On March 16, 2000, the Center for Biological Diversity, California Public Employees for Environmental Responsibility and the Sierra Club sued the BLM in U.S. District Court, Northern District of California alleging that the government office was in violation of the federal Endangered Species Act. According to the lawsuit, the BLM has allowed the impacts of livestock grazing, off road vehicles, mining and other activities within the California Desert Conservation Area to threaten such endangered species as the desert turtle and Peirson's Milkvetch, a silvery, short-lived perennial plant.
The lawsuit would have led to the closure of the Glamis Dunes until such time as the BLM could obtain a biological opinion from the U. S. Fish and Wildlife Service regarding potential impacts of the CDCA management plan upon species like Peirson's Milkvetch. Several months of intense negotiations and legal maneouvers followed and a coalition of OHV enthusiasts and related businesses fought the prohibition, eventually arriving at a compromise closure of 49,000 acres in October of 2000. Among these OHV groups are the High Desert Multiple Use Coalition, the Desert Vipers, the San Diego Off-Road Coalition, the California Association of 4 Wheel Drive Clubs and the BlueRibbon Coalition of Idaho.
In the two years following the initial restrictions to and threatened prohibition of OHV use in the Imperial Sand Dunes Recreation Area, groups like the American Sand Association and the Off-Road Business Association have filed a petition with the US Fish and Wildlife Service to remove the Peirson's Milkvetch.
The Center for Biological Diversity, PEER, and the Sierra Club have been targeting flaws in the Endangered Species Act as a way to closed down our access to the Imperial Sand Dunes.
The Endangered Species Act specifically states that the term "species" includes any subspecies of fish, wildlife, or plants. With this broad definition, environmentalist target local subspecies at many dunes throughout the western United States, even when the species as a whole is thriving.
The Endangered Species Act allows anyone to petition the Fish and Wildlife Service to have a species listed or reclassified as endangered or threatened. Unfortunately, the ESA allows these petitions to be based solely on "best available science" rather than requiring science that stands up to critical peer review.
One thing is for sure. If you would like to see future generations in the dunes, the Endangered Species Act must be reformed. Please contact your representative and let them know ESA reform is important to you.
Peirson's milk vetch is one of 400 varieties in the milk vetch family.
Peirson's Milk Vetch - A lawsuit was filed by the Center for Biological Diversity, Sierra Club, and Public Employees for Environmental Responsibility in March 2000. The suit alleged BLM violated the federal Endangered Species Act by not initiating Section 7 consultation with U.S. Fish and Wildlife Service (FWS) on the effects of the California Desert Conservation Area (CDCA) Plan on a number of threatened and endangered species. BLM agreed to the interim actions in the settlement agreements to avoid an injunction on the CDCA Plan, which would have resulted in a complete closure of all activities on BLM-managed public lands within the CDCA. BLM implemented interim measures to further protect threatened and endangered plant and animal species throughout the California Desert Conservation Area (CDCA) as agreed to in the negotiated settlement. Restrictions on vehicle use in the Imperial Sand Dunes Recreation Area, which have been in place since November 2000. BLM implemented the second stipulation with the interim closures at the 134,300-acre Imperial Sand Dunes Recreation Area beginning in October 2000. The four closure areas encompass approximately 49,300 acres and protect essential habitat of the Peirson's milk-vetch while allowing off-highway vehicle recreation to continue in the more heavily used areas of the Dunes. The Peirson's milk-vetch was listed as a threatened species by the FWS in 1998.
On December 12, 2002, the Center for Biological Diversity filed a petition with the U. S. Fish and Wildlife Service to list the Andrew's dune scarab beetle as an endangered species.
Access Organizations - Help Keep Our Dunes Open!


text:
Sthenoteuthis pteropus, l'encornet dos orange est une espèce de mollusque céphalopode de la famille des Ommastrephidae, un calmar qui vit dans l'océan Atlantique.

Ceux-ci ont la faculté de se déplacer en pleine mer hors de l'eau en utilisant leurs nageoires et tentacules comme ailes et leur siphon comme propulseur, de même sans doute que d'autres espèces telles Dosidicus gigas et Illex illecebrosus, ainsi que Ommastrephes bartramii.

Liens externes

Notes et références

Teuthide (nom scientifique)
Ommastrephidae

redpajama_set_name: RedPajamaWikipedia


text:
Q: Cannot able to run ng serve command in Windows 10 I am trying to install angular on Windows 10.
1- My node version is
node -v
v10.16.0

and npm version is
npm -v
6.9.0

After running command of angular cli which is
npm install -g @angular/cli

I am not able to run ng serve command. It show this error
'ng' is not recognized as an internal or external command,
operable program or batch file.

I have looked some online solutions which says to set 'PATH` but my path npm folder is empty
C:\Users\shaha\AppData\Roaming\npm

I have tried many times uninstallation and installation of nodejs but I am unable to run ng serve commmand. Please help me to solve this issue.

A: Introduction
When you type a command in command prompt, if it's a program, the reason it's available for use is because it's accessible from the PATH.
PATH is an environment variable. There is a PATH variable in your user variables, and a second one in your system variables.
PATH denotes a set of locations on your computer with programs and components that should be available globally.
Solution 1 - Edit your PATH
Firstly locate ng.exe on your computer. You may find it in your program files. If you don't know where to look for it, simply open 'Computer' and do full system search for it.
Once you've located ng.exe you will have to add the location to your user or system PATH variable. Environment variables can be edited in the advanced tab of 'System Properties' after clicking the 'Environment Variables' button.
Add a semicolon and the location of ng.exe to the end of the PATH variable.
You may use a tutorial for editing the PATH found on the internet. Here is an example of a tutorial. https://www.howtogeek.com/118594/how-to-edit-your-system-path-for-easy-command-line-access/
Disclaimer: Editing your PATH incorrectly can cause system issues. A better solution would be to contact the maintainer of the program you're trying to install and have them fix the installer.
Solution 2 - Explicitly Run ng.exe
Firstly locate ng.exe on your computer. You may find it in your program files. If you don't know where to look for it, simply open 'Computer' and do full system search for it.
Once you've located it, instead of using ng serve in your command prompt, copy the file location and use the full file location in replacement of "ng".
Example:

ng serve

becomes

C:\path\to\installation\folder\ng.exe serve

A: I think this is a linking problem, you may not have installed it globally by including this -g after in the command during installing it
Anyways Try this to link it:
npm link @angular/cli

redpajama_set_name: RedPajamaStackExchange


A very simple recipe for plain churros. Makes one plateful, suitable for about 4 people. It can easily be doubled or halved, but be warned that attempting to mix more than double this recipe at once is very hard work.
Sift the flour, bicarb (baking soda) and salt into a large mixing bowl.
Add the boiling water gradually to the flour, mixing constantly until you get a very thick, smooth paste.
Allow to stand for about an hour.
Heat up a deep frying pan of oil until it shimmers.
Using an icing bag, or a freezer bag with the corner cut out to give a hole about the size of your little finger, squeeze the paste into the pan. Use a pair of scissors to cut the sausage shaped pieces off after about 10cm.
Fry these until golden brown and crunchy. If the pieces are too thick and are still raw in the middle, cut them in half lengthways and fry again.
Serve dusted liberally with sugar or hot chocolate sauce (or both!).


text:
require "test_helper"
require_relative 'support/ui_test_helper'

class GenerateServiceSourceCodeTest < Capybara::Rails::TestCase
  include UITestHelper
  include Warden::Test::Helpers
  after { Warden.test_reset! }

  test "Generate source code for a service" do
    service_v = service_versions(:servicio1_v3)
    visit organization_service_service_version_path(
      service_v.organization, service_v.service, service_v
    )
    click_button "Generar código fuente"
    within(:css, '#modalDownloadCode') do
      assert_content "Descarga Cliente"
      assert_content "Descarga Servidor"
      check "JAVA"
      check "PHP: SLIM"
      click_link "Generar código fuente"
    end
    # No idea on how to check for the generated zip file
  end
end

redpajama_set_name: RedPajamaGithub


text:
Q: Is it possible to use WebRTC to streaming video from Server to Client? In WebRTC, I always see the implementation about peer-to-peer and how to get video streaming from one client to another client. How about server-to-client?
Is it possible for WebRTC to streaming video file from server-to-client?
(I am thinking about using WebRTC Native C++ API to create my own server application to connect to the current implementation on chrome or firefox browser client application.)
OK, if it is possible, will it be faster than many current video streaming services?

A: Yes it is possible as the server can be one of the peers in that peer-to-peer session.
If you respect the protocols and send the video in SRTP packets using VP8, the browser will play it. To help you build these components on other applications or servers, you can check this page and this project as a guide.
Now, comparing WebRTC with other streaming services... It will depend on several variables like the Codec or the protocol. But, for instance, comparing WebRTC (SRTP over UDP with VP8 Codec) against Flash (RTMP over TCP with H264 Codec), I would say that WebRTC wins.

*

*The player will be Flash Player against the native <video> tag.

*The transport would be TCP against UDP.

But of course, everything depends on what you are sending to the client.

A: I started with the WebRTC Native C++ to Browser Video Streaming Example but it doesnot build anymore with the actual WebRTC Native Code.
Then I made modifications merging into a standalone process :

*

*management of the peerConnection (the peerconnection_server)

*access to Video4Linux capture (the peerconnection_client).

