delphi located on the slopes of Mount Parnassus, where the supreme leader of the Gods and Apollo's father Zeus released two eagles; one from the East (the Ascendant) and the other from the West (the Descendant).
Where they met he marked as the center of Earth, or the navel of the world.
Visiting Delphi was an important pilgrimage for an ancient Greek to make, the Oracle being delivered through the intermediary Pythia, priestess of Apollo. She went into a total trance before uttering verses whose interpretation was provided by a priest known for giving, truthful, but often ambiguous answers.
Apollo is a very complex Greek God with all sorts of symbolic significance, cults and considerations, as well as having many finer points of detail about his persona and his association with other Gods.
The bronze sculpture of him as Apollo Saettante is very moving and wonderfully made using the lost-wax technique, widely employed in the ancient Mediterranean area to produce large-scale bronze sculptures.
The process involved creating a working model in wax and then casting it in bronze in separate pieces. The resultant metal parts were then joined together, and the assembled statue's surface, finished.
Meroe Bronze head of Augustus with lifelike eyes still intact
Often the ancient bronze workers fashioned the statues eyes in different materials to make them appear more lifelike. The Apollo Saettante had his eyes cast with the head and slightly recessed and then, like the statue of his sister, dressed with shallow inlays.
Carrying out forensic investigation of markings on a pedestal in the colonnaded courtyard of the Temple of Apollo at Pompeii, archaeologists found they matched Apollo's feet, evidence for the sculpture's original location.
Ancient documents that survived inform scholars the temple had been undergoing repairs, due to severe earthquake damage from the preceding eruptions in the few years before the city was finally destroyed on that fatal in 79AD.
This may account for the Apollo's discovery some distance away from the sanctuary. The supposition is that the statue might have been moved for safekeeping, or for melting down and perhaps even reusing the bronze.
Antiquities conservator Erik Risser working on Apollo's drapery in the Conservation Studio at the Getty Villa
How its extremities ended up even farther north remains unknown, although nineteenth-century guidebooks presented a plausible thesis: people trying to salvage precious materials in the aftermath of the eruption made off with the bronze fragments, only to meet an unfortunate end they could not have foreseen.
Being one of the first major bronzes to be found at Pompeii the Apollo was taken to the, originally, Royal Bourbon Museum. The earliest visual record of him after he had been reassembled and put on display shows that the reconstruction was completed by 1825.
All the fragments found were joined together using iron straps secured with brass screws and soldered. Modern metal was also shaped to carry out the repairs. The restorers wanted to hide the signs of their intervention and while the screws would have been visible on the exterior of the statue, it had been extensively cleaned to produce an overall surface colouring that looked ancient, and to allow the screws to blend in with the surrounding metal.
These first restorers went to great lengths to imitate an ancient patina, applying pigments to create a suitable greenish colour.
Post Conservation Apollo as an Archer (Apollo Saettante), Roman, 100 B.C.–before A.D. 79. Soprintendenza Speciale per i Beni Archeologici di Napoli e Pompei—Museo Archeologico Nazionale, Naples
In 2009 and 2010 the Getty Villa Museum in America, undertook analysis, conservation and re-stabilisation of the statue in consultation with the now re-named Museo Archeologico Nazionale at Naples as part of a cultural exchange program**.
Processes in archaeology and conservation of important artefacts have changed a great deal over the years and artistic license is not something embraced any more, so a number of changes were made.
Getty conservator Erik Risser found that during the 1835 restoration Apollo had been reconstructed and re-assembled around an internal iron armature inserted through his left leg.
The most considered change that took place had been major adjustments to the drapery, which had been found to have dramatic ends added possibly in the 1860's, although documentary evidence is yet to be found.
They had however compromised the ongoing integrity of the piece because of the added weight, which would add a considerable strain for the future.
So the joint decision was made between the two institutions to remove them and for the drapery to be put back as original sketches made when it was first found and restored indicated it should be.
A replica of the statue stands in the courtyard of the Temple of Apollo at Pompeii, while the original statue with its 19th century additions and 21st century removals, is now secure is held in trust for the nation of Italy in the National Archaeological Museum at Naples.
**J.Paul Getty Trust is an international cultural and philanthropic institution devoted to the visual arts that features the Getty Conservation Institute, the Getty Foundation, the J. Paul Getty Museum, and the Getty Research Institute. The J. Paul Getty Trust and Getty programs serve a varied audience from two locations: the Getty Center in Los Angeles and the Getty Villa in Malibu
Life & Death in Pompeii & Herculaneum – Twin Cities of Fate
Abydos & Herculaneum – Helping Us to Understand Antiquity
Apollo – The God Mortal Beauty Chased in Heaven and on Earth
Sleeping Eros – An Ancient Sculpture Slumbering through Time
ApolloApollo SaettanteApollo's templeCampaniaConservationConservation ApolloGetty Villa MuseumGnothi se autonGreco-Roman cultureGreek God ApolloHerculaneumJean Baptiste TubbyKnow ThyselfLife & Death in Pompeii & HerculaneumMuseo Archeologico NazionaleMuseum NaplesNaplesNational Archaeological Museum at Naples.Palazzo degli StudiPliny the ElderPliny the YoungerPompeiiStabiae
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Vale Janet Walker – The Circle's Champion for Joy and Truth
Vale Janet Walker, Special Features Correspondent in Victoria, you wowed The Circle crowd with your witty, wise writing style and truly wonderful turn of phrase


