The irony is that advances in technology have made possible immediate access to more and more relevant data. Immediate access to a crushing load of data doesn't automatically translate to business insight, agility, and competitive advantage. In fact, without an effective means of collecting, analyzing, correlating, and applying the data, it can and does have the opposite effect—information overload.
In addition to becoming more complex, the speed at which data is being produced is increasing at the same time as the velocity and speed of business is increasing.
At the same time, customer service response-time expectations have shortened dramatically. If you then add data associated with business processes, policies and procedures, workflow, techniques, or strategies and tactics, the combined complexities produce unmanageable amounts of information in many different formats. The current tendency to deploy discrete hardware and software solutions to address this business challenge may simply add to the problem.
Still, there is hope. The complex interrelations and overabundance of data, if leveraged properly, can provide companies with a vital strategic advantage. In fact, more companies are seeking solutions that allow them to respond in real time and to move toward predictive business, an exciting approach that makes it possible to anticipate customer needs, create opportunities, and avoid potential problems.
Based on the real-time movement of data across the enterprise, the best of these new solutions uniquely correlates information about a company's operations and performance with information about expected behavior and business rules. This capability makes it possible for decision makers to anticipate and respond to threats and capitalize on opportunities before they occur, enabling the next step in the evolution of a real-time enterprise: predictive business.
Business operations consist of events or micro-events, the everyday millisecond-long occurrences that are the fabric of enterprise activities. A typical business may produce millions of events on a daily basis. These events can be created through employee or customer and vendor relationships, and can include data or messages that record business activity. Traditionally, these events are captured in dedicated applications or run on their own, without significant oversight. If captured, the information they generate is often available from siloed storage that may or may not interoperate with other enterprise solutions.
As organizations increasingly leverage their everyday events through event-driven architecture (EDA) and event-driven business processes, workflows, and applications, they can use new techniques such as complex event processing (CEP) to derive more value from their infrastructure and, ultimately, their operations.
This article examines the ideas and the impact of CEP on businesses, and shows that by developing a comprehensive, interrelated repository of micro-events, businesses can see trends, patterns, potential areas of opportunity, and even areas of potential threat. In short, they can identify trends or scenarios that require immediate attention to increase real-time responsiveness and operational efficiency, an immensely valuable capability. CEP is powerful because its degree of access and visibility allows businesses to anticipate or predict customer needs, make faster decisions, and take decisive action.
Over the past decade, businesses have created complex, heterogeneous IT environments through technology purchases, outsourcing initiatives, and consolidation. While software can help businesses more easily connect key systems and coordinate critical processes, many activities remain unstructured and unpredictable. The nature of these interactions makes it difficult to measure and manage performance proactively.
Today's business environment demands agility. Organizations must be able to manage an unprecedented volume of real-time information about performance, internal operations, and the operations of the value chain. To successfully manage these factors, organizations must be able to observe and understand events across the extended enterprise. They must also consider regulatory requirements, risk management, and the need to respond rapidly to changing market conditions. They must extract high-level business impact from a myriad of businessunit- level processes and seemingly unrelated events across operational layers.
Businesses need a methodology that lets them capture events regardless of where they occur. With CEP, businesses can map events to expected outcomes and relate events to key performance indicators (KPIs) such as their effects on revenue, cost of operations, and business risk. CEP gives businesses insight into the events with the greatest business impact.
Typically, businesses analyze historical performance trends in an effort to link causes and events. Their prime concerns are to develop new customer up-sell, cross-sell, acquisition, and retention strategies and prevent recurring problems. If they cannot analyze performance in real time, however, businesses limit their ability to capitalize on opportunities, potentially missing them altogether. The business and IT layers in an organization may often seem disconnected (see Figure 1), especially regarding the causes and effects of an organization's daily events.
Figure 1. Enterprise IT Layers. CEP is a new technology for detecting business conditions by monitoring a flow of events and recognizing patterns in higher-level business events as they occur between the IT and business layers in an organization.
Consider two chains of events with the same result— a canceled customer order.
In the first chain of events, a salesperson submits an order through the company's ERP system. Unfortunately, a router is down and the order is not forwarded to fulfillment. The customer calls fulfillment to check the order's status, but fulfillment is not aware of the order. After a few unsuccessful attempts to track the order, the customer cancels it and orders from a competitor.
In the second chain of events, a salesperson submits the order via the company's ERP system. Shipping receives the order, assembles it, plans the delivery route, and loads the order on a truck. Unfortunately, the driver goes to the wrong airport. Re-routed to the correct airport, the driver misses the flight. When the order arrives late, the customer cancels it and orders from a competitor.
In both scenarios, the salesperson must rebuild the relationship with the customer. To avoid these types of situations, businesses have invested heavily in customer relationship management (CRM), business intelligence (BI), and data warehouse (DW) applications. However, these approaches fall short in providing information that a customer is about to defect.
Application-driven approaches are not enterprise-focused; neither do they provide total visibility. CRM applications address the data and workflow surrounding customer contact. BI and DW applications provide historical context. Even when they are integrated, they cannot ensure best possible action or consistency across the value chain. They cannot recommend analysis that ties outcomes to profitability goals.
Newer architectural approaches such as service-oriented architectures (SOA) and electronic design automation (EDA) drive the availability and exchange of an unprecedented volume of real-time information about enterprise performance, internal operations, and the operations of the value chain. SOA and EDA may enable businesses to access events in real time and research information about past events, but they still need additional capability to provide business insight—the ability to detect patterns of events in the IT layers of the enterprise and predict how they will impact high-level goals, policies, and processes.
To effectively manage enterprise events, businesses need a real-time architecture that can reveal events and patterns that are critical to survival and present actionable insight that is consistent with KPIs, which is where CEP enters the picture.
CEP is an emerging rule-based technology that aggregates real-time information from distributed message-based systems, databases, and applications. CEP dynamically reveals patterns and trends that would otherwise go unnoticed. CEP allows companies to identify and anticipate opportunities represented by seemingly unrelated events across complex, heterogeneous IT environments. Figure 2 shows how CEP extracts these insights.
Figure 2. CEP delivers insight from enterprise events.
Today, businesses capture hundreds of thousands of business events to form what Stanford University's David Luckham (see sidebar, page 60) refers to as an event cloud. These events can include updates to customer records in a CRM application, sales in a pointof- sale application, orders scanned upon shipping or delivery, GPS data for delivery trucks, weather information, and RFID data for pallets or display stands.
Key to CEP implementation is the ability to model business operations, specifically the dependencies among servers, network infrastructure, applications, people, and processes. CEP uses these models to identify constraints or patterns that map formal or informal processes to expected outcomes. These models provide a framework for designing, automating, and managing intelligent decisions across the enterprise.
With models created, CEP compares previous or expected values to real-time events, accounting for timing relationships and reducing the number of events managers must react to. Business rules relate activities to the processes they support, and enable enterprises to develop pattern-triggered actions, freeing managers to handle unexpected or unstructured events.
To illustrate how CEP works, consider the canceled customer order examples mentioned previously. In the first scenario, if you knew a router was not working (or was about to fail) and you knew precisely the potential effects on timely delivery, accounts payable, and (most important) customer service, you might have enough time to fix the router, or reroute delivery to avoid any delay in delivery to fulfillment.
In the second scenario, if you are alerted of the driver error in real time, you can inform the customer of the delay and proactively offer discount coupons on future orders. By preemptively taking action to solve the outage issue and demonstrate your appreciation for your client, your organization stands a good chance of avoiding potential revenue loss from the outage and retaining the customer.
Figure 3. CEP Systems are noted for their ability to provide insight into operations in real time. They are iterative and can create new events as patterns of activity from employees, vendors, customers, and other stakeholders emerge.
Implementing CEP in today's IT environments is an engaging challenge. The increased corporate complexity makes it difficult to measure and manage operational performance, causing businesses to react to inaccurate or conflicting data instead of proactively managing their operations. Adding additional software can be overwhelming and futile. CEP systems might be worth the effort, however, if the application creates the organizational ability to detect situations that need immediate attention, such as threats or opportunities.
Instrument the enterprise to capture events.
Correlate/match these events to business objects for context and to determine causality.
Create the capability to recognize event patterns.
Once patterns are recognized, aggregate pertinent event patterns into higher-level event structures also known as "complex" events.
Provide business process models and state-based timing expectations (e.g., timeouts/lack of event support) to represent meaningful process transitions.
Create the capability to (re)act to drive the business object state to mitigate problems or take advantage of opportunities.
These steps form the building blocks of a CEP system: you must identify your business events, enable your system to recognize the events, and create relevant or meaningful patterns. Meaningful patterns might be reactive (as in root cause) or predictive (as in early warning patterns). Once the CEP system is set up to identify the patterns, you can apply business rules and models that will help operations automatically act towards the pre-defined goal.
When possible, involve business users in determining business rules and process flow to ensure efficacy, and utilize industry standards such as UML, XSD, XSLT, and WSDL to ensure interoperability.
Channels are one of the delivery methods for transporting a company's events. Events are captured into a CEP system via external messaging channels, or they can be generated from inside the engine via previously-referenced rule action. Events can contain data in properties and payload. Properties are data elements belonging to an event that are accessible to the rules engine. Payload is inaccessible data contained within the event, being transported by the event. When used in combination with a state machine, a captured event will remain in the event processing engine until it is expired by time or explicitly consumed by the rule engine.
Complex event processing, developed by David Luckham of Stanford University, extends the Holland Complex Adaptive Systems model developed by John Holland in 1976 to model how organizations use knowledge to adapt to their environments.
Part of this theory states that an organization is a complex system with the ability to change its rules as experience accumulates. The key is to identify action rules based on IF/ THEN statements. That is, IF certain conditions occur, THEN certain adjustments can be made.
In attempting to adapt to changing circumstances, an organization develops rules or models that anticipate the consequences of responses. At its simplest level, this process is not significantly different from Pavlovian conditioning. Building on Holland's work, Luckham started to apply the concept of using business events to solve business problems.