Removing the stream from browser to the WebRTC Native C++ client give a simple solution to access throught a WebRTC browser to a Video4Linux device that is available from GitHub webrtc-streamer.
Live Demo

A: We are attempting to replace MJPEGs with Webrtc for our server software and have a prototype module for doing this using a smattering of components tied to the Openwebrtc project.  It has been an absolute bear to do, and we have frequent ICE negotiation errors (even over a simple LAN), but it mostly works.
We also built a prototype with the Google Webrtc module, but it had many dependencies.  I find it easier to work with the Openwebrtc modules because Google's stuff is so tightly tied to general peer-to-peer scenarios on the browser.
I compiled the following from scratch:
libnice 0.1.14
gstreamer-sctp-1.0
usrsctp
Then I have to interact with libnice a bit directly to gather candidates.  Also have to write out the SDP files by hand.  But the amount of control--being able to control the source of the pipeline--makes it worthwhile.  The resulting pipeline (with two clients off one server source) is below:

A: I have written some apps and plugins using the native WebRTC API, and there isn't a lot of information out there yet, but here are a few useful resources to get you started:
QT Example: http://research.edm.uhasselt.be/jori/qtwebrtc
Native to Browser example: http://sourcey.com/webrtc-native-to-browser-video-streaming-example/

A: Of course. I'm writting a program using native WebRTC api which can join the conference as a peer and record both video and audio.
see: How to stream audio from browser to WebRTC native C++ application
and you can definitely streaming media from native app.
I'm sure you can use dummy_audio_file to streaming audio from local file, and you can find a way to access the video streaming progress by your own.

A: Yes it is. We have developed an load test tool to publish and play for Ant Media Server. This tool can broadcast media file. We used the same native WebRTC library used in Ant Media Server.

A: Sure it's possible, it allows covert live streaming to WebRTC, for example:
OBS/FFmpeg ---RTMP---> Server ---WebRTC--> Chrome/Client

For this scenario, it allows the ultra low latency live streaming, about 600~800ms, to play the  live streaming by WebRTC. Please take a look at this demo.


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text:
Babur De los Santos
Agency Pricing and Bargaining: Evidence from the E-book Market
with Dan O'Brien and Matthijs Wildenbeest, 2019.
This paper examines the pricing implications of two types of vertical contracts under bargaining: wholesale contracts, where downstream firms set retail prices after negotiating wholesale prices, and agency contracts, where upstream firms set retail prices after negotiating sales royalties. We show that agency contracts can lead to higher or lower retail prices than wholesale contracts depending on the distribution of bargaining power. We propose a methodology to structurally estimate a model with either contract form under Nash-in-Nash bargaining. We apply our model to the e-book industry, which transitioned from wholesale to agency contracts after the expiration of a ban on agency contracting imposed in the antitrust settlement between U.S. Department of Justice and the major publishers. Using a unique dataset of e-book prices, we show that the transition to agency contracting increased Amazon prices substantially but had little effect on Barnes & Noble prices. We find that the assumption of Nash-in-Nash bargaining explains the data better than an assumption of take-it-or-leave-it input contracts. Counterfactual simulations indicate that reinstitution of most favored nation clauses, which were banned for five years in the 2012 settlement, would raise the prices of non-fiction books by nearly nine percent.
Testing Models of Consumer Search Using Data on Web Browsing and Purchasing Behavior
with Ali Hortaçsu and Matthijs R. Wildenbeest, American Economic Review, 102(6): 2955–2980, 2012.
Using a large dataset on web browsing and purchasing behavior we test to what extent consumers are searching in accordance to various search models. We find that the benchmark model of sequential search with a known price distribution can be rejected based on recall patterns found in the data as well as the absence of dependence of search decisions on prices. Our findings suggest fixed sample size search provides a more accurate description of search behavior. We then utilize the fixed sample size search model to estimate demand elasticities of online bookstores in an environment where store preferences are heterogeneous.
Search Engine Optimization: What Drives Organic Traffic to Retail Sites?
with Michael R. Baye and Matthijs R. Wildenbeest, Journal of Economics & Management Strategy, 25(1): 6–31, Spring 2016. Lead article.
The lion's share of retail traffic through search engines originates from organic (natural) rather than sponsored (paid) links. We use a dataset constructed from over 12,000 search terms and 2 million users to identify drivers of the organic clicks that the top 759 retailers received from search engines in August 2012. Our results are potentially important for search engine optimization (SEO). We find that a retailer's investments in factors such as the quality and brand awareness of its site increases organic clicks through both a direct and an indirect effect. The direct effect stems purely from consumer behavior: The greater the brand equity of an online retailer, the greater the number of consumers who click its link rather than a competitor in the list of organic results. The indirect effect stems from our finding that search engines tend to place better-branded sites in better positions, which results in additional clicks since consumers tend to click links in more favorable positions. We also find that consumers who are older, wealthier, conduct searches from work, use fewer words or include a brand name product in their search are more likely to click a retailer's organic link following a product search. Finally, the brand equity of a retail site appears to be especially important in attracting organic traffic from individuals with higher incomes. The beneficial direct and indirect effects of an online retailer's brand equity on organic clicks, coupled with the spillover effects on traffic through other online and traditional channels, leads us to conclude that investments in the quality and brand awareness of a site should be included as part of an SEO strategy.
Search with Learning for Differentiated Products: Evidence from E-Commerce
with Ali Hortaçsu and Matthijs R. Wildenbeest, Journal of Business & Economic Statistics, 35(4): 626–641, 2017.
This paper provides a method to estimate search costs in a differentiated product environment in which consumers are uncertain about the utility distribution. Consumers learn about the utility distribution by Bayesian updating their Dirichlet process prior beliefs. The model provides expressions for bounds on the search costs that can rationalize observed search and purchasing behavior. Using individual-specific data on web browsing and purchasing behavior for MP3 players sold online we show how to use these bounds to estimate search costs as well as the parameters of the utility distribution. Our estimates indicate that search costs are sizable. We show that ignoring consumer learning while searching can lead to severely biased search cost and elasticity estimates.
Optimizing Click-through in Online Rankings with Endogenous Search Refinement
with Sergei Koulayev, Marketing Science, 36(4): 542–564 2017.
Consumers engage in costly search to evaluate the increasing number of product options available from online retailers. Presenting the best alternatives at the beginning reduces search costs associated with a consumer finding the right product. We use rich data on consumer click-stream behavior from a major web-based hotel comparison platform to estimate a model of search and click. We propose a method of determining the ranking of search results that maximizes consumers' click-through rates (CTRs) based on partial information available to the platform at the time of the consumer request, its assessment of consumers' preferences, and the expected consumer type based on request parameters from the current visit. Our method has two distinct advantages. First, rankings are targeted to anonymous consumers by relating price sensitivity to request parameters, such as the length of stay, number of guests, and day of the week of the stay. Second, we endogenize a consumer response to the ranking through the use of search refinement tools, such as sorting and filtering of product options. Accounting for these search refinement actions is important since the ranking and consumer search actions together shape the consideration set from which clicks are made. We find that predicted CTRs under our proposed ranking are almost double those of the platform's default ranking.
What's in a Name? Measuring Prominence and Its Impact on Organic Traffic from Search Engines
with Michael R. Baye and Matthijs R. Wildenbeest, Information Economics and Policy, 34: 44–57, 2016.
Organic product search results on Google and Bing do not systematically include information about seller characteristics (e.g., feedback ratings and prices). Consequently, it is often assumed that a retailer's organic traffic is driven by the prominence of its position in the list of search results. We propose a novel measure of the prominence of a retailer's name, and show that it is also an important predictor of the organic traffic retailers enjoy from product searches through Google and Bing. We also show that failure to account for the prominence of retailers' names---as well as the endogeneity of retailers' positions in the list of search results---significantly inflates the estimated impact of screen position on organic clicks.
E-book Pricing and Vertical Restraints
[Read only]
with Matthijs R. Wildenbeest, Quantitative Marketing and Economics, 15(2): 85-122, 2017.
This paper empirically analyzes how the use of vertical price restraints has impacted retail prices in the market for e-books. In 2010, five of the six largest publishers simultaneously adopted the agency model of book sales, allowing them to directly set retail prices. This led the Department of Justice to file suit against the publishers in 2012, the settlement of which prevents the publishers from interfering with retailers' ability to set e-book prices. Using a unique dataset of daily e-book prices for a large sample of books across major online retailers, we exploit cross-publisher variation in the timing of the return to the wholesale model to estimate its effect on retail prices. We find that e-book prices for titles that were previously sold using the agency model decreased by 18 percent at Amazon and 8 percent at Barnes & Noble. Our results are robust to different specifications, placebo tests, and synthetic control groups. Our findings illustrate a case where upstream firms prefer to set higher retail prices than retailers and help to clarify conflicting theoretical predictions on agency versus wholesale models.
Consumer Search on the Internet
International Journal of Industrial Organization, 58: 66-105, May 2018.
This paper analyzes search frictions in online markets using data depicting the web browsing and purchasing behavior of a large panel of consumers. In this data, consumer search behavior is observed prior to a transaction. I use data on consumers shopping for books online to link prices and consumer search patterns at different bookstores, estimating consumer search costs in the context of a fixed-sample search model. The search patterns indicate that consumers visit relatively few firms and exhibit a strong search preference for prominent retailers. I control for search intensities at different retailers during consumers' search process and find that search cost estimates are lower than when assuming consumers sample equally among alternatives. Accounting for heterogeneity in consumer search intensities across retailers reduces search cost estimates from $2.30 to $1.24 per search. I examine search cost heterogeneity by using a rich set of consumer characteristics and relating them to search patterns and search costs estimates. I use a flexible random effects model in which the number and order of firms visited by the consumer are her optimal ordered choices, allowing search cost cutoffs to depend on regressors. The estimates indicate that consumer search costs are related to their observable characteristics, such as income, where individuals with income greater than $100,000 incur relatively higher search costs.
Do MSRPs Decrease Prices?
with In Kyung Kim and Dmitry Lubensky, International Journal of Industrial Organization, 59: 429–457, July 2018.
The nature of manufacturer's suggested retail prices (MSRPs) and whether their effect is pro- or anticompetitive is not well understood. We exploit a policy experiment in which a ban on MSRPs was imposed and then lifted a year later. Prices increased by 2.3 percent as a result of the ban and decreased by 2.6 percent when the ban was lifted. We find no indication that MSRPs lowered prices by acting as binding price ceilings and outline an alternative mechanism in which recommendations affect prices indirectly by providing information to searching consumers. We demonstrate that recommendations can increase search and reduce prices.
Refining Consumer Search into an Opportunity: The Role of Search Refinement Tools in Online Product Recommendations
with Lura Forcum, Applied Marketing Analytics, 3(4): 363-373, 2018.
The rise of the Internet has given consumers far more information than ever before when it comes to seeking product information and making purchase decisions. Search platforms aggregate product information and decrease search costs by letting consumers refine search results (e.g., by price, location, brand, or other product attributes) and also by recommending particular products to consumers. Enhanced search technologies have led to reduced search costs, which heightens competition between firms. We argue—perhaps counterintuitively—that in such an environment, firms can benefit by managing their search platforms to further reduce consumers' search costs. A platform where it is easy for a consumer to find the best product will benefit from increased consumer retention to the website, as well as satisfaction with the purchased product. We offer a number of recommendations to firms for tailoring product recommendations and rankings, even for anonymous consumers whose individual preferences are unknown to the platform. We also point out that search behavior can be used to glean insights about consumers' unmet needs and that platforms should be managed so that consumer confidence in search results is protected. Finally, we consider that some search engine optimization may actually increase search costs.
Searching for Physical and Digital Media: The Evolution of Platforms for Finding Books
with Michael R. Baye and and Matthijs R. Wildenbeest, in NBER's Economic Analysis of the Digital Economy, ed. by S. Greenstein, A. Goldfarb, and C. Tucker. University of Chicago Press, 2015.
This chapter provides a data-driven overview of the different online platforms that consumers use to search for books and booksellers, and documents how the use of these platforms is shifting over time. Our data suggest that, as a result of digitization, consumers are increasingly conducting searches for books at retailer sites and closed systems (e.g., the Kindle and Nook) rather than at general search engines (e.g., Google or Bing). We also highlight a number of challenges that will make it difficult for researchers to accurately measure internet-based search behavior in the years to come. Finally, we highlight a number of open agenda items related to the pricing of books and other digital media, as well as consumer search behavior.
The Evolution of Product Search
with Michael R. Baye and and Matthijs R. Wildenbeest, Journal of Law, Economics & Policy, 9(2): 201-221, 2013.
This paper examines the evolution of product search. We provide an overview of product search in the pre-internet era, and discuss how online search evolved from directory based search in the early 1990s to "vertical" search engines by the late 1990s. We also document the prominence of price comparison sites in the mid-2000s, and the challenges these platforms faced through 2010. We then use comScore qSearch data to closely examine trends in product search between 2010 and 2012. We find that, today, the vast majority of shoppers conduct product searches at retailer sites and other marketplaces, whereas traditional price comparison sites have become less important.
© Babur De los Santos - Updated: October 2018

