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Indiana Supreme Court
Division of State Court Administration
30 S. Meridian Street, Ste. 500
Indianapolis, IN 46204
Mike Commons
Staff Attorney
Pho: 317.233.1579
Leslie Rogers Dunn
GAL/CASA Director
Pho: 317.233.0224
By The Honorable Frances G. Hill,
Monroe Circuit Court, Bloomington, Indiana
& Loretta A. Oleksy,
Family Court Project Manager, Indiana Supreme Court,
Division of State Court Administration, Indianapolis, IN
In the fall of 1999, Chief Justice Randall T. Shepard hosted a breakfast for Indiana judges interested in creating model family courts. The Chief Justice had been urging the legislature for several years to create courts to deal with the entire family in a single courtroom regardless of the case type. Justice Frank Sullivan, Jr. had recently returned from the ABA Summit on Unified Family Courts, enthused to create pilot family court projects. As a result, the Indiana Family Court Project was initiated as a cooperative effort between the General Assembly and the Indiana Supreme Court.
The purpose of the Project is to develop common sense models to better serve children and families in our courts. The initial emphasis of the Family Court Project was to create models to coordinate families who have multiple cases pending before multiple judges and to share information. While all projects are still required to include some aspect of multiple case coordination and information sharing, the scope of the project has broadened somewhat to include various types of family-friendly programming.
Beginning in 2000, three pilot counties – Johnson, Monroe, and Porter – developed family court models under the direction of the Indiana Supreme Court, Division of State Court Administration, with guidance from a statewide Family Court Task Force, led by The Honorable Margret G. Robb of the Indiana Court of Appeals. A private family court consultant assisted the pilot counties.
Every two years new counties have been added to the family court project: six in 2002; eight in 2004; six in 2006; and two in 2008. Most of the family court projects involve only one county, but at this time two projects include multiple counties. Currently there are twenty-three family court counties. Each family court project develops model processes and programs tailored to its needs and resources. The original counties remain actively involved in the statewide project and continue to share ideas and mentor new pilot counties.
The Indiana Family Court Project has evolved in significant ways. The Indiana Supreme Court developed specialized Family Court Rules to address confidentiality, judicial notice, and other due process issues. Programming expanded to include more non-adversarial dispute resolution options and some coordination services for high-risk, low-income, and/or pro se families. In 2007, the private family court consultant position was transitioned to a full-time position within the Division of State Court Administration.
Indiana's family court is not just about models of court structure and programming. Family court is a concept that is based on the significance of family in our culture and our legal system and that helps to coordinate and improve services to children and families in the court system. It recognizes the unique stressors and safety issues in family litigation, the role of the family in affecting individual behavior, and the particularized need for timeliness and consistency in judicial rulings involving children. Family court acknowledges the need to involve the whole family in addressing delinquency, child endangerment, and other safety issues.
Case coordination is encouraged to avoid uninformed, inconsistent, or delayed rulings for families with multiple cases in the court system. Parties and attorneys are urged to fully disclose information about the family's legal cases in order to obtain a complete and long-lasting resolution to the family's situation. The family court promotes cooperation between the courts in referring, coordinating, sharing information, and/or providing services to indigent, pro se, and at-risk families. It emphasizes a holistic and non-adversarial approach to problem solving and involves an open, common sense, and problem-solving approach to the resolution of legal issues affecting children and families, within the parameters of due process of the law.
The core component of the Family Court Project is judicial information sharing and coordination of multiple cases involving the same family. This coordination and information sharing avoids inconsistent orders for families and promotes more informed decision-making. Models for multiple-case coordination have included:
Most Indiana courts maintain their dockets using a computer program called a "case management system" or "CMS." But there are at least four major problems with existing case management systems:
These problems with the current case management systems have hindered the ability of family courts to effectively manage families with multiple cases. In December 2007, two Indiana counties began piloting the use of Indiana's new case management system, Odyssey. A significant upgrade to Odyssey is scheduled to be released in 2008, adding even more features to help Indiana courts and court clerks. Statewide rollout will follow over the next several years. It is anticipated that the Odyssey case management system will greatly increase the ability of Indiana's family courts to identify families with multiple cases and to effectively manage these cases and provide needed services to the families.
In addition to judicial coordination of multiple cases, family court programming may include a broad range of services developed by the existing family court projects. The most common program types are:
Application for family court grants. Applications for family court status and grants are offered every two years to all Indiana counties. Judicial officers complete the application by identifying a plan to better serve families in the court system. The application includes information about the county's current judicial system, and a request for a family court grant in the amount of $10,000 to $40,000 per year, for a two-year period. When feasible, smaller counties are encouraged to form multiple-county projects to share resources and avoid reinventing the wheel. Judges review the grant terms to determine their ability to comply with grant requirements. Applications are filed with the Division of State Court Administration, and the Indiana Supreme Court selects the counties that will serve as pilot family court projects. New counties were admitted to the family court project in 2000, 2002, 2004, 2006, and 2008.
Implementing Programming and Family Court Personnel. When a county is selected as a pilot family court project multiple judges in the county meet regularly to finalize the program design and determine necessary personnel. All of the judges in the county must be agreeable to the family court project, but judges with jurisdiction in juvenile, family law, and domestic violence issues are most involved in program development. To date, all of the family court projects have hired (or contracted for) at least one new personnel position to coordinate their family court projects. Multiple-county projects have hired the same personnel to deliver services to all of the counties. The counties additionally rely on pre-existing personnel positions that are partially reallocated to the family court project. Several juvenile court coordinator positions have been expanded to include family court management responsibilities. Court reporter and court administrator positions have also been partially reallocated to provide services to family court projects.
Local Advisory Boards. The Judges select local attorneys, service providers, child advocates, school personnel, and/or other appropriate community representatives to serve on a local Family Court Advisory Board. The Advisory Board meets two or more times a year to provide community input on the family court project. The Advisory Board members also help to educate others in the community about the project. Each family court is a collaborative effort between the court and the local community.
Family Court Data, Reports, and Meetings. New family court projects file an Implementation Report in the summer following their selection, including a finalized budget, progress toward personnel hiring or resource reallocation, and time frames for program implementation. Each family court maintains statistics on the families served, including data on the number of multiple case families served, social factors in families served, and the types of services provided to families. Counties submit written reports containing data and program updates. Judges and family court personnel from each county attend statewide Family Court Meetings to share program information and hear local or national speakers on innovations to better serve families in the court system.
The Supreme Court issued four Family Court Rules in July 2001 for the exclusive use of the family courts. The Rules focus on coordination and information sharing for multiple cases involving the same family members and related issues. The Rules address jurisdiction, concurrent hearings, judicial notice, change of judge, and confidentiality. Each court selected for the family court project is authorized to designate, by a written Local Rule, that they adopt the Family Court Project Rules as a whole. The Indiana Family Court Rules can be found on the Family Court web site.
Legislature and Court Improvement Program (CIP). The Family Court Project began in 1999 with an annual appropriation of $200,000 per year from the Indiana General Assembly. This appropriation was later expanded. The legislative funding level for the two-year biennium of July 2007-June 2009 for Phase IV of the Family Court Project is $600,000. Additionally, the Family Court Project has at various times received federal Court Improvement Program grants for pilot family court counties with family focused programming for child abuse and neglect cases.
The bulk of the family court funding is distributed each year to the new pilot counties as seed grants for a two-year period. All of the family court counties have received transition grants in the years following their seed grants to help them transition to permanent local resources. From the inception of the Family Court Project through the end of 2008, $1,825,638 will have been distributed directly to family court counties. The remainder of the family court funding covers the cost of the Family Court Project Manager and statewide meetings.
Local funding. It has always been the intention of the Family Court Project that pilot counties would transition within a reasonable time from seed funding to local funding. Family Court counties are directed to create local funding sources and/or reallocate existing court resources and positions. The three original pilot projects have fully transitioned to local funding sources, and the Phase II counties, which were added to the project in 2002, have progressed to the point where their state grants are only a small portion of their overall budget.
A significant source of revenue for family courts is community funding and collaborative grants. Some family courts entered into collaborative grants or resource sharing agreements with local mental health providers, local offices of the Department of Child Services, and youth service bureaus. Many counties have obtained local government funding through court or probation budgets for ongoing program maintenance. During 2007 the pilot counties raised $650,260 in local funds through community and alternative funding sources.
Indiana has always been committed to the concept of evaluation. The sections below outline the purpose, development, and current strategies for evaluation.