State Machine The state model, or state machine, is a perspective of the object model in which objects are viewed as having defined states and the transitions from one to another are viewed as separate objects.
For instance, consider the earlier example of a product order as it follows its life cycle. The order is received, then assembled, shipped, and invoiced. All these states should be represented as objects in a state model. Each state can be managed independently and is important in track-andtrace or quality-control applications.
At the core of a CEP system is a declarative business rules engine that receives and correlates events and applies rules as needed. The rules engine can then generate internal events, which could trigger more rules or send events out.
The declarative nature of most rule-based systems means that rules are evaluated if the fact (property/relationship of an object) it is referencing is created or changed—an important consideration in a large-scale deployment. In other words, it only evaluates new input, not the whole rule network, every time something changes. This allows the rules to be designed independently of each other (rules are standalone pieces of knowledge; they don't know about each other).
Forward inferencing (forward chaining) means that Rule 2 fires automatically if Rule 1 changes the status of a customer to platinum, because one of the facts referenced by Rule 2 has changed.
Rule 2 will not be fired if the customer status has already been "platinum" before, only if it has changed.
Rules can also be grouped logically; at run time you determine which rule groups are active or partition them to separate event-server engines. Rule functions can be defined for re-use throughout the CEP project.
The goal is to leverage existing infrastructure and existing assets—you are essentially setting up your system to be extracting as much event data as possible from your current operations to eventually be able to detect patterns, predict threats, or identify potential opportunities.
Some companies believe this can be accomplished with databases. While possible, it's difficult. With databases, you must contend with static relationships, rigid schemas, and siloed event clouds, as opposed to enterprise event clouds with CEP. There is also a lack of visibility into temporal relationships, which are important to track in dynamic and complex business processes. Remember, complexity or information overload is an accepted reality in most operations, as are the indiscernible early warning patterns. CEP is a new tool for operations to leverage existing infrastructure to detect and process this information.
The interesting footnote to this technology is that many of the ideas comprising CEP are based on artificial intelligence (AI) or expert systems of many years ago. It might seem unwise to mention this CEP association with AI and its infamous hype and unfulfilled potential, but AI's foundational capabilities have been quietly subsumed into many common and accepted systems and applications. Business-rule processing firmly addresses numerous problem areas of today's IT organization. With CEP, though, it's the addition of all the previously missing elements in an enterprise system with ubiquitous real-time data feeds that has enabled the timeliness of this whole new class of application that can, in turn, address a new set of business/IT problems.
A technician is dispatched to a customer location. While in transit, the customer cancels the order. In the same time frame, another customer in the vicinity places an order. The technician is dynamically re-routed to the new customer.
A brokerage detects unusual call-option activity from a customer who has rarely traded in options or futures. This unusual activity triggers trading limits based on velocity and magnitude of trades for the brokerage to manage risk and alerts customer service so they can proactively contact the customer and verify the transaction.
A pallet of pharmaceuticals in transit within the logistics supply chain needs to be recalled for quality control purposes. Radio frequency identification (RFID) location and pallet identification events are tracked and the pallet is intercepted prior to breakdown and retail distribution.
An independent power operator notices peak load changes across the power grid with the potential to disrupt service to large portions of the community. These operational, real-time events are understood to fall into a pattern that is recoverable based on dynamic allocation and load management across the grid. No subsequent outage is experienced.
We offer several examples to show the practical nature of CEP.
Service Assurance With commoditized products and ever-shortening product life cycles, companies seek to distinguish themselves by offering a higher quality of service (QOS) at a lower cost. Those best able to control their assets, including network, service infrastructure, customers, and supply chain partners, have a competitive advantage.
Organizations have leveraged BPM applications to deliver value cost-effectively. These solutions improve efficiency within divisions, reducing, for example, the time needed to process an individual order. However, they provide less insight into the impact of missing a scheduled delivery to a high-value customer. To build the infrastructure required to create, deliver, and support new products and services consistently, companies must supplement BPM with CEP solutions. The real-time process integration and management infrastructure provided by CEP incorporates service events and metrics at the most granular level, allowing businesses to capture customer incident metrics and understand the impact on customer satisfaction, service level agreements (SLAs), and the bottom line.
Enhanced productivity: Insight into operations through metrics that tie assets and events to quantifiable business impact lets companies finetune business processes; the correlation between SLA performance and industry metrics such as Six Sigma provides tangible QOS improvement.
A major bank is attempting to reduce its exposure to fraudulent activities such as money laundering and creditidentity theft.
The bank has seen significant losses from successful online "phishing" expeditions aimed at its online banking and credit card customers. Phishing is an online scam where criminals pose as banks and other legitimate businesses soliciting customer passwords, bank account numbers, and other sensitive information via e-mail.
In a recent report, the Gartner Group warns that phishing threatens the viability of e-commerce and online financial activity, and estimates it cost U.S. credit card companies and banks more than $1.2 billion in 2004. (Gartner, 2004) This bank's challenge is to stop or minimize the effects of phishing expeditions. To do so requires a solution that recognizes a pattern of fraudulent behavior and correlates it across different silos such as ATM activity, mortgage and credit card applications, and online banking. Because fraud is typically a multi-pronged effort, the ability to perform real-time correlations can significantly mitigate its effects.
A CEP solution can detect many of the micro-events that comprise a bank's business. These events range from online access to trades to phone calls regarding account reconciliation, and even to virtual events, which are supposed to take place (but may not), such as periodic timed, wire-currency transfers. The system can detect anomalies in online banking, new account set-up, changes in passwords or beneficiaries, or even server-image downloads that might indicate phishers are trying to redirect traffic to their server. Once detected and aggregated, the system can use rules to prevent online transactions or new credit card applications from being processed. It could assign new account numbers and/or notify customers or authorities if the perpetrators can be identified. It can also sense and respond with new security event rules as hackers change their tactics.
Program Trading: A Potent CEP Example According to the New York Stock Exchange, approximately 50 percent of its weekly trades are program trades, the simultaneous trading of a portfolio of 15 or more stocks with an aggregate value in excess of $1 million. Financial institutions increasingly seek to execute program trades to capitalize on shifts inside sectors, shifts between sectors, pair trading strategies, portfolio rebalancing, and other multiple stock/order strategies. With the regulation to modernize the National Market System [Reg NMS], the NYSE hybrid market, and new trading volume records seemingly set every month, electronic and program trading volumes will continue to increase.
Using CEP to Enable Predictive Business The ability to incorporate real-time information and complex event patterns into business decisions is critical to an organization's success in fast moving marketplaces, but it is only the beginning. Once in place, CEP solutions, in combination with relevant historical information derived from analytics software, can be used to enable the next phase of the real-time business, the predictive business.
Organizations must be able to establish business- process definitions and support the IT infrastructure so process definitions are automatically adapted on the fly as business scenarios occur, new factors are revealed, and business activities are completed.
The IT infrastructure must be able to capture and correlate large numbers of events so it can automatically recognize and identify potential problems and opportunities. Appropriate IT and business people must be notified instantly about situations that require their attention, giving them the opportunity to initiate a course of action with the highest probability of delivering maximum value.
The goal of real-time business is to enable an enterprise to recognize situations as soon as possible and solve the problem or take advantage of the opportunity. Many business operations, however, follow patterns that, if identified, would allow companies to address problems or opportunities literally as they arise. As more companies achieve the operational advantages of real-time business, leaders need to take the next step to distinguish themselves and sustain their competitive advantage.
In real-time business, the goal is to respond to problems faster than one's competitors. In predictive business, the goal is to avoid problems altogether.
Where real-time business allows companies to move swiftly to resolve a customer need, predictive business helps an organization anticipate the need and provide the opportunity to address the need before the customer takes action.
Where a real-time business can move quickly to capitalize on an opportunity before its competitors act, predictive business helps a company create new ways to serve existing c ustomers or open new markets.
Orders from a major customer are trending down during peak season. Is there a danger of losing the customer? Predictive business can help identify patterns such as decreasing orders from a major customer during a typically busy period. This might trigger an investigation or a program to stimulate buying behavior. This problem typically would not be noticed, nor could it be addressed, without CEP technology.
Based on trends, a customer will need more bandwidth in one week. Where is the optimal point to begin up-selling? In this scenario, predictive business helps anticipate increased demand before the customer calls with the request. Based on similar customer usage, trending information, and real-time data, the system can recommend (and provide a telemarketing script with) customer specifics designed to support up-selling.
The current trend is toward SLA thresholds. How can resources be reallocated to ensure continued compliance? In this scenario, risk management techniques compare fixed support costs with costs of SLA penalties to determine how a violation may affect the business and identify the best course of action.
Once a requirement for large, IT-centric organizations, real-time and predictive business architectures built on CEP are becoming a priority for organizations of all sizes. As the pace of business accelerates and increasing regulation and global competition drive tighter control over operations, midsize and large companies must find cost-effective ways to increase their agility and customer retention. They can no longer afford to extend packaged legacy and custom applications that perform specific business functions or simply analyze historical corporate performance trends. This data becomes stale if it is not used to anticipate events before they happen.
Businesses need a methodology to capture granular, real-time events from multiple sources at different organizational layers across the value chain. They must commit to deploying solutions that put the volume and variety of data they deal with daily to optimal use. In such a competitive environment, seemingly small errors can easily turn a customer to another organization that promises superior service or enticing benefits. By leveraging existing data, companies can anticipate these errors, predict the reactions, and act on potential problems or issues caused by an error even before the error occurs.
Through CEP-based solutions, businesses have a "model to code" approach for building event-driven applications that provide enterprise visibility and information triggers. Integrating CEP into a highly responsive, real-time enterprise architecture allows companies to identify and anticipate exceptions and opportunities represented by seemingly unrelated events across complex, distributed, heterogeneous IT environments. With CEP, organizations acquire the wider insight into events that allows them to identify those that have (or will have) the greatest business impact, enabling them to improve operational performance.
Litan, Avivah (Gartner Group). "Phishing Victims Likely Will Suffer Identity Theft Fraud," May 14, 2004.
Alan Lundberg is Senior Product Marketing Manager for TIBCO.


