text:
play Add to Remove
You can't rate an introduction video. Please select a track first
OK Good Great Excellent Awesome
Festival Slots
See Dave Grohl perform with Audioslave at...
Last night was 'I Am The Highway', a tribute concert to the late, great Chris Cornell whose proceeds went to...
Red Hot Chilli Peppers to Play the Great...
No, that's not some new Casino in Vegas or something odd in the Mojave, we mean the actual Great Pyramids at Giza. ...
The Son of the Ghostbusters director is...
The Bill Murray era Ghostbusters was directed by a chap called Ivan Reitman, and we awoke to the news that his son Jason is...
Fat White Family go to war in new video
Fat White Family's Feet is a brilliant comeback single, and their new video is set during a fictional war… but...
Here's the new Karen O and Danger Mouse...
The collaborative album between Karen O (sometimes of the Yeah Yeah Yeahs) and Danger Mouse is definitely coming March 15th....
Cranberries release first song from final...
Following the death of Dolores O'Riordan, her band The Cranberries took the decision to finish the album they were...
Tidal accused of faking streaming figures
Obviously, when reporting allegations you have to be very careful, but the actual Norwegian police have launched a criminal...
Florence and the Machine debut rock song
Florence and the Machine's music has become increasingly pastoral and floaty over the years, a far cry from the stark...
The Velvet Buzzsaw Trailer is Immense
You know how Netflix hit Stranger Things didn't do anything original, but instead took a load of old ideas and did them...
The Gesaffelstein and Weeknd collab is here
Gesaffelstein and the Weeknd have collaborated again, and if you're a fan of the former you might be worried it's...
Here's the new Fat White Family tune
Fat White Family are back! April 19th will see the new LP Serf's Up and… wait a minute, are you sure? Are...
An official Woodstock 50th Anniversary...
Woodstock is the most famous festival of all time, and 2019 marks the fiftieth anniversary. Obviously, the world and his wife...
A new Chemical Brothers banger
Spring sees the release of a new Chemical Brothers album, titled 'No Geography' and that is, in itself, exciting...
Stormzy replies to critics of his...
Stormzy is headlining Glastonbury 2019, and while the festival has been moving with the times over the years some of potential...
Steve Coogan Speaks Partridge and When...
We have been excited for months now about the new series of Alan Partridge, which promised to take the berk into the world of...
Glastonbury announce Janelle Monae
Glastonbury can't add Prince to the lineup for obvious reasons, but they have announced the closest thing we have to an...
Christian Bale and the Church of Satan:...
Christian Bale won an award last night at the Golden Globes for portraying former Vice-President and 100% war criminal Dick...
Tool album update: sort of getting closer
There is an update on the very long awaited new Tool album and… well it's progress, but not actually release date...
A new James Blake album may be just weeks...
Reddit detectives have been at work again, and they may have discovered evidence of a new James Blake LP and a very close...
The Coachella Headliners are Looking Good
California's Coachella Festival is taking place during two weekends in April this year, and boy do the headliners look...
Carrie Fisher is a Major Part of Star...
With the new Star Wars trilogy having given substantial time to returning stars Han Solo and Luke Skywalker, episode 9 seemed...
Fans berate Netflix into being nicer to...
Now how non-spoilery can we be in a discussion of Avengers: Infinity War? I think we can say the 'bad guy' is...
HMV reportedly on verge of administration...
Once a mainstay of the high street and the place where many people bought their music, HMV went into administration in 2013 as...
Shaun Ryder was on Mastermind and it was...
We didn't think the day could get anymore surreal after we'd seen Basil Brush on The Chase, and for those of you...
Azealia Bank's Christmas cover is...
We didn't know what to expect from the news of a Christmas cover for Azealia Banks, so our first spin of Have Yourself A...
Sony released a Lemmings app and that's...
Need a way to fill some downtown between family events? Want to unwind from the stresses of life in a way that doesn't...
Gesaffelstein has dropped one of the...
Gesaffelstein's career is one of dark soundscapes and beats that sound like doom is coming. Of course with Brexit and...
Kylie to complete her Glastonbury destiny
Fourteen years ago Kylie Minogue was going to headline Glastonbury, before a cancer diagnosis forced her to cancel. Now this...
Guns N Roses fans can get cautiously...
Okay, we know that news of a new Guns N Roses album usually isn't worth reading as things never appear, but maybe you can...
Carlton sues Fortnite over dance theft
Are you a Fortnite player? Then you've probably noticed one of the buyable emotes is a dance called 'Fresh',...
To be honest Pitbull's cover of Africa is...
While the Aquaman movie has a lot going for it, the Pitbull powered theme song isn't one of them. Mr Worldwide phones in...
Here are the most Googled musicians of 2018
Google has released details on their most googled things, and we assume that porn was numbers 1 through 1,003, but today...
Cannibal Corpse guitarist in a shitload...
You can only really describe the trouble Pat O'Brien – aka the guitarist of Cannibal Corpse – is in by...
Here's Grimes performing We Appreciate...
It's been a curious few weeks for Grimes, having been exposed as a hypocritical bully by Poppy but released an instant...
Tara Reid sues better than she acts
It's a damning sign of Tara Reid's career that appearing in all six Sharknado films was a renaissance. Sadly, now...
Black Deer Festival announce Desertscene...
You already know that Supajam's students are curating a stage at the Black Deer Festival of Americana, but now we can...
These are the highest grossing tours of 2018
Billboard have released a list of the highest grossing tours of 2018, aka the ones that took most money not necessarily made...
Sleeper's comeback single is here
Sleeper were an indie Britpop band who released some good songs, became surprisingly famous and then split before the...
The new Flaming Lips album has Mick Jones...
So, April 13th will see a new Flaming Lips LP called King's Mouth, because of course it is. Details are emerging, and...
Bruce Springsteen: nope no UK tour...
British fans of Bruce Springsteen were very excited this week when the Times published an interview with him that not only...
Doves announce first comeback gigs
Last week Doves posted a picture of some tour luggage and today's date, so a lot of hope was placed on a gig announcement...
Doves are back: maybe
Doves have been on 'hiatus' since 2010. While their old albums haven't lost any of their beauty (indeed, your...
Announcing the first Supajam headliner...
As regular readers will know, Supajam run an educational program for young people starting a career in the music industry, and...
Black Deer Festival Announce Huge First...
Black Deer is the award-winning Americana festival which is already a haven for the sounds, sights and smells of the South....
Get Out's Peele to helm Candyman sequel
Candyman is an average horror film derived from the mind of never average genius Clive Barker, but there's not only going...
Congress want to name a Post Office after...
Given the increasing evidence that the US President colluded with Russia to get elected, it might come as some surprise to...
90s Kids: Richard Ashcroft is still livid...
The Verve's Bitter Sweet Symphony was a massive hit in the 90s, but an ensuing lawsuit over a sample led to other writers...
This band's break up message is pure cringe
The band break up is often a car crash, both for people in the band and those driving by slowly to watch. So step forward...
Grimes announces new music coming...
Grimes has never just been about the music, so despite it being three years since her last album it doesn't feel like...
Pair thrown out of Machine Head gig for...
Machine Head are currently on their final two with two of their key members, and it's going out with a bang in more ways...
Dave Navarro speaks about Chris Cornell's...
Chris Cornell committed suicide last year, and the wounds are still healing. Dave Navarro has been speaking in an interview...
The new Aphex Twin merch is right out of...
That image up there isn't some photoshop nightmare, it is genuinely the Donkey Rhubarb merch that Aphex Twin will be...
Satanists versus Sabrina closure post
As you know, we've been covering the hilarious story of The Satanic Temple suing The Chilling Adventures of Sabrina for...
Save Us: Billy Corgan wants to do a...
If you think there's a lot of rubbish Christmas songs, prepare to be afraid: Billy 'Chuckles' Corgan wants to...
Mumford and Sons have cancelled gigs:...
Mumford and Sons have had to cancel four forthcoming shows, those in Liverpool, Cardiff, Sheffield and Manchester. This...
Chemical Brothers: new stuff
We bring you the full Chemical Brothers triple bill today: a new single, a new LP announcement and a new tour. Although the...
Trainspotting writer Irvine Welsh to...
Irvine Welsh has been a major figure in the UK's cultural scene since before Trainspotting was turned into a hit movie,...
The Karen O and Danger Mouse collab is 9...
Karen O of Yeah Yeah Yeahs fame has teamed with Danger Mouse (of working with just about everyone fame) for a new album....
Fake Tour Band Threatin Replies...
Do you remember our report on Threatin, the fake band which created a fake social media audience and conned a series of UK...
Stormzy confirmed as Glastonbury 2019...
The rumour was true: Stormzy is going to be the Friday headliner of Glastonbury 2019. It's not really been announced, but...
Bradley Cooper wanted Jack White in A...
Some Hollywood scuttlebutt for you today. So, A Star is Born has done very well with Bradley Cooper as the male lead, yet it...
Stan Lee will live on: no really he's...
It would be fair to say that one of Stan Lee's greatest creations was himself, as his 'king of cameos'...
The Deadpool Pikachu Trailer is Absurdly...
Obviously, a Pokemon movie which features real human actors and heavy CGI Pokemon is going to attract a certain interest, but...
RIP Stan Lee
Stan Lee had an immeasurable effect on the formation of the modern comic book industry, and saw that have a vast effect on...
Satanists suing Sabrina follow up
You might remember that the Chilling Adventures of Sabrina have made some interesting enemies, because they're being sued...
The band who conned a tour using fake...
LA band Threatin are currently on a tour of the UK, with venues booking them because of their thousands of followers on social...
Black Deer Festival Win Award and here's...
2018 was the first year for the UK's Americana hued Black Deer Festival, and we can safely say things went very well...
Piroshka is the post Lush group you need...
We think the term Supergroup is now over-used, so with the best will in the world we're not going to use it to describe...
Fyre Festival's convicted fraudster cries...
Fyre Festival is the absolute poster child of several things, including how not to run a festival and working class people...
The Chainsmokers are turning Paris into a...
The Chainsmokers want to be more than just a dance duo, and they founded Kick the Habit Productions to forward other media, or...
Here are Lynyrd Skynyrds final ever UK dates
Lynyrd Skynyrd are in the middle of a global goodbye tour, and they've announced their last ever UK dates, four of them...
Muse are touring and there's lots of...
The good news: Muse's forthcoming new LP has shaped up to be awesome, and they're taking it on tour. The bad...
Some of the Spice Girls are touring again
The Spice Girls are touring again cried the headline we saw just now, and we thought wow, they've managed to drag Posh...
Sub Pop Singles Club to Return
During it's three different eras, the Sub Pop Singles Club was a great way to find new music, and bands who would go on...
New Night Club video
If you're one of those people who worry about mental health cliché and trivialisation, surf onto a different...
Party For One is your winter break up anthem
It's been a year since Carly Rae Jepson released the titanic Cut to the Feeling, and now she's back with Party For...
Corey Taylor speaks about addiction and...
Slipknot dropped a new song yesterday that didn't lack in fury, but was that a slightly more positive outlook we...
Slipknot just released new music on...
Take your musty Halloween playlists and fire them down a well, because Slipknot have produced a new song and video that...
Oscar nominee to create Prince series
Ava Duvernay directed Selma, which was nominated for an Oscar. They're also now in charge of a multi part Netflix...
Satanists are suing Netflix over Sabrina
We've not seen the new version of Sabrina yet, aka Netflix's Chilling Adventures of Sabrina, but we have seen some...
Essex police found a real Lucille
Lucille is the barbed wire covered baseball bat from the Walking Dead series that has both a fan triggering pointlessness and a...
Here's Thomas Bangalter's 14 min techno...
A few weeks ago the world was teased with a clip from Thomas Bangalter, aka half of Daft Punk, a man who'd soundtracked a...
The new AFI single is both here and great
As far as commands for Halloween go, "Get Dark" is one of the best… and also useful for the rest of the...
Gerard Way's Halloween single is here
After a period away from music where he was busy launching his TV career (his comic Umbrella Academy is coming to the screen)...
The new Prodigy single is hot fire
What, a new Prodigy single? Well that's be honest the last few in the build up to the No Tourists EP haven't been...
Richard Linklater to make Bill Hicks movie
Bill Hicks, aka the greatest comedian of all time, died aged just 32. He's a legend. Now Richard Linklater, aka the...
Wireless told it can stay at Finsbury...
Wireless Festival faced a battle to stay at Finsbury Park, London, because a 'Friends of Finsbury' group complained...
Former MP blames his homophobia on Eminem
You know how politicians say rap and other music they don't understand is corrupting people? Well one of them has tried...
The Good The Bad and The Queen Return
For a while spotters have noticed a rumbling in the tomb of Damon Albarn's supergroup The Good, The Bad and the Queen,...
Kate Voegele at Supajam
Kate with some of the SupaJam students Kate Voegele talks new music and the entertainment industry during her visit to...
Previous1..45678910111213..213Next
Get the best music news twice weekly
Convicted murderer and one time record producer...
Supajam News
Black Deer Focus: Midnight Skyracer
Music to know about: Des Rocs
Mogwai release video for a song dedicated to...
Song of the Weekend: Hope of the States
Black Deer Focus: The Goat Roper Rodeo Band
About Us | Free Tickets | Press | Terms & Conditions | Privacy Policy SUPAJAM IS A REGISTERED TRADEMARK . © SUPAJAM LIMITED 2007 - 2021


