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Wednesday, December 30, 2009

Peter Moore, a British IT consultant and computer programmer who was taken hostage by Iraqi militants during a May 2007 militant raid on the finance ministry in Baghdad, has been released alive and in good health.

He is the only known survivor of a group of five hostages, consisting of himself, three bodyguards, and Alan McMenemy, a security guard from Glasgow. The bodyguards (Alec Maclachlan, Jason Swindlehurst, and Jason Creswell) were later shot and killed, and their bodies have been returned to Britain. McMenemy is believed to have met the same fate. The last time Moore was known to be alive was when a DVD showing him was handed to Iraqi authorities earlier this year.

The five men were captured by a group of approximately forty men disguised as Iraqi policemen in May 2007, who are believed to belong to the Islamic Shia Resistance, an obscure militant organisation also known as the Righteous League. Moore is now in the British Embassy in Baghdad, and is to be reunited with his family as soon as possible, according to Milliband.

United Kingdom foreign secretary David Milliband said that he was “absolutely delighted at his release” after two and a half years of “misery, fear and uncertainty”. He claimed to be in a “remarkable frame of mind” after a “very moving” conversation with Moore. He also asked for the release of McMenemy’s body. He said that no “substantive concessions” had been made by the British government, instead praising Iraqi Prime Minister Nouri al-Maliki for his government’s process of reconciliation.

British Prime Minister Gordon Brown issued a statement in which he said he was “hugely relieved by the wonderful news that Peter has been freed”, calling for the British people to “remember the families of British hostages who have been killed in Iraq and elsewhere.” He continued with a pledge that the government would “continue to do everything [it] can to bring British hostages back to their loved ones, including the remaining hostage of the group in Iraq, Alan McMenemy”. He said, “I demand that the hostage takers return him to us.”

Moore’s father, Graeme, said he was “over the moon” about his son’s release, saying, “We are so relieved and we just want to get him home, back now to his family and friends. I’m breaking down, I’m just so overjoyed for the lad. It’s been such a long haul. I know that there have been one or two people working in the background to get Peter released. Peter is a very resilient lad and he always has been because of his background.” He said the British Foreign Office had been “obstructive” with regards to his son’s release.

Tuesday, December 7, 2004

EUROPE — Lycos Europe has ended its anti-spam operation: “Make Love Not Spam.” A company spokesperson said the objective of the time-limited campaign was to raise people’s awareness. The reasons why it ended the campaign was variously reported and speculated in media. The operation, while fairly popular, suffered unexpected troubles and drew criticism from security experts and others from the start.

The company started distributing a screensaver on November 29, 2004 on makelovenotspam.com. Once installed, the computer would send HTTP requests to spammers’ servers when not in use. The intent was to raise the running costs of those servers. Lycos coordinated these requests by choosing targets from lists generated by organizations such as Spamcop.com. The servers were monitored so as to keep them under heavy load, but alive.

Security experts roundly criticized the program. Steve Linford, director of a non-profit anti-spam organization SpamHaus, and Graham Cluley, a senior technology consultant of Sophos, pointed out that lowering moral standards to fight spammers was not a good idea. The legality of attacking the servers was also debated since it resembles “Distributed Denial of Service” attacks (DDoS), except that Lycos did not completely shut down the target servers.

Other troubles arose. The day after the campaign was launched, there was an alleged takeover of the web site’s top page by a cracker. The page was replaced with a warning against the use of the screensaver, according to a screenshot sent via email to the Finnish security firm F-Secure. A Lycos spokesperson said that the screenshot was a hoax: there was no trace of intrusion in the server log and the site was simply unavailable due to a high demand.

Some Internet service providers blocked either the traffic to Lycos-Europe, or the requests generated by the screensaver.

Next, one of the targeted sites redirected all traffic to the Lycos’ server, making Lycos itself a target. The company had maintained that its server was immune from the attack. Lycos stopped distributing the program on December 3, 2004 and asked clients to “stay tuned.” The company later ended the program.

On December 6, F-Secure reported a virus email disguised as the anti-spam screensaver. When its attachment (a zip file) is opened, it self-extracts and installs a “Trojan horse” –harmful program disguised as legitimate software. The Trojan horse was set up to monitor keystrokes in order to steal passwords, bank account numbers and other important information.

Lycos’ software had been downloaded more than 100,000 times by the end of the campaign.

Monday, January 26, 2009

On Thursday, the municipal intermediate people’s court in Shijiazhuang, Hebei province, China pronounced sentences for 21 defendants implicated in the 2008 Chinese milk scandal which killed at least six infants and sickened nearly 300,000 others.

In the local court’s decision, 17 accused were indicted for the crimes of “producing, adding melamine-laced ‘protein powder’ to infant milk or selling tainted, fake and substandard milk to Sanlu Group or 21 other dairy companies, including six who were charged with the crime of endangering public security by dangerous means.” Four other courts in Wuji County, in Hebei, China had also tried cases on the milk scandal.

Zhang Yujun, age 40, of Quzhou County (Hebei), who produced and sold melamine-laced “protein powder” in the milk scandal, was convicted of endangering public security and sentenced to death by the Shijiazhuang intermediate people’s court.

The court also imposed the penalty of death upon Geng Jinping, who added 434 kg of melamine-laced powder to about 900 tons of fresh milk to artificially increase the protein content. He sold the tainted milk to Sanlu and some other dairy companies. His brother Geng Jinzhu was sentenced to eight years imprisonment for assisting in adding the melamine.

A suspended capital punishment sentence, pending a review, with two years probation, was handed down to Gao Junjie. Under the law, a suspended death sentence is equivalent to life imprisonment with good behavior. The court ruled that Gao designed more than 70 tons of melamine-tainted “protein powder” in a Zhengding County underground factory near Shijiazhuang. His wife Xiao Yu who assisted him, was also sentenced to five years imprisonment.

Sanlu Group General Manager Tian Wenhua, 66, a native of Nangang Village in Zhengding County, who was charged under Articles 144 and 150 of the criminal code, was sentenced to life imprisonment for producing and selling fake or substandard products. She was also fined 20 million yuan (US$2.92 million) while Sanlu, which has been declared bankrupt, was fined 49.37 million yuan ($7.3 million).

