text:
Q: EDIT data with php code saving issue This is my Form page editFormpackage.php
I can bring my data back into a form for updating   but when i change the values and click update the iformation doesn't  save.Can someone please help!Im new to php.

<meta http-equiv="Content-Type" content="text/html; charset=utf-8" />
<title> AB Delivery </title>
<title> *Please enter details of employee took order. </title>
<link rel="stylesheet" type="text/css" href="style.css" />

<meta http-equiv="Content-Type" content="text/html; charset=utf-8" />
<title> AB Delivery </title>
<link rel="stylesheet" type="text/css" href="style.css" />
<link href= rel='stylesheet' type='text/css'>

AB Delivery

Welcome Admin

New Entry

Show All

Edit

Search

Tables section

<?php
$con = mysql_connect("localhost","root","");
if (!$con)
  {
  die('Could not connect: ' . mysql_error());
  }

mysql_select_db("delivery", $con);

if(isset($_GET['package_id']))
{
$package_id=$_GET['package_id'];
if(isset($_POST['submit']))
{
$customer_id=$_POST['customer_id'];
$order_taken_by_employee_id=$_POST['order_taken_by_employee_id'];
$package_details=$_POST['package_details'];
$result=mysql_query("UPDATE package SET customer_id ='$customer_id',order_taken_by_employee_id='$order_taken_by_employee_id', package_details='$package_details' where package_id='$package_id'");
if($result)
{
header('location:edit.php');
}
}
$query1=mysql_query("SELECT * FROM package  WHERE package_id='$package_id'");
$query2=mysql_fetch_array($query1);
?>
<form method="post" action="http://localhost/delivery2/editFormpackage.php">
Customer ID:<input type="text" name="customer_id" value="<?php echo $query2['customer_id']; ?>" />

Order Taken by Employee ID:<input type="text" name="order_taken_by_employee_id" value="<?php echo $query2['order_taken_by_employee_id']; ?>" />

Package Details:<input type="text" name="package_details" value="<?php echo $query2['package_details']; ?>" />

<input type="submit" name="submit" value="update" />
</form>

<?php
}
?>

 <div

AB Delivery

This is the code from edit.php as you can see i created a new page for all the tables to be updated .

<meta http-equiv="Content-Type" content="text/html; charset=utf-8" />
<title> AB Delivery </title>
<title> *Please enter details of employee took order. </title>
<link rel="stylesheet" type="text/css" href="style.css" />

<meta http-equiv="Content-Type" content="text/html; charset=utf-8" />
<title> AB Delivery </title>
<link rel="stylesheet" type="text/css" href="style.css" />
<link href= rel='stylesheet' type='text/css'>

AB Delivery

Welcome Admin

New Entry

Show All

Edit

Search

Tables section

<?php
$con = mysql_connect("localhost","root","");
if (!$con)
  {
  die('Could not connect: ' . mysql_error());
  }

mysql_select_db("delivery", $con);

$result = mysql_query("SELECT * FROM customers");

echo "

Customer ID
Customer Address ID
Name
Phone Number
Email
Action

";

while($row1 = mysql_fetch_array($result))

  {
  echo "
";
  echo "" . $row1['customer_id'] . "	";
  echo "" . $row1['customer_address_id'] . "	";
  echo "" . $row1['customer_name'] . "	";
  echo "" . $row1['customer_phone'] . "	";
  echo "" . $row1['customer_email'] . "	";
  echo "Edit	";
echo "x
";
  }

echo "
";

echo "
";

mysql_close($con);

?>

<?php
$con = mysql_connect("localhost","root","");
if (!$con)
  {
  die('Could not connect: ' . mysql_error());
  }

mysql_select_db("delivery", $con);

$result = mysql_query("SELECT * FROM address");

echo "

Address ID
Address
Action

";

while($row2 = mysql_fetch_array($result))

  {
  echo "
";
  echo "" . $row2['address_id'] . "	";
  echo "" . $row2['line_1'] . "	";
  echo "Edit	";
echo "x
";
  }

echo "
";

echo "
";

mysql_close($con);

?>

<?php
$con = mysql_connect("localhost","root","");
if (!$con)
  {
  die('Could not connect: ' . mysql_error());
  }

mysql_select_db("delivery", $con);

$result = mysql_query("SELECT * FROM package");

echo "

Packasge ID
 Customer ID
Employee ID
Details
Action

";

while($row3 = mysql_fetch_array($result))

  {
  echo "
";
  echo "" . $row3['package_id'] . "	";
  echo "" . $row3['customer_id'] . "	";
  echo "" . $row3['order_taken_by_employee_id'] . "	";
  echo "" . $row3['package_details'] . "	";
    echo "Edit	";
echo "x
";

  }

echo "
";

echo "
";

mysql_close($con);

?>

<?php
$con = mysql_connect("localhost","root","");
if (!$con)
  {
  die('Could not connect: ' . mysql_error());
  }

mysql_select_db("delivery", $con);

$result = mysql_query("SELECT * FROM employee");

echo "

Employee ID
Employee Name
Phone Number
Other Details
Action

";

while($row4 = mysql_fetch_array($result))

  {
  echo "
";
  echo "" . $row4['employee_id'] . "	";
  echo "" . $row4['employee_name'] . "	";
  echo "" . $row4['employee_phone'] . "	";
  echo "" . $row4['other_employee_details'] . "	";
    echo "Edit	";
echo "x
";

  }

echo "
";

echo "
";

mysql_close($con);

?>

  <div

AB Delivery

A: The where clause in your update script references a package id, however nowhere is the package id being set in the form.
$result=mysql_query("UPDATE package SET customer_id ='$customer_id',order_taken_by_employee_id='$order_taken_by_employee_id', package_details='$package_details' where package_id='$package_id'");

Before we get to the solution I have to point out that you are extremely vulnerable to SQL injection since you are not sanitizing your form input before going straight to the DB with it. Check this out to help get you on the right track there http://us2.php.net/manual/en/function.mysql-real-escape-string.php
The solution below will work, but passing the package id in POST can technically be hacked as well.  Passing IDs in a server or DB session is the most secure (Most secure way to pass variables between two pages with PHP), however the solution below will get you on your way.
You're setting package id from a GET query parameter but once your form submits, it will submit to the URL defined in the form action parameter, which as you can see does not still include the package id.
To solve this you should add the package_id as a hidden form variable like so:
<form method="post" action="http://localhost/delivery2/editFormpackage.php">
 Customer ID:<input type="text" name="customer_id" value="<?php echo     $query2['customer_id']; ?>" />

Order Taken by Employee ID:<input type="text" name="order_taken_by_employee_id" value="<?php echo $query2['order_taken_by_employee_id']; ?>" />

Package Details:<input type="text" name="package_details" value="<?php echo $query2['package_details']; ?>" />

<input type="hidden" name="package_id" value="<?php echo $query2['package_id'];?>" />
<input type="submit" name="submit" value="update" />
</form>

And then set the package_id from the package_id in the $_POST superglobal like so:
if(isset($_POST['submit']))
{
$package_id = $_POST['package_id'];
$customer_id=$_POST['customer_id'];
$order_taken_by_employee_id=$_POST['order_taken_by_employee_id'];
$package_details=$_POST['package_details'];
$result=mysql_query("UPDATE package SET customer_id ='$customer_id',order_taken_by_employee_id='$order_taken_by_employee_id', package_details='$package_details' where package_id='$package_id'");
// rest of your code

A: This is the correct code:
 <form method="post" action="http://localhost/delivery2/editFormpackage.php">
         Customer ID:<input type="text" name="customer_id" value="<?php echo     $query2['customer_id']; ?>" />

        Order Taken by Employee ID:<input type="text" name="order_taken_by_employee_id" value="<?php echo $query2['order_taken_by_employee_id']; ?>" />

        Package Details:<input type="text" name="package_details" value="<?php echo $query2['package_details']; ?>" />

        <input type="hidden" name="package_id" value="<?php echo $query2['package_id'];?>" />
        <input type="submit" name="submit" value="update" />
        </form>


Need a Commercial Dumpster Service in Goshen, NH?
Commercial Dumpster Service are available* in Goshen.
Legal as well as Environmental Obligation! Dumpster rentals through the user area may seem as easy as placing a get in touch with, having a dumpster delivered and throwing all your disposals from it to be delivered away. On the other hand, there are legal issues attached to appropriate disposal associated with certain resources which link into the environmental issues. The Commercial Dumpster Service in Goshen, NH customer or maybe demolition purchaser should be informed about these issues as a result of careful screening process so as to restrict a business's liability which experts claim keeps a business's overhead straight down and enables prompt go away, pick up as well as disposal of the dumpster and it's items. A win-win with the customer making payment on the Commercial Dumpster Service in Goshen, NH fee and also the disposal small business for making lasting human relationships with shoppers and disposal partners.
Generally, roll away dumpsters are rental out using the amount of waste they can hold in terms of inner cubic yards, but heavier resources will make the dumpster reach the edge long before it becomes completely filled. The actual level of weight which might be put into virtually any container would depend on the size of the bin involved, so below is an outline with the standard throw off container rental sizes, and their maximum bodyweight allowances.
You should just join the website make an order for the ideal sized dumpster; the dumpster will be sent to your door stage at the particular time. You'll be given assistance in deciding on the right sized dumpster if needed. After removing the trash in the dumpster, the Commercial Dumpster Service in Goshen, NH business will take the responsibility of delivering the garbage to the spot where is environmentally recycled.
These kind of roll away dumpsters are probably the hottest size utilised amongst house owners. They are ideal for getting rid of excessive trash after dealing with a number of general preservation on a house, especially when sprucing up or sorting through room inside the attic.
If you notice one that offers what you need and has good critiques and their cost is right, refer to them as up making an appointment. That may be all there may be to it when you really need to find a Commercial Dumpster Service in Goshen, NH business.
What if the budget for the house renovation is definitely tight therefore you need to drill down in nooks and crannies for an extra number of dollars? Have the staff already been complaining regarding all of the waste and areas and pointed boards having nails as well as ancient home appliances strewn all around the yard? Renting a local dumpster, at the best possible price, is an excellent option. An important feature about it is -- they are generally available in four different sizes consequently there's no squander of space, or absence of it! If you are undertaking a new basement or maybe garage remove or design job, the 15 cubic lawn next day dumpster could be just what you will need.
A small sort of dumpster will take two a lot of debris regarding smaller tasks such as redecorating a bathroom or a roof having one coating of asphalt shingles on.
Don't purchase any bigger than you actually need. Most of the people think that greater is better in terms of their waste Commercial Dumpster Service in Goshen, NH, and in some ways they're appropriate. When you've got a huge ol' dumpster you are never going to deplete all of your space. The 30 lawn dumpster is going to set you back more than a Something like 20 yard dumpster, nonetheless, and there's no impression in investing in dumpster space you are never going to utilize.