redpajama_set_name: RedPajamaCommonCrawl


text:
December Super Shopper story
Cause Stories, iGive, Prize Winners, Super Shopper Stories
Fred H. is the iGive Super Shopper for the month of December! In only one month, he raised over $150 for his cause, Fisheries Conservation Foundation, of Champaign, IL.
Kim Stanhope sent u s the following update:
We at the Fisheries Conservation Foundation work hard to promote and preserve freshwater and marine fishery resources while informing decision makers on the best management of these resources. We currently are working on several projects:
1) Mahaseer Conservation in Bhutan
2) Bonefish Tracking in The Bahamas
3) Native Fish Conservation Area designation of the Little Tennessee River Basin
As a thank you for all he's done on behalf of his cause, iGive.com has teamed up with Bass Pro Shops to provide Fred with a $100 Gift Card.
Microsoft Continues Mission of Empowerment
Microsoft continues it's mission of empowerment by working to apply the power of technology to safeguard human rights and protect the planet. They recently issued their 2016 Corporate Social Responsibility Report.
During fiscal year 2016, Microsoft made progress on a number of fronts:
Expanding Microsoft's commitment to sustainability by establishing new energy goals, including having data centers rely on a larger percentage of wind, solar and hydro power electricity over time.
Prioritizing inclusive design and accessibility in the development of products and services to empower everyone, while deepening the inclusive culture at Microsoft.
Enhancing companywide privacy principles and the Microsoft Privacy Statement to protect customers' personal data and their right to privacy.
Holding suppliers accountable to human rights, labor, health and safety, environmental, and business ethics practices prescribed in Microsoft's Supplier Code of Conduct.
Expanding economic opportunity to every corner of the planet through Microsoft Philanthropies' three-year commitment to donate $1 billion in public cloud computing for nonprofits around the world.
Contributing to public policy discussions with a new book, "A Cloud for Global Good," which lays out a roadmap of 78 specific policy recommendations to help ensure cloud computing is trusted, responsible and inclusive.
As part of Microsoft's commitment to transparency, this report builds on the company's prior annual citizenship reporting, but is now designed to be a living reporting website where Microsoft can offer both the year-over-year data we traditionally provide as well as ongoing updates throughout the year on important developments on our efforts.
Microsoft takes seriously the responsibilities to help the world achieve more and is committed to meeting that responsibility to address economic, social and environmental issues. Microsoft also recognizes the importance of partnerships and value the opportunity to work with nonprofits, advocates, governments, academics, customers and employees to advance progress. Together, Microsoft believes we can strengthen communities and ensure greater outcomes for all.
Microsoft will continue to dedicate themselves to the challenges humankind faces, the role technology can play and the unique contributions Microsoft can make in cooperation with others around the world. Microsoft purchases made through iGive.com will also give back to your favorite cause.
Enterprise Rent-A-Car Teaming With World Travel & Tourism Council to Recognize Best in Sustainable Tourism
Enterprise Rent-A-Car is teaming with the World Travel and Tourism Council (WTTC) as a category sponsor of the 2017 Tourism for Tomorrow Awards. The annual WTTC awards are among the highest accolades in the global travel industry and represent the gold standard in sustainable tourism.
These awards recognize best practices and are based upon the principles of:
environmentally friendly operations;
support for the protection of cultural and natural heritage; and
the social and economic well-being of local people in travel destinations around the world.
For the second consecutive year, Enterprise Rent-A-Car is the exclusive sponsor of the WTTC's People Award. This award honors organizations dedicated to the concept of "capacity building" – a long-term investment in the tourism workforce to enhance employee skills, competencies and abilities through local training and education.
"Travel and tourism careers already account for a significant part of our economy, providing an estimated 284 million jobs across the global market," said Greg Stubblefield, executive vice president and chief strategy officer at Enterprise Holdings Inc., which owns the Enterprise Rent-A-Car brand. "And we are committed to helping build an even more robust and inclusive global talent pipeline through this industry-leading WTTC initiative."
Travel Industry Leadership
Enterprise Holdings' annual revenues place it near the top of the global travel industry, exceeding all other rental car companies, as well as most airlines, cruise lines, hotels, tour operators and online travel agencies. In addition, Enterprise Holdings is the only company in the international car rental industry – and one of a handful in the global travel industry – to complete a sustainability report in accordance with Global Reporting Initiative (GRI) G4 "Core" Guidelines.
"As the world's largest car rental company, we are in a strong position to help drive sustainable solutions and policies around the globe," noted Stubblefield, who is a member of the WTTC as well as the U.S. Travel Association's CEO Roundtable. He also serves on the U.S. Travel and Tourism Advisory Board, which – as the advisory body to the U.S. Secretary of Commerce – provides counsel on current tourism industry concerns, emerging issues and government policies.
"Travel and tourism represents one of the fastest growing segments in the global economy, so it's especially important that the growth of our sector is managed responsibly," Stubblefield added. "The WTTC awards are an opportunity to honor organizations that benefit local communities, support cultural diversity and advance biodiversity conservation, all within a viable and profitable business model."
Furthermore, the WTTC is working closely with the World Tourism Organization (UNWTO), a United Nations agency responsible for the promotion of responsible, sustainable and universally accessible tourism. The WTTC and UNWTO are working together to improve the understanding of the importance of travel and tourism to social and economic development worldwide.
The WTTC's Tourism for Tomorrow Awards recognize businesses and organizations whose commitments to sustainability and long-term vision have not only helped to shape international standards for environmentally and socially responsible tourism, but also have demonstrated how tourism can be a force for good. The extensive three-part application process begins with a written submission that is evaluated by an independent judging panel of sustainable tourism experts. Finalists are then visited on-site by experts who verify the claims made in their applications. Winners and finalists will be honored at a special Awards Ceremony during WTTC's 2017 Global Summit April 25-27 in Bangkok, Thailand.
Applications for the 2017 Tourism for Tomorrow Awards are now open, and candidates will be able to apply until Nov. 14, 2016. For more information, visit www.wttc.org/tourism-for-tomorrow-awards.
Petco Honored for Energy Conservation
Petco, a specialty pet food, supplies and services retailer and iGive partner, was awarded a Grand Energy Champion Award by the San Diego Gas & Electric Company for its dedication to energy sustainability at its national support center.
The company took over a 300,000-square-foot semi-conductor plant and relocated its' Petco support center. The pet-friendly, energy-efficient building increases employee interaction and productivity — allowing for better team building through the use of common spaces throughout the building. It includes more than 75 skylights and nearly 3,000 solar panels on the roof. These updates provide natural lighting and allow the building lighting systems to run at half capacity. The building's energy efficiency is further accented by drought tolerant landscaping and electric car charging stations for employee use.
"Petco's two key goals when we started this project were to use the least amount of energy possible for our needs and to minimize the long-term impact it has on the environment," said Charlie Piscitello, Petco's Senior Vice President, Chief People Officer, "Our company, our people, our culture and this wonderful facility are all a reflection of our commitment to our vision of healthier pets, happier people and better world."
For more information about Petco and its San Diego-based national support center, visit about.petco.com.
About Petco and the Petco Foundation
With more than 50 years of service to pet parents, Petco is a leading pet specialty retailer that focuses on nurturing powerful relationships between people and pets. We do this by providing the products, services, advice and experiences that keep pets physically fit, mentally alert, socially engaged and emotionally happy. Everything we do is guided by our vision for Healthier Pets. Happier People. Better World. We operate more than 1,430 Petco locations across the U.S., Mexico and Puerto Rico, including more than 115 Unleashed by Petco locations, a smaller format neighborhood shop; prescription services and pet supplies from the leading veterinary-operated pet product supplier, Drs. Foster & Smith; and petco.com. The Petco Foundation, an independent nonprofit organization, has invested more than $135 million since it was created in 1999 to help promote and improve the welfare of companion animals. In conjunction with the Foundation, we work with and support thousands of local animal welfare groups across the country and, through in-store adoption events, help find homes for more than 400,000 animals every year.
June Super Shopper
Karan C. is this month's Super Shopper! Karan raised over $1,000 in one month.
That's right – OVER ONE THOUSAND DOLLARS has been raised by one member for Maharishi School, in Fairfield, IA. This non-profit private school serves pre-school through grade 12 students, with college prep courses and an average student-to-faculty ration of 12:1. Fully accredited, Maharashi school offers a unique program of consciousness-based education that develops the full potential of its students, while giving them firm grounding in all the traditional subjects.
In addition to the Consciousness-Based Education offered, the Maharashi School and the town of Fairfield are leading the way in Sustainability, Solar Power, and Seed to Table initiatives.
iGive.com and eBooks have partnered to send Karan a $100.00 gift certificate. Congrats & keep up the good work!
Starbucks Issues the First U.S. Corporate Sustainability Bond
Starbucks Corporation (NASDAQ: SBUX) announced that it has closed an underwritten public offering of senior notes, including the first U.S. Corporate Sustainability Bond. The company will use the net proceeds from the offering of $500 million in 2.450% Senior Notes due 2026 to enhance its sustainability programs around coffee supply chain management through Eligible Sustainability Projects. This includes coffee purchases from suppliers verified by a third-party as complying with Starbucks ethical sourcing verification program of Coffee and Farmer Equity (C.A.F.E.) Practices, the development and operation of farmer support centers in coffee growing regions, as well as short and long term loans made through Starbucks Global Farmer Fund. "Coffee is at the core of our business, and we intend to continue to finance initiatives that will make a positive social and environmental impact in our coffee supply chain as well as other areas across our business," said Scott Maw, chief financial officer, Starbucks. "Issuing a bond focused on sustainable sourcing, demonstrates that sustainability is not just an add-on, but an integral part of Starbucks, including our strategy and finances."
Each year, Starbucks invests significantly in its comprehensive approach to ethically source its coffee. This includes supporting coffee farming communities, mitigating the impact of climate change, and supporting long-term crop stability and farm sustainability. Starbucks operates a network of eight farmer support centers around the world (Rwanda, Tanzania, Colombia, China, Costa Rica, Indonesia, Guatemala and Ethiopia), and has a commitment to provide $50 million in farmer financing in the form of short and long term loans. Starbucks also purchased a coffee farm in Costa Rica and has turned this into a global agronomy center. All of this is grounded in the company's open sourced C.A.F.E. Practices developed with Conservation International over 15 years ago. This rigorous set of best practices helps to ensure that the methods used in growing and processing coffee are efficient, effective and sustainable, both environmentally and socially. In 2015, 99% of Starbucks 551 million pounds of coffee purchases were verified as ethically sourced and Starbucks became a founding member of the Sustainable Coffee Challenge – a call to action to make coffee the first sustainable agricultural product in the world.
"The longevity of the coffee industry is directly linked to the social, economic and environmental conditions of coffee communities around the world," said Craig Russell, executive vice president, Starbucks Global Coffee. "This new sustainability bond offers a way for investors to better understand the work we are doing to help ensure that there is a future for farmers and our industry."
Sustainalytics, a leading global provider of environmental, social and governance (ESG) research and ratings, delivered the second opinion for the Sustainability Bond. This independent review offers investors additional insight into the proposed projects to be funded by the bond, as well as the expected positive environmental and social impacts of these projects. Sustainalytics also rates Starbucks as an ESG leader in both overall and relative performance to its peers.
"Improving the efficiency and effectiveness of coffee farming practices helps to strengthen the overall sustainability of the coffee supply chain while advancing the socioeconomic conditions of coffee farmers," said Simon MacMahon, Sustainalytics' Executive Vice President of Advisory Services. "Starbucks has a significant influence on the global coffee market and is an industry leader when it comes to supply chain standards and sustainability initiatives. We are excited to support Starbucks Sustainability Bond and applaud their efforts to advance sustainability practices throughout their value chain."
