How To Split and Convert 3.5mm Video Feed into RCA.

This might not be my most popular post but I haven’t found anything that demonstrates the possibility of doing this – especially with a dashcam/aftermarket head unit in a car. Hopefully it’s helpful to someone!

The issue I had was that I already wired up a reverse camera (3.5mm) to my Rexing V1P dashcam and my new Sony XAV-AX100 headunit had an (RCA) input for a reverse camera. I didn’t want to have two cameras off the back of my car so I attempted to split the feed.

As you can see in the photo above, the 3.5mm aux cord comes from the camera (to the right) and a female 3.5mm aux to male RCA converts the digital feed to analog. Then, I used an RCA coupler to connect the white RCAs and a female RCA (yellow) to the red. The female RCA wires are then stripped and split so that one can return to the head unit and the other can complete the circuit to the dashcam (another aux to RCA cord).

I have no idea how this works but I was also able to make this work with a headphone splitter. One headphone split side went right back to the camera and the other converted to RCA and one of the two RCAs worked as the video feed. So, this might end up being a trial and error kind of thing for you but just know that it IS possible to split a digital camera feed to RCA!


Waze Custom Voices Database

(I recovered 98% of the spreadsheet! I had accidentally deleted the google docs folder where the spreadsheet was located and thought I lost everything but luckily, I originally pasted the spreadsheet into WordPress and thankfully, it saves your edits!)

Waze recently released its custom voice feature, allowing anyone to record their own voices to use for their GPS. The best part? They’re shareable! Searching for the perfect voice, I went through every Waze voice I could find (there were 45 at the time of posting) and rated them on how funny they were, how long you could realistically listen to the voice, and how good the audio quality was.

Here’s a great example of a custom Waze voice made by Drew Lynch. There are a few other videos you can check out that I included in the spreadsheet:

Then, I summarized my comments about the unique features of each voice and provided the link to download the voice yourself. The voices are sorted by overall review score. Remember that my scores and summaries are my personal thoughts – You might absolutely love the voice I scored the lowest!

Have you recorded a Waze voice that you’d like to add to the database? Leave a comment below with the link to the voice and I’ll give it a review and post it here!

On a related note… Does anyone know someone with an excessively Italian accent that would be willing to yell at me to turn left? “Turn left, ya stonad!”

Screenshot (14)

Kimco Continues to Transform its Properties & its Portfolio Toward its 2020 Vision

In a timely decision to reinvest in the United States, Kimco completed its divestment from Canada and Mexico to focus solely on its US assets. The goal, as described in its long term strategy plan, is to create “high-quality” properties located primarily in major metro areas. As shown, Kimco completed it’s strategic four year exit from other countries as of this quarter.

Charts: Kimco’s divestment from other countries, which accelerated starting in 2013, has just been completed this quarter. Though GLA (gross leasable area) has decreased, Kimco’s goal is to manage only “high quality” properties with low vacancies and high density regions.


Shedding its foreign properties allows the company to avoid currency fluctuations, foreign political turmoil, allocate management to key metro areas and avoid any new taxes/tariffs put in place by the new administration. “We applaud steps KIM is taking to simplify its business model” said S&P analyst C. Seifert, who was impressed with Kimco’s efforts to reduce its exposure to certain overseas markets and joint ventures.

While the company’s ambitions are clear, the it still faces many challenges during its transformation. First, the company must carefully redistribute the funds from the sale of its final foreign assets. Closing out 2016, the company sold off its final three properties in Mexico, one in Chile and 27 in Canada, generating $417 million for the company. However, for the year, sales of 34 Canadian centers have grossed the company nearly $895 million.

One of the properties Kimco recently sold, Galerias Rio Sonora in Mexico, perfectly demonstrates why the company made an exit from foreign properties. Viewing the property from street view, it becomes clear that the property, though impressive in scale and luxury, is not surrounded by the high income suburban density that Kimco’s 2020 plan describes. Additionally, the elevated security posts in the parking lot are staffed, unlike many in America which are only present for perceived security, suggesting higher crime levels. Continuing up the road, vacant buildings dot the largely undeveloped landscape.


Kimco  will allocate the proceeds from the sales of each property toward acquiring high quality properties, choosing sites in prime locations for mixed-use development and revitalizing aging properties. Kimco does, however, already lease a small number of offices, usually situated above conventional retail outlets but these properties were always ones they acquired rather than built from the ground up. This is the first time the company will, from the ground up, enter the residential and commercial office markets. 