Spend some time luxury camping in a stunningly crafted yurt near Moab, Utah. These yurts offer glampers two things, amazing natural surroundings and a truly unique way to camp. Furthermore, campers here will find their stay both exciting and relaxing. With glorious interiors and beautiful linens, these luxury yurts are something truly special. Furthermore, Moab offers amazing trials for hiking, horseback riding and just kicking back. From its' rolling hills to it's tallest mountain peaks, Moab is a magical glamping getaway that everyone should experience. Even better, these luxury camping yurts are in the perfect locations for glampers to get in touch with these fantastic surroundings.


interior wall panels manufacturer, architectural composite wall panels, wall panel wood plastic . outdoor wall panel,comfortable outdoor green wall panel.
for a point of difference add interest to an interior or exterior wall with a contemporary laser cut wall panel. panels can be attached to a wall or posts and for .
white vinyl reversible interior/exterior paneling (3-piece per pack). model# w96wp . traditional 1 decorative wall panel in moonstone copper. model# s50- .
explore roof deck, philippines, and more!outdoor water-proof floor in the uk. wpc composite terrace . wood-plastic composite plate suppliers, spain .
faux stone panels, faux brick, siding and more in the largest selection online. affordable . affordable and gorgeous, perfect for interior or exterior. shop now .
the jacksons fence builder is available to help you price our garden fencing,we recommend using 6 screws per panel or 12 per panel if using capping rails.
fence blowout specials are offered on a variety of fence products including, fence gates, vinyl fence, pvc fence, aluminum fence, wood fence and chain link .
2.2 downstand beam systems; 2.3 long-span beams; 2.4 shallow floors,composite floor slabs may even be constructed with integral water ducts to aid this purging,the units may be solid or hollow-core, and with tapered or bluff ends.
mbci' s insulated metal wall panels beautify your project while also providing . our interior and exterior insulated metal panels offer numerous advantages over .
offered in many standard sizes as well as custom shapes and sizes, pergola kits provide architectural interest as well as the perfect amount of shade and .
84. chapter 4. operating and maintaining moisture-controlled environments.that when materials do get wet, the building needs to be managed in such a,figure 1-4 corrosion of galvanized fluted steel floor deck. the floor is at grade.
we can help you improve the safety of your flooring, regardless of the surface type. from garage floor coatings to anti slip decking to non slip floor tile in the .


In order to accomplish this, the researchers "used a modified 3D printer to inject tiny streams of water, some as small as one millimeter in diameter, into silicone oil to sculpt tubes of liquid within another liquid." This technique could come in handy when it comes to liquid electronics and the creation of flexible devices.
For this technique to work, "the water doesn't disperse into droplets when it's injected, due to a nanoscale 'surfactant' coated inside the injecting tubes, which surrounds the water, reduces surface tension, and separates the water from the silicone oil. A 'nanoparticle supersoap' comprised of gold nanoparticles and binding polymers forms around the water threads and locks the structures into place." This was all done via a modified standard 3D printer.


Whether you're a new preacher looking to better understand your call, a veteran preacher looking for fresh ideas to hone your craft, or somewhere in between, The Call to Preach provides support, encouragement, and practical tools for your journey.
Pastor, have you ever felt like Sunday morning was barreling toward you before you were ready for it? One of the most challenging aspects of the preaching life is the reality that Sunday is always coming. Whether you're a new preacher looking to better understand your call, a veteran preacher looking for fresh ideas to hone your craft, or somewhere in between, The Call to Preach provides support, encouragement, and practical tools for your journey. Dr. Steve Estep draws on twenty-five years of preaching experience to provide wisdom, advice, and best practices for sermon preparation. In these pages you'll find tools for engaging the biblical text, sample sermons from great thinkers and preachers, and a wealth of encouragement for the demanding, rewarding work of proclaiming the Word of God.
DR. STEVE ESTEP is the senior pastor at First Church of the Nazarene in Marion, Ohio. He is a graduate of Mt. Vernon Nazarene University, Nazarene Theological Seminary (MDiv), and McCormick Theological Seminary (DMin in preaching). Dr. Estep has been an adjunct professor of preaching at Nazarene Theological Seminary since 2006. He and his wife, Michelle, have three children, Brandon, Brooke, and Blake.
Would you recommend "The Call to Preach"?


Paul Penders:: Happiness from Natural Fragrances.
Eau de Perfumes... truly Botanical & Certified Vegan.
Paul Penders signature botanical aromatherapy Eau de Perfumes are not your ordinary fragrances! Created from an extract of 22 organic and aromatic herbs, combined with fine essential oils grown at various places in the world, these holistic fragrances are especially designed to revive body and mind.
The color depth may vary with each batch, since they are made by hand in small quantities. A slight residue at the bottom, or cloudiness of color, are perfectly normal occurrences due to the pureness of the natural and all-vegan ingredients.
A spicy and warm oriental fragrance to carry away the cares of your day.
(1.0 fl oz - 30 ml).
A bright and zesty way to energize your body and mind.
A soft feminine fragrance to make every occasion special.


