derek mitchell - Page 18

SQL SERVER – SSIS Parameters in Parent-Child ETL Architectures – Notes from the Field #040

- by Pinal Dave

[Notes from Pinal]: SSIS is very well explored subject, however, there are so many interesting elements when we read, we learn something new. A similar concept has been Parent-Child ETL architecture’s relationship in SSIS. Linchpin People are database coaches and wellness experts for a data driven world. In this 40th episode of the Notes from the Fields series database expert Tim Mitchell (partner at Linchpin People) shares very interesting conversation related to how to understand SSIS Parameters in Parent-Child ETL Architectures. In this brief Notes from the Field post, I will review the use of SSIS parameters in parent-child ETL architectures. A very common design pattern used in SQL Server Integration Services is one I call the parent-child pattern. Simply put, this is a pattern in which packages are executed by other packages. An ETL infrastructure built using small, single-purpose packages is very often easier to develop, debug, and troubleshoot than large, monolithic packages. For a more in-depth look at parent-child architectures, check out my earlier blog post on this topic. When using the parent-child design pattern, you will frequently need to pass values from the calling (parent) package to the called (child) package. In older versions of SSIS, this process was possible but not necessarily simple. When using SSIS 2005 or 2008, or even when using SSIS 2012 or 2014 in package deployment mode, you would have to create package configurations to pass values from parent to child packages. Package configurations, while effective, were not the easiest tool to work with. Fortunately, starting with SSIS in SQL Server 2012, you can now use package parameters for this purpose. In the example I will use for this demonstration, I’ll create two packages: one intended for use as a child package, and the other configured to execute said child package. In the parent package I’m going to build a for each loop container in SSIS, and use package parameters to pass in a value – specifically, a ClientID – for each iteration of the loop. The child package will be executed from within the for each loop, and will create one output file for each client, with the source query and filename dependent on the ClientID received from the parent package. Configuring the Child and Parent Packages When you create a new package, you’ll see the Parameters tab at the package level. Clicking over to that tab allows you to add, edit, or delete package parameters. As shown above, the sample package has two parameters. Note that I’ve set the name, data type, and default value for each of these. Also note the column entitled Required: this allows me to specify whether the parameter value is optional (the default behavior) or required for package execution. In this example, I have one parameter that is required, and the other is not. Let’s shift over to the parent package briefly, and demonstrate how to supply values to these parameters in the child package. Using the execute package task, you can easily map variable values in the parent package to parameters in the child package. The execute package task in the parent package, shown above, has the variable vThisClient from the parent package mapped to the pClientID parameter shown earlier in the child package. Note that there is no value mapped to the child package parameter named pOutputFolder. Since this parameter has the Required property set to False, we don’t have to specify a value for it, which will cause that parameter to use the default value we supplied when designing the child pacakge. The last step in the parent package is to create the for each loop container I mentioned earlier, and place the execute package task inside it. I’m using an object variable to store the distinct client ID values, and I use that as the iterator for the loop (I describe how to do this more in depth here). For each iteration of the loop, a different client ID value will be passed into the child package parameter. The final step is to configure the child package to actually do something meaningful with the parameter values passed into it. In this case, I’ve modified the OleDB source query to use the pClientID value in the WHERE clause of the query to restrict results for each iteration to a single client’s data. Additionally, I’ll use both the pClientID and pOutputFolder parameters to dynamically build the output filename. As shown, the pClientID is used in the WHERE clause, so we only get the current client’s invoices for each iteration of the loop. For the flat file connection, I’m setting the Connection String property using an expression that engages both of the parameters for this package, as shown above. Parting Thoughts There are many uses for package parameters beyond a simple parent-child design pattern. For example, you can create standalone packages (those not intended to be used as a child package) and still use parameters. Parameter values may be supplied to a package directly at runtime by a SQL Server Agent job, through the command line (via dtexec.exe), or through T-SQL. Also, you can also have project parameters as well as package parameters. Project parameters work in much the same way as package parameters, but the parameters apply to all packages in a project, not just a single package. Conclusion Of the numerous advantages of using catalog deployment model in SSIS 2012 and beyond, package parameters are near the top of the list. Parameters allow you to easily share values from parent to child packages, enabling more dynamic behavior and better code encapsulation. If you want me to take a look at your server and its settings, or if your server is facing any issue we can Fix Your SQL Server. Reference: Pinal Dave (http://blog.sqlauthority.com)Filed under: Notes from the Field, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL

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Windows in StreamInsight: Hopping vs. Snapshot

- by Roman Schindlauer

Three weeks ago, we explained the basic concept of windows in StreamInsight: defining sets of events that serve as arguments for set-based operations, like aggregations. Today, we want to discuss the so-called Hopping Windows and compare them with Snapshot Windows. We will compare these two, because they can serve similar purposes with different behaviors; we will discuss the remaining window type, Count Windows, another time. Hopping (and its syntactic-sugar-sister Tumbling) windows are probably the most straightforward windowing concept in StreamInsight. A hopping window is defined by its length, and the offset from one window to the next. They are aligned with some absolute point on the timeline (which can also be given as a parameter to the window) and create sets of events. The diagram below shows an example of a hopping window with length of 1h and hop size (the offset) of 15 minutes, hence creating overlapping windows: Two aspects in this diagram are important: Since this window is overlapping, an event can fall into more than one windows. If an (interval) event spans a window boundary, its lifetime will be clipped to the window, before it is passed to the set-based operation. That’s the default and currently only available window input policy. (This should only concern you if you are using a time-sensitive user-defined aggregate or operator.) The set-based operation will be applied to each of these sets, yielding a result. This result is: A single scalar value in case of built-in or user-defined aggregates. A subset of the input payloads, in case of the TopK operator. Arbitrary events, when using a user-defined operator. The timestamps of the result are almost always the ones of the windows. Only the user-defined operator can create new events with timestamps. (However, even these event lifetimes are subject to the window’s output policy, which is currently always to clip to the window end.) Let’s assume we were calculating the sum over some payload field: var result = from window in source.HoppingWindow( TimeSpan.FromHours(1), TimeSpan.FromMinutes(15), HoppingWindowOutputPolicy.ClipToWindowEnd) select new { avg = window.Avg(e => e.Value) }; Now each window is reflected by one result event: As you can see, the window definition defines the output frequency. No matter how many or few events we got from the input, this hopping window will produce one result every 15 minutes – except for those windows that do not contain any events at all, because StreamInsight window operations are empty-preserving (more about that another time). The “forced” output for every window can become a performance issue if you have a real-time query with many events in a wide group & apply – let me explain: imagine you have a lot of events that you group by and then aggregate within each group – classical streaming pattern. The hopping window produces a result in each group at exactly the same point in time for all groups, since the window boundaries are aligned with the timeline, not with the event timestamps. This means that the query output will become very bursty, delivering the results of all the groups at the same point in time. This becomes especially obvious if the events are long-lasting, spanning multiple windows each, so that the produced result events do not change their value very often. In such a case, a snapshot window can remedy. Snapshot windows are more difficult to explain than hopping windows: they represent those periods in time, when no event changes occur. In other words, if you mark all event start and and times on your timeline, then you are looking at all snapshot window boundaries: If your events are never overlapping, the snapshot window will not make much sense. It is commonly used together with timestamp modification, which make it a very powerful tool. Or as Allan Mitchell expressed in in a recent tweet: “I used to look at SnapshotWindow() with disdain. Now she is my mistress, the one I turn to in times of trouble and need”. Let’s look at a simple example: I want to compute the average of some value in my events over the last minute. I don’t want this output be produced at fixed intervals, but at soon as it changes (that’s the true event-driven spirit!). The snapshot window will include all currently active event at each point in time, hence we need to extend our original events’ lifetimes into the future: Applying the Snapshot window on these events, it will appear to be “looking back into the past”: If you look at the result produced in this diagram, you can easily prove that, at each point in time, the current event value represents the average of all original input event within the last minute. Here is the LINQ representation of that query, applying the lifetime extension before the snapshot window: var result = from window in source .AlterEventDuration(e => TimeSpan.FromMinutes(1)) .SnapshotWindow(SnapshotWindowOutputPolicy.Clip) select new { avg = window.Avg(e => e.Value) }; With more complex modifications of the event lifetimes you can achieve many more query patterns. For instance “running totals” by keeping the event start times, but snapping their end times to some fixed time, like the end of the day. Each snapshot then “sees” all events that have happened in the respective time period so far. Regards, The StreamInsight Team

