Physician designed with the patient in mind, the Heel Keeper and Ankle Keeper are superior, cost effective and compliance-enhancing replacements for traditional off-loading boots.
BECAUSE PATIENTS DON'T WEAR THEIR BOOTS! A recent survey of a skilled nursing facility and wound care center found that over 35% of patients refuse to wear their off-loading boots! Only 10% wear their boots as directed!
Dr. Finley's design addresses critical factors, including anatomy and the physical issues surrounding an immobile patient. I have personally worn a Heel Keeper and found it to be comfortable to the point that I was unaware I was wearing it after a short amount of time.
Dr. Finley had been treating an ulcer on my ankle that would not heal. I tried to wear the big heavy foam boot but I could not sleep or turn while in bed. I began wearing the Ankle Keeper in May, 2018 and I wear it every night. I would highly recommend the Ankle Keeper to any patient with an ankle ulcer.
Matt King, RN-BC, BSN, MSN (12/6/2018)eek.
Dr. Christopher J Finley, MD, FACEP, CWSP, is an accomplished and respected practicing certified wound care specialist and a board certified emergency physician. Dr. Finley has over 25 years of experience providing his patients with compassionate, innovative care. Dr. Finley noticed that his patients with pressure ulcers of the heels and ankles weren't wearing the prescribed foam or fiber filled offloading boots. He studied his patients and found that only 10% wear their traditional off-loading boots as instructed.
More than 35% of patients refuse to wear their boots at all! Patient compliance with off-loading boots is challenging because the boots are bulky, uncomfortable, unsafe to walk in and limit mobility. Concern for his patients' well-being prompted Dr. Finley to research and design the Ankle Keeper and Heel Keeper. No other products offer the combination of comfort, freedom of movement and effectiveness for pressure ulcer prevention and treatment of the heel and ankle.


Indian space research organization established 15 august 1969 and the aim of it �Manav jati ki seva mai Antrariksa Praudyogiki �. The headquartered in the city of Bengaluru. The first Prime Minister, Jawaharlal Nehru and his close aide and scientist vikaram sarabhai. ISRO always updating with new advanced technology and creating strong place in world space sector. ISRO is establishing new record every year.
The great personalities (APJ Abdul kalam, Dr K Radhakrishnan, etc) had given their great contribution in new direction and Success of ISRO. Specially APJ Abdul Kalam had created the history in ISRO. Mr. Kalam was transferred to the Indian space research organization (ISRO) where he was the project director of India First Indigenous satellite launch vehicle (SLV_III) which successfully deployed the Rohini satellite in near earth orbit in july 1980. Joining ISRO was the biggest achievement in his life and he said to have found himself when he started to work on the SLV project. During the period between 1970 and 1990 kalam made an effort to develop the polar SLV and SLV III projects both of which proved to be success.
ISRO built India's first satellite, aryabhata which was launched by the soviety Union on 19 April 1975. It was named after the mathematician Aryabhata.
Rohini became the first satellite to be placed in orbit.
Known better by its popular name Insat, The system is a network of satellites that facilitates communication and broadcasting across the south Asian region. The first satellite in the series was placed into orbit in 1983 and ushered in a revolution in India�s television and radio broadcasting, telecommunications and meteorological sector. Nine satellites are operational.
It developed two other rockets the polar satellite launch vehicle (PSLV) for launching satellites into polar orbits and the geosynchronous satellite launch vehicle (GSLV) for placing satellites into geostationary orbits.
India�s first unmanned lunar probe was launched almost a decade ago and was a land mark in India�s space mission. ISRO joined and elite list of just six space organizations to send an orbiter to the moon.
India joined an exclusive global club when it successfully launched the Mars orbiter Mission on a low budget that was at least 10 times lower than a similar project by the U.S. The Rs 450 crore project revolved round the red planet and to collect data on Mar�s atmosphere and mineral composition.
ISRO achieved the success in navigation satellite systems like GAGAN and IRNSS have been deployed. ISRO successfully used and indigenous cryogenic engine in GSLV- D5 launch of the GSAT -14. The seven satellite system created India�s very own satellite navigation system e terrestrial and will provide service in marine navigation, disaster management, vehicle tracking and fleet management and navigation aide for drivers.
ISRO successfully placed into orbit five British satellites using its polar satellites using polar satellite launch. Vehicle PSLV � C28, in a landmark mission in July 2015.
ISRO successfully set a record with a launch of 20 satellites in one mission, a record for the space agency. Apart from ISRO satellites and those built by university students in the country, the mission carried satellites from the US, Canada, Germany and Indonesia.
ISRO successfully tested the reusable launch vehicle technology Demonstrator (RLV_TD) that wat built for the 95 crore. The winged flight vehicle � dubbed as India�s space shuttle.
Recently ISRO created the new history in world by successfully launching a record 104 satellite, on a single rocket from the spaceport in Sriharikota. This is the highest number of satellites ever launched in single mission. The space agency�s trusted workhorse polar satellite launch vehicle PSLV- C37, on its 39th mission, From Sriharikota space centre with the 104 satellites of which 101 belongs to international customers.
ISRO is the best organization In India and all great and hardworking scientists giving their best performance. These scientists are playing their role honesty, responsibility and dedication in their work and giving new direction for ISRO.


This is the most cut throat easy way to collect pollen with out contaminating a whole crop....making sure to seperate male plants totally and wash clothes and body before re-entering the grow site after removing males and collecting said pollen.
I seperate the males after choosing quality parentage....wait till the bannanas start to spit open before they drop pollen.
Then i cut the tip off thats has the most mature banannas and either stick it in a plastic bac like a small ziplock (leaving it open for the stem to dry and not catch condensation from the drying stem) or similar container that will fit the branch nicely.
The next few days the stem will dry up (humidity determins how fast they dry)and the banannas will open dropping pollen in the bag.
Then fold the piece of paper back in half with a little opening on one end and tap the pollen off the paper while tilting the paper on one end into a plastic bag or film canister with rice in it (the rice acts as a decantir absorbing any remaing moisture as water kills pollen) and thats it for collecting the pollen.
Dip small paint brush into bags and then dust the lower branches (b-c buds) of the plants you want to keep genetics from.
In 2-3 weeks the seeds will be mature....they will either fall out of the pods or you can see the catylaxes starting to split. after that time expires simply take an object and peel one side of a catylax where yo see a seed maturing back.
If the seed is a light/darker tan colored with darker coloered stripes and zigzags you know they are fully mature.
As long as no seeds you pull out are white, yellow, pale or hallow then your doing good!
Let seeds dry (age) for at least a week or two before planting, to be on the safe side.
This Grow Guide is being discussed Here!


Move-in ready 4 level home on a 1/4 acre corner lot with open floor plan and tons of natural light in sought after Maplewood! Walk in to a bright and sunny living area, dining room, and updated kitchen with SS Appliances. Hardwoods on 3 levels. Modern finishes throughout. Large master suite. Brand new roof, new HVAC and Windows. Tons of updates inside and outside, with new landscaping and stone walkway, and a screened in porch. Walk to Maplewood Park. Large yard, tons of storage and living space, plus solar panels! Must see!


text:
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redpajama_set_name: RedPajamaGithub


text:
Q: What happens when I call a function that calls a function with more parameters than I have entered I'm currently learning Prolog and I encountered something I don't quite understand and I couldn't find an answer anywhere.
So the thing is when I have a procedure like this:
a(X):- b(X, Y).
b(X, Y):- c(X), ==(Y, 10).