Image: Kimco has already secured between 13 and 79 percent of leases for their development properties despite estimated completion dates reaching into 2021. This validates the company’s interest in the retail market despite growing sector turmoil. However, in the same image, the company acknowledges the shift toward providing residential and commercial office space in order to create desirable consumer spaces. (Source: Kimco First Quarter 2017 Supplemental)


Kimco is now developing residential towers, office buildings and entertainment centers in addition to its retail centers.  Above, Kimco outlines its estimated costs for ground up development, costing upwards of $674 million to develop six properties. By developing these properties, Kimco expects to add 2.5 million square feet of leasable area, 235,000 sq. ft. of which will be residential. Kimco is banking on the idea that people will live in company owned apartments, purchase most of their products in company leased retail stores and potentially work in company leased offices.


This is more commonly known as the “Live, Work & Play Environment,” as stated on the company website. With 72 percent of the company’s annual base rent sourced from shopping centers that already have grocery store anchors, Kimco sees an opportunity to revitalize its centers to reflect this holistic approach of consumerism.


Reflecting upon Kimco’s 2020 Vision strategy, analyst Edward Mui from Morningstar notes that, “The simpler, quality-focused strategy will better support long-term demand and decrease risk for the company’s portfolio, ultimately benefiting investors.” He continues to explain that in the near term, the company’s large developments and frequent disposal and acquisition of properties will lead to balance sheets that might appear to be worrisome to investors who are not aware of the company’s plan.


Kimco planned five sites for development and five sites for revitalization. In recent years, Kimco completed the redevelopment of 13 sites. All the sites, as stated on the plan, are in major metropolitan areas such as Houston, Baltimore and New York City.


One of the more challenging tasks the company faces is selecting properties to acquire and dispose of. While it’s easy to look at current lease revenue and tenant occupancy, it’s extremely complicated to estimate the return on a property given the investment to redevelop the space. Kimco owns two properties that perfectly demonstrate this dilemma.

Jericho Atrium, a moderately sized office complex located on Long Island, does not fit the company’s vision of “high-quality” mixed use retail space. However, it is well leased and has a large parking lot for potential future development.


Another property on Long Island, recently acquired by Kimco, is the Milleridge Inn. The property features a restaurant, catering hall and a small “colonial” village that includes a number of boutique shops. As a property that carries historic designation, Kimco is extremely limited in its redevelopment but it explored building a hotel or an assisted living community on the property.

Dania Pointe, the company’s most extensive project thus far, is located in the Fort Lauderdale metro area. There, Kimco is building a massive mixed use development on the site of an old wooden roller coaster park. It will build 1,100 residential units, two hotels 750,000 square feet of office space and nearly one billion square feet of retail and restaurant space. The space is adjacent to a property Kimco already owns, making it the company’s largest presence in a single community in the country.

 [twentytwenty] [/twentytwenty]


Though it sold close to a billion dollars in real estate this year, the company has just $140 million of cash on hand. The company’s biggest challenge will be to make sure it has sufficient funding for all its projects in addition to all its current liabilities. Luckily for Kimco, the company has just entered into a revolving credit agreement for $2.25 billion from 19 major financial institutions.


Investors, thus far, have not been convinced that the strategic plan will succeed. Shares dropped to another 52-week low this week despite the company posting in-line earnings per share. Valueline analyst Frederick L. Harris commented that, “We attribute that price move, to a certain degree, to less-than-ideal business conditions in the retail store industry.” Harris continued, arguing that the company now has effectively no foreign exposure but, “We like this strategy, since business prospects there don’t seem to be as decent as in the United States.”

Shares dropped to another 52-week low this week despite the company posting in-line earnings per share. 


The Suffolk County Bus System Could Be So Much More

Long Islanders love their cars. According to the 2015 American Community Survey, of the 2.8 million people (1.3 million workers) living on Long Island, just 11% of them use public transit (bus + rail) to get to work. A whopping 74% of workers drive alone.

While train ridership is generally more widely used, bus ridership on Long Island has always struggled. In total, just 4% of Long Islanders ride the bus daily (Ridership: Suffolk – 22,000, Nassau – 95,000).

So why do so few people take the bus?