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SQL SERVER – SSIS Look Up Component – Cache Mode – Notes from the Field #028

- by Pinal Dave

[Notes from Pinal]: Lots of people think that SSIS is all about arranging various operations together in one logical flow. Well, the understanding is absolutely correct, but the implementation of the same is not as easy as it seems. Similarly most of the people think lookup component is just component which does look up for additional information and does not pay much attention to it. Due to the same reason they do not pay attention to the same and eventually get very bad performance. Linchpin People are database coaches and wellness experts for a data driven world. In this 28th episode of the Notes from the Fields series database expert Tim Mitchell (partner at Linchpin People) shares very interesting conversation related to how to write a good lookup component with Cache Mode. In SQL Server Integration Services, the lookup component is one of the most frequently used tools for data validation and completion. The lookup component is provided as a means to virtually join one set of data to another to validate and/or retrieve missing values. Properly configured, it is reliable and reasonably fast. Among the many settings available on the lookup component, one of the most critical is the cache mode. This selection will determine whether and how the distinct lookup values are cached during package execution. It is critical to know how cache modes affect the result of the lookup and the performance of the package, as choosing the wrong setting can lead to poorly performing packages, and in some cases, incorrect results. Full Cache The full cache mode setting is the default cache mode selection in the SSIS lookup transformation. Like the name implies, full cache mode will cause the lookup transformation to retrieve and store in SSIS cache the entire set of data from the specified lookup location. As a result, the data flow in which the lookup transformation resides will not start processing any data buffers until all of the rows from the lookup query have been cached in SSIS. The most commonly used cache mode is the full cache setting, and for good reason. The full cache setting has the most practical applications, and should be considered the go-to cache setting when dealing with an untested set of data. With a moderately sized set of reference data, a lookup transformation using full cache mode usually performs well. Full cache mode does not require multiple round trips to the database, since the entire reference result set is cached prior to data flow execution. There are a few potential gotchas to be aware of when using full cache mode. First, you can see some performance issues – memory pressure in particular – when using full cache mode against large sets of reference data. If the table you use for the lookup is very large (either deep or wide, or perhaps both), there’s going to be a performance cost associated with retrieving and caching all of that data. Also, keep in mind that when doing a lookup on character data, full cache mode will always do a case-sensitive (and in some cases, space-sensitive) string comparison even if your database is set to a case-insensitive collation. This is because the in-memory lookup uses a .NET string comparison (which is case- and space-sensitive) as opposed to a database string comparison (which may be case sensitive, depending on collation). There’s a relatively easy workaround in which you can use the UPPER() or LOWER() function in the pipeline data and the reference data to ensure that case differences do not impact the success of your lookup operation. Again, neither of these present a reason to avoid full cache mode, but should be used to determine whether full cache mode should be used in a given situation. Full cache mode is ideally useful when one or all of the following conditions exist: The size of the reference data set is small to moderately sized The size of the pipeline data set (the data you are comparing to the lookup table) is large, is unknown at design time, or is unpredictable Each distinct key value(s) in the pipeline data set is expected to be found multiple times in that set of data Partial Cache When using the partial cache setting, lookup values will still be cached, but only as each distinct value is encountered in the data flow. Initially, each distinct value will be retrieved individually from the specified source, and then cached. To be clear, this is a row-by-row lookup for each distinct key value(s). This is a less frequently used cache setting because it addresses a narrower set of scenarios. Because each distinct key value(s) combination requires a relational round trip to the lookup source, performance can be an issue, especially with a large pipeline data set to be compared to the lookup data set. If you have, for example, a million records from your pipeline data source, you have the potential for doing a million lookup queries against your lookup data source (depending on the number of distinct values in the key column(s)). Therefore, one has to be keenly aware of the expected row count and value distribution of the pipeline data to safely use partial cache mode. Using partial cache mode is ideally suited for the conditions below: The size of the data in the pipeline (more specifically, the number of distinct key column) is relatively small The size of the lookup data is too large to effectively store in cache The lookup source is well indexed to allow for fast retrieval of row-by-row values No Cache As you might guess, selecting no cache mode will not add any values to the lookup cache in SSIS. As a result, every single row in the pipeline data set will require a query against the lookup source. Since no data is cached, it is possible to save a small amount of overhead in SSIS memory in cases where key values are not reused. In the real world, I don’t see a lot of use of the no cache setting, but I can imagine some edge cases where it might be useful. As such, it’s critical to know your data before choosing this option. Obviously, performance will be an issue with anything other than small sets of data, as the no cache setting requires row-by-row processing of all of the data in the pipeline. I would recommend considering the no cache mode only when all of the below conditions are true: The reference data set is too large to reasonably be loaded into SSIS memory The pipeline data set is small and is not expected to grow There are expected to be very few or no duplicates of the key values(s) in the pipeline data set (i.e., there would be no benefit from caching these values) Conclusion The cache mode, an often-overlooked setting on the SSIS lookup component, represents an important design decision in your SSIS data flow. Choosing the right lookup cache mode directly impacts the fidelity of your results and the performance of package execution. Know how this selection impacts your ETL loads, and you’ll end up with more reliable, faster packages. If you want me to take a look at your server and its settings, or if your server is facing any issue we can Fix Your SQL Server. Reference: Pinal Dave (http://blog.sqlauthority.com)Filed under: Notes from the Field, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL Tagged: SSIS