Tian Wenhua plans to appeal the guilty verdict on grounds of lack of evidence, said her lawyer Liang Zikai on Saturday. Tian testified last month during her trial that she decided not to stop production of the tainted milk products because a Fonterra designated board member handed her a document which states that a maximum of 20 mg of melamine was allowed in every kg of milk in the European Union. Liang opined that Tian should instead be charged with “liability in a major accident,” which is punishable by up to seven years imprisonment, instead of manufacturing and selling fake or substandard products.

According to Zhang Deli, chief procurator of the Hebei Provincial People’s Procuratorate, Chinese police have arrested another 39 people in connection with the scandal. Authorities last year also arrested 12 milk dealers and suppliers who allegedly sold contaminated milk to Sanlu, and six people were charged with selling melamine.

In late December, 17 people involved in producing, selling, buying and adding melamine to raw milk went on trial. Tian Wenhua and three other Sanlu executives appeared in court in Shijiazhuang, charged with producing and selling fake or substandard milk contaminated with melamine. Tian pleaded guilty, and told the court during her 14-hour December 31 trial that she learned about the tainted milk complaints and problems with her company’s BeiBei milk powder from consumer complaints in mid-May.

She then apparently led a working team to handle the case, but her company did not stop producing and selling formula until about September 11. She also did not report to the Shijiazhuang city government until August 2.

The court also sentenced Zhang Yanzhang, 20, to the lesser penalty of life imprisonment. Yanzhang worked with Zhang Yujun, buying and reselling the protein powder. The convicts were deprived of their political rights for life.

Xue Jianzhong, owner of an industrial chemical shop, and Zhang Yanjun were punished with life imprisonment and 15 years jail sentence respectively. The court found them responsible for employment of workers to produce about 200 tons of the tainted infant milk formula, and selling supplies to Sanlu, earning more than one million yuan.

“From October 2007 to August 2008, Zhang Yujun produced 775.6 tons of ‘protein powder’ that contained the toxic chemical of melamine, and sold more than 600 tons of it with a total value of 6.83 million yuan [$998,000]. He sold 230 tons of the “protein powder” to Zhang Yanzhang, who will stay behind bars for the rest of his life under the same charge. Both Zhangs were ‘fully aware of the harm of melamine’ while they produced and sold the chemical, and should be charged for endangering the public security,” the Court ruled.

The local court also imposed jail sentences of between five years and 15 years upon three top Sanlu executives. Wang Yuliang and Hang Zhiqi, both former deputy general managers, and Wu Jusheng, a former raw milk department manager, were respectively sentenced to 15 years, eight years and five years imprisonment. In addition, the court directed Wang to pay multi-million dollar fines. In December, Wang Yuliang had appeared at the Shijiazhuang local court in a wheelchair, after what the Chinese state-controlled media said was a failed suicide attempt.

The judgment also states “the infant milk powder was then resold to private milk collectors in Shijiazhuang, Tangsan, Xingtai and Zhangjiakou in Hebei.” Some collectors added it to raw milk to elevate apparent protein levels, and the milk was then resold to Sanlu Group.

“The Chinese government authorities have been paying great attention to food safety and product quality,” Yu Jiang Yu, spokesperson for the Ministry of Foreign Affairs, said. “After the case broke out, the Chinese government strengthened rules and regulations and took a lot of other measures to strengthen regulations and monitor food safety,” she added.

In the People’s Republic of China, the intermediate people’s court is the second lowest local people’s court. Under the Organic Law of the People’s Courts of the People’s Republic of China, it has jurisdiction over important local cases in the first instance and hear appeal cases from the basic people’s court.

The 2008 Chinese milk scandal was a food safety incident in China involving milk and infant formula, and other food materials and components, which had been adulterated with melamine. In November 2008, the Chinese government reported an estimated 300,000 victims have suffered; six infants have died from kidney stones and other acute renal infections, while 860 babies were hospitalized.

Melamine is normally used to make plastics, fertilizer, coatings and laminates, wood adhesives, fabric coatings, ceiling tiles and flame retardants. It was added by the accused to infant milk powder, making it appear to have a higher protein content. In 2004, a watered-down milk resulted in 13 Chinese infant deaths from malnutrition.

The tainted milk scandal hit the headlines on 16 July, after sixteen babies in Gansu Province who had been fed on milk powder produced by Shijiazhuang-based Sanlu Group were diagnosed with kidney stones. Sanlu is 43% owned by New Zealand’s Fonterra. After the initial probe on Sanlu, government authorities confirmed the health problem existed to a lesser degree in products from 21 other companies, including Mengniu, Yili, and Yashili.

From August 2 to September 12 last year Sanlu produced 904 tonnes of melamine-tainted infant milk powder. It sold 813 tonnes of the fake or substandard products, making 47.5 million yuan ($13.25 million). In December, Xinhua reported that the Ministry of Health confirmed 290,000 victims, including 51,900 hospitalized. It further acknowledged reports of “11 suspected deaths from melamine contaminated milk powder from provinces, but officially confirmed 3 deaths.”

Sanlu Group which filed a bankruptcy petition, that was accepted by the Shijiazhuang Intermediate People’s Court last month, and the other 21 dairy companies, have proposed a 1.1 billion yuan ($160 million) compensation plan for court settlement. The court appointed receiver was granted six months to conclude the sale of Sanlu’s assets for distribution to creditors. The 22 dairy companies offered “families whose children died would receive 200,000 yuan ($29,000), while others would receive 30,000 yuan ($4,380) for serious cases of kidney stones and 2,000 yuan ($290) for less severe cases.”

Sanlu stopped production on September 12 amid huge debts estimated at 1.1 billion yuan. On December 19, the company borrowed 902 million yuan for medical and compensation payment to victims of the scandal. On January 16, Sanlu paid compensation of 200,000 yuan (29,247 U.S. dollars) to Yi Yongsheng and Jiao Hongfang, Gangu County villagers, the parents of the first baby who died.

“Children under three years old, who had drunk tainted milk and had disease symptoms could still come to local hospitals for check-ups, and would receive free treatment if diagnosed with stones in the urinary system,” said Mao Qun’an, spokesman of the Ministry of Health on Thursday, adding that “the nationwide screening for sickened children has basically come to an end.”

“As of Thursday, about 90% of families of 262,662 children who were sickened after drinking the melamine-contaminated milk products had signed compensation agreements with involved enterprises and accepted compensation,” the China Dairy Industry Association said Friday, without revealing, however, the amount of damages paid. The Association (CDIA) also created a fund for payment of the medical bills for the sickened babies until they reach the age of 18.