There’s two leading theories when it comes to bus systems: Coverage and Frequency. Suffolk County’s bus system enjoys neither. Busses typically run every hour, though, limited busses arrive 45 minutes apart. That’s fine so long as the system covers a large part of the island.

To determine the coverage of the SCT Bus + LIRR, I opened the the system map in Illustrator and changed the route values to be about a quarter mile wide (a commonly used measurement to determine walkability). I then used an image color summarizer to calculate the percent of the image that was red vs green. According to the resulting image, people living in just 28% of the county have easy access to public transit. People living in the remaining 78% would have to walk further than a quarter mile or drive to access public transit.



Worse, Suffolk Transit just cut 8 routes due to infrequent use. In 2016, 31% of the island had easy access to transit. Now, just 28% has easy access. You can see the differences if you use the slider above. I would have no issue with this if they increased the frequency of other bus routes after this change but that is not the case.

I realize many of these areas of Long Island are not densely populated. To get a better picture, I chose the town of Babylon (Suffolk’s densest downtown) to compare to a city I consider to have fantastic public transit: Ithaca, NY.

Babylon Township, NY:

Bus/Rail Within A Quarter Mile: 46%

Area Beyond A Quarter Mile From Transit: 54%

Ithaca Quarter Mile

City of Ithaca, NY:

Bus Lines Within A Quarter Mile: 45%

Area Beyond A Quarter Mile From Transit: 55%

The resulting images show that the coverage of the two downtown areas are nearly identical. However, the usability/experience of the systems are immensely different. To start, every single route in the Babylon area runs 45 min or worse. The TCAT, Ithaca’s bus company, has headways from every 5 minutes to every hour downtown (with certain rural commuter routes – not shown – running every two hours). Given that frequency, the TCAT’s is able to get a daily ridership of 15,000 people with a population of 103,000 people. This means that 14.5% of the Tompkins County (much of it rural) rides the TCAT while only 4% of Long Islanders ride the bus.

I’m not the only one who has taken notice of Ithaca’s devotion to a good transit system. An study published in Science Direct titled Transportation Research Part A: Policy and Practice wrote that providing an oversupply of transit in Ithaca, along with in New York City, has helped create a larger demand for transit.

I have personally spent a lot of time in Ithaca over the past 4 years and I absolutely adore their transit system. Like the study concluded, I attribute much of its success to the collaboration with the college campuses, low fare and frequency of service. I could only wish that the Suffolk County Transit would take note.

Next, take a look at the below image, taken from the Regional Plan Association, which shows the coverage of local bus lines in NYC:

Screenshot (106)

An incredible 97% of the city is can walk less than a quarter mile to access busses. When you add in rail, subway, express busses, ferries and the short headways seen in NYC, it’s no wonder why car ownership is below 50%.

Back on Long Island, I strongly believe it would be best for the Suffolk Transit to switch from a coverage system to a frequency system.

Currently, if I tried taking the bus between my parent’s homes, it would take an hour and 40 minutes for a 20 minute drive (excluding the o.8 mile walk from my mom’s house and the 2 mile walk to my dad’s house). Since the busses run an hour apart as is, I would only have limited times when I could make the trip. Even if I wanted to take the bus to the LIRR, it would take 15 minutes to get to the train station (no big deal) but since the two systems are no longer connected, it would perfectly miss the train by 10 minutes (forcing me to wait an additional 50 minutes for the next one).

Why bother? The busses would be much better used if they had short headways and if they were situated through downtowns to connect residents to stores, train stations and their jobs. Additionally, having busses devoted to downtowns would create larger demand at all hours of the day, not just morning/evening commutes to/from work.

For the few people who need public transit services in less dense areas, they can make use of an on demand service system. Ithaca has one of those systems and it’s the same fare for anyone who needs it outside the downtown zone. Suffolk has this as well but the fare is nearly double the cost of a normal fare and it is only for disabled persons.

In the end, I’m positive that no advocate of planning/economic development would be against what I’m suggesting here. It all comes down to how the community perceives it: Will it save them tax money and will it create more traffic in towns? Those are unfortunately questions I cannot answer. It’s up to the community to demand more routes/better frequency.


1967: The Building of 4 New York Plaza

I was recently scanning some family photos when I came across a fantastically lined up pair of images that depict the before/during construction images of 4 New York Plaza being built in 1967. The photos were taken from my grandmother’s workplace at 40 Wall St.

After some color adjustments, here they are: (click and drag the arrows to see the differences).