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Webcast Q&A: ING on How to Scale Role Management and Compliance

- by Tanu Sood

Thanks to all who attended the live webcast we hosted on ING: Scaling Role Management and Access Certifications to Thousands of Applications on Wed, April 11th. Those of you who couldn’t join us, the webcast replay is now available. Many thanks to our guest speaker, Mark Robison, Enterprise Architect at ING for walking us through ING’s drivers and rationale for the platform approach, the phased implementation strategy, results & metrics, roadmap and recommendations. We greatly appreciate the insight he shared with us all on the deployment synergies between Oracle Identity Manager (OIM) and Oracle Identity Analytics (OIA) to enforce streamlined user and role management and scalable compliance. Mark was also kind enough to walk us through specific solutions features that helped ING manage the problem of role explosion and implement closed loop remediation. Our host speaker, Neil Gandhi, Principal Product Manager, Oracle rounded off the presentation by discussing common use cases and deployment scenarios we see organizations implement to automate user/identity administration and enforce closed-loop scalable compliance. Neil also called out the specific features in Oracle Identity Analytics 11gR1 that cater to expediting and streamlining compliance processes such as access certifications. While we tackled a few questions during the webcast, we have captured the responses to those that we weren’t able to get to here; our sincere thanks to Mark Robison for taking the time to respond to questions specific to ING’s implementation and strategy. Q. Did you include business friendly entitlment descriptions, or is the business seeing application descriptors A. We include very business friendly descriptions. The OIA tool has the facility to allow this. Q. When doing attestation on job change, who is in the workflow to review and confirm that the employee should continue to have access? Is that a best practice? A. The new and old manager are in the workflow. The tool can check for any Separation of Duties (SOD) violations with both having similiar accesses. It may not be a best practice, but it is a reality of doing your old and new job for a transition period on a transfer. Q. What versions of OIM and OIA are being used at ING? A. OIM 11gR1 and OIA 11gR1; the very latest versions available. Q. Are you using an entitlements / role catalog? A. Yes. We use both roles and entitlements. Q. What specific unexpected benefits did the Identity Warehouse provide ING? A. The most unanticipated was to help Legal Hold identify user ID's in the various applications. Other benefits included providing a one stop shop for all aggregated ID information. Q. How fine grained are your application and entitlements? Did OIA, OIM support that level of granularity? A. We have some very fine grained entitlements, but we role this up into approved Roles to allow for easier management. For managing very fine grained entitlements, Oracle offers the Oracle Entitlement Server. We currently do not own this software but are considering it. Q. Do you allow any individual access or is everything truly role based? A. We are a hybrid environment with roles and individual positive and negative entitlements Q. Did you use an Agile methodology like scrum to deliver functionality during your project? A. We started with waterfall, but used an agile approach to provide benefits after the initial implementation Q. How did you handle rolling out the standard ID format to existing users? A. We just used the standard IDs for new users. We have not taken on a project to address the existing nonstandard IDs. Q. To avoid role explosion, how do you deal with apps that require more than a couple of entitlement TYPES? For example, an app may have different levels of access and it may need to know the user's country/state to associate them with particular customers. A. We focus on the functional user and craft the role around their daily job requirements. The role captures the required application entitlements. To keep role explosion down, we use role mining in OIA and also meet and interview the business. It is an iterative process to get role consensus. Q. Great presentation! How many rounds of Certifications has ING performed so far? A. Around 7 quarters and constant certifications on transfer. Q. Did you have executive support from the top down A. Yes The executive support was key to our success. Q. For your cloud instance are you using OIA or OIM as SaaS? A. No. We are just provisioning and deprovisioning to various Cloud providers. (Service Now is an example) Q. How do you ensure a role owner does not get more priviliges as are intended and thus violates another role, e,g, a DBA Roles should not get tor rigt to run somethings as root, as this would affect the root role? A. We have SOD checks. Also all Roles are initially approved by external audit and the role owners have to certify the roles and any changes Q. What is your ratio of employees to roles? A. We are still in process going through our various lines of business, so I do not have a final ratio. From what we have seen, the ratio varies greatly depending on the Line of Business and the diversity of Job Functions. For standardized lines of business such as call centers, the ratio is very good where we can have a single role that covers many employees. For specialized lines of business like treasury, it can be one or two people per role. Q. Is ING using Oracle On Demand service ? A. No Q. Do you have to implement or migrate to OIM in order to get the Identity Warehouse, or can OIA provide the identity warehouse as well if you haven't reached OIM yet? A. No, OIM deployment is not required to implement OIA’s Identity Warehouse but as you heard during the webcast, there are tremendous deployment synergies in deploying both OIA and OIM together. Q. When is the Security Governor product coming out? A. Oracle Security Governor for Healthcare is available today. Hope you enjoyed the webcast and we look forward to having you join us for the next webcast in the Customers Talk: Identity as a Platform webcast series: Toyota: Putting Customers First – Identity Platform as a Business Enabler Wednesday, May 16th at 10 am PST/ 1 pm EST Register Today You can also register for a live event at a city near you where Aberdeen’s Derek Brink will discuss the survey results from the recently published report “Analyzing Platform vs. Point Solution Approach in Identity”. And, you can do a quick (& free) online assessment of your identity programs by benchmarking it against the 160 organizations surveyed in the Aberdeen report, compliments of Oracle. Here’s the slide deck from our ING webcast: ING webcast platform View more presentations from OracleIDM

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Phone-book Database Help - Python

