Presents and discusses circumstances which can create real or perceived conflicts of commitment and conflicts of interest for faculty. Establishes requirements for annual disclosures and certifications, and for those made at the time of a transaction such as a sponsored project or gift.
Developed by the Committee on Research and approved by the Senate of the Academic Council. Sections on Intellectual Property also approved by the Board of Trustees.
Stanford's policy and procedures regarding conflict of commitment (COC) and conflict of interest (COI) apply to all members of the Stanford faculty (Academic Council and Medical Center Line) including faculty members serving as University officers. (See the Stanford Faculty Handbook for policies governing those with adjunct, visiting and acting faculty appointments and the School of Medicine Faculty Handbook, Chapter 8.6.C, for policies governing Clinician Educators.). School deans are responsible for ensuring implementation of this policy. The Vice Provost and Dean of Research (Dean of Research) is responsible for interpretation and overall coordination of the policy. Violation of any part of this policy may cause a faculty member to be subject to sanctions, including those described in the Statement on Faculty Discipline. This policy will be modified as necessary to be in compliance with the requirements of external agencies.
Stanford faculty members owe their primary professional allegiance to the University, and their primary commitment of time and intellectual energies should be to the education, research and scholarship programs of the institution. The specific responsibilities and professional activities that constitute an appropriate and primary commitment will differ across schools and departments, but they should be based on a general understanding between the faculty member and his or her department chair and school dean.
Even with such understandings in place, however, attempts of faculty to balance University responsibilities with external activities--such as consulting, public service or pro bono work--can result in conflicts regarding allocation of time and energies. Conflicts of commitment usually involve issues of time allocation. Whenever an individual's outside professional activities as defined in Stanford's policy on Consulting and Other Outside Professional Activities exceed the permitted limits (normally thirteen days per quarter), or whenever a full-time faculty member's primary professional loyalty is not to Stanford, a conflict of commitment exists. If a situation that raises questions of about a possible conflict of commitment arises, faculty should discuss the situation with their department chair or school dean, or the Dean of Research.
Stanford University is an institution of public trust; faculty must respect that status and conduct their affairs in ways that will not compromise the integrity of the University or that trust.
Conflicts of interest are common and practically unavoidable in a modern research university. At Stanford, conflicts of interest can arise out of the fact that a mission of the University is to promote the public good by fostering the transfer of knowledge gained through University research and scholarship to the private sector. Important means of accomplishing this mission include faculty consulting, outside speaking engagements, publications, and the commercialization of technologies derived from faculty research. It is appropriate that faculty be rewarded for their participation in these activities through consulting fees, honoraria and sharing in royalties resulting from the commercialization of their work. It is wrong, however, for an individual's actions or decisions made in the course of his or her University activities to be determined by considerations of personal financial gain; faculty should be sensitive even to the appearance of that possibility. Such behavior calls into question the professional objectivity and ethics of the individual, and it also reflects negatively on the University.
Faculty members should conduct their affairs so as to avoid or minimize conflicts of interest, and must respond appropriately when conflicts of interest arise. To that end, the purposes of this policy are to educate faculty about situations that generate conflicts of interest, to provide means for faculty and the University to manage conflicts of interest, to promote the best interests of students and others whose work depends on faculty direction, and to describe situations that are prohibited. Every Stanford faculty member has an obligation to become familiar with, and abide by, the provisions of this policy. Conflicts of interest must be disclosed to Stanford when personal financial relationships or activities with outside entities occur that would reasonably appear to be related to a faculty member's Stanford institutional responsibilities for research/scholarship, education/teaching, administration or clinical care. All such financial activities and relationships must be disclosed annually and at the time of a specific transaction. Disclosure and University review also allow faculty to comply with federal agency regulations for example, see RPH: PHS and NSF Requirements Regarding Financial Disclosures and Agency Notifications.
Common sense must prevail in the interpretation of these policies. That is -- no matter what the circumstances -- if an independent observer might reasonably question whether the individual's professional actions or decisions are determined by considerations of personal financial gain, the relationship should be disclosed to the public during presentations, in publications, teaching, or other public venues.
Faculty must maintain a significant physical presence on campus (main or overseas) throughout each quarter they are on active duty.
Faculty must not allow other professional activities to detract from their primary allegiance to Stanford. For example, a faculty member on full-time active duty must not have significant outside managerial responsibilities or titles that suggest such responsibilities (e.g., chief operating officer), or act as a PI on sponsored projects that could be conducted at Stanford University but instead are submitted and managed through another institution (excluding such agreements as Stanford-managed sub-awards or collaborations).
Faculty must foster an atmosphere of academic freedom by promoting the open and timely exchange of results of scholarly activities, and ensuring that their advising of students (defined for this policy to include postdoctoral scholars and other trainees) and their supervision of staff are independent of personal financial interests. Faculty should inform students and colleagues about outside obligations that might influence the free exchange of scholarly information between them and the faculty member.
Faculty may not use University resources or personnel, including facilities, staff, students or other trainees, equipment, or confidential information, except in a purely incidental way, as part of their outside consulting or business activities or for any other purposes that are unrelated to the education, research, scholarship, and public service missions of the University.
Faculty must disclose on a timely basis the creation or discovery of all potentially patentable inventions created or discovered in the course of their University activities or with more than incidental use of University resources. If intellectual property rights are to be claimed, ownership of such inventions is assigned to the University regardless of the source of funding. The inventor will share in royalties earned. The inventor(s), acting collectively where there is more than one, are free to place their inventions in the public domain if they believe that would be in the best interest of technology transfer and if doing so is not in violation of the terms of any agreements that supported or are related to the work.
Financial interests that are disclosed and deemed to be related to one or more of the faculty member's institutional responsibilities will be further reviewed to determine if the financial interest or relationship could have a direct and significant effect on the faculty member's performance of his or her responsibilities. If such a situation exists, the conflict will need to be eliminated or managed according to a plan provided to the faculty member by the cognizant dean for COI. Other administrative actions, such as disclosure in publications and public talks, may be required when the financial interest is not considered likely to directly and significantly affect performance of institutional responsibilities.
On an annual basis all faculty members must certify to their school deans their compliance with Stanford's policies related to conflict of commitment and conflict of interest. They must also disclose information not previously reported about their existing or new financial relationships (or those of their spouse/domestic partner or dependent children) with outside organizations, which would reasonably appear to be related to their institutional responsibilities, as soon as such situations become known to the faculty member.
School deans shall establish procedures to ensure timely review of their faculty's disclosures of potential or apparent conflicts of interest, both annually and at the time of a specific transaction, and to ensure (in consultation with the Dean of Research office) the elimination or appropriate management of such conflicts. School deans will file their own annual disclosures and certifications of compliance with the Dean of Research.
Should a faculty member wish to appeal a decision made by the Dean of Research, he or she may present the appeal to the Provost, who will consider the case in consultation with the Advisory Board of the Academic Council.
Appointment as a faculty member of Stanford University confers the privilege and obligation to pursue teaching, research, scholarship, and clinical care (whichever are appropriate to the position held). In addition, Academic Council members are expected to participate in University governance, in the formulation of academic policy, and in the determination of the intellectual directions and academic priorities of the University. Fulfillment of these obligations requires a primary commitment of expertise, time, and energy.
A full-time appointment conveys an obligation for a faculty member to have a significant physical presence on campus (main or overseas), to be accessible to students and staff, and to be available to interact with Stanford colleagues throughout every quarter during which he or she is on active duty, unless the department chair and/or school dean has granted specific prior approval for extended or frequent absences from campus. Because requirements for field research and other reasons for absence from campus differ across the University, schools and departments should define for their faculties what qualifies as inappropriate, extended, or frequent absences.
Stanford encourages faculty to become involved in the transfer of knowledge from the University to the public and into the commercial marketplace. It is an appropriate role for the University to facilitate the transfer of the knowledge gained through academic research to applications that can benefit the general population. Moreover, experience gained by faculty in the course of outside professional activities can enhance their teaching and research or scholarship within the University. But the process of information and technology transfer can create the potential for conflicts of commitment and/or interest, particularly when there is opportunity for personal financial gain on the part of the faculty. The intent of this provision of the policy is to minimize these conflicts and provide means of managing them when they arise.
An implicit assumption underlying the University's policy RPH: Consulting and Other Outside Professional Activities is that such outside professional activities are a privilege and not a right and must not detract from a faculty member's full-time obligation to his or her University duties. When any outside activity detracts from the conduct of University duties, a conflict of commitment will result. Even activities such as pro bono work, U.S. government service in the public interest, and any outside employment unrelated to the faculty member's University responsibilities (therefore not included as "consulting" in the policy on outside professional activities), should be managed so they do not take precedence over a faculty member's primary commitment to the University. See below in Related Items: Faculty Handbook, Section 2.7.G, for limitations on faculty appointments at other academic institutions.
Outside professional activities can also generate conflicts of commitment regardless of the time involved. Stanford faculty members on active duty normally are prohibited from serving as principal investigators on sponsored projects submitted and managed through other institutions. This stipulation is not intended to limit faculty from participating in multi-site training or research programs for which Stanford University receives a subaward or has a collaborative or other agreement, nor is it intended to apply to circumstances in which the faculty member's research requires access to specialized facilities not available at Stanford.
Because full-time faculty are expected to devote their primary energies and professional interests to their University obligations, they may not accept significant managerial responsibilities or titles that suggest or connote managerial or supervisory responsibilities (e.g., CEO, Director, Scientific Officer, or Vice President) as part of their outside consulting activities. To avoid implying a line management role, terms such as 'officer' or 'vice-president' must not be used; on the other hand, the terms ' Advisor' or 'Consultant' may be used, e.g., 'Chief Scientific Advisor', or 'Chief Technical Consultant'. Normally it will be necessary for faculty to take a full leave of absence from their University responsibilities in order to take on a significant management role in an outside entity; doing so while on sabbatical is not permitted. Service on boards of directors or advisory boards is allowed.
The extension of Stanford research into the consulting activity, such that a third party receives early or exclusive access to Stanford research results.
If a faculty member is listed as an author on any publication resulting from performance of consulting services, a disclosure should be included clearly stating that the contribution to the publication was as a paid consultant, and was not part of his/her Stanford University duties or responsibilities. The same disclosure should be given in speaking activities related to consulting services see RPH: Consulting and Other Outside Professional Activities.
This policy requires that consulting, technology licensing or other agreements with third parties, including nondisclosure or confidentiality agreements, must not delay or prohibit publications resulting from Stanford research and scholarship. In addition, faculty should, and in some circumstances will be required to, disclose their financial relationships in publications and public discussions of research or scholarship supported by or in a field relevant to the interests of the company/organization.
Assigning tasks to the faculty member's students, staff, or postdoctoral scholars for purposes of potential or real financial gain of the faculty member rather than the advancement of the scholarly field or the students' educational needs.
Involvement of the faculty member's students or staff in his or her outside consulting or business activities without prior review and approval by the school dean and the Dean of Research.
Granting external entities access to Stanford resources, personnel or services for purposes outside the University's missions, or offering inappropriate favors to outside entities in an attempt to unduly influence them in their dealings with the University or for personal financial gain.
Using confidential information acquired through conduct of University business or research activities for personal gain, or granting unauthorized access of others to such information. Confidential information includes, but is not limited to, medical, personnel, or security records of individuals; proprietary knowledge about corporate anticipated material requirements or price actions; and proprietary knowledge of possible new sites for government operations or information about forthcoming programs or selection of contractors or subcontractors in advance of official announcements.
All potentially patentable inventions, including patentable software, created or discovered by faculty in the course of their University activities, or with more than incidental use of University resources, must be disclosed to the University on a timely basis. If intellectual property rights are to be claimed, ownership of these inventions is assigned to the University regardless of the source of funding. The inventor(s), acting collectively where there is more than one, are free to place their inventions in the public domain if they believe that would be in the best interest of technology transfer and if doing so is not in violation of the terms of any agreements that supported or are related to the work.
Institutional management of the commercialization of technologies developed using University resources guarantees that contractual obligations to sponsors are fulfilled. Stanford management of technology also reduces the potential for individual conflicts of interest, since the institutional managers of the assets do not have personal financial interests in the outcomes of licensing processes nor do they participate in making academic or future research decisions.