I then tried to line up the images to today’s Google Earth imagery. The height is off but you get the idea. There’s obviously been a lot of building since.




How Easily to Make an Isochrone (For Free!)


For those who have never heard of one, an Isochrone is an awesome map that shows you how far you can travel in a given amount of time. The above image, for example, shows how far I could travel (by car doing the speed limit) from my home town in hour increments.

I had seen websites that showed you how far you could travel by public transportation (here and here) but they were limited to certain cities and, worse, limited by how far you could travel.

Most isochrone maps either require a ton of coding or they’re simply not free. After some digging, I found this website: Just change the isoline from isodistance to isochrone and then click any point and it will show you an isochrone! However, it’s limited to a travel time of 10 minutes unless you follow the following steps:

  1. Go here: and request an API key
  2. Follow the instructions on the email to obtain the API key (log into the site after activating)
  3. Go to: and paste the API key in the designated box.
  4. That’s it! The API key you get is only good for 1000 lines and you can only use it for the month before you’d have to pay.

Now you can adjust the settings to any distance! If you want it to look like mine (with multiple lines), just uncheck remove previous isoline.


2016 Presidential Candidate Wikipedia Page Edits (2001-2016) – Another Look

In February, I made a chart that visualized the Wikipedia page edits for each of the candidates. I won’t get into why Wikipedia page edits might be an insight into something deeper here. I’ll let you decide what they mean.

Now that we, as a country, have narrowed down our choices, I decided to make two updated charts. First, the below graph shows the full view of Wikipedia edits by month for each remaining candidate since 2001. (Click for a larger view)


Next, this chart shows the number of Wikipedia edits by year.


However, 2016 is not over. As the presidential election approaches, I would imagine their campaigns will constantly battle edits by users to make themselves look as best as possible. I had originally created a live-updating google sheets but it seems that I’ve lost the file…


Why Saint James, New York is at an Important Crossroads


Before you read the article, I want to make it clear that St. James is a cute little town that has a great community of residents – something many areas of Long Island are without. Between the vacant stores are a healthy variety of small businesses, eateries and offices. I absolutely do not mean to say that St. James is falling apart – just that it needs some good ol’ TLC!

Saint James, New York is a small hamlet of Smithtown seemingly isolated from the many noisy, congested streets of Suffolk County. Those who find themselves driving down the main strip on Lake Avenue are often among neighbors, not passersby. Here you’ll find many small town charms, namely rows of local businesses, free parking and a number of yearly events and festivals. So why am I writing an article about its struggles?

Look a little deeper and you might notice that many of its charming stores are sitting, vacant. How many?

As of July, 2016, the following properties are empty:

Beside these vacancies are properties at risk of or are becoming vacant through the sale of the building they occupy or the end of their lease terms:

To give a better idea of how many buildings I’m talking about, see the map on the left. Green is occupied and not for sale, yellow is either for lease or for sale (some occupied, some not) and red is vacant.

Note: I did the research for this article in early July 2016, these vacancies could be filled in time. It’ll make my article a little less valid, but hey – if there’s more green – I’m not complaining!

Unfortunately, many residents of Saint James are seemingly so resistant to corporate business that they’re willing to let their town fall to high vacancy rates that are double the average for Long Island (four times as high if you include the buildings for sale/lease since many of them are already vacant and will become vacant in the near future.) I even included municipal buildings (post office, train station, school, etc.) in the storefront count to help make the vacancy rate lower.

And that’s just Lake Avenue; a quick search will show that there are 11 other properties within St. James that are currently vacant and for sale/lease. Properties include a closed bank, other small free standing stores, a farm, a masonry store, a Chinese food restaurant, or if you just want to see the most active listings, click here and search 11780.

So, then, with so many stores leaving St. James, why would residents so strongly oppose new business development? A fantastic case study is the opposition to the building of a CVS on the corner of Lake and Woodlawn. For those of you who are unfamiliar with the situation, CVS Pharmacy has made two attempts to build a store in St. James over the past two years and twice have they been denied after townsfolk fought over their right to build.