Chinese data shows that those parents who signed the state-backed compensation deal include the families of six children officially confirmed dead, and all but two of 891 made seriously ill, the report said. Families of 23,651 children made ill by melamine tainted milk, however, have not received the compensation offer, because of “wrong or untrue” registration details, said Xinhua.

Several Chinese parents, however, demanded higher levels of damages from the government. Zhao Lianhai announced Friday that he and three other parents were filing a petition to the Ministry of Health. The letter calls for “free medical care and follow-up services for all victims, reimbursement for treatment already paid for, and further research into the long-term health effects of melamine among other demands,” the petition duly signed by some 550 aggrieved parents and Zhao states.

“Children are the future of every family, and moreover, they are the future of this country. As consumers, we have been greatly damaged,” the petition alleged. Chinese investigators also confirmed the presence of melamine in nearly 70 milk products from more than 20 companies, quality control official Li Changjiang admitted.

In addition, a group of Chinese lawyers, led by administrator Lin Zheng, filed Tuesday a $5.2 million lawsuit with the Supreme People’s Court of the People’s Republic of China (under Chief Grand Justice Wang Shengjunin), in Beijing, on behalf of the families of 213 children’s families. The class-action product liability case against 22 dairy companies, include the largest case seeking $73,000 compensation for a dead child.

According to a statement to the Shanghai Stock Exchange Market Friday, China’s Inner Mongolia Yili Industrial Group Company, which has a domestic market share of milk powder at 8 percent, reported a net loss in 2008 because of the milk scandal. A Morgan Stanley report states the expected company’s 2008 loss at 2.3 billion yuan. The scandal also affected Yili’s domestic rivals China Mengniu Dairy Company Limited and the Bright Group. Mengniu suffered an expected net loss of 900 million yuan despite earnings in the first half of 2008, while the Bright Group posted a third quarter loss at 271 million yuan last year.

New Zealand dairy giant Fonterra, said Saturday it accepted the Chinese court’s guilty verdicts but alleged it had no knowledge of the criminal actions taken by those involved. “We accept the court’s findings but Fonterra supports the New Zealand Government’s position on the death penalty. We have been shocked and disturbed by the information that has come to hand as a result of the judicial process,” said Fonterra Chief Executive Andrew Ferrier.

“Fonterra deeply regrets the harm and pain this tragedy has caused so many Chinese families,” he added. “We certainly would never have approved of these actions. I am appalled that the four individuals deliberately released product containing melamine. These actions were never reported to the Sanlu Board and fundamentally go against the ethics and values of Fonterra,” Ferrier noted.

Fonterra, which controls more than 95 percent of New Zealand’s milk supply, is the nation’ biggest multinational business, its second-biggest foreign currency earner and accounts for more than 24 percent of the nation’s exports. Fonterra was legally responsible for informing Chinese health authorities of the tainted milk scandal in August, and by December it had written off its $200 million investment in Sanlu Group.

Amnesty International also strongly voiced its opposition to the imposition of capital punishment by the Chinese local court and raised concerns about New Zealand’s implication in the milk scandal. “The death penalty will not put right the immense suffering caused by these men. The death penalty is the ultimate, cruel and inhumane punishment and New Zealand must take a stand to prevent further abuses of human rights.” AI New Zealand chief executive Patrick Holmes said on Saturday.

“The New Zealand government does not condone the death sentence but we respect their right to take a very serious attitude to what was extremely serious offending,” said John Phillip Key, the 38th and current Prime Minister of New Zealand and leader of the National Party. He criticized Fonterra’s response Monday, saying, “Fonterra did not have control of the vertical production chain, in other words they were making the milk powder not the supply of the milk, so it was a difficult position and they did not know until quite late in the piece. Nevertheless they probably could front more for this sort of thing.”

Keith Locke, current New Zealand MP, and the opposition Green Party foreign affairs spokesman, who was first elected to parliament in 1999 called on the government and Fonterra to respond strongly against the Chinese verdict. “They show the harshness of the regime towards anyone who embarrasses it, whether they are real criminals, whistleblowers or dissenters,” he said. “Many Chinese knew the milk was being contaminated but said nothing for fear of repercussions from those in authority. Fonterra could not get any action from local officials when it first discovered the contamination. There was only movement, some time later, when the matter became public,” he noted.

Green Party explained “it is time Fonterra drops its overly cautious act.” The party, however, stressed the death penalty is not a answer to the problems which created the Chinese milk scandal. “The Green Party is totally opposed to the death penalty. We would like to see the government and, indeed, Fonterra, speaking out and urging the Chinese government to stop the death penalty,” said Green Party MP Sue Kedgley.

Saturday, February 19, 2005

Feel free to use the Wikimedia sites to solve our Wikinews crossword. Please do not fill it out online as it would spoil it for other people; print it out and fill it in at your own leisure!

< Previous crossword.

Sunday, July 8, 2007

The U.S. Army installation at Fort Lee in Virginia will begin using a program called RAPIDGate that will replace passes issued to non-military persons who regularly require access to the facility. The program will take effect July 10, when the practice of issuing 90-day passes to people who present a valid driver’s license, vehicle registration, and proof of insurance for the vehicle used for access ends. Those passes will be grandfathered out as they expire.

The RAPIDGate program for fast entry into Fort Lee replaces what was once access privileges performed by the installation itself, which came free of cost. The new outsourced program administered by Portland, Oregon-based Eid Passport, Inc. enhances security to the installation by performing background checks. Their service comes at a price. The screening process makes a ten-year felony background check, performs a check against terrorist and sexual offender watch lists, and does a social security cross reference to validate a person’s identity.

Qualified applicants are issued a pass that enables them to bypass inspection pits and use any of the facility’s seven gates for access. Businesses whose employees would benefit by this are required to contact the program provider and have “point of contact” persons who can validate an applicant’s employment. Enrollment in the program costs the business US$199. A pass for each employee of the business costs $159 annually. The pass for employees expires after a year, when a new background check is required by the program.

The program is a voluntary alternative for civilians to conform with new access policies mandated by the Department of Defense and the U.S. Army, according to an information pamphlet distributed by the base. A kiosk will be set up at Fort Lee to accept applications that process a photograph, social security number, and fingerprint.

Those without a RAPIDGate pass will need to enter the fort at locations where their vehicle can be inspected. A rigorous inspection involves armed guards asking the driver to place keys on the dash board, pop the hood and the trunk, open the glove box, and have all occupants exit the vehicle and open all doors, including the hood and trunk. While the vehicle is inspected inside, another guard uses a mirror attached to a wand to inspect under the chassis of the vehicle’s undercarriage.