- by IDOntWantThat

I'm new to programming and have an assignment I've been working at for awhile. I understand defining functions and a lot of the basics but I'm kind of running into a brick wall at this point. I'm trying to figure this one out and don't really understand how the 'class' feature works yet. I'd appreciate any help with this one; also any help with some python resources that have can dummy down how/why classes are used. You've been going to work on a database project at work for sometime now. Your boss encourages you to program the database in Python. You disagree, arguing that Python is not a database language but your boss persists by providing the source code below for a sample telephone database. He asks you to do two things: Evaluate the existing source code and extend it to make it useful for managers in the firm. (You do not need a GUI interface, just work on the database aspects: data entry and retrieval - of course you must get the program to run or properly work He wants you to critically evaluate Python as a database tool. Import the sample code below into the Python IDLE and enhance it, run it and debug it. Add features to make this a more realistic database tool by providing for easy data entry and retrieval. import shelve import string UNKNOWN = 0 HOME = 1 WORK = 2 FAX = 3 CELL = 4 class phoneentry: def __init__(self, name = 'Unknown', number = 'Unknown', type = UNKNOWN): self.name = name self.number = number self.type = type # create string representation def __repr__(self): return('%s:%d' % ( self.name, self.type )) # fuzzy compare or two items def __cmp__(self, that): this = string.lower(str(self)) that = string.lower(that) if string.find(this, that) >= 0: return(0) return(cmp(this, that)) def showtype(self): if self.type == UNKNOWN: return('Unknown') if self.type == HOME: return('Home') if self.type == WORK: return('Work') if self.type == FAX: return('Fax') if self.type == CELL: return('Cellular') class phonedb: def __init__(self, dbname = 'phonedata'): self.dbname = dbname; self.shelve = shelve.open(self.dbname); def __del__(self): self.shelve.close() self.shelve = None def add(self, name, number, type = HOME): e = phoneentry(name, number, type) self.shelve[str(e)] = e def lookup(self, string): list = [] for key in self.shelve.keys(): e = self.shelve[key] if cmp(e, string) == 0: list.append(e) return(list) # if not being loaded as a module, run a small test if __name__ == '__main__': foo = phonedb() foo.add('Sean Reifschneider', '970-555-1111', HOME) foo.add('Sean Reifschneider', '970-555-2222', CELL) foo.add('Evelyn Mitchell', '970-555-1111', HOME) print 'First lookup:' for entry in foo.lookup('reifsch'): print '%-40s %s (%s)' % ( entry.name, entry.number, entry.showtype() ) print print 'Second lookup:' for entry in foo.lookup('e'): print '%-40s %s (%s)' % ( entry.name, entry.number, entry.showtype() ) I'm not sure if I'm on the right track but here is what I have so far: def openPB(): foo = phonedb() print 'Please select an option:' print '1 - Lookup' print '2 - Add' print '3 - Delete' print '4 - Quit' entry=int(raw_input('>> ')) if entry==1: namelookup=raw_input('Please enter a name: ') for entry in foo.lookup(namelookup): print '%-40s %s (%s)' % (entry.name, entry.number, entry.showtype() ) elif entry==2: name=raw_input('Name: ') number=raw_input('Number: ') showtype=input('Type (UNKNOWN, HOME, WORK, FAX, CELL): \n>> ') for entry in foo.add(name, number, showtype): #Trying to figure out this part print '%-40s %s (%s)'% (entry.name, entry.number, entry.showtype() ) elif entry==3: delname=raw_input('Please enter a name to delete: ') # #Trying to figure out this part print "Contact '%s' has been deleted" (delname) elif entry==4: print "Phone book is now closed" quit else: print "Your entry was not recognized." openPB() openPB()

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When Your Boss Doesn't Want you to Succeed