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Former Guns N' Roses Guitarist Izzy Stradlin Releases Statement on Rock Hall Induction
Amy Sciarretto
Amy Sciarretto Published: April 13, 2012
Scott Harrison, Getty Images
The Rock and Roll Hall of Fame induction ceremony is tomorrow (April 14) and the once, former and current members of Guns N' Roses are still making headlines regarding their imminent entry into the Hall up until the last minute. Did we expect any less?
GN'R never did anything conventionally, be it how they rocked, played music, behaved or how they are reacting to being celebrated with a music industry honor. That unconventional, outlaw nature is what made them so special and helped get them to this point. Touche!
Ex-bassist Duff McKagan, who is a Seattle Weekly columnist, posted a statement from former guitarist Izzy Stradlin. The guitarist will reportedly be absent from the induction ceremony in Cleveland, but certainly not for the same reasons as Axl Rose.
Duff noted that "Izzy asked me to do him a favor and sort of get this out for him. Izzy don't Tweet, etc." Apparently, Izzy avoids social media and does his own thing, old-school style.
Below is the text of Izzy's statement, which is a huge thank you to the fans and his bandmates. There is nothing inflammatory or subversive in his statement. In fact, it's class. Izzy don't tweet, but Izzy got style.
I have waited up to this point to see what would become of the GNR induction into RRHOF. I would like to say THANK YOU and GRACIAS to RRHOF for the acknowledgement of our works over the years as a band. BIG THANKS to all my bandmates who helped get us to where we are today. And, of course, THANK YOU to all of the people on this planet (including, but not limited to, the entire universe and beyond, etc., etc., etc.) who have supported Guns N' Roses from day one. Adios, Amigos!
LONG LIVE ROCK N ROLL!
Filed Under: Guns N' Roses, Izzy Stradlin