Korea Made first Substitution in Extra Times .
South Korea VS Bahrain Group-16 Match End with 1-1 Score (full time) . Now ready to watch extra 30′ . Can South Korea hold their 100% winning record ?
Only 2′ Regular time remaining. Score 1-1 . Is this match going towards Extra Time ?
South Korea VS Bahrain Match Latest Update . South Korea 1 and Bahrain 1 . 85′ game over.
GOAL ⚽! 77' Mohamed Al Romaihi secures the equalizer from a close-range shot!
Bahrain made their second substitution in 71′ of the game .
Korea made their first substitution in 68′ .
Only 21′ regular time remaining . Korean Republic leading by 1-0 .
End of First Half . South Korea leading by 1-0 against Bahrain. Get first half game match statistics .
South Korean Midfielder Hwang Hee-chan scored in 43 minutes. WOW !
GOAL ⚽! 43' Hwang Hee-chan puts his side in the lead!
Arup Mandal is a reporter, contributor, reviewer & image editor of Azad Hind News. Arup have well experience in reporting .


text:
Budget Counsel
A Reference for the Laws and Rules of the Congressional Budget Process
§075.010. § 10. Section 311 – Deschler's Precedents; Chapter 41, Volume 18
Chapter 41, Deschler's Precedents
Deschler's Precedents
[pp. 145-164]
D. Budget Act Points of Order
§ 10. Section 311
Section 311 of the Congressional Budget Act[1] provides a point of order against the consideration of legislation providing budget authority that exceeds the spending ceiling or reduces revenues below the revenue floor established by the most recent concurrent resolution on the budget. The point of order addresses budget aggregates (i.e., total levels of budget authority and revenues), rather than committee allocations (which are governed by section 302(f)) or individual functional categories.
A point of order under section 311(a) is applicable to bills, joint resolutions, amendments, motions and conference reports. The point of order will be sustained if the enactment of the bill or resolution (in either its reported form or the form recommended in a conference report) or the adoption and subsequent enactment of an amendment would cause a breach of the spending limit (or a reduction of revenues below the revenue floor) established by the concurrent resolution on the budget.[2] With respect to revenues, the point of order applies not only to the first fiscal year covered by the budget resolution, but also the total of that first fiscal year and the ensuing fiscal years for which allocations are provided under section 302(a) of the Congressional Budget Act.[3] Gramm-Rudman-Hollings[4] added an exception providing that when a declaration of war by the Congress is in effect, section 311(a) points of order are not applicable.
A waiver of section 311(a) points of order against the initial consideration of a measure in the House does not extend to consideration of amendments to that measure[5] or to consideration of conference reports on that measure, unless specified in the waiver.[6] Likewise, a waiver against initial consideration of a measure in the House does not extend to motions to concur in Senate amendments containing additional violations of sections 311(a), such motions requiring separate waivers.[7]
The point of order is applicable in both the House and the Senate.[8] As with other points of order under the Congressional Budget Act, a vote of three-fifths of Senators duly chosen and sworn is required to waive section 311(a), pursuant to section 904(c).[9]
In the House, the point of order must be raised at the time the bill, amendment, or conference report is first considered, and is untimely once debate has begun on the measure.[10]
Gramm-Rudman-Hollings also codified the so-called ''Fazio exception'' at section 311(c) of the Congressional Budget Act.[11] That subsection exempts from the application of section 311 certain measures that, although in breach of the overall budget authority ceiling, would not cause the appropriate allocation of new budget authority made pursuant to section 302(a)[12] of the Budget Act for that fiscal year to be exceeded. Thus, if the enactment of a bill or resolution (in its reported form or the form recommended by a conference report) or the adoption and enactment of an amendment would not cause the bill to exceed that committee's 302(a) allocation, it would be exempt from 311(a) points of order. The rationale for this exception is to prevent penalizing committees that had avoided breaching their own budget allocations but had, due to overspending by other committees, reported bills breaching the total level of budget authority as established in the most recent concurrent resolution on the budget.[13]
The Budget Enforcement Act of 1990 created a broad exception[14] to certain Congressional Budget Act points of order (including sections 302, 303 and 311), which provided that certain categories of spending (including emergency spending)[15] shall not be taken into account when evaluating points of order under those sections. The BEA of 1990 also clarified the scope of section 311 by substituting ''joint resolution'' for ''resolution'' to avoid the possibility that a simple resolution of the House (such as a special order of business reported from the Committee on Rules) could violate section 311.[16] Finally, the BEA of 1990 also inadvertently broke a cross-reference in section 311(c) (the ''Fazio exception'') to committee allocations made pursuant to title VI of the Congressional Budget Act.[17] This error was temporarily repaired by a specific clarification contained in the budget resolution for fiscal year 1993.[18]
Rule XXI clause 8[19] provides that points of order under title III of the Budget Act (including section 311(a)) apply to unreported as well as reported measures, beginning in 2007.[20]
Pursuant to section 308(b) of the Budget Act,[21] the Committee on the Budget must report periodically to the House a status update on current House budget actions as compared to the spending ceiling and the revenue floor of the latest budget resolution in order to aid point of order enforcement (including section 311 of the Budget Act).[22] Section 312(a) provides that evaluation of points of order under titles III and IV of the Budget Act, including section 311(a), shall be made on the basis of estimates provided by the Committee on the Budget.[23] Pursuant to Rule XXIX clause 4, such estimates may be provided by the chairman of that committee.[24]
Deschler's Precedents of the U.S. House of Representatives, Volume 18, Chapter 41, §10, p. 145-147.
[1] 2 USC § 642.
[2] See §§ 10.1–10.3, infra.
[3] 2 USC § 642(a)(1). See § 11, infra.
[4] Pub. L. No. 99-177.
[5] See § 10.8, infra.
[6] See 128 Cong. Rec. 1270, 97th Cong. 2d Sess., Feb. 9, 1982 (H. Res. 356).
[8] For an example of a section 311(a) point of order sustained in the Senate for an amendment causing an outlay breach, see 133 Cong. Rec. 11990, 100th Cong. 1st Sess., May 12, 1987. For examples of amendments struck down in the Senate on section 311(a) points of order for reducing revenues below the revenue floor, see, e.g., 129 Cong. Rec. 9131, 9132, 9151, 98th Cong. 1st Sess., Apr. 20, 1983; and 129 Cong. Rec. 6564, 6565, 6573, 98th Cong. 1st Sess., Mar. 22, 1983. For an example of an amendment struck down in the Senate for reducing a rescission (thus having the net effect of increasing budget outlays above the spending ceiling), see 126 Cong. Rec. 17469–79, 96th Cong. 2d Sess., June 27, 1980.
[9] 2 USC § 621 note; House Rules and Manual § 1127 (2011). For an example of a successful waiver of this point of order, see 140 Cong. Rec. 29956, 103d Cong. 2d Sess., Nov. 30, 1994. For an example of an attempted waiver that failed to achieve the necessary three-fifths vote, see 142 Cong. Rec. 1462, 1476, 104th Cong., 2d Sess., Jan. 26, 1996.
[10] See Deschler-Brown Precedents Ch. 31 § 4.3, supra.
[11] 2 USC § 642(c).
[12] See § 10.9, infra.
[13] Prior to the advent of Gramm-Rudman-Hollings, concurrent resolutions on the budget would occasionally provide this same exception on an ad hoc basis. See § 4, supra, and § 10.4, infra.
[14] This exception was found in the temporary title VI of the Congressional Budget Act, at section 606(d)(2). Pub. L. No. 101–508.
[15] See Pub. L. No. 99–177, secs. 251(b)(1), 251(b)(2)(A–D), and 252(e).
[16] Parliamentarian's Note: Prior to this change, section 311 was liable to the interpretation that a special order of business ''self-executing'' text containing budget authority violating aggregate budget levels or ''hereby'' concurring in Senate amendments with similar violations would ''provide'' such impermissible budget authority and therefore not be in order. The revision described here allowed the Committee on Rules this additional procedural flexibility without the need for Budget Act waivers.
[17] Between 1990 and 1998, committee allocations were made pursuant to authority found in section 602 of the Congressional Budget Act, rather than section 302. See § 11, infra. However, section 311(c) was not amended to account for this change and its provisions were still textually tied to (non-existent) committee allocations made pursuant to section 302. As noted in the following footnote, a clarifying statement was carried in the budget resolution for fiscal year 1993 to reflect congressional intent to continue the ''Fazio exception'' during this time period.
[18] 138 Cong. Rec. 12156, 102d Cong. 2d Sess., May 20, 1992 (H. Con. Res. 287, sec. 11). See § 4, infra.
[19] House Rules and Manual § 1068c (2011).
[20] See § 11, infra.
[21] 2 USC § 639(b).
[22] See § 7, supra.
[23] 2 USC § 643(a). A form of this provision (applicable only to section 311 points of order) was originally found in section 311(b) of the Congressional Budget Act, prior to Gramm-Rudman-Hollings.
[24] House Rules and Manual § 1105d (2011).
§ 10. Section 311 [pdf]
Deschler's Precedents: Chapter 41 of Volume 18 (PDF Links)
Deschler's Precedents, Chapter 41, Volume 18; (H. Doc. 94-661), 112th Congress, Tuesday, April 2, 2013.
§9. Section 303
§11. Section 302
[BCR § 075]
Budget Resolutions
Deschler's Budget Process
Budget Process Law Annotated
Glossary of Terms Used in the Federal Budget Process (GAO)