Eid Passport, Inc. specializes in identity authentication and background screening. Fort Lee will be the 12th military installation out of an estimated 250 military installations on U.S soil to implement identity screening as part of new policies mandated by the Department of Defense (DoD).

“The pass contains no personal information,” said David Smith, the director of marketing for Eid Passport. It does contain a barcode which is scanned at entry. The RAPIDGate program database includes a biometric fingerprint that might be checked by the scanning device against the presenter of the pass in times of elevated security. The pass is also embedded with an active RFID transmitter. The pass is scanned on entry to the fort at the gate check point, but not upon exit. If the RFID transmitter works properly, movement into and out of the base will be recorded.

The Fort Lee pamphlet mentions a “a new mandate” by the DoD. That mention appears to be in reference to portion of the language found in an Instruction issued in October last year by the DoD that states, “Implement a verification process, whether through background checks or other similar processes, that enables the U.S. Government to attest to the trustworthiness of DoD contractors and sub-contractors.”

The Instruction stems from a Directive signed by President Bush in August of 2004. That Directive, from the Department of Homeland Security, says in part, “Wide variations in the quality and security of forms of identification used to gain access to secure Federal and other facilities where there is potential for terrorist attacks need to be eliminated.”

Fort Lewis in Washington state was the first U.S. military installation to adopt the RAPIDGate program as a test in 2004. Since then, Fort Sam Houston, Fort Carson, and Fort Bragg, among other installations have adopted the program.

“What happened at Fort Dix, [New Jersey], as we look at it, is a Fort Dix issue,” Laura Arenschield reported spokesman for the 18th Airborne, Tom McCollum, as saying in June. “That should not be taken as an invitation for someone to try it here at Fort Bragg, but (security) is a living, breathing entity. You have to constantly change it just to keep those who are trying to penetrate it on their toes.” The new security measures will go into effect at Fort Bragg, North Carolina, which is among the largest of domestic military bases, starting July 8.

Tuesday, April 16, 2019

The roof of Notre Dame cathedral in French capital Paris caught fire yesterday. The spire and at least part of the roof, and at least part of the wooden frame, collapsed. According to officials, the two bell towers were saved.

The fire reportedly started at about 19:00 local time (1700 UTC). Reportedly over 400 firefighters participated in extinguishing the blaze and were still working as of midnight. Not only did they put out the fire but they continued to cool the structure after the fire was gone to reduce the possibility of further damage.

Officials cleared the area around the cathedral.

The French Civil Security service said water bombing by aircraft was disallowed as it might have caused additional damage to the monument.

As of late yesterday, the fire’s cause had not been officially stated. President Emmanuel Macron cancelled an address he was to have given during the evening and instead went to the scene.

Renovation work was ongoing in the building before the fire began. The world-famous cathedral, completed in the 13th century, is one of the most well-known monuments in France.

Sunday, December 10, 2006

A Japanese official has stated that Japan is opposed to re-entering into six-party talks between the United States, China, Russia, South Korea, and North Korea in regards to the N. Korean nuclear weapons program stating that N. Korea must “compromise.”

“It’s fine if North Korea can bring some contribution to peace, but simply starting talks is not meaningful,” said the chairman of the Liberal Democratic Party’s policy research council in Japan, Shoichi Nakagawa.

“The situation has changed since the last six-party talks in September last year. North Korea has conducted missile test launches and undertaken a nuclear test. Talks shouldn’t re-open without careful consideration,” added Nakagawa. North Korea successfully tested a nuclear missile on October 9, 2006.

“[We expect] early and concrete results. We believe it is necessary for North Korea to show concrete actions toward the abandonment of all nuclear weapons and existing nuclear programs,” said Shinzo Abe, the Prime Minister of Japan.

Six-party talks are said to resume on December 18, 2006.

Tuesday, July 1, 2014

Toronto , Canada —What experiences makes a coach of an international sports team? Wikinews interviewed Tom Kyle, the coach of the Australia women’s national wheelchair basketball team, known as the Gliders, in Toronto for the 2014 Women’s World Wheelchair Basketball Championship.

((Wikinews)) Tell us about yourself. First of all, where were you born?

Tom Kyle: I was born in Cooma, in the Snowy Mountains in New South Wales. Way back in 1959. Fifteenth of June. Grew up in the Snowy Mountains Scheme with my family. At that stage my father worked for the Snowy scheme. And started playing sport when I was very young. I was a cricketer when I first started. Then about the age of 12, 13 I discovered basketball. Because it had gotten too cold to do all the sports that I wanted to do, and we had a lot of rain one year, and decided then that for a couple of months that we’d have a go at basketball.

((WN)) So you took up basketball. When did you decide… did you play for the clubs?

Tom Kyle: I played for Cooma. As a 14-year-old I represented them in the under-18s, and then as a 16-year-old I represented them in the senor men’s competition. We played in Canberra as a regional district team. At the age of 16 is when I first started coaching. So I started coaching the under-14 rep sides before the age of 16. So I’m coming up to my forty years of coaching.

((WN)) So you formed an ambition to be a coach at that time?

Tom Kyle: Yeah, I liked the coaching. Well I was dedicated to wanting to be a PE [Physical Education] teacher at school. And in Year 12 I missed out by three marks of getting the scholarship that I needed. I couldn’t go to university without a scholarship, and I missed out by three marks of getting in to PE. So I had a choice of either doing a Bachelor of Arts and crossing over after year one, or go back and do Year 12 [again]. Because of my sport in Cooma, because I played every sport there was, and my basketball started to become my love.

((WN)) } You still played cricket?

Tom Kyle: Still played cricket. Was captain of the ACT [Australian Capital Territory] in cricket at the age of 12. Went on to… potentially I could have gone further but cricket became one of those sports where you spend all weekend, four afternoons a week…

((WN)) I know what it’s like.

Tom Kyle: At that stage I was still an A grade cricketer in Cooma and playing in Canberra, and rugby league and rugby union, had a go at AFL [Australian Football League], soccer. Because in country towns you play everything. Tennis on a Saturday. Cricket or football on a Sunday. That sort of stuff so… And then basketball through the week.

((WN)) So you didn’t get in to PE, so what did you do?