redpajama_set_name: RedPajamaCommonCrawl


It rained all day so I didn't get any gardening done. Actually, I didn't get much of anything done. I did take DD to the doctor and DS to the gym and I read a lot. This is the first time since I got so sick that I have been up to reading for a decent length of time.
My new regimen of eye vitamins seems to be working quite well. I take 5000 IU of vitamin A, 450 mg of vitamin E, 200 mcg of selenium, and Bilberry Ginkgo Lutein complex. The spots had been getting darker again for a while, but they are back to a light yellow/brown and are far less noticeable. I don't know that they are smaller, but when they aren't black they don't seem to interfere so much with things like reading.
I took my third Enbrel shot tonight. Again it seemed like things weren't as good after the first five days, but that could just be soreness from gardening. The brain fog seems to be gone, though. I have more energy, but not as much as I'd like to have. I feel capable of doing things, though. I have to remember to call the mail order pharmacy for the next set of shots in about 5 days. I found out my co-pay for the drug this month is $30. Not bad for a wildly expensive drug.
I really need to schedule a hair cut. My hair is back to length it was when it was at its longest. It just grows so fast. But it is getting caught in my armpits when I raise my arms and then bring them back down and it pulls my hair and hurts. And DH sometimes leans on it and that is not good, either. I am thinking of cutting off about a foot and getting to one inch past my chin. Which will really be at my chin because it bounces up with my loose curls. I will basically be getting it cut to the length of my bangs by doing that. I have money in the personal care envelope, so it is just a question of making the appointment and doing it.
I go to the doctor tomorrow. I think I still have a sinus infection going on. The pressure is out of my ears, but I still have a pretty bad headache above my eyebrows and the back teeth and jaw hurt, which is also a sign of sinus infection. I think the ones in my face are also in play, but not as badly. I just want to get this thing cleared up so I can maybe enjoy the spring.
I spent $1.09 on a candy bar today, but that came out of my allowance envelope. I have been trying to avoid having sweets in the house, but clearly today was not going to be one of those days. I kind of felt like a PMSing teenager needing chocolate. Sometimes I swear I'm menopausal even though I had a hysterectomy in 2003 and went through all that stuff when I was 33 to 35. I wonder if that is even possible because if I were normal, this would be the age I would have started peri-menopause. Like I need that on top of all my auto-immune issues.
I tried the cheese wrap today. It is called Folio's and it was the Parmesan one. Apparently they make a cheddar cheese one, too. I did find out some more info about them. They are only available in west coast Costco's, but they are available nationwide at Aldi's, though not really because Aldi is not a nationwide chain.
I used one wrap, 2 slices of deli turkey, some rather hot stone ground mustard, and some cucumber slices. It was great and surprisingly filling for its size. I imagine after swimming I would need two, but on a normal day one is fine for lunch. I did add more cucumber slices on the side, though.
I have found some youtube videos on how to make your own Folio's, which I may try, as homemade would be cheaper, but if it is too fiddly to make, I don't mind shelling out for these, because they are good and it makes my life a little easier.