What Is Y going to be then? Is it going to be a random number or will ==(Y, 10) be ignored in the procedure? Is a procedure that calls a function with an unknown parameter doomed to be false?
I would really appreciate an answer to this.

redpajama_set_name: RedPajamaStackExchange


text:
Zuzana Navarová de Tejada (18 de junio de 1959, Hradec Králové, Checoslovaquia – 7 de diciembre de 2004, Praha, República Checa) fue una cantante, compositora, letrista y  una cantautora checa. Fue apreciada tanto por los críticos como por sus oyentes no solo como cantante de los grupos con que colaboró, sino también como solista.

Biografía y trayectoria artística
Nació el 18 de junio de 1959 en Hradec Králové. Estudió las lenguas española y checa en la Facultad de Filosofía y Letras en la Universidad Carolina de Praga.

Desde 1980 cantó con el grupo Nerez. Su primer álbum solista surgió en 1992. En 1994 grabó un álbum con el grupo Tres y en los años siguientes otros 5 álbumes con el grupo Koa.
También compuso música para teatro. Fue productora (p. ej. de la cantante Věra Bílá, del grupo Kale – los artistas gitanos). Descubrió a Radůza – una joven cantautora checa. Desde el comienzo de los años 90 encabezó la fundación "Život umělce" (La vida del artista).

Cuando vivía en Cuba, conoció a un cubano, Luis de Tejada, y se casó con él.
Se inspiró en la música y la cultura cubanas.

En 1994 empezó a trabajar con el cantante y guitarrista colombiano Iván Gutiérrez, y con el bajista Karel Cába, juntos crearon el grupo Tres y grabaron un álbum del mismo nombre.
Más tarde se formó el grupo Koa constituido por Zuzana Navarová, Iván Gutiérrez, Mario Bihári (acordeonista, pianista, clarinetista), Camillo Caller (percusionista) y František Raba (contrabajista). Cuando Gutiérrez se fue a Colombia, en el grupo Koa lo reemplazó Omar Khaouaj.

Zuzana Navarová cantó en checo, eslovaco, gitano, portugués, español, ruso, yiddish y también en quechua. Las letras de sus canciones son muy interesantes, Zuzana fue capaz de liberarse de los clichés típicos de la música folk y country. Son muy poéticas y originales, nos hacen pensar. Los estudios y las estaciones de radio incluyeron su estilo entre los géneros minoritarios y por eso la emitían raramente. A pesar de lo cual tuvo mucho éxito.

Zuzana Navarová de Tejada murió de cáncer a los 45 años el 7 de diciembre de 2004 en Praga.

Discografía

Con el grupo Nerez
 Porta 83
 Dostavník 2 (Mensajería 2*)
 Imaginární hospoda (Cervecería imaginaria*)
 Masopust (Carnaval*)
 Na vařený nudli (En fideo cocido*)
 Ke zdi (A la pared*)
 Co se nevešlo (Lo que no cupo*)
 Stará láska Nerez a vy (Amor antiguo Nerez y vosotros*)
 Nerez v Betlémě (Nerez en Belén*)
 Nerez antologie
 Co se nevešlo – pozdní sběr (Lo que no cupo – cosecha tardía*)
 Nej nej nej
 ...a bastafidli

Proyecto solista
 Caribe

Con el grupo Tres
 Tres

Con el grupo Koa
 Skleněná vrba (Sauce de cristal*)
 Zelené album (Álbum verde*)
 Barvy všecky (Todos los colores*)
 Jako Šántidéví
 Koa – grabado después de la muerte de Zuzana Navarová, contiene sus 3 canciones

Otros
 Vánoční písně a koledy (Canciones navideñas y villancicos*)
 Morytáty a balady
 Sloni v porcelánu (Elefantes en porcelana*)
 Nebe počká (Cielo esperará*) – 5 canciones en el álbum de Karel Plíhal (otro cantautor checo) con letras de Josef Kainar (poeta checo)
 Smutkům na kabát (A las tristezas para abrigo*) – selección

* traducciones hipotéticas

Premios
 Premio mayor del festival de folk- Porta 1982.
 La mejor vocalista- Vokalíza 1982.
 La mejor autora de letras en 1990, apreciada por el Fomento de la música checa.
 Žlutá ponorka 1999 (Submarino amarillo*)
 Anděl 2001 (Ángel*)- premio de la Academia de la música pop.
 Zlatý klíč 2003 (Llave de oro*)- premio de la revista musical Folk & Country.
 2004 el "álbum dorado" de la editorial Indies Rocords por el álbum Barvy všecky.
 2005 ingresó en "La sala de la gloria" (durante la ceremonia de la entrega de los premios de la Academia de música popular).

Bibliografía
 Todos los colores de Zuzana Navarová
 El nuevo disco de Zuzana Navarová contiene todas las fragancias musicales
 Noticias: Falleció cantautora checa Zuzana Navarová
 ¡Adiós, Shantidéví!

Cantantes femeninas de la República Checa
Compositoras de la República Checa
Letristas
Nacidos en Hradec Králové

redpajama_set_name: RedPajamaWikipedia


"Taking his accounting articles in the mid 1960s, Tim's passion for his work, combined with his immense ability took him to the very top of the accounting profession. He became the youngest ever Partner at Deloitte Haskins and Sells at the age of 26, rising to Senior Partner a few years later.
A true professional: incredibly knowledgeable, wise judgement, courageous and tough when needed. But more than anything, remembered by colleagues as a real people person, always finding a way to bring out the best in those around him, an inspiration and a pleasure to work for. It is clear in reading the notes that many people feel that in some way they owe the success in their careers, prosperity of their businesses, (or at least their sanity), to Tim's help and guidance over the years. Indeed, he was awarded his OBE for his services to accountancy.
Although he retired from Coopers (as it became), Tim was never really one to sit still and, far from allowing it to slow him down, Tim saw retirement as an excuse to do lots of things rather than one big thing. Also, importantly for Tim, an opportunity for him to give something back. Over the next ten years, with characteristic zeal, Tim threw himself into major undertakings such as being Pro Chancellor of Glamorgan University, Chief Executive of the Welsh Development Agency, Vice Chairman of the Education Funding Council, High Sheriff of South Glamorgan, running the Finance Board of St Johns in Wales … and many, many more.
It says a lot that Tim would probably be the only person to be surprised by the huge reaction to his passing and the number of people here today. He would have been delighted to see everybody, and enjoyed the service, but (no offence to Bill [Reverend William Barlow]) secretly, by now, Tim would have been looking forward to getting a large glass of sauvignon blanc in his hands on the golf club terrace.
Whether you knew Tim as a loving husband or father, a shrewd accountant, a work colleague, or a neighbour at the rugby, what is clear is that he made a deep and indelible impression, and changed all of our lives for the better. Although we would all have liked to have him around a lot longer… and we are naturally sad that he can't be here… we can all feel proud to have known him and we can rest assured that his legacy of professionalism, generosity and good living will live well beyond his years… and probably ours!