text:
Xactly Paves the Way For the Next Generation of Data-Driven Sales
Sales Performance Management leader spearheads vision for enterprises to thrive in new era of digital sales at 2020 Unleashed Virtual Summit
June 17, 2020 12:00 ET | Source: Xactly Corporation Xactly Corporation
San Jose, UNITED STATES
SAN JOSE, Calif., June 17, 2020 (GLOBE NEWSWIRE) -- Xactly, the leading innovator of cloud-based Sales Performance Management (SPM) software, today hosted its first-ever global Unleashed Virtual Summit, stimulating a series of dynamic discussions around how organizations can adapt to the changing seller experience in a virtual world.
In his keynote delivered at today's conference, Xactly founder and CEO Chris Cabrera detailed the strategic imperatives that companies must apply in order to succeed in the future of sales, emphasizing why now, more than ever, they need to leverage data to make informed sales decisions and pivot their plans based on real-time insights.
Demonstrating this point, he highlighted the findings of a new Forrester report issued today, which showed that a majority of business leaders (84%) consider it necessary to be able to adapt sales incentives to market changes, execute real-time course corrections, and make decisions based on trusted data. However, less than a third say they have the ability to course correct or adapt their incentives, underscoring the vital role that SPM and AI-enabled solutions play in enabling companies to access and utilize real-time sales data to make business decisions — particularly in the current environment, with market pressures at an all-time high.
Further, Cabrera revealed the three main factors — according to new research from the Center for Generational Kinetics — that keep sales reps engaged and motivated in today's landscape: trust, performance and transparency. In order to deliver on these key elements, he explained that organizations must adopt technologies that accomplish the following:
Drive the right behaviors by meeting reps where they are in their existing workflows.
Allow sales leaders to access engagement insights to help align their teams with corporate goals.
Reimagine business strategies, tactics and visions by tailoring them to new market realities.
"We are living in a different world today than we were even three months ago, and adjusting to the new virtual seller experience is imperative for organizations that want to stay agile and grow their business," Cabrera said. "To adapt, business leaders must think differently, with greater urgency, and develop data-informed sales strategies that focus on driving the right behaviors and aligning teams with corporate goals. Companies that invest in tech solutions today will have a better chance at bouncing back from current economic challenges and setting themselves up for success in the future."
To access content from today's Unleashed Virtual Summit, visit https://see.xactlycorp.com/unleashed-virtual-2020.
About Xactly
Xactly is leading the way in Sales Performance Management (SPM) delivering planning, execution, and optimization to ambitious and complex sales organizations. We partner with the world's leading enterprises to clear immediate sales roadblocks, enabling them to adapt with optimal sales capacity, territories, compensation plans and payment structures. Harnessing the power of AI, Xactly's scalable, cloud-based platform combines great software with the industry's most comprehensive 15-year data set to give customers the real-world insights they need to improve sales performance across the board by growing revenue, reducing risk and containing costs.
To learn more about Xactly and the latest issues and trends in SPM software, follow us on Twitter, Facebook, and subscribe to the Xactly blog.
©2020 Xactly Corporation. All rights reserved. Xactly, the Xactly logo, and "Inspire Performance" are registered trademarks or trademarks of Xactly Corporation in the United States and/or other countries. All other trademarks are the property of their respective owners.
LaunchSquad
Xactly@launchsquad.com
Gabrielle Wesseldyk
SaaS Cloud SaaS Xactly Xactly Unleashed SPM Sales Performance Management