redpajama_set_name: RedPajamaCommonCrawl


All clubs, on average are struck with a descending blow from a PW (-5.0 degrees) to a driver (-1.3 degrees).
Every club in the bag hits the ball at the same height – 30 yards.
The average clubhead speed with the Driver is 112 mph; ball speed is 165 mph and carry distance is 269 yards.
The average clubhead speed with an 8-iron is 87 mph; ball speed is 115 mph and carry distance is 160 yards.
Clubhead speed increased by 2 mph from club to club.
In conditions that eliminated any roll, an average PGA Tour player would hit a driver and a 5-wood 500 yards; a driver and a 7- iron 441 yards; and a driver and a PW 405 yards.
The Carry distance difference between each iron is 12 yards (8-iron 160 yards and 7-iron 172 yards).
All clubs are on average struck with a descending blow other than the driver which is 3.0 degrees upward.
Every club in the bag hits the ball the same height – 25 yards.
The average clubhead speed with the driver is 94 mph; ball speed is 139 mph and carry distance is 220 yards.
The average clubhead speed with an 8-iron is 74 mph; ball speed is 100 mph and carry distance is 130 yards.
In conditions that eliminated any roll, an average LPGA Tour player would hit a driver and a 5-wood 405 yards; a driver and a 7- iron 361 yards; and a driver and a PW 327 yards.
The carry distance difference between each iron is 11 yards (8-iron 130 yards and 7-iron 141 yards).
The ball launches PRIMARILY in the direction of the club face - approximately 75-85% on full shots.
For putting, shot accuracy is determined primarily by the face angle - the softer the hit (as in chipping and putting) the greater the effect of clubface. In putting the face accounts for 95+% of where the ball goes.
The initial ball direction falls between the club face angle and club path - remember that it greatly favors the face angle.
The further apart the club face and club path diverge from each other (basically - point in different directions) the more the ball's spin axis tilts and the more curvature exists on the shot.
By the way - THERE IS NO SUCH THING AS SIDE SPIN - it is merely back spin on an axis and the more the axis tilts, the more the ball flight curves.
The only way to hit the outside of the ball is to have the face closed relative to the target line and to hit the inside of the ball the face must be open relative to the target line. Path plays very little role in what part of the ball we hit.
The highest recorded clubhead speed on the PGA Tour in 2009 was Bubba Watson at 128 mph while the World Long Drive Champion, Jamie Sadlowski used a clubhead speed of 145 mph (418 yards!) to win. The average male golfer swings a driver somewhere between 82 and 90 mph.
A carry distance of 100 yards for ladies is equivalent to a carry distance of 130 yards for men; 200 yards for ladies is equivalent to 250 yards for men.
A par four of 350 yards for ladies is equivalent to a par four of 430 yards for the men.
The most important factor in increasing carry distance is clubhead speed. For every 1 mph you can add to your swing speed you stand to gain almost 3 yards.
An increase of 1" in the length of a club can increase the clubhead speed by as much as 4 mph.
The quality of the hit is very important as it relays clubhead speed into ball speed. Smash factor is calculated by dividing the ball speed by the clubhead speed. The maximum smash factor is just above 1.5 (e.g. 100 mph clubhead speed divided into 152 mph ball speed) and indicates an ideal transfer of energy to the ball. A smash factor of 1.5 is most often only attainable with a driver.
The ball spends 1/2000th of a second on the clubface. That means it would take a scratch handicap golfer almost 28 rounds of even par golf to have the ball be on the clubface for one second!
Something to keep in mind is that no golfer should discard accuracy in search of distance as there should always be a balance between the two. It is, however, possible for just about any golfer to significantly increase their distance with only a marginal decrease in accuracy as a result of a sound, long-term plan coupled with commitment and discipline.
Interesting stuff - any thoughts or questions?
To hit it like a Tour player check THIS out!


text:
Q: React-Redux-Firebase App deletes document but doesn't refresh after returning from a details page I have a react-redux-firebase app that everything works fine at first, I can view, add and delete items and everything works as expected.  However, if I click on a document to see it in more detail on my details page, when I return to the dashboard (home) and delete any document it removes it from database, but doesn't disappear from my app until I refresh the browser.  As long as I don't go to the details page, it works like it's supposed to, automatically refreshing.  Seems leaving my dashboard to go view details on a document then returning takes away the auto-refresh.
Here's a bit of my code:
I map through the docs, adding a link to the detail page for each:
<Link to={'/todo/' + e.id} className=""> *bunch of JSX*  </Link>

Once I'm on the detail page I connect to the firestore and retrieve the data and display it.  Then if I click on the details it returns me back to the dashboard.
Code on my details page that returns me back:
<NavLink to='/'> *bunch of JSX* </NavLink>

Thanks for helping,
MB

A: You might wanna check before rendering your data if the items array is loaded, and display a loader or something while the data is not loaded.
something like this:
if (!items) {
  return (
    <Container>
      <Loader />
    </Container>
  );
} else {
  return (
    <Container>
      {items.map((item) => (
        <Item key={item.id} />
      ))}
    </Container>
  );
}