Sports play a very important role in the over all development of a student's personality. "Healthy mind resides in a healthy body" as the saying goes. It develop leadership, co-ordinations and sportsmanship. Special facilities are provided to students for outdoor games such as football, volleyball, Cricket and indoor games such as badminton, Table tannis, Carrom and Chess. School and district level tournaments are organized from time to time.


text:
Deceased bird found in Buttonwood Park area tests positive for EEE
Kiernan Dunlop @KiernanD_SCT
NEW BEDFORD — On Friday, city officials announced a deceased bird found in the Buttonwood Park area tested positive for Eastern Equine Encephalitis (EEE). The announcement came the same day the Massachusetts Department of Public Health (DPH) confirmed the third human case of EEE in the state this year, this time in Franklin County.
The deceased bird was tested on Friday and city officials said, "deceased wildlife are indicators of possible EEE or West Nile Virus in the area."
DPH notified the city on Tuesday that mosquitoes carrying West Nile Virus were found in the vicinity of Oak Grove Cemetery, but noted the mosquitoes in the sample were of a primarily bird-biting species.
New Bedford has been at critical risk for EEE since the first human case of the virus was announced on Aug. 10, in addition to Carver, Lakeville, Marion, Middleboro, Rochester, Wareham, Acushnet, and Freetown.
It is believed the first man diagnosed with the virus this year is from Rochester, based on social media posts from his family members.
The communities were classified as critical because multiple mosquitoes in the area tested positive for EEE and many of them were species of mosquitoes capable of spreading the virus to people, according to the DPH.
New Bedford has been working to combat the threat of mosquito-borne viruses by conducting ground spraying since the beginning of the summer and officials said, "Ground spraying for mosquitoes will continue through the summer in the early mornings of Fridays and Tuesdays."
Buttonwood Park is listed among the targets for Friday's round of ground spraying.
Additionally, the city has been closing parks and other open public spaces at dusk (approximately 7:30 p.m.) due to the increased risk of EEE, since mosquitoes are particularly active during that time, and the closures, will continue until Friday Sept. 13. City officials specified that athletic leagues and other organizations utilizing the park should not continue their activities beyond dusk.
The state has also been conducting aerial spraying in the area.
Though the state and the city are taking steps to lower the risk for EEE, they are still encouraging residents to take their own precautions.
Those precautions include using EPA-approved bug spray, wearing long sleeves and pants outdoors to reduce exposed skin, and cancelling outdoor activities in the hours from dusk to dawn when mosquitoes are most active.
Follow Kiernan Dunlop on Twitter @KiernanD_SCT

redpajama_set_name: RedPajamaCommonCrawl


text:
Q: sidebar height doesn't 100% in css I have problem in layout of page in css. I have sidebar that height doesn't 100%. I want to show sidebar in 100%, but I can't. how to increase height of sidebar to 100%.
thanks a lot for helping
my css:

body {
    background-color: #e8e8e8;
    font-family: 'Open Sans';
}
#sidebar {
    padding-right: 0px;
    padding-left: 0px;
}
.sidebar {
    width: 220px;
    float: left;
    position: absolute;
    padding-left: 0;
    padding-right: 0;
    height: 100%;
    z-index: 100;
    -webkit-box-shadow: 0 2px 4px 0 rgba(0, 0, 0, 0.15);
    box-shadow: 0 2px 4px 0 rgba(0, 0, 0, 0.15);
    background-color: #222A2D;
}
.container-fluid {
    padding-right: 0;
    padding-left: 0;
    margin-right: auto;
    margin-left: auto;
}
.main {
    margin-left: 0;
    min-height: 100%;
    padding: 0;
    margin-right: 15px;
    color:red;
    padding-left: 250px;
}

        Header

menu1

menu2

menu3

            Main content

            Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

Main content

http://jsfiddle.net/vs5sgand/

A: Your .sidebar has a float and is absolute positioned. Those two don't work together. Remove the float from .sidebar. Also add position: relative; to .container-fluid, or else .sidebar doesn't now which height it should take.
.sidebar {
    width: 220px;
    position: absolute;
    padding-left: 0;
    padding-right: 0;
    height: 100%;
    z-index: 100;
    -webkit-box-shadow: 0 2px 4px 0 rgba(0, 0, 0, 0.15);
    box-shadow: 0 2px 4px 0 rgba(0, 0, 0, 0.15);
    background-color: #222A2D;
}

.container-fluid {
    position: relative;
    padding-right: 0;
    padding-left: 0;
    margin-right: auto;
    margin-left: auto;
}

Example:
http://jsfiddle.net/skeurentjes/vs5sgand/3/

A: Make the layout with table. Many thinks useing table as a layout is a bad idea but you can get full control on your layout with table.

redpajama_set_name: RedPajamaStackExchange


text:
Aron Jerndahl, född 1 januari 1858 i Enköping,  död 9 mars 1936 i Stockholm, var en svensk skulptör.

Aron Jerndahl studerade vid Konstakademien i Köpenhamn 1886 och vid Kröyers målarskola 1888-91. Han utförde kragstensreliefen Överförandet av Sankt Eriks skrin i Uppsala domkyrka 1891, halvfigursbilderna Den gamle 1900 och Det lider mot skymning 1902, båda huggna i sandsten i Östermalms folkskola, 1904. Ett exemplar i brons av den sistnämnda är uppställt i Østre Anlæg i Köpenhamn.

Andra verk av Jerndahl är Våren kommer (byst av bondflicka, Göteborgs museum, 1901, brons), reliefen Vårt dagliga bröd 1902, bysten Mask ur livets karneval, brons 1903, Nationalmuseum), och På obruten mark, gips 1904. Han utförde många statyetter av svenska folktyper samt vaser, skålar, bläckhorn och annat med figurer (bland annat en tennskål med reliefen Bonddans 1903). Aron Jerndahl avbildade bönder och i Det lider mot skymning är den gamle bonden kärnfullt karakteriserad. Många av de små bilderna är skisserade med bastant humor.

Jerndahl är representerad vid Nationalmuseum.

Källor

 Parknäs, Lennart: Aron Jerndahl - vardagslivets skulptör (Bokförlaget Atlantis, 2011)

Noter

Externa länkar
 www.aronjerndahl.se

Svenska skulptörer under 1800-talet
Födda 1858
Avlidna 1936
Män
Ugglan
SBH
Konstnärer från Enköping
Svenska skulptörer under 1900-talet

redpajama_set_name: RedPajamaWikipedia


We are now looking for a Content Editor to join our marketing team. You will be an integral part of the company's editorial presence, creating fresh engaging editorial content across a variety of different channels and platforms, but especially our customer newsletter, blog, emails and social media platforms, helping to create a world-class brand experience.
In this exciting role you will be responsible for Onsite fresh engaging content (FEC) Management, including planning, liaising with the various departments, briefing and reporting on content output.
Working closely with the Editorial Executive, Digital & Social Executive and Content Manger to generate new ideas and create fresh engaging content across a variety of communication channels and platforms.
Write, edit and proof high-quality content across all communication channels, ensuring accuracy and consistency.
Select product and check stock levels to support copy and campaigns.
Research and editorial support across the Content Marketing team.
Report on content output and review competitor trends and activity.
Deliver copy in a timely, accurate and thorough fashion in accordance with the marketing and communications calendar.
Build and upload content and images to various digital channels - relevant training provided.
Contact PRs and industry experts across fashion, lifestyle and culture/entertainment and represent hush at internal and external PR meetings and events when required.
Represent hush at external brand events when required.
Maintain a consistent brand message across multiple different platforms.
Content reporting to ensure that it is delivering to agreed objectives and optimising and improving what we write.
You will therefore have 2+ years' experience writing for a fashion or lifestyle website, retailer or publication; have a keen eye for detail, grammar and experience proof reading your own work; a background or interest in fashion; experience of working in a fast-paced environment. You will be a true team player and – most importantly – have a genuine 'can do' attitude to your work.
Interested? To apply send us your CV and covering letter by completing the application form below.


INSPEXIMUS and CONFIRMATION of letters patent dated at Trim, 24 Aug.  3 Hen. IV,1 by which the K. granted, for service, to Robert Gardener custody of the castle and gaol of Cork; to have for his lifetime, with the fees [etc.] belonging [to that office], receiving 100s p.a. for the said custody.
1 CIRCLE, PR 3 Hen. IV, §209.


text:
import PropTypes from "prop-types";
import { Component } from "react";
import { connect } from "react-redux";
import { graphql } from "react-apollo";
import gql from "graphql-tag";

import Authorized from "../../../../components/people/authorized";

import {
  nav as navActions,
  modal as modalActions,
  give as giveActions,
  header as headerActions,
} from "../../../../data/store";

import Confirm from "./Confirm";
import Layout from "./Layout";

class DetailsWithoutData extends Component {

  static propTypes = {
    dispatch: PropTypes.func.isRequired,
    data: PropTypes.shape({
      loading: PropTypes.bool,
      transaction: PropTypes.object,
    }),
    entries: PropTypes.object,
    cancel: PropTypes.func.isRequired,
  }

  state = {
    isActive: true,
    removed: null,
  }

  componentWillMount() {
    this.props.dispatch(navActions.setLevel("BASIC_CONTENT"));
  }

  componentDidMount() {
    if (process.env.NATIVE) {
      const item = { title: "Schedule Details" };
      this.props.dispatch(headerActions.set(item));
    }
  }

  componentWillUnmount() {
    this.props.dispatch(navActions.setLevel("TOP"));
    if (this.state.removed) {
      this.props.dispatch(giveActions.deleteSchedule(this.state.removed));
    }
  }

  stop = e => {
    e.preventDefault();

    this.props.dispatch(modalActions.render(Confirm, {
      onFinished: () => {
        const { id } = this.props.data.transaction;

        this.setState({ isActive: false, removed: id });
        // XXX error states
        this.props.cancel(id);
      },
    }));
  }

  render() {
    let complete = false;
    let { transaction } = this.props.data;
    if (!transaction) {
      transaction = false;
    }
    if (new Date(transaction.next) < new Date() && transaction.schedule.value === "One-Time") {
      complete = true;
    }

    const { entries, loading } = this.props.entries;

    return (
      <Layout
        stop={this.stop}
        schedule={transaction}
        ready={!this.props.data.loading}
        state={this.state}
        active={this.state.isActive}
        complete={complete}
        entries={entries}
        loadingEntries={loading}
      />
    );
  }
}

const ENTRIES_QUERY = gql`
  query GetTaggedContent($tagName: String!, $limit: Int, $includeChannels: [String]) {
    entries: taggedContent(
      tagName: $tagName,
      limit: $limit,
      includeChannels: $includeChannels
    ) {
      entryId: id
      title
      channelName
      status
      meta { summary, urlTitle }
      content { images(sizes: ["large"]) { fileName, fileType, fileLabel, url } }
    }
  }
`;