Tom Kyle: I went back and did Year 12 twice. I repeated Year 12, which was great because it allowed me to play more of the sport, which I loved. Didn’t really work that much harder but I got the marks that I needed to get the scholarship to Wollongong University. It was the Institute of Education at that stage. So I graduated high school in ’78, and started at the Institute of Education Wollongong in ’79, as a health and PE — it was a double major. So a dual degree, a four year degree. After two years there they merged the Institute of Education with the University of Wollongong. So I got a degree from the University of Wollongong and I got a degree from the Institute of Education. So I graduated from there in ’83. At that stage I was coaching and playing rep basketball in Wollongong in their team underneath the NBL I played state league there for Shellharbour. Still coaching as well with the University, coaching the university sides. It was there that I met up with Doctor Adrian Hurley, who was then one of the Australian coaches, and he actually did some coaching with me when I was at the University, in the gym. So that gave me a good appreciation of coaching and the professionalism of it. He really impressed me and inspired me to do a bit more of it. So in ’84 I got married and I moved to Brisbane, and started teaching and looking after the sport of basketball and tennis at Anglican Church Grammar School in Brisbane.

((WN)) You moved to Brisbane for the job?

Tom Kyle: Yes, I was given a job and a house. The job basically entailed looking after their gymnasium and doing some part-time teaching as well as being the basketball convener and tennis convener. I looked after those sports for the private boys school. Churchie is a very big school in Brisbane and so I did that in ’84 with my wife at that stage and we lived on the premises. In 1985 I took a team of fifteen boys from Churchie into the United States for a couple of summer camp tours which we do, and I got involved in the Brisbane Bullets team at that stage, getting them moved in to Churchie to train. The Brisbane Bullets was the NBL team in Brisbane at the time. So that got me involved in the Brisbane coaching and junior basketball. I was actually in charge of junior basketball for the Brisbane association. As part of that, I coached at Churchie as well. Looked after some things at the Brisbane Bullets’ home games. So that got me well and truly involved in that. And then in ’85 was the birth of my first son, and with that came a bit of change of priorities, so then in 1986 I moved back to Sydney. I got offered a job at Harbord Diggers Memorial Club at Harbord, looking after their sports centre. So I saw that as an opportunity to get out of, I suppose, the teaching side of things at that stage didn’t appeal to me, the coaching side did, the teaching side and the fact that you had to follow the curriculums, and some of the things you weren’t allowed to have fun, to me if you’re going to learn you’ve got to have fun. So that was my sort of enough for the teaching side, I figured I’d go and do something else, and get to keep my coaching alive on the side. So I moved back to Sydney, with my family and my young son. I had a second son in 1987, and I started coaching the Manly-Warringah senior men’s and development league teams. We were in the state league at that stage. So I had both of those teams and I was coaching them, travelling around the north of the state, and competing. We were fortunate enough we came second the year I was the head coach of the men in the state competition for our area. That gave me a whole new perspective of coaching, because it was now senior men’s coaching as well as junior men’s. We had people like Ian Davies coming out of the NBL at Sydney and trying out wanting to play with the men’s squad. Fair quality in that group. The Dalton boys came out of that program. I didn’t coach them, but Brad and Mark Dalton who played for the Kings. That gave me a good couple of years. At that stage I’d changed jobs. I’d actually moved up to Warringah Aquatic Centre in Sydney. Which was at the time the state swimming centre. And I was the director of that for a year. Or eighteen, nineteen months. In that time we held the selection criteria for the 1988 Seoul Olympics swimming. So the national championships and what they call the Olympic selection qualifiers. So we held them at the Warringah Aquatic Centre when I was in charge of it which made it quite an interesting thing, because there I got to see elite sport at its best. Australian swimming. All the swimmers coming through. Lisa Curry has just retired, and I saw her. All the swimmers going to Seoul. That gave me a good appreciation of professional sport, as well as managing sports facilities. So I was there for two years, eighteen months basically. And we’d made a decision that we wanted to come back to Brisbane. So moved back to Brisbane in 1989, to take up a job as a marketing officer at the Department of Recreation at Brisbane City Council. That was my full-time job. Meanwhile, again, I got involved in a bit of coaching. My sons were looking at becoming involved, they were going through St Peter Chanel School at The Gap, and that was a feeder school for Marist Brothers Ashgrove in Brisbane, which was a big Catholic boys’ school in Brisbane. So I started to get involved in Marist Brothers Ashgrove basketball program, and I became the convener of basketball as well as the head coach there for about seven or eight years running their program, while my boys, obviously, were going through the school. That was a voluntary thing, because I was still working for the [Brisbane City] Council when I first started. At that stage I’d also quit the council job and started my own IT [Information Technology] company. Which was quite interesting. Because as a sideline I was writing software. At Warringah Aquatic Centre one of the things when I got there they didn’t have a computer system, they only had a cash register. And I asked them about statistics and the council didn’t have much money, they said, “well, here’s an old XT computer”, it was an old Wang actually, so it was not quite an XT.

((WN)) I know the ones.

Tom Kyle: You know the ones?

((WN)) Yes.

Tom Kyle: And they gave me that, and they said, “Oh, you got no software.” One of the guys at council said “we’ve got an old copy of DataEase. We might give you that,” which old an old database programming tool. So I took that and I wrote a point of sale system for the centre. And then we upgraded from DataEase, we went to dBase III and dBase IV. Didn’t like dBase IV, it had all these bugs in it, so my system started to crash. So I’d go home at night and write the program, and then come back and put it into the centre during the day so they could collect the statistics I wanted. It was a simple point of sale system, but it was effective, and then we upgraded that to Clipper and I started programming object orientated while I was there, and wrote the whole booking system, we had bookings for the pools, learn-to-swim bookings, point of sale. We actually connected it to an automatic turnstyle with the coin entry so it gave me a whole heap of new skills in IT that I never had before, self-taught, because I’d never done any IT courses, when I went to Brisbane City Council and that didn’t work out then I started my own computer company. I took what I’d written in Clipper and decided to rewrite that in Powerbuilder. You’ve probably heard of it.

((WN)) Yes.

Tom Kyle: So that’s when I started my own company. Walked out of the Brisbane City Council. I had an ethical disagreement with my boss, who spent some council money going to a convention at one place and doing some private consultancy, which I didn’t agree with Council funds being done like that, so I resigned. Probably the best move of my business life. It then allowed me then to become an entrepreneur of my own, so I wrote my own software, and started selling a leisure package which basically managed leisure centres around the country. And I had the AIS [Australian Institute of Sport] as one of my clients.