Starbucks will publish annual updates of the allocation of the proceeds throughout the term of the sustainability bond until the proceeds have been fully allocated to projects meeting the eligibility criteria. These updates will be reported publicly on the Starbucks website at www.starbucks.com and may include additional descriptions of select projects funded with sustainability bond proceeds, and, where possible, their environmental and/or social impacts.
About Starbucks
Since 1971, Starbucks Coffee Company has been committed to ethically sourcing and roasting high-quality arabica coffee. Today, with stores around the globe, the company is the premier roaster and retailer of specialty coffee in the world. Through our unwavering commitment to excellence and our guiding principles, we bring the unique Starbucks Experience to life for every customer through every cup. To share in the experience, please visit us in our stores or online at news.starbucks.com or www.starbucks.com.
Certain statements contained in this release are "forward-looking statements" within the meaning of applicable securities laws and regulations, including statements about the expected closing of a public offering or senior notes and the use of proceeds of such offering. Such forward-looking statements are based on current management expectations and satisfactions of certain conditions that are subject to various risks and uncertainties, including market conditions and those risks detailed in the Company's filings with the Securities and Exchange Commission, including the "Risk Factors" section of the Starbucks Annual Report on Form 10-K for the fiscal year ended September 27, 2015, and the prospectus and prospectus supplement delivered in connection with the public offering of senior notes discussed in this release. The company assumes no obligation to update any of these forward-looking statements.
NIKE, Inc. Sets Bold Vision and Targets for 2020
Demonstrating Sustainable Innovation is a Powerful Engine for Growth and a Catalyst for Change
NIKE, Inc. (NYSE:NKE) released its FY14/15 Sustainable Business Report, which details strong progress against the company's environmental and social targets and sets a vision for a low-carbon, closed-loop future as part of the company's growth strategy.
"At Nike, we believe it is not enough to adapt to what the future may bring – we're creating the future we want to see through sustainable innovation," said NIKE, Inc. President and CEO, Mark Parker. "Today our teams are advancing ambitious new business models and partnerships that can scale unprecedented change across our business and the industry."
The report highlights how Nike has embedded sustainability across its business and signals Nike's continued commitment to set aggressive sustainability targets and invest in disruptive innovation – all in service of driving company growth, delivering performance innovation for athletes and acting as a catalyst for change in the world.
"We've set a moonshot challenge to double our business with half the impact. It's a bold ambition that's going to take much more than incremental efficiency – it's going to take innovation on a scale we've never seen before. It's a challenge we are setting for ourselves, our collaborators and our partners as we move toward a circular economy future," said Hannah Jones, NIKE, Inc. Chief Sustainability Officer and VP, Innovation Accelerator.
The company shared strong progress toward reported FY15 goals, including:
Reduced carbon emissions during a period of continued growth: Shipped more than 1 billion units in FY15 and revenue increased 52% from FY11 through FY15, while carbon emissions decreased by 18% per unit.
Delivered substantial water reductions: Increased water efficiency by 18% per unit in apparel materials dyeing and finishing and 43% per unit in footwear manufacturing, exceeding the goal of 15%.
Worked with fewer, better contract factories: 86% of contract factories demonstrated an investment in workers by achieving a minimum bronze rating on the Nike Sustainable Manufacturing & Sourcing Index, making progress toward 100% by FY20.
Improved product sustainability: Designed products that provide superior performance with a lower environmental impact – 98% of new footwear scored silver or better on our product sustainability indices, 80% of new apparel scored bronze or better and the use of environmentally preferred materials increased overall.
Drove down waste: In FY15, contract footwear factories diverted 92% of footwear factory waste from landfill or incineration without energy recovery.
As the next step on that journey Nike has set three strategic aims: minimize its environmental footprint, transform its manufacturing and unleash human potential.
Minimize Environmental Footprint
Nike aims to minimize its environmental footprint throughout the product lifecycle, looking at carbon and energy, chemistry, water and waste to identify strategies to use less, use better, innovate new solutions and, where possible, close the loop and reuse. For example, about 60% of the environmental impact in a pair of Nike shoes is embedded in the materials used. Knowing materials matter most, Nike is investing in creating a new palette of sustainable materials in a move toward closed-loop products, and has already incorporated recycled materials into 71% of its footwear and apparel products, in everything from apparel trims to soccer kits to Flyknit yarns.
Transform Manufacturing
Nike's Manufacturing Revolution initiative is not only transforming what products Nike makes, but also how it makes them through technology, labor and sustainable innovation. In order to deliver new product innovation to consumers Nike is focused on creating technology-driven manufacturing, through more sustainable factories that place highly skilled, engaged and valued workers at the center. Nike is working with fewer, better contract factories that are committed to taking this journey.
Nike is also running pilot research programs dedicated to engaging and connecting workers to healthcare, education and finance networks to make positive changes inside and outside the workplace.
Unleash Human Potential
In addition to the commitments to workers through Manufacturing Revolution, Nike is also looking to unleash the potential of its own teams. Guided by the belief that diversity fosters creativity and accelerates innovation, Nike is strengthening its recruitment, promotion and retention of diverse talent throughout the world with the goal of reflecting the diversity of the consumers it serves and the communities where its employees live and work. Nike will accelerate its efforts by expanding representation of women and people of color to start, while continuing to increase diversity of all dimensions across its business long term.
The company is also introducing a new Family Care benefit in the U.S. that will support all new parents as well as employees caring for sick family members. Now mothers and fathers will receive an additional eight weeks paid time off and employees who need to care for family members also receive eight weeks paid time off.
On the field of play, Nike is serving the next generation of athletes by raising awareness of the physical inactivity epidemic and working with others to get kids moving. For example, Nike's engagement with Let's Move Active Schools in the U.S. has reached more than 10 million kids since 2013.
FY20 Targets
To achieve these three aims, Nike set new targets for FY20 spanning environmental impact areas and its entire supply chain, including:
To have zero waste from contracted footwear manufacturing sent to landfill or incineration without energy recovery.
To source 100% of products from contract factories meeting the company's definition of sustainable.
To create products that deliver maximum performance with minimum impact, seeking a 10% reduction in the average environmental footprint and an increased use of more sustainable materials overall.
By the end of FY25, to reach 100% renewable energy in owned or operated facilities and to encourage broader adoption of renewable energy as part of an effort to control absolute emissions.
Nike believes these efforts – from materials innovation, to transforming its manufacturing models, to visionary 2020 targets – will deliver on Nike's long-term strategy to leverage sustainable innovation as a powerful engine for growth and catalyst for change.
About Nike, Inc.
NIKE, Inc., based near Beaverton, Oregon, is the world's leading designer, marketer and distributor of authentic athletic footwear, apparel, equipment and accessories for a wide variety of sports and fitness activities. Wholly owned NIKE, Inc. subsidiary brands include Converse, which designs, distributes and licenses casual sneakers, apparel and accessories; and Hurley, which designs and distributes a line of action sports and youth lifestyle apparel and accessories. For more information visit http://news.nike.com/ and follow @Nike.
Kiehl's Since 1851 Supports Environmental Causes With New Product Launches And In-Store Programs
In honor of Earth Day and the brand's commitment to the environment, Kiehl's Since 1851, the venerable New York-based purveyor of fine quality skin and hair care is proud to announce two new products and programs that directly impact the environment.
First, the company will donate $50,000 to Recycle Across America™, the not-for-profit organization dedicated to delivering society-wide solutions that eliminate public confusion around recycling, stimulate the environmental economy and expedite progress. These funds will be used to create 65,000 standardized recycling labels for 650 K-12 schools in the United States.
The funds will be raised from Kiehl's Limited Edition Creamy Eye Treatment with Avocado, featuring art by socially conscious influencers Nikki Reed, Gabrielle Reece & Laird Hamilton. 100% of net profits, up to $50,000, from this Earth Day campaign will benefit Recycle Across America™. To date, Kiehl's has already raised $300,000 for the non-profit, supplying recycling labels to 4,500 schools, including School Districts in San Diego, Houston, Scottsdale and Culver City.
"We've been working with Recycle Across America since 2012. Their mission to introduce solutions that make recycling more simple, comprehensive and effective in the United States is perfectly aligned with our values," says Chris Salgardo, President, Kiehl's USA. Through our Recycle & Be Rewarded program, Kiehl's has collected 3,000,000 empty Kiehl's bottles from our shoppers and recycled them on their behalf. We hope to reach the 3,500,000 mark this year!"
In tandem with the launch, Kiehl's is encouraging its customers to recycle by giving every customer a complimentary Kiehl's tote with every purchase of $100 or more, in any Kiehl's store and at Kiehls.com, through April 27th. The company is also celebrates its own renewed Recycle and Be Rewarded! program, in which customers at Kiehl's stores are rewarded with free product for bringing in their empty Kiehl's bottles, tubes and jars for recycling. Since 2009, Kiehl's has recycled more than 3,000,000 bottles. In order to further decrease the company's environmental footprint, it is no longer issuing printed Recycle and be Rewarded! cards. Instead, customers' recycle count will be tracked digitally.
In other product news, Kiehl's has introduced a new skincare formula using quinoa husk extract, derived from discarded quinoa husks, meaning that what was once considered waste is now a unique skincare innovation. For the first time in a facial skincare product, quinoa husk extract has been formulated into the company's new anti-aging overnight treatment, Kiehl's Dermatologist Solutions™ Nightly Refining Micro-Peel Concentrate. The formula offers accelerated cell turnover to reveal refined texture, improved skin tone and softer, more radiant skin.
Quinoa Husk Extract is sustainably sourced from the protective outer shell of the Quinoa seed without chemical alteration and with minimal environmental impact. In this formula, its powerful exfoliating properties work to help accelerate surface skin's nighttime cell turnover process to release dull surface skin.
In partnership with Bolivian suppliers and a foundation that sustainably source the quinoa husk from local farmers, and promote the conservation and responsible use of natural Bolivian resources, Kiehl's use of this ingredient targets to provide in 3 years socio-economic development for 250 Bolivian farms and their families as well as contribute to protect the environment. Kiehl's is strongly supporting the project to restore and enrich the soils in order to prevent erosion through the planting of native legumes, bushes and herbaceous plants.
For more information on these projects and to find a Kiehl's store near you, please visit www.kiehls.com.
About Kiehl's Since 1851:
Kiehl's was founded as an old-world apothecary in New York's East Village neighborhood. Its unique, extensive background represents a blend of cosmetic, pharmaceutical, herbal, and medicinal knowledge developed and advanced through the generations. In addition to Kiehl's freestanding stores nationwide, Kiehl's products are available at www.Kiehls.com, by mail order at 1-800-KIEHLS-2 as well as through select specialty retailers worldwide.
About Recycle Across America:
Recycle Across America® (RAA) is a 501(c)(3) non-profit organization which has developed the first ever society-wide standardized labeling system for recycling bins to help eliminate the public confusion surrounding recycling. The standardized labels are being used by some of the most notable companies in the world and are resulting in more than 50% increases in recyclables being collected — with significantly less trash being thrown in the recycling bins. As a result, the economics of processing recyclables becomes more viable and stable, thereby allowing more companies to commit to using recycled materials in their manufacturing. For this reason, RAA and the standardized labels have been identified as a world-changing solution by Ashoka Innovators for the Public, and have been referred to as "…one of the top environmental fixes taking root today," by the New York Times. For more information, visit: www.recycleacrossamerica.org