The purposes of Indiana's evaluation strategy are as follows:
An evaluation strategy was developed and implemented at the beginning of the Indiana Family Court Project through the assistance of an independent family court consultant, Jeffrey Kuhn. The following activities were conducted under Mr. Kuhn's direction:
Site Visits with Pilot Family Courts. The Indiana family court consultant and Mr. Kuhn conducted two, day-long site visits to each of the family court pilot counties to educate on the existing family court strategies from around the country and to review and consult on the goals and plans of the fledgling family court projects.
Statewide Needs Assessment. Mr. Kuhn wrote the Indiana Family Justice Needs Assessment Survey that was distributed to one hundred Judicial Officers and two hundred attorneys from around the state focusing on the following areas of concern: the incidence of multiple case families; proactive interest in case coordination; technology and other intake services for more effective case management; availability and affordability of alternative dispute resolution; and unmet needs and available community practices to help families within the court system.
Statewide Focus Groups. Three interdisciplinary focus groups were convened in downtown Indianapolis to identify issues in family and juvenile practice. As with the statewide survey, the focus groups were intended to collect information from a cross section of the entire state. The groups consisted of judges, attorneys, and representatives from law enforcement, schools, mental health, and other service providers. The focus groups addressed needs assessments, barriers to change, and values identification.
This initial evaluation identified several challenges facing the pilot projects. Lack of appropriate staffing levels for two of the three initial projects limited the ability to conduct comprehensive assessments and screenings that were necessary to determine the families' needs and make timely referrals to community resources.1 The absence of an automated information system with basic case management functionality hampered the efforts of the pilot projects to ensure that family members and cases were located and linked in a timely fashion.2 Finally, all three of the pilot projects indicated a need for additional alternative dispute resolution services to assist in resolving family disputes in a less adversarial manner.3
The evaluation also identified several project innovations and best practices among the pilot projects. One county developed a brief family court handbook that explained the operation of the family court, identified key personnel, and provided sample forms for litigants.4 Each of the three pilot projects utilized a Party Appearance Form or a Family Information Form to gather information about the nature of the case, the issues requiring court attention, related cases, and in some cases, information concerning family history of domestic violence or substance abuse issues. This allowed the court to make an accurate assessment of each family's most immediate needs and to make early referrals for appropriate services, and it also assisted the court in assessing the complexity of each case for purposes of managing court resources effectively.5 Another pilot project emphasized provision of more focused case management and social services to the court's most challenging and high conflict families in an effort to resolve cases that might otherwise remain in litigation for several years.6 Yet another project dealt with the shortage of alternative dispute resolution services in the community by partnering with a nearby law school to provide student mediation services to pro se litigants as part of the university's clinical program.7
The evaluation performed by Mr. Kuhn provided the Indiana Supreme Court with a road map for the continuation of the family court project. Over the past several years, much work has been done to address the challenges identified by the initial pilot projects while building on their innovations and best practices.
The Indiana Family Court Project currently utilizes several strategies for evaluation. These strategies are summarized below.
Annual Court Article. On an annual basis, each family court project writes a brief article summarizing its project. All the county articles are posted on the Indiana Family Court Web Site. The articles have a standardized format, including county demographics, basic contact information on judges and administrative staff, mission statement, program descriptions and eligibility factors, funding sources and amounts, and numbers of persons served. The annual editing of the article requires each family court to assess if the programming they have implemented is meeting the county's needs and desired outcomes. The articles provide a simple and readily available information source for the public.
Annual Financial and Data Report. Each family court is required to collect data on the number of adults and children receiving services, the source of referrals, the at-risk social factors for families served, the number and types of programming provided and the average length of services provided, the frequency of settlement in mediation, the frequency of multiple case families, and the types of cases that occur most frequently in multiple-case families. Data is compiled for a standardized annual report that counties submit to the Division of State Court Administration. As part of this report each court is also required to document the amount of grant funds and other funds received, how the money was spent, the amount of money carried over to the coming year, and a proposed budget for the coming year. In 2007, projects were required for the first time to submit this information electronically so that the data could be easily imported into a program to perform statewide analysis. As electronic data is accumulated over the next few years, the project will begin to analyze trends over time.
Annual Site Visits. The Family Court Project manager and other staff members of the Division of State Court Administration perform site visits. They are designed as fairly structured visits to the counties to meet with specifically identified categories of persons, generally including the judges, lawyers and services providers, and local family court advisory boards. Site visits may include observation of specific family court services and hearings.
Annual Family Court Meetings. Counties are required to send at least one judicial officer and one family court administrator to the annual family court meeting. The purpose of the annual meeting is to share ideas, address common problems, identify best practices, and hear about innovative new practices.
Narrative Program Evaluation and Program Surveys. Every two years the counties complete a narrative self-evaluation that requires them to review and assess their projects in the context of the Family Court Values and Outcomes that are discussed below. Counties also utilize survey forms to obtain feedback on program successes and barriers or challenges.
Manuals of Forms and Procedures. Every two years, each family court project prepares a manual with an outline of policies, procedures, and forms. The manual is provided electronically to enable family courts to easily share their policies and procedures with new projects or with existing projects that wish to expand their programming.
Family Court Steering Committee. The Family Court Steering Committee is charged with overseeing the project at a statewide level, identifying trends, reviewing applications and reports, and making recommendations regarding the project to the Indiana Supreme Court. The Steering Committee is comprised of The Honorable Margret G. Robb, Indiana Court of Appeals; Lilia Judson, Executive Director of the Indiana Supreme Court, Division of State Court Administration; Leslie Dunn, Director of the State GAL/CASA Program; and Loretta Oleksy, Family Court Project Manager.
The initial focus of the Indiana Family Court Project was to identify current judicial practices throughout the state and the need for change, to agree on values and desired outcomes, and to develop model programs to meet the desired outcomes. The key task was the development of values and outcomes.
The values and outcomes were drafted by the combined efforts of the Statewide Family Court Taskforce and the judges of the three pilot family courts. The results of statewide written surveys and focus groups were also considered.
The values and outcomes have been the source for subsequent evaluations of the family court projects. Since 2000, the values and outcomes have been slightly revised to reflect the current realities of the project counties. The current set of values and outcomes are listed below.
Outcome 1: Indiana Family Courts will avoid conflicting and redundant orders for families with multiple court cases.
Outcome 2: Indiana Family Courts will avoid re-litigation of the same issues in multiple courts.
Outcome 3: Indiana Family Courts will make informed and coordinated decisions for families with multiple cases pending in the court system through access to all court orders affecting the family.
Outcome 4: Indiana Family Courts will avoid unnecessary delays in the judicial process.
Outcome 1: Indiana Family Courts will provide access to affordable mediation services, on a regional basis when appropriate.
Outcome 2: Indiana Family Courts will develop a culture of sharing information, mediating, and working cooperatively for long-term resolution of family law matters.
Outcome 1: Indiana Family Courts will coordinate with community service providers to provide access to affordable assessment and treatment services for high-needs families.
Outcome 2: Indiana Family Courts will monitor compliance with court ordered services by high-needs families, and will assist families to understand court orders and to utilize court ordered services.
Outcome 1: Indiana Family Courts will foster increased parental involvement and accountability in juvenile cases.
Outcome 2: Indiana Family Courts will use a holistic approach to probation and problem solving courts by offering/requiring services to the entire family.
Outcome 1: Indiana Family Courts will promote increased legal accuracy and sufficiency in pro se family law filings through use of resources such as the Indiana Supreme Court's Self-Service Legal Center and through the provision of pro se educational information and/or document preparation assistance.
Outcome 2: Indiana Family Courts will help Judges avoid the pitfalls of practicing law and social work for pro se parties by collaborating with community resources that can provide legal and other needed assistance.
In December 2007, each of the projects submitted their narrative program evaluation covering the two-year phase from January 2006 through December 2007. The following is a summary of the progress the projects reported toward achieving the Family Court Values and Outcomes.
Value 1: Judicial Coordination and Timeliness. The majority of the current family court projects reported that they have made significant progress toward all four outcomes associated with Value 1. Only two projects reported that they had not made any progress and two stated they had made limited progress. The responses were overwhelmingly favorable in the areas of avoiding conflicting and redundant orders, avoiding re-litigation of the same issue in multiple courts, and making informed and coordinated decisions for families. Slightly fewer courts reported progress toward avoiding delays in the judicial process. Projects involving smaller counties with fewer courts and those who utilize the "One Judge-One Family" model were more likely to report that the project helped avoid judicial delays than were the projects serving larger, urban counties with many courts.
Value 2: Increased Use of Alternative Dispute Resolution. Alternative Dispute Resolution is by far the most popular programming option among the family court projects. The vast majority of the pilot projects reported that alternative dispute resolution (ADR) services are readily available, accessible to all litigants, and widely used. They recounted that the increased use of ADR has resulted in fewer cases going before the courts, less strain on the families involved, and increased cooperation among attorneys. Most of the projects currently utilize ADR in domestic relations cases, and an increasing number are using ADR to resolve juvenile delinquency and Child in Need of Services actions.