redpajama_set_name: RedPajamaStackExchange


text:
Maritime Stories
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M'Arts Blog
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S.S. UNITED STATES, The Turkish Years 1992 – 1996: What Might Have Been
Shawn Dake | February 28, 2013 | Preservation, Shipping Articles | 66 Comments
S.S. UNITED STATES
The Turkish Years 1992-1996: What Might Have Been
By Shawn J. Dake
The s.s. UNITED STATES dressed overall with lifeboats swung out during a call at Cristobal, Panama. Postcard from the collection of Shawn J. Dake.
A little known chapter in the history of America's flagship the s.s. UNITED STATES is contained within those lost years the ship spent in Turkey and the Ukraine between her final two crossings of the Atlantic ocean. A small notation found in an in-house publication from EffJohn International in 1993, got me wondering about how close the UNITED STATES may have come to seeing a return to service. It may have been closer to reality than any of us envisioned and had it come to pass the results might have been glorious, with some of the biggest names in shipping involved. While far from being a definitive report about the s.s. UNITED STATES journey to Turkey, this story may help shed a little light on events that may not be common knowledge.
What once was and could possibly be again? The UNITED STATES at her New York pier. Postcard from the collection of Shawn J. Dake.
Among various groups of aficionados and collectors be they coin, stamp, train buffs or the hundreds of other hobbies people have, ship enthusiasts seem to be the most prone to dreaming up scenarios and asking "what if?" This is especially true when one of their favorite ships is retired, perhaps prematurely, and might still have a few good years left in some other role or with some other line. So, what if the s.s. UNITED STATES had been returned to service on the North Atlantic, as a running mate for the QUEEN ELIZABETH 2, through a partnership with Cunard Line themselves? That plan was in fact scheduled to be completed in 1996 and was a reality at the time it was being proposed back in April of 1993. The UNITED STATES would be owned by Marmara Marine, Inc. and flying the Turkish flag but marketed as a five-star liner by Cunard Line. EffJohn International signed a technical support agreement to supervise the restoration of the UNITED STATES into a cruise ship with all-new, thoroughly modern interiors, which they planned to accomplish in Turkey. An American travel entrepreneur named Fred Mayer, along with his Turkish partners in Marmara Marine had bought the ship in February, 1992 for the sum of $2.6 million US dollars.
Crossing the ocean on the venerable Cunard liner QUEEN ELIZABETH 2. Photo by Shawn J. Dake © 2008.
The connection with Cunard Line was a solid one based on EffJohn's recent partnership agreement with them. EffJohn International, B.V. was primarily known in Europe as an operator of large ferries, notably Silja Line between Sweden and Finland. In North America, they operated the ships of Commodore Cruise Line, turning the former Greek Line trans-Atlantic liner OLYMPIA into the successful Caribbean cruise ship CARIBE 1, and later adding the ENCHANTED ISLE and ENCHANTED SEAS among others to their growing portfolio. The Commodore fleet was made up of aging second-hand liners and converted ferries and by the dawn of the 1990's EffJohn knew they had to build new ships to remain competitive. A new division of Commodore was established that would see the construction of three new ships for the EffJohn subsidiary, Crown Cruise Line; the CROWN MONARCH in 1990, CROWN JEWEL in 1992 and CROWN DYNASTY in 1993. By the time the last new ship arrived, the Commodore brand was being wound down. The CARIBE 1 was sold to Regal Cruises to become their REGAL EMPRESS. The ENCHANTED ISLE went to St. Petersburg temporarily as the COMMODORE HOTEL leaving the ENCHANTED SEAS to operate lower-priced cruises from New Orleans. The Crown Cruise Line fleet had three brand new ships but limited world-wide marketing ability. They needed something to raise their profile. At the same time Cunard Line had a diverse fleet of rather mismatched ships led by their famous flagship QUEEN ELIZABETH 2. Cunard wanted new ships and rather than going through the time and expense of constructing brand new tonnage sought out an existing partner with whom they could do business. Crown Cruise Line had what they were looking for. As an executive with EffJohn pointed out, "We had the ships, they had the sales force." For Cunard Line they became the instant operator of a ten ship fleet with 7,000 berths, making them the number five cruise line in the world. The newly formed division was called Cunard Crown. Cunard donated their two existing 17,500 ton sister ships CUNARD COUNTESS and CUNARD PRINCESS linking them to the three new Crown vessels. That is the background to the relationship between Cunard and EffJohn. In 1993 EffJohn announced "There are plans to market the S/S UNITED STATES through EffJohn's partner, Cunard, using her as a running mate to the QUEEN ELIZABETH 2 on the prestigious five star Atlantic route."
A rare pre-maiden voyage rendering of "the largest, fastest and finest vessel ever built in the United States." Postcard from the collection of Shawn J. Dake.
The UNITED STATES had been completed in 1952 as the largest and fastest passenger ship ever built for her namesake country. With a length of 990 feet and a gross tonnage of 53,329 tons her powerful steam turbines could drive quadruple screws to a regular cruising speed of 33 knots and well beyond when pushed. Much of the superlatives relating to the ship were classified as top secret during her brief 17 year career. While speculation still swirls around her top speed it has been reported that she could maintain 39.38 knots and her engines produced a total output of 242,000 horsepower. It would take entire books (and has) to describe her complete career and subsequent post-sailing years. The scope of this story represents a very specific time frame when noise and hope returned to the hull and halls of the retired liner.
United States Cruises published lavish brochures and deck plans in 1980 to publicize the return of the ship to cruising. From the author's collection.
When the UNITED STATES was laid up in November of 1969 it was hermetically sealed and dehumidified by the United States Navy to ensure a minimum of degradation while laid up at Norfolk, Virginia. Through the long idle years it remained in remarkably good condition. Plans to revive the ship began in 1980 with the formation of United States Cruises, by developer Richard Hadley of Seattle, who had recently constructed some of the nicest hotels in Hawaii and intended to restore the ship to active cruise service under the U.S. flag. The liner could do the crossing from the West Coast to Hawaii in four days using only half of her power plant. Initial plans called for the ship to carry only 1,000 passengers and 500 crew. The intended cruise service was later modified to using the ship as a floating condominium, on a time-share basis. The idea reached a fairly advanced stage with brochures advertising the new venture being printed and distributed. This author briefly acted as a consultant regarding the best type of tenders to use to take passengers into ports without piers large enough to accommodate the UNITED STATES. When financing collapsed, the ship's interiors, furniture and fittings were auctioned off in 1984 to pay creditors. No longer owned by the Maritime Administration and with little progress moving forward, the ship slipped into a less than pristine state.
The faded glory of the s.s. UNITED STATES in this beautiful 3/4 view. Photograph by Peter Knego © 2012.
Neglected and sinking deeper into debt, the ship was seized by U.S. Marshals in October of 1991, and a court motion was filed to sell the ship at auction. United States Cruises was forced to file for bankruptcy protection which delayed the proceedings which had been scheduled for February, 1992. The bidding began at noon on April 27, 1992 at a Newport News, Virginia courthouse where in a surprise move Fred Mayer, acting as agent for the buyers, a New York-based company calling themselves Marmara Marine Inc., won the ship with a bid of $2.6 million. Had he not stepped in at that time it may have represented the end of the line for the UNITED STATES as among the six bidders, three were from scrap yards. As the bids passed $1.5 million the only other serious bidder remaining was Nissho Iwai, representing another New York company that wanted the huge ship for scrap value. Under the terms of the auction, Marmara Marine was required to put up a cash, or cash equivalent deposit of 20 percent of the $2.6 million purchase price, or about $520,000 with the balance paid within seven days or the deposit would be forfeited. The winning group also had to prove that they had contracted to move the ship to another pier. The Finnish bank, Skopbank, held the mortgage on the ship totaling over $6 million. Their representative was delighted that they did not have to place a bid to protect the bank's interest. They welcomed the chance to get back even a third of their investment. Their lawyer Wayverly L. Berkley III said on their behalf, "We liked the sound of $2.6 million in hard greenbacks." Even as a lawyer for bankers, this one apparently had a heart of gold. "We hated to be the culprit that had it sold for scrap. I think everyone would like to see the old lady go to sea again." There was some controversy about the ship being transferred to a foreign flag. But from the late 1970's through the 1980's virtually all of the secret information regarding the UNITED STATES had been declassified opening the doors to a foreign sale, which still had to be approved by MARAD. On the day of the auction however, the stars and stripes still flew from the mainmast. Just below, a long blue pennant representing the Blue Riband proudly flew over the long derelict ship.
Fred Mayer stands beside his beloved s.s. UNITED STATES. Author's collection.
The initial excitement over the successful purchase was apparent in the things that Fred Mayer said in a variety of interviews. In one, when asked what it felt like to own a piece of history, he replied "I can't sleep at night." As CEO of Marmara Marine, for tax purposes a Delaware Corporation specially formed to purchase and refurbish the ship, he stated that the group planned to tow the ship to Istanbul, and place it in the nearby shipyard at Tuzla Golu, spending between $150 and $170 million on its rehabilitation. That would still be substantially less than the $300 million it would cost to build a brand new ship at that time. "How can you go wrong if you convert it for half the price," he said. "We're going to fix it" adding that his group intended to restore the ship to its past glory. "The s.s. UNITED STATES has another 30 years… The vessel itself is a magnificent piece of engineering. It would be a shame to see it go to waste… The lines of this ship are so classical it will never be out of style. They will never build a ship like this again."
The prize is won by Marmara Marine who intend to return the UNITED STATES to the seas. Courtesy of SS United States Conservancy, Robert G. Lenzer.
Fred Mayer had emigrated to the United States aboard the s.s. UNITED STATES. He was a travel agent and tour operator and also held a seat on the board of Regency Cruises. The Marmara Marine consortium was owned by he and his partners, Edward Cantor a wealthy entrepreneur and developer from New Jersey, with additional funds coming from the main stockholders of Marmara, the Turkish shipping family led by shipyard owner Kahraman Sadikoglu and his wife Julide. Mr. Sadikoglu was popularly known in Turkey for having restored the 1931-built luxury yacht SAVARONA once owned by the founder of modern Turkey, Mustafa Kemal Ataturk. As an aside Kahraman would later be kidnapped during the Iraq war and freed after his wife paid a large ransom. Having rebuilt and re-engined the SAVARONA in 1989, he held a charter on the 4,701 gross ton vessel, formerly the world's largest yacht, for 49 years, however following a prostitution scandal in September, 2010 the Turkish government reclaimed the ship. It is now classed as a State Yacht and unavailable to private passengers. But beginning in 1992, the UNITED STATES would be his next big project.
Aerial view as the UNITED STATES heads into the Atlantic on her June 4, 1992 departure from Newport News, Virginia. Postcard from the collection of Shawn J. Dake.
Another view of the UNITED STATES beginning the long tow to Turkey. Courtesy of SS United States Conservancy, Robert G. Lenzer.
On June 4, 1992, the once proud flagship of United States Lines left Newport News at the end of a tow line, headed into the Atlantic once again. In preparation, her portholes had been sealed, water ballast added, watertight doors manually closed and on her stern her homeport of New York replaced Seattle which had appeared during the United States Cruises years under Richard Hadley. After 36 days at sea, the ship arrived off Istanbul, Turkey on July 9th where workers were set to restore the ship. Without power, even something as simple as dropping the anchor was a major chore. With no suitable pier available the big ship remained for months chained to her anchor approximately two miles from shore near the Bay of Tuzla.
The UNITED STATES under tow heads across the Atlantic to Turkey on June 4, 1992. Courtesy of the SS United States Conservancy, Bill Reichle.