- by Phil Factor

You're working hard to get an application finished. You are programming long into the evenings sometimes, and eating sandwiches at your desk instead of taking a lunch break. Then one day you glance up at the IT manager, serene in his mysterious round of meetings, and think 'Does he actually care whether this project succeeds or not?'. The question may seem absurd. Of course the project must succeed. The truth, as always, is often far more complex. Your manager may even be doing his best to make sure you don't succeed. Why? There have always been rich pickings for the unscrupulous in IT. In extreme cases, where administrators struggle with scarcely-comprehended technical issues, huge sums of money can be lost and gained without any perceptible results. In a very few cases can fraud be proven: most of the time, the intricacies of the 'game' are such that one can do little more than harbor suspicion. Where does over-enthusiastic salesmanship end and fraud begin? The Business of Information Technology provides rich opportunities for White-collar crime. The poor developer has his, or her, hands full with the task of wrestling with the sheer complexity of building an application. He, or she, has no time for following the complexities of the chicanery of the management that is directing affairs. Most likely, the developers wouldn't even suspect that their company management had ulterior motives. I'll illustrate what I mean with an entirely fictional, hypothetical, example. The Opportunist and the Aged Charities often do good, unexciting work that is funded by the income from a bequest that dates back maybe hundreds of years. In our example, it isn't exciting work, for it involves the welfare of elderly people who have fallen on hard times. Volunteers visit, giving a smile and a chat, and check that they are all right, but are able to spend a little money on their discretion to ameliorate any pressing needs for these old folk. The money is made to work very hard and the charity averts a great deal of suffering and eases the burden on the state. Daisy hears the garden gate creak as Mrs Rainer comes up the path. She looks forward to her twice-weekly visit from the nice lady from the trust. She always asked ‘is everything all right, Love’. Cheeky but nice. She likes her cheery manner. She seems interested in hearing her memories, and talking about her far-away family. She helps her with those chores in the house that she couldn’t manage and once even paid to fill the back-shed with coke, the other year. Nice, Mrs. Rainer is, she thought as she goes to open the door. The trustees are getting on in years themselves, and worry about the long-term future of the charity: is it relevant to modern society? Is it likely to attract a new generation of workers to take it on. They are instantly attracted by the arrival to the board of a smartly dressed University lecturer with the ear of the present Government. Alain 'Stalin' Jones is earnest, persuasive and energetic. The trustees welcome him to the board and quickly forgive his humorless political-correctness. He talks of 'diversity', 'relevance', 'social change', 'equality' and 'communities', but his eye is on that huge bequest. Alain first came to notice as a Trotskyite union official, who insinuated himself into one of the duller Trades Unions and turned it, through his passionate leadership, into a radical, headline-grabbing organization. Middle age, and the rise of European federal socialism, had brought him quiet prosperity and charcoal suits, an ear in the current government, and a wide influence as a member of various Quangos (government bodies staffed by well-paid unelected courtiers). He was employed as a 'consultant' by several organizations that relied on government contracts. After gaining the confidence of the trustees, and showing a surprising knowledge of mundane processes and the regulatory framework of charities, Alain launches his plan. The trust will expand their work by means of a bold IT initiative that will coordinate the interventions of several 'caring agencies', and provide emergency cover, a special Website so anxious relatives can see how their elderly charges are doing, and a vastly more efficient way of coordinating the work of the volunteer carers. It will also provide a special-purpose site that gives 'social networking' facilities, rather like Facebook, to the few elderly folk on the lists with access to the internet. The trustees perk up. Their own experience of the internet is restricted to the occasional scanning of railway timetables, but they can see that it is 'relevant'. In his next report to the other trustees, Alain proudly announces that all this glamorous and exciting technology can be paid for by a grant from the government. He admits darkly that he has influence. True to his word, the government promises a grant of a size that is an order of magnitude greater than any budget that the trustees had ever handled. There was the understandable proviso that the company that would actually do the IT work would have to be one of the government's preferred suppliers and the work would need to be tendered under EU competition rules. The only company that tenders, a multinational IT company with a long track record of government work, quotes ten million pounds for the work. A trustee questions the figure as it seems enormous for the reasonably trivial internet facilities being built, but the IT Salesmen dazzle them with presentations and three-letter acronyms until they subside into quiescent acceptance. After all, they can’t stay locked in the Twentieth century practices can they? The work is put in hand with a large project team, in a splendid glass building near west London. The trustees see rooms of programmers working diligently at screens, and who talk with enthusiasm of the project. Paul, the project manager, looked through his resource schedule with growing unease. His initial excitement at being given his first major project hadn’t lasted. He’d been allocated a lackluster team of developers whose skills didn’t seem right, and he was allowed only a couple of contractors to make good the deficit. Strangely, the presentation he’d given to his management, where he’d saved time and resources with a OTS solution to a great deal of the development work, and a sound conservative architecture, hadn’t gone down nearly as big as he’d hoped. He almost got the feeling they wanted a more radical and ambitious solution. The project starts slipping its dates. The costs build rapidly. There are certain uncomfortable extra charges that appear, such as the £600-a-day charge by the 'Business Manager' appointed to act as a point of liaison between the charity and the IT Company. When he appeared, his face permanently split by a 'Mr Sincerity' smile, they'd thought he was provided at the cost of the IT Company. Derek, the DBA, didn’t have to go to the server room quite some much as he did: but It got him away from the poisonous despair of the development group. Wave after wave of events had conspired to delay the project. Why the management had imposed hideous extra bureaucracy to cover ISO 9000 and 9001:2008 accreditation just as the project was struggling to get back on-schedule was beyond belief. Then the Business manager was coming back with endless changes in scope, sorrowing saying that the Trustees were very insistent, though hopelessly out in touch with the reality of technical challenges. Suddenly, the costs mount to the point of consuming the government grant in its entirety. The project remains tantalizingly just out of reach. Alain Jones gives an emotional rallying speech at the trustees review meeting, urging them not to lose their nerve. Sadly, the trustees dip into the accumulated capital of the trust, the seed-corn of all their revenues, in order to save the IT project. A few months later it is all over. The IT project is never delivered, even though it had seemed so incredibly close. With the trust's capital all gone, the activities it funded have to be terminated and the trust becomes just a shell. There aren't even the funds to mount a legal challenge against the IT company, even had the trust's solicitor advised such a foolish thing. Alain leaves as suddenly as he had arrived, only to pop up a few months later, bronzed and rested, at another charity. The IT workers who were permanent employees are dispersed to other projects, and the contractors leave to other contracts. Within months the entire project is but a vague memory. One or two developers remain puzzled that their managers had been so obstructive when they should have welcomed progress toward completion of the project, but they put it down to incompetence and testosterone. Few suspected that they were actively preventing the project from getting finished. The relationships between the IT consultancy, and the government of the day are intricate, and made more complex by the Private Finance initiatives and political patronage. The losers in this case were the taxpayers, and the beneficiaries of the trust, and, perhaps the soul of the original benefactor of the trust, whose bid to give his name some immortality had been scuppered by smooth-talking white-collar political apparatniks. Even now, nobody is certain whether a crime was ever committed. The perfect heist, I guess. Where’s the victim? "I hear that Daisy’s cottage is up for sale. She’s had to go into a care home. She didn’t want to at all, but then there is nobody to keep an eye on her since she had that minor stroke a while back. A charity used to help out. The ‘social’ don’t have the funding, evidently for community care. Yes, her old cat was put down. There was a good clearout, and now the house is all scrubbed and cleared ready for sale. The skip was full of old photos and letters, memories. No room in her new ‘home’."