text:
Lightning fall in state quarterfinals
An impressive playoff run for the Nisswa Lightning came to an end on Sunday, Aug. 31, in a 6-2 loss to the Jordan Brewers in the Class C state quarterfinals.
The Lightning, who end the season 26-7 overall, advanced to face Jordan after defeating St. Patrick 14-4 in eight innings behind three homers and seven RBI by Jeremiah Piepkorn in the third round of state play on Saturday, Aug. 30. Piepkorn tied a tournament record as he became the 15th player to ever belt three homers in a game at state.
Jordan 6, Lightning 2
The Brewers snapped a 2-2 tie with four runs in the ninth inning to advance to the semifinals.
Jordan grabbed a 1-0 lead in the top of the first inning, but Nisswa assumed a 2-1 lead in the bottom of the inning when Aaron Jenkins walked with one out and Piepkorn singled. Both runners advanced on a wild pitch before Jason Roepke tied it on a ground out and Drew Boland's double scored Piepkorn.
The Brewers tied the game in the third inning on an RBI double by Paul Buss. It remained 2-2 until the top of the ninth when Jordan loaded the bases with one out. Starting pitcher Kyle Schaible notched a strikeout for the second out and was ahead on the count 0-2 to Joe Lucas. But he then drove into the right-field corner to empty the bases. An RBI single by Steve Beckmann made it 6-2.
Winning pitcher Scott Hollingsworth allowed three hits while striking out eight in nine innings while Schaible allowed 11 hits while fanning five.
Lightning 14, St. Patrick 4
Nisswa rallied from a 5-0 deficit early to defeat the Irish in eight innings as Piepkorn, Luke Schumer and Brett Jenkins each had three hits.
The Lightning fell behind 3-0 in the first inning after a two-out error when Matthew Pexa blasted a three-run homer. St. Patrick added a run in the top of the fifth, but Nisswa started its comeback in the bottom of the inning as Piepkorn's grand slam tied it. The Lightning assumed a 5-4 lead on Boland's RBI triple. Adam Hardy's sacrifice fly drove in the sixth run of the inning.
Piepkorn's two-run homer in the sixth made it 8-4, and then the Lightning put the game away with six runs in the bottom of the eighth. Aaron Jenkins blasted a two-run homer, his third of the state tournament, and then Piepkorn drilled his third homer of the game to make it 11-4. Morgan Shepherd drove in two more runs with a single before Brett Jenkins ended the game by the 10-run rule with an RBI single.
Winning pitcher Jason Roepke allowed no earned runs and nine hits while losing pitcher Josh Simon allowed six runs in two innings of relief pitching.
The Lightning enjoyed a 13-9 edge in hits as both team made three errors.
Junior Hockey: Toros sweep Loons
The Loons are scheduled to host Alexandria Thursday, Jan. 26 and Willmar Saturday, Jan. 28 at the Breezy Point Sports Center.
Junior Hockey: Loons fall to Lumberjacks in OT
The Loons scored two in the third period to tie the game. The Loons are next scheduled to play Friday and Saturday, Jan. 20-21, at Mason City, Iowa.
Junior Hockey: Milwaukee sweeps Loons
The Loons are 10-21-1 overall and are scheduled to play at the Granite City Lumberjacks Friday, Jan. 13 and Saturday, Jan. 14, in St. Cloud.
Junior Hockey: Alexandria tops Loons 6-4
The Loons now 10-19-1 overall, host the Milwaukee Power Friday and Saturday, Jan. 6-7, in 7:30 p.m. games at the Breezy Point Sports Center.
Independent insurance is perfect fit for Pine River

redpajama_set_name: RedPajamaCommonCrawl


The topic for the April 20th meeting of the Forensic Expert Witness Association (FEWA) is "The NAS Report on Forensic Science and Legal Challenges to Scientific Testimony." The presenter is attorney and UCI Professor William C. Thompson, PhD.
In February, the National Academies of Science issued their 254 page report, Strengthening Forensic Science in the United States: A Path Forward, that is quite critical of the state of forensic science in the United States. Professor Thompson is quoted in this report several times and will speak on how attorneys challenge science and the impact of this report for experts and the legal system.
William C. Thompson is Professor and Chair of the Department of Criminology, Law & Society at the University of California, Irvine. He has a Ph.D. in psychology from Stanford University and a J.D. from the University of California, Berkeley. He studies the way people interpret (and sometimes misinterpret) scientific and statistical data and has also written extensively about the use and misuse of DNA evidence.
Although primarily an academic, Thompson occasionally represents clients in cases involving novel scientific and statistical issues. He argued the first case on admissibility of DNA evidence before the Supreme Court of New Mexico and was a member of the "dream team" that represented O.J. Simpson during his criminal trial. He has consulted with police departments, coroners and lawyers on a variety of cases involving scientific evidence in the US, the UK, and Australia. He has also assisted in several important journalistic investigations of crime labs, including the investigation that exposed problems in the notorious Houston Police Department Crime Laboratory. It was Thompson who discovered the DNA typing error that falsely incriminated a Houston man named Josiah Sutton.
Force, a body created by the state legislature to recommend ways of improving forensic science in California.