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The money order takes off
The Express companies
The spirit of America
The Mail Must Get Through
Expressmen As Prisoners Of War
The War Comes To An End
Ralph Reed
The Management Structure
Rebuilding The Empire
Cheques Balances And Detectives
The American Express offices in South Africa, South America, India, and the Orient report to Vice-President Frank Groves, who is now at 65 Broadway. Immaculately dressed in tropical whites, he has been for twenty-five years a familiar figure in the East, from Port Said to Raffles Hotel in Singapore, with a host of friends in every port. The respect with which he was regarded by the British Government was demonstrated by his appointment as a justice of the peace for the colony of Hong Kong, in which capacity he frequently sat as a magistrate and dealt out justice in the Hong Kong law courts during the difficult post-war period.
When Groves returned to Hong Kong after the war in November 1945, after hardly sufficient time to recover from the effects of his long incarceration in Santo Tomas, he found the Japs had seized about two million dollars of the company funds and had also allowed borrowers to repay their loans in' worthless Japanese "Mickey Mouse" money. Owing to his tireless efforts and to British justice and fair play, the American Express eventually recovered almost the entire amount. In 1946 and 1947 the Hong Kong office had one of the most prosperous periods in its history and was able to render considerable aid to the government in connection with putting Hong Kong back on its feet again after four and a half years of enemy occupation. I:
Despite the company's policy of manning offices abroad mainly with citizens of the country where the office is located, some important personnel in the company's Foreign Service must necessarily be American. To train them for their intricate tasks, which in a small office means performing all the functions from selling Travellers Cheques and Foreign Remittances to planning tours and forwarding freight, American Express operates a training school, under the direction of Personnel Director Richard Taylor and Assistant Vice-President George C. Finehout.
The school is in a long room, bright with travel posters and stocked with all the forms and records which the company uses. In the centre is a long table around which the trainees sit more in the manner of a conference than a class. The average number of trainees at any one time is twenty-five. They come from all parts of the country and are selected primarily for executive ability and initiative. Because of the opportunities it offers, American Express gets the pick of the crop.
The trainees are given an intensive three months' course. It includes lectures by railroad officials, shipping magnates, aviation experts, leading hotel men, and, of course, all the heads of departments of the company. They also receive fieldwork training by visits to railroad terminals, banks, liners in dock, and American Express travel offices. President Reed is especially interested in the school, which he regards as important in developing practical experience and executive ability.
Richard Taylor also directs the program of employee activities and benefits sponsored by American Express. These include some of the most modem provisions for employees, several of which American Express pioneered years ago.
In general, the team play that makes the management of American Express co-ordinated and efficient carries down through the whole organization. The efficiency of a great industrial enterprise, a railroad, mining operation, or transportation company depends to a great extent on the perfect functioning of the actual physical machinery, the rolling mills or production lines, the ore-cutting tools, conveyor belts, stamping mills, locomotives, ships, or planes. The efficiency of American Express depends on its personnel. From vice-presidents in charge of divisions down to the young women whose flying fingers sort millions of dollars in cancelled Travellers Cheques every day, each must be a precision part fitting perfectly in his or her niche. And each must also do what can be accomplished by no machine yet made by man - not even the super-human electronic calculators - each must have the initiative to handle the exceptions which are the rule in the un-standardised operations of the company.
An example of this quality demonstrated by an employee, whose function seemed mechanical, occurred in the summer of 1949. At that time an underworld ring made and started to pass £400,000 worth of counterfeit American Express Travellers Cheques. The very first of these counterfeits to reach the home office was detected by a girl sorter who noticed that the texture of one Cheque among thousands she was handling felt slightly strange. She reported it immediately to her division manager and, within a matter of minutes, the hunt, which eventually led to the apprehension of the counterfeiters, was on.
A very different occurrence displayed the same spirit. In Spitzbergen, above the Arctic Circle, some polar bears were loaded on a ship consigned to the American Express Company. A sudden bad break in the weather to _.400 turned the ship into a mass of ice with her water supply frozen solid. The crew temporarily abandoned the vessel, but the American Expressman in charge was not going to lose his polar bears. By cajolery and cash he persuaded a local plumber to run a pipe from the city water supply to the ship, thus preventing his charges from dying of thirst until the water tanks could be thawed out and the voyage begun.
Such incidents, repeated almost daily in the course of thousands of unorthodox operations, represent the essential combination of team play and initiative that makes it possible for American Express to carry on its exciting business of supplying personal service to a planet.
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CHEQUES, BALANCES, AND DETECTIVES
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Financial Backing
Tackling Corruption and Other Crimes
What next? Public Relations
The importance which the company places on advertising and public relations can be understood from President Reed's own words, "We have to be great salesmen because all we have to sell is service." Robert R. Mathews is vice-president in charge of advertising. He is also an expert public relations man, and it is his job to keep American Express's best foot forward in the public view. This he does with consistent effectiveness.
Of course, as might be expected in an organization with a comprehensive network of offices and bureaus covering all sections of the United States and a system of branches abroad which girdles the globe, the purely administrative departments play an important part in the success of the company. The District Office Administration is an example. This department is responsible for manning and supervising the twenty-five district offices, two travel offices, and twenty-eight travel bureaus in North America. It is under the direction of Vice-President... see: Public Relations
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Unfair Competition
Business/Partnership Disputes
Informing and guiding you through the process
Breach of Contract Attorney in Irvine, CA
Businesses take the time to draft, sign, and review contracts because they provide a much-needed layer of security. The contract may be between businesses, between a business and its employees, or even between partners and shareholders. Having these contracts in place allows businesses to make smart decisions. But what happens when the terms outlined in those contracts are broken?
All too often, individuals and businesses breach contracts that they have previously agreed to. When this happens to you, it can come as a huge surprise and completely alter your plan of action for your business. Many people feel unsure about their next steps when they believe a contract has been breached, and too many people fail to seek legal action to ensure that both parties uphold their end of the bargain. This is where having the right attorney will make all the difference.
Proving Breach of Contract
In most breach of contract cases, there are a few key facts that need to be established in the court.
Those include:
Proof that the contract existed to begin with
Proof that one party breached the stipulations outlined in the contract
Proof that said party is the proper party to sue for breach of contract
Proof that you or your business suffered monetary loss as a result of the breach of contract
Let an experienced lawyer help with these steps
Work with a breach of contract attorney today
Steps for Plaintiffs vs. Defendants
The general facts above are only part of what the court will want to see in your breach of contract case. Depending on whether you're the one who takes the case to court or you're being accused of breaching a contract, there are several other steps you should take to prepare.
In general, plaintiffs must prove to the court that:
They can identify the party that breached the contract
There was an existing contract with said party
They upheld their end of the contract
The other party breached the contract
Essentially, it will be your job as plaintiff to prove to the court that there was definitely a contract with this party and that this party clearly breached the agreement. This is much easier said than done.
If you are a defendant preparing to go to court for a breach of contract case, you'll need to be prepared to prove any combination of the following:
The other party did not uphold their end of the contract (for example, if they failed to provide the service in the contract, you shouldn't be required to pay the fee for that service)
The contract that they claim you violated never existed in the first place
You already completed the actions outlined in the contract and did not breach the agreement
Breach of Contract Attorney in Orange County
If you are seeking legal representation in southern California, look no further than attorney William B. Hanley. He has been in practice since 1974 in a wide range of legal areas, including employment law, environmental law, personal injury, and trust, business, commercial, real estate, and construction litigation. Bill works closely with both individuals and businesses, and he provides a personal involvement in each client's unique issues. Contact him today and give your case a fighting chance in court.
18200 Von Karman, Suite 825
© 2020 William B. Hanley, Attorney At Law


This visit to Yellowstone National Park was in conjunction with my trip to Grand Teton National Park back in 2011. Since my family and I had already explored Yellowstone in depth a few years before, we decided to only take a brief stop in the park on our way to Glacier National Park. Don't get me wrong, we could have easily spent a few days exploring this enormous park further, however, we ultimately decided that we wanted to spend more time in a new place (Glacier).


Leggings designed especially for children and feature a rhinestud butterflies design in blue/silver or pink/silver.
The high elastane content of these supersoft stretchy microfiber fabric ice skating leggings offers extra comfort whilst giving you a perfect fit and thermal protection. They can be worn around the ankle or pulled over the heel. They have a low rise front for a flattering and comfortable fit.