Perhaps one of the reasons for this success in the domestic relations area is the effort Indiana has put forth to promote ADR in domestic relations cases. In 2003, the Indiana General Assembly enacted legislation adding Indiana Code 33-23-3, which allows counties to charge an additional $20.00 fee to parties filing a petition for legal separation, paternity or dissolution of marriage, to be placed into an alternative dispute resolution fee fund. The funds must be used to foster domestic relations alternative dispute resolution, including mediation, reconciliation, non-binding arbitration, and parental counseling. Money in the fund must primarily benefit litigants who have the least ability to pay. Litigants with current charges or a former conviction of certain crimes relating to domestic violence are excluded from participating. Counties wanting to participate in an ADR program must develop an ADR plan consistent with the statute. The Executive Director of the Indiana Supreme Court, Division of State Court Administration, must approve the plans. The family court pilot projects have been encouraged to develop ADR Plans as a long term funding source to provide alternative dispute resolution to the families they serve. Twenty of the twenty-three family court counties currently have an approved ADR plan in place.
Value 3: Coordination of Court and Community Services for Children and Families. All but three of the current projects reported overwhelming success in this area. Most of the projects have developed service referral programming that assists families in understanding what services they have been ordered to complete and locating service providers and scheduling appointments. Many of these programs also monitor compliance with services. The service referral programming that has been developed by the pilot projects is working to remove barriers that might prevent families from participating in needed services. The projects who reported little success in this area tended to be those who have focused primarily on providing alternative dispute resolution and have not had the resources to expand their programming into the service referral and monitoring area. One other barrier facing some of the projects is the lack of available and affordable mental health services in their area.
Value 4: Family Focus on Delivery of Probation and Problem Solving Court Services. Several of the pilot projects do not encompass juvenile, criminal, or problem solving court jurisdiction at this time, so the statewide success toward achieving this value is limited. However, those projects that do include these types of cases reported a vast increase in parental involvement and accountability in juvenile cases. They also reported a shift toward a more holistic approach.
Value 5: Increased Efficiency and Effectiveness for Pro Se Families. Providing some sort of assistance to pro se litigants has become an increasingly popular aspect of the Indiana Family Court Project. The majority of the projects provide some type of pro se programming, which ranges from provision of standardized forms or referral to local pro bono resources to assistance with document preparation. A few projects have developed legal clinics that operate during limited hours and provide access to forms and other resources, as well as assistance in preparing forms if necessary. One project has developed a video for pro se litigants that provides information on the legal process, courtroom decorum, and resources for obtaining legal information and/or assistance. As ever increasing numbers of unrepresented family law litigants present challenges for judges, court staff, and clerks, interest in pro se programming is growing, and those pilot projects who do not currently provide pro se assistance are exploring how they can better serve this population.
Since its inception in 1999, the Indiana Family Court Project has undergone significant growth and development. While the project is not yet statewide, the current pilot projects now represent twenty-five percent of the state's ninety-two counties. Two of the primary challenges identified by the 2001 independent evaluation, lack of a comprehensive case management system and shortage of alternative dispute resolution services, are being addressed at the state level. Furthermore, the responses provided in the 2007 Narrative Evaluation illustrate a high level of fidelity to the core values of the project and substantial progress toward the desired outcomes. As the project continues to evolve, the original vision, the values and outcomes, and the evaluation process that is in place will provide a strong framework, as well as a road map for the future.
Jeffrey A. Kuhn, FINAL REPORT: Independent Evaluation of the Indiana Family Court Initiative, 42-43 (Center for Children, Families and the Courts, University of Baltimore School of Law, 2001)
Id. at 43.
Id. at 44.
Id. at 45.
Id. at 46.
Id. at 47.


text: Job Discussion Forums :: View topic - wanting to move to ankara and work Get TEFL Certified & Start Your Adventure Today! Job Discussion Forums"The Internet's Meeting Place for ESL/EFL Students and Teachers from Around the World!" FAQ Search Memberlist Usergroups Register Profile Log in to check your private messages Log in wanting to move to ankara and work Job Discussion Forums Forum Index -> Turkey View previous topic :: View next topic Author Message sam12345Joined: 08 Oct 2012Posts: 2 Posted: Sun Nov 11, 2012 8:36 pm Post subject: wanting to move to ankara and work HI im an MBA in finance from an Islamic country, I have three years work experience in my field. Im looking to go to Turkey to more or les settle there. Any advice on how I can break into the English Teaching field? I'm not from a native English speaking country, but I speak the language fluently.Im young, very hardworking, and willing to start at the bottom. I was a professor's assistant at university, and taught college level students. I've taught GMAT/SATs privately too, so I do have some teaching experience, and I'm a great teacher. Ofcourse, I would prefer to work in my field, finance ( i have experience), but I guess the chance of finding my first job (in Turkey) in that field is virtually zero? Any advice for me? Back to top QaaolchouraJoined: 10 Oct 2008Posts: 539Location: 21 miles from the Syrian border Posted: Wed Nov 14, 2012 2:24 am Post subject: Are you perchance Syrian? I live in Gaziantep, and every week my school gets a Syrian or two with an MA in TESOL, English, or some other related field. I have to explain that we can't hire them, because my company actually gets work permits for its employees, and the YÖK will only let companies bring in foreign English teachers if they have a passport from an Anglophone country. (What I don't mention to their face is that, while certainly quite good, usually their level of English is no better than our least-fluent Turkish teacher, and the Turkish teachers have the advantage of speaking the students' first language.) Any rate, I'd say that your chances of getting a job teaching English in Turkey, as a non-native speaker without an English-related qualification, are less than zero, unless the "Islamic country" you come from is Azerbaijan or Turkmenistan. (Turks are willing to look the other way concerning immigration when other Turkish-speakers are concerned, but not so much for Arabs.) If you are Syrian (or from any Arab country for that matter), I'd strongly recommend looking elsewhere for work. I suspect you'd have an easier job getting legal work in the US than in Turkey, given the very Turks are very vocally and unabashedly anti-Arab (at least in this part of Turkey), to a degree I could never have imagined if I hadn't seen it. In fact if you're from pretty much any Muslim country in Asia, with an MBA in finance, you would to better to look for a job in a Western country, where there's a high demand in many multinational companies for bilinguals in Arabic, Farsi, Urdu, and Indonesian. (If you're from Subsaharan Africa or Albania that's a different matter, unfortunately.) An MBA puts you in a far better position than the job-seekers I mentioned earlier, but not, unfortunately, in Turkey. Regards, ~Q Back to top sam12345Joined: 08 Oct 2012Posts: 2 Posted: Sun Nov 18, 2012 3:53 pm Post subject: Thank you for your reply, I'm actually a Pakistani. I suppose the best way for me is to look for a job while I'm there in Turkey? Perhaps I will have a better chance once I settle there and make local friends (I want to move to Turkey for several personal reasons). I'm taking Turkish classes in order to learn the language. I have lived in a native English speaking country, but I'm not a citizen, unfortunately. Anyway, I guess I will just have to work really hard once I'm there in order to find a job. It doesn't even have to be English teaching, it can be a job teaching finance, economics, anything. Any advice you guys might have for me would be great! Regards, M Back to top Display posts from previous: All Posts1 Day7 Days2 Weeks1 Month3 Months6 Months1 Year Oldest FirstNewest First Job Discussion Forums Forum Index -> Turkey All times are GMT Page 1 of 1 Jump to: Select a forum Where to Begin----------------General DiscussionNewbie ForumCurrent Events ForumTechnology ForumOnline Teaching Forum Africa Forums----------------General Africa Forum Asia Forums----------------CambodiaChina (Job-related Posts Only)China (Off-Topic)Hong KongIndiaIndonesiaJapanMalaysiaPhilippinesSingaporeTaiwanThailandGeneral Asia ForumVietnam Caribbean Forums----------------General Caribbean Forum Europe Forums----------------Czech RepublicFranceGermanyGreeceItalyMacedonia and the BalkansPolandRomaniaRussia & C.I.S.SpainTurkeyUkraineUnited KingdomGeneral Europe Forum Latin America Forums----------------ArgentinaBrazilChileColombiaCosta RicaMexicoMexico (off-topic)PeruGeneral Latin America Forum The Middle East Forums----------------BahrainEgyptIsraelKuwaitOmanQatarSaudi ArabiaUnited Arab EmiratesGeneral Middle East Forum North America Forums----------------General North America Forum Oceania----------------Australia/New Zealand You cannot post new topics in this forumYou cannot reply to topics in this forumYou cannot edit your posts in this forumYou cannot delete your posts in this forumYou cannot vote in polls in this forum This page is maintained by the one and only Dave Sperling. 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Gordon on Daughter Racing: 'It Terrified Me'
Jeff Gordon has been through his fair share of frightening crashes during his 37 years behind the wheel. It's inevitable in a high-speed, high-risk sport like auto racing. But when it comes to his 6-year-old daughter, Ella Sofia, Gordon turns into a mushy, protective father.