In this context, "invention" includes tangible research property. The term does not, however, include books, scholarly articles, musical and artistic works, and other forms of educational media, title to which remains with the creator. In accord with academic tradition, except to the extent required by the terms of funding agreements, Stanford does not claim ownership to pedagogical, scholarly, or artistic works, regardless of their form of expression. Such works may represent the personal or scholarly beliefs of the author. The protection of academic freedom of the faculty requires that the University not attempt, nor have the right, to control the content or distribution of such works. An additional consideration is that the University does not wish to accept liability for a faculty member's works that are individual forms of expression.
Ownership of computer software requires special consideration. Some forms of software are patentable, and thus are governed by Stanford RPH policy on patentable inventions. Other forms of software are more like books in that they are digital expressions of scholarly, artistic, or educational works, in which case title rests with the creator. Rights to software that is not patentable rest with the individual faculty creator except in the following circumstances: the work is supported by a direct allocation of funds through the University for the pursuit of a specific project, is commissioned by the University, or is otherwise subject to contractual obligations. In addition, Stanford University resources are to be used solely for University purposes and not for personal gain or personal commercial advantage, nor for any other non-University purposes. Therefore, if the creator of a copyrightable work makes significant use of the services of University non-faculty employees or University resources to create the work, he or she shall disclose the work to the Office of Technology Licensing and assign title to the University. Ordinary use of desktop computers, University libraries and limited secretarial or administrative resources is not considered to be significant.
Title to software created jointly with students or other faculty shall be jointly owned by the creators. Title to software created jointly by faculty and University staff members will be jointly owned between the faculty creator and the University. Faculty must be aware, however, that the creation, upgrade, or maintenance of commercializable software, when done as part of a faculty member's University activities, can lead to the same types of conflicts of commitment and interest as patentable inventions. It is the responsibility of the faculty member to avoid such conflicts. One way of doing so is to voluntarily assign copyright and licensing authority to the University.
This policy is not intended to slow or restrict the transfer of technology, so if the University does not proceed in a timely manner (e.g., sixty days) to initiate patenting of a technology and/or licensing it, the ownership may be reassigned to the creator at his or her request if permitted by contractual obligations. In those cases where the sponsor requires the University to take title, the University may recommend to the sponsor that ownership be assigned to the inventor. When the University is successful in the licensing of a technology created by a faculty member, he or she will share in the royalties earned under the terms of the applicable University policy. Further development of the intellectual property is the responsibility of the licensee and must be pursued without use of University resources.
A faculty member must disclose personal financial interests (or those of his or her spouse/domestic partner or dependent children) to the University when the interest reasonably appears to be related to his or her institutional responsibilities.
The financial interest reasonably appears to be related to one or more of the faculty member's Stanford institutional responsibilities, including research/scholarship, teaching/education, administration or clinical care.
any income amounting to $5,000 or more per year per company/organization, including, for example, payment for services, consulting fees, honoraria, licensing or royalty income; or any financial interests in a single company/organization ( listed above) that amount to $5,000 or more in aggregate.
Has financial interests that would reasonably appear to be related to the faculty member's clinical care responsibilities.
When a "significant financial interest" (SFI) related to the faculty member's institutional responsibilities is identified, the circumstances will be evaluated further, as described below. In addition, faculty are strongly encouraged to disclose to the public any financial interests related to their institutional responsibilities whether or not these interests meet the SFI criteria in order to maximize transparency. Faculty receiving PHS awards must also disclose sponsored travel. See below in related items: PHS and NSF Requirements Regarding Financial Disclosure and Agency Notifications.
Faculty must complete training about COI according to University requirements.
When a faculty member makes a disclosure, the school dean, the cognizant dean for COI or the designated COI program administrator shall review the circumstances to determine whether it represents a significant financial interest (SFI) and reasonably appears to be related to one or more of the faculty member's institutional responsibilities. The circumstances will then be assessed to determine whether the SFI could have a direct and significant effect on the faculty member's performance of these duties. If so, the SFI will be deemed a "financial conflict of interest (FCOI)" as defined by federal regulations and management options will be provided to the faculty member depending upon whether the conflict involves research/scholarship, teaching/education, administration or clinical care duties. See RPH: PHS and NSF Requirements Regarding Financial Disclosures and Agency Notifications, and the School of Medicine Industry Interactions Policy and Clinical Care Policy.
When the significant financial interest is related to research involving human subjects and is greater than $10,000, the situation will be considered a financial conflict of interest (FCOI) as defined by PHS regulation. In such cases, the investigator must provide compelling reasons, detailing his or her unique contribution to the study, in order to justify continued involvement. Without compelling reasons to maintain direct involvement or a plan that isolates the investigator from direct interaction with the human subjects, identified patient specimens or research data, the investigator will be required to reduce his or her financial interest below $10,000 or the work may not be done at Stanford or by the investigator at another location.
When conflicts of interest are related to gifts, faculty must follow University procedures to document the terms of all such gifts so that the exact nature of the exchange is spelled out. Gifts should not create a venue for privileged access to research results or an opportunity for promoting a company's product or products, or provide the company with preferential treatment. See RPH: Establishment of Industrial Affiliates and Related Membership-Supported Programs, in regard to Industrial Affiliate programs.
Conflicts of interest involving technology transfer, material transfer or collaborative agreements require review and approval by the Dean of Research.
On an annual basis and at any time when a situation that requires disclosure occurs, all faculty members must certify to their school deans their compliance with Stanford's policies related to conflict of commitment and conflict of interest. These reports are considered confidential and will be reviewed only by the school dean, or designated individuals such as an associate dean, the department chair, senior administrative staff, the Dean of Research, and University officials in Internal Audit and Office of General Counsel. Disclosures that are identified by the review as financial conflicts of interest related to PHS (NIH) funded research must be reported to the NIH and made available to the public. See RPH: PHS and NSF requirements regarding financial disclosures and agency notifications.
All faculty members must provide the information requested through the OPACS Outside Professional Activities Reporting Dashboard. Individual schools of the University may request additional information as needed to evaluate conflicts of interest in their fields and disciplines.
In addition, faculty members must disclose to their school situations that may raise questions of conflict of commitment or interest, as soon as such situations become known to the faculty member and as required at the time of a particular transaction, such as submission of grants or human subjects research protocols, receipt of gifts, technology licensing, and materials transfer agreements.
Each school dean is responsible for the timely collection and review of annual certifications related to conflicts of commitment and conflicts of interest, as well as of new disclosures that occur during the year, and (in consultation with the Dean of Research office) for the management of conflicts of interest that arise. The review process in each school may be assigned to a faculty senior associate dean and designated COI administrators. The school dean or the Dean of Research may convene a committee to advise him or her in the evaluation and options for management of conflicts of interest. The committee may include other members of the faculty and/or individuals not otherwise affiliated with Stanford who have no vested interests in the outcome of the proposed arrangements Individual schools may have more, but not less, restrictive internal policies than those set forth by the University. School deans will file their own annual disclosures and certifications of compliance with the Dean of Research.
The Dean of Research is the University officer responsible for interpreting and overseeing implementation of and compliance with this policy. He or she is responsible for reviewing and approving each school's mechanisms for implementing this policy, for consulting with school deans to determine appropriate strategies for managing conflict situations, and for reporting annually to the Committee on Research on the effectiveness of the policy throughout the University. In addition, the Dean of Research shall adjudicate situations in which faculty wish to appeal a decision of a school dean. The Dean of Research shall work with school deans to ensure that this policy is implemented with consistency across the University.
Stanford University is not a party to consulting or non---disclosure agreements between faculty and external organizations, shall have no obligations or potential liability under the agreements, and its rights may not be impaired in any way by the agreement. The university does not provide indemnity insurance for these activities.
Consulting is permitted provided the faculty member's full---time obligation to the University is met.
Stanford faculty members owe their primary professional allegiance to Stanford University, and their primary commitment of time and intellectual energies should be to the education, research, and scholarship programs of the institution. Outside professional activities must not detract from a faculty member's full---time obligation to these duties.
The maximum number of consulting days permissible for faculty on a full-time appointment is 13 days per academic quarter.
A faculty member on full---time active duty or sabbatical leave must not have outside managerial responsibilities and may not have titles that imply management responsibilities, e.g. Chief Scientific Officer, Chief Technical Officer, Director of Research, regardless of actual consulting duties.
The academic activities of students and postdoctoral scholars must be free from the personal commercial and consulting interests of the faculty member.
The work of students, staff, postdoctoral scholars and collaborators must not be exploited in the course of a faculty member's outside obligations.
Faculty may not hire or directly supervise a Stanford student in employment activities outside the University while serving as the student's advisor or as a participant on the student's dissertation committee without written approval.
Stanford facilities, personnel and equipment may not be used except in a purely incidental way, as part of outside consulting activities.
Preferential access to research results, materials or products generated from University teaching or research activities may not be provided to an outside entity for personal financial gain.
Confidential information acquired through conduct of University business or research activities may not be used for personal gain, or to grant unauthorized access to others; confidential information includes any information that comes into your possession as a result of your employment by Stanford that is not broadly available to the general public.
Stanford owns the title to all potentially patentable inventions conceived, or first reduced to practice, in whole or in part, by faculty in the course of University responsibilities, or with more than incidental use of University resources, and must be assigned to the University. Faculty members do not have the authority to assign or otherwise transfer rights in any of the University's inventions.
Any publication, invention, discovery, improvement, or other intellectual property that results solely and directly from Consultant's services either alone or with employees of or other consultants or advisors to the external organization are not subject to Stanford disclosure and ownership policies.
The Stanford name and logo may not be used in any consulting activities.
The office address of the consultant may be used for convenient communication.
If a faculty member is listed as an author on any publication resulting from performance of consulting services, a disclosure should be included stating that "Dr./Professor [NAME]'s contribution to this publication was as a paid consultant, and was not part of his/her Stanford University duties or responsibilities".
The same disclosure should be given in speaking activities related to consulting services.
Stanford School of Medicine faculty are prohibited from publishing articles under his/her own name that are written in whole or material part by company employees (so---called "Ghost Written").
Stanford School of Medicine faculty are not permitted to participate in dedicated marketing and training programs designed solely or predominantly for sales or marketing purposes. All faculty are strongly discouraged from performing any sales, marketing, or promotional services for the company requesting consulting services. This includes promotional marketing activities to academic colleagues, clinical colleagues, the media, the public or as an exhibitor.
Stanford School of Medicine faculty are prohibited from being members of 'Speakers Bureaus'.
Are faculty permitted to invest in start-up companies of current Stanford University students?
All faculty should consider carefully whether investing in any current student or postdoctoral fellow's company is in the best educational interest of the student or fellow, whether or not the faculty member has any involvement with the student's academic program. However, a higher standard applies when a faculty member has direct involvement in a student or postdoctoral fellow's academic program, including as the academic advisor, an honors/PhD thesis advisor, or a classroom teacher in the student's major. In these circumstances, a faculty member who wishes to invest in a current student or postdoctoral fellow's start-up company must receive approvals from the Dean of the student or postdoctoral fellow's school, the Dean of the faculty member's school and the Vice Provost and Dean of Research. The strong presumption is that such involvement would constitute a significant conflict of interest that could not be mitigated or managed and that it would therefore not be permitted. Academic staff, other teaching staff, and those who directly interact with students and postdoctoral fellows in the role of instructor or advisor should also follow these procedures.
What would be the nature of the conflict of interest in this situation?
Even if the faculty member is not involved in the student or fellow's program, he/ she could still put pressure (or be perceived to put pressure) on the student or fellow to alter his or her academic program in favor of increasing the chances of success of the start-up. This is because of the inherently unequal power relationship between faculty and student, which exists even if the faculty member is not in a position to evaluate the student or influence the student's academic program. Similar circumstances may arise for academic staff, other teaching staff or those who have instruction or advising roles for the student.
I understand how a faculty member who supervises or directly teaches a student is in a significant conflict of interest situation, but why should a faculty member who has nothing to do with the student's academic program be advised to give careful consideration before investing in his/her company?
As noted above, the inherently unequal power relationship between faculty and student at a university exists even if the faculty member is not in a position to evaluate the student or influence the student's academic program. A faculty member's influence and authority are grounded in the role of educator per se and extend far beyond the classroom or laboratory. For example, a student may perceive, rightly or wrongly, that a prominent faculty member has influence over decisions regarding students' academic progress, access to lab space or funding for research. The role of educator must always take precedence for faculty members or others who are directly involved in instruction or advising of the student.