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The Changing Face of PASS

- by Bill Graziano

I’m starting my sixth year on the PASS Board. I served two years as the Program Director, two years as the Vice-President of Marketing and I’m starting my second year as the Executive Vice-President of Finance. There’s a pretty good chance that if PASS has done something you don’t like or is doing something you don’t like, that I’m involved in one way or another. Andy Leonard asked in a comment on his blog if the Board had ever reversed itself based on community input. He asserted that it hadn’t. I disagree. I’m not going to try and list all the changes we make inside portfolios based on feedback from and meetings with the community. I’m going to focus on major governance issues since I was elected to the Board. Management Company The first big change was our management company. Our old management company had a standard approach to running a non-profit. It worked well when PASS was launched. Having a ready-made structure and process to run the organization enabled the organization to grow quickly. As time went on we were limited in some of the things we wanted to do. The more involved you were with PASS, the more you saw these limitations. Key volunteers were regularly providing feedback that they wanted certain changes that were difficult for us to accomplish. The Board at that time wanted changes that were difficult or impossible to accomplish under that structure. This was not a simple change. Imagine a $2.5 million dollar company letting all its employees go on a Friday and starting with a new staff on Monday. We also had a very narrow window to accomplish that so that we wouldn’t affect the Summit – our only source of revenue. We spent the year after the change rebuilding processes and putting on the Summit in Denver. That’s a concrete example of a huge change that PASS made to better serve its members. And it was a change that many in the community were telling us we needed to make. Financials We heard regularly from our members that they wanted our financials posted. Today on our web site you can find audited financials going back to 2004. We publish our budget at the start of each year. If you ask a question about the financials on the PASS site I do my best to answer it. I’m also trying to do a better job answering financial questions posted in other locations. (And yes, I know I owe a few of you some blog posts.) That’s another concrete example of a change that our members asked for that the Board agreed was a good decision. Minutes When I started on the Board the meeting minutes were very limited. The minutes from a two day Board meeting might fit on one page. I think we did the bare minimum we were legally required to do. Today Board meeting minutes run from 5 to 12 pages and go into incredible detail on what we talk about. There are certain topics that are NDA but where possible we try to list the topic we discussed but that the actual discussion was under NDA. We also publish the agenda of Board meetings ahead of time. This is another specific example where input from the community influenced the decision. It was certainly easier to have limited minutes but I think the extra effort helps our members understand what’s going on. Board Q&A At the 2009 Summit the Board held its first public Q&A with our members. We’d always been available individually to answer questions. There’s a benefit to getting us all in one room and asking the really hard questions to watch us squirm. We learn what questions we don’t have good answers for. We get to see how many people in the crowd look interested in the various questions and answers. I don’t recall the genesis of how this came about. I’m fairly certain there was some community pressure though. Board Votes Until last November, the Board only reported the vote totals and not how individual Board members voted. That was one of the topics at a great lunch I had with Tim Mitchell and Kendal van Dyke at the Summit. That was also the topic of the first question asked at the Board Q&A by Kendal. Kendal expressed his opposition to to anonymous votes clearly and passionately and without trying to paint anyone into a corner. Less than 24 hours later the PASS Board voted to make individual votes public unless the topic was under NDA. That’s another area where the Board decided to change based on feedback from our members. Summit Location While this isn’t actually a governance issue it is one of the more public decisions we make that has taken some public criticism. There is a significant portion of our members that want the Summit near them. There is a significant portion of our members that like the Summit in Seattle. There is a significant portion of our members that think it should move around the country. I was one that felt strongly that there were significant, tangible benefits to our attendees to being in Seattle every year. I’m also one that has been swayed by some very compelling arguments that we need to have at least one outside Seattle and then revisit the decision. I can’t tell you how the Board will vote but I know the opinion of our members weighs heavily on the decision. Elections And that brings us to the grand-daddy of all governance issues. My thesis for this blog post is that the PASS Board has implemented policy changes in response to member feedback. It isn’t to defend or criticize our election process. It’s just to say that is has been under going continuous change since I’ve been on the Board. I ran for the Board in the fall of 2005. I don’t know much about what happened before then. I was actively volunteering for PASS for four years prior to that as a chapter leader and on the program committee. I don’t recall any complaints about elections but that doesn’t mean they didn’t occur. The questions from the Nominating Committee (NomCom) were trivial and the selection process rudimentary (For example, “Tell us about your accomplishments”). I don’t even remember who I ran against or how many other people ran. I ran for the VP of Marketing in the fall of 2007. I don’t recall any significant changes the Board made in the election process for that election. I think a lot of the changes in 2007 came from us asking the management company to work on the election process. I was expecting a similar set of puff ball questions from my previous election. Boy, was I in for a shock. The NomCom had found a much better set of questions and really made the interview portion difficult. The questions were much more behavioral in nature. I’d already written about my vision for PASS and my goals. They wanted to know how I handled adversity, how I handled criticism, how I handled conflict, how I handled troublesome volunteers, how I motivated people and how I responded to motivation. And many, many other things. They grilled me for over an hour. I’ve done a fair bit of technical sales in my time. I feel I speak well under pressure addressing pointed questions. This interview intentionally put me under pressure. In addition to wanting to know about my interpersonal skills, my work experience, my volunteer experience and my supervisory experience they wanted to see how I’d do under pressure. They wanted to see who would respond under pressure and who wouldn’t. It was a bit of a shock. That was the first big change I remember in the election process. I know there were other improvements around the process but none of them stick in my mind quite like the unexpected hour-long grilling. The next big change I remember was after the 2009 elections. Andy Warren was unhappy with the election process and wanted to make some changes. He worked with Hannes at HQ and they came up with a better set of processes. I think Andy moved PASS in the right direction. Nonetheless, after the 2010 election even more people were very publicly clamoring for changes to our election process. In August of 2010 we had a choice to make. There were numerous bloggers criticizing the Board and our upcoming election. The easy change would be to announce that we were changing the process in a way that would satisfy our critics. I believe that a knee-jerk response to criticism is seldom correct. Instead the Board spent August and September and October and November listening to the community. I visited two SQLSaturdays and asked questions of everyone I could. I attended chapter meetings and asked questions of as many people as they’d let me. At Summit I made it a point to introduce myself to strangers and ask them about the election. At every breakfast I’d sit down at a table full of strangers and ask about the election. I’m happy to say that I left most tables arguing about the election. Most days I managed to get 2 or 3 breakfasts in. I spent less time talking to people that had already written about the election. They were already expressing their opinion. I wanted to talk to people that hadn’t spoken up. I wanted to know what the silent majority thought. The Board all attended the Q&A session where our members expressed their concerns about a variety of issues including the election. The PASS Board also chose to create the Election Review Committee. We wanted people from the community that had been involved with PASS to look at our election process with fresh eyes while listening to what the community had to say and give us some advice on how we could improve the process. I’m a part of this as is Andy Warren. None of the other members are on the Board. I’ve sat in numerous calls and interviews with this group and attended an open meeting at the Summit. We asked anyone that wanted to discuss the election to come speak with us. The ERC held an open meeting at the Summit and invited anyone to attend. There are forums on the ERC web site where we’ve invited people to participate. The ERC has reached to key people involved in recent elections. The years that I haven’t mentioned also saw minor improvements in the election process. Off the top of my head I don’t recall what exact changes were made each year. Specifically since the 2010 election we’ve gone out of our way to seek input from the community about the process. I’m not sure what more we could have done to invite feedback from the community. I think to say that we haven’t “fixed” the election process isn’t a fair criticism at this time. We haven’t rushed any changes through the process. If you don’t see any changes in our election process in July or August then I think it’s fair to criticize us for ignoring the community or ask for an explanation for what we’ve done. In Summary Andy’s main point was that the PASS Board hasn’t changed in response to our members wishes. I think I’ve shown that time and time again the PASS Board has changed in response to what our members want. There are only two outstanding issues: Summit location and elections. The 2013 Summit location hasn’t been decided yet. Our work on the elections is also in progress. And at every step in the election review we’ve gone out of our way to listen to the community and incorporate their feedback on the process. I also hope I’m not encouraging everyone that wants some change in the organization to organize a “blog rush” against the Board. We take public suggestions very seriously but we also take the time to evaluate those suggestions and learn what the rest of our members think and make a measured decision.