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TIDINGS INFO
Home » Journalist » Nicole Suarez Telemundo Salary, Age, Height, Husband, College, Net Worth
Nicole Suarez Telemundo Salary, Age, Height, Husband, College, Net Worth
By Explora ` / September 14, 2022 September 14, 2022
Who is Nicole Suarez?
Nicole Suarez is an American broadcast journalist and network news anchor at NBCUniversal Telemundo. She is an Emmy-award winning journalist with more than 10 years of experience in the field.
To specify her role, Nicole hosts Telemundo's national morning show, Hoi Da, which took the place of Un Nuevo Da, as well as a news correspondent for Noticias Telemundo.
Suarez stands at an average height of 5 feet 5 inches (1.66 m).
Related: Maity Interiano Univision Salary, Nationality, Boyfriend, College, Net Worth
Nicole Suarez Age
Suarez is 31 years old as of 2022. She was born on June 7, 1991 in Park Ridge, Illinois, USA.
Nicole Suarez Education
Suarez graduated in 2014 from DePaul University with a Bachelor's degree in Broadcast Journalism.
Nicole Suarez Husband
Suarez is single at the moment. She has never talked about her marital status. We can also confirm to you that Nicole has no child as of 2022. We shall update you as soon as she reveals her partner.
Nicole Suarez Salary
Suarez earns an average salary of $78,839. She works as a network news anchor and correspondent at NBCUniversal Telemundo.
Nicole Suarez Net Worth
Suarez has an estimated net worth of $1.2 million. She generates her income from her career as a journalist.
Nicole Suarez Ethnicty
Suarez holds the American nationality. Talking of her ethnic background, her parents are originally from Colombia, so she has Colombian heritage.
Related: Gabriela Vidal KMOV, Net Worth, Salary, Age, Height, Education and Husband
Nicole Suarez Noticias Telemundo
Suárez joined Telemundo in 2016, and she has since covered major issues for the network and worked as a reporter on "Al Rojo Vivo con Maria Celeste" and also as a morning news anchor on "Un Nuevo Da."
She accepted a position with Tribune Publishing as the host of Hoy Noticias MundoFox before joining the network, making him one of Chicago's youngest anchors. She received her Emmy while working for Tribune.
Noticias Telemundo also uses video programming from NBC News, the news section of English-language sister network NBC in addition to maintaining operations at many of the network's television stations in the United States and Latin America.
Nicole is the host of Telemundo's morning American (Spanish) television show Hoy Dia. The program is broadcast from Miami's Telemundo Center.
Telemundo stated in January 2021 that the new program, Hoy Da, will take the place of their current morning show Un Nuevo Da from February 15, 2021.
The first half of the program has a larger emphasis on news headlines and conversation while the second part of the show is more focused on lifestyle and entertainment topics.
Nicole Suarez Socials
Nicole Suarez TV Shows
– Un Nuevo Dia
– Hoy Dia
Is Nicole Suarez Married?
Nicole is not a married woman, she rarely talks about her marital status. We shall update you as soon as she reveals her husband to the public.
Related: Jo Ling Kent Leaving NBC, Ethnicity, Parents, Husband, Wedding, Salary
Which College Did Nicole Attend?
Nicole was a student at DePaul University.
Where is Nicole Suarez From?
Nicole is a native of Park Ridge, Illinois, USA. However, her parents are originally from Colombia.
Copyright © 2023 TIDINGS INFO


I have used random.org to pick the winner from the comments left all week during our "Love" theme week. The winner gets a $20 gift card to the CDD shop. We will have another theme week in March and a new winner. Also, join us every Thursday for our Throwback Thursday theme here on the CDD blog. The DT will be showcasing some older stamps that we have that you may have not seen. Trust me you are going to love the DT projects!!
Congratulations to both of you lucky ladies!


The Australian Taxation Office (ATO) released, on 5 April 2019, a draft ruling ..
In formal comments to OECD, EY says proposed changes represent a significant departure from current international tax norms, urges companies to carefully assess proposals and engage directly with national governments and OECD.
On 19 February 2019, the OECD announced that it is now gathering input on the implementation of the BEPS Action 14 minimum standard..
The Canada Border Services Agency (CBSA) released its semi-annual list of trade compliance verification (audit) priorities..


SMS Labcoats. Case of 30. White labcoat. 45gm SMS material comprised of 3 layers of polypropylene; 2 outer layers of spunbonded filaments and an inner layer of meltblown polypropylene. Snap front closure. Thigh length. 3 pockets. Knit cuffs and collar. Individually packaged in a poly bag. Made in China.