const withEntries = graphql(ENTRIES_QUERY, {
  name: "entries",
  options: {
    variables: {
      tagName: "giving",
      limit: 2,
      includeChannels: ["articles"],
    },
  },
});

const SCHEDULE_TRANSACTION_QUERY = gql`
  query GetScheduleTransaction($scheduleTransactionId: ID!) {
    transaction: node(id: $scheduleTransactionId) {
      ... on ScheduledTransaction {
        numberOfPayments
        next
        end
        id: entityId
        reminderDate
        gateway
        start
        date
        details { amount, account { name, description } }
        payment { paymentType, accountNumber, id }
        schedule { value, description }
        transactions {
          id
          date
          status
          summary
          person { firstName, lastName, photo }
          details { id, amount, account { id, name } }
        }
      }
    }
  }
`;

const withScheduleTransaction = graphql(SCHEDULE_TRANSACTION_QUERY, {
  options: ownProps => ({
    variables: { scheduleTransactionId: ownProps.params.id },
    fetchPolicy: "network-only",
  }),
});

export const CANCEL_SCHEDULE_QUERY = gql`
  mutation CancelSchedule($id: Int!) {
    cancelSchedule(entityId: $id) {
      code
      success
      error
      schedule {
        entityId
      }
    }
  }
`;

const withCancelSchedule = graphql(CANCEL_SCHEDULE_QUERY, {
  props: ({ mutate }) => ({
    // XXX add in optimistic reponse and remove need for state management
    // XXX add in updateQueries to remove need for refetch on schedules pages
    cancel: id => mutate({ variables: { id } }),
  }),
});

const Details = connect()(
  withEntries(
    withScheduleTransaction(
      withCancelSchedule(
        DetailsWithoutData,
      ),
    ),
  ),
);

const Routes = [
  {
    path: "schedules/:id",
    component: Authorized,
    indexRoute: { component: Details },
  },
];

export default {
  Details,
  Routes,
};

export {
  DetailsWithoutData,
};

redpajama_set_name: RedPajamaGithub


text:
New transit dashboard shows Fairfax Connector's big 2022 rider rebound
A new dashboard looking at transit around the region illustrates Fairfax Connector's slow climb back to pre-pandemic ridership levels.
The Northern Virginia Transportation Commission recently released an interactive website that lets users break down ridership at various local transit services and compare and contrast those figures.
For Fairfax Connector, data from the last year of ridership shows a stark upswing that started in June and has gradually brought the system back up to pre-pandemic levels.
The bus system had a promising start to 2020 with 669,501 riders that January — higher than numbers for that month in previous years. Those numbers dove over the next two months as the Covid pandemic kicked into gear, dropping to a low of 248,866 riders in April.
Ridership only marginally recovered through the rest of 2020 and 2021, but the pace of recovery picked up in 2022 and shot up from June to July, reaching a post-pandemic high of 738,968 riders in August 2022. In September, Fairfax Connector surpassed pre-pandemic ridership for the same month for the first time since February 2020.
The Connector isn't alone in this recovery. DASH in Alexandria and the CUE bus in the City of Fairfax saw similar recoveries in the second half of 2022.
In Alexandria, DASH's dramatic uptick in ridership seemed fueled in part by switching to a fare-free system. Fairfax County was considering a similar move for the Connector, but that was tabled by the Board of Supervisors earlier this month in favor of a discounted rate for low-income passengers.
Overall transit ridership in the area, though, remains significantly below pre-pandemic levels — in large part due to Metro accounting for more than 78.6% of the region's ridership.
Metro didn't have quite the same dramatic return to pre-pandemic ridership in Virginia that Fairfax Connector experienced.
While Metro's combined ridership for rail and bus was higher every month in 2022 than it was in 2021, it's still half what it was in 2018 and 2019. In Virginia, Metro's ridership for September was roughly 4.1 million — less than half of the 9.2 million riders in 2019.
Fairfax County doesn't have the same high percentage of access to transit — around 61.3% of the total population — compared to neighbors like Arlington and Alexandria, but that's to be expected given that it's significantly larger with less urbanized areas.
Maryland man arrested in connection with Reston bank robberyMorning Notes


Delivery from £36.33 to United Kingdom in 3 - 4 weeks.
Flame's curving form spirals into intriguing shapes that resemble pieces of jewellery more than lighting designs.
Crafted in plated steel and tinted in shades of gold and metallic rose, Flame bridges the divide between understated beauty and everyday functionality. Flame's distinctive shape was inspired by the flickering movement of a candle flame, which the designers captured in an elegant design.
Made in steel, the shade surrounds a black cast iron base designed to hold a single candle or a tea light. The opening on the side provides easy access to the wick, enabling the candle or tea light to be lit securely. Each design can be used individually, or several combined to form a cluster of light. With two versions to choose from, Flame is certain to spark a cosy atmosphere in any environment.


text:
Q: Must both right-hand expressions of a ternary operator be of compatible types? My Practice Tests book contains this question on the ternary operator:
// What is the output of the following application?
public class Transportation {
    public static String travel(int distance) {
        return(distance < 1000 ? "train" : 10);
    }
    public static void main(String[] args) {
        travel(500);
    }
}

It does not compile. The explanation given is the following:

Ternary operations require both right-hand expressions to be of
  compatible data types. In this example, the first right-hand
  expression of the outer ternary operation is of type String, while the
  second right-hand expression is of type int. Since these data types
  are incompatible, the code does not compile, and Option C is the
  correct answer.

Is that really the reason? It looks to me like this example doesn't compile because 10 is not a String and a String is what the method must return.
I'm asking because
System.out.println(distance < 1000 ? "train" : 10);
compiles and runs without a problem.

A:
is that really the reason? It looks to me like this example doesn't compile because 10 is not a String and a String is what the method
  must return

Both your reasoning and the answer of the author are right.
I think that the right answer to your question is the union of them.
1) the Ternary operator is invalid
because
2) in the current context, the type that you assigned it to : an int cannot be assigned to a String.
You can check it with the error messages emitted by the compiler.
Here, you have to consider that :
return(distance < 1000 ? "train" : 10);

as two things to evaluate by the compiler :
1) distance < 1000 ? "train" : 10 // produces a result
2) returns (the produced result); // return the result that should be assignable to a String according to the method return type
Actually, the compilation error :

Transportation.java:3: error: incompatible types: bad type in
  conditional expression
          return(distance < 1000 ? "train" : 10);
  int cannot be converted to String

refers the both errors : the error in the conditional expression and its cause :  the error of the incompatibility between int and String.
So the compilation error that refers only the incompatibility between int and String in the return will occur only if the ternary is valid at compile time.
Write a valid ternary expression and you could see that the compiler will  signal only the error about the return statement :
public static String travel(int distance) {
    return(distance < 1000 ? 15 : 10);
}

error: incompatible types: int cannot be converted to String

A: Your method declares that the return type is String. Any return statement must produce an expression that is compatible with the declared return type.
In this case, however, the return type can be int, which explains why the compiler rejects it.
This is not specific to the ternary operator, it can be reproduced with an equivalent if/else block as well:
if(distance < 1000)
   return "train"; //This part is valid
else
    return 10; //This line will be rejected by the compiler

For the same reason, the last line will fail to compile. This is simply because of basic type checking.

System.out.println(distance < 1000 ? "train" : 10); compiles and runs without a problem.

This is because the compiler detects a common type for both String and int, which is Object, and resolves to choose this signature:
java.io.PrintStream#println(Object x) // available in the target class

This, however, isn't applicable to the method return type.
If you changed your return type to Object, your code would compile too. But that's of course not what you're trying to do.

Ternary operations require both right-hand expressions to be of compatible data types

-> This part is in fact valid. here's a way to interpret it: each of the two expressions must be individually compatible:
String value = distance > 1000 ?
                 "train" //this must be compatible with String
                 :
                 10 //this too must be compatible with String (it isn't)

In contrast:
Object value = distance > 1000 ?
                 "train" //this must be compatible with Object (it is)
                 :
                 10 //this too must be compatible with Object (it is)

In other words, the call to System.out.println(distance < 1000 ? "train" : 10) is similar to the last example above, where the expected type is compatible with both expressions.

A: You are right, the explanation is confusing as different compatible types can be used for the right hand expressions.
You can find a table of the resulting type of the conditional expression according to the types of the second and third operand here.
There can be some type casting with numeric types, as explained in this question.