It's almost a new year! If your business is considering a fresh website in 2019, there are big decisions ahead of you. We've put together a to-do list to help you prepare for a website redesign.
A new website can do great things for your business, from improving your reputation to driving more leads and sales. Maybe your current website is too slow, or the content feels like a first school computer science project. Maybe you're kicking off a total rebrand, and everything needs to change.
Whatever the reason, a new website is an exciting prospect. This article contains lots of resources and reading material, so get ready to nerd out!
Who is your business? What's your story? How are you different or better than the competition? Why should people care? The creative elements on your website need to capture your personality and values, to create an emotional connection with visitors.
Will your branding stay the same, or is it a rebrand?
Do you have brand guidelines for your new imagery and landing page copy?
No branding documentation? No problem. Check out How to Create a Brand Identity Playbook to help with this stage.
One of the most time-consuming steps to prepare for a website redesign is evaluating all of your current content to decide what to keep — and what to let go.
Is it useful or helpful?
Does it drive business goals?
Get a full list of recommended audit questions in our Content Strategy Checklist for Website Redesign Projects.
DYNO Mapper has put together a list of 33 Amazing Content Audit Tools you can use to check everything from SEO and site performance to domain authority.
You've got your brand story and your content is in order. Now it's time to talk strategy.
If your business has a solid digital strategy that encompasses all of your channels and assets, good job! That plan should guide every step of the process. Maybe you'd like to review your current strategies and make tweaks before you kick off a website redesign. Or maybe your old site was designed without a strategy, and you're eager to unite your digital assets around your goals.
Which social networks are you on? Are they driving traffic and business? Do you need to adjust your social media strategy? Don't forget that social media goes hand-in-hand with SEO!
Are you using AdWords, display ads, social media, or another form of advertising? Are your campaigns working? How does the new website need to work with your current ads?
Does your business use email marketing? Do you have a strategy to attract and retain subscribers as leads? How will the new website drive email sign-ups?
How's your content marketing? Do you have a concise plan to ideate, produce, and measure new content?
If you're unclear on your business' content marketing goals, or if you aren't sure how it's relevant to your new website, read 7 Ways to Tell if Your Content Marketing is Working (and What to Do if It's Not).
You can grab Hubspot's How to Create an SEO Strategy template to make this stage easier.
Another huge step when you prepare for a website redesign is SEO. Your old website will have built up domain authority over the years, and each piece of content has been crawled and indexed and ranked for countless terms.
Failure to properly follow SEO best practices while migrating each piece of content to a new site can result in crawl errors, major red flags to search engines, and even penalties.
Who will handle technical SEO during content migration? Agencies often provide this service along with web design and development, but it's important to know that there's a definite plan in place.
Does your business have a keyword strategy? Is all of your content optimized? Do you need to update or adapt your SEO strategy? This information should be shared with anyone creating new content, even if it's just headlines and CTA buttons. This is also a good time to optimize existing content that passed the content audit, before you start handing off assets.
Moz has this thorough Website Migration Guide: SEO Strategy, Process, & Checklist that covers everything you need to know about SEO during this step.
If the purpose of your website redesign is to be able to integrate a new sales or email platform, this is a no-brainer. But it's still important to know exactly what you — and your visitors — need to be able to accomplish with the new website.
Who uses the site? Just the public, or do you need gated content with login portals?
What marketing technology needs to be integrated?
Do you need custom integrations like geolocation filtering/maps or forms?
Do you need e-commerce functionality?
Everyone wants a high quality website that's also cheap and built quickly. As you prepare for a website redesign, it's important to have a clear idea of your budget, and what you expect to get from it. Whoever you approach to provide web design and development will need this information up front.
Do you have a tight budget, or only want to change a few small things on your existing website? Read Website Redesign vs. Refresh: Which Do You Need to see if you could plan for a website refresh instead.
Do you have a huge amount of content that might impact the scope?
Do you have an internal team that can assist, and only need help with design and development, or just one or the other?
You're almost ready! The last step to prepare for a website redesign is to figure out who you want to work with. This is a big investment for your business, and any hiccups in communication and process can cost time and money. Do as much research as you can before you commit.
Do you want to work with a web design agency or hire freelancers? This can depend on your budget, your deadline, who is available, and even where you are in the world. We highly recommend reading 9 Things to Consider Before Hiring a Web Design Agency for insights on possible options.
Who on your internal team will be involved in approvals? The more eyes need to be on each step, the longer it can take. Identifying one point person to gather feedback and deliver it at once is a great way to tighten communication with multiple stakeholders.
Do you have an internal person or team that will be working with the designers and developers on content?
We hope you feel armed and ready to start your prep work, and move toward kicking off your new business website.