You see, Ella Sofia, is now driving quarter-midgets, just like her old man - and it's making her four-time NASCAR Sprint Cup Series champion father more nervous than he ever has been in a racecar.
"It terrified me. From a parent's standpoint, it's kind of tough to watch them go around there and not have any control of what's going on and know that it's all on them now," said Gordon, who was at New Hampshire Motor Speedway on June 3 and 4 for a test and tune in preparation for the July 13 Camping World RV Sales 301. "It's amazing the focus they can have at such a young age to go on and do that, but at the same time you know all the things that can go wrong and that's kind of scary."
Gordon began racing quarter-midgets at the age of 5. Ella Sofia, who will turn 7 on June 20, might not be looking at a career in racing just yet, but come 2025 (when she turns 18), there might just be another Gordon making her way through the NASCAR ranks.
"She's around it so much that it's hard for her not to be influenced by it, and we don't want to keep her away from it if she wants to," said Gordon. "Living in my house, horseback riding, gymnastics, soccer or whatever, there's just stuff going on all the time and driving the racecar has been the same as those other things. It's not like it stands out, but it was fun from the sideline, and we'll see if it continues."
A start in racing at a young age is nothing new. In fact, some of the brightest up-and-coming stars of the sport (Joey Logano, Austin Dillon, Kyle Larson, Chase Elliott to name a few) have yet to reach the age of 25.
But putting the pressure of Gordon's name behind Ella Sofia would be an unfair expectation, especially if she decides to venture down a similar path.
"I think there's a lot of positives that come along with it (starting young), but there's also a lot of expectations and pressures that can come along with it. Honestly, I think the only reason she's interested in it is because I'm her dad and she just wants to please me and wants to do something that I do," said Gordon. "Again, that's not all bad. It can be good as well. It's just how you handle it and how you go about it. You have to handle it properly because it could go really good or it could go really bad.
Given how well Gordon has handled his career, both on and off the track, it wouldn't surprise anyone to see a female Gordon taking the checkers at New Hampshire Motor Speedway in the not-too-distant future.


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News Release
New Chart Details Regulatory Authority Relationships
CHICAGO - The Federal Reserve Bank of Chicago has created a detailed information graphic outlining the relationship of U.S. regulatory authorities to the wide network of payment, clearing and settlement systems.
The graphic was developed to help explain the complex relationship among U.S. regulators and the systems that provide payment, clearing and settlement services, explained Rajeev Ranjan, a policy specialist in the Bank's Financial Markets Group who created the graphic.
"By doing this we hope to help people understand the interconnectedness of the regulators with the financial markets infrastructure (FMI)," said Ranjan.
The diagram also provides information regarding selected products traded on the exchanges and trading venues depicted. In addition, it features some information-sharing and cross-margining arrangements among the FMI. The diagram also shows the key payment systems in the U.S. (Fedwire and CHIPS) and the trade repository for credit default swaps. The graphic will be updated to reflect current relationships.
The chart can be viewed at /~/media/others/markets/fmi-graphic-pdf.pdf


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West New York, New Jersey is a town with a huge population in the state of New Jersey. Inside of Hudson County next to Union City and Jersey City. The small city is mostly of hispanic races ranging from Puerto Ricans, Columbians, Dominicans, Equadorians, Mexicans, etc. Although it used to be mostly of Cuban and Italian origins. There is a high rate of gangs in the small city, and the only public high school named Memorial High School has one of the highest teenage pregnancy rates in the country. The West New York Public School system is considered an Abbot School District in New Jersey meaning it is of low standards compared to the rest of the state along with public schools in Newark, Jersey City, Camden, Paterson, Trenton, New Brunswick, East Orange, Elizabeth, and Union City. West New York is inside the 201 area code in Northern New Jersey. It is also in Hudson County that is one of the ghetto counties along with Essex County. Because West New York is in Northern New Jersey it is heavily influenced by New York City while Southern New Jersey is influenced by Philadelphia. West New York, NJ has popular streets like Bergenline Ave. that stretches through all of W.N.Y. and Union City. Bergenline holds parades, and has a variety of stores. Kennedy Boulevard and Palisades Avenue are the nicer areas in West New York, unlike areas like Broadway Avenue and Hudson Avenue.
West New York, NJ is sometimes referred to as Stomp City, or just W.N.Y., Hispanic Nation, home of the second largest Memorial Day Parade, and one of the urban .03% tax districts.
by Big D Lou March 06, 2007
buy the domain for your diy site


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Netpulse Rises from the Ashes
Theeeey're back.
If you thought Thomas Proulx went down with the Netpulse/E-Zone/Xystos ship, think again.
On May 3, Proulx, who had been the CEO of Netpulse Media Networks Inc. (the company that combined Netpulse, E-Zone and Xystos), purchased the operating assets of Netpulse, his former company, from bankruptcy court. In doing so, Proulx started a totally new company, Netpulse LLC.
"There are few products in the fitness industry that users get as passionate about as Netpulse," said Proulx in a news release. "I couldn't just stand back and let it die."
Netpulse Media Networks, however, did die. But according to Adam Handlesman, spokesperson for Netpulse LLC, it wasn't the original Netpulse's fault.
"We didn't chapter 7 because we had a bad product or bad service," he told Club Industry in a recent interview. "We [went] chapter 7 because we had a failed merger and a financial crisis due to a downturn in the [capital] market."
Handlesman explained that the attempted merger of Netpulse, E-Zone and Xystos was complicated. What should have taken a month or two dragged out for six months, during which time the company sat in limbo. Meanwhile, financing dried up and the capital market collapsed. To make matters worse, all three companies were supposed to downsize following the merger, and, according to Handlesman, not all of them did.
"So you had this great merger with a lot of hoopla and then all of the sudden there was no money, and the company was too big," he said. "There were too many managers, too many VPs, and things that had to be done weren't done."
Proulx hopes to avoid past mistakes. Rather than give away products — a strategy that also contributed to the bankruptcy — the new Netpulse will be reverting to its original business plan: to sell Netpulse Stations.
But before selling new stations, Netpulse LLC's first order of business is to restore service to existing customers. Proulx's purchase has given him the existing Netpulse network and the clubs that were with the original Netpulse company — clubs that have been without service since February.
"We really want to take this one step at a time and grow [the company] properly," emphasized Handlesman. "It [customer service] is one of the things we really do pride ourselves on, and this whole entire merger/bankruptcy period really hurt that, and we want to make sure that our clients know that we are firmly committed to giving them the customer service they expect…."
Once Netpulse has served existing clients, the company can turn its attention to new customers. In addition to selling stations, Netpulse will charge clients a monthly service fee to cover the cost of Internet connections, technical support, network monitoring, and software license fees and upgrades that are necessary to run the equipment and the network.
Considering that the company had once promised free products, won't prospects and customers object to the new charges? Handlesman doesn't think so.
"You wouldn't believe how many calls we get a day from people saying, 'Hey, we heard you were back. Can I get 10 units in my club?'" he said. "It is a thrill to see how many people are still so interested."
Besides, charging is the only way to support the company. "Our business model going forward is based on the principle that everyone pays his own way…," Proulx said in the release. "With each fitness center customer covering its own true costs of running the Netpulse Network, Netpulse LLC will have a viable business from day one."
Still, Netpulse won't completely abandon the online advertising model that, at one point, was supposed to support the Netpulse giveaway. However, this advertising won't be the primary business model; instead, it will help to keep the cost of the equipment down.
"Most companies that don't have dual revenue streams have to charge a large fee to make up for the lack of any other sale," Handlesman said. "We can keep the cost down and give a good price for the service and equipment by having a back-end revenue stream."
Not only does Netpulse promise a good price, but it also promises a good product with experienced backing. Many of the former Netpulse employees — mainly tech and salespeople — are back on the payroll.
"There were tremendous cultural differences between the [merged] companies," Handlesman said. "Netpulse was a freethinking company where it didn't matter if you were an assistant or executive vice president; your ideas were put forth. E-Zone was very hierarchical…. There was no independent thought on the lower management level.
"Netpulse LLC is going back to what it originally was and that is what is going to help [it] survive."
What About E-Zone
Tom Proulx may have bought Netpulse's assets, but what has become of the company's two former partners, Xystos and E-Zone?