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How to group using XSLT

- by AdRock

I'm having trouble grouping a set of nodes. I've found an article that does work with grouping and i have tested it and it works on a small test stylesheet i have I now need to use it in my stylesheet where I only want to select node sets that have a specific value. What I want to do in my stylesheet is select all users who have a userlevel of 2 then to group them by the volunteer region. What happens at the minute is that it gets the right amount of users with userlevel 2 but doesn't print them. It just repeats the first user in the xml file. <?xml version="1.0" encoding="ISO-8859-1"?> <xsl:stylesheet version="1.0" xmlns:xsl="http://www.w3.org/1999/XSL/Transform"> <xsl:key name="volunteers-by-region" match="volunteer" use="region" /> <xsl:template name="hoo" match="/"> <html> <head> <title>Registered Volunteers</title> <link rel="stylesheet" type="text/css" href="volunteer.css" /> </head> <body> <h1>Registered Volunteers</h1> <h3>Ordered by the username ascending</h3> <xsl:for-each select="folktask/member[user/account/userlevel='2']"> <xsl:for-each select="volunteer[count(. | key('volunteers-by-region', region)[1]) = 1]"> <xsl:sort select="region" /> <xsl:for-each select="key('volunteers-by-region', region)"> <xsl:sort select="folktask/member/user/personal/name" /> <div class="userdiv"> <xsl:call-template name="member_userid"> <xsl:with-param name="myid" select="/folktask/member/user/@id" /> </xsl:call-template> <xsl:call-template name="volunteer_volid"> <xsl:with-param name="volid" select="/folktask/member/volunteer/@id" /> </xsl:call-template> <xsl:call-template name="volunteer_role"> <xsl:with-param name="volrole" select="/folktask/member/volunteer/roles" /> </xsl:call-template> <xsl:call-template name="volunteer_region"> <xsl:with-param name="volloc" select="/folktask/member/volunteer/region" /> </xsl:call-template> </div> </xsl:for-each> </xsl:for-each> </xsl:for-each> <xsl:if test="position()=last()"> <div class="count"><h2>Total number of volunteers: <xsl:value-of select="count(/folktask/member/user/account/userlevel[text()=2])"/></h2></div> </xsl:if> </body> </html> </xsl:template> <xsl:template name="member_userid"> <xsl:param name="myid" select="'Not Available'" /> <div class="heading bold"><h2>USER ID: <xsl:value-of select="$myid" /></h2></div> </xsl:template> <xsl:template name="volunteer_volid"> <xsl:param name="volid" select="'Not Available'" /> <div class="heading2 bold"><h2>VOLUNTEER ID: <xsl:value-of select="$volid" /></h2></div> </xsl:template> <xsl:template name="volunteer_role"> <xsl:param name="volrole" select="'Not Available'" /> <div class="small bold">ROLES:</div> <div class="large"> <xsl:choose> <xsl:when test="string-length($volrole)!=0"> <xsl:value-of select="$volrole" /> </xsl:when> <xsl:otherwise> <xsl:text> </xsl:text> </xsl:otherwise> </xsl:choose> </div> </xsl:template> <xsl:template name="volunteer_region"> <xsl:param name="volloc" select="'Not Available'" /> <div class="small bold">REGION:</div> <div class="large"><xsl:value-of select="$volloc" /></div> </xsl:template> </xsl:stylesheet> here is my full xml file <?xml version="1.0" encoding="ISO-8859-1" ?> <?xml-stylesheet type="text/xsl" href="volunteers.xsl"?> <folktask xmlns:xs="http://www.w3.org/2001/XMLSchema-instance" xs:noNamespaceSchemaLocation="folktask.xsd"> <member> <user id="1"> <personal> <name>Abbie Hunt</name> <sex>Female</sex> <address1>108 Access Road</address1> <address2></address2> <city>Wells</city> <county>Somerset</county> <postcode>BA5 8GH</postcode> <telephone>01528927616</telephone> <mobile>07085252492</mobile> <email>[email protected]</email> </personal> <account> <username>AdRock</username> <password>269eb625e2f0cf6fae9a29434c12a89f</password> <userlevel>4</userlevel> <signupdate>2010-03-26T09:23:50</signupdate> </account> </user> <volunteer id="1"> <roles></roles> <region>South West</region> </volunteer> </member> <member> <user id="2"> <personal> <name>Aidan Harris</name> <sex>Male</sex> <address1>103 Aiken Street</address1> <address2></address2> <city>Chichester</city> <county>Sussex</county> <postcode>PO19 4DS</postcode> <telephone>01905149894</telephone> <mobile>07784467941</mobile> <email>[email protected]</email> </personal> <account> <username>AmbientExpert</username> <password>8e64214160e9dd14ae2a6d9f700004a6</password> <userlevel>2</userlevel> <signupdate>2010-03-26T09:23:50</signupdate> </account> </user> <volunteer id="2"> <roles>Van Driver,gas Fitter</roles> <region>South Central</region> </volunteer> </member> <member> <user id="3"> <personal> <name>Skye Saunders</name> <sex>Female</sex> <address1>31 Anns Court</address1> <address2></address2> <city>Cirencester</city> <county>Gloucestershire</county> <postcode>GL7 1JG</postcode> <telephone>01958303514</telephone> <mobile>07260491667</mobile> <email>[email protected]</email> </personal> <account> <username>BigUndecided</username> <password>ea297847f80e046ca24a8621f4068594</password> <userlevel>2</userlevel> <signupdate>2010-03-26T09:23:50</signupdate> </account> </user> <volunteer id="3"> <roles>Scaffold Erector</roles> <region>South West</region> </volunteer> </member> <member> <user id="4"> <personal> <name>Connor Lawson</name> <sex>Male</sex> <address1>12 Ash Way</address1> <address2></address2> <city>Swindon</city> <county>Wiltshire</county> <postcode>SN3 6GS</postcode> <telephone>01791928119</telephone> <mobile>07338695664</mobile> <email>[email protected]</email> </personal> <account> <username>iTuneStinker</username> <password>3a1f5fda21a07bfff20c41272bae7192</password> <userlevel>3</userlevel> <signupdate>2010-03-26T09:23:50</signupdate> </account> </user> <festival id="1"> <event> <eventname>Oxford Folk Festival</eventname> <url>http://www.oxfordfolkfestival.com/</url> <datefrom>2010-04-07</datefrom> <dateto>2010-04-09</dateto> <location>Oxford</location> <eventpostcode>OX1 9BE</eventpostcode> <additional>Oxford Folk Festival is going into it's third year in 2006. As well as needing volunteers to steward for the event on the weekend itself, we would be delighted to hear from people willing to help in year round festival work such as stuffing envelopes for mailings, poster and leaflet distribution, and stewarding duties at festival pre-events.