The 2019 call for applications to the Leadership Fellowships in Public Engagement scheme is now closed.
Support the very best scientists and engineers in STFC's community to undertake extended programmes of the highest-quality, innovative public engagement as a core part of their job role, while maintaining an active research programme.
Regularly interacting with STFC's public engagement and communication teams, including participation in STFC networks, events, and advisory structures when requested.
STFC Leadership Fellows in Public Engagement undertake high quality programmes of engagement and outreach while concurrently acting as champions for the value and practice of engagement with research in their host institution and research community. STFC Leadership Fellows in Public Engagement are expected to remain 'research-active' during their Fellowship: the scheme is designed to support those individuals who wish to champion and lead high-quality public engagement as a core component of a high-quality research or technical career.
Proposed engagement programmes must clearly focus around the remit of the STFC science programme (astronomy, solar and planetary science, particle physics, particle astrophysics, cosmology, nuclear physics and accelerator science) or clearly and demonstrably align to the science and technology work of STFC's national and international laboratories and facilities.
Fellowships will not be awarded unless there is a strong and demonstrable link between the proposed activities and STFC science and technology. We welcome proposals that emphasise a strong inter-disciplinary connection to STFC's remit.
STFC intends Leadership Fellows in Public Engagement to play a prominent role in raising the standards of public engagement – either in their host department, institution, and/or wider research community, and to champion the value of public engagement with research.
A substantial proportion of time (at least 25%) of every Leadership Fellowship application must be dedicated to activities the applicant considers to be dedicated to leadership and capacity building. Applicants are required to propose activities tailored to their working environment or community networks, and explain why such approaches are appropriate. Where evidence exists as to an institution or community's existing attitudes towards engagement, this should be cited to present a strong case.
Applicants should use their Case for Support to clearly explain how their Fellowship will further the aims of the STFC Public Engagement Strategy.
Applicants are encouraged to propose novel or innovative approaches towards engagement as part of their Fellowship, as long as these are demonstrably well planned.
We encourage applications that propose engagement with audiences considered to have low 'science capital'. Applicants may choose which audiences to engage with, and the methods of engagement. These must be outlined in the Case for Support.
STFC Leadership Fellows in Public Engagement are not intended to fund single, 'one-off', activities. For such engagement activities, applicants should consider alternative funding sources, including other STFC awards. Fellowships will not be awarded for the sole purpose of authorship and publication of books and novels, though proposals in which the production of a book is an output of a longer programme will be considered.
Applicants are advised to contact their proposed host department as early as possible, and certainly well ahead of the deadline for submission of applications. Departments may have internal processes to select which candidates to support and the deadlines for these may be several weeks in advance of an STFC closing date.
Research Organisations – via a Head of Department or equivalent – must provide a host institution statement to accompany any application. This statement must outline how the department will recognise and support the Leadership Fellow and the aims of their Fellowship, should they be successful in their application.
consider Public Engagement Leadership Fellows as an important part of their research capability, and ensure that their work is integrated into the host department as part of the research organisation's activities.
STFC Leadership Fellows in Public Engagement are open to any applicant who can demonstrate a strong and prolonged track record of research in an STFC-funded area of science and technology, or can demonstrate a strong track record of research that has been clearly underpinned by use of STFC's national or international laboratories and facilities.
Applicants must have a demonstrable record of success in planning, delivering, and evaluating public engagement activities to a wide range of audiences.
The STFC Leadership Fellows in Public Engagement is a single funding scheme that can support individuals at different stages of their career, which we broadly separate into two categories – 'early career' and 'established career'.
In broad terms, 'early career' researchers may be considered to be those who have completed their highest level of academic qualification within the ten years prior to the point of application (not including any career breaks). Applicants in post-doctoral research associate positions are entitled to apply for a Leadership Fellowship. 'Established career' researchers are those outside of the 'early career' category.
Candidates will be asked to specify which career stage they consider themselves to belong to as part of their application. STFC reserves the right to make a final decision as to which career stage it considers an applicant to fit for the purposes of peer review decisions.
Irrespective of an applicant's career stage, STFC expects to support only the highest-quality candidates who can demonstrate outstanding personal qualities relative to their level of experience. To determine the suitability of an applicant, we assess applicants according to the following 'person specification', which forms the basis of our peer review requirements and assessment criteria.
Has a high-quality track record of research or technical achievement, and makes clear efforts to increase the likelihood of impact occurring from their work.
Has an outstanding track record of research or technical achievement, including evidence of impact arising from their work.
Demonstrates clear evidence of national and/or international standing within their field.
Demonstrates an advanced understanding of what constitutes high-quality public engagement planning, delivery, and evaluation.
Shows evidence of leadership in delivering public engagement activities.
Clearly demonstrates evidence of a deep and nuanced understanding of what constitutes high-quality public engagement.
Clear evidence of having led and/or coordinated complex or large-scale programmes of engagement.
Can demonstrate experience in identifying and developing opportunities, and presenting those opportunities in a strategic context.
Demonstrates an awareness of how to work in order to realise such opportunities.
Clear evidence of a skill for identifying and developing opportunities, and presenting those opportunities in a strategic context.
Can demonstrate how they have motivated and mobilised individuals, groups and teams from one or more organisations to deliver against a shared vision.
Demonstrates evidence of having worked in collaborative teams effectively.
Provides evidence of the benefits of team-working on their own practice.
Capable of self-reflecting on their own role in a team, and how to increase the effectiveness of a team in which they work.
Provides evidence that they can create and maintain conditions under which collaborations and teams thrive.
Clear evidence of fostering successful collaborative projects.
Evidence of having taken effective remedial action to address dysfunctional team working.
Can demonstrate leadership of projects of moderate size or ambition.
Provides evidence of effectively influencing their peers and colleagues.
Can demonstrate leadership of large-scale, ambitious, and/or complex projects, including effective delegation.
Provides evidence of effectively influencing senior leaders in their field and/or institution.
Has participated in the leadership of programmes of culture change.
Clearly connected into and aware of the national PE landscape, and valued for their experience.
Demonstrates experience of project planning, management and evaluation approaches, and has evidence of applying such a structure to their work.
Demonstrates excellent time management and prioritisation abilities.
Has extensive experience of rigorous planning, management and evaluation approaches that deliver complex projects successfully.
Leadership Fellows in Public Engagement may be based at any eligible UK research organisation as set out in the STFC Research Grants Handbook. This includes STFC's own national laboratories.
At the time of application, applicants must have a contract of employment at the UK research organisation that wholly covers the duration of the Fellowship. Leadership Fellows must be in the employment of their host research organisation when the Fellowship commences. Institutions who wish to support an applicant currently in a post-doctoral research associate position (or equivalent) must guarantee that applicant's employment for the duration of the award, should they be successful in securing a Leadership Fellowship. This must be stated, in writing, as part of the host institution statement (section 2.2).
Anyone who wishes to apply for a Leadership Fellowship but is not employed by an approved research organisation should approach an appropriate research organisation to explore arrangements for that research organisation being willing to host the Fellowship. In this case, the hosting research organisation will need to confirm as part of their host institution statement that they are in a position to accept the Fellowship when it commences.
The maximum value that may be sought is £125K. As the scheme comes under the Full Economic Costs (FEC) framework the maximum payable by STFC would be £100K.