Xystos is reportedly still working with 24 Hour Fitness and developing a television-viewing product for hospitals. E-Zone is also still around — but in a decidedly different form.
At one point, a group of former E-Zone principals calling themselves E3-Zone claimed ownership of E-Zone — a claim that didn't last. In the end, Cardio Theater, ClubCom and Town Sports International (TSI) combined forces to buy the E-Zone assets.
Cardio Theater's Tony de Leede told Club Industry that his company is now responsible for the E-Zone hardware, while ClubCom is handling the network content. TSI, for its part, gained ownership of its E-Zone units.
E-Zone's installation base includes nearly 400 health clubs. Like Proulx, E-Zone's new owners have dismissed the giveaway concept for a more traditional revenue model. Specifically, they will charge a fee for E-Zone services.
At press time, de Leede was traveling to meet with key E-Zone customers to discuss the new business model. Whether the E-Zone name will remain was not yet decided.
--Jerry Janda, Editor-in-Chief


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|Hillary's males
|Obama's males
|Hillary's females
|Obama's females
|6,859 38.1% 43.6%
|8,857 45.7% 56.4%
|11,166 61.9% 51.5%
|10,520 54.3% 48.5%
|Hillary's Whites
|13,617 79.1% 56.0%
|1,0025.8% 14.9%
|2,589 15.1% 63.7%
|Obama's Whites
|5,74132.1% 85.1%
|1,472 8.2% 36.3%
Notes on the methodology come after my blather. The beginning of that section is indicated by brackets.
The first thing that jumps out is how little things changed since I attempted a similar analysis following the "Super Tuesday" contests that included all primaries that had taken place up to that point. The percentages are nearly identical (Hillary's numbers are very slightly worse across the board as I did not attempt to include caucusing states the first time around but did so this time), even though this time around there are 2.5 times more votes to contend with. Recall how much of a harpy's nest the Democratic party has become--60% of primary and caucus voters this year were women. The evidence that female suffrage drove the US sharply leftward keeps mounting.
The white and black splits nearly mirror how the two racial groups voted in the '04 Presidential election. Hillary received 56% of the white vote; Bush got 58%. Obama received 85% of the black vote; Kerry took 88%.
So if Hillary's support looked like Bush's among whites, and she also cleaned up among Hispanics, why didn't she win? Bush did so comfortably even without Hispanics. Well, this is the Democratic party. It's a lot blacker than the national electorate is. Whites comprised 69.2% of voters in the Democratic contests (not including Asians and others) compared to 81.9% of the '04 general. Blacks made up 19.2% of the Democratic contests compared to 11.7% of the general.
When black support is so overwhelmingly one-sided, that 7.5 point jump makes an enormous difference. It clearly put Obama over the top. Without blacks, Hillary crushes Obama, 57.1%-42.9%; a victory more lopsided than George HW Bush's win over Michael Dukakis in '88.
Since the Hispanic population is growing while the black population is basically holding steady, might this mean Republicans catering to Hispanics will be able to use the Hillary coalition to win in the general? No, for several reasons.
First, polls show Hispanics strongly backing Obama against McCain, 62%-29%, despite the Arizona Senator being the most recognizable champion of open borders in the entire Republican party. It's hardly surprising that a group that is 'eligible' for affirmative action benefits and experiences low levels of educational attainment, low incomes, high poverty rates, and high welfare use rates is going to find a home on the Democratic side.
Second, even if Hispanics are reluctant to vote for blacks, there are more potential Hispanic Presidential candidates on the Democratic side than there are black ones. Obama, the only (half) black Senator, is a unique case. As the Hispanic population continues to grow as a share of the total population, Hispanic representation in the Democratic party will continue to increase.
Third, there is no reason to presume blacks will ever vote for a white Republican over a Hispanic Democrat as Hispanics might do in the case of a black Democrat facing a white Republican--the only way GOP peeling-off could conceivably work is an ever less likely scenario going forward.
Fourth, the Hispanic establishment (in Congress, La Raza, etc) are even more Democratic than the Hispanic population as a whole is. More than nine-of-ten Congressional Hispanics are Democrats.
Fifth, we're looking at Hillary Clinton's support. Unless the Republican party wants to get in step with her politics, the comparison is flawed from the beginning.
More likely, the Democratic contests portend the future of American politics, where white electoral power dwindles and black and especially Hispanic electoral power correspondingly increases. John Savage has argued that an Obama nomination is desirable in that it allows white Democrats to see what their party is becoming--a party whose leadership has made a career of benefitting non-whites at the expense of whites. The white vote is still the 800 pound gorilla of US electoral politics, but it won't rule the jungle by itself for too much longer.
The tables above only consider white, black, and Hispanic votes in the 50 states and DC. Including all primary votes (and caucus estimates) in addition to the four participating US territories, Obama comes out ahead, 19,555,861 to 18,344,087 (51.6% to 48.4%). As discussed below, that artificially inflates Obama's numbers by assuming states holding primaries and states holding caucuses saw similar voter turnouts, but I think for the purpose of distilling the 'will of the people', it makes sense to go about it this way.
Even though Hillary outdid him for the last three months of the campaign, her 'momentum' (a word that vanished from media discourse as soon as it shifted from Obama to Hillary) came too little, too late. I remember recently reading commentary on how Hillary's campaign ran on leftist assumptions (she staffed her campaign with women and beta males, believed whites in flyover country were too bigoted to vote for a black man, etc) while Obama's took a more hard-nosed realist approach. I can't recall where I read it, though (please let me know if you're aware of what I'm referring to). Adding to that, she clearly should've made Wright and Obama's racialist obsessions an issue instead of waiting for it to finally spill out 'on its own' after being made public by Steve Sailer more than a year ago.
['Discussion' of methodology used to compute totals follows]
States where no exit polling was conducted (primarily small states that caucused rather than holding primaries) do not yield vote totals for the candidates, only state delegates assigned to each. To estimate total turnout, I looked to a nearby state with a similar demographic and political profile (ie, for Wyoming I referred to Montana, for North Dakota I referred to South Dakota). I took the percentage of voters who backed Kerry in '04 from both states and multiplied the respective percentages by each state's total population. Then I divided that figure for the state without exit polling data by the figure for the referential state to come up with a multiplier (sometimes less than 1). I then took the referential state's total votes for this year's Democratic primary and multiplied it by the, uh, multiplier, to come up with an estimate for the total voter turnout in the caucusing state without an exit poll.*
This presumes caucus turnout is similar to primary turnout, which isn't the case. Caucuses bring smaller numbers of voters than primaries do, but I see little reason to presume that Obama's support would've suffered substantially in these states had they held primaries instead of caucuses (it would have required a greater investment of campaign resources though). The intention is to get an apples-to-apples figures by state on the way to voter totals at the national level. Still, this methodology favors Obama, primarily because older folks (who tended to support Hillary) are less likely than younger ones (who tended to support Obama) are to participate in caucuses, which involve greater raucous than primaries do.
Racial/ethnic totals are estimated for whites, blacks, and Hispanics. The exit polling data for Asians and others are to lacking to be computed nationally**. Consequently, the total for the three categories included falls short of the total estimated votes for each candidate.
For states with exit polling data but for which black and/or Hispanic sample size is insufficient to report voting patterns, votes are assigned in accordance with the national trend***. This is reasonable as neither candidate enjoyed a clear advantage among states where the method is necessitated.
For states without exit polling numbers, I simply assume those voting in the Democratic caucus matched the state's demographic profile according to the US Census bureau. Black votes are assigned at a ratio equivalent to how they voted nationally in all states where exit polling was conducted.
Hispanic votes are split equally between the two candidates. Initially, Hispanic votes were allocated in the same way black votes are, but that quickly struck me as improbable. As Obama won all of these states at margins between 2-to-1 and 3-to-1, giving Hillary two-thirds of the Hispanic vote surely led to underestimates of her white support and also of Obama's Hispanic support.
Reductions to the total are made to account for Asian and other voters with the assumption that these groups voted in the same way as the state on the whole, and then the remaining votes are assigned to each candidate as white voters in accordance with each of their total estimated votes in the state.
This method is used because whites show the most variability in their voting patterns, while blacks voted in a predictable way irrespective of which candidate actually won the state. It likely undercounts black votes and overcounts whites a bit. But all states where exit polls were lacking are overwhelmingly white (with the exception of Hawaii and Colorado) and small, so the effects on totals are very marginal. Anyway, exit polls tend to, if anything, overrepresent minorities to ensure sample size adequacy. In the '04 Presidential election, for example, exit polls showed 8% of the electorate to be Hispanic, while Pew later discovered the actual figure to be 6%.