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Research Handbook on Human Rights and Intellectual Property
Research Handbooks in Intellectual Property series
Edited by Christophe Geiger, Professor of Law and Director of the Research Department, Centre for International Intellectual Property Studies (CEIPI), University of Strasbourg, France
Research Handbook on Human Rights and Intellectual Property is a comprehensive reference work on the intersection of human rights and intellectual property law. Resulting from a field-specific expertise of over 40 scholars and professionals of world renown, the book explores the practical and doctrinal implications of human rights on intellectual property law and jurisprudence. In particular, the chapters scrutinize issues related to interactions among and between norms of different legal families, the role of human rights in development of the balanced intellectual property legal framework, standing case-law of national and regional courts and intellectual property offices reconciling overlapping rights and obligations, and identify the practical significance of different human rights for the exercise of intellectual property rights.
Research Handbook on Human Rights and Intellectual Property is a comprehensive reference work on the intersection of human rights and intellectual property law. Resulting from a field-specific expertise of over 40 scholars and professionals of world renown, the book explores the practical and doctrinal implications of human rights considerations on intellectual property law and jurisprudence.
The various chapters of the book scrutinize issues related to interactions among and between norms of different legal families and the role of human rights in the development of a balanced intellectual property legal framework. The innovative approach of the book is reflected in its structure: the first part provides a foundation for the human rights and intellectual property discourse; the second sheds light on the human rights implications for the development of intellectual property; and the third (characterised by a human rights perspective) is devoted to the specific issues of interaction between human rights and intellectual property.
Exploring in depth a variety of interactions between human rights and intellectual property law, the book will be of great interest to academics and experts working within human rights, intellectual property, development, international relations and international public law.
'This remarkable book covers the impact of human rights on intellectual property law in the most comprehensive review ever undertaken. It is destined to influence the future development of this field and constitutes an essential resource for both scholars and practitioners.'
– Jerome H. Reichman, Duke University, School of Law, US
'Professor Geiger has assembled an extraordinary group of leading legal scholars, human rights lawyers, judges, and international civil servants to provide comprehensive, up-to-the-minute coverage of all the major issues implicated by the interaction between human rights and intellectual property. This volume will be required reading for anyone interested in this increasingly important topic.'
– Beebe Barton, New York University, School of Law, US
'As he has done throughout his career in edited books, Christophe Geiger – Europe's leading scholar in this interdisciplinary area – has once again collected a splendid set of authors and inveigled them to produce one of the most definitive compendia of essays on human rights and intellectual property. The discourse set out in this tome is magnificently wide and thought-provoking. There is much within the 35 chapters to stimulate readers of all persuasions and specialisms, be it development theories, corporate rights, international diplomacy or general philosophical trends.'
– Uma Suthersanen, Queen Mary Intellectual Property Research Institute, UK
'Human rights and intellectual property have travelled on separate avenues for too long, hardly interacting, and dealt with by separate communities. Yet, life does not make artificial distinctions of that kind. It confronts us with complex problems, interfacing intellectual property and human rights, both substantive and procedural. This Handbook proves the point. It offers an impressive and comprehensive account of such interface in domestic, European and global law, expounding foundations and jurisprudence. It makes an important and most welcome contribution to the discourse on trade, investment and human rights and the quest to find a proper balance. It offers new insights and is essential reading to all interested in exploring the complex relationship of human rights and intellectual property in legal practice and academic research'
– Thomas Cottier, University of Bern, Switzerland
'Intellectual property law draws boundaries around human creativity. In doing so it intersects with the principles and values of the human rights tradition. In this remarkable volume, Professor Christophe Geiger has brought together a great team of scholars to explore this intersection. The result is a Research Handbook that is comprehensive in its coverage of jurisdictions, issues and debates. It is an indispensable starting point for researchers wishing to understand the field and its many topics.'
– Peter Drahos, Australian National University and Queen Mary University of London, UK
'Offering both depth and breadth of coverage on this important subject (which certainly impacts on other areas of law) this book will make a welcome contribution to the body of scholarship on both intellectual property and human rights issues worldwide. In a globalized economy, it will almost undoubtedly emerge as required reading for practitioners and researchers on both sides of the Atlantic.'
– The Barrister Magazine
Contributors: A. Abdel-Latif, T. Aplin, C. Ávila Plaza, D.B. Barbosa, A. Brown, C. Chiarolla, J. Christoffersen, C.M. Correa, T. Dreier, P. Ducoulombier, L. Falcon, S. Farran, S. Frankel, D. Gangjee, M. Ganzhorn, C. Geiger, D. Gervais, G. Ghidini, J. Griffiths, H. Grosse Ruse-Khan, L.R. Helfer, A. Kupzok, J.D. Lipton, D. Matthews, T. Mylly, A. Peukert, A. Plomer, J.M. Samuels, M. Senftleben, X. Seuba, C. Sganga, R. Smith, A. Stazi, T. Takenaka, C. Trautmann, P. von Kapff, D. Voorhoof, C. Waelde, H. Wager, J. Watal, G. Westkamp, P.K. Yu
Catherine Trautmann
Christophe Geiger
1. Mapping the Interface Between Human Rights and Intellectual Property
Laurence R. Helfer
PART I LEGAL REALITY BEHIND HUMAN RIGHTS
2. Human Rights and Balancing: The Principle of Proportionality
Jonas Christoffersen
3. Interaction Between Human Rights: Are All Human Rights Equal?
Peggy Ducoulombier
4. Interaction Between International Human Rights Law and the European Legal Framework
Rhona Smith
5. Overlaps and Conflict Norms in Human Rights Law: Approaches of European Courts to Address Intersections with Intellectual Property Rights
Henning Grosse Ruse-Khan
6. Human Rights and Philosophical Foundations of Intellectual Property
Daniel Gervais
PART II HUMAN RIGHTS' IMPLICATIONS FOR THE DEVELOPMENT OF INTELLECTUAL PROPERTY
Section 1: Human Rights' Implications for Intellectual Property Legislation
7. The Constitutionalization of the European Legal Order: Impact of Human Rights on Intellectual Property In The EU
Tuomas Mylly
8. The Fundamental Right to (Intellectual) Property and the Discretion of the Legislature
Alexander Peukert
9. Human Rights and International Intellectual Property Law
Hannu Wager and Jayashree Watal
10. Human Rights and Intellectual Property Law at the Bilateral and Multilateral Levels: Substantive and Operational Aspects
Xavier Seuba
11. Mitigating the Impact of Intellectual Property in Developing Countries Through the Implementation of Human Rights
Carlos Correa
Section 2: Impact of Human Rights on Decisions of Courts and Intellectual Property Offices
12. Intellectual Property in Decisions of National Constitutional Courts in Europe
Thomas Dreier and Marco Ganzhorn
13. Intellectual Property in Decisions of Constitutional Courts of Latin American Countries
Denis Borges Barbosa and Charlene de Ávila Plaza
14. Human Rights and Intellectual Property in the United States: The Role of US Courts in Striking a Fine Balance Between Competing Policies
Toshiko Takenaka and Linda Falcon
15. Fundamental Rights in the Practice of the European Trade Mark and Designs Office (OHIM)
Philipp Von Kapff
16. Human Rights in the Case Law of the EPO Boards of Appeal
Agnieszka Kupzok
PART III PRACTICAL INTERACTION BETWEEN HUMAN RIGHTS AND INTELLECTUAL PROPERTY
Section 1: Civil and Political Rights and Intellectual Property
17. Freedom of Expression and the Right to Information: Implications for Copyright
Dirk Voorhoof
18. Free Signs and Free Use: How to Offer Room for Freedom of Expression Within the Trademark System
Martin Senftleben
19. Free Speech and Other Human Rights in ICANN's New Generic Top Level Domain Process: Debating Top-Down Versus Bottom-Up Protections
Jacqueline D. Lipton
20. Intellectual Property and Human Rights: Reputation, Integrity and the Advent of Corporate Personality Rights
Guido Westkamp
21. Freedom to Conduct a Business, Competition and Intellectual Property
Gustavo Ghidini and Andrea Stazi
22. Right to Property and Trade Secrets
Tanya Aplin
23. Enforcement of Intellectual Property Rights and the Right to a Fair Trial
24. Digital Copyright Enforcement Measures and their Human Rights Threats
Peter K. Yu
Section 2: Economic, Social and Cultural Rights and Intellectual Property
25. Human Dignity and Patents
Aurora Plomer
26. Right to Health and Patents
Duncan Matthews
27. Public Health and Trademarks: Plain Packaging Laws and the TRIPS Agreement
Jeffrey M. Samuels
28. Right to Food and Intellectual Property Protection for Plant Genetic Resources
Claudio Chiarolla
29. Geographical Indications and Cultural Rights: The Intangible Cultural Heritage Connection?
Dev S. Gangjee
30. Right to Culture and Copyright: Participation and Access
Caterina Sganga
31. Human Rights, Persons with Disabilities and Copyright
Abbe Brown and Charlotte Waelde
Section 3: Collective Rights and Intellectual Property
32. The Right to Development: What Implications for the Multilateral Intellectual Property Framework?
Ahmed Abdel-Latif
33. Using Intellectual Property Rules to Support the Self-Determination Goals of Indigenous Peoples
Susy Frankel
34. Human Rights Perspective on Protection of Traditional Knowledge and Intellectual Property: A View from Island States in the Pacific
Sue Farran
PART IV FUTURE PERSPECTIVES FOR THE INTERPLAY OF HUMAN RIGHTS AND INTELLECTUAL PROPERTY?
35. Implementing Intellectual Property Provisions in Human Rights Instruments: Towards a New Social Contract for the Protection of Intangibles
Human Rights Intellectual Property Law
Intellectual Property as a Complex Adaptive System
Anselm Kamperman Sanders, Anke Moerland
Kritika: Essays on Intellectual Property
Gustavo Ghidini, Hanns Ullrich, Peter Drahos
Critical Issues in Human Rights and Development
Stephen P. Marks, Balakrishnan Rajagopal
Research Handbook on Information Law and Governance
Sharon K. Sandeen, Christoph Rademacher, Ansgar Ohly