The Leadership Fellows in Public Engagement scheme falls under the Full Economic Costs (FEC) framework. Therefore, all costs that contribute to the FEC of the proposal should be included under the cost headings as shown in the 'Applying for a grant' section of the STFC Research Grants Handbook. Please note that, as the scheme has no capital budget, applicants cannot request funds under the Equipment heading.
The time commitment and duration of a Leadership Fellowship is flexible; a typical Fellowship would be for between 20%-40% of a Leadership Fellow's time for a period of up to 36 months. Leadership Fellows can commence their award at any time after the 1st August immediately following the application deadline.
STFC intends this scheme to be flexible and reserves the right to deal, as it thinks fit, with application of unusual character and to waive any rule at its absolute discretion.
STFC Leadership Fellows in Public Engagement are governed by the grant conditions as set out in the Research Grants Handbook, unless otherwise stated. Applications are accepted and awards are made on the understanding that research organisations and Leadership Fellows agree to observe the terms and conditions and the scheme requirements set out in this document and any amendments issued.
Awards are made on the understanding that the Leadership Fellow's work and progress are subject to the same monitoring and appraisal procedures as those of other academic staff within the host institution.
Leadership Fellowships in Public Engagement are typically awarded at 20%-40% FTE. Leadership Fellows may arrange their engagement activities in order to combine their Fellowship with caring responsibilities.
After a Leadership Fellowship grant has started, the duration may be extended to cover maternity leave, paternity leave, adoption leave, parental leave, extended jury service or paid sick leave for a Leadership Fellow, in line with the terms and conditions of the Leadership Fellow's employment. Otherwise, the conditions for extending the grant of a Leadership Fellow in Public Engagement are the same as apply to research grants. Any request for an extension should be made via the Grant Maintenance facility in the Joint Electronic Submission system (Je-S), once the required duration is known. All requests for extensions must be made before the grant ends.
Leadership Fellows are entitled to take maternity, paternity, adoption or parental leave in accordance with the terms and conditions of their employment. If requested, consideration will be given to allowing a Leadership Fellow's grant to be placed in abeyance during the absence of the Leadership Fellowship for maternity, paternity, adoption or parental leave, and the period of the Leadership Fellowship extended by the period of leave. Consideration will be given to requests to continue the Leadership Fellowship on a flexible basis to allow the Fellow to meet caring responsibilities.
Leadership Fellows in Public Engagement are entitled to take sick leave in accordance with the research organisation's terms and conditions. If requested, consideration will be given to allowing a Leadership Fellow's grant to be placed in abeyance during the absence of the Leadership Fellow due to sick leave, and the period of the Fellowship extended by the period of sick leave. The additional salary costs for the Leadership Fellow (pro rata to their percentage FTE on the Fellowship) should be claimed, as necessary, at the end of the extended period.
Leadership Fellows in Public Engagement will be allowed a break in service not more than twice during the period of the award, for periods amounting together to not more than two years, to enable time to be spent on another related activity not supported by STFC.
Breaks in service will not normally be permitted during the first or final years of the Leadership Fellowship, unless this is on maternity or sick leave, and must be endorsed by your Head of Department. Where STFC agrees to a break in service, the duration of the Leadership Fellowship will not be extended and payments to the institution will cease for the period of the break.
Applicants must take up the award at the host institution identified in the application. STFC will not allow a Leadership Fellow in Public Engagement to change their host institution prior to taking up an award. Consideration will be given to requests during the course of an award to relocate the Fellowship, together with any other grant(s) held by the Leadership Fellow, to a different institution for scientific or domestic reasons. The agreement of the institutions concerned will be required before seeking approval from STFC. Movement between institutions will not normally be allowed during the first year of a Leadership Fellowship.
Leadership Fellows in Public Engagement will be required to provide reports of activities to the STFC Public Engagement Team when requested. STFC reserves the right to request periodic information or to visit the Fellow. Leadership Fellows will be expected to meet with the STFC Public Engagement grants mentor a minimum of twice a year.
The Leadership Fellow may also be asked to attend meetings to exchange information and ideas with others undertaking STFC Public Engagement activities. The Leadership Fellow must make all reasonable efforts, if so invited, to respond to requests for information or to attend events or activities organised by the Research Council concerning the research undertaken. Such events may be held after a grant has finished.
Leadership Fellows in Public Engagement will be expected to attend an annual meeting of all STFC Leadership Fellows and other engagement grant holders.
Leadership Fellows in Public Engagement are required to regularly update the record of their Fellowship using the Research Council reporting tool, ResearchFish. This enables STFC to easily extract data regarding the impact of the work of our Fellows whenever required, and provides a tool for the Leadership Fellow to record the ongoing impact of their Fellowship.
Publications and other forms of media communication, including media appearances, press releases and conferences, must acknowledge the support received from STFC, quoting the grant reference number if appropriate.
Resources produced as a result of any grants should acknowledge STFC as the funding source using the standard format agreed by funders and publishers and detailed in the additional information accompanying this grant.
In order to ensure appropriate coordination and opportunities to increase the impact of engagement, external media activity produced as a result of this award must be signed off by the STFC Media team before the activity takes place, or is published. This includes press releases, online videos and media briefings. Award holders are responsible for giving STFC sufficient notice in advance of activities such that STFC can advise on content, and/or build the activities of grant holders into our own communications and engagement programmes.
It is the responsibility of the research organisation, and all engaged in the research, to make every reasonable effort to ensure that the intellectual assets obtained in the course of the research, whether protected by intellectual property rights or not, are used to the benefit of society and the economy. Outcomes and resources should be disseminated and/or made available to both research and more widespread audiences - for example to inform potential users and beneficiaries of the research.
Unless stated otherwise, the ownership of all intellectual assets, including intellectual property, and responsibility for their application, rests with the organisation that generates them.
STFC may, in individual cases, reserve the right to retain ownership of intellectual assets, including intellectual property (or assign it to a third party under an exploitation agreement) and to arrange for it to be exploited for the national benefit and that of the research organisation involved. This right, if exercised, will be clearly set out in an additional grant condition.
There should be suitable recognition and reward to researchers who undertake activities that deliver benefit through the application of research outcomes. The research organisation must ensure that all those associated with the research are aware of, and accept these arrangements.
Funding is provided in order to enable to undertake specific public engagement activities, free of some or all of the restrictions imposed by their normal employment. Awards are made on the understanding that the Leadership Fellow's work and progress are subject to the same monitoring and appraisal procedures as those of other academic staff within the host research organisation. Furthermore, awards are made on the presumption that there are adequate facilities at the host organisation to support the proposed programme of work.
It is a condition of every grant that STFC accepts no liability for the manner in which the work in connection with the grant is undertaken, and the research organisation and Leadership Fellow will be responsible in all respects for the work and the consequences of it.
A grant may be terminated, or its conditions varied, at any time at the absolute discretion of STFC. Should the Leadership Fellow leave their institution for another research organisation or an alternative type of employment, they must notify the immediately. If it is not possible to transfer the grant then STFC will terminate payments from the day immediately after the Leadership Fellow leaves the host institution. Failure to submit reports will result in termination of the award unless there are mitigating reasons.
Applications for Leadership Fellows in Public Engagement are submitted via the Research Councils' Joint Electronic Submission (Je-S) system. If you have not previously used the Je-S system to submit an application, please ensure that, well in advance of the closing date, that you have set up an account. Guidance for completion of the application is provided through the Je-S help text, available from the Je-S front page, and context-sensitive help throughout the system.
Applicants are advised to contact their host organisation's Research Administration as soon as possible; they will be able to advise about costing your proposal and internal procedures relating to submitting an application through Je-S. Your Leadership Fellow in Public Engagement application must be costed and submitted by the host organisation.