For gender totals in the caucus states without exit polling, a similar method is used. After coming up with a state's total turnout as described previously, I allocate total votes for each candidate in accordance with the number of state delegates awarded to each. Hillary's male and female totals are then arrived at by using the her total support by gender from all states with exit polling data. Obama's support is arrived at by taking the state's estimated total votes and presuming that the gender distribution for primaries with exit polling data is the same as that state's distribution. Hillary's male total is subtracted from this overall male total to come up with Obama's male support. The same thing is done for females^.
Michigan is included, with all uncommitted votes assigned to Obama. This provides a little balance to the way total votes in caucus states are estimated. Puerto Rico, American Samoa, the US Virgin Islands, and Guam are not figured in to gender or racial/ethnic voter totals. They are only included in the national totals for each candidate. To estimate turnout for the latter three, I took Puerto Rico's Democratic primary turnout, 9.7%, and assumed the other places experienced the same turnout, except for the Virgin Islands, where I arbitrarily doubled the estimate to account for the reported surge (actual numbers were not recorded either in '04 or this time around, only delegate totals were) in voter turnout relative to '04.
Why the uptick? Blacks comprise 76.2% of the Virgin Islands' population. And they back Obama, big time. He took 89.9% of the vote. It is interesting to note how clannish blacks are in this majority black territory. In no state do whites come remotely close to showing such racial solidarity. It would be fun to see Richard Cohen chew on that!
This seems like a lot of best-guessing on my part, but these methods only apply to a small piece of all votes. The estimated vote totals from caucuses without exit polls, including three American territories, only comprise 10% of the national total. The other 90% comes from hard numbers recorded in the actual primaries.
* In '04, 39% of Montana went for Kerry, while 30% of Idaho did. Montana's population as of '06 was estimated to be 944,632. Idaho's was 1,466,465. Multiply 944,632 by .39 to get 368,406 and 1,466,465 by .30 to get 439,940. Then divide 439,940 by 368,406 to get 1.1942. To come up with Idaho's turnout this year, multiply 181,423 (Montana's total in this year's Democratic primary) by 1.1942 to get 216,655, Idaho's estimated caucus total.
** Hillary took the Asian vote in California, 250,900 to Obama's 88,345 (71%-25%). Hawaii, by contrast, is 40% Asian, and backed Obama by a 3-to-1 margin, so they probably favored him at about the same rate Asians in California opposed him (although, in absolute terms, there were about five times as many Asian voters in California as there were in Hawaii).
*** One percent of South Dakota voters were black, according to exit polls. There were 97,590 votes cast for either Hillary or Obama. It is assumed that 976 (97,590*.01) of these voters are black. Nationally, Hillary received 14.9% of the black vote. So she is assumed to have received 145 (976*.149) of these 976 votes, with the rest going to Obama.
^ In North Dakota, Hillary's total is estimated to be 27,192. From the states with exit polling data, 61.8% of her support came from women. Thus her female support is estimated to total 16,807. Her male support then comes to 10,385. The total number of North Dakota voters is estimated to be 72,023. From the states with exit polling data, it is found that 42% of Democratic primary and caucus voters are male. By multiplying 72,023 by .42 we get 30,193. Subtract 10,385 from this (Hillary's male support) to arrive at 19,808, Obama's estimated male voters. The same process, using 58%, is repeated to come up with Obama's female total.
Data are here.


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Loverocked,Look at Reply #677 by Oddarane posted March 5. That interview of Phil was already in this thread. It's obvious that you don't bother to read the thread before posting.
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Interested primarily in children's books, Annie writes book reviews for all types of children's books. Her primary interest, however, is picture books for the younger age groups. Her favorite kids book authors include Rosemary Wells and Dr. Seuss. With new technology pressing forward, Annie is also involved in reviewing apps for children.
Kids Book & App Reviews


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I hear talk from Liger that there has been some people that have been playing the new World of Warships. Who all has played and what ships do you have and what tier? I have started playing again after getting it early in the open beta.
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Five numbers added together in pairs produce: 0, 2, 4, 4, 6, 8, 9, 11, 13, 15 What are the five numbers?
Many numbers can be expressed as the sum of two or more consecutive integers. For example, 15=7+8 and 10=1+2+3+4. Can you say which numbers can be expressed in this way?
Three people chose this as a favourite problem. It is the sort of
problem that needs thinking time - but once the connection is made
it gives access to many similar ideas.


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Feb. 21, 2006
The Schedule
Game 24 Thursday, Feb. 23, 2006 7:00 p.m. Fullerton, CA
UC Santa Barbara at Cal State Fullerton Titan Gym (4,000)
Game 25 Saturday, Feb. 25, 2006 4:00 p.m. Riverside, CA
UC Santa Barbara at UC Riverside Student Recreation Center (3,168)
2005-06 Gaucho Record
12-11 overall/7-3 Big West Conference
8-3 home/4-8 away/0-0 neutral
Gauchos Have Won Last 33 Games Against this Week's Opponents
The Big West Conference race has entered the home stretch, and if the UC Santa Barbara women's basketball team wants to make a run at an 11th-straight league title it will need to win a pair of important road games this week. Up first is a Thursday, Feb. 23 clash with Cal State Fullerton (9-15 overall, 6-6 Big West). Tip-off is slated for 7:00 p.m. in Titan Gym. Two days later, the Gauchos will find themselves in UC Riverside's Student Recreation Center for their final road game of 2005-06, a 4:00 p.m. showdown with the Highlanders (10-14, 6-7 entering this week). UCSB - which has won its last 24 games against Fullerton and past nine vs. UCR - enters the week one full game behind Long Beach State in the conference standings and can secure at least second place with two more victories.
Gauchos on the Air and Web
Both of this week's games will air live on KTMS 990AM with "Showtime" Steve Wendt handling play-by-play duties and Ben Alkaly attempting color commentary. Their broadcasts begin 15 minutes prior to tip-off with the "Gaucho Pregame Show", and can also be accessed by pointing your browser to www.ucsbgauchos.com and purchasing the "All-Access Pass". In addition, live video streaming of both contests is available via a subscription service at www.bigwest.org/tv.
UCSB Rebounds from Three-Game Skid with Critical Win over Long Beach State
Last week in the Thunderdome the Gauchos experienced one of their most disappointing defeats this season followed by arguably their most hard-fought victory of 2005-06. On Thursday, Feb. 16, visiting UC Irvine opened the second half on a 20-7 run and shot 55.9% after intermission en route to an 82-69 victory over UCSB. Santa Barbara surrendered a 37-35 halftime lead while losing for a third straight time, and also saw its 10-game winning streak over UCI halted. Two days later the Gauchos played the first regionally-televised regular season home game in program history, putting on a defensive show for Fox Sports Net West 2's cameras which resulted in a 46-43 win over Big West-leading Long Beach State. UCSB led wire to-wire - holding a 30-20 advantage at intermission - but allowed the 49ers to crawl back by connecting at just 24.1% in the second half. After the visitors pulled within 44-43 with just over two minutes remaining, Jenna Green answered with a layup before LBSU's Fernanda Santos misfired on a three-point try in the final seconds. Santa Barbara sophomore Jessica Wilson corralled the rebound as the clock expired and her teammates celebrated after avenging a January loss to the Beach, which has not won in the Thunderdome since 1991. It marked the fewest points surrendered by UCSB this season, and lowest combined score in a Gaucho game since they topped UC Irvine 48-33 on Jan. 6, 1990.
Conference Dominance
Santa Barbara's decade-long dominance of the Big West ranks as the longest current streak of outright conference championships in the entire nation. Louisiana Tech has captured 13 straight league titles - split between the Sun Belt and Western Athletic Conferences - but has shared top honors with other schools three times during its run. Meanwhile the Gauchos have never finished fewer than two games ahead of the pack, posting a 158-12 (.929) league record since 1995-96.
UC Santa Barbara alumnus Mark French is in his 19th season as head coach of the Gauchos and the 27th year of his immensely successful career. He currently owns a UCSB record of 392-175 (.691) and an overall mark of 490-289 (.629). Since the 1991-92 campaign, a period spanning 14 years, French's Gauchos have won 11 Big West Conference titles and advanced to 11 NCAA Tournaments - including five second rounds and a Sweet 16 appearance - as well as one Postseason WNIT. Individually, French has earned an unprecedented seven Big West Coach of the Year honors, while in 2002-03 he was named WBCA District 8 Coach of the Year and a finalist for the Naismith National Coach of the Year award. He is the dean of Big West coaches, with nine more years of experience in the league than any of his current counterparts.