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THIS FOURTH TOURBILLON marks a significant turning point in the development of the collection while simultaneously highlighting the Pininfarina distinctive design codes. The Tourbillon OTTANTASEI remains faithful to the essential lines that characterize the collection laid down by the Tourbillon Ottanta® in 2010.
When the Bovet manufacture joined forces with the most famous name in Italian design to implement a watchmaking project, the result was an outstanding collection of timepieces.
by Marco Gabella – What follows is a guided trip into a wealth of both stylistic and technological skills, with the latest watch in the saga, the flying tourbillon OttantaSei. Often, watch design consists merely in integrating an existing movement into a case, so the designer's scope is limited by the size and architecture of the caliber. This method makes development of a model somewhat easier, however, it does not really allow for any horological innovation. At best, it will have an effect on the finishing or the materials used.
It was in 2007 that the partnership between BOVET 1822 and Pininfarina was formed.
The meeting of Pascal Raffy and Paolo Pininfarina, and the human values they share, gave rise to the now legendary BOVET by Pininfarina collection. With the complementarity of two family Houses, each respected for its unique talent, came a shared and heartfelt desire to redefine genuine luxury: a level of excellence synonymous with good taste, attained by constant and meticulous attention to detail.
by Louis Nardin – The designers working at Pininfarina's headquarters in Cambiano (near Turin) admit that even after eight years of collaboration with Bovet, they are still amazed by the micrometric watch scale to which they always have to readjust themselves.
When two of the most influential and respected brands in their respective industries join forces, amazing products are created. This is the case of Swiss watch brand Bovet 1822 and Italian car design legend Pininfarina, whose perfect pairing gave rise to the Bovet by Pininfarina watch range.
by Valeria Garavaglia – The collaboration started in 2008, when Pascal Raffy, owner of Bovet 1822 and of DIMIER 1738 Manufacture de Haute Horlogerie Artisanale, and Paolo Pininfarina, the group's president and CEO, randomly met at an historical cars fair in California. They immediately found that their companies had many things in common, especially in terms of values and vision. "At Bovet 1822, the human being is essential, and so is for Pininfarina", explains Pascal Raffy. "Cars and watches - adds Paolo Pininfarina - share the same values: design and performance".
by Frank Geelen – It does sound like an interesting promise! And clearly, the Bovet Pininfarina OttantaSei 10-Day Tourbillon is a very appealing watch, resulting of a partnership between the watch manufacture Bovet and the legendary designer Pininfarina. Using the bold codes of the brand, we now have a light, highly aerial piece of sporty wristwatch, with a strong horological content, worthy to be called haute-horlogerie. We told you, an interesting mix!
by Amr Sindi – Some of the best concepts are born from the coming together of two entirely different yet equally creative and passionate forces. With Bovet's singular OttantaSei, it's immediately clear that an entity outside the watchmaker had its hands in its conception. And that entity is none other than the most revered design firm of them all, Pininfarina.


The Twin Peaks Wilderness holds some of the most beautiful displays of natural scenery in northern Utah and is literally only minutes from the suburbs of Salt Lake Valley. Created in 1984, the area was designated as an official wilderness, protecting almost 12,000 acres of lush pine forests, aspen groves and soaring peaks. Most of the trails are accessed by Big Cottonwood Canyon Road and include some of the most iconic trails in Salt Lake. There are several beautiful basins and drainages with a small handful of alpine lakes in its eastern slopes. The wildflowers bloom in summer and cover almost every square inch of the ground as the hummingbirds dart around looking for nectar. Keep your eyes peeled for moose, which are commonly seen along with marmot, deer and hawks.
The most iconic sight in the Twin Peaks for your average hiker is no doubt Lake Blanche and its prominent Sundial Peak, but not many people know about its sister trail, Broad's Fork, which has far fewer people and shares the same parking area. Both will leave you breathless, especially when the flowers are in full bloom in early to mid-summer. As an imposing and jagged sentinel, Storm Mountain greets people as they head up Big Cottonwood Canyon. At its base sits Stairs Gulch, a waterfall lover's dream that is a semi-scrambling ascent up a tight canyon with a dozen small cascades. Along the face of the Wasatch Mountains is Ferguson Canyon, which offers a unique taste of the western region of the wilderness area. The flat, vertical granite walls are perfect for climbers, and the trail has several waterfalls as you make your way to an incredible view of Salt Lake. Backcountry camping is a common practice here, and many people do quick overnights even on the weekdays thanks it being so close to home.
An unexpected addition to the boundaries of the wilderness area are the Monte Christo and west Mount Superior peaks in its far southeastern corner, which are usually accessed from Little Cottonwood Canyon. These peaks more than any other in the park are especially favored in the winter as home to some of the best backcountry descents in town. Snowshoers enjoy all their favorite summer trails in the winter with unparalleled access from their homes. Mountaineers and peak baggers have many options to test their mettle in this wilderness. Conquering the namesake Twin Peaks, which tops out at 11,329 feet, requires a 5,000-foot climb in a grueling 5-mile trek to its crest, starting at Broad's Fork Trail. Almost all of the trails in this area are rated moderate to difficult because of their steep grade, but they are well worth the effort they require. Make sure to check the regulations before doing any Leave No Trace backpacking in the Twin Peaks Wilderness.
Many hikes to enjoy the area. Gorgeous scenery. Wildflowers. Close to town.