Together with supplier partners, we help power the economy here in Southern California. Pedro Pizarro shares how Supplier Diversity is imperative to how we do business.
Partnering with diverse suppliers is critical to our mission. In 2014, we spent $1.7 billion with more than 750 diverse suppliers.
For a strong supplier diversity program that demonstrates dedication to development and support of women business enterprises by Women's Business Enterprise Council-West.
We've long been committed to working with woman, minority, service disabled veteran and lesbian, gay, bisexual and transgender enterprises. Today we spend $1 billion-plus with these firms, representing more than 40 percent of our total procurement dollars. Quite simply, Supplier Diversity is a core business strategy for us.
Our Supplier Diversity and Development team are professionals who deliver sustainable supplier diversity solutions. The team strives to drive economic value for customers, suppliers, communities and shareholders by developing and integrating diverse businesses into the procurement process.
Our Supplier Diversity Program tries to identify and develop business relationships with more Woman, Minority, and Service Disabled Veteran, Lesbian, Gay, Bisexual, and Transgender Business Enterprises (WMDVLGBTBEs). If you're not sure what certifications you'll need or what products and services we buy, we can help you every step of the way.
Whether you've been in business for some time or just getting started, our Entrepreneurial, Development, Growth and Education program can help. Learn more about our mentoring, workshops and scholarships.
We are in the community looking to connect with diverse suppliers who want to do business with us. To find out where we'll be, take a look at our calendar and make plans to meet our Supplier Diversity and Development team.
There's a story behind every one of our diverse suppliers. Their stories are inspiring and show that with dedication, hard work and the right opportunities, anything is possible.
We are proud of our Supplier Diversity and Development accomplishments this year, and have many plans for our future. Learn more about our 2015 Annual Report and 2016 Plan.
For more information, please take a look at our FAQs. All you will need to know about Supplier Diversity is compiled for you in a downloadable PDF.
For more information, please email us. You can also follow us on Twitter @SCE_SD to get the latest information on our programs and where we'll be.
Registering in our supplier database allows your company's profile to be visible to our procurement team and organizational unit stakeholders. Be sure to register your company with us and create your company profile.