Due to its extreme fireproofing properties, large quantities of asbestos were incorporated extensively throughout the s.s. UNITED STATES. In fact, it was estimated that there was more asbestos on board the UNITED STATES than on any other merchant ship in the world. Environmental activists, including the Greenpeace organization quickly got wind of the plans to rid the ship of toxic waste in Turkey. The involvement of Greenpeace coincided with a meeting held in Italy of technical experts from all of the Mediterranean nations to discuss a draft protocol which could result in the banning of hazardous waste transfers from developed countries to developing countries in the region. On April 23, 1993 the crew of the Greenpeace 38-foot sailing ketch VEGA boarded the UNITED STATES to protest plans to strip her of over 15,000 square meters of asbestos. Five climbers hung a 120 meter banner on her port side which read, "Toxic Waste Return To Sender" in both English and Turkish. The protests were enough to stop progress on the limited work that had been done in Turkey and cause the owner's to look elsewhere for a yard where the hazardous work could be performed relatively cheaply.
The UNITED STATES passing off Istanbul in the charge of Turkish tugs. Photo by Ted and Trish Jamison.
The s.s. UNITED STATES was towed away from Istanbul, Turkey on October 22, 1993. On the morning of November 1st an unusual ship appeared on the horizon approaching the anchorage to Sevastopol, Ukraine. Escorted by the tug PODVODNIK MARINESKO (ex CC-21) and the small antisubmarine vessel MPK-116 the mighty UNITED STATES, once a symbol of America's Cold War might, found herself in the midst of Russia's Black Sea Fleet and the headquarters of the Ukrainian Naval Forces. While it was no surprise to see the ship arrive in Sevastopol the liner was prohibited from docking due to ongoing protests from Greenpeace and the concerns of city officials. It remained at anchor for a week before being inspected by local authorities and allowed to tie up to shore. The Greenpeace flagship RAINBOW WARRIOR arrived on November 10, 1993 to protest that toxic waste was being brought into the country. The Marinite wall paneling used aboard the UNITED STATES was an excellent alternative to wood veneers for fire safety, but when disturbed during removal would release microscopic airborne particles of carcinogenic asbestos which when breathed in causes long-term decay of the respiratory system and frequently results in a form of cancer known as mesothelioma. What was once designed for safety would ironically prove to be very unsafe for anyone inhaling it.
Aerial view of the UNITED STATES in the dry dock at Sevastopol, Ukraine.
Fred Mayer remained very involved with the project. Commenting on the actions of Greenpeace and plans for the ship's stay in the Ukraine he was quoted as saying "It affected us terribly. They stirred up a whole big mess in Turkey." He stated that he expected the asbestos removal in Sevastopol to take less than four months to complete. "We're not going to touch anything in the engine room [at the Sevastopol yard]. We're going to drydock it, we're going to check the propellers, we're going to sandblast, we're going to come out of the shipyard with a ship that has dignity." Kahraman Sadikoglu, the Turkish partner in Marmara Marine, made a surprise appearance at a Greenpeace press conference where he told those assembled that he had been attracted to Sevastopol for the cheap labor and good facilities. He stated that he had already spent $15 million on the ship and would not cancel the refit despite all the protests. The Ordzhonikidze Shipyard had agreed to begin refitting the liner for $10 million. The first phase of the project was the asbestos removal which was estimated to cost $1 million. Greenpeace estimated that this phase alone would have cost $125 million in the United States. They dubbed the ship "a floating grave" while other activists used the endearing terms of "death ship" and "floating coffin." The shipyard administrators refuted Greenpeace's protests stating that their facilities were adequate for handling the dangerous asbestos. By November 12th work was already underway assembling a team of 200 men to work on the project. The ship's interiors were gutted down to their metal bulkheads to remove the material. Hundreds of tons of the UNITED STATES' once glamorous interiors were offloaded onto the docks and scrapped. The asbestos removal continued into 1994.
Two of the four propellers removed from the ship rest onshore behind the stern of the UNITED STATES. They would later be placed on the aft decks for transport back to the United States. Courtesy of the SS United States Conservancy, Bill Reichle.
Had all continued according to plan the full refurbishment of the UNITED STATES was expected to take two and a half years. Not all of it would necessarily be done in the Ukraine. Fred Mayer admitted that Marmara Marine had not secured the entire $120 million in financing that he estimated would be needed to complete the full refurbishment properly. As with nearly every huge project involving restoring a passenger ship he made a vast understatement conceding "it is not easy, but a lot of people are interested" in the project. Unfortunately, Cunard Line was rapidly losing interest in managing another steamship like the UNITED STATES. Trafalgar House, the parent company of Cunard was openly trying to sell the company. In 1994, the QUEEN ELIZABETH 2 embarrassed herself with a series of highly publicized defects resulting from a too quick return to service following a massive, but incomplete renovation. Cunard and their fleet of disparate ships was in real trouble and suffered a $25 million loss in 1995. The Cunard Crown partnership was falling apart with all five ships being chartered or sold, each to a different company. In 1996, the Norwegian conglomerate of Kvaener acquired Trafalgar House but had no intention of keeping Cunard in it's portfolio and attempted to sell it. For quite some time, no buyers came forward as the fortunes of the once prestigious company slipped further. Eventually on April 4, 1998 the announcement came that Carnival Corporation had purchased Cunard Line for a mere $500 million U.S. dollars. One of Carnival's first priorities for Cunard was to design and build a brand new Atlantic liner. This would eventually result in the QUEEN MARY 2, a ship nearly three times the size of the UNITED STATES in terms of gross tonnage . Despite their own beginnings in the cruise industry, Carnival Corporation does not like to run old ships. Although interest had already waned after years of delays, setbacks and internal problems any thoughts of still turning the UNITED STATES into a running mate for the venerable QUEEN ELIZABETH 2 had completely evaporated.
Some of the tons of scrap being removed from the ship during her stay at Sevastopol.
It is not entirely clear what was, or was not happening back in Sevastopol in late 1994 and throughout 1995. The relationships between nearly all parties were badly deteriorating. The Turkish arm of Marmara Marine, Inc. defaulted. Shipyard authorities seized the ship for non-payment of services related to the hazardous materials removal. Possibly in an effort to recoup some of the money the Boat Deck was purged of the lifeboats and their davits. The aluminum from the boats no doubt brought in a great deal of cash for their scrap value but another integral part of the UNITED STATES had been lost. Most of the plumbing and piping was also removed. Hearing of this wanton destruction of course alarmed the two American partners who had the most to lose by this piecemeal scrapping of the ship. Edward Cantor stepped in and brokered a deal to resolve the ship's outstanding debt.
A fine view of the s.s. UNITED STATES under tow off Turkey. Courtesy of SS United States Conservancy, Robert G. Lenzer.
In July of 1996, Mayer and Cantor arranged to have the ship towed back to its home waters in the U.S.A. Towed by the Dutch ocean-going tug SMIT NEW YORK with a crew of 15 aboard, the ship made its last westbound Atlantic crossing at a speed of four knots. On July 24, 1996 the ship returned to American shores and docked at the Packer Avenue Marine Terminal in Philadelphia. In December she would move to Pier 96 at Ogden Avenue. A final move would take place in the fall of 1997 when she relocated to Pier 82 in Philadelphia where she has remained ever since. With the trans-Atlantic journey to Turkey and the Ukraine behind her, the seagoing days of the greatest ship ever produced in America were over. Another period of lengthy lay up was ahead.
Freshly arrived back in America the UNITED STATES is seen docked at the Packer Avenue Marine Terminal in Philadelphia, PA. Photo by Peter Knego © 1996.
Although the story of this phase UNITED STATES history should be complete, events that were still coming in the future have largely been shaped by those that took place on this last trip away from American shores. Money may not necessarily be the root of all evil, but most of life's problems do seem to stem from it. Various debts and liens piled up against the ship, some going back as far as the 1992 purchase. United States Marshals once again seized the ship and it was again put up for auction. Edward Cantor once again stepped up and purchased the ship for $6 million in November of 1997. Troubles and controversy continued to plague the idle vessel. During 1998, the ship appeared to be running afoul of U.S. Customs over the issue of the work performed overseas. Their document summarized what had happened with two important questions left to be resolved: "The S.S. UNITED STATES is a U.S.-flag vessel owned by Mamara Marine, Inc. Subsequent to the completion of work at Sevastopol Marine Plant, Sevastopol, Ukraine, the vessel arrived from the Ukraine via Tuzla, Turkey, unmanned and under tow, at Philadelphia, Pennsylvania, on July 23, 1996 [sic]. A vessel repair entry was timely filed. Issues: 1. Whether the foreign cost of asbestos removal from the subject vessel is dutiable" and "2. Whether the foreign cost of 'towing-related work' for the subject vessel is dutiable under 19 U.S.C. ? 1466." On both issues the work was found to be "not dutiable."
The stripped interior of the s.s. UNITED STATES. This was once the First Class Ballroom. Photo by Peter Knego, © 2012.
Many individuals without a financial interest, but a with a love for the historic ship began to form groups including the SS United States Foundation and the SS United States Conservancy (then known as the SS United States Preservation Society, Inc.). Largely through their efforts the UNITED STATES was added to the National Register of Historic Places on June 14, 1999. This was highly unusual for a landmark that was less than 50 years of age and reflected her "compelling National significance." Federal recognition does little to enhance preservation and does nothing to help the financial state of affairs. With the once grand scheme to return the ship to trans-Atlantic passenger service a distant memory, the owner's were casting about for almost any possible use. Proposed possibilities included use as a floating hospital; a hotel in New York harbor; conversion to a static floating casino gambling ship and family entertainment center; use as a rebuilt cruise ship; or being converted to a luxury gambling ship that sails the seas on junkets. By most estimates at the time it would take $300 – $400 million to restore her. Mr. Mayer and Mr. Cantor had already spent $40 – $50 million to have her towed to and from Europe including the costs they absorbed toward having her interior gutted. William Fugazy of Fugazy International served as an advisor to the Mayer-Cantor combine. This was the same agency that handled the travel arrangements for the final voyage of the QUEEN MARY from Southampton to Long Beach, California back in 1967. Mr. Fugazy stated that "It is our hope to restore the UNITED STATES to the grandeur that it once had, and to convert her into a floating casino gambling ship and family entertainment center." He added "She's a beautiful ship and we as Americans should be very proud of her."
Onboard the s.s. UNITED STATES the starboard Promenade Deck, facing aft. Photo by Peter Knego, © 2012.
On February 19, 2002, Edward Cantor passed away and title to the ship was passed on to his son Michael. The value of his estate was worth $90 million. There were rumors the UNITED STATES would be sold quickly, possibly to a foreign scrapping firm because Michael Cantor did not share the same enthusiasm for the ship as his father. The latter portion of that statement may have been true but in any event Michael expressed no desire to send this part of his father's legacy to the breakers. If it weren't for the Cantors, the SS UNITED STATES would very likely have been scrapped in the mid-1990s. Edward Cantor repeatedly rescued the ship, time and again, and up to the end of his life was rumored to be paying $1,000 per day to dock the ship at the pier in Philadelphia over a period of six years. His death left the future of the ship in uncertain straits.
PRIDE OF HAWAII with her unique lei livery was the last and largest ship to enter service under the U.S. flag in 2006. Photo courtesy of NCL America.