I request permission and media lift pass(es) to shoot and film in the Niseko United Ski Resort for the publishing and broadcasting proposed.
I will not cause trouble or bother other guests.
I will not take photographs or film in any prohibited inside and outside of areas.
I will not use buildings or facilities to photograph or film without permission.
I will follow all ski area rules, Niseko Rule and respect ski patrol and resort staff requests.
I will take full responsibility for my own safety and will act as a model for other.
I understand that I must return lift passes if requested by ski patrol or resort staff.
I understand that failure to following these rules and regulations will result in the revocation of my pass and privileges to film or photograph in the Niseko United Ski Resort in the future.
NB: The use of drones are strictly forbidden within the resort area or National Park Boundaries.


Comes with a gemstone with meaning, which one will you choose to set off this stunning personalised heart necklace designed for girls? Personalise with their name, or what about one for you and one for your best friend? "best" on one "friends" on the other?
Wearing stainless steel is like donning spiritual armour against negativity. The heart shape represents joy, unity and unconditional love.
Please note, due to sharp edges and small parts, the magic key should not be given as a toy to children under 36 months.


Status: offline If you do a good job you should have nothing to worry about. treat patients as long as they NEED not as long as the administrators want you to.
Status: offline Yea it seems all the changes just hurt our field and aren't helping.


text:
Q: I'm trying to make a program that makes card prototypes. Having trouble drawing text to the cards themselves I'm trying to find a way to draw text to the displayed card in such a way that it can be easily undone.
I've tried using a canvas for the cards, but I can't lift it to the top layer.
The checkbox on the Item card is supposed to print the word 'Starter' on the card if it is checked, but it runs add_text even when not checked and doesn't add the text anyway.
2 days of google has turned up nothing.
# import everything from tkinter module
import tkinter as tk
import os
root = tk.Tk()
root.geometry('600x500')

fraItem = tk.Frame(root, height=500, width=600)
fraEnvi = tk.Frame(root, height=500, width=600)
fraMons = tk.Frame(root, height=500, width=600)
fraBoss = tk.Frame(root, height=500, width=600)
fraRace = tk.Frame(root, height=500, width=600)
fraClas = tk.Frame(root, height=500, width=600)

imgItem = tk.PhotoImage(file="ItemTemplate.gif")
imgEnvi = tk.PhotoImage(file="EnvironmentTemplate.gif")
imgMons = tk.PhotoImage(file="MonsterTemplate.gif")
imgBoss = tk.PhotoImage(file="BossTemplate.gif")
imgRace = tk.PhotoImage(file="RaceTemplate.gif")
imgClas = tk.PhotoImage(file="ClassTemplate.gif")

cardOverlay = tk.Canvas(root, height=400, width=300)
cardOverlay.place(x=250, y=20)

CARD_TYPES = ["Item", "Environment", "Monster", "Boss", "Race", "Class"]
currentType = tk.StringVar(root)
currentType.set("Item")

def make_card():
    print("Generating Card")

def clear_fields():
    print("Clear Fields")

def add_text(textStr, x, y):
    cardOverlay.create_text(x,y, text=textStr, fill="black", font=('Arial 15 bold'))
    print("put text on card")

def raise_buttons():
    lstTemplate.lift()
    butGenerate.lift()
    butClear.lift()

def card_changed(currentType):
    match currentType:
        case "Item":
            fraItem.tkraise()
            raise_buttons()
            print(currentType)
            cardOverlay.image = imgItem
        case "Environment":
            fraEnvi.tkraise()
            raise_buttons()
            print(currentType)
            cardOverlay.image = imgEnvi
        case "Monster":
            fraMons.tkraise()
            raise_buttons()
            print(currentType)
            cardOverlay.image = imgMons
        case "Boss":
            fraBoss.tkraise()
            raise_buttons()
            print(currentType)
            cardOverlay.image = imgBoss
        case "Race":
            fraRace.tkraise()
            raise_buttons()
            print(currentType)
            cardOverlay.image = imgRace
        case "Class":
            fraClas.tkraise()
            raise_buttons()
            print(currentType)
            cardOverlay.image = imgClas

#fraItem
lblItemName = tk.Label(fraItem, text="Card Name:").place(x=5, y=100)
txtItemName = tk.Entry(fraItem, text="enter card name").place(x=80, y=100)

lblItemStart = tk.Label(fraItem, text="Starting Item?:").place(x=5, y=125)
chkItemStart = tk.Checkbutton(fraItem, command=add_text('Starter', 200, 300)).place(x=80, y=125)

lblItemStats = tk.Label(fraItem, text="Stat Number:").place(x=5, y=150)
txtItemStats = tk.Entry(fraItem).place(x=80, y=150)

lblItemStatType = tk.Label(fraItem, text="Stat Type:").place(x=5, y=175)
txtStatType = tk.Entry(fraItem).place(x=80, y=175)

lblItemType = tk.Label(fraItem, text="Equip Type:").place(x=5, y=200)
txtItemType = tk.Entry(fraItem).place(x=80, y=200)

lblItemText = tk.Label(fraItem, text="Card Text:").place(x=5, y=225)
txtItemText = tk.Entry(fraItem).place(x=80, y=225)

lblItemPicture = tk.Label(fraItem, text="Complete Card:").place(x=250, y=5)
lblItemPicture = tk.Label(fraItem, height=400, image=imgItem).place(x=250, y=20)

#fraEnvi
lblEnviName = tk.Label(fraEnvi, text="Card Name:").place(x=5, y=100)
txtEnviName = tk.Entry(fraEnvi, text="enter room name").place(x=80, y=100)

lblEnviDeck = tk.Label(fraEnvi, text="Deck ID:").place(x=5, y=125)
txtEnviDeck = tk.Entry(fraEnvi, text="enter deck").place(x=80, y=125)

lblEnviType = tk.Label(fraEnvi, text="Card Type:").place(x=5, y=150)
txtEnviType = tk.Entry(fraEnvi, text="enter room type").place(x=80, y=150)

lblEnviText = tk.Label(fraEnvi, text="Card Text:").place(x=5, y=175)
txtEnviText = tk.Entry(fraEnvi, text="enter room text").place(x=80, y=175)

lblItemPicture = tk.Label(fraEnvi, text="Complete Card:").place(x=250, y=5)
lblItemPicture = tk.Label(fraEnvi, height=400, image=imgEnvi).place(x=250, y=20)

#fraMons
lblMonsName = tk.Label(fraMons, text="Name:").place(x=5, y=100)
txtMonsName = tk.Entry(fraMons, text="enter monster name").place(x=80, y=100)

lblMonsAtk = tk.Label(fraMons, text="Attack #:").place(x=5, y=125)
txtMonsAtk = tk.Entry(fraMons, text="enter attack").place(x=80, y=125)

lblMonsDef = tk.Label(fraMons, text="Defense #:").place(x=5, y=150)
txtMonsDef = tk.Entry(fraMons, text="enter defense").place(x=80, y=150)

lblMonsMag = tk.Label(fraMons, text="Magic #:").place(x=5, y=175)
txtMonsMag = tk.Entry(fraMons, text="enter magic").place(x=80, y=175)

lblMonsSpd = tk.Label(fraMons, text="Speed #:").place(x=5, y=200)
txtMonsSpd = tk.Entry(fraMons, text="enter speed").place(x=80, y=200)

lblMonsTarget = tk.Label(fraMons, text="Target:").place(x=5, y=225)
txtMonsTarget = tk.Entry(fraMons, text="enter target").place(x=80, y=225)

lblMonsType = tk.Label(fraMons, text="Type:").place(x=5, y=250)
txtMonsType = tk.Entry(fraMons, text="enter type").place(x=80, y=250)

lblMonsWound = tk.Label(fraMons, text="Wound Text:").place(x=5, y=275)
txtMonsWound = tk.Entry(fraMons, text="enter wound ability").place(x=80, y=275)

lblMonsText = tk.Label(fraMons, text="Main Text:").place(x=5, y=300)
txtMonsText = tk.Entry(fraMons, text="enter main text").place(x=80, y=300)

lblItemPicture = tk.Label(fraMons, text="Complete Card:").place(x=250, y=5)
lblItemPicture = tk.Label(fraMons, height=400, image=imgMons).place(x=250, y=20)

#fraBoss
lblBossName = tk.Label(fraBoss, text="Card Name:").place(x=5, y=100)
txtBossName = tk.Entry(fraBoss, text="enter boss name").place(x=80, y=100)

lblBossAtk = tk.Label(fraBoss, text="Attack #:").place(x=5, y=125)
txtBossAtk = tk.Entry(fraBoss, text="enter boss attack").place(x=80, y=125)

lblBossDef = tk.Label(fraBoss, text="Defense #:").place(x=5, y=150)
txtBossDef = tk.Entry(fraBoss, text="enter boss defense").place(x=80, y=150)

lblBossMag = tk.Label(fraBoss, text="Magic #:").place(x=5, y=175)
txtBossMag = tk.Entry(fraBoss, text="enter boss magic").place(x=80, y=175)

lblBossSpd = tk.Label(fraBoss, text="Speed #:").place(x=5, y=200)
txtBossSpd = tk.Entry(fraBoss, text="enter boss speed").place(x=80, y=200)

lblBossCombat = tk.Label(fraBoss, text="Combat:").place(x=5, y=225)
txtBossCombat = tk.Entry(fraBoss, text="enter combat effect").place(x=80, y=225)

lblBossEnvironment = tk.Label(fraBoss, text="Environment:").place(x=5, y=250)
txtBossEnvironment = tk.Entry(fraBoss, text="enter Environment effect").place(x=80, y=250)

lblBossMonster = tk.Label(fraBoss, text="Monster:").place(x=5, y=275)
txtBossMonster = tk.Entry(fraBoss, text="enter monster effect").place(x=80, y=275)

lblBossAct1 = tk.Label(fraBoss, text="Action 1:").place(x=5, y=300)
txtBossAct1 = tk.Entry(fraBoss, text="enter action 1").place(x=80, y=300)

lblBossAct2 = tk.Label(fraBoss, text="Action 2:").place(x=5, y=325)
txtBossAct2 = tk.Entry(fraBoss, text="enter action 2").place(x=80, y=325)

lblBossAct3 = tk.Label(fraBoss, text="Action 3:").place(x=5, y=350)
txtBossAct3 = tk.Entry(fraBoss, text="enter action 3").place(x=80, y=350)

lblBossAct4 = tk.Label(fraBoss, text="Action 4:").place(x=5, y=375)
txtBossAct4 = tk.Entry(fraBoss, text="enter action 4").place(x=80, y=375)

lblBossAct5 = tk.Label(fraBoss, text="Action 5:").place(x=5, y=400)
txtBossAct5 = tk.Entry(fraBoss, text="enter action 5").place(x=80, y=400)

lblBossPicture = tk.Label(fraBoss, text="Complete Card:").place(x=250, y=5)
lblBossPicture = tk.Label(fraBoss, height=400, image=imgBoss).place(x=250, y=20)

#fraRace
lblRaceName = tk.Label(fraRace, text="Card Name:").place(x=5, y=100)
txtRaceName = tk.Entry(fraRace, text="enter race name").place(x=80, y=100)

lblRaceAtk = tk.Label(fraRace, text="Attack #:").place(x=5, y=125)
txtRaceAtk = tk.Entry(fraRace, text="enter race attack").place(x=80, y=125)

lblRaceDef = tk.Label(fraRace, text="Defense #:").place(x=5, y=150)
txtRaceDef = tk.Entry(fraRace, text="enter Race defense").place(x=80, y=150)

lblRaceMag = tk.Label(fraRace, text="Magic #:").place(x=5, y=175)
txtRaceMag = tk.Entry(fraRace, text="enter Race magic").place(x=80, y=175)

lblRaceSpd = tk.Label(fraRace, text="Speed #:").place(x=5, y=200)
txtRaceSpd = tk.Entry(fraRace, text="enter Race speed").place(x=80, y=200)

lblRaceBonus = tk.Label(fraRace, text="Bonus:").place(x=5, y=225)
txtRaceBonus = tk.Entry(fraRace, text="enter Bonus").place(x=80, y=225)

lblRaceFlaw = tk.Label(fraRace, text="Flaw:").place(x=5, y=250)
txtRaceFlaw = tk.Entry(fraRace, text="enter Flaw").place(x=80, y=250)

lblRacePicture = tk.Label(fraRace, text="Complete Card:").place(x=250, y=5)
lblRacePicture = tk.Label(fraRace, height=400, image=imgRace).place(x=250, y=20)