text:
The Surprising Economics of a "People Business"
Felix Barber and
Rainer Strack
June 2005 Issue
Reprint: R0506D
When people are your most important asset, some standard performance measures and management practices become misleading or irrelevant. This is a danger for any business whose people costs are greater than its capital costs—that is, businesses in most industries. But it is particularly true for what the authors call "people businesses": operations with high employee costs, low capital investment, and limited spending on activities, such as R&D, that are aimed at generating future revenue.
If you run a people business—or a company that includes one or more of them—how do you measure its true performance? Avoid the trap of relying on capital-oriented metrics, such as return on assets and return on equity. They won't help much, as they'll tend to mask weak performance or indicate volatility where it doesn't exist. Replace them with financially rigorous people-oriented metrics—for example, a reformulation of a conventional calculation of economic profit, such as EVA, so that you gauge people, rather than capital, productivity.
Once you have assessed the business's true performance, you need to enhance it operationally (be aware that relatively small changes in productivity can have a major impact on shareholder returns); reward it appropriately (push performance-related variable compensation schemes down into the organization); and price it advantageously (because economies of scale and experience tend to be less significant in people businesses, price products or services in ways that capture a share of the additional value created for customers).
It's no secret that business success today revolves largely around people, not capital. Many traditional manufacturers are now essentially service businesses. In most industries, people costs are much higher than capital costs. Even when a company isn't people intensive overall, a people-based business embedded in the company often drives corporate performance.
Yet for the most part, today's business performance measures and management practices don't reflect the particular economics of people-driven businesses. Most managers fail to see that, economically speaking, IBM more closely resembles, say, advertising giant Omnicom or oil-field services firm Schlumberger than it does an industry neighbor like Intel. That is, even though cooperative and competitive relationships with Intel are important to IBM's strategy, the company's operational performance will be driven mainly by the things it has in common with seemingly dissimilar people-oriented businesses.
Indeed, when people are your most important resource, some standard performance measures and management practices become ill suited to their tasks. Consider, for example, the concept of economic profit, whose widespread adoption as a performance metric represented a major breakthrough in measuring business performance. Economic profit, measured using such methods as Economic Value Added (EVA) and Cash Value Added (CVA), takes into account something ignored by the traditional profit-and-loss statement—the full cost of capital, both debt and equity. But there's a problem with such measures for companies with relatively high people costs and low capital costs: The metrics, at least as conventionally calculated, offer little information about the real drivers of business performance. In order to identify where and how value is being created—or squandered—people-intensive businesses need performance metrics that are as financially rigorous as economic profit but that highlight the productivity of people rather than of capital.
The distinct but generally unappreciated economics of people-intensive businesses call not only for different metrics but also for different management practices. For instance, because even slight changes in employee productivity have a significant impact on shareholder returns, "human resource management" is no longer a support function but a core process for line managers.
While many of these metrics and practices apply to any business whose people costs are greater than its capital costs, they are most relevant for what we call people businesses. Strictly defined, these are operations—whether entire companies or business units—with 1) high overall employee costs, 2) a high ratio of employee costs to capital costs, and 3) limited spending on activities, such as R&D, aimed at generating future revenue. (For a look at the cost structures of a variety of people, and other, businesses, see the exhibit "Where Does the Money Go?") Understanding the special qualities of a people business is particularly important when it is embedded in an otherwise capital-intensive company and risks being damaged, if not destroyed, through the application of traditional performance metrics and management practices.
People businesses are those with relatively high employee costs, a high ratio of employee costs to capital costs, and limited spending on activities, such as R&D, aimed at generating future revenue. But people costs exceed capital costs in an array of other businesses as well, as the following breakdown of typical costs by industry shows.
Why the Old Rules Don't Apply
People businesses don't fit neatly into the familiar categories that have emerged over the past several decades. Yes, many people businesses are "service businesses." But some large service-oriented companies, such as McDonald's, aren't people businesses because they have substantial assets (brand and real estate, in the case of the fast-food giant) and relatively low people costs (the restaurant chain's people costs are borne, for the most part, by McDonald's franchisees rather than by the company itself). Yes, numerous people businesses are indeed "knowledge businesses." But many others are low-valued-added operations—for example, hotel management companies—where employees' intellectual contribution isn't paramount. And some people businesses are in traditional industrial sectors: Think of elevator makers like Otis and Schindler, whose revenues come primarily from service activities. In fact, people businesses—with their distinctive cost structure—span industries ranging from IT consulting to facilities management, from insurance brokering to telecommunications services.
How People Businesses Fit In
A major fault line runs through the business landscape—and even through individual industries and companies—separating organizations that are, to varying degrees, people intensive from those that are, again to varying degrees, capital intensive. Companies whose shareholder value is clearly driven by people—whose employee costs can be three or more times their capital costs—share some important qualities, including the need to use employee-oriented instead of capital-oriented operating performance measures.
This divide is intersected by another fissure (somewhat less evident but crucial nonetheless) that separates businesses whose activities are oriented toward creating value in the present from those whose activities are designed to create future value. In most businesses, the majority of employees are engaged in activities—manufacturing a computer, repairing an elevator, selling a car—that create current value for their company. In some businesses, however, a substantial percentage of employees (or contractors) are engaged in activities—developing a new generation of software, researching a potential new drug, or, to some extent, building a brand—that are aimed at creating future value through the development of intellectual capital or some other intangible asset.
A business that is not only people intensive but also future oriented is different in some important respects from the people businesses that focus on generating current value. For one thing, employee performance is harder to assess using measures based on annual financial accounts, as this year's work may create value only in subsequent years. Although it is usually possible to measure employee productivity fairly accurately at a corporate level, methods to assess the current performance of an individual or a team are more problematic. Consequently, performance-related compensation needs to be long-term—stock for the software engineer or pharmaceutical researcher as opposed to annual bonuses for the investment banker or the department store manager. In addition, while the performance of current-oriented people businesses is exceptionally sensitive to day-to-day operations and employee management, future-oriented businesses tend to be extremely scale sensitive: When the value of R&D expenditures becomes predictable, those investments effectively become fixed costs that can generate increasingly large winner-take-all revenue numbers.
The matrix presented here looks at the distinct economics and strategic challenges facing businesses categorized along the two dimensions: current value versus future value and people intensive versus capital intensive. A company is positioned on the matrix according to the different ways in which it creates value. It can be even more interesting to position different activities of a single company on the matrix. For example, a pharmaceutical company deconstructs into three types of businesses: those whose value is derived from physical assets (pharmaceutical production), from intangible assets (R&D), and from "human assets" (sales and marketing)—the latter being the strictly defined people business whose human resources aren't really assets at all because they aren't owned by the company. Given the different characteristics of these three businesses, each must be managed in a different way. The matrix highlights the performance levers that are best suited to each type of business.
People businesses play a significant role in developed economies. They account for around 25% of private sector employment in North America and Western Europe and well over half of employment growth during the past decade. Because of consolidation in traditionally fragmented industries—such as advertising, contract catering, and financial advice—people businesses today are often large, publicly quoted companies. (See the exhibit "The People Business 40.")
The People Business 40
People costs exceed capital costs in an array of other businesses, as well. For example, at an airline, employee costs are typically about one-and-a-half times the amount of capital costs, despite airlines' giant equipment purchases. (Although fuel is a major cost for airlines, fuel expenditure isn't a good lever for improving performance because, as a commodity, fuel is sold at roughly the same, though often volatile, price to all players in the industry.) Even at a heavy-industry company like an automaker, employee costs usually exceed capital costs. At a minimum, most diversified companies have large units engaged in employee-intensive activities—for instance, sales and customer service—that give those units many of the economic characteristics of a people business.
These characteristics are often ignored or unappreciated by top managers. Companies mistakenly focus on capital productivity rather than employee productivity and rely on capital-oriented metrics, such as return on assets and return on equity. These aren't much help in assessing a people business, as they tend to mask weak performance or indicate volatility where it doesn't exist. A struggling advertising agency or software company may show what seems like a satisfactory return on assets largely because it has so few of them. Similarly, even modest capital investments or productivity improvements may cause big swings in ROA for a company whose asset base is relatively small. For example, if employee costs are five times assets—not uncommon in a people business—then it takes only a 5% increase in employee productivity or a 5% reduction in employee costs to increase profits by 25% of assets.
Capital-oriented metrics aren't much help in assessing a people business, as they tend to mask weak performance or indicate volatility where it doesn't exist.
Return on equity is often an even more questionable benchmark of operational performance. For example, because they have so few other assets, many people businesses that have grown by acquisition find that goodwill, for which accounting conventions vary considerably, accounts for a substantial share of their total capital. Indeed, after subtracting goodwill, many of these companies are left with negative equity. Given this and other difficulties, interpreting the return on equity of people businesses becomes an arcane science.
Just as problematic are the conventional metrics designed to measure employee productivity. While more suited to people businesses, they usually don't carry much weight with top management. That's because the most common ones, such as sales per employee and profit per employee, are easily distorted. Sales per employee, for instance, is strongly influenced both by outsourcing and by the level of capital investment. If a company outsources activities performed by half its employees and the cost of outsourcing is the same as keeping those activities in-house, sales per employee doubles but productivity doesn't budge. Similarly, if a company makes a capital investment and replaces employees with machinery whose capital costs exceed the costs of the employees replaced, an increase in sales per employee may be accompanied by a fall in productivity.
We are hardly the first observers to note the measurement and management challenges posed by the increasingly people-heavy and capital-light nature of business. But in our view, most efforts to take account of this shift focus on the wrong things. For example, attempts have been made to "fix" the balance sheet by including intangible assets. While these attempts certainly have value, they miss a crucial point: The critical resource of most businesses is no longer capital—that is, assets that a company owns and utilizes at as high a level as possible. Rather, the critical resources are employees whom a company hires and must motivate and retain. The fact that companies don't own their employees, as they do their capital assets, is why methods for valuing "human capital" on balance sheets are so tortuous.
The fact that companies don't own their employees, as they do their capital assets, is why methods for valuing "human capital" on balance sheets are so tortuous.
Focusing on intangible assets is troublesome for people businesses in other ways. Whereas the level and nature of traditional capital investment largely determine how productively employees can work, there is huge variation in employee performance at a people business—an investment bank, a hotel, an advertising agency—and the variation is completely independent of assets, tangible or intangible. And while the value employees create in some businesses does take the form of intangible assets—intellectual property, brands, and the like—most employees in people businesses create short-term value directly for customers, month for month and year for year, without the intermediary step of creating an intangible asset.
At a certain point, struggling to make things fit into an existing model no longer makes sense. Liberated from the straitjacket of capital-oriented approaches, a people-intensive business can measure and manage performance by focusing on employees as employees, without having to pretend that they're "capital" or that their value comes entirely from the creation of intangible assets.
People-Oriented Measurement and Management
So if you run a people business—or a company that includes one or more of them—how do you figure out your true performance? And once you know what it is, how do you enhance that performance operationally, reward it appropriately, price it advantageously, and, ultimately, transform it strategically?
Performance Measurement.
You start with the right set of performance indicators. The ideal measures will highlight the major drivers of business results, alert you to emerging problems, and provide some hints about their causes. You can get this kind of information by relating performance to people employed rather than to capital employed. Fortunately, doing this is remarkably easy. You simply reinterpret economic profit—for example, EVA or CVA—so that it reveals the difference between employee productivity and employee cost rather than the difference between capital productivity and capital cost. In other words, you calculate economic profit using a people rather than a capital denominator.
The logic isn't complicated. You start with sales per employee and subtract supplier costs (including outsourced activities) per employee and capital costs (including depreciation and a capital charge to cover the cost of debt and equity) per employee. The remainder is a measure of employee productivity. Subtract employee costs per employee, and you have economic profit per employee. (For an explanation of the process and how it can be applied to an actual company, see the sidebar "Measuring the True Performance of a People Business.")
Measuring the True Performance of a People Business
When a business has relatively high employee costs, traditional capital-oriented performance measurements such as return on assets can be irrelevant, if not misleading. An alternative approach, based on a company's existing financial information but focused on employees, can tell you how the business is truly doing and suggest ways to improve performance.
This method starts with a variation on the usual technique for calculating a business's economic profit. Instead of asking how much capital is used in the business and what the productivity of that capital is compared with its cost, you ask how many employees work in the business and what their productivity is in comparison to their cost. (For a depiction of the two approaches and how one leads to the other, see the exhibit "A New Way to Calculate Economic Profit.") While both methods yield the same measure of economic profit, the employee-oriented calculation, by highlighting the productivity of people rather than of capital, isolates the main driver of performance in a people-intensive business. This information can be used to identify meaningful levers for improving performance both at the corporate level and among business units within the organization. It is also useful in assessing the performance of your business in comparison to your rivals'. (One caveat: The employee cost data needed to do the people-oriented calculation, although reported to investors by European companies, are sometimes only available internally for U.S. companies.)