((WN)) Oh!

Tom Kyle: Yes, they have a turnstyle entry system and learn-to-swim booking system and they were using it for many years. Had people all over the country. I ended up employing ten people in my company, which was quite good, right through to, I suppose, 1997?, somewhere in there. And I was still coaching full time, well, not full time, but, voluntary, for about 35 hours a week at Ashgrove at the time, as well as doing, I did the Brisbane under-14 rep side as well, so that gave me a good appreciation of rep basketball. So I’d been coaching a lot of school basketball in that time. And then in 2000 I decided to give that away and went to work for Jupiters Casino. Bit of a change. I started as a business analyst and ended up as a product development manager. I was doing that, I was going through a divorce, still coaching at Ashgrove, I had been at Ashgrove now from 1992 through to 2003. I had been coaching full time as the head coach, coordinator of all the coaches and convener of the sport for the school. We won our competitions a number of times. We went to the state schools competition as a team there one year. Which we did quite well. Didn’t win it but, did quite well. In 2003 my boys had finished at school and I’d got a divorce at that stage. Been offered another opportunity to go to Villanova College, which was a competing school across the other side of the river. So I started head coaching there for five years. It was there where I started to get into wheelchair basketball. It is an interesting story, because at that stage I’d moved on from Jupiters Casino. I’d actually started working for various companies, and I ended up with Suncorp Metway as a project manager. Got out of my own company and decided to earn more money as a consultant. [evil laugh]

((WN)) A common thing.

Tom Kyle: But it was in Suncorp Metway where I got into wheelchair basketball.

((WN)) How does that happen?

Tom Kyle: At the time I was spending about 35 to 40 hours a week at Villanova College, coaching their program and my new wife, Jane, whom you’ve met…

((WN)) Who is now the [Gliders’] team manager.

Tom Kyle: Correct. She was left out a little bit because I’d be with the guys for many many hours. We did lot of good things together because I had a holistic approach to basketball. It’s not about just playing the game, it’s about being better individuals, putting back into your community and treating people the right way, so we used to do a lot of team building and […] cause you’re getting young men at these schools, trying to get them to become young adults. And she saw what we were doing one time, went to an awards dinner, and she was basically gobsmacked by what relationship we had with these boys. How well mannered they were and what influence we had. How these boys spoke of the impact on their lives. It was where she said to me, “I really want to get involved in that. I want to be part of that side of your life.” And I said, “Okay, we might go out and volunteer.” We put our names down at Sporting Wheelies, the disabled association at the time, to volunteer in disabled sports. Didn’t hear anything for about four months, so I thought, oh well, they obviously didn’t want me. One of my colleagues at work came to me and he said “Tom, you coach wheelchair basketball?” I said, “yeah, I do.” And he said, “Well, my son’s in a wheelchair, and his team’s looking for a coach. Would you be interested?” And I thought about it. And I said, “Well, coaching for about 35 hours a week over here at Villanova School. I don’t think my wife will allow me to coach another 20 hours somewhere else, but give me the information and I’ll see what we can do.” He gave me the forms. I took the forms home. It was actually the Brisbane Spinning Bullets, at that stage, which was the National [Wheelchair Basketball] League team for Queensland. They were looking for coaching staff. I took the forms home, which was a head coach role, an assistant head coach role, and a manager role. I left them on the bench, my wife Jane took a look at it and said, “Hey! They’re looking for a manager! If I’d be the manager, you could be the head coach, it’s something we could do it together. We always said we’d do something together, and this is an opportunity.” I said, “Okay, if you want to do that. I’m still not going to drop my Villanova commitments, I’m going to keep that going. So that was in the beginning of 2008. So we signed up and lo and behold, I got the appointment as the head coach and she got the appointment as the manager. So it was something we started to share. Turned up at the first training session and met Adrian King and Tige Simmonds, Rollers, Australian players… I’d actually heard of Adrian because we’d had a young boy at Ashgrove called Sam Hodge. He was in a chair and he brought Adrian in for a demonstration one day. I was quite impressed by the way he spoke, and cared about the kids. So to me it was like an eye-opener. So I started coaching that year, started in January–February, and obviously it was leading in to the Paralympics in 2008, Beijing. And coaching the team, I started coaching the national League, a completely different came, the thing I liked about it is wheelchair basketball is like the old-school basketball, screen and roll basketball. You can’t get anywhere unless somebody helps you get there. It’s not one-on-one like the able-bodied game today. So that was really up my alley, and I really enjoyed that. I applied a couple of things the boys hadn’t actually seen, and as it turns out, I ended up coaching against the [Perth] Wheelcats in a competition round. And I didn’t at the time know, that the guy on the other bench was Ben Ettridge, the head coach for the Rollers. And after the weekend we shook hands and he said, “I really like what you do, what you’re trying to do with this group. And he said I like the way you coach and your style. Would you be interested if the opportunity came up to come down to Canberra and participate in a camp. He said “I can’t pay you to be there, but if you want to come along…” I said “Absolutely. I’ll be there.” So about three or four weeks later I get a phone call from Ben and he said “We’ve got a camp coming up in February, would you like to come in?” I said: “Yep, absolutely”, so I went and flew myself down there and attended the camp. Had a great time getting to know the Rollers, and all of that, and I just applied what I knew about basketball, which wasn’t much about wheelchair, but a lot about basketball, ball movement and timing. And I think he liked what he saw. The two of us got on well. And out of that camp they were getting the team prepared to go to Manchester. They were going into Varese first, Manchester for the British Telecom Paralympic Cup that they have in May, which is an event that they do prior to some of these major events. That was 2009, my mistake, after Beijing; so the camp was after Beijing as well. So I was sitting at Suncorp Metway running a big CRM program at the time, because they had just merged with Promina Insurances, so they’d just acquired all these companies like AAMI, Vero and all those companies, so we had all of these disparate companies and we were trying to get a single view of the customer, so I was running a major IT project to do that. And I get a phone call from Ben on the Friday, and he said “Look, Tom, we’re going to Varese in the May, and we’re going on to Manchester.” I said, “I know”. And he said, “Craig Friday, my assistant coach, can’t make it. Got work commitments.” I said: “Oh, that’s no good.” And he said: “Would you be interested in going?” And I said “Well, when’s that?” And he said: “Monday week.” And this was on the Friday. And I said: “Look, I’m very interested, but let me check with my boss, because I [am] running a big IT project.” So I went to my boss on the Friday and I said “Look, I am very keen to do this Australian opportunity. Two weeks away. You okay if I take two weeks off?” And he said. “Oh, let me think about it.” The Monday was a public holiday, so I couldn’t talk to him then. And I said “Well, I need to know, because it’s Monday week, and I need to let him know.” And he said, “I’ll let you know Tuesday morning.” So I sort of thought about it over the weekend, and I rang Ben on the Sunday night I think it was, and I said “I’m in!” He said: “Are you okay with work?” I said: “Don’t worry about that, I’ll sort it out.” Anyway, walked into work on Tuesday morning and the boss said… and I said I just to put it on the table: I’m going. You need to decide whether you want me to come back.” And he said: “What?!” And I said, “Well, I love my basketball. My basketball has been my life for many years, many, many hours. Here’s an opportunity to travel with an Australian side. I’m telling you that I’m taking the opportunity, and you need to determine whether you want me back. ” And he said: “Really?” And I said: “Yeah. Yeah. That’s it.” And he said: “Well, I’ll have to think about that.” And I said, “well you think about it but I’ve already told the Australian coach I’m going. It’s a decision for you whether you want me back. If you don’t, that’s fine, I don’t have a problem.” So on the Wednesday he came back and said: “We’re not going to allow you to go.” I said: “Well, I’m going. So here’s my resignation.” He says: “You’d really do that?” And I said: “Absolutely.” And I resigned. So on the Friday I finished up, and got on a plane on Monday, and headed to Varese as Ben’s assistant on the tour. Got to spend a bit more time with Tige Simmonds and Adrian and Justin and Brad and Shaun and all the boys and had a fabulous time. Learnt a lot. And then we went on to Manchester and learnt even more, and I think Ben was quite happy with what I’d done. With my technical background I took over all the video analysis stuff and did all that recording myself. We didn’t really want any hiccups so he was pretty happy with that. So after that Ben asked me if I would be interested in becoming an assistant coach with the under-23s, because the then-coach was Mark Walker and Ben Osborne was his assistant but he wanted somebody else who, as he put it, he could trust, in that group, because a number of his developing players were in that group. So that meant that I had some camps to do in June when I came back, and then in July, think it was July, 2009, went to England and Paris with the under-23s for the world championships. That was my first foray as an assistant coach officially with the Australian team, and I was the assistant coach. It was a combined team at that stage, boys and girls. Cobi Crispin was on that tour. Amber Merritt was on that tour. Adam Deans was on that tour, Colin Smith, Kim Robbins, John McPhail, all of those. There was a number of junior Rollers coming through that group. Bill Latham was on that tour. He really appreciated what I’d done there, and when Craig Friday said that he was having a family and couldn’t commit to the next year in 2010 which was the world championship year, Ben asked me to join the program. So that’s how I started. So in 2010 I attended my first official world championships with the Rollers, and we won.