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Texas Tech receiver Zach Austin had zero college receptions heading into last Saturday's game against Baylor. With injuries hitting the Red Raiders receivers, Austin was thrown into the fire and responded with a team-high eight receptions for 110 yards and one touchdown in the 63-35 loss. He took some time to chat with ESPN.com about his big game, how he ended up at Texas Tech and the Red Raiders' brotherhood.
What was it like to have such a big game?
Zach Austin: The biggest thing was that I just did my job. I did what I had to do; it was just unfortunate that we lost, but the point of me playing that position is to do my job and make the plays when they're throwing to me and make the blocks.
Did you have a feeling you were going to be a big part of things heading into the game?
Austin: It's hard to say. We change the game plan sometimes. There's a real good script, but Coach [Kliff] Kingsbury is also really good at changing things depending on what the defense is doing. It's really not my job to be thinking if I'm going to get the ball or not; it's not anyone's job. There are 11 guys on the field; they're all supposed to do a job. If that means running someone off, like I did on the play I caught the touchdown... I wasn't even supposed to get it on that play. I did my job and the ball kind of found me, I guess.
Austin: Probably the touchdown, but it's hard to say. I liked how I blocked, I thought I blocked well. But the touchdown was pretty good because I hadn't had one in three years. I kind of forgot how it felt to be in the end zone. It was an incredible feeling.
What is the key to getting things back on track (after losses to Baylor and TCU)?
Austin: Sticking together. I thought we did a good job coming into the season of building a brotherhood here. We have a motto: It's "tough together," and I consider all these guys my brothers. It's about sticking together and not getting down.
Do you think you guys have shown that, in the TCU game in particular?
Austin: I think we've shown we're going to stick together. I don't think there will be a point this season where we fall apart because of outside people or not being a brotherhood. I think those two games will, hopefully, bring us closer together.
How did you end up at Tech?
Austin: [Texas Tech offensive coordinator] Coach [Eric] Morris was talking to me out of high school, I think he was at Washington State at the time, then he got the opportunity at Tech and took the job. Early in my senior year I tore my ACL and people just kind of stopped talking to me. I never got any offers and didn't get the chance to finish my senior season. Late in the season I realized I would have to walk on somewhere and I remembered Coach Morris went to Tech, so I contacted him and asked if I could walk on and they said they'd love to have me.
I bet it felt good to show you can play at this level after having people drop off after the injury.
Austin: It was definitely the goal. Ever since I got here, I've been working toward playing. Any walk-on wants to play; that's what they join the team for. I was lucky enough to be one of the guys who stuck around, stuck the hard times out and finally got a chance at a scholarship. then I got to play.
Did it validate how you felt about yourself?
Austin: Yeah, kind of. I had a lot of confidence I could play at this level. I had friends that talked to me and told me not to give up. There were a couple weeks and months where I was down, didn't think I'd play football again but stuck it out, came here and I've had a really great time being here.
I hear you're friends with Baker Mayfield. What's one thing about him that people don't know?
Austin: Well, since everyone knows he can dance … he's really good at "Halo." I talk to him every once in a while, just to check up and him and he does the same to me. He sent me a text that night and told me how happy he was and to keep going.


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Obec Olomučany se nachází v okrese Blansko v Jihomoravském kraji, necelé 4 km jihovýchodně od Blanska. Žije zde  obyvatel.

Název
Na vesnici bylo přeneseno původní pojmenování jejích obyvatel Olomučané, které znamenalo "lidé (přišlí) z Olomouce" nebo "lidé poddaní Olomouci".

Historie
První písemná zmínka o obci pochází z roku 1346, kdy hrad Olomučany vlastnili Jindřich, Pertold a Čeněk z Lipé. Archeologické nálezy na katastru obce jsou dokladem toho, že území bylo osídleno již v 8. a 9. století. Obyvatelé se v té době zabývali výrobou železa, neboť v katastru obce se vyskytovala železná ruda a dostatek dřeva na její tavení. Ruda se kutala až do konce 17. století pro hutě a hamry v Blansku a Adamově. Taktéž kácení lesa a pálení uhlí bylo zaměstnání občanů od založení obce. Dokladem toho je pečeť z roku 1353, na níž jsou znázorněny dvě zkřížené sekery.

Vývoj obce byl úzce spjat s osudy Nového hradu. Jako součást novohradského panství je vesnice uváděna roku 1562, kdy ji vlastnil Albrecht Bučovický z Boskovic. V obci se projevily následky válek, nemocí a jednání tehdejší vrchnosti. Nový hrad často měnil své majitele, především od dob svého založení v roce 1371 až do roku 1597, kdy přešel do držení rodu Liechtensteinů. V roce 1645 se Nového hradu zmocnila švédská vojska, která hrad vyrabovala a vypálila. Tyto události jsou spojeny s největším úpadkem obce.

Po oživení obce zde byla v roce 1666 vybudována sklářská huť, kde se vyrábělo mnoho sklářských výrobků. Výdělky dělníků byly malé a tak došlo k jejímu úpadku a v roce 1712 k úplnému zániku.

V první polovině 18. století v Olomučanech založili Petr Eugen Selb a Carl Gustav Lenk dílnu na výrobu hliněného nádobí. Dílnu v roce 1848 prodali a nový majitel nejdříve pokračoval ve výrobě tzv. hnědého zboží. Ještě před rokem 1871 však začal s výrobou kamenin, sporáků a kamen. V dalších letech byla započata výroba vzácného majolikového zboží. Olomučanská keramika postupně nabývala světového věhlasu. Byla oceněna zlatou medailí ve Vídni a její výrobky jsou umístěny v britském muzeu v Londýně. Krásná práce skutečných lidových umělců, proslavila Olomučany v celé Evropě.

Na začátku 17. století zde bylo 22 domů, z nich byly po třicetileté válce 2 pusté. Roku 1793 tvořilo obec 79 domů s 530 obyvateli. V roce 1846 zde bylo 101 domů se 793 obyvateli. V roce 1900 šlo o 168 domů a 1426 obyvatel.

Obyvatelstvo
Ke sčítání lidu roku 2011 bylo v obci sečteno 946 občanů se stálým bydlištěm. K prvnímu lednu 2020 obec čítala 1 076 obyvatel. Svého největšího počtu obyvatel od roku 1910 obec dosáhla při Rakousko-Uherském sčítání lidu roku 1910, kdy čítala 1455 obyvatel.

Pověst

Mucena
Kdysi býval na Příhonech dvůr, který byl v nejistých dobách vypálen Švédy. Místní obyvatelé se schovali před nepřáteli v lesích, kde byli však prozrazeni dětským pláčem. Všichni byli pobiti, až na rodiny Syrových, Blažiců a Čumů. Ty v lese zdivočely. Když kraj navštívil Maxmilián Lichtenštejn, potkal při honu v lese nahou ženu, jmenovala se Mucena. Proto zde pro ně nechal zbudovat několik stavení s mlýnem, které byly nazvány podle Muceny – Holomuceny, z čehož vznikl současný název obce.

Olomouc
Další pověst hovoří o to, že do míst, kde se nyní nacházejí Olomučany, přišla z Olomouce skupina drvoštěpů a uhlířů, kteří sem byli posláni na vymýcení zdejších hustých lesů. Mj. dvě zkřížené sekyry jsou na obecní pečeti uváděny již v 18. století.

Současnost
Mezi nejznámější akce pořádané v obci patří Svatováclavské hody a Olomučanská lávka.

Pamětihodnosti
 Kostel Božského Srdce Páně – kostel pocházející z konce 30. letech 20. století.
 Čertův hrádek – zřícenina ležící západně od obce.
 Nový hrad – zřícenina hradu založeného v roce 1366. V současné době probíhá její postupná rekonstrukce.
 Starý hrad – zřícenina hradu o jehož minulosti jsou spory. Nedaleko Nového hradu.
 Železniční tunel – poslední z tzv. Blanenských tunelů se zachovalým původním portálem.

Osobnosti
 Karel Kotas (1894–1973), architekt
 Jan Kyzlink (1930–1991), operní pěvec

Odkazy

Reference

Související články
 Římskokatolická farnost Blansko

Externí odkazy

 http://www.olomucany.cz - oficiální web obce Olomučany

Vesnice v okrese Blansko
Obce v okrese Blansko
Spolek pro rozvoj venkova Moravský kras
Sídla v Drahanské vrchovině


I make things with my hands. Stories. Pictures. Graphics. Websites. Feasts.
At heart, I'm a visual aesthetician and cultural anthropologist. Writing, photography, design, graphics and food are my primary mediums. Usually, I write something first, then get the idea for complementary graphics at some point in the writing process.
I've always been a theme person. Maybe this explains why I thrived in advertising. My work naturally comes with themes; sometimes simple, sometimes complex, but never abstract. I'm not sophisticated enough for abstract. I enjoy the challenge of making a statement with words and graphics.
Native to Northern California, I lived on both sides of America's coasts, before immigrating to Kent, "The Garden of England," in 2005. I've always felt like the perpetual outsider, so the immigrant's life suits me. It means paying close attention and not taking anything for granted.
During my time in England, I managed to eventually master driving on the opposite side of the road (left, left, left) without taking out too many roundabouts. As a political animal, I have voted in every US election since coming of age. I also vote in the UK. Survived the desolation of widowhood. And have had the good fortune to work for myself most of my life.
Practised poverty law in Northern California; ran a couple of ad agencies; penned a stack of poetry, fiction and essays; raised an accomplished daughter who I admire, and racked up the volunteer hours, while regularly flexing my activism muscles.
Ongoing projects include a trio of Activity Books for Grownups, along with themed Art Exhibitions. Click titles below for link to books.
Click titles below to visit exhibitions.