Take the case of a high-tech company with a portfolio of businesses, many of them engaged in manufacturing. As part of a regular review of its operations, the company decides to focus on its IT Services business. This business is profitable, and, although its return on sales is lower than those of the company's manufacturing businesses, its return on capital and its economic profit in relation to capital invested are higher than for the company as a whole. Using the tools they are familiar with, senior managers conclude that IT Services is doing just fine.
But is it really? Relating its performance to its few assets—mainly receivables and employees' personal computers—is practically meaningless. By contrast, a people-oriented performance metric offers valuable insights. (For a look at how IT Services uses this metric, see the exhibit "Isolating the People Performance Drivers.")
At the level of the overall business, the new metric reveals a problem that conventional financial measures have obscured. While IT Services' capital productivity is satisfactory, its employee productivity is low. The return exceeds employee costs by only 3%, compared with an average of 12% achieved by rivals (whose businesses are analyzed using the same people-oriented metrics). Furthermore, competitors are paying their employees nearly 15% more than IT Services is, in the form of higher benefits and performance-related compensation. In fact, if pay were adjusted to match competitors', IT Services' slim margins would be wiped out.
The same method can be used to pinpoint specific problems deeper in the organization. IT Services has three main revenue streams: software licenses, installation, and follow-up service. The analysis indicates that the product license operation is doing poorly, with fees insufficient to cover the R&D costs. Service margins are attractive, but the relatively small number of people in the operation is a sign of low service volume. In software installation, where most of the employees work, the (modest) margins are achieved only because employees are paid below industry levels. Extending the quantitative analysis of productivity further down into the installation business reveals that there is poor utilization of software engineers, who spend only 65% of their time handling customer orders, and that the group has contract overruns on orders amounting to more than 10% of budgeted time.
A more complete version of such an analysis—covering these and other factors, such as recruiting success, attrition, and overhead staff ratios, all of them quantitatively linked to employee productivity, average cost per person, and number of employees—creates a management dashboard that is a first step toward identifying the causes of problems. For example, license fees fail to cover R&D costs primarily because the company's small sales team, although productive and making good margins on contracts, isn't able to attract new recruits and thereby drive up volume. This is because of both poor compensation and the sales team's low status relative to the value-added resellers that the company has identified as its strategic sales channel (even though this new channel has yielded little in the way of revenue). Problems in the service operation stem from the fact that service engineers generally don't see themselves as salespeople and therefore don't look for opportunities to sell service updates that aren't covered by warranty. As for the installation business, contract overruns result largely because installing "basic" software remains time-consuming, despite IT Services' years of experience. The problem: Knowledge is not transferred to new employees when experienced engineers move on to more complex assignments.
While there are specific actions the company can take in response to each of these problems, more generally the company needs to address the issue of employee retention. Because the parent company hadn't realized that its margins were based in part on below-market compensation for its employees, the performance gap is greater than simple profit differences from competitors had suggested. Using the new employee-oriented data, the company can transform IT Services into a truly high-performing business.
The beauty of this approach is threefold. First, unlike many people-oriented metrics, it is grounded in hard financial information gleaned from a company's own accounts rather than in soft assumptions about the impact of human performance on outcomes. Second, it yields realistic returns because the employee denominator of the performance ratio is substantial. Third, it provides meaningful employee-oriented comparisons across a portfolio of operations within a company that aren't skewed by such things as outsourcing or capital investment.
People Management.
It goes without saying that managing people is a key task for any company. But in a people business, this task becomes central to success. Because employees represent both the major cost and the major driver of value creation, people-management moves that lead to even small changes in operational performance can have a major impact on returns. Consider a typical security and facilities management company in which operating profit is 10% of employee costs and economic profit is 8% of employee costs. In such a case, a 5% improvement in employee productivity increases operating profit by 50% and economic profit by over 60%.
Given the high financial stakes, people management needs to be a core operational process and not solely a support function run by the human resource department. Line managers have a vital role to play in improving employee productivity, in terms of both business issues (such as whether to concentrate on large or small accounts) and management issues (such as how to create an organization and work environment that foster productive output). If success in a capital-intensive business comes primarily from making the right investment decisions, success in a people-intensive business comes from hiring the right people and putting in place processes and an organization that makes them productive.
Managers also need to ensure that employees' interests are aligned with a company's business objectives and their execution. Companies often use surveys and other tools to assess how well they are meeting employees' personal goals. Too often, however, these tools focus only on traditional HR issues, such as work/life balance, benefits, and training. But employee satisfaction and engagement are more likely to be destroyed by conflicts at work than by conflicts between work and "life." A sales manager is charged with selling products from several divisions, but each division gives him a sales target that assumes he will focus on that division's product. Another manager's career depends on a promotion within two years, but she oversees a new service line that will take at least four years to gain traction in the marketplace. The right survey can help spot such conflicts between employee interests and company objectives. Diagnosing and addressing them—however uncomfortable for the senior line managers who may be the source of the problem—is crucial to keeping employees engaged and productive.
Finally, people can't be effectively managed in the absence of relevant performance information—information that can and will be acted upon. It's astounding how little of this exists at many companies. We've already seen that the major metric, employee productivity, is often calculated using misleading methods. But consider this as well: If employees are, indeed, a company's "greatest asset," you might expect to find some hard information about them in the annual report: How many employees are there? How much do they cost? How productive are they? After all, you'll find detailed answers to equivalent questions about a company's capital assets. The most you'll find in many annual reports—at least in the United States, where only banks are required to report their employee costs—is a round estimate of total head count. And even that number is suspect, as Finance and HR often have different methods of defining and counting full-time employees. While more information is available internally, there still are usually big information gaps in areas such as wanted-versus-unwanted attrition, average tenure of employees, and allocation of training funds.
Of course, people businesses need more than people-specific information: For example, customer-related metrics are central to any company and are often needed to measure the productivity of individual employees. But all too often, the problem is not a lack of information but the failure to use it. Information generated and reported by a company remains just that—reported. In one company we worked with, the HR department had nearly 50 employee-related metrics at its disposal—for example, unwanted attrition—but only a handful were actually used by line managers in making operations-management decisions.
Compensation.
The economics of people businesses raise unique compensation challenges. Just as people businesses are particularly sensitive to employee productivity, so are they many times more sensitive to pay than traditional businesses. Indeed, the unwitting chief executive who focuses on investing in a company's "human assets" to achieve competitive advantage may be surprised to find that employees (unlike inanimate assets, such as manufacturing plants and brands) expect to receive all the returns. Furthermore, in a people business, compensation involves more than how much to pay employees; it is also the primary determinant of shareholder risks and returns.
Variability is at the heart of people-business compensation because productivity differs dramatically from one employee to another, depending on an employee's capabilities and the efforts of individuals or teams. Compensation that recognizes this variability and that is calculated and paid accordingly, on an annual basis, is an appropriate strategy when it comes to most employees in people businesses.
Performance-based variable pay needs to reach far down into the organization. In people-based businesses, unlike typical capital-based businesses, mid- and low-level employees can have a tremendous impact on performance, regardless of investment decisions made by the CEO. A good store manager, for example, can improve store productivity by 5% of sales. This may sound obvious, but it isn't by any means appreciated universally. People businesses embedded in asset-intensive corporations, in particular, often operate with little variable compensation. And we have seen some surprising inconsistencies in people-based businesses: For instance, a large retail franchisor that also operated and managed many of its own stores offered the store managers almost entirely fixed compensation, while its franchisees' earnings were sharply dependent on the performance of the stores they managed.
An emphasis on variable compensation in a people business has benefits beyond the obvious one of generating those operational improvements that can so dramatically boost performance. It can also significantly reduce the volatility of earnings and thus make the company more attractive to investors by reducing their risk. Because employee costs represent such a large portion of total costs, even small changes in the level and structure of compensation can have a major impact on the level of profits. Take a typical people business with operating profits that are 15% of employee costs. If, over the course of an economic cycle, the company pays out 85% of employee costs in fixed salaries and 15% of employee costs in the form of profit-variable bonuses, operating profits will be half as volatile as they would be if the company paid out, over that cycle, an equal amount but all in the form of fixed salaries. The compensation for this shift in risk from shareholders to employees: Companies with strong performance typically pay their employees better than their competitors.
Pricing.
Economies of scale and experience in people businesses have tended to be less significant than in industrial businesses, where processes are embodied and learning institutionalized in machinery or software. That means large people businesses don't necessarily have cost advantages over smaller competitors—indeed, often quite the reverse. A people-oriented business such as a software company, with a big investment in future-focused and largely fixed-cost activities such as R&D, will clearly see a cost benefit as sales volume increases. But a strictly defined people business, with its near-term value creation, generally won't. This makes it critical for people businesses to price their products or services in ways that enable them to capture a share of any additional value they create for customers.
The most basic approach is pricing by the hour—what you might call a body shop model. Even high-skill businesses such as IT services commonly "shop bodies" at an hourly rate to customers that want to manage capacity flexibly. The value added by the company above that created collectively by its employees typically is limited—as is the return to the company.
A potentially more attractive pricing scheme is the fixed-price-for-output contract. A company that works more effectively and thus delivers a product or service at a lower cost or of a higher quality than its competitors (or its customers) can benefit from this approach. By completing the work in less time and with fewer people, the business adds value beyond that delivered by the employees. One way for an organization to achieve this is to focus on a particular activity in order to accumulate experience and know-how—think of a company that offers a specific medical procedure, such as dialysis, at hundreds of clinics. This will typically lead to higher returns because, with the right management, experience will improve the speed, quality, and cost with which the service can be performed.
For organizations whose advantage lies in providing a potentially very high value-add for the customer, a success fee or commission may offer the best returns—especially when customers have a lot at stake and the value of the service offered could far outweigh what customers are charged. Some of the highest rates of return on employee costs are earned by financial services advisers operating on a commission basis in highly leveraged activities such as investment or private banking. Although the percentage-based fee for, say, managing the funds of wealthy individuals is relatively small, the absolute amount of the fee is substantial. (Of course, when the stakes are lower, the reverse may be the case: A typical employment agency must take a relatively large percentage of an employer's pay to a new employee in order to earn an adequate return.)
Since industry pricing structures can change over time, people businesses should try to influence them to their advantage. In advertising, for example, the typical pricing structure has shifted from a percentage of a client's advertising spend (good for agencies that develop long-running campaigns, but risky) to fixed-fee structures (which limit the agency's returns on superior value creation for the customer) to, more recently, pricing based on a fixed fee but with a performance incentive specifically related to the success of the campaign.
Implications for Strategy
These progressively more advantageous pricing strategies suggest a number of larger business strategy issues raised by the economics of a people business. Because the most important "assets" of such a business can walk out the door when they choose, the company needs to leverage its people with something that it creates, something that is scale sensitive, something that will allow shareholders to share returns with employees.
Truly successful people businesses—those with economic profit that is 30% or more above their employee costs, rather than the typical 10%—have created assets that make the companies much more than the sum of their employees. For example, H&R Block, which provides personal tax preparation services in the United States, has invested heavily in its brand—it spends nearly $200 million a year on marketing and advertising—and has developed such innovative services as the first widespread e-filing of income taxes. Rentokil Initial, which provides hygiene and pest control services, has standardized processes and uses its high network density in the United Kingdom to create a cost advantage in customer service. Software company SAP converted previously customer-specific software development activities into standardized products with reusable elements.
Each of these companies, despite the people-intensive nature of their businesses, moved far beyond an offering based on the short-term value of individual employees' work, in the process becoming less like strictly defined people businesses. In fact, the goal for many people businesses looking to increase returns will be to move out of that category by leveraging the value of their people-oriented activities to build intellectual or brand capital—or even physical capital, such as the data centers of IT services companies. Ironically, as companies develop proprietary content and add value beyond that which their employees provide in their daily work, top management may conclude that shareholder value can best be created by outsourcing or franchising people-intensive activities. In the case of business services companies, this would complete a cycle that started with their providing, on an outsourced basis, those very services for someone else.
Such a shift reflects the constant evolution of an increasingly people-based economy and highlights the need for senior managers of people-intensive businesses—as well as the investment community—to creatively develop and apply a new set of performance measures and management practices.
A version of this article appeared in the June 2005 issue of Harvard Business Review.
Felix Barber (barber.felix@bcg.com) is a Zurich, Switzerland–based senior adviser and
Rainer Strack (strack.rainer@bcg.com) is a partner and managing director,
This article is about FINANCIAL ANALYSIS
Developing employees