((WN)) Yes!

Tom Kyle: So that was an amazing experience to go on that tour and to see what a championship team looks like under the competition of that ilk. And I was then the assistant coach basically right through to London. After London, Ben was quite happy for me to continue. I was doing it voluntarily. By this stage, 2011, I’d given up all the Villanova stuff so I concentrated just on the wheelchair and my Queensland group. And I started to build the Queensland junior program, which featured Tom O’Neill-Thorne, Jordon Bartley, Bailey Rowland, all of those sort of players. You probably don’t know too many of them, but,

((WN)) No.

Tom Kyle: They’re all the up-and-comers. And three of those were in last year’s, 2013 under-23s team. So in 2012 obviously we went to Varese then on to London for the Paras. Won silver in that. When I came back, Ben asked me to do the under-23s as the head coach, and asked me who I wanted as my assistant, so in the December, we, David Gould and I…

((WN)) So you selected David as your assistant?

Tom Kyle: Yes! Yes! Yes! I had a lot of dealings with David, seeing him with the Gliders. Liked what I saw. Plus I’d also seen him with the Adelaide Thunder. He was coaching them for a while, and I really liked the way he worked with kids. He’d also done a camp with the under-23s in 2012 because I couldn’t attend, himself and Sonia Taylor. What was Sonia’s previous name before she married Nick Taylor? […] Anyway, they did a development camp in January 2012 with the under-23s group because I couldn’t attend. Good feedback coming back from that. In the April, the Rollers had gone off to Verase, and there was an opportunity to go to Dubai with the under-23/25 age group. So David and Sonia took them to Dubai and did a good job with them, a really great job with them. So the job for the 23s came up in November 2012. I applied. Got the job. And then was asked who I would want as my assistants, and Ben told me who the other applicants were and I told him, yep, happy with both of those. David became my first assistant […] So we took the under-23s group in December. Had a couple of camps in the first part of 2013, getting ready for the world championships in Turkey in September. At that stage we got to about June, and the head coach for the Gliders came up as a full time position.

((WN)) They hadn’t had a full-time coach before.

Tom Kyle: No, it was all voluntary so John Triscari was, well, not voluntary; was getting a little bit of money, not a great deal.

((WN)) But it wasn’t a full time job.