The ship was sold, but to a most unlikely bidder. In April, 2003, Norwegian Cruise Line bought the UNITED STATES from the estate of Edward Cantor. Their stated intent was to fully restore the ship to a in-service role in their new American-flagged NCL America division for service in Hawaii. One of the only other available U.S.-built hulls was that of the s.s. INDEPENDENCE, idle on the West Coast, which was purchased for the same purpose. While planning to build their own fleet flying the American flag, this effectively tied up the only ships that a competitor might be tempted to bring into the domestic USA market, specifically in Hawaii. NCL America was successful in getting an exemption to re-flag the foreign-built NORWEGIAN SKY renaming it PRIDE OF ALOHA. They followed this up with the partially U.S. built PRIDE OF AMERICA and the completely German-built PRIDE OF HAWAII which at 93,558 gross tons was the largest passenger ship to ever fly the U.S. flag. All of these exemptions were courtesy of Senator Daniel K. Inouye of Hawaii. To partially reward him for his efforts he was granted the privilege of christening the last big American ship on May 20, 2006 along with six female NCL employees. This event and the subsequent press conference held in a room adjoining the s.s. United States Library onboard the PRIDE OF HAWAII that day, created yet another "what if?" moment and a last chance dream for the fate of the UNITED STATES. Star Cruises chairman Tam Sri Lim Kok Thay stated unequivocally that the UNITED STATES would be the next project for NCL America. It would be their fourth ship. NCL president Colin Veitch was slightly more measured in his statement indicating that plans were going forward to study returning the former flagship of United States Lines to U.S. flag cruising. He said that the UNITED STATES had been very well laid up and cared for during her long years of idleness and that the ship was a good candidate for refurbishment. He added that "the INDEPENDENCE has deteriorated badly during her [four and a half] years of being laid up and it does not look like she will ever see a return to commercial service." It sounded like good news for one ship and bad news for another. With the benefit of hindsight we now know that the three-ship NCL America fleet was a financial disaster. The operation got off to a terrible start and got worse to the point that there would never be the need of a fourth ship let alone all of the three they had. Two of the "American" ships were quickly reflagged and put back into the regular Norwegian Cruise Lines fleet leaving only the 921 foot long, 80,439 gross ton PRIDE OF AMERICA to sail alone in Hawaii. It would be the last time there was any serious discussion of returning the s.s. UNITED STATES to ocean-going service.
Despite flaking paint, the beautiful lines of the stern remain as the UNITED STATES awaits her fate in Philadelphia. Photo by Peter Knego, © 2012
Star Cruises and NCL began to search for a buyer for the ship in 2009. It was reportedly costing them $800,000 a year to keep a ship around they would never use. Not wishing to repeat the harsh publicity they had received for their handling of the demise of the INDEPENDENCE, the companies rejected a $5.9 million dollar bid from scrappers, and agreed to sell the ship to the SS United States Conservancy for $3 million. Largely due to the immense generosity of Philadelphia-based philanthropist H.F. "Gerry" Lenfest, the Conservancy was able to take possession of the ship on February 1, 2011. Through his donation and those of countless others, the group not only was able to buy the ship but also buy some time to find a developer and hopefully a permanent home for the ship.
The UNITED STATES at her berth in Philadelphia clearly showing the missing lifeboats and the propellers resting on the aft decks. Courtesy of Wikimedia Commons Mpftmead.
The journey to Turkey and the Ukraine and the final two Atlantic crossings are but one chapter in the ongoing saga of the s.s. UNITED STATES. A story that has been revealing itself for more than 60 years. There have been many angels that have come forward over the years to prolong the life of this remarkable ship and others that have added their share of drama to the mix. Although this story is over, the story of the UNITED STATES is not finished yet. The ship remains at her Philadelphia pier; for now, as dependable a fixture as the tides in the Delaware River as they rise and fall beneath her keel.
Thanks to Martin Cox, Andy Kilk, Peter Knego, Robert Lenzer, Mark Perry and Greg Shutters.
Copyright 2013 by Shawn J. Dake.
SS United States Conservancy http://www.ssusc.org/
For your chance to be part of the story and make a difference, donate to Save The United States.org https://www.savetheunitedstates.org/
Shawn Dake
Shawn J. Dake, freelance travel writer and regular contributor to MaritimeMatters, worked in tourism and cruise industry for over 35 years. A native of Southern California, his first job was as a tour guide aboard the Queen Mary. A frequent lecturer on ship-related topics he has appeared on TV programs. Owner of Oceans Away Cruises & Travel agency, he served as President of the local Chapter of Steamship Historical Society of America. With a love of the sea, he is a veteran of 115 cruises.
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sdake
Shawn Dake	 April 9, 2013
I want to express my belated but no less heartfelt thanks to all you who commented on this story of the UNITED STATES and her last overseas sojourn. Yes, it was a lot of work to research and put it together but your appreciation of the story and the ship make it all worthwhile. I would like to thank each of you individually but since there are so many nice responses, that would become nearly as long as the article. Suffice it to say, I read all of your comments and am very grateful for them.
Kenenth Eden	 April 10, 2013
It is your candid opinion and research with respect to the sailing community that make me grateful, to you, I give my thanks…..
D Lee	 April 10, 2013
By far the most interesting article I've ever read about SSUS. Simply a wonderful bit of research and writing about the most important US liner ever built. Long may she live!
Phil C	 April 22, 2013
A fascinating article. Thank you.
I have to disagree with Peter Kohler's comment, as follows: "Sadly, this documents the end of UNITED STATES as a viable historic or iconic object."
What would have ended her is the vast amount of asbestos present on her. To have had that removed is a blessing for the ship, and provides a blank canvass for future use. Yes, the rather austere interiors have gone, but so too has that terrible killer, asbestos. Even in her forlorn state she still casts an impression of almighty power and grace, and fortunately, no longer poisonous.
Mark Perry	 April 28, 2013
Finally got a chance to read the entire article. Excellent, excellent job! It's hard to call it a sad chapter in the ship's history because, despite all odds, the old gal's still with us. We must save the SS United States!
Scott	 August 18, 2013
What a fascinating story . It is hard to believe that the SSUS was going to be put back into service . I hate to say it,but I seriously doubt she will ever be made into anything. I think it will be scrapped.
Maj R.S. Rayfield, USMC (Ret)	 August 27, 2013
This is a heartbreaking story. Have the current owners contacted anyone like Donald Trump to rescue UNITED STATES from its seemingly inevitable fate? I believe that the only people that know about this tragedy are those of us in maritime/naval enthusiasts circles and not the circles with investment amounts of money. I think Greenpeace had a major hand in thwarting UNITED STATES refurbishment, and we should do something to make this a success for America and a major loss in funds and prestige for Greenpeace, to include a disinformation campaign directed at them in the event we can get a major investor to see a bigger, brighter picture for UNITED STATES. I am uncertain how a major marketing blitz (USA Today, WSJ, facebook) would work in the state of our present economy, however, refurbishing her would sure provide a lot of jobs around some shipyard that may be suffering its own economic woes. We need a person with a vision who is tied into a Donald Trump-like maritime enthusiast and a marketing expert. Any ideas?
Kenneth Eden	 August 27, 2013
Maj. Rayfield has some very good points.
However, one thing: true, we enthusiasts are very much aware of the ships possibilities, and, yes, we certainly do care about the SSUS.
Here is the rub: renovated, converted, static attraction, whatever, nobody else would give a you now what.
This would take money from someone that did not care if it turned out to be a total mistake with millions lost for the sake of a few peoples pleasure.
JFOK	 September 16, 2013
It's always been my belief that a "Statue Of Liberty" type effort is going to be needed to save this great ship.
The SS United States needs to be heavily promoted as a symbol of our ingenuity, whose existence is about over. The SS United States Conservancy has worked hard, but a greater effort is needed by someone with real fundraising/public relations ability, like Donald Trump or even Bill Clinton.
There are a lot of credible people on the SS United States advisory board yet aside from an awesome documentary, all we see is funnel or building lighting and an occasional fund raising dinner. Greater public visibility is needed. Since June I've seen very little in terms of news coming from the conservancy….what gives ?? Time is almost up…they should be pushing like hell now, yet an eerie silence prevails.
As many of you will remember, Lee Iaccoca helped raise 500 million to restore Lady Liberty and Ellis Island in 1982.
The SS United States needs this type of fund raising and promotion now. Unfortunately, in this economy its going to be a tough challenge.
John Proctor	 February 15, 2014
The removal of the United States' Lifeboats was lamentable…the removal of the davits was tragic. This reveals the superstructure and completely changes the architecture and character of the ship.
David Westrich	 April 10, 2014
Google maps still shows it in Philadelphia. Not sure what pier but, from photos, it's not deteriorating too fast. Can still see the propellers on the aft decking. Such a neat article. Thank you.
Kalle Id	 April 10, 2014
The satellite images used by Google are often out of date by several years, so I would not consider them compelling proof of the location of anything.
Kenneth Eden	 September 30, 2014
What might have been may be what will be with new "plans"
Not to go into specifics, there are few here in this article, the Daily Press, our local daily, had yet another doom and gloom article this morning and the article can be reached at:
(email address removed by editor)
also, on Facebook as well as dailypres.com
Seems the call for her end is serious once again, and there is a "plan" involving NYC a retail and educational center for the iconic liner.
Konstantinos Dafalias	 October 28, 2014
I agree with Maj R.S. Rayfield, Greenpeace plays a big role in the whole desaster. It leaves us with the question what Greenpeace was hoping to establish.
If the asbestos wouldn't have been taken out in the Ukraine, the ship would have been sold to the breakers and none of them has equipment to dismantle the ship without putting the environment and the workers in danger.
In the end we have a crippled ship, millions of Dollars of losses and no advantage to the environment whatsoever.
Thad Constantine	 March 23, 2015
Here is an image from Cunard of how it was planned she would appear after her refurbishment.
https://scontent-iad.xx.fbcdn.net/hphotos-xpf1/v/t1.0-9/1484688_10153126744850758_1092351093058499102_n.jpg?oh=d84f870547ba7ceab48a8029aa0e8452&oe=55ADFDC6
Clive	 March 23, 2015
It is difficult to know how I feel about this. To me the United States looked magnificent as built. This is a compromise. But then in life we have to make compromises. France was better as Norway than as razor blades (well until they dumped those extra decks on her). So would some extra superstructure to United States have been so bad if it had meant more years in service?
Then again, the whole shape of Cunard would have been different – who would have acquired Sagafjord and Vistafjord etc, etc
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St. Bona vs Saint Joseph's University
Compare two rival schools - St Bonaventure University and Saint Joseph's University with tuition and admission information where St. Bona is a Private (not-for-profit), 4 or more years located in Saint Bonaventure, NY and Saint Joseph's University is a Private (not-for-profit), 4 or more years located in Philadelphia, PA.
St Bonaventure UniversitySaint Joseph's University
Saint Joseph's University has more expensive tuition & fees ($47,940) than St. Bona ($36,515).
It is harder to admit to St. Bona than Saint Joseph's University.
Saint Joseph's University has a higher submitted SAT score (1,129) than St. Bona (1,129).
Saint Joseph's University has higher submitted ACT score (25) than St. Bona (25).
Saint Joseph's University has more students with 6,779 students while St. Bona has 2,540 students.
Saint Joseph's University has more full-time faculties with 268 faculties while St. Bona has 149 full-time faculties.
The following table compares the two rival schools - St Bonaventure University and Saint Joseph's University.
St. BonaSaint Joseph's University
St. Bona
Saint Bonaventure, New York Location Philadelphia, Pennsylvania
Master's degree Highest Degree Offered Doctor's degree - research/scholarship
Master's College and University (medium programs) Carnegie Classification Master's College and University (larger programs)
20 % Transfer-out Rate 10 %
2,540 Student Population 6,779
12 to 1 Student to Faculty Ratio 11 to 1
Distance Learning (Online Classes), ROTC, Study Abroad, Weekend/Evening College, Teacher Certification Special Learning Opportunities Distance Learning (Online Classes), ROTC, Study Abroad, Weekend/Evening College, Teacher Certification
Academic/career counseling service, Employment services, Placement services On Campus Student Services Academic/career counseling service, Employment services, Placement services
More Rivals of St Bonaventure University
vs. University of Dayton
vs. UR
More Rivals of Saint Joseph's University