#fraClas
lblClasName = tk.Label(fraClas, text="Card Name:").place(x=5, y=100)
txtClasName = tk.Entry(fraClas, text="enter class name").place(x=80, y=100)

lblClasAtk = tk.Label(fraClas, text="Attack #:").place(x=5, y=125)
txtClasAtk = tk.Entry(fraClas, text="enter Class attack").place(x=80, y=125)

lblClasDef = tk.Label(fraClas, text="Defense #:").place(x=5, y=150)
txtClasDef = tk.Entry(fraClas, text="enter Class defense").place(x=80, y=150)

lblClasMag = tk.Label(fraClas, text="Magic #:").place(x=5, y=175)
txtClasMag = tk.Entry(fraClas, text="enter Class magic").place(x=80, y=175)

lblClasSpd = tk.Label(fraClas, text="Speed #:").place(x=5, y=200)
txtClasSpd = tk.Entry(fraClas, text="enter Class speed").place(x=80, y=200)

lblClasAct = tk.Label(fraClas, text="Active:").place(x=5, y=225)
txtClasAct = tk.Entry(fraClas, text="enter Active").place(x=80, y=225)

lblClasPass = tk.Label(fraClas, text="Passive:").place(x=5, y=250)
txtClasPass = tk.Entry(fraClas, text="enter Passive").place(x=80, y=250)

lblClasPicture = tk.Label(fraClas, text="Complete Card:").place(x=250, y=5)
lblClasPicture = tk.Label(fraClas, height=400, image=imgClas).place(x=250, y=20)

#card choice dropdown and buttons
lstTemplate = tk.OptionMenu(root, currentType, *CARD_TYPES, command=card_changed)
lstTemplate.place(x=50, y=20)
butGenerate = tk.Button(root, text="Generate", command=make_card)
butGenerate.place(x=200, y=450)
butClear = tk.Button(root, text="Clear",fg="red", command=clear_fields)
butClear.place(x=350, y=450)

fraEnvi.place(x=0, y=0)
fraMons.place(x=0, y=0)
fraBoss.place(x=0, y=0)
fraRace.place(x=0, y=0)
fraClas.place(x=0, y=0)
fraItem.place(x=0, y=0)
card_changed("Item")
#window will not appear until mainloop is called
root.mainloop()

redpajama_set_name: RedPajamaStackExchange


Pressing Issues: Sully: The Truth?
As you may have heard, there's a new Clint Eastwood movie coming, Sully, based on the "miracle on the Hudson" airliner water landing. It stars my man Tom Hanks and should be a film I might watch, but I already see some red flags. First, there's the Richard Brody rave at The New Yorker online--usually enough to send me in the opposite direction. Then there's the fact that rather than focusing so much on the landing, it turns "political," picturing the pilot "fighting for his reputation" in facing off against a hostile investigative body. No surprise, this is Eastwood painting those Washington regulators as the bad guys. And with Clint, you do have to worry about the slant and the facts--witness his recent hagiographic American Sniper.
I presume there will be much to come on the alleged Washington assault and I'll keep an open mind but for now here is the first response from the probers, who question the Eastwood plot line. More to come.


text:
OFFICE OF THE ATTORNEY GENERAL AND DIVISION OF CRIMINAL INVESTIGATION RELEASE SIOUX FALLS POLICE DEPARTMENT OFFICER INVOLVED SHOOTING SUMMARY
The Office of the Attorney General and the Division of Criminal Investigation today released the summary into the officer involved shooting involving Cody Wade Kelly, 41, Sioux Falls, SD, on March 31, 2022, in Sioux Falls, South Dakota.
OFFICE OF THE ATTORNEY GENERAL AND DEPARTMENT OF REVENUE WARN OF NEW CAR SELLING SCAM
The Office of the South Dakota Chief Attorney General, the Consumer Protection Division, and South Dakota Department of Revenue Secretary Michael Houdyshell are warning consumers to be aware of fraudulent websites that have been established to mimic active South Dakota Dealerships.
COMPLAINT FILED AGAINST FORMER RAPID CITY POLICE OFFICER
The office of the South Dakota Attorney General announced today that a Complaint and Information charging Aggregated Second Degree Petty Theft, has been filed against former Rapid City police officer Matthew R. Hower, 41 of Rapid City.
SOUTH DAKOTA CONSUMER PROTECTION URGES CAUTION IN AFTERMATH OF SEVERE STORMS
The Office of the South Dakota Attorney General through its Consumer Protection Division is urging residents to be vigilant of transient contractor scams following the severe weather the state has encountered.
OFFICE OF THE ATTORNEY GENERAL AND DIVISION OF CRIMINAL INVESTIGATION RELEASE RAPID CITY POLICE DEPARTMENT OFFICER INVOLVED SHOOTING SUMMARY
The Office of the Attorney General and the Division of Criminal Investigation today released the summary into the shooting of Barney Leroy Peoples, Jr., 51, Rapid City, SD, on March 26, 2022, in Rapid City, South Dakota.
OFFICE OF THE ATTORNEY GENERAL AND DIVISION OF CRIMINAL INVESTIGATION RELEASE SOUTH DAKOTA HIGHWAY PATROL OFFICER INVOLVED SHOOTING SUMMARY
The Office of the Attorney General and the Division of Criminal Investigation today released the summary into the shooting of Ryan John Waldner, 41, Spencer, SD, on March 19, 2022, in rural Hanson County, South Dakota.