Here’s a summary of the reasons why townsfolk opposed the development that I gathered from these sources: (1,2,3,4,5) along with my response to each concern:

  • Congestion will increase.
    • More volume to St. James means more exposure for the town’s beloved local businesses. I’m not saying everyone will like that, but it would definitely help the local businesses gain exposure.
  • Property values will go down.
    • Since when does increasing amenities to a town decrease property values?
  • There are three CVS’s in Smithtown.
    • Damn right there are! You all shop at them so much that they want to build another. Free market economy; vote with your money. I’m not saying they should build another one with so many around, but if a major corporation that absolutely conducts a great deal of market research concludes that there’s enough potential demand for one, they should have the right to build another.
  • Mom and Pop stores are put at risk when large corporate stores move in:
    • Yes, they are. However, if the townspeople prefer a pharmacy owned by a man who lives in Queens, they should have no problem keeping it open. Like I said: vote with your money.
  • The property is too small for a CVS and there’s not enough parking for one.
    • Not according to CVS. Plus, with a smaller parking lot proposed, maybe they’re hoping to promote walking to the store over driving.
  • It would destroy the character of the neighborhood.
    • This one is my favorites. Buildings in St. James are a mish-mosh of 70’s shopping centers, bungalows, residential homes turned commercial, and small storefronts. There’s no “theme” or unity among the town’s buildings other than the fact that they’re all different from one another. CVS would just be another out of place building like the rest of them.

CVS, or another corporation, will make an attempt to become a part of the St. James community again – especially with the closing of Capital One (which has ample parking for a larger store already). These corporate stores can act as an anchor institution for the town, bringing in people (and their money) and boosting the local economy.

If the residents of St. James want their commercial district to thrive, they must create a friendly environment for businesses (small and large) to come and join their community – be that through a Downtown Revitalization Program, Business Improvement District (BID) or other grassroots community effort.


St. James has not seen any major improvements to its streets since around 2011 when the town put in brick crosswalks on select crossings along Lake Avenue through a Downtown Revitalization Grant. Those crosswalks are hardly used, as, residents generally prefer using their cars to travel.

Recently, I drove down Lake and saw someone waiting at a crosswalk for an opening between the car traffic to cross. I stopped and she waved thank you but she still had to wait for a few more cars to pass on the other side before she could cross because no one expects pedestrians in this town. Go to Patchogue and walk into the street. Cars will immediately stop for you. Additionally, the crosswalk signs are entirely missing on Woodlawn and Lake but the buttons remain. Walkability needs to be improved to promote shopper “browsing.”

On top of that, the community has few organized events, a chamber of commerce that could do so much more and no supplemental beautification/sanitation services. Finally, as residents watched when Patio Pizza was forced out of its long standing home, rents are just too high for many small businesses to survive. Pair that with limited foot traffic + limited business resources and you have businesses failing not because of their business plan but because the town just isn’t doing enough for them.

Many of these same arguments can be made about other towns on Long Island. Local communities seem to support big box retail centers over downtown community. Smithtown, Nesconset, Kings Park, Huntington, Northport, Stony Brook, Port Jefferson, Sayville and Patchogue have made great attempts to recreate the downtown communities that Long Island was built on. Those towns were able to mix corporate and local businesses to create a successful downtown core. Communities like St. James are at a crossroads: attempt to rebuild the downtown or let it slip back into residential homes with no community center to boot.

Oddly, amidst all this NIMBY-ism, I’ve yet to come across a St. James resident that considers the latter an option. But standing by idly will only fast-track the former.


The Case Against Water Delivery In Offices


Let’s say you run a NYC firm of 40 people. Based on data from the USDA, the average American drinks  3.9 cups per day. Assuming your employees drink about that each day, they would drink 280 gallons in a month.

Currently, you’re just providing tap from the sink but a representative from a water delivery company (let’s say it’s Poland Spring) shows up claiming you’re missing out. Before signing up, you do some research. You’re debating getting a mid-grade tap filter or signing up to get bottled water delivered for the next 3 years. Using data from Poland Spring, Amazon and the NYC DEP, you come up with the following:

Monthly Cost:

Cost Per Month

Water Delivery:

1st month: $656

Subsequent: $411

Last: $136

Filtered Tap:

1st month: $76

Subsequent: $1.46

Cumulative Cost:

Cumulative Total Cost Over 3 Years:

Poland Spring: $14,766

Filtered Tap: $126.11


After careful calculation, you tell the water delivery guy to forget your number. The price of filtered tap over 3 years is less than the cheapest month of office delivery. Of course, this example only specifically applies to businesses located in NYC. However, whereas the price of tap decreases among most other municipalities, the cost of water delivery remains practically the same.