Popular sequence, ballroom, Latin and occasional line dances. Admission £6 including tea and biscuits. Good dance floor, good music, excellent sound system, a friendly atmosphere and free parking! Call Fred Weston 01323 898813 for more info. First visit only £1.50!


We (both directly and through third parties) collect personally identifying information when you register for and use any of the Websites. This personally identifiable information may include, without limitation, your name, zip code, and email address. We may also collect non-personally-identifiable information (such as your IP address or domain, or about your use of the Websites) both directly and through third parties, including through the use of Web beacons, for purposes of administration for the Websites and to compile aggregate information about usage of the Websites.
To unsubscribe from any communications from us, follow the "unsubscribe" link at the bottom of the email.
The Websites are intended only for individuals at least eighteen (18) years old or younger with the express consent of your parents or legal guardians, but in no event younger than thirteen (13) years old. If you do not satisfy this age requirement, you are not permitted to use or enter the Websites.
PARENTS PLEASE READ: We do not permit those under the age of 18 (or older in some jurisdictions, if the age of Majority is older) to participate on or enter any of the Websites without your express consent.
No information should be submitted to or posted on any of the Websites by any Minor (a user under 18 years of age, or older in some jurisdictions, if the age of Majority is older) without the consent of a parent or guardian. No information should be submitted to or posted on any of the Websites by any person under 13 years of age. Unless otherwise disclosed during collection, we do not knowingly provide any personally identifying information about Minors, regardless of its source, to third parties, nor is this information knowingly used by us for any marketing or promotional purposes. Minors are not allowed to participate in contests or sweepstakes on the Websites. If you do not satisfy this age requirement, you are not permitted to use or enter any of the Websites.
We collect personal information from users of the Websites in order to provide users with a personalized online experience and to provide our advertisers a way to reach the right audience. We may share the personal and aggregate information we collect with our affiliates and other sites operated by and for us. On a confidential basis, we may also share personal information with our corporate affiliates or consultants, or with third parties that perform a particular service on our behalf (such as general administration purposes for the Websites). We may elect to share aggregate information with third parties for advertising, promotional, and research purposes. If all or part of the League is sold, merged or is otherwise transferred to another entity, the information you have provided on or through the Websites may be transferred to such entity as part of that transaction. We may also disclose personal information in response to legal process, such as a request by law enforcement, a court order or subpoena, or to protect the integrity of the Websites if we believe that a user has committed unlawful or otherwise harmful acts.
With the permission of users, information submitted at the time of registration or submission may be used for marketing and promotional purposes by us.
The Websites may contain links to other sites. Please be aware that the League is not responsible for the privacy practices of such other sites. We encourage our users to be aware when they leave any Websites and to read the privacy statements of each and every web site that collects personally identifiable information. This privacy statement applies solely to information collected by the Websites.
We may use third-party advertising companies and advertising networks to serve ads to you on our behalf when you visit any of the Websites. These companies may use information (not including your name, address, email address, telephone number or employment history) about your visits to the Websites and other web sites in order to provide advertisements about goods and services of interest to you.
An IP address is a number that is automatically assigned to your computer by your Internet service provider whenever you log on to the Web. Web servers automatically identify your computer by its IP address, so when a user requests pages from the Websites, our servers log the user's IP address. The IP addresses of our users are collected only for the purposes of system administration and to report aggregate information to our advertisers, our corporate affiliates or consultants, or with third parties that perform a particular service on our behalf. We do not combine IP addresses with any personally identifying information, nor do we compile any session activity reports by IP address.


text:
Norfolk 8, Bulls 7
Rich Thompson tripled, singled twice, walked, stole, RBI'd and scored. Reid Brignac had three singles and two runs scored. Will Rhymes singled twice, walked, had two RBIs and scored. Alex Torres recorded just two outs on 48 pitches, giving up six runs.
Dunedin 8, Stone Crabs 2
Steve Tinoco singled twice and scored. Kevin Kiermaier singled and walked.
Hot Rods 5, West Michigan 4
Drew Vettleson hit a two-run homer, singled, scored twice and (of course) threw out a runner at home. He's up to 18 outfield assists. Matt Rice singled twice and had two RBIs.
Renegades 9, Williamsport 2
Justin O'Conner hit a three-run homer, singled and scored twice. Ryan Dunn sdoubled, singled, walked had two RBIs and scored. Eduar Quinonez threw four shutout innings of relief.
Burlington 5, P-Rays 4
Willie Argo doubled, walked and scored twice. Ariel Soriano doubled, singled and had two RBIs. Eli Echarry tossed five shutout innings of relief.


text:
Q: Roundcube не отправляет почту - dovecot_login authenticator failed У меня стоит VestaCP на Debian 8, столкнулся с проблемой, что mail() вроде как отлично отправляет почту, но на деле письмо не доходит. Зашел в web-интерфейс Roundcube и решил от туда отправить почту, но там тоже пишет что все "ок", а по факту ничего нет.
Начал копать логи и вот что нашел:
/var/log/exim4/mainlog
2018-09-18 13:31:02 dovecot_login authenticator failed for (мой IP) [185.234.219.254]: 535 Incorrect authentication data (set_id=judy)
2018-09-18 13:31:06 1g2G5q-0006SL-7M <= support@мойсайт.com U=ark P=local S=837 id=97e8d0a7d3fc2e8ced6a95f6b00e7ccf@мойсайт.com
2018-09-18 13:33:11 dovecot_login authenticator failed for (User) [185.234.219.30]: 535 Incorrect authentication data (set_id=jenny)
2018-09-18 13:33:16 1g2G5q-0006SL-7M alt3.gmail-smtp-in.l.google.com [108.177.125.27] Connection timed out
2018-09-18 13:33:16 1g2G5q-0006SL-7M == получатель@gmail.com R=dnslookup T=remote_smtp defer (110): Connection timed out
2018-09-18 13:33:22 no IP address found for host cvcmailer.com (during SMTP connection from [81.4.126.78])
2018-09-18 13:33:24 dovecot_login authenticator failed for (localhost) [81.4.126.78]: 535 Incorrect authentication data (set_id=admin@мой сайт.com)