redpajama_set_name: RedPajamaCommonCrawl


text:
What Elizabeth Warren's Last Election Can Tell Us About 2020
Jan. 17, 2019 , at 6:01 AM
Filed under 2020 Democratic Primary
In her 2018 re-election campaign, Sen. Elizabeth Warren did well in college towns and relatively poorly in wealthy suburbs.
Pat Greenhouse / The Boston Globe via Getty Images
One of the many reasons I think New England is great1 is that its elections are conducted — and its results are reported — at the city/town level, not the county level. That lets psephologists like me study them in greater detail, and one election I'm particularly interested in is the just-concluded 2018 U.S. Senate race in Massachusetts.
For Sen. Elizabeth Warren, the race was little more than a tune-up for the 2020 presidential campaign she is now gearing up for2; she breezed to re-election by 24 points (although it was arguably an underwhelming performance given the state's blue hue). But we can look at who voted for Warren in 2018 for clues as to who might vote for her in 2020 — both in the primary and, if she gets there, in the general election.
This isn't as simple as just looking at which areas Warren won — because partisanship predicted the 2018 election results so well, all that would tell us is that she does well in the most Democratic places. Instead, you have to look at how Warren performed relative to other Democrats. Since she is vying to succeed Hillary Clinton as the Democratic presidential nominee, I used Clinton's 2016 general-election performance as my point of comparison. If Warren did better than Clinton in a given town, it suggests that its voters were more enthusiastic about her than they were about Clinton. If Clinton did better than Warren, it indicates that those voters were relatively cool toward the state's senior senator.
I calculated the difference between Warren's and Clinton's vote shares for all 351 cities and towns in Massachusetts as well as the 255 voting precincts in the city of Boston. Armed with demographic statistics about each of those jurisdictions (plus my knowledge as a Massachusetts native), I spent a few days looking for patterns in the data. Here's what I found.
1. She's weak in elite suburbs
One clear trend is that Warren underperformed in extremely wealthy, highly college-educated communities. In 2013, The Washington Post conducted a nationwide analysis that identified the wealthiest and most educated zip codes in the U.S., labeled "Super Zips" (building upon an earlier analysis by political scientist Charles Murray). Modifying the Post's Super Zip calculations to look only at Massachusetts,3 I identified the state's 12 upper-crustiest cities and towns. The list is a veritable where's-where of elite Boston suburbs — and Warren did worse than Clinton in all 12.
Warren underwhelmed in 'Super Zips'
How Hillary Clinton (in the 2016 presidential race) and Elizabeth Warren (in the 2018 Senate race) performed in the 12 wealthiest and best-educated communities in Massachusetts
Median Income*
% with Bachelor's
Wellesley $177k 82.7% 71% 64% -7%
Weston 197 82.4 66 60 -6
Medfield 154 72.5 59 55 -4
Dover 204 82.7 57 54 -3
Needham 142 74.6 70 68 -3
Sherborn 171 82.9 67 64 -3
Winchester 152 75.5 63 61 -2
Sudbury 171 78.5 69 66 -2
Wayland 167 82.6 72 70 -2
Andover 143 73.7 58 57 -2
Lexington 162 81.6 77 75 -2
Carlisle 171 84.7 69 68 -1
Statewide 74 42.1 60 60 0
*By household
Communities qualified as Super Zips if they scored at least a 95 in our calculation, which averaged each community's percentile in education with its percentile in income to get a score from 0 to 100.
Sources: 2013-2017 American Community Survey, Massachusetts secretary of the commonwealth
Although I'd like to include some of the more well-to-do sections of Boston in this list, no income or education data is available for individual precincts within Boston. To get at least a rough sense of how those neighborhoods voted, however, we can use past election results — specifically, the precinct's margin shift from 2012 to 2016 presidential results — to find likely Super Zips within the city. (As has been thoroughly documented here and elsewhere, affluent, well-educated Mitt Romney voters flocked to Clinton in 2016.) Seven of the eight precincts that shifted the most toward Clinton are in Beacon Hill or the Back Bay, two of Boston's poshest neighborhoods.4 Warren lagged behind Clinton in these precincts by anywhere from 2 points to 9 points, confirming our statewide findings.
Of course, after Clinton won upper-class areas by eye-popping margins in 2016, some reversion to the mean is expected. However, it also makes sense that Warren would be unpopular among wealthy voters, given her career-long crusade against big business. It certainly appears that social and economic elites are not part of Warren's base.
2. She could win back Obama-Trump voters
So where are the voters who love Warren? Here are the 10 cities and towns where she outran Clinton by the biggest margin:
Places that swung toward Trump still like Warren
The 10 Massachusetts cities and towns where Elizabeth Warren (in the 2018 Senate race) outperformed Hillary Clinton (in the 2016 presidential race) by the highest margin
2012 vs. 2016 Margin Shift
Hawley $66k 39.6% R+12 51% 67% +16%
Middlefield 75 26.0 R+30 51 67 +15
Cummington 53 43.2 R+11 60 72 +12
Wendell 43 45.9 R+13 69 81 +12
Sandisfield 69 37.3 R+17 53 64 +11
Peru 69 24.5 R+30 50 60 +11
Otis 70 32.5 R+19 47 57 +10
Leverett 87 64.9 R+3 77 87 +10
Tyringham 86 49.3 D+11 69 78 +9
North Adams 39 24.5 R+20 64 73 +9
Statewide 74 42.1 D+4 60 60 0
They have a lot in common. They are all small towns in Western Massachusetts. With a few exceptions, they have incomes lower than the statewide average. Most of them have fewer college graduates than average as well. And Trump improved upon Romney's margin in all but one of them.
Just like other white,5 blue-collar areas in the rest of the country, Western Massachusetts broke with longstanding Democratic tradition in the 2016 election. Warren's ability to match or even exceed President Obama's 2012 performance in these areas suggests that she might be the right candidate to persuade Obama-Trump voters to once again vote Democratic in the 2020 general election. In addition, a majority of Democrats in most of these towns — some of which are fairly bohemian — voted for Bernie Sanders in the 2016 Democratic primary. That's a pretty good indication that Warren may also find a primary base among economically struggling communities that could be receptive to her populist message.
3. Young people seem to like her
Young people generally make up a small share of the electorate, so it's hard to draw any firm conclusions about how they might feel about Warren based on Massachusetts election results. So let's stick to what we know: Warren exhibited moderate strength in Massachusetts's 10 youngest municipalities.6
Warren's youth movement
How Elizabeth Warren (in the 2018 Senate race) performed compared with Hillary Clinton (in the 2016 presidential race) in the 10 youngest communities in Massachusetts
Amherst 21.4 83% 89% +6%
Sunderland 31.3 71 76 +5
Aquinnah 25.6 82 86 +4
Somerville 31.5 83 87 +4
Williamstown 29.9 81 84 +3
Cambridge 30.4 88 91 +3
Springfield 32.9 74 75 +1
Boston 32.0 81 81 0
Lawrence 31.4 82 81 -1
Wenham 24.7 56 54 -3
Statewide 39.4 60 60 0
In six of them, Warren outran Clinton by 3 points or more, and in three of the other four, more than half the population is nonwhite, which is likely far more important in explaining the communities' electoral preferences than age is. (The 10th town, Wenham, is an easily-explained-away exception: It's an elite suburb that appears on the list mostly because a local college7 drops its median age.) Although the sample size is small, this does suggest Warren has a natural constituency in and around college towns, based on her overperformance in places like Amherst8 (+6 points), Cambridge9 (+3 points) and Williamstown10 (+3 points). The Boston precincts where Warren outpaced Clinton the most were also disproportionately located in the city's Allston and Brighton neighborhoods, which stretch from Boston College to Boston University; as of the last Census, more than half the population there was between the ages of 20 and 34.
4. Nonwhite voters are a wild card
There's one demographic variable we haven't mentioned yet, and it's a big one in a Democratic primary: race. Both the places where Warren did especially well and the places where she did especially poorly were overwhelmingly white.11 How did Warren's vote share compare with Clinton's in Massachusetts's predominantly nonwhite communities (yes, they do exist)? Overall, the differences were minimal, implying that Warren is no better, nor any worse, at wooing these voters than Clinton was.
Warren does OK in diverse places
How Elizabeth Warren (in the 2018 Senate race) performed compared with Hillary Clinton (in the 2016 presidential race) in the 12 Massachusetts communities where less than half the population is white
Share of Population
Aquinnah* 40% 0% 0% 1% 82% 86% +4%
Everett 46 23 19 6 67 69 +2
Malden 47 9 16 24 70 72 +2
Lowell 49 20 7 21 64 65 +1
Springfield 33 44 19 2 74 75 +1
Lynn 38 39 12 8 67 67 +1
Randolph 36 8 38 12 75 76 +1
Boston 45 19 23 9 81 81 0
Holyoke 43 51 3 2 70 70 0
Brockton 37 11 39 2 71 71 0
Chelsea 22 66 6 3 79 79 0
Lawrence 16 79 2 2 82 81 -1
Statewide 73 11 7 6 60 60 0
*42 percent of Aquinnah residents are Native American.
We can take a closer look at how Warren performed among Hispanic, black and Asian voters specifically by zooming in to the precinct level in Boston, whose neighborhoods remain fairly segregated by race.12 This data reveals that Warren may hold special appeal among nonwhite voters after all — specifically, Hispanic voters. Warren did between 1 and 6 points better than Clinton in all 10 Boston precincts where, as of 2010, at least 50 percent of residents were Hispanic. At the same time, the precinct data also seems to confirm that black voters are truly agnostic about Warren. On average, Warren did only 1 point better than Clinton in Boston's 56 majority-black precincts, with very little precinct-by-precinct deviation. It was hard to arrive at a conclusion about Asian voters; Boston had no majority-Asian precincts in 2010. The three precincts where Asians constituted a plurality of the population differed dramatically from one another. In one, Warren did 2 points better than Clinton; in the other two, Warren did 4 and 10 points worse.13
People of color cast about 40 percent of all votes in the 2016 Democratic primary, so anyone who hopes to be the party's 2020 nominee must win a healthy share of nonwhite voters. On the plus side for Warren, it's a good sign that her 2018 performance among these voters wasn't actively bad, given that Sanders (whose natural constituencies overlap with Warren's) struggled so much to win minority voters in the 2016 primary; indeed, her campaign managers ought to find her recent performance with Hispanic voters downright encouraging. But on the other hand, Warren has also shown no particular knack for connecting with black and Asian voters. She has plenty of other strengths as a candidate — including her ideology and fundraising ability — but fostering more of a base among nonwhite voters could give her the complete package.
The fact that I was born and raised there certainly has nothing to do with it.
She formed an exploratory committee but has not yet officially announced her candidacy.
Each city or town got a score between 0 and 100, which represented the average of its statewide percentile ranking for median household income and its statewide percentile ranking for percentage of the population over age 25 who possess a bachelor's degree or higher. All city and town data (excluding precinct-level data in Boston) in this article are five-year estimates from the U.S. Census Bureau's 2013-2017 American Community Survey.
The other is in Charlestown.
All the towns in the table are at least 89 percent non-Hispanic white.
By median age.
Gordon College, a Christian school of about 2,000 students.
Home to Amherst College, Hampshire College and the main campus of the University of Massachusetts.
The location of Harvard, MIT and Lesley College.
Where you'll find the Purple Cows of Williams College.
The 20 cities and towns where Warren outperformed Clinton most dramatically were an average of 94 percent non-Hispanic white; the 20 cities and towns where Warren fell the furthest short of Clinton were an average of 90 percent non-Hispanic white. In both cases, that's significantly higher than the statewide average of 73 percent non-Hispanic white.
Unlike for cities and towns, the most recent demographic data for Boston precincts is from the 2010 Census, so it's a bit out of date. But because Boston hasn't redrawn its precincts in years, the only forces changing the population makeup in these areas are natural demographic shifts, which tend to move relatively slowly, so this data can still give us a decent idea of who's voting where in Boston.
The first precinct includes Chinatown, a neighborhood that is undergoing gentrification, which may have helped Warren. The other two precincts were in Dorchester.
Nathaniel Rakich is FiveThirtyEight's elections analyst. @baseballot
Donald Trump (1189 posts) Hillary Clinton (554) 2020 Democratic Primary (474) Elizabeth Warren (150) Massachusetts (76)


All the images that you pin are collected under one or more Pinterest boards. And one of the first things that people see, when they visit your profile, will be your boards. After taking care of your Pinterest profile, it's time to optimize your boards.
1. Your board's cover image is basically its selling point. So use an quality picture that represents the board topic well. Also adjust it so that the picture is shown clearly; in the bottom-right corner of the cover, Pinterest puts a little tag with the number of pins on that board, so make sure that label doesn't block an essential part of the picture.
I recommend changing the cover once in a while; it keeps the board's look from getting stale. It's also nice to rearrange the order of the boards on your profile; do this by simply clicking on them and dragging them to where you want.
2. An uninhabited board doesn't look good. Pinterest displays 5 images on the board's profile (1 cover image and 4 small ones in a bottom row). If you don't have at least 5 pins, perhaps make the board a secret one first, until you get enough. See the next point.
3. What are secret boards? I'll give you a hint: they're secret. Okay, weak sarcasm aside, they allow you to hide boards that you don't want to display to the public. They're visible to you at the bottom of your profile page.
These hidden boards are useful when you're not sure what you want to do with a board, or if you just want to share the board with a select few. Note that you can't turn a board that's already public into a secret one.
4. Group boards are an excellent engagement practice on Pinterest. If you join someone else's board, your pins get more exposure. If you create your own group board, and invite your followers/people you follow to pin on it, this brings more exposure to your Pinterest profile.
Categorize it correctly. Although Pinterest's category selection is limited, choose the most suitable one so that your board shows up when people browse through categories.
Your board's title/name: The trick is to include keywords that will up your visibility, yet at the same time, not to use something like "Home Decor", which will get lost amongst countless of other boards with the same name. So if you're going to name it something less obvious like "Dress your Nest", make sure you have the essential keyword(s) in the board's description.
Speaking of descriptions, your board's one is essential when being indexed by Pinterest's internal search tool. Write out an accurate description with very relevant keywords. Add a URL, if applicable.
This entry was posted in Pinterest, Social media and tagged pinterest boards, pinterest business, Social media. Bookmark the permalink.


text:
Q: can't put circles on multi-line chart d3 I have tried many ways to bind data, but without luck.
part of my code is like this:
 let circleData = data.map((i) => i.values);
      mainGraph
        // .append("g")
        .selectAll("circle")
        .data(circleData)
        .enter()
        .append("circle")
        .attrs({
          cx: (d) => xScale(d.name),
          cy: (d) => yScale(d.value),
          r: 3,
          opacity: 1,
        });

I am so confused about data function, use the same way to draw the line it works fine, but when it comes to circles, it seemed can't read the data at all. I hope someone could help me to understand this, thank you very much!

const data = [{
  category: "series_1",
  values: [{
      name: "A",
      value: 10
    },
    {
      name: "B",
      value: 21
    },
    {
      name: "C",
      value: 19
    },
    {
      name: "D",
      value: 23
    },
    {
      name: "E",
      value: 20
    },
  ],
}, ];
let counter = 1;
const add_set = (arr) => {
  let copy = JSON.parse(JSON.stringify(arr[0]));
  const random = () => Math.floor(Math.random() * 20 + 1);
  const add = (arr) => {
    counter++;
    copy.values.map((i) => (i.value = random()));
    copy.category = `series_${counter}`;
    arr.push(copy);
  };
  add(arr);
};
add_set(data);