It is important to note that when you press 'submit', it doesn't mean that the application has been submitted to STFC - the application will be in your approver/submitter pool for you or your organisation to submit to the Research Council. You can track your application in Je-S by selecting the option, 'Show Submission Path'. This shows the submission process set up by the research organisation, where the application is currently in the process, and the individuals who receive a system-generated email when the application has been submitted.
Emailed or hard copy applications will not be accepted and the page limits outlined below will be strictly enforced by STFC. If any of the supporting documents exceed the specified limits, only the pages within the limits will be considered. The documents must be submitted as .pdf attachments and should conform to the font and margin guidelines in the .
Clearly indicate which career stage they consider themselves to fall within, with a short description of their career history to justify that categorisation.
Summarise any STFC public engagement awards held (currently or previously) and any similar public engagement awards.
Not provide a comprehensive list of publications.
A dissemination plan detailing how resources, learning outcomes, outputs, etc. will be made available to wider audiences.
should explain why the resources requested are appropriate for the programme proposed taking into account the nature and complexity of the proposal. It should not be simply a list of the resources required as this is already given in the Je-S form.
All items requested in the Je-S form must be justified.
Any proposals requesting items that would ordinarily be found in a department, for example non-specialist computers, should include justification both for why they are required for the project and why they cannot be provided from the research organisation's own resources (including funding from indirect costs from grants).
The Justification of Resources is a free-text document. So that you don't miss any costings from the Je-S form or any justifications for the items requested, we recommend that you match the costs to the proposal headings below (where appropriate). Further details of how costs should be justified can be found in the 'Supporting Information' section of the STFC Research Grants Handbook.
STFC public engagement awards are often partnerships between the grant holders (who apply for and receive financial support from STFC) and 'project partners'. Such partnerships are not a requirement of STFC support, but will strengthen a case for funding when they are deemed well‑planned and important for delivery of an impactful programme.
Before an application is made, STFC requires that applicants create proposals that commit the involvement of all parties required to make the proposed programme a success. If an organisation wishes to receive funds from STFC, it must be a listed applicant on the grant. If an organisation will not receive funds from STFC but will have an integral role in the proposed programme, that organisation is a project partner. We encourage applicants to create these partnerships in advance of submitting an application for funding, and to include details of the partnership in the application. Well constructed partnerships strengthen proposals by providing complementary skills and knowledge, additional staff time, and additional cash or 'in-kind' support.
As part of the application process, project partners are invited to provide a 'letter of support' alongside the main body of the application. This letter is read alongside the proposal's Case for Support, and is considered as part of the peer review process. A well written letter of support will confirm the organisation's commitment to the proposed project by articulating the benefits of the collaboration, its relevance to the partner and the potential impacts of the programme in the eyes of the partner. The letter of support should also identify the period of support, and detail the range of 'in-kind' and financial contributions offered by the partner.
Letters of support can be up to two sides of A4 in length, and must be submitted on headed paper. A letter must be dated clearly, within six months of the submission date of the application. To provide assurance that the project partner has authorised the proposed contribution or commitment, the letter should be signed by a named contact, stating the capacity in which they are providing the sign-off. Letters of support are submitted electronically alongside the grant application, via the Je-S system.
Letters of support must show meaningful contribution to the proposed public engagement programme – letters featuring supportive language but offering no contributions to the project are of little-to-no value, and should not be included.
Should an applicant state in their proposal that the involvement of a party or organisation is important to increase the chances of success of their proposed programme, these organisations must be included as either applicants or project partners. Applications received without these collaborations in place by the point of submission will not be supported.
STFC employs hundreds of scientific and technical staff, alongside our own team of public engagement professionals based at our laboratories across the UK. Applicants for public engagement funding are welcome to seek to include STFC as project partners on public engagement applications where relevant, subject to the guidance above. Applicants must contact STFC staff at least four weeks in advance of the submission deadline if they consider STFC involvement to be important in making their proposal a success.
STFC reserves the right to choose not to participate in proposals at our own discretion. Please note that applications involving STFC as a project partner are treated no differently to other applications in the peer review and funding decision process.
Public Engagement Fellowship applications are submitted via Je-S.
All applications are initially discussed by an independent panel of peer reviewers. The peer review panel will have a range of expertise in engagement, outreach, education and communication of science and technology. The panel will also have knowledge of STFC facilities and grant funded research.
Does the applicant demonstrate suitable research or technical expertise?
Does the applicant demonstrate suitable engagement expertise?
Does the applicant demonstrate sufficient strategic vision?
Does the applicant demonstrate sufficient evidence of collaborative working?
Does the applicant demonstrate the necessary influence and leadership capabilities?
Does the applicant demonstrate the necessary planning and implementation capabilities?
Does the application make clear how the proposed programme matches the aims of the STFC Public Engagement Strategy?
Has the applicant clearly described the different engagement activities planned as part of the Leadership Fellowship?
Has the applicant clearly described how they plan to play a prominent role in building the capacity for public engagement within their institution or research community?
Has the applicant clearly identified their rationale for the proposed programme, and provided suitable evidence of the need for such work?
Has the applicant demonstrated the clear planning required to achieve the declared objectives of the Fellowship?
Has the applicant proposed an effective and suitable plan for evaluating the outputs, outcomes, and reach of all proposed activities?
Has the applicant proposed a suitable plan for publicising the outcomes of the Fellowship, and disseminating any resources/activities produced to wider audiences?
Is the proposal accompanied by a strong Statement of Support from the applicant's Head of Department?
Do any Letters of Support from project partners indicate strong buy-in to this application?
Applicants short-listed on the basis of their written application will be provided with feedback on any aspect of the application that the panel would like to explore further at the interview. Feedback will also be provided to applicants who were unsuccessful via Je-S.
For applications that are short-listed in stage one, written peer review comments will be sought; these peer reviewers are selected from those that the applicant has nominated, and those identified by the Public Engagement Team. Applicants will be given the opportunity to respond to the comments made by reviewers, through the PI Response process.
Experience The research experience of the applicant and their track record in outreach and or communications work.
Expertise Whether the application has the necessary expertise and/or access to any necessary expertise to carry out the proposed programme of work effectively.
Relevance How well the proposal matches the aims of the STFC Public Engagement programme.
Impact Whether the proposed activities would make a significant impact in terms of the numbers reached and the effect on the audience.
Planning & Delivery If the planned delivery of the project is likely to achieve the declared objectives.
Evaluation Whether there are appropriate stated criteria for the success of the Fellowship and quantitative and qualitative means of evaluating them.
Overall Assessment Comments relating to the proposal that have not been made elsewhere.
Applicants are required to attend a panel interview, during which they will have an opportunity to give a brief overview of their proposal, followed by detailed questioning from the panel members. The interviews will be held on a single day, usually between late-May and mid-June. Interviews typically comprise of a ten minute presentation from the applicant, followed by a question and answer session of around thirty minutes.
Aspects of the application that have been raised in the earlier peer review stages, or feedback provided, can be addressed in either part of the interview.
The panel will make final recommendations for funding on the day of the interviews, based on their assessment of the applicant's interview performance against the panel assessment criteria, and the written peer review.