I have been writing since 1990 and have published many articles. In the humor arena, I have been a stand-up comic and have sold jokes to other comics, including to "The Tonight Show."
I was at work, bartending at the Carville Icehouse. It was just down the road from the Carville leprosarium, situated between a polluted bayou and a tire dump. It's not what you'd call a fancy place. The only customer in the place was ignoring me, cursing as he played our illegal Joker Poker machine. I was using the break to work on a pet project, translating Beowulf into Esperanto.
That's when Buster "Blitz" Bowman sauntered in.
The state made all bars go non-smoking. So, as he sat at the bar, Blitz extinguished his cigar on the palm of his left hand.
"What's new, Maggot?" he asked, using his affectionate nickname for me.
"Well, I got a collection of Jane Austen's novels as a gift. I'm deciding whether or not to re-read them. I read them all in college, but I've forgotten a lot." I set a boilermaker and a bowl of pork rinds down in front of him.
Blitz grunted in response as he dunked his whiskey shot into his glass of beer. Then he lifted his glass in a silent toast. I toasted him back with my mimosa. That's one thing about a dive bar like this; no one cares if the bartender drinks.
The Joker Poker player cursed loudly, and wheeled around on his barstool to face us. His name was "Stumpy" Stanley Rodebaugh. He was a powerful little fireplug of a guy, with just four fingers on one hand and six fingers on the other. Don't ask him about it; you might end up losing a finger of your own. He cursed us again.
"You got somethin' against killin' a guy bare-handed?" Blitz asked.
Stumpy strode over to us, slowly. Dangerously. He doesn't like his literary judgment impugned. Silently, I placed a refill on the bar in front of him. Stumpy drinks something called a Blood Shandy, and he wouldn't like it if I told you the recipe.
We only have one rule about fighting here: don't bleed on anyplace that can't be hosed off. Since the entire place is covered in linoleum and tile, that only eliminates bleeding on the doormat. Even the rarely-used dance floor has a drain in it.
Blitz and Stumpy started pounding away at each other, calling each other "Philistine," "Churl," and "Revanchist!" Neither seemed able to get the upper hand. Then Blitz threw the Foosball table at Stumpy, and I got hit by one of those little plastic Foosball men. Everything went gray for a few minutes and I slumped down behind the bar.
When I awoke, I stood and looked around. The place was empty. Both Blitz and Stumpy were gone. As my vision cleared, I realized that what at first appeared to be a Confederate flag was actually two crossed swaths of blood on the wall. There were blood splatters and broken furniture everywhere. There was also a severed finger, sticking jauntily out of a glass like a swizzle stick. Whether the finger had belonged to Stumpy or Blitz, I couldn't tell.
Sighing, I swept up the detritus and hosed down the blood. I hurried; pretty soon the factories would let out, and the TOUGH crowd would arrive. They're bad news: ex-cons, junkies and poets. There's a long-standing grudge between those that write Petrarchan sonnets and those that write Shakespearian sonnets. Kind of like the Hatfields versus the McCoys.
The next day I quit bartending so I could get a safer job. That's why I'm now repossessing lions and tigers for an exotic animal dealer. Here's some advice: never buy a large carnivore on credit. The interest rates will kill you.


text:
Q: Flutter's Geolocator package returns nulls for latitude and longitude values. Why? [Android] This is my first StackOverflow question and I am learning Dart and Flutter as a newbie.
I have been introduced to the geolocator package and I have been using the latest version which is version 8.2.1.  I am also working with Android Studio and its Android Emulator.
The challenge has been to gain latitude and longitude values, and these would come from position data acquired by geolocator.
After some tests, the results have been that the location services are enabled, permission for the location data to be noticed is granted, but despite this, the position data is not being retrieved by geolocator.
I spent some time in the emulator's settings and managed to set a location in San Jose, California, which I hoped that geolocator would then find and work with, but doing so made no difference.
The console's response which seems important is "Future Not Completed":
✓  Built build/app/outputs/flutter-apk/app-debug.apk.
Installing build/app/outputs/flutter-apk/app.apk...
D/FlutterGeolocator( 6027): Attaching Geolocator to activity
D/FlutterGeolocator( 6027): Creating service.
D/FlutterGeolocator( 6027): Binding to location service.
D/FlutterGeolocator( 6027): Geolocator foreground service connected
D/FlutterGeolocator( 6027): Initializing Geolocator services
Debug service listening on ws://127.0.0.1:64162/f6U62iu6OXc=/ws
Syncing files to device sdk gphone64 x86 64...
I/flutter ( 6027): Currently, the emulator's Location Services Status = true.
D/CompatibilityChangeReporter( 6027): Compat change id reported: 78294732; UID 10149; state: ENABLED
I/flutter ( 6027): Current Location Permission Status = LocationPermission.whileInUse.
I/flutter ( 6027): TimeoutException after 0:00:05.000000: Future not completed
My Code:

import 'package:flutter/material.dart';
import 'package:geolocator/geolocator.dart';

void main() {
  runApp(ScreenView());
}

class ScreenView extends StatefulWidget {
  double? latitude;
  double? longitude;

  ScreenView({this.latitude, this.longitude});

  void locationHereIs() async {
    await locationServicesStatus();
    await checkLocationPermissions();
    try {
      Position position = await Geolocator.getCurrentPosition(
              desiredAccuracy: LocationAccuracy.low)
          .timeout(Duration(seconds: 5));
      print(position);
    } catch (e) {
      print(e);
    }
  }

  Future<void> checkLocationPermissions() async {
    LocationPermission permission = await Geolocator.requestPermission();
    print('Current Location Permission Status = $permission.');
  }

  void checkLocationSettings() async {
    await Geolocator.openLocationSettings();
  }

  Future<void> locationServicesStatus() async {
    bool isLocationServiceEnabled = await Geolocator.isLocationServiceEnabled();
    print(
        'Currently, the emulator\'s Location Services Status = $isLocationServiceEnabled.');
  }

  @override
  State<ScreenView> createState() => _ScreenViewState();
}

class _ScreenViewState extends State<ScreenView> {
  @override
  void initState() {
    ScreenView().locationHereIs();
    super.initState();
  }

  @override
  Widget build(BuildContext context) {
    return Container();
  }
}

If you can help me understand what's going wrong so that I can fix things and get results, that'd be perfect.  In your response, please assume that I have used complileSdkVersion 32, miniSdkVersion 23 and targetSdkVersion 32.
With thanks : )

A: The problem here is related to the specified desired accuracy. In case of mathems32 it is set to LocationAccuracy.low. On Android this translates to the PRIORITY_LOW_POWER setting which means Android will only use the cellular network to triangulate the device's location. This will work on real devices (as long as they have a cellular connection) but doesn't on the emulator unfortunately.
There is no direct relationship to the getLastKnownPosition. The getLastKnowPosition maps to the getLastLocation on the Android FusedLocationProviderClient API which according to the documentation:

Returns the most recent historical location currently available. Will return null if no historical location is available. The historical location may be of an arbitrary age, so clients should check how old the location is to see if it suits their purposes.

The getCurrentPosition will always try to return the actual location (or null if the actual location cannot be determined), while the getLastKnownPosition will (very quickly) return the last known position which is cached by the device (or null if no location is cached). The later might be very old and not representative at all, therefore you should always check its timestamp and determine if the position is recent enough to use for your needs.
If you'd like to test the location on the emulator set the desired accuracy to LocationAccuracy.high or higher. Below is a table showing the translation between the accuracies used by the Geolocator and how they map to the Android priorities:

Geolocator
Android

LocationAccuracy.lowest
PRIORITY_PASSIVE

LocationAccuracy.low
PRIORITY_LOW_POWER

LocationAccuracy.medium
PRIORITY_BALANCED_POWER_ACCURACY

LocationAccuracy.high
PRIORITY_HIGH_ACCURACY

LocationAccuracy.best
PRIORITY_HIGH_ACCURACY

LocationAccuracy.bestForNavigation
PRIORITY_HIGH_ACCURACY

UPDATE (see also issue 1082 on GitHub):
The conclusion that the Android emulator doesn't support the getCurrentPosition method is incorrect. I have run the code you attached, chancing the desiredAccuracy too LocationAccuracy.high, on the Android emulator (Android Pixel 5 - API 30) and it correctly reports the configured location. Here is the output:
W/GooglePlayServicesUtil( 2212): Google Play Store is missing.
I/flutter ( 2212): Currently, the emulator's Location Services Status = true.
I/flutter ( 2212): Current Location Permission Status = LocationPermission.whileInUse.
W/GooglePlayServicesUtil( 2212): Google Play Store is missing.
I/flutter ( 2212): Latitude: 52.56731333333333, Longitude: 5.641091666666666

Here is how I used it:

*

*Started the Android emulator.

*Once started I configured a position using the emulator settings (see attached image, and make sure to hit the "Set Location" button).

*Now start running the example App.

*Check the console for debug information.

I did notice however that sometimes the Android emulator doesn't want to play nice and I'd have to set the location a few times before the emulator picks it up. I have experienced this only with a fresh emulator, once I have the initial location it keeps on working just fine. What also might help is to setup a route in the Android emulator settings and repeat the playback.
Also make sure the android/app/src/main/AndroidManifest.xml contains the correct permissions (ACCESS_COARSE_LOCATION and ACCESS_FINE_LOCATION) as shown in this sample snippet:
<manifest xmlns:android="http://schemas.android.com/apk/res/android"
    package="com.example.issue_1082">

   <uses-permission android:name="android.permission.ACCESS_FINE_LOCATION" />
   <uses-permission android:name="android.permission.ACCESS_COARSE_LOCATION" />

   <application
        android:label="issue_1082"
        android:name="${applicationName}"
        android:icon="@mipmap/ic_launcher">
        <activity
            android:name=".MainActivity"
            android:exported="true"
            android:launchMode="singleTop"
            android:theme="@style/LaunchTheme"
            android:configChanges="orientation|keyboardHidden|keyboard|screenSize|smallestScreenSize|locale|layoutDirection|fontScale|screenLayout|density|uiMode"
            android:hardwareAccelerated="true"
            android:windowSoftInputMode="adjustResize">
            <!-- Specifies an Android theme to apply to this Activity as soon as
                 the Android process has started. This theme is visible to the user
                 while the Flutter UI initializes. After that, this theme continues
                 to determine the Window background behind the Flutter UI. -->
            <meta-data
              android:name="io.flutter.embedding.android.NormalTheme"
              android:resource="@style/NormalTheme"
              />
            <intent-filter>
                <action android:name="android.intent.action.MAIN"/>
                <category android:name="android.intent.category.LAUNCHER"/>
            </intent-filter>
        </activity>
        <!-- Don't delete the meta-data below.
             This is used by the Flutter tool to generate GeneratedPluginRegistrant.java -->
        <meta-data
            android:name="flutterEmbedding"
            android:value="2" />
    </application>
</manifest>

P.S. for what it is worth, I am the author and maintainer of the Geolocator package.