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Q: Unable to update PIA from version 75 to 77 Private Internet Access is one of my VPN providers.
I am unable to update PIA from version 75 to 77 with the following error.
I tried uninstalling PIA v75 and running the installer again with the same result.
Error messages follow:
Installing files...
mv: cannot move '/home/pia/.pia_install.4881/installer_linux/deploy_files' to '/opt/pia': No such file or directory
chmod: cannot access '/opt/pia/openvpn_launcher.32': No such file or directory
chmod: cannot access '/opt/pia/openvpn_launcher.64': No such file or directory
chmod: cannot access '/opt/pia/root_runner/root_runner.32': No such file or directory
chmod: cannot access '/opt/pia/root_runner/root_runner.64': No such file or directory
Installing dependencies...
Running: sudo apt-get install -y libxss1 libappindicator1 gconf2 net-tools
Reading package lists... Done
Building dependency tree
Reading state information... Done
gconf2 is already the newest version (3.2.6-3ubuntu6).
libxss1 is already the newest version (1:1.2.2-1).
net-tools is already the newest version (1.60-26ubuntu1).
libappindicator1 is already the newest version (12.10.1+16.04.20170215-0ubuntu1).
0 upgraded, 0 newly installed, 0 to remove and 273 not upgraded.
./installer_linux/installer.rb:167:in `expand_path': no implicit conversion of nil into String (TypeError)
    from ./installer_linux/installer.rb:167:in `install'
    from ./installer_linux/installer.rb:187:in `<main>'

I noticed I do not have an /opt directory present on the system.

A: The solution was real simple, to create that directory, that is:
sudo mkdir /opt

And then run the installer again.

Obviously, the installer does not count on such a case, where /opt directory is not present on the system.

redpajama_set_name: RedPajamaStackExchange


Wash before first use. Put it in a laundry bag while washing with the other laundry.
The temperature of the water must be under 38°C.
Do not tumble dry, do not add softener, otherwise may cause damage to the microfiber.
Deep colored products may fade a little in color at first wash.


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Your Family Guide to Coney Island
By Kaitlin Ahern July 17, 2015
Coney Island is home to the New York Aquarium, Luna Park and Deno's Wonder Wheel, the Brooklyn Cyclones baseball team, and of course, the famous beach and boardwalk. See our guide for what to do when visiting Coney Island with your family.
Across the Boardwalk from Coney's manmade attractions is nearly 3 miles of sandy beach open through Labor Day.
There's a place in New York City where you can watch sea lions leap for treats, lounge or build sandcastles on the beach, run the bases at a baseball game, taste a world-famous hot dog, and ride just about any amusement park ride you can imagine, all in one day.
Superstorm Sandy barreled through this iconic seaside attraction last fall, leaving enormous damage in its path. But following a $10 million renovation and lots of help from volunteers, Coney Island rallied and reopened just five months later. And though only about half of the site is back in action, the "People's Playground" promises a jam-packed summer season and a future full of even more family fun.
The oldest continually operating aquarium in the country is also the only Coney Island attraction open year-round. The Wildlife Conservation Society's New York Aquarium closed temporarily to recover from Hurricane Sandy but is open and steadily rebuilding.
With more than 350 species of sea creatures, including walruses, penguins, and the ever-popular sea lions who star in daily shows in the remodeled Aquatheater, visitors can greet marine animals as familiar as otters and penguins as well as more exotic types that hail from across the globe, from Belize to East Africa to the Amazon forests. In addition to the sea lion show, you can see penguin, otter, and walrus feedings throughout the day. The aquarium also hosts educational programs, such as its summer camps (ages 6-14) held in July and August (to register: 718-265-3457 or nyaquarium.org). The aquarium continues to rebuild after the storm and has an expansion planned for debut in 2016, which will include a shark experience.
Hours: 10am-6pm daily through Labor Day; go online for fall and winter hours. Admission (reduced during rebuild): $9.95; free for children younger than 3; pay what you wish 4-6pm on summer Fridays. Parking: $13 per car.
Nathan's Famous serves up its iconic franks to visitors and hosts the annual July 4 International Hot Dog-Eating Contest.
Amusement Parks at Coney Island
Coney Island has been home to several different amusement parks in the past century, but today you can visit Deno's Wonder Wheel Amusement Park and Luna Park.
Deno's is a family-owned park best known for its namesake ride—the 150-foot-tall Ferris wheel that's the oldest operating attraction in Coney Island (93 years)—but it boasts 22 rides total, most of which fall in the family/kiddie category. If bedtimes don't get in the way, stay for the fireworks show at 9:30pm on Fridays through Labor Day.
Hours: Check wonderwheel.com or call 718-372-2592. Admission: Free; kiddie ride tickets are $3 each and adult rides are $7 each, with discount packages available.
Luna Park, which opened in 2010, is home to five roller coasters, including that iconic wooden coaster, the Cyclone. It also has more than 40 other rides and games and historical exhibits by the Coney Island History Project (under the Wonder Wheel). The park includes the new Steeplechase Plaza, which houses the B&B Carousell and popular Parachute Jump. The park plans to open a new water ride this summer called Water Mania.
Hours: Check lunaparknyc.com or call 718-373-5862. Admission: Rides are pay-per-credit or you can purchase a four-hour unlimited-ride wristband: $29; $15 for kiddie rides.
Brooklyn Baseball
Coney Island's MCU Park is home base for the minor league Brooklyn Cyclones, a Class A affiliate of the New York Mets entering its 13th season. Games here cater to families, with affordable ticket pricing ($9-$17 per game) and between-inning games and promotions. Starting in July, all seats at Wednesday night games are $10. On Thursdays, the first 3,000 fans receive a free jersey. Friday and Saturday games are followed by fireworks, and Sundays are family days when kids can play catch on the field before the game or run the bases afterward.
Coney Island's 2013 Flicks on the Beach program screens a different movie every Monday night through July and August on the Coney Island Beach near West 10th Street.
Address: Surf and Stillwell avenues, Coney Island
Directions: Take the D, F, N, or Q train to Stillwell Avenue Station
Hours: Aquarium is open year-round; amusement parks are open Palm Sunday through Halloween; beaches are open Memorial Day through Labor Day
Admission: Varies by attraction
Parking: Off-street parking is available in the parking lot at MCU Park (Surf Avenue and West 19th Street): $5 per day Monday-Tuesday (all days for Brooklyn Cyclones ticketholders); $10 per day Wednesday-Friday; $15 per day on weekends and holidays. At the New York Aquarium (daily through Labor Day): $10.
For more information: coneyislandfunguide.com
Things to Do with Kids in Westchester this Weekend
Enjoy these fun weekend activities with your kids in Westchester. Start planning your weekend now.
Author: Kaitlin Ahern has a degree in magazine journalism from Syracuse University. See More


text:
set -e
. ./headers.sh

for PROJECT in $PROJECTS; do
  DESTDIR="$PWD/sysroot" $MAKE -C $PROJECT install
done

redpajama_set_name: RedPajamaGithub