Based on the recommendations from the interview panel, STFC will then take decisions regarding which applications are funded. The STFC Public Engagement Team will then prepare feedback for all applicants. Once this is approved by the panel Chair, it will be added to the Je-S system and applicants notified officially of the outcome of their application. It is the intention that this process is completed within two weeks of the stage three panel meeting.
Before submitting your application you are encouraged to contact the Public Engagement Team to discuss your ideas.
To assess and make recommendations to the STFC Executive for the awards in Public Engagement.
To take account, as appropriate, of any strategic advice provided by STFC.
To provide clear concise feedback to applicants.
To advise the Science Board and Executive as required on all issues relating to research grants including monitoring the level of funding allocated to grants per round.
To liaise with other bodies as necessary.
To carry out other tasks associated with peer review that the Executive might require.
*These may be convened by the Executive to include consolidated grants, contiguous groups of research requests, or research requests which are judged (on the basis of cost or propriety) with regard to the Terms of Reference for the panel.
The STFC, as a publicly funded organisation, is accountable to Government and the public for its actions and for the way it conducts its business which must be undertaken in a way that is transparent and guards against conflicts of interest influencing the outcome of decisions. Further information for managing conflicts as an STFC Panel member can be found here.
The STFC is fully committed to ensuring that all applicants receive equal treatment throughout the peer review process and will provide the necessary training and support to panel members and peer reviewers. STFC policies on inclusion and diversity are available on the STFC website. STFC will keep these policies under review to ensure that its policies and practices reflect best practice and enable full compliance under the Equality Act 2010.
The STFC will distribute peer review papers via a secure extranet and all information must be considered as confidential i.e. the contents should not be disclosed. The confidential nature is intended to ensure that the contents of the proposals, reviews etc. are not made known more widely than is necessary for proper consideration by the peer review panels. Names of reviewers are not disclosed to applicants and neither are those of the lead introducer for the proposals.
Applications, independent reviews and PI Responses are available to panel members via the Peer Review Extranet (STFC's preferred method for sharing data). Strict controls on data security and data handling are currently in place for Government departments and Government-funded organisations, including the Research Councils. Panel members must not save data (on to laptops, discs or hard drives) and if printed copies of any of the documents are made, these must be shredded after use.
Christian will aim to engage school students with cutting-edge STFC Nuclear Physics in an interactive, inquiry-based approach.
Binding Blocks centres around an interactive construction of a seven metre nuclear chart of isotopes built of LEGO(R) bricks. Through engaging with the chart, participants get a hands-on experience of key areas of nuclear science, astrophysics and energy.
Christian's Leadership Fellowship has a strong focus on integrating Binding Blocks into the UK A-level and equivalent delivery of nuclear physics. This will be achieved by the delivery of large-scale Nuclear Masterclasses, Teacher Training and smaller-scale in-school teaching by team members and teachers.
The programme furthermore includes university student training, both taught and "on-the-job" training, as well as an extensive internship programme. Through these influencers Binding Blocks will be implemented into schools using the nuclear chart to study cutting-edge research in nuclear science, linked with the secondary-school curriculum. This includes study of nuclear isotopes, nuclear decay, nuclear energy, and the astrophysical origin of the chemical elements we are made of.
During the Leadership Fellowship, the Binding Blocks programme will become a full-scale educational programme in collaboration with hundreds of schools and thousands of pupils. The Binding Blocks programme will also grow organically through the development of partnerships and support for students who, it is hoped, will become Binding Blocks ambassadors in their local area in the future.
Throughout the programme, partner institutions and individuals will be supported in developing their own Binding Blocks programmes, through seeding and joint internships and projects, yielding a long-lasting impact across the UK on universities, schools, and individuals.
Helen will use her Leadership Fellowship application to consolidate and build on the great success of the PE Fellowship that she held for the 'Sun|trek: here comes the Sun' project, aka SunSpaceArt Phase I, and to extend the project with some exciting new initiatives.
The focus of 'SunSpaceArt - Phase II' will still be on the Sun and solar system, and will also include the latest STFC research projects, such as ESA's Solar Orbiter. It will also include Space Science (human space travel) and Polar Sciences (climate change, space weather). This will help to demonstrate the interdisciplinary nature of STFC's work with other research councils and with organisations such as the UK Space Agency and ESA.
SunSpaceArt - Phase II will share best practice and extend the reach of the project to more schools in new locations, target both art and science teachers, train young researchers and artists to deliver STEM activities. The project will be promoted via arts and science festivals – extending the project with guest scientists, artists and communicators.
The team has been increased to deliver the increased demand for workshops in schools and teacher training. The work with schools will be showcased and resources made available for teachers via the bespoke SunSpaceArt website that will be developed.
Helen and her colleagues will work with children with Special Learning Difficulties, a group that has been found to respond well to STEM activities.
Ultimately the project aims to ensure that this project leaves a lasting legacy, and that STEM activities are well and truly embedded in the UKRI's outreach agenda and the educational landscape. In addition, the project aims to support and train teachers, young researchers and artists to deliver STEM activities, again providing a lasting legacy for the project.
Helen is in high demand to give public lectures and talks to school students, from primary to sixth formers. This Leadership Fellowship will enable her to continue this valuable work, promoting STFC science and acting as an envoy and role model for girls and female scientists.
Anne-Marie's Shine project revolves around four main objectives.
The first is to engage the general public with light and spectra at Shine events. Art, music and science demonstrations will be taken to various locations including festivals, theatres, museums and prisons.
Science demonstrations, artwork and performances will combine to engage the public and encourage people to think about light, explore its properties, and to find out how modern astronomical research makes use of spectra to learn more about stars and galaxies in the Universe.
Secondly, the project will engage primary school children with light and spectra, in the class room. Activities will be developed for school children, aged between 7 and 11, that will help them understand properties of light and their use in astronomy. These activities will be available in schools – including a 'Shine in a Box' for remote use - and at St Andrews University.
Thirdly, scientists, teachers, artists and musicians will be engaged with light and spectra at Shine Collider events – these events will create a better understanding of their respective work and encourage the start of new projects and collaborations.
In addition, undergraduate and graduate students in physics and astronomy will be engaged with public engagement and science communication. The opportunity for them to engage in Shine will help develop their skills and increase their knowledge of the important role that public engagement plays in a scientific environment.
'The UK has made a large contribution to the James Webb Space Telescope which will have huge impact on astronomy within the UK and globally.
The JWST will be the world's premier observatory, with the capacity to inspire a new generation into astronomy and a range of other STEM disciplines.
Stephen will use his Leadership Fellowship to build a comprehensive, wide reaching and engaging education, public engagement and outreach (EPO) programme.
The principle aim of the programme is to support and advance JWST EPO activities both pre and post-launch.
'The Oriel Science Exhibition Centre is an established permanent exhibition space run by Swansea University in Swansea city centre and showcasing the university's research.
This Leadership Fellowship will provide support for Chris in his role as the Director of Oriel Science to exploit and build on the early, significant success of Oriel Science so that it will become an important regional exhibition space showcasing the wonders of science.
'This Leadership Fellowship enables Robert to undertake an extended programme of multiple public engagement activities.
The fellowship will consist of three complementary strands, targeting a region with some of the lowest science capital audiences in the UK; that is, Blackpool in Lancashire. The work will be undertaken in partnership with Blackpool Council along with support from UCLan through employing the excellent facilities and associated personnel at the UCLan Young Scientist Centre and the JHI Alston Observatory.
Exploring the further exposure of STFC science via high profile PE collaborations- via the Blackpool illuminations and other Blackpool-themed activities.