A: Use this code for fix it :
Future<Position> _getGeoLocationPosition() async {
    bool serviceEnabled;
    LocationPermission permission;
    // Test if location services are enabled.
    serviceEnabled = await Geolocator.isLocationServiceEnabled();
    if (!serviceEnabled) {
      await Geolocator.openLocationSettings();
      return Future.error('Location services are disabled.');
    }
    permission = await Geolocator.checkPermission();
    if (permission == LocationPermission.denied) {
      permission = await Geolocator.requestPermission();
      if (permission == LocationPermission.denied) {
        print('Location permissions are denied');
        return Future.error('Location permissions are denied');
      }
    }
    if (permission == LocationPermission.deniedForever) {
      // Permissions are denied forever, handle appropriately.
      print('Location permissions are permanently denied, we cannot request permissions.');
      return Future.error(
          'Location permissions are permanently denied, we cannot request permissions.');
    }
    // When we reach here, permissions are granted and we can
    // continue accessing the position of the device.
    return await Geolocator.getCurrentPosition(desiredAccuracy: LocationAccuracy.high);
  }

Result :
Position position = await _getGeoLocationPosition();

A: I have found a solution and a reasonable explanation for why current-position data will not be retrieved by geolocator when operating with

*

*android's emulator

:
The reason is because the android emulator is not a real device and lacks the level of functionality found within real android devices; android emulator cannot accept geolocator's current-position function.
Android emulator does accept geolocator's lastKnownLocation function though, and a location set within the emulator's location settings will be noticed and confirmed by geolocator via its lastKnownLocation function.
I trust that this finding helps everyone working with geolocator relying on the android emulator : )
Dart code example:
import 'package:flutter/material.dart';
import 'package:geolocator/geolocator.dart';

void main() {
  runApp(ScreenView());
}

class ScreenView extends StatefulWidget {
  double? latitude;
  double? longitude;

  ScreenView({this.latitude, this.longitude});

  void lastKnownPosition() async {
    await locationServicesStatus();
    await checkLocationPermissions();
    try {
      Position? position = await Geolocator.getLastKnownPosition();
      print(position);
    } catch (e) {
      print(e);
    }
  }

  void locationHereIs() async {
    await locationServicesStatus();
    await checkLocationPermissions();
    try {
      Position position = await Geolocator.getCurrentPosition(
              desiredAccuracy: LocationAccuracy.low)
          .timeout(Duration(seconds: 28));
      print(position);
    } catch (e) {
      print(e);
    }
  }

  Future<void> checkLocationPermissions() async {
    LocationPermission permission = await Geolocator.requestPermission();
    print('Current Location Permission Status = $permission.');
  }

  void checkLocationSettings() async {
    await Geolocator.openLocationSettings();
  }

  Future<void> locationServicesStatus() async {
    bool isLocationServiceEnabled = await Geolocator.isLocationServiceEnabled();
    print(
        'Currently, the emulator\'s Location Services Status = $isLocationServiceEnabled.');
  }

  @override
  State<ScreenView> createState() => _ScreenViewState();
}

class _ScreenViewState extends State<ScreenView> {
  @override
  void initState() {
    ScreenView().lastKnownPosition();
    super.initState();
  }

  @override
  Widget build(BuildContext context) {
    return Container();
  }
}

Console output with lastKnownLocation:
✓  Built build/app/outputs/flutter-apk/app-debug.apk.
Installing build/app/outputs/flutter-apk/app.apk...
Debug service listening on ws://127.0.0.1:52586/aA04hHZ7dIg=/ws
Syncing files to device sdk gphone64 x86 64...
I/flutter (11353): Currently, the emulator's Location Services Status = true.
D/CompatibilityChangeReporter(11353): Compat change id reported: 78294732; UID 10149; state: ENABLED
I/flutter (11353): Current Location Permission Status = LocationPermission.whileInUse.
I/flutter (11353): Latitude: 37.333333333333336, Longitude: -121.89206891099967

Conclusion: there has been a suspicion that the geolocator package is flawed without explanation.  The above shows and explains that geolocator works fine with android emulator and should remain a favourite of android developers.

A: geolocator 8.2.1 I do not know but why the API 28 Pie emulator works, but example the "Set Location" button - for me does not work on emulator API version 29 30 31
--> loop
D/FlutterGeolocator(26734): Attaching Geolocator to activity
D/FlutterGeolocator(26808): Attaching Geolocator to activity.
I will work in the API emulator 28 Pie. maybe this will help someone.


The record derives from WCSP (data supplied on 2012-03-23 ) which reports it as an accepted name (record 240838) with original publication details: Repert. Spec. Nov. Regni Veg. 22: 344 1926 .
Full publication details for this name can be found in IPNI: http://ipni.org/urn:lsid:ipni.org:names:81055-2.
This name was in version 1 of The Plant List, record kew-240838, and has not been changed.


Bankrupt Qingdao Yangfan Shipbuilding has filed an application with a court in Qingdao, requesting to change the bankruptcy administrator of the shipyard, as it believes the administrator is working against regulations in the restructuring process and has interests associated with its controlling shareholder Jianlong Group who recently proposed a restructuring plan for Yangfan Shipbuilding.
According to Yangfan's application filed to the court, the administrator didn't discuss the matter of bringing in Jianlong Group as restructuring investor with the shipyard and didn't give voting rights to the shipyard employees.
Jianlong Group's recently proposed restructuring plan includes offering RMB3.8bn ($580m) to solve the debt issues of the shipyard and taking over the remaining 22% stake of the shipyard from Huatong Group. Creditors represent more than half of the shipyard's debt have approved the plan in a preliminary vote.
However, employees of Yangfan sent an open letter to the president of Jianlong Group, making clear they will resist the group as restructuring investor and asked it to give up on its plans.
After receiving the application from the shipyard, Qingdao Intermediate People's Court has announced to postpone the approval of the restructuring plan until further notice.


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The back of the Willowwagon. The little wagon is just a humorus touch when we pull the wagon in the parade on the 4th!
The pics just don't do it justice!
Those are Ron's old leather fly nets as curtains for the bed. We are still trying to scare up a double mattress and as soon as we can afford it, new floor.
We are still trying to get all of the old cabins sold as well as the cowgirl trailer, the Ken-craft trailer and the two horse trailer. We would love to have a 4 horse trailer with living quarters and a truck to pull it and would be willing to trade for one - cabins, whatever. We are definitely accepting donations of any kind to help us make our move to New Mexico. Business has been really slow and I'm getting discouraged that we might be stuck here for the winter. We found a horse trailer with living quarters, but the girl wasn't willing to trade for a cabin. Darn. THE WILLOW WAGON IS FOR SALE! A piece of living history. Ron has done an amazing job on the wagon and at some point we would love to have another wagon to redo. Be sure and contact us at stetson@3rivers.net or call us at 406-682-5439.


text:
Q: Getting smaller size for text input field in django bootstrap I am using textfields, radiobuttons, textarea etc in my form. The textfield size is very small and looks very bad:

How can I make slightly larger? How the height of text area is smaller than that of gender field?
Code is:

                    Name

                        {% render_field form.name class="form-control" placeholder="Full Name" type="text" %}

                        {% if form.name.errors %}

                            {{ form.name.errors.as_text }}

                        {% endif %}

                {# Gender goes here #}

                Gender

                        {% for radio in form.gender %}
                        {{ radio }}
                        {% endfor %}
                        {{form.gender.errors}}

                    Enrollment Number

                        {% render_field form.enrollment_no class='form-control' placeholder='Enrollment Number' type='text' %}
                        {% if form.enrollment_no.errors %}

                            {{ form.enrollment_no.errors.as_text }}

                        {% endif %}

                    Faculty Name

                        {% render_field form.faculty_name   class='form-control' rows="1" cols="1" placeholder='Faculty Name' type='text' %}
                        {% if form.faculty_name.errors %}

                            {{ form.faculty_name.errors.as_text }}

                        {% endif %}

The code generated is:

                    Name

                        <input class="form-control" id="id_name" maxlength="200" name="name" placeholder="Full Name" type="text" />

                Gender

                        <select id="id_gender" name="gender">
<option value="Male">Male</option>
<option value="Female">Female</option>
</select>

Solution: The text size rendered by bootstrap was 20px. I changed it manually to 40px, here:
.uneditable-input{display:inline-block;height:40px;padding:4px 6px;margin-bottom:10px;font-size:14px;line-height:20px;color:#555;vertical-align:middle;-webkit-border-radius:4px;-moz-border-radius:4px;border-radius:4px}input,textarea,

A: Since your code generate an id for the name input, adding (or update) this rule in your CSS would do the trick
#id_name {
  height: 30px;       /*  where you give it same height as your select  */
}

Another way, more generic for your form elements (input text and select), could be like this
form-control select,
form-control input[type=text] {
  height: 30px;
}

A: I think you should resize the box like: cols or you should make it as a textarea.
For example that part of the box:
{% render_field form.name class="form-control"   cols="1" placeholder="Full Name" type="text" %}