Tom Kyle: No. So Basketball Australia decided that they needed a full-time coach, which was a big investment for them, and they thought this was the next step for the Gliders. So at the end of May, I remember talking to my wife, because at that stage she’d been on the Gliders’ tour as a replacement manager for Marion Stewart. Marion couldn’t go on a certain tour, to Manchester, so Jane filled in. And they talked to her about possibly becoming the manager of the Gliders moving forward if Marion ever wanted to retire. So in the May when the job came up I looked at it and went, well, can’t, it’s a conflict of interest, because if I put my name up, potentially Jane misses out on being the manager. Also I thought if Ben really wants me to go for it he would have asked me. He hasn’t mentioned it, so, I didn’t apply at first look at it. And then I was just happening to talk to Ben on the side about something else and he asked me if I had put in for the Gliders and I said no I hadn’t. And he asked me why, and I told him if you would have I probably would have, and with Jane. And he said Jane shouldn’t be an issue, and he said I want you to go for it. I said, well, if you’re happy, because I’m loyal to whoever I’m with, I said I’m loyal to you Ben, and at the end of the day I’d stay with the Rollers if you want me to stay with the Rollers. Because for me I enjoy doing whatever I’m doing, and I love the program. He said no, no, I want you to put in for it. So then I had to discuss it with the wife because it meant initially that would want us to move to Sydney. That was still in the cards. So Jane and I had a talk about that. And I said, look, I’d go for it on the condition that it didn’t interfere with Jane’s opportunity to become the manager. So I put in my resume, I got an interview, and in the interview I went to Sydney, and I put all the cards on the table. I said look, the bottom line is that if it’s going to jeopardize Jane’s chances of being the manager, I will opt out. And at that stage they said no, they see that as possibly a positive, rather than a negative. So I said okay, if that’s the case. It’s funny. On the day we had the interview I ran in David Gould back in the airport, because he’d obviously had his interview. And we were talking and I said: “Oh, I didn’t think you were going for it.” And he said, yeah, I wasn’t, because I don’t really want to move to Sydney. And I said, well that was one of the other reasons I did put in for it, because if you didn’t get it I wanted to make sure someone who was passionate about the Gliders to get it. And there’s a couple on the list who may be passionate, but I wasn’t sure. I knew you were, because we’d talked about it at the under-23s. So we had a chat there and I said, if he gets it, he’d put me as an assistant and if I get it I’d put him as an assistant. Because we’d worked so well with the under-23s together as a unit. And we do. We work very well together. We think alike, we both like to play the game etc. So it turns out in June I got a phone call from Steve Nick at that stage and got offered the job with the Gliders. So I started on the first of July full time with the Gliders, but I still had the under-23s to get through to September, so we had a camp, our first camp in July with the Gliders. Went to a national league round in Sydney and then we bused them down to Canberra for a camp. And that was quite an interesting camp because there were a lot of tears, a lot of emotion. It was the first camp since London. It was eighteen months, nearly two years since London [editor’s note: about ten months] and nobody had really contacted them. They’ve been after a silver medal, left. Just left. They were waiting for someone to be appointed and no one had been in touch. And all that sort of stuff. So we went through a whole cleansing exercise there to try and understand what they were going through. And I felt for the girls at that stage. ‘Cause they put a lot of work into being the Gliders, and they do all the time. But they felt disconnected. So that was an emotional camp, but as I said to David at the time, we’ve got to build this program. Since then we’ve been working through. We did the under-23 worlds with the junior boys in September in Turkey. They earned third, a bronze medal. Could have potentially played for gold, but just couldn’t get it going in the semifinal. And then we came back to the Gliders and got ready for Bangkok. Bangkok was our first tour with the Gliders, which was a huge success. Because we got some confidence in the group, and that’s one of the things we’re working on is building their confidence and a belief in themselves. Being able to put things together when it really counts. So that was one of our goals. So Bangkok was our first tour, and I think we achieved a lot there. Got a good team bonding happening there. We’ve since then been to Osaka in February, which was another good outing for the girls. Five day experience with playing five games against the Japanese. That was good. Then in March we brought them here [Canada] for a tournament with the Netherlands, Canada and Japan, and then down to the United States for a four game series against the US. And again, that was a good learning experience. Then back home for a month and then we got to go to Europe, where we played in Frankfurt for the four games, and to Papendal with the Netherlands team. We played three games there before we came here.

((WN)) So that’s a pretty detailed preparation.

Tom Kyle: Yeah, it’s been good. Pretty detailed. It’s been good though. We’re still growing as a group. We’re a lot stronger than we ever have been, I think, mentally. But we’re now starting to get to the real honesty phase, where we can tell each other what we need to tell each other to get the job done. That’s the breakthrough we’ve made in the last month. Whereas in the past I think we’ve been afraid to offend people with what we say. So now we’re just saying it and getting on with it. And we’re seeing some real wins in that space.

((WN)) Thank you!

Monday, June 14, 2021

Arthur Oliver Kostendt, a candidate running in the mayoral election of the US city of Cleveland, Ohio set to take place November 2, discussed his campaign and policies with Wikinews this spring.

According to Cleveland Scene, 29-year-old Kostendt is a member of the Cuyahoga County, Ohio Republican Party but has referred to his campaign as “casual”. According to his web site’s personal biography, he was a cadet for the Army Reserve Officers’ Training Corps (ROTC), scout platoon leader for the 2nd Squadron of the 107th Cavalry Regiment of the Ohio Army National Guard and logistics officer for the 1st Battalion of the 145th Armored Regiment. He served in Kuwait, Iraq, the United Arab Emirates and Saudi Arabia and assisted coalition force detachments in Southeast Asia.

Kostendt is a graduate of the University of Notre Dame and summa cum laude graduate of Cleveland State University. He writes he uses an apostrophe to abbreviate his middle name as “Arthur O’Kostendt” instead of the customary period after the O to emphasise his Irish heritage.

A poll published May 5 by Baldwin Wallace University, which does not feature Mr Kostendt, has Dennis Kucinich and Basheer Jones leading in the mayoral race by 17.8 and 13.3 points, respectively, with a margin of error of up to five per cent either way. 48% of those surveyed were undecided. Incumbent mayor Frank G. Jackson, who won the 2017 Cleveland mayoral election with 59% of the vote, is eligible for a fifth term but announced on May 6 he would retire.

Tuesday, April 20, 2021

Wikinews extended invitations by e-mail on March 23 to multiple candidates running in the Texas’ 6th congressional district special election of May 1 to fill a vacancy left upon the death of Republican congressman Ron Wright. Of them, the office of Democrat Daryl Eddings, Sr. agreed to answer some questions by phone March 30 about their campaigns and policies. The following is the interview with Ms Chatham on behalf of Mr Eddings, Sr.

Eddings is a federal law enforcement officer and senior non-commissioned officer in the US military. His experience as operations officer of an aviation unit in the California National Guard includes working in Los Angeles to control riots sparked by the O. J. Simpson murder case and the police handling of Rodney King, working with drug interdiction teams in Panama and Central America and fighting in the Middle East. He is the founder of Operation Battle Buddy, which has under his leadership kept in touch with over 20 thousand veterans and their families. He was born in California, but moved to Midlothian, Texas. He endeavours to bring “good government, not no government”. Campaign manager Faith Chatham spoke to Wikinews on matters ranging from healthcare to housing.

An Inside Elections poll published on March 18 shows Republican candidate Susan Wright, the widow of Ron Wright, is ahead by 21% followed by Democrat Jana Sanchez with 17% and Republican Jake Ellzey with 8% with a 4.6% margin of error among 450 likely voters. The district is considered “lean Republican” by Inside Elections and voted 51% in favour of Donald Trump in last year’s US presidential election. This is down from 54% for Trump in 2016’s presidential election, the same poll stated.