text:
Q: 0x800a1391 - JavaScript runtime error: 'jQuery' is undefined - MVC 4 I want to get a really simple modal dialog running. So following a tutorial I end up with this code:
BundleConfig:
bundles.Add(new ScriptBundle("~/bundles/jquery").Include(
                    "~/Scripts/jquery-1.8.2.min.js"));

bundles.Add(new ScriptBundle("~/bundles/jqueryui").Include(
                    "~/Scripts/jquery-ui-1.8.24.js"));

_Layout:

    <meta charset="utf-8" />
    <title>@ViewBag.Title - My ASP.NET MVC Application</title>
    <link href="~/favicon.ico" rel="shortcut icon" type="image/x-icon" />
    <meta name="viewport" content="width=device-width" />
    @Styles.Render("~/Content/css")
    @Scripts.Render("~/bundles/jquery")
    @Scripts.Render("~/bundles/jqueryui")

        @RenderSection("featured", required: false)

            @RenderBody()

© @DateTime.Now.Year - My ASP.NET MVC Application

    @RenderSection("scripts", required: false)

and Index:
@section featured {

        <hgroup class="title">

@ViewBag.Title.

@ViewBag.Message

        </hgroup>

            <button id="create-user">Create new user</button>

}

However when I run it I end up with 0x800a1391 - JavaScript runtime error: 'jQuery' is undefined, inside the jquery-ui library. If I simply put the code in an html page it works as expected. So the problem comes from the MVC project. I am using visual studio 2012 on Windows 8. Any thoughts?

A: Just use @section scripts around your scripts like so
@section scripts
  {

}

A: I struggled with this one for about an hour, almost all the solutions come down to the order and method which you call your scripts. I found the bundlers were causing problems (for me it was the ui bundler)
Here is the order which worked for me.

A: By default, the MVC bundler ignores files with .min in the filename.
Use the un-minified version of jQuery to fix the problem (or just rename the file) - when deployed, the bundler will minify the jQuery file anyway.

Update
You can change this behavior by clearing the IgnoreList in the RegisterBundles method (but I recommend sticking with the defaults and simply renaming the files):
// Clear all items from the ignore list to allow minified CSS and JavaScript
// files in debug mode
bundles.IgnoreList.Clear();

// Add back the default ignore list rules sans the ones which affect minified
// files and debug mode
bundles.IgnoreList.Ignore("*.intellisense.js");
bundles.IgnoreList.Ignore("*-vsdoc.js");
bundles.IgnoreList.Ignore("*.debug.js", OptimizationMode.WhenEnabled);

See more in the Telerik docs.

A: The problem I ran into when getting this error was due to the fact that the following statements were not in the  of the document, but just before the  tag at the end of the document.
@Scripts.Render("~/bundles/jquery")
@Scripts.Render("~/bundles/jqueryui")
@Scripts.Render("~/bundles/bootstrap")

Once I moved them to the  of my .cshtml file, everything worked fine.

A: IE has an other syntax-checking in javascript, than Edge, Chrome and Firefox.
I got same error in my code, when the BundleOptimization was turned on in my MVC application.
I use AngularJS as framework, and one line screwed up the whole bundle, and made an cascading effect:
$http.post('/controller/action', { dto })

Removing the curly brackets {} - solved my 'missing JQuery-problem'. But that I first found by debugging in the IE (pressing F8 in debug-mode):
The JQuery-error message is misleading, but the syntax-error refers to the right line, so I could fix the error.


text:
NSW ministers quit, forcing new reshuffle
By Adam Bennett
June 5, 2010 — 3.00am
THE New South Wales government has descended into chaos after two ministers quit, precipitating another major frontbench reshuffle.
State Development Minister Ian Macdonald stepped down late yesterday following claims he misused taxpayer funds to help pay for a trip to the Middle East.
''Of course I'm angry. The minister told me this week that everything was in order,'' Premier Kristina Keneally said.
Mr Macdonald resigned from the frontbench just hours after Juvenile Justice Minister Graham West also quit the ministry, after deciding to leave politics at the 2011 state election.
The loss of the ministers takes the total to three in two weeks. David Campbell resigned as transport minister late last month after the Seven Network aired footage of him leaving a gay sex club.
The latest resignations come just days before the state budget, and two weeks before the June 19 Penrith by-election, triggered by the May resignation of disgraced MP Karyn Paluzzano.
After just seven months in the top job, Ms Keneally was forced to announce her third ministerial reshuffle.
But she denied the resignations had irrevocably damaged her government, saying: ''My government, my cabinet, my caucus are focused on services, on delivering for the people of NSW.''
Mr West, 36, is quitting parliament to pursue work in the community sector, saying his nine years in politics had taken a toll on his family. Asked if he was frustrated by recurring government scandals, he said: ''I think everyone has been frustrated about it.''


Popularity of "One Art": Written by Elizabeth Bishop, a famous American poet, and short story writer, "One Art" is a marvelous piece about losing and forgetting important. It was first published in 1976. The poem is about exercising the art of losing to catch up with a healthy pace of life. It also reminds us to cope with the losses we face in life no matter how big or small they are.
"One Art", As a Representative of Loss: The poem presents an autobiographical glimpse of the speaker's life about the things and people she has lost in life. The speaker catalogs the things she has lost and explains that the art of losing is not really hard to master. Instead, it is a creative venture that enables her to get over those grave. Therefore, she has mastered this art to spend a healthy life. Also, she has learned these tactics through bitter experiences. However, what enchants the readers is the way she presents the idea of losing.
Major Themes in "One Art": Losing, acceptance, and sadness are the major themes found in the poem incorporated with powerful language and other literary elements. The poet's message includes losing something, or someone does not bring disaster. She details her own losses to support her idea that the art of losing teaches us how to come out of precarious situations and be happy.
Literary devices are tools that enable the writers to present their ideas, emotions, and feelings with the use of these devices. Elizabeth has also used some literary elements in this poem. The analysis of some of the literary devices used in this poem has been given below.
Symbolism: Symbolism means the use of symbols to signify ideas and qualities by giving them symbolic meanings different from their literal meanings. "Lost door keys" and "watch" symbolize the hours misspent in life. "Watch" also symbolizes her relationship with her mother, while "You" is the symbol of her lost love.
Irony: Irony is a figure of speech in which words are used in such a way that their intended meaning is different from the actual meanings of the words. She has used this device in the opening of the last stanza, "Even losing you." The speaker has used ironic tone for her lose that even losing her love was not hard to master.
Assonance: Assonance is the repetition of vowel sounds in the same line such as the sound of /o/ and /a/ in "the art of losing's not too hard to master".
Metaphor: It is a figure of speech in which an implied comparison is made between the objects that are different. There is only one metaphor used in this poem. It is used in the final stanza where it is stated as, "—Even losing you" Here, "you" is the metaphor for the speaker's lost happiness.
The closer glimpse of literary analysis reveals that Elizabeth has intelligently used these devices to convey her ideas and made this simple poem thought-provoking for the readers.
Stanza: Stanza is a poetic form of some lines. There are six stanzas in this poem.
Terza Rima: Terza rima is a three lined stanza borrowed from Italian poetry. There are five three-lined stanzas in the poem.
Quatrain: A quatrain is a four-lined stanza borrowed from Persian poetry. Here