</additional> <coords> <lat>51.735640</lat> <lng>-1.276136</lng> </coords> </event> <contact> <conname>Stuart Vincent</conname> <conaddress1>P.O. Box 642</conaddress1> <conaddress2></conaddress2> <concity>Oxford</concity> <concounty>Bedfordshire</concounty> <conpostcode>OX1 3BY</conpostcode> <contelephone>01865 79073</contelephone> <conmobile></conmobile> <fax></fax> <conemail>[email protected]</conemail> </contact> </festival> </member> <member> <user id="5"> <personal> <name>Lewis King</name> <sex>Male</sex> <address1>67 Arbors Way</address1> <address2></address2> <city>Sherborne</city> <county>Dorset</county> <postcode>DT9 0GS</postcode> <telephone>01446139701</telephone> <mobile>07292614033</mobile> <email>[email protected]</email> </personal> <account> <username>Runninglife</username> <password>98fab0a27c34ddb2b0618bc184d4331d</password> <userlevel>2</userlevel> <signupdate>2010-03-26T09:23:50</signupdate> </account> </user> <volunteer id="4"> <roles>Van Driver</roles> <region>South West</region> </volunteer> </member> <member> <user id="6"> <personal> <name>Cameron Lee</name> <sex>Male</sex> <address1>77 Arrington Road</address1> <address2></address2> <city>Solihull</city> <county>Warwickshire</county> <postcode>B90 6FG</postcode> <telephone>01435158624</telephone> <mobile>07789503179</mobile> <email>[email protected]</email> </personal> <account> <username>love2Mixer</username> <password>1df752d54876928639cea07ce036a9c0</password> <userlevel>2</userlevel> <signupdate>2010-03-26T09:23:50</signupdate> </account> </user> <volunteer id="5"> <roles>Fire Warden</roles> <region>Midlands</region> </volunteer> </member> <member> <user id="7"> <personal> <name>Lexie Dean</name> <sex>Female</sex> <address1>38 Bloomfield Court</address1> <address2></address2> <city>Windermere</city> <county>Westmorland</county> <postcode>LA23 8BM</postcode> <telephone>01781207188</telephone> <mobile>07127461231</mobile> <email>[email protected]</email> </personal> <account> <username>MailNetworker</username> <password>0e070701839e612bf46af4421db4f44b</password> <userlevel>3</userlevel> <signupdate>2010-03-26T09:23:50</signupdate> </account> </user> <festival id="2"> <event> <eventname>Middlewich Folk And Boat Festival</eventname> <url>http://midfest.org.uk/mfab/</url> <datefrom>2010-06-16</datefrom> <dateto>2010-06-18</dateto> <location>Middlewich</location> <eventpostcode>CW10 9BX</eventpostcode> <additional>We welcome stewards staying on campsite or boats.</additional> <coords> <lat>53.190562</lat> <lng>-2.444926</lng> </coords> </event> <contact> <conname>Festival Committee</conname> <conaddress1>PO Box 141</conaddress1> <conaddress2></conaddress2> <concity>Winsford</concity> <concounty>Cheshire</concounty> <conpostcode>CW10 9WB</conpostcode> <contelephone>07092 39050</contelephone> <conmobile>07092 39050</conmobile> <fax></fax> <conemail>[email protected]</conemail> </contact> </festival> </member> <member> <user id="8"> <personal> <name>Liam Chapman</name> <sex>Male</sex> <address1>99 Black Water Drive</address1> <address2></address2> <city>St.Austell</city> <county>Cornwall</county> <postcode>PL25 3GF</postcode> <telephone>01835629418</telephone> <mobile>07695179069</mobile> <email>[email protected]</email> </personal> <account> <username>GreenWimp</username> <password>1fe3df99a841dc4f723d21af89e0990f</password> <userlevel>1</userlevel> <signupdate>2010-03-26T09:23:50</signupdate> </account> </user> </member> <member> <user id="9"> <personal> <name>Brandon Harrison</name> <sex>Male</sex> <address1>41 Arlington Way</address1> <address2></address2> <city>Dorchester</city> <county>Dorset</county> <postcode>DT1 3JS</postcode> <telephone>01293626735</telephone> <mobile>07277145760</mobile> <email>[email protected]</email> </personal> <account> <username>LovelyStar</username> <password>8b53b66f323aa5e6a083edb4fd44456b</password> <userlevel>1</userlevel> <signupdate>2010-03-26T09:23:50</signupdate> </account> </user> </member> <member> <user id="10"> <personal> <name>Samuel Young</name> <sex>Male</sex> <address1>102 Bailey Hill Road</address1> <address2></address2> <city>Wolverhampton</city> <county>Staffordshire</county> <postcode>WV7 8HS</postcode> <telephone>01594531382</telephone> <mobile>07544663654</mobile> <email>[email protected]</email> </personal> <account> <username>GuruSassy</username> <password>00da02da6c143c3d136bf60b8bfcf43e</password> <userlevel>2</userlevel> <signupdate>2010-03-26T09:23:50</signupdate> </account> </user> <volunteer id="6"> <roles>Fire Warden</roles> <region>Midlands</region> </volunteer> </member> <member> <user id="11"> <personal> <name>Alexander Harris</name> <sex>Male</sex> <address1>93 Beguine Drive</address1> <address2></address2> <city>Winchester</city> <county>Hampshire</county> <postcode>S23 2FD</postcode> <telephone>01452496582</telephone> <mobile>07353867291</mobile> <email>[email protected]</email> </personal> <account> <username>GuitarExpert</username> <password>0102ad3740028e155925e9918ead3bde</password> <userlevel>2</userlevel> <signupdate>2010-03-26T09:23:50</signupdate> </account> </user> <volunteer id="7"> <roles>Scaffold Erector</roles> <region>North East</region> </volunteer> </member> <member> <user id="12"> <personal> <name>Tyler Mcdonald</name> <sex>Male</sex> <address1>44 Baker Road</address1> <address2></address2> <city>Bromley</city> <county>Kent</county> <postcode>BR1 2GD</postcode> <telephone>01918704546</telephone> <mobile>07314062451</mobile> <email>[email protected]</email> </personal> <account> <username>WildWish</username> <password>073220bb5e9a12ad202bb7d94dcc86f7</password> <userlevel>1</userlevel> <signupdate>2010-03-26T09:23:50</signupdate> </account> </user> </member> <member> <user id="13"> <personal> <name>Skye Mason</name> <sex>Female</sex> <address1>56 Cedar Creek Church Road</address1> <address2></address2> <city>Bracknell</city> <county>Berkshire</county> <postcode>RG12 1AQ</postcode> <telephone>01787607618</telephone> <mobile>07540218868</mobile> <email>[email protected]</email> </personal> <account> <username>PizzaDork</username> <password>74c54937ee7051ee7f4ebc11296ed531</password> <userlevel>1</userlevel> <signupdate>2010-03-26T09:23:50</signupdate> </account> </user> </member> <member> <user id="14"> <personal> <name>Maryam Rose</name> <sex>Female</sex> <address1>98 Baptist Circle</address1> <address2></address2> <city>Newbury</city> <county>Berkshire</county> <postcode>RG14 8DF</postcode> <telephone>01691317999</telephone> <mobile>07212477154</mobile> <email>[email protected]</email> </personal> <account> <username>SexTech</username> <password>f1c21f9f1e999da97d7dc460bb876fcf</password> <userlevel>3</userlevel> <signupdate>2010-03-26T09:23:50</signupdate> </account> </user> <festival id="3"> <event> <eventname>Birdsedge Village Festival</eventname> <url>http://www.birdsedge.co.uk/</url> <datefrom>2010-07-08</datefrom> <dateto>2010-07-09</dateto> <location>Birdsedge</location> <eventpostcode>HD8 8XT</eventpostcode> <additional></additional> <coords> <lat>53.565644</lat> 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