Probable Starters Notes #42 Kat Suderman So. F/C 6.5 boards per game are tied with Wilson for fifth in Big West #33 Jenna Green So. C Team-high 16 points vs. LBSU after missing previous game #5 Jessica Wilson So. G 19 points led all Gauchos in losing effort vs. UCI #32 Karena Bonds Sr. G Averaging 12.8 points over last six contests #40 LaShay Fears Fr. G Has started all but one game as a true freshman
Reserves Notes #2 Whitney Warren Fr. G/F Career-high three assists, three steals in win over LBSU #10 Kim Smith Fr. G Buried first career three-pointer at Stanford on Feb. 9 #22 Erin O'Bryan Jr. G Shooting just 12.9% (four-of-31) over her last seven games #23 Ana Onaindia So. G Sunk four-of-eight three-pointers in Feb. 4 win at Cal Poly #34 Autumn Nichols Sr. F 10 points vs. 49ers was her highest total since Jan. 4 #35 Shantel Thomas Fr. F Returned Sat. from three-game absence due to ankle injury
Poll Position
The Gauchos opened 2005-06 receiving votes in both the ESPN/USA Today Top-25 Coaches' Poll and Associated Press Writers' Poll, but have subsequently dropped out of both. Meanwhile, if Big West Conference coaches and media members are accurate prognosticators, then the Gauchos will win their unprecedented 11th consecutive regular season conference title in 2005-06. In polls conducted Nov. 2 at the league's annual media day in Irvine, Calif., six of the eight coaches picked Santa Barbara to repeat yet again, while nine of 10 media members in attendance did the same. Long Beach State was tabbed second in both polls.
Streaky Situation
Entering the home stretch of the 2005-06 campaign, one impressive Gaucho streak has already fallen, another is in serious jeopardy and the outcome of a couple more remain to be seen. By falling at UC Davis on Feb. 11, UCSB's run of 11 straight seasons with single-digit losses was snapped. Santa Barbara has also won at least 20 games in each of the past 10 years, and would need to win its remaining regular season contests and enjoy a relatively deep postseason run to keep that streak alive. If the Gauchos are to reach the NCAA Tournament for a 10th consecutive year, they will have to extend their streak of dominance at next month's Big West Tournament in Anaheim, Calif.. UCSB has won its last 25 games in league tourney competition dating back to 1997.
Where Has All the Offense Gone?
After shooting 50% or better nine times in 2004-05 the Gauchos have made half their attempts just once this season, during a Dec. 17 upset of then-No. 24 UCLA. Santa Barbara's field goal follies have been especially noticeable over the last four games, connecting at just a 31.9% clip (80-of-251) including a woeful 10-of-73 performance (13.7%) from three-point land. No UCSB player is currently making over half of her shots, contributing to a 63.8 points per game average that is a full eight points lower than last year.
Battered by the Best
While the Gauchos did score an upset win over the Bruins, they struggled mightily against their three opponents currently among the nation's top-25. No. 15 Stanford, 16th-ranked Michigan State and No. 18 BYU outscored and out-rebounded Santa Barbara by averages of 32.7 points and +17.6 boards, respectively, while collectively limiting UCSB to 28.1% shooting (47-of-167). The Gauchos' largest lead in any of those three games was three points in the opening minutes at BYU, while Stanford's 34-point triumph was UCSB's widest margin of defeat since falling 78-33 at UNLV on Feb. 17, 1990.
Titan Talk
Cal State Fullerton followed up a recent three-game winning streak with consecutive losses at Pacific and Cal State Northridge last week, and currently hold down fourth place in the Big West standings. Junior forward Charlee Underwood - who leads a balanced Titan attack at 12.2 points per contest - scored 13 in the Thunderdome on Jan. 4 as UCSB rallied from a four-point halftime deficit to defeat CSF 68-54. That was the Gauchos' 24th straight win over Fullerton dating back to 1996, and improved their record in the all-time series to 31-21.
Highlander Hullabaloo
UC Riverside enters its Thursday showdown with Cal Poly on a three-game winning streak, the last coming on a buzzer-beating three-pointer Saturday at Pacific. The Highlanders have gotten a boost from the return of sophomore post player Kemie Nkele - whose 15.0 points per game rank second in the Big West - and are currently fifth in the conference standings. Nursing a broken hand, Nkele missed a Jan. 2 showdown with the Gauchos in the Thunderdome which was won by the home team 73-48. Santa Barbara has not lost to UCR since the Highlanders joined the Big West in 2001-02 and leads the all-time series 14-6.
Green Day
After foul calls and an errant elbow derailed Jenna Green for three games, the UCSB sophomore center returned with a vengeance in the win over Long Beach State, leading all Gauchos with 16 points for her 18th double-digit scoring effort of the season. As evidenced by that stat, Green has been the most consistent Gaucho in 2005-06, pacing the Santa Barbara offense on 11 different occasions and recording a quartet of double-doubles. The San Jose, Calif., native barely missed a double-dip with 17 points and nine boards in a Dec. 30 win over Pepperdine, leading to her first career Big West Player of the Week award. She ranks among the top-five conference players in four major statistical categories, validating her selection to the Preseason All-Big West Team. Green's field goal percentage of 49.8% is second-best while her scoring (14.2), rebounding (7.3) and blocks (1.27) per game averages rank third, fourth and fifth, respectively. After shooting just 30.6% (11-of-36) over her last three outings, Green's field goal mark has dipped under 50% for the first time all season, and is well below the 53.3% clip she posted en route to earning Big West All-Freshman honors in 2003-04. She missed nearly all of last year with a knee injury.
If the Gauchos are to make a run at an 11th straight Big West title, they'll need a second consistent scoring option behind Green, and the most likely candidate appears to be sophomore Jessica Wilson. The Sacramento, Calif., native has exploded for 20-plus points three times most on the team - and has amassed double-figures on five other occasions. She broke out of a three-for-19 shooting slump with a game-high-tying 19 points last Thursday, but it was in a losing effort vs. UC Irvine. Meanwhile on Jan. 26 at Cal State Northridge she amassed 15 points and seven steals, the most swipes by a Gaucho since Erin Buescher nabbed nine on Jan. 17, 1999. She is tied for the conference in steals at 2.33 per tilt, and also owns a rebounding average of 6.5 that is sixth-best. Wilson earned Big West Player of the Week honors following her heroics against then-24th-ranked UCLA, which included a game-tying buzzer-beating basket to force overtime and 11 points during the extra frame.
Kat in the Hat
With Santa Barbara razor-thin at the post in recent weeks, sophomore post player Kat Suderman has been one the most active Gaucho, averaging a whopping 30.6 minutes while starting each of the last seven contests. She tallied 13 points and nine boards in the loss to Irvine, however the San Luis Obispo, Calif., native has done her greatest damage to opponents this season while coming off the bench. On Jan. 9 at UC Irvine, she amassed her second career double-double in the form of a personal best 17 points and 13 boards, a rebounding total that equals the most by any Gaucho thus far in 2005-06. Suderman - who has scored in double-digits seven times this year - currently owns a 6.5 rebounds per game average that is tied with Wilson for fifth-best in the Big West.
Bonds, Karena Bonds
UCSB fifth-year senior guard Karena Bonds has been a jack-of-all trades, ranking fourth in the Big West in free-throw percentage (78.1%), seventh in steals (1.70) and ninth in minutes played (30.8). She has proven to be the Gauchos' best ball-handler with a 1.39 assist-to-turnover ratio (50 vs. 35), and added the title of "dynamic scorer" to her resume on UCSB's recent road trip by averaging 12.8 points over the last four games. The Morro Bay, Calif., native amassed 18 points on Jan. 28 at Pacific - the last on a free-throw in the final seconds to ice the narrow victory - and then poured in a career-high 20 at UC Davis on Feb. 11. Bonds was also clutch on Feb. 4 at Cal Poly by scoring the go-ahead three-pointer with 3:24 remaining.
Nichols and Dimes
Prior to last weekend, 2006 hadn't exactly been a great year for Autumn Nichols. Playing through various aches and pains virtually all season, her ailments were only exacerbated after being hit by a car while crossing the street on Jan. 14. She returned to action following a one-game absence, but further injured her back in a Jan. 26 win at Cal State Northridge. That put the Bakersfield, Calif., native on the shelf for four more contests, and after seeing limited action vs. UCI, Nichols contributed 10 points and eight boards to the hard-fought win over Long Beach State, her highest totals in well over a month.