//No.1 define the svg
let graphWidth = 600,
  graphHeight = 300;
let margin = {
  top: 60,
  right: 10,
  bottom: 30,
  left: 45
};
let totalWidth = graphWidth + margin.left + margin.right,
  totalHeight = graphHeight + margin.top + margin.bottom;
let svg = d3
  .select("body")
  .append("svg")
  .attr("width", totalWidth)
  .attr("height", totalHeight);
//No.2 define mainGraph
let mainGraph = svg
  .append("g")
  .attr("transform", "translate(" + margin.left + "," + margin.top + ")");
//No.3 define axises
let categoriesNames = data[0].values.map((d) => d.name);
let xScale = d3
  .scalePoint()
  .domain(categoriesNames)
  .range([0, graphWidth]); // scalepoint make the axis starts with value compared with scaleBand
let colorScale = d3.scaleOrdinal(d3.schemeCategory10);
colorScale.domain(data.map((d) => d.category));

let yScale = d3
  .scaleLinear()
  .range([graphHeight, 0])
  .domain([
    d3.min(data, (i) => d3.min(i.values, (x) => x.value)),
    d3.max(data, (i) => d3.max(i.values, (x) => x.value)),
  ]); //* If an arrow function is simply returning a single line of code, you can omit the statement brackets and the return keyword

//No.4 set axises
mainGraph
  .append("g")
  .attr("class", "x axis")
  .attr("transform", "translate(0," + graphHeight + ")")
  .call(d3.axisBottom(xScale));
mainGraph.append("g").attr("class", "y axis").call(d3.axisLeft(yScale));
//No.5 make lines
let lineGenerator = d3
  .line()
  .x((d) => xScale(d.name))
  .y((d) => yScale(d.value))
  .curve(d3.curveMonotoneX);

var lines = mainGraph
  .selectAll(".path")
  .data(data.map((i) => i.values))
  .enter()
  .append("path")
  .attr("d", lineGenerator)
  .attr("fill", "none")
  .attr("stroke-width", 3)
  .attr("stroke", (d, i) => colorScale(i));

//No.6 append circles
let circleData = data.map((i) => i.values);
mainGraph
  // .append("g")
  .selectAll("circle")
  .data(circleData)
  .enter()
  .append("circle")
  .attrs({
    cx: (d) => xScale(d.name),
    cy: (d) => yScale(d.value),
    r: 3,
    opacity: 1,
  });
.line {
  stroke: blue;
  fill: none;
}
<script src="https://d3js.org/d3.v6.min.js"></script>
<script src="https://d3js.org/d3-selection-multi.v1.min.js"></script>

A: Firstly, your problem is that for a line, you pass an array of data points, but fir a circle, you pass a single data point. Simply applying console.log(circleData) tells me that circleData is an array of arrays.

There are multiple ways to make your code work. One is just to flatten all circle data points into a single array, using circleData.flat(). The upside is that it is by far the simplest solution. The downside is that you use (d, i) => colorScale(i), and i is now messed up.
//No.6 append circles
let circleData = data.map((i) => i.values).flat();
mainGraph
  .selectAll("circle")
  .data(circleData)
  .enter()
  .append("circle")
  .attrs({
    cx: (d) => xScale(d.name),
    cy: (d) => yScale(d.value),
    r: 3,
    opacity: 1,
  });

For lines, i becomes 0 for line 1, 1 for line 2, etc. For the circles, we'd want it to become 0 five times, and 1 five times, but instead it becomes 0, 1, 2, ..., 10. Because that's what counters do, they count.
You could change the data by adding a property that tells you which line a circle belongs to, or you could lean into it and put all circles that depend on a line into a single g-element. That means appending a g for each line/circle combination.
It has some upsides. One is that fill can be inherited from that g element, so you can keep using colorScape(i). Another is that you could even move the line into the group, giving you a very easy way to highlight, show/hide, or do other things to it.

const data = [{
  category: "series_1",
  values: [{
      name: "A",
      value: 10
    },
    {
      name: "B",
      value: 21
    },
    {
      name: "C",
      value: 19
    },
    {
      name: "D",
      value: 23
    },
    {
      name: "E",
      value: 20
    },
  ],
}, ];
let counter = 1;
const add_set = (arr) => {
  let copy = JSON.parse(JSON.stringify(arr[0]));
  const random = () => Math.floor(Math.random() * 20 + 1);
  const add = (arr) => {
    counter++;
    copy.values.map((i) => (i.value = random()));
    copy.category = `series_${counter}`;
    arr.push(copy);
  };
  add(arr);
};
add_set(data);

//No.1 define the svg
let graphWidth = 600,
  graphHeight = 300;
let margin = {
  top: 60,
  right: 10,
  bottom: 30,
  left: 45
};
let totalWidth = graphWidth + margin.left + margin.right,
  totalHeight = graphHeight + margin.top + margin.bottom;
let svg = d3
  .select("body")
  .append("svg")
  .attr("width", totalWidth)
  .attr("height", totalHeight);
//No.2 define mainGraph
let mainGraph = svg
  .append("g")
  .attr("transform", "translate(" + margin.left + "," + margin.top + ")");
//No.3 define axises
let categoriesNames = data[0].values.map((d) => d.name);
let xScale = d3
  .scalePoint()
  .domain(categoriesNames)
  .range([0, graphWidth]); // scalepoint make the axis starts with value compared with scaleBand
let colorScale = d3.scaleOrdinal(d3.schemeCategory10);
colorScale.domain(data.map((d) => d.category));

let yScale = d3
  .scaleLinear()
  .range([graphHeight, 0])
  .domain([
    d3.min(data, (i) => d3.min(i.values, (x) => x.value)),
    d3.max(data, (i) => d3.max(i.values, (x) => x.value)),
  ]); //* If an arrow function is simply returning a single line of code, you can omit the statement brackets and the return keyword

//No.4 set axises
mainGraph
  .append("g")
  .attr("class", "x axis")
  .attr("transform", "translate(0," + graphHeight + ")")
  .call(d3.axisBottom(xScale));
mainGraph.append("g").attr("class", "y axis").call(d3.axisLeft(yScale));
//No.5 make lines
let lineGenerator = d3
  .line()
  .x((d) => xScale(d.name))
  .y((d) => yScale(d.value))
  .curve(d3.curveMonotoneX);

var lines = mainGraph
  .selectAll(".path")
  .data(data.map((i) => i.values))
  .enter()
  .append("path")
  .attr("d", lineGenerator)
  .attr("fill", "none")
  .attr("stroke-width", 3)
  .attr("stroke", (d, i) => colorScale(i));

//No.6 append circles
let circleData = data.map((i) => i.values);
mainGraph
  .selectAll(".circle-container")
  .data(circleData)
  .enter()
  .append("g")
  .attr("class", "circle-container")
  .attr("fill", (d, i) => console.log(d) || colorScale(i))
  .selectAll("circle")
  .data((d) => d)
  .enter()
  .append("circle")
  .attrs({
    cx: (d) => xScale(d.name),
    cy: (d) => yScale(d.value),
    r: 3,
    opacity: 1,
  });
.line {
  stroke: blue;
  fill: none;
}
<script src="https://d3js.org/d3.v6.min.js"></script>
<script src="https://d3js.org/d3-selection-multi.v1.min.js"></script>


Mora Art & Interior Design Consultants, created by Interior Designer, Yolanda De La Mora is a creative entity that offers Interior Styling Services.
Alongside our partner company, Mike & YoLi At Home, we also carry unique finds that include hand and spray painted furniture, unfinished and consigned pieces. Together we offer painting services which include Custom Painted Pieces, Customer Requests and Furniture Painting Classes.


text:
Cesc Fabregas: Chelsea midfielder joins Monaco
He will reunite with former Arsenal team-mate and close friend Thierry Henry at Stade Louis II, with the Gunners' all-time top goalscorer taking his first steps in management after Leonardo Jardim was sacked in October.
Now 31, Fabregas eventually made the same move as Henry when he left the Emirates Stadium for Barcelona, but he returned to English football with Chelsea in 2014.
"It is a great pleasure to join Monaco, it is a new project for me".
"I'm looking forward to starting, we have a great match to play in Marseille on Sunday".
The former Marseille and Roma player was expected to put pen to paper on a move from Turkish club Antalyaspor, but Monaco announced earlier on Friday that he had failed a medical due to a calf problem.
Fabregas was previously Jorginho's deputy in the deepest midfield position, with the World Cup victor being the only other central player in our squad capable of dictating the play from that area of the pitch. "I am very excited".
"We thank Cesc for his wonderful service and wish him the very best of luck for the next chapter in what has been a fantastic career, " Chelsea FC wrote.
Avoiding serious injury helped him to play around 650 club games and to score 121 goals - winning league titles with Barcelona and Chelsea and domestic Cup competitions with all three sides.
"We are very pleased to welcome Cesc Fabregas, a world-class player and a great professional, whose arrival demonstrates the ambition of the club", said Vadim Vasilyev, the club's vice president and general manager.
However, they have won just twice in nine league games since Henry's arrival and now languish in the relegation zone, five points from safety before the weekend's matches.
Three More iPhones Are Coming
Hasan Salihamidzic: Bayern Munich really want to sign Callum Hudson-Odoi
Trump floats "path to citizenship" for H-1B visa holders
Canada grants asylum to Saudi woman in Thailand
Ms Alqunun and her supporters drew global attention to her case through a social media campaign launched mostly on Twitter. In response to the media campaign Thai authorities allowed her access to the UNHCR and did not deport her to Kuwait.
Trump denies knowledge of Manafort's alleged contact with suspected ex-Russian agent
Instead, they said, they would be open to resolving the matter during pre-sentencing reports. Prosecutors alleged that Manafort lied about providing Kilimnik with the polling data.
Marcelo Bielsa Admits He Sent Leeds 'Spy' To Derby Training
Derby manager Frank Lampard, also speaking ahead of the kick-off, said that the incident shouldn't be excused on cultural grounds. Leeds were 2-0 winners at Elland Road in a match that was marred in controversy after an incident at Derby's training.
Steelers president open to trading A.B
In 15 games, Brown recorded 1,297 receiving yards and 15 touchdowns, setting a new team record for majors. As a result, there would be serious cap implications if Pittsburgh were to move on.
Maurizio Sarri Confirms He Wants Two New Players At Chelsea This January
The Blues have been linked with AC Milan striker Gonzalo Higuain , who Sarri worked with successfully at Napoli . The market window in January would be better for one week, 10 days.
Two Huawei executives arrested in Poland over spying allegations
The Chinese government said it was "highly concerned" over reports of the arrest of a Chinese businessman for alleged espionage. Huawei issued a statement from its Chinese headquarters saying it was aware of the situation in Poland and was looking into it.
Lady Gaga denounces R. Kelly, vows to take duet off streaming services
I don't doubt that Gaga's apology is honest , although I totally get why people do, since it's Oscar season. Kelly ", up from 1.9 million on January 2, according to Nielsen Music statistics cited by Billboard .
Google Assistant can now translate conversations in over 20 languages: Here's more
There was also the announcement that Sonos has Google Assistant working on the One and the Beam, and it is now in beta. Apart from airline check-ins, Google Assistant can help users to book a room for a specified hotel, city, and dates.
At the border, Trump moves closer to emergency declaration
A second official with knowledge of the proposal said it would fund construction of about 315 miles (500 kilometers) of border barrier.
Winter Storm Will Bring Snow For Much of Iowa This Weekend
With highs in the mid 30s, wind chills will be in the 20s thanks to a north wind that could gust as high as 20 miles per hour . The advisory runs essentially along and south of I-80 where light snow is expected to create slick travel conditions.