Kepera Records is a sub label of Jazz in Motion Records and is devoted to new music from the Middle East and Iran. The label presents collaborations of artists of both Western and Eastern background that aim to create new musical languages preserving the complexity and beauty of both worlds.
'Kepera' is one of the ancient Egyptian names for the scarab (beetle), the deity of spontaneous creation.
Kepera Records records artists like Kayhan Kalhor, Nizar Rohana, Tony Overwater, Rembrandt Frerichs, Maarten Ornstein, Jasser Youssef and many others.


text:
Indonesia: Navigating the Pandemic and Supporting Economic Recovery
GeneralReviewerGrp2022-01-13T16:49:41+08:00October 29, 2020|Press Release|
OCTOBER 29, 2020 | PRESS RELEASES
SINGAPORE, October 29, 2020 – The economy of Indonesia remains resilient despite the COVID-19 pandemic. A prompt recalibration of the policy mix and the enactment of large stimulus measures have provided appropriate supports to the affected households, businesses, and financial sectors, as well as safeguarded Indonesia's macroeconomic and financial stability. This is according to the preliminary assessment by the ASEAN+3 Macroeconomic Research Office (AMRO) after its virtual Annual Consultation with the Indonesian authorities from September 21 to October 7, 2020.
The AMRO team was led by Lead Economist, Dr. Sumio Ishikawa, while Director, Mr. Toshinori Doi, and Chief Economist, Dr. Hoe Ee Khor participated in the policy meetings. The discussions focused on the impact of the pandemic and policy responses to maintain stability and support recovery.
"The Indonesian economy is expected to contract by 1.7 percent in 2020 as mobility restriction measures to curb COVID-19 infections have suppressed domestic economic activity. That said, the degree of contraction has been moderate compared to regional peers," said Dr. Ishikawa. "The authorities have responded promptly with policy mix recalibration and large stimulus packages to support the affected households and businesses, as well as the financial sector. Continued supportive policy synergy, together with the rapid development of COVID-19 vaccines, are expected to underpin a rebound in growth to 5.1 percent in 2021."
Recent high-frequency data points to a gradual rebound in economic activity from a contraction in the second quarter, in tandem with a relaxation of large-scale social restrictions. A narrowing of the current account deficit and resumption of capital inflows, coupled with subdued inflation, have supported a broadly stable rupiah. The external position has been resilient with the gross international reserves reaching USD135.2 billion, as of September 2020. Furthermore, financial system stability remains solid during the pandemic, reflected in strong capital buffers, and contained non-performing loans. Meanwhile, the recent passage of an Omnibus Law on Job Creation is a breakthrough in improving the investment climate and facilitating job creation. With massive regulatory reforms and de-bureaucratization, the law is aimed at providing policy certainty for all stakeholders and enhancing Indonesia's long-term competitiveness, hence supporting national economic recovery.
Bank Indonesia has recalibrated its policy mix to maintain stability and support economic recovery. These measures include providing substantial liquidity support to the markets and conducting triple interventions in the spot FX and domestic non-deliverable forward markets as well as purchasing government bonds in the secondary market, to ensure rupiah exchange rate stability. In light of a low inflationary environment, Bank Indonesia has lowered its policy rate by 100 basis points and eased macroprudential policies to support economic financing. Smooth payments for both cash and non-cash transactions have been maintained. The digitalization of payment systems based on the 2025 Indonesian Payment System Blueprint has been also accelerated.
The 2020 Budget introduced sizable fiscal packages of about 4.4 percent of GDP to increase healthcare spending and provide reliefs to affected households and businesses. An additional fiscal stimulus of about 2 percent of GDP has been approved for 2021. The loan restructuring criteria have also been relaxed to help borrowers, in particular micro, small, and medium-sized enterprises (MSME), affected by the pandemic.
A forward-looking regulation, Perppu 1/2020 (converted into Law 2/2020), was issued to lift the fiscal deficit limit of 3 percent of GDP between 2020 and 2022. It also allows Bank Indonesia to purchase government bonds in the primary market. Bank Indonesia has purchased government bonds through market-based mechanisms in line with the Joint Decree of the Minister of Finance and Governor of Bank Indonesia dated April 2020, including auctions, greenshoe options, and private placements.[1] In accordance with the Joint Decree of the Minister of Finance and Governor Bank Indonesia dated early July 2020, the central bank has also agreed to a burden-sharing scheme to fund the public goods package through private placements and to bear the entire interest cost of the public goods package and share part of the interest cost of the non-public goods (SME and non-SME corporation) package. The burden-sharing scheme is intended to be one-off. The extraordinary circumstances of the pandemic and the prudent framework applicable to Bank Indonesia's purchase of government bonds have been reassuring to the markets.
Risks and vulnerabilities
A rising trend of COVID-19 infections in the country has posed risks to Indonesia's economic recovery. Meanwhile, fears of renewed infection waves, together with the heightened U.S.-China trade tension, have cast a shadow on global prospects and could adversely affect Indonesia's exports. On the upside, better-than-expected global economic conditions, especially for Indonesia's main trading partners, and early availability of COVID-19 vaccines may facilitate a swift recovery for Indonesia.
Effective implementation of the current stimulus policy mix is expected to support economic activities and their recovery amid an ongoing pandemic situation. Recent efforts to accelerate the disbursement of fiscal packages are encouraging and could be further stepped up. Likewise, the restructuring of bank loans could be extended to mitigate the risk of default among households and businesses. Continued strong policy synergy and effective communication with the markets are essential.
A smooth exit from the extraordinary policy measures is necessary to avoid a cliff effect and to facilitate the transition to a full economic recovery. The government's commitment to restore the fiscal rule from 2023 onwards will help to anchor market confidence and build up policy space, post-pandemic. The authorities could consider a fiscal consolidation plan through raising tax revenue and enhancing spending efficiency. Bank Indonesia should continue its close coordination with the government and other related authorities to accelerate economic recovery while pursuing its prudent policy mix of maintaining macroeconomic and financial stability. Continued reforms in the areas of economic diversification, investment climate, infrastructure, and human capital development would strengthen resilience against future shocks.
The AMRO team would like to thank the Indonesian authorities and other counterparts for their thoughtful comments and candid views. Due to the COVID-19 pandemic, all meetings for this year's consultation were held in virtual space. AMRO wishes to express its appreciation for the support and coordination of this arrangement.
[1] An explanation on Bank Indonesia's purchase of government bonds through market-based mechanisms in line with the Joint Decree of the Minister of Finance and Governor of Bank Indonesia dated April 2020 could be found in the following link: https://www.bi.go.id/en/ruang-media/info-terbaru/Pages/Perkembangan-Terkini-Perekonomian-dan-Langkah-BI-dalam-Hadapi-COVID-19-28-Mei-2020.aspx.
The ASEAN+3 Macroeconomic Research Office (AMRO) is an international organization established to contribute toward securing macroeconomic and financial stability of the ASEAN+3 region, which includes 10 members of the Association of Southeast Asian Nations (ASEAN) and China; Hong Kong, China; Japan; and Korea. AMRO's mandate is to conduct macroeconomic surveillance, support the implementation of the regional financial arrangement, the Chiang Mai Initiative Multilateralisation (CMIM), and provide technical assistance to the members.
Karen Wilkinson
Senior Communications Officer
Email: media@amro-asia.org


S.H.A.R.E actually stands for Self-Help Arts Recreation Education. It was founded in 1978 by Lionel Wace. Lionel was a social worker and dedicated his life to helping others. Here at Share, we help over a thousand people every year to rebuild their lives. Your support helps us to fulfill the needs of the community. We sell gently used furniture, clothing, household goods, and other asorted goods. We are open to the public, so please come visit us!
The Share Society is your local community non-profit thrift store. We have been serving the Kelowna & surrounding area for more than 36 years.


text:
German team interested in Tally
By - The Washington Times - Wednesday, July 4, 2001
D.C. United coach Thomas Rongen confirmed yesterday that a German second division team has shown interest in acquiring United defender/midfielder Carey Talley.
Hannover 96, which stands in ninth place in the 18-team German second division, made contact with the league to request game tapes of Talley. The team continued to pursue the 24-year-old, who started all but one of the games he has played for United this season and has recorded a goal and an assist.
MLS, however, has been slow-moving in its response, according to Rongen.
"I think that that issue has been tabled from Hannover's point more than anybody else," Rongen said.
Rongen said United's front office already has had "a dialogue with the player" and the team will let the league deal with any transfer fees and other financial details if negotiations advance.
"I don't think that we've necessarily gotten to that point [yet]," Rongen said. "Hannover came in with a bid, showed some interest, and I think in the next week to 10 days we'll get a better idea."
"MLS ExtraTime" on ESPN2 reported Sunday that Hannover 96 also is interested in Los Angeles Galaxy defender Danny Califf, a former Maryland player.
If MLS accepts the offers, Talley and Califf would join U.S. national team defender Steve Cherundolo on the Hannover 96 roster. Hannover 96 then would have three foreign players, the maximum number allowed by Bundesliga rules.
"MLS ExtraTime" reporter Jeff Bradley, brother of Chicago Fire coach Bob Bradley, also sparked rumors Sunday that United is considering trading forward/midfielder Chris Albright to Los Angeles or Chicago.
Both Rongen and United president and general manager Kevin Payne denied these rumors yesterday.
"I don't know where that's coming from," Payne said. "We're not looking at moving anybody."
Said Rongen: "We're not actively shopping anybody at this particular point. We feel fairly happy where we're at. But if something comes along that makes sense, we need to look at it."
Albright, 21, has struggled this season, scoring just one goal and adding an assist, but he looks to be gaining confidence on the flank.
Note United will face the Hershey Wildcats of the A-League in the third round of the U.S. Open Cup on July 11. The match will be played at Richmond City Stadium and will be the nightcap of a U.S. Open Cup third-round doubleheader. The first match, between two A-League squads, the Connecticut Wolves and the Richmond Kickers, will begin at 6 p.m.
Hershey advanced to the third round by beating the A-League Rochester (N.Y.) Rhinos on the road 1-0 on Monday.


text:
Q: Communication between Keycloak 16.1.1 in https and Spring Boot I'm using a docker-compose file to start a keycloak container in https. In order to do that, I've added these services to my compose:
  keycloak-db:
    image: postgres
    volumes:
      - keycloak-db-pgdata:/var/lib/postgresql/data
      - ./docker/keycloak-db/init.sql:/docker-entrypoint-initdb.d/init.sql
    env_file:
      - docker/keycloak-db/keycloak-db.env
    ports:
      - 10005:5432

  keycloak:
    image: jboss/keycloak
    env_file:
      - docker/keycloak/keycloak.env
    volumes:
      - ./docker/keycloak/https/:/etc/x509/https
    ports:
      - 10006:8443

volumes:
  keycloak-db-pgdata:
    driver: local

This is the content of keycloak.env and keycloak-db.env:
keycloak.env
KEYCLOAK_USER=admin
KEYCLOAK_PASSWORD=admin
KEYCLOAK_LOGLEVEL=INFO
DB_VENDOR=POSTGRES
DB_ADDR=keycloak-db
DB_DATABASE=keycloak
DB_USER=keycloak-admin
DB_PASSWORD=password
KEYCLOAK_FRONTEND_URL=https://localhost:10006/auth

keycloak-db.env
POSTGRES_DB=keycloak
POSTGRES_USER=keycloak-admin
POSTGRES_PASSWORD=password

The file init.sql is simply a dump file to restore the database in case of necessity.
The /docker/keycloak/https folder contains two files that I've generated to start keycloak instance in https. These files are:

*

*A self-signed certificate: tls.crt

*A private key: tls.key

I used the "keytool" and "openssl" commands from the command prompt to create these files, as follow:
keytool -genkey -alias localhost -keyalg RSA -keystore keycloak.jks -validity 10950
keytool -importkeystore -srckeystore keycloak.jks -destkeystore keycloak.p12 -deststoretype PKCS12
openssl pkcs12 -in keycloak.p12 -nokeys -out tls.crt
openssl pkcs12 -in keycloak.p12 -nocerts -nodes -out tls.key
keytool -import -trustcacerts -keystore trust.keystore -storepass password -alias localhost -file tls.crt

The keycloak instance runs correctly in https.
The problem is a spring boot application which wants to communicate with it.
This application is managed with maven and uses the keycloak-spring-boot-starter dependency to secure its endpoints with spring security:
<dependency>
    <groupId>org.keycloak</groupId>
    <artifactId>keycloak-spring-boot-starter</artifactId>
    <version>16.1.1</version>
</dependency>

This is the configuration bean:
@Configuration
@EnableWebSecurity
@EnableGlobalMethodSecurity(jsr250Enabled = true)
@Profile("!test")
public class KeycloakSecurityConfiguration extends KeycloakWebSecurityConfigurerAdapter {

    @Override
    protected void configure(HttpSecurity http) throws Exception {
        super.configure(http);
        http.authorizeRequests()
                .antMatchers(HttpMethod.GET, "/tests").hasAnyRole("USER")
                .anyRequest()
                .authenticated();
        http.csrf().disable();
    }

    @Autowired
    public void configureGlobal(AuthenticationManagerBuilder auth) {
        KeycloakAuthenticationProvider keycloakAuthenticationProvider = keycloakAuthenticationProvider();
        keycloakAuthenticationProvider.setGrantedAuthoritiesMapper(new SimpleAuthorityMapper());
        auth.authenticationProvider(keycloakAuthenticationProvider);
    }

    @Bean
    @Override
    protected SessionAuthenticationStrategy sessionAuthenticationStrategy() {
        return new RegisterSessionAuthenticationStrategy(new SessionRegistryImpl());
    }

    @Bean
    public KeycloakConfigResolver keycloakConfigResolver() {
        return new KeycloakSpringBootConfigResolver();
    }
}

and this is the content of application.properties file:
logging.level.root=INFO
server.port=8080
keycloak.realm=${The name of realm in keycloak}
keycloak.auth-server-url=https://localhost:10006/auth
keycloak.ssl-required=external
keycloak.resource=${The name of client in keycloak}
keycloak.credentials.secret=${The client secret in keycloak}
keycloak.use-resource-role-mappings=true
keycloak.bearer-only=true