Waiting in the Wings
On Wednesday, Nov. 9, UCSB announced the signing of two high school seniors to National Letters of Intent. Jordan Franey, a 6-0 forward from La Mesa, Calif., and Sacramento native Meagan Williams, a 5-10 guard, will join the Gauchos as true freshmen in 2006-07. Both were named to the Cal-Hi Sports All-State Junior First Team last season, with Williams also earning Sacramento Bee 2005 Player of the Year acclaim. In 2006-07 Santa Barbara will also gain the services of a pair of junior transfers who helped Baylor capture the 2005 NCAA Championship. Emily Niemann, a 6-1 forward, scored 19 points in the national title game against Michigan State en route to Final Four All-Tournament acclaim. In her two-year BU career, the Houston native averaged 9.9 points, 2.9 rebounds and a school-record 45.1% three-point percentage. Meanwhile 5-7 guard Chisa Ononiwu began practicing with the Gauchos in January and becomes eligible to compete following fall 2006 academic quarter at UCSB. The Houston native averaged 1.3 points and 0.7 rebounds in 13 games as a Lady Bear freshman in 2004-05.
Taylor-James Leaves UCSB
On Monday, Nov. 14, head coach Mark French announced that 6-0 sophomore swing player Brittanie Taylor-James had left the Gaucho program due to personal reasons. The Evanston, Ill., native finished the fall academic quarter and is now seeking a transfer. In 2004-05 she averaged 2.2 points and 2.4 rebounds in 22 games played, with a career-high of eight scored against UC Irvine on March 3.
Doozy of a Schedule
In the annual quest to make their non-conference schedule one of the toughest in the nation, the Gauchos have once again succeeded in 2005-06. UCSB played five games against teams which also reached the NCAA Tournament last year, including three straight to open the regular season. In addition to facing national runner-up Michigan State and a February showdown looms at Elite Eight participant Stanford, Santa Barbara hosted regional rivals UCLA and Pepperdine in the Thunderdome after not facing either school for more than a decade.
On the Horizon
The Gauchos return home for their final pair of regular season games next week. Pacific comes to town for a 7:00 p.m. showdown on Thursday, March 2, followed by another Big West battle against Cal State Northridge two days later at 2:00 p.m. UCSB seniors Karena Bonds and Autumn Nichols will be honored prior to tip-off vs. the Matadors.


text:
Process Info. Redirect Standard Error Start
Process Info. Redirect Standard Error Start
Process Info. Redirect Standard Error Start
Info. Redirect Standard Error
Gets or sets a value that indicates whether the error output of an application is written to the StandardError stream.
property bool RedirectStandardError { bool get(); void set(bool value); };
public bool RedirectStandardError { get; set; }
member this.RedirectStandardError : bool with get, set
Public Property RedirectStandardError As Boolean
Property Value
true if error output should be written to StandardError; otherwise,
false. The default is
The following example uses the
net use command together with a user-supplied argument to map a network resource. It then reads the standard error stream of the net command and writes it to console.
Process^ myProcess = gcnew Process;
ProcessStartInfo^ myProcessStartInfo = gcnew ProcessStartInfo( "net ",String::Concat( "use ", args[ 0 ] ) );
myProcessStartInfo->UseShellExecute = false;
myProcessStartInfo->RedirectStandardError = true;
myProcess->StartInfo = myProcessStartInfo;
StreamReader^ myStreamReader = myProcess->StandardError;
// Read the standard error of net.exe and write it on to console.
Console::WriteLine( myStreamReader->ReadLine() );
Process myProcess = new Process();
ProcessStartInfo myProcessStartInfo = new ProcessStartInfo("net ","use "+ args[0]);
myProcessStartInfo.UseShellExecute = false;
myProcessStartInfo.RedirectStandardError = true;
myProcess.StartInfo = myProcessStartInfo;
StreamReader myStreamReader = myProcess.StandardError;
// Read the standard error of net.exe and write it on to console.
Console.WriteLine( myStreamReader.ReadLine());
Dim myProcess As New Process()
Dim myProcessStartInfo As New ProcessStartInfo("net ", "use " + args(1))
myProcessStartInfo.UseShellExecute = False
myProcessStartInfo.RedirectStandardError = True
myProcess.StartInfo = myProcessStartInfo
Dim myStreamReader As StreamReader = myProcess.StandardError
' Read the standard error of net.exe and write it on to console.
When a Process writes text to its standard error stream, that text is typically displayed on the console. By redirecting the StandardError stream, you can manipulate or suppress the error output of a process. For example, you can filter the text, format it differently, or write the output to both the console and a designated log file.
You must set UseShellExecute to
false if you want to set RedirectStandardError to
true. Otherwise, reading from the StandardError stream throws an exception.
The redirected StandardError stream can be read synchronously or asynchronously. Methods such as Read, ReadLine and ReadToEnd perform synchronous read operations on the error output stream of the process. These synchronous read operations do not complete until the associated Process writes to its StandardError stream, or closes the stream.
In contrast, BeginErrorReadLine starts asynchronous read operations on the StandardError stream. This method enables a designated event handler for the stream output and immediately returns to the caller, which can perform other work while the stream output is directed to the event handler.
The application that is processing the asynchronous output should call the WaitForExit method to ensure that the output buffer has been flushed.
Synchronous read operations introduce a dependency between the caller reading from the StandardError stream and the child process writing to that stream. These dependencies can cause deadlock conditions. When the caller reads from the redirected stream of a child process, it is dependent on the child. The caller waits for the read operation until the child writes to the stream or closes the stream. When the child process writes enough data to fill its redirected stream, it is dependent on the parent. The child process waits for the next write operation until the parent reads from the full stream or closes the stream. The deadlock condition results when the caller and child process wait for each other to complete an operation, and neither can continue. You can avoid deadlocks by evaluating dependencies between the caller and child process.
For example, the following C# code shows how to read from a redirected stream and wait for the child process to exit.
// Start the child process.
Process p = new Process();
// Redirect the error stream of the child process.
p.StartInfo.UseShellExecute = false;
p.StartInfo.RedirectStandardError = true;
p.StartInfo.FileName = "Write500Lines.exe";
// Do not wait for the child process to exit before
// reading to the end of its redirected error stream.
// p.WaitForExit();
// Read the error stream first and then wait.
string error = p.StandardError.ReadToEnd();
The code example avoids a deadlock condition by calling
p.StandardError.ReadToEnd before
p.WaitForExit. A deadlock condition can result if the parent process calls
p.WaitForExit before
p.StandardError.ReadToEnd and the child process writes enough text to fill the redirected stream. The parent process would wait indefinitely for the child process to exit. The child process would wait indefinitely for the parent to read from the full StandardError stream.
There is a similar issue when you read all text from both the standard output and standard error streams. For example, the following C# code performs a read operation on both streams.
// Do not perform a synchronous read to the end of both
// redirected streams.
// string output = p.StandardOutput.ReadToEnd();
// string error = p.StandardError.ReadToEnd();
// p.WaitForExit();
// Use asynchronous read operations on at least one of the streams.
string error = p.StandardError.ReadToEnd();
The code example avoids the deadlock condition by performing asynchronous read operations on the StandardOutput stream. A deadlock condition results if the parent process calls
p.StandardOutput.ReadToEnd followed by
p.StandardError.ReadToEnd and the child process writes enough text to fill its error stream. The parent process would wait indefinitely for the child process to close its StandardOutput stream. The child process would wait indefinitely for the parent to read from the full StandardError stream.
You can use asynchronous read operations to avoid these dependencies and their deadlock potential. Alternately, you can avoid the deadlock condition by creating two threads and reading the output of each stream on a separate thread.


text:
What's On
Monday 19th November 2018
Bingham Hall is a thriving centre for community activities in Cirencester and hosts a wide variety of events and clubs catering for a diverse range of interests.
So, if you're looking for something to do or a club to join, browse our events listings below or use the calendar on the left for the latest information about what's on this month and in the future. If you see something you like, contact us for more information!
Our events pages are continually updated, so remember to check back here regularly to stay up-to-date.
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Change in the retail landscape is nothing new—retailers worldwide have always had to adapt to shifts in customer behavior and competitive threats. What is new is the frequency and scope of change, and how fundamentally these shifts can disrupt established retailers. Regardless of region, retailers who no longer offer a strong value proposition for their customers will lose. Yet retailers that pursue new opportunities and capitalize on these shifts can win and position themselves to grow.
Retailers today can capture a wealth of data—including detailed customer transaction histories—but most don't have the analytics capabilities required to make the most of that information. Success requires sifting through data to discern what the numbers really mean, and then translating that understanding into tangible actions that improve the company's financial and operational performance.Discover more insights
Across all retail segments—from grocery to fashion—promotions are one of the most effective tools for driving traffic and improving margins. BCG's holistic approach uses rigorous analytics to give a more granular picture of the performance of past events and then applies those insights to create more effective promotions for the future.Explore our solutions
BCG helped a grocery player return its overall and online businesses to profitability by increasing operational efficiencies, enhancing its online model, and tailoring its local strategies.Read more about our impact