Description This gem looks disgusting and feels even worse. It's somehow been polluted with a noxious brown substance and smells like raw sewage. It's hard to say how a gem smells like anything, but no matter how many times you wash it, it's still terrible.


Anaheim is a city in Orange County, California, located 28 miles southeast of Los Angeles. As of the 2000 census, the city had a total population of 328,014, making it the tenth-largest city in California. Anaheim is the second largest city in Orange County and is known for the theme parks, sports teams, and convention center.
Grape farmers founded Anaheim in 1857 and an insect pest destroyed wine makers from Franconia in Bavaria but the grape industry in the late 19th century.
In the 1920's, the Ku Klux Klan, at the height of its influence and popularity, decided to make Anaheim a model Klan city. In 1924, the Klan secretly managed to get four of its members elected to the five-member Board of Trustees. Nine of the ten members of the police force were also Klansmen. The four Klan trustees served for nearly a year, until they were publicly exposed, and voted out in a recall election in which 95% of the population participated.
Call it corporate housing, temporary furnished housing, furnished corporate housing, temporary furnished apartments, corporate furnished apartments, corporate accommodations, furnished short-term housing, furnished temporary apartments, temporary accommodations, temporary corporate apartments, temporary housing, furnished accommodations or temporary suites, chances are that SuiteNet members can accommodate you in Anaheim, California.
The Disneyland theme park was constructed in Anaheim from July 1954 to July 1955 and has since become Anaheim's largest tourist attraction. The location was formerly 160 acres of orange and walnut trees, some of which remain inside Disneyland. In 2001, Disney's California Adventure Park was opened to the public, being the most expansive project in the theme park's history.
In the late 1900's, Anaheim grew rapidly in population. Today, Anaheim has a diverse racial and ethnic composition.


text:
Still/Born
It's that time of year again and Grimmfest is back with a slate full of ghastly goodies to frighten film fans. Sponsored by the Horror Channel and Jurys Inn, it's screening some of the highlights of the horror year as well as making way for new talent and delivering, as always, an impressive showcase of shorts.
Dave Made A Maze
One afternoon, Dave builds a cardboard maze in his living room, gets lost in it, and discovers that it's full of traps and monsters which he doesn't remember creating.
Trench 11
In the final days of WWI a shell-shocked soldier must lead a mission deep beneath the trenches of No Man's Land to stop a German experiment that could turn the tide of the war. But the Germans have already lost control...
Attack Of The Adult Babies
A home invasion forces two teenagers to break into a remote country manor little realising it is a retreat for middle-aged men who like to dress in nappies... and who have a sinister plot.
Two members of the Mohawk people and their British lover are forced to flee into the woods when a group of vicious American renegades turns on them during the war of 1812.
Better Watch Out
As a 12-year-old prepares to confess his romantic feelings for his babysitter one Christmas Eve, something starts trying to break into the house.
A girl's life cascades into chaos as everyone around her suffers a gruesome fate while she herself becomes less and less certain of who she is and what kind of a world she lives in.
M.F.A.
A woman who is raped goes on a rampage of vengeance.
For Mary, the joy of her son Adam's birth is overshadowed by the stillborn death of his twin brother. Now she can't shake the feeling that something is coming for Adam too.
Ruin Me
Welcome to Slasher Sleepout: The Ultimate Horror Movie Experience combining camping, haunted house, and an escape room into one extreme 36-hour event. Six strangers are hooded, dropped in the middle of the woods, and must survive a simulated horror movie. But then people start dying for real.
A young couple camping in the woods find an abandoned tent and then a lost toddler.
Making Babies
Joanne Mitchell on her love of horror, awesome women and Attack Of The Adult Babies
The skin she lives in, part two
Norbert Keil on gore scenes and the incredible visuals in Replace.
The skin she lives in, part one
Norbert Keil on the terror of ageing, memory loss and working with Rebecca Forsythe on Replace
Hostages to fortune, part two
More from Lora Burke and Robert Notman on Poor Agnes
Hostages to fortune, part one
Lora Burke and Robert Notman on Poor Agnes
Damien Power on the trials and tribulations of making Killing Ground
Birdwatchers
Dominic Bridges and Mim Shaikh on pigeons, scary movies and Freehold


Sarah George '14 believes that the Amazon River may have flowed the other direction in the not-so-distant past and that the formation of the Andes Mountains in northern Peru and Ecuador could have caused the Amazon River to reverse its course. By integrating geochemistry with field observations, she plans to study how and when this reversal may have happened.
For Rachel Harris '14, who majored in biology and minored in Russian, the NSF fellowship will support her exploration of a different part of the world. A doctoral student in the Department of Geosciences at Princeton University, Harris studies deep subsurface methanogens in the world's deepest gold mines.
The NSF graduate fellowship program, the oldest of its kind, has recognized many pioneering scientists, engineers, and mathematicians, including some who went on to win Nobel prizes. All fellows are anticipated to become experts who can contribute significantly to research, teaching, and innovations, according to the NSF, though not all studied STEM subjects as undergraduates.
Katherine Frost '10, who majored in psychology and religious studies at Wellesley, is a clinical psychology doctoral student at Binghamton University in New York, studying the impact of acute stress on reward responsiveness in schizophrenia. She appreciates the NSF's stated commitment "to help ensure the vitality and diversity of the scientific and engineering workforce of the United States." She is also grateful for her liberal arts education, which "helped me begin to build the confidence and competence I needed to follow my dreams," she said.
Rachel Magid '12, who double-majored in psychology and French, will be a second-year doctoral student in the fall, studying cognitive development in the Early Childhood Cognition Lab in the Department of Brain and Cognitive Sciences at MIT. Magid's work explores how children represent themselves through their abilities, interests, and values.
Wellesley congratulates all five alumnae, and the following alumnae who received honorable mentions for the 2015 National Science Foundation Graduate Research Fellowship: Marsin Rahim Alsamary '13, Emily Cuddy '12, Katherine W. Eyring '14, Mia Howard '12, Melanie Rachel Kazenel '10, Jungwoo Zema Lee '10, Gwendolynne Merlen '09, Christine Mary Frances Miller '11, and Rachel Ann Roston '11.


text:
Passenger ejected, seriously injured in I-75 crash
By Jared Goffinet
BOONE COUNTY, Ky. (WXIX) - A section of southbound I-75 in Boone County was shut down for several hours Friday night due to a crash with serious injuries.
The crash happened at 4:22 p.m. near Turfway Road, according to the Florence Police Department.
A passenger car struck the rear of a box truck while heading south on I-75. The box truck, police say, then hit the concrete median and overturned.
A passenger in the box truck was ejected and suffered a serious head injury.
UC Air Care transported that passenger to UC Medical Center where he or she has stabilized in critical condition.
Florence EMS transported the driver of the car and the driver of the truck to St. Elizabeth Hospital Florence with minor injuries.
Police are investgating.
SB 71/75 in Boone County is seeing a big traffic backup because of an accident. The Boone County Dispatch says Aircare responded to the scene. There are multiple serious injuries. This is at the exit for 236. @FOX19 pic.twitter.com/mh6NkzvDLn
— Kody Fisher (@KodyFisherTV) November 26, 2021


text:
New councillors to learn the ropes of local govt
Nthambeleni Gabara
Pretoria - Newly elected councillors are set to get a taste of what local government operations are all about in an induction programme by the Department of Cooperative Governance and Traditional Affairs.
While acting Cooperative Governance and Traditional Affairs Minister, Nathi Mthethwa, did not give a specific date for the programme, he let on it would be "soon" and they had high hopes for its outcomes.
He said the induction would prepare them to serve people with efficiency, speed and instil a sense of accountability to the community.
"We welcome the newly-elected and returning councillors to local government and we remind them that their election into municipal councils is about serving communities who have put their trust in them," he said.
Mthethwa also applauded the peaceful conduct of all South African voters during the 2011 municipal elections last Wednesday.
Mthethwa, who chairs the government inter-ministerial committee on local government elections, also congratulated the Independent Electoral Commission (IEC) for its dedication and professionalism in conducting free and fair elections.
"A pat on the back goes to all South African voters whose mature conduct and cooperation with officials before and during elections ensured that the environment was conducive to conducting elections which were free from disruptions," he said.
The minister said the 2011 local government elections were characterised by lively and respectful campaigning, with all political parties free to engage with voters in all areas.
The IEC recorded decreased voter apathy and achieved an impressive 57.6 percent turnout in registered voters, which is an improvement from the previous local government elections, which scored below 50 percent mark.


text:
Q: Синтез речи в Android Чем отличается TextToSpeech.QUEUE_ADD от TextToSpeech.QUEUE_FLUSH?

A: TextToSpeech.QUEUE_FLUSH — флаг, обозначающий, что при добавлении новой фразы текущую необходимо прервать и начать воспроизведение добавленной. Если вы хотите составить очередь из фраз, следует использовать вместо этого флаг TextToSpeech.QUEUE_ADD.


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