#this is the file I've previously generated using keytool (I also tried to use keycloak.jks here #but I obtained the same error)
keycloak.truststore=classpath:trust.keystore

keycloak.truststore-password=password
keycloak.confidential-port=10006

When I try to call /tests endpoint by postman (with a valid token), I obtain a 500 internal server error with this stacktrace:
Caused by: sun.security.validator.ValidatorException: PKIX path building failed: sun.security.provider.certpath.SunCertPathBuilderException: unable to find valid certification path to requested target
        at java.base/sun.security.validator.PKIXValidator.doBuild(PKIXValidator.java:439) ~[na:na]
        at java.base/sun.security.validator.PKIXValidator.engineValidate(PKIXValidator.java:306) ~[na:na]
        at java.base/sun.security.validator.Validator.validate(Validator.java:264) ~[na:na]
        at java.base/sun.security.ssl.X509TrustManagerImpl.validate(X509TrustManagerImpl.java:313) ~[na:na]
        at java.base/sun.security.ssl.X509TrustManagerImpl.checkTrusted(X509TrustManagerImpl.java:222) ~[na:na]
        at java.base/sun.security.ssl.X509TrustManagerImpl.checkServerTrusted(X509TrustManagerImpl.java:129) ~[na:na]
        at java.base/sun.security.ssl.CertificateMessage$T12CertificateConsumer.checkServerCerts(CertificateMessage.java:630) ~[na:na]
        ... 84 common frames omitted
Caused by: sun.security.provider.certpath.SunCertPathBuilderException: unable to find valid certification path to requested target
        at java.base/sun.security.provider.certpath.SunCertPathBuilder.build(SunCertPathBuilder.java:141) ~[na:na]
        at java.base/sun.security.provider.certpath.SunCertPathBuilder.engineBuild(SunCertPathBuilder.java:126) ~[na:na]
        at java.base/java.security.cert.CertPathBuilder.build(CertPathBuilder.java:297) ~[na:na]
        at java.base/sun.security.validator.PKIXValidator.doBuild(PKIXValidator.java:434) ~[na:na]
        ... 90 common frames omitted

Can anyone help me?
Thank you


Roberto Carlos believes Fabio Capello will make David Beckham his England captain.
The veteran Brazilian, who played under the Italian in both his spells at Real Madrid, insists Capello was not to blame for Beckham's marginalising at the Bernabeu last season after he revealed his plan to join the Los Angeles Galaxy.
Carlos said: "Now, I am sure that Capello will select Beckham for England - 100% sure. He will call David and I think he will make him his captain."
Carlos believes Capello will get England winning again - but has warned fans not to expect excitement.
"England need victories, results, and that he will give them," he said in The Observer.
"There will be no spectacle, it will be 1-0, 1-0, 1-0. But the team will be there, correctly set up and balanced on the pitch. And always winning.
"I don't know if England will win the World Cup in 2010, but they can make it to the finals. No doubt about that."


Download It Came from the Desert movie for iPod/iPhone/iPad in hd, Divx, DVD or watch online.
A pulpy, action monster movie, inspired by Cinemaware's cult 1980s video game "It Came from the Desert". A nostalgic tribute to creature features from the 1950's, It Came From The Desert features rival motocross heroes and heroines, kegger parties in the desert, secret underground military bases, romantic insecurities...and of course giant ants.


Full Board Hillside Vacation, Sri Lanka 6 Days 5 Nights Muslim Friendly | Make Your Own Tour: Turning Your Personal Interest Into Fun, travel with Dream Lanka Tours Sri Lanka.
This travel package is for those seeking a true Muslim-friendly holiday in Sri Lanka. The journey includes following cities Kandy, Sigiriya, Matale Nuwara Eliya, and Colombo, with unique experiences hand-picked for the Muslim travelers. Sri Lanka is a diverse destination with an amazing range of experiences for such a small island. The recorded history of the Island dates back 2500 years when an exiled prince from north India drifted into the shores of Sri Lanka to establish the first known civilization here. For a small island, Sri Lanka can boast of a diverse landscape of golden beaches, rolling hills, forests, and lush tea plantations.
Kandy is Sri Lanka's second biggest city and the capital of the central province. The busy town is situated in a valley at an elevation of 600 meters, inside a wide loop of the Mahaweli River and is surrounded by hills covered with tropical vegetation. Home to the Sri Dalada Maligawa the beautiful temple that houses the tooth relic of Lord Buddha. Kandy is also a popular stop during July/August when the annual Esala Perehera (holy festival) takes to the streets of the city.
After early breakfast at Hotel, commence to Nuwara Eliya, en route we will visit Royal Botanical Gardens. This beautiful flower Eden is restored with over 300 different varieties of orchids, other spices, medicinal plants and Palm trees. Every year more than 1.2 million people are enchanted by the beauty of these 147-acre flower gardens.
We proceed to Nuwara Eliya, fondly called Little England in Sri Lanka. Full of rustic colonial beauty and grace, this hilly refuge is one of the dreamiest settings on the island. En route witness the picturesque mountain ranges and breathtaking waterfalls. You can also visit a working tea factory where the slow-growing tea bushes of this highland region produce some of the world's finest Orange Pekoe tea. In Nuwara Eliya visit Al-Kabeer Grand Mosque which is a famous mosque in Nuwara Eliya for prayers and also meet with the local community. Check in at the hotel and rest of the day leisure at hotel (Entrance fees to sites not included in the package).
After an early breakfast proceed to Colombo view the St Clair's and Devon falls also visit the location where the Oscar winning movie "Bridge on the River Kwai" was filmed en route. After arriving to Colombo visit to the Dewatagaha Mosque at Town Hall (The Dewatagaha mosque is one of the more prominent mosques in Colombo – its lovely exterior is almost an iconic part of the architecture near Town Hall. It is also partly a shrine to a Saint from the 19th century – Shaikh Usman Waliyullah – and Muslims and non-Muslims alike visit to pay their respects) and optional visit to the Jami-Ul-Alfar Mosque at Pettah for prayers and also meet with the local community.


text:
Home page / Our projects : news and (...)	/ KENYA: Human resource development in the water sector
KENYA: Human resource development in the water sector
The French-Kenyan co-operation programme related to the development of human resources in the water sector started in July 1995 when an expatriate expert from the International Office for Water was seconded to the Kenyan Ministry of Water Resources.
His work was to assess the situation in the Kenyan water sector and supervise a Task Force to prepare an Action Plan for Human Resource Development (HRD) with two objectives:
• The creation and development of a Human Resource Development Unit (HRDU) in the Ministry,
• The organisation of training courses aiming to develop abilities in a pilot district.
1996 was devoted to the preparation of job descriptions, the assessment of training needs in the water sector, the drafting of a training plan, then of the action plan which involved the District Water Offices, the Municipalities, the headquarters of the Ministry of Water, the National Water Conservation and Pipeline Corporation, and the Nairobi City Council. It was approved by the Task Force in May 1997.
This action plan is now a reference document, prepared by the Kenyan partners, which makes it possible to work within different organisations in the sector and to improve their Human Resource Development actions.
The cost of the reforms and actions (above all training) recommended by this plan is shared between the Kenyan institutions and the different donors. For its part, French Co-operation (the French Embassy) is in charge of some training initiatives and has secured technical assistance from the International Office for Water.
The work complete in 1997 and 1998 with the support of a French national on Voluntary Service Overseas seconded to the Kenyan Ministry, was devoted to the setting-up of the HRD unit and the organisation of the first training courses, identified in the training plan, after selecting Machakos as a pilot district, a town 70 kilometres south of Nairobi.
The objective of these technical training courses is to prove that, thanks to a suited training policy, it is possible to noticeably improve the efficiency of a service, not only through the acquisition of technical abilities, but also through staff motivation.
The project furthered the development of capabilities of the Kenyan Water Institute (KEWI), as far as short and tailor-made training courses are concerned, since it had been directly involved in the preparation and implementation of training courses.
With the support of French companies of the water sector, a seminar was held in September 1998, on the participation of the private sector in the management of water supply and sanitation utilities , which is entirely on-line with the new policy approved by the Kenyan Parliament. Representatives from Uganda and Tanzania participated in this seminar, thus ensuring regional representation and fruitful discussions.
After a seminar held in February 1999, gathering all the top-level engineers from the District Water Offices, the next stage of the co-operation programme allowed the sharing of Machakos' experience with other districts and the furthering of the planned reforms, above all the transfer of responsibilities as far as water management and supply are concerned, from districts to local authorities and communities. In this context, training is of utmost importance as regards the following topics :
• human resource management and development
• community mobilisation and service management
• the training of trainers
The HRDU has now to develop its advisory role towards the District Water Offices, to favour the implementation of short training courses and the co-ordination of the donors' actions in terms of training.
This entire approach could then be extended to other organisations involved in the sector: the Ministry of Local Governments, the Nairobi City Council, NWCPC, etc.
The French Ministry for Foreign Affairs supported the project in full from the start, to a total amount of 4.500 MFF for the period 1995-1999.
All the versions of this article: [English] [français]


Hong Jong-hyun is one of the South Korean actors who debuted as a model and then turned into an actor. His name became known when he participated in the SBS drama Warrior Baek Dong-Soo as Yi-San.
He was involved in a scandal when he was reportedly dating After School member NaNa, while following the program We Got Married with Girl's Day, Yura. He was criticized by netizens for not appreciating Yura as his partner in We Got Married. Besides acting, Hong also loves animals, nature, and extreme sports. Let's look at the full profile ofHong Jong-Hyun!
Did Hong Jong-hyun Have Plastic Surgery?
Hong Jong-hyun is known to have a handsome face as an actor and model in Korea, many are even envious of Jong-hyun's handsomeness. However, Jong-hyun's handsomeness is often attributed to plastic surgery.
In fact, a photo spread of Jong-hyun's with Wonjin's famous plastic surgery doctor, and Wonjin posted a photo with Jong-Hyun on his personal website. The public assumed that Jong-Hyun had plastic surgery, especially on his jaw. Let's see if Jong-Hyun really had plastic surgery?
It appears that Jong-hyun's jaw looks different before and after the surgery, afterwards it looks more pointed and thin. His eyelids are also different, and look bigger than before.
There is even a rumor that Jong-Hyun had three plastic surgeries before debuting as a model from the same doctor. There has been no confirmation from Jong-Hyun himself if he had plastic surgery, but the public already assumes that he had plastic surgery.
Do you think Hong Jong-hyun had plastic surgery?