/var/log/exim4/reject
2018-09-18 14:10:37 dovecot_login authenticator failed for (User) [185.234.219.30]: 535 Incorrect authentication data (set_id=armando)
2018-09-18 14:11:38 1g2Gj4-0007MC-Ci <= support@мойсайт.com U=ark P=local S=684 id=93b9dfe318b190eaf8a493c9ff1b3af0@мойсайт.com
2018-09-18 14:11:38 1g2Gj4-0007MC-Ci == получатель@gmail.com R=dnslookup T=remote_smtp defer (-53): retry time not reached for any host
2018-09-18 14:12:36 dovecot_login authenticator failed for (мой IP) [185.234.219.254]: 535 Incorrect authentication data (set_id=login)
2018-09-18 14:15:58 dovecot_login authenticator failed for (User) [185.234.219.30]: 535 Incorrect authentication data (set_id=brenda)

Почта не отправляется, но зато если посылаю себе на support@мойсайт.com то все приходит.


text:
SAJA has awarded $40,000 in scholarships to help graduate, undergraduate and high school students pursue their education and future careers in journalism.
The SAJA Scholarships are made possible through generous contributions from the Krishna Kumar Gaur Scholarship Fund, the Arun I & Asmita Bhatia Foundation, and numerous individual and institutional donations. To donate to SAJA and help future scholarship classes:
SAJA Scholarship Program
Goal: To provide financial assistance to undergraduate and graduate-level students to pursue their journalistic education.
Distribution: Up to $20,000 are expected to be distributed to ten students ($2,000 each).
Deadline: April 20, 2020
Selection/Eligibility
Undergraduates and graduate students continuing their studies in the fall of 2020 can apply for funding for their educational expenses. Students from across the United States, Canada, and South Asia can apply for the scholarships.
All applicants must show proof of admission to a North American educational institution in the fall of 2020. Applicants must either be of South Asian descent (includes: Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan, and Sri Lanka) or demonstrate a keen interest in covering South Asia and/or the diaspora.
Immediate relatives of SAJA Board members and judges are INELIGIBLE to apply
Evaluation Procedure
A committee of judges appointed by the SAJA Board will review the student applications and evaluate them based on need as well as demonstrated interest in journalism (i.e.: related coursework, internships, extracurricular activities, part-time work), written communication skills, , interest and enthusiasm in joining the SAJA community, and serious reflection on what the applicant hopes to accomplish as a journalist. Applicants may be interviewed by phone or in-person by a member of the scholarship committee. Winners will be notified by the end of May 2020.
Recipients are expected to give back to SAJA by volunteering at the annual convention or one other event during the year. They should commit to promoting SAJA activities, events, membership drive and donation appeals on social media platforms to help SAJA achieve its mission and expand the network.
All recipients of the scholarship and fellowships must also agree to provide an update on their scholastic endeavors and at the conclusion of the academic year. SAJA reserves the right to post these statements or excerpts thereof on the SAJA website and social media platforms to share with the public the impact of our scholarship and awards program
Application deadline: April 20, 2020
Winners announced: May 25, 2020
Send a PDF document to:
Ali I. Rizvi at SAJAprograms@gmail.com
with "SAJA Scholarship" in the subject line.
The single PDF document MUST include:
1) A resume, including contact information for three references
2) A 350-word essay on why you should be awarded the fund. Non-South Asians should demonstrate their interest in covering South Asia or diaspora.
CONDITIONS TO SCHOLARSHIP DISBURSMENTS:
Those selected to receive scholarships will be required to provide the following information / documents to SAJA prior to being entitled to receive the scholarship amounts:
A U.S. Postal address to which the scholarship check will be physically mailed or details of a US Dollar bank account at a bank branch located in the United States; and
U.S. Treasury Form W-9 or Form W-8BEN
Failure to provide any of the above information / documents on a timely basis could result in revocation of the scholarship.
Each scholarship recipient must consult their own tax advisor on the extent, if any, to which the scholarship amount may be taxable by any of the tax jurisdiction to which they may be subject to. SAJA does not make any representation as to the taxability or non-taxability of the scholarship amount.
All scholarship amounts will be reported to the Internal Revenue Service of the United States government unless the recipient signs a declaration stating that the amount received from SAJA complies with the conditions described by the Internal Revenue Service under the section "Tax-Free" in the rules under Topic Number 421 – Scholarships, Fellowship Grants, and Other Grants (https://www.irs.gov/taxtopics/tc421).
SAJA Student Scholarship 2018 Winners
The South Asian Journalists Association is pleased to announce the following winners for this year's student scholarship fund. SAJA will be awarding $2,000 to each scholarship winner.
Mohammad Ali, Columbia Journalism School
Mohammad Ali is a staff writer with The Hindu based in New Delhi. He will be attending the MA (Politics & Global Affairs) program at Columbia University, New York in the fall. He has written about communal politics and tracked the growth of Right-wing Hindu nationalism in the hinterlands of North India which preceded and coincided with the rise of Narendra Modi as a Hindutva leader and the Prime Minister of India. He tweets @hindureporter
Anakha Arikara, Columbia Journalism School
Born in California to Indian parents, Anakha Arikara moved to India when she was 13 and was inspired by the diversity and culture she found there. This was the source of her passion for storytelling. She has written for publications such as Food Lovers, and The Better India, and has also been a scriptwriter and director for visual features. Anakha will be attending Columbia University in New York City in the fall, to pursue a Master's degree in Journalism, with a specialization in Documentary film.
Anika Hazra, the University of Illinois at Chicago
Anika Hazra is an ecologist and science communicator transitioning to a career in science journalism. She has a BSc in Ecology with a minor in English from the University of Toronto and an MS in Ecology and Evolution from the University of Illinois at Chicago. She will be attending New York University in the Fall as an MA student in the Science, Health and Environmental Reporting Program. She has contributed to various online science news publications, written a video for Ted-ED about insect identification and is a guest host for the podcast Science for the People. You can check out her work here.
Ravleen Kaur, UC Berkeley
Ravleen Kaur is a journalist based in Portland, Oregon. Her work has ranged from reporting on education for Portland-area newspapers to documenting testimonies of the 1984 anti-Sikh massacres. This fall, she will begin the Master's program at UC Berkeley Graduate School of Journalism, where she will focus on narrative writing, visual media, and investigative reporting. She's interested in pursuing stories about immigrant communities and diasporic identity along the intersections of race, remembrance, and resilience. She graduated from Portland State University in 2015 with a B.A. in English. Twitter handle: @Ravleen_K
Salina Nasir, UC Berkeley
Salina Nasir is a freelance journalist based in the Bay Area whose reporting has taken her to India. A rising second-year student at UC Berkeley's Graduate School of Journalism, she concentrates her studies on narrative writing and new media. Her recent feature piece on Islamic feminism appears in the San Francisco Magazine, and she is currently writing a piece for HuffPost India that tells the story of a Gurgaon-based female bodybuilder. Twitter: @salinanas
Priyanka Runwal, University of California, Santa Cruz
Priyanka Runwal is an ecologist and works on the socio-ecology of arid grassland and savanna landscapes in India. She is also a freelance science journalist for The Wire and IndiaBioscience and reports on subjects related to biodiversity, ecology, conservation and the environment. She will be attending the Science Communication Program at the University of California, Santa Cruz this Fall. With a Masters in Biodiversity Conservation and Management from the University of Oxford and 6 years of research experience, she hopes to take advantage of her academic background to bring science from the field and labs to popular media.
Jaya Sundaresh, City University of New York
Jaya Sundaresh is a journalist who hails from Schenectady, New York; she will be attending CUNY's Graduate School of Journalism in the fall. She has written for various publications, including The Aerogram and The Alt Weekly, an alternative weekly based in the Capital Region of New York. Her reporting interests include mass incarceration and policing. She is excited to join CUNY and pursue her dream of being an investigative reporter.
Priyanka Vora, New York University
Priyanka Vora is an award-winning journalist who specializes in health--especially the interaction of new technology and social values and the problems of health care in rural areas and poor communities. Priyanka started reporting at age 19 and has worked for Hindustan Times,Midday and Free Press Journal. Currently, she is a health writer with Scroll.in. In 2017, she won the International Centre for Journalists award for Early Childhood Development reporting and the Red Ink Award in India for health reporting for her series on an encephalitis outbreak in a conflict-ridden district of Odisha.
Apoorva Joshi, Michigan State University
Apoorva Joshi is a Ph.D. student at Michigan State University. An interdisciplinary and mixed-methods researcher, she studies environmental journalism, risk communication, environmental policy, and conservation criminology. With a degree in environmental science from the University of Pune and an M.A. in environmental journalism from the University of Montana, Apoorva draws from her experiences as a journalist and a scientist to inform her interdisciplinary doctoral research.
Nandini Rathi, New York University
Nandini Rathi is a journalist from India. After having graduated from Whitman College in Film & Media studies and Politics, she has been living in New Delhi area where she was until recently associated with The Indian Express. She will be attending New York University in the fall and pursuing a joint masters in Journalism and International Relations. Among her several reporting interests are social justice, gender and health. She looks forward to grow immensely as a professional in the next two years.