text:
from flask import Flask, render_template, request
import random
import json
import urllib

app = Flask(__name__)

@app.route('/')
@app.route('/management')
@app.route('/management/<mode>')
def management_all(mode = None):
    expr_list = None
    node_list = None
    if mode == 'node':
        node_list = fetch_all_nodes()
    elif mode == 'expr':
        expr_list = fetch_all_expr()
    return render_template('management.html', mode=mode, node_list=node_list, expr_list=expr_list)

def fetch_all_nodes():
    _call_method('refresh')
    stat = _call_method('stat')
    result = stat.get('result', {})
    return result.get('node_id_seen', [])

def fetch_all_expr():
    _call_method('refresh')
    stat = _call_method('stat')
    result = stat.get('result', {})
    return result.get('expr_seen', [])

@app.route('/management/expr/<expr>')
@app.route('/management/node/<node_id>')
def management_single(node_id = None, expr = None):
    expr_list = None
    node_list = None
    if node_id == None:
        node_list = fetch_node_for_expr(expr)
        mode = 'expr'
    elif expr == None:
        expr_list = fetch_expr_for_node_id(node_id)
        mode = 'node'
    return render_template('management.html', mode=mode, node_id = node_id, expr = expr, node_list=node_list, expr_list=expr_list)

def fetch_node_for_expr(expr):
    _call_method('refresh')
    stat = _call_method('stat', expr=expr)
    result = stat.get('result', {})
    return result.get('node_id_seen', [])

def fetch_expr_for_node_id(node_id):
    _call_method('refresh')
    stat = _call_method('stat', node_id=node_id)
    result = stat.get('result', {})
    return result.get('expr_seen', [])

@app.route('/management/action', methods=['GET'])
def management_action():
    if request.args.get('method', 'refresh') == 'stat':
        return render_template('statistics.html', node_id=request.args.get('node', '*'), expr=request.args.get('expr', '*'))
    result = _call_method(request.args.get('method', 'refresh'), request.args.get('node', '*'), request.args.get('expr', '*'))
    success = result.get('result', False)
    return render_template('result.html', mode='hide', success=success, previous=request.args.get('previous', 'management'))

@app.route('/data', methods=['GET'])
def ajax_data():
    _call_method('refresh', request.args.get('node', '*'), request.args.get('expr', '*'))
    stat = _call_method('stat', request.args.get('node', '*'), request.args.get('expr', '*'))
    return json.dumps(stat.get('result', ''))

def _call_method(method, node_id='*', expr='*'):
    """Make a JSON-RPC call to an OpenCache controller. Print and return the result."""
    call_id = random.randint(1, 999)
    params = {'node-id' : str(node_id), 'expr' : str(expr)}
    url =  "http://%s:%s" % ('127.0.0.1', '49001')
    try:
        post_data = json.dumps({"id":call_id, "method":method, "params":params, "jsonrpc":"2.0"})
    except Exception as exception:
        print "[ERROR] Could not encode JSON: %s" % exception
    try:
        response_data = urllib.urlopen(url, post_data).read()
        print "[INFO] Sent request: %s" %post_data
        try:
            response_json = json.loads(response_data)
            if response_json['id'] == str(call_id):
                print "[INFO] Received response: %s" %response_json
                return response_json
            else:
                print "[ERROR] Mismatched call ID for response: %s" %response_json
                raise IOError("Mismatched call ID for response: %s" %response_json)
        except Exception as exception:
            print "[ERROR] Could not decode JSON from OpenCache node response: %s" % exception
    except IOError as exception:
        print "[ERROR] Could not connect to OpenCache instance: %s" % exception
        return {}

if __name__ == '__main__':
    app.debug = True
    app.run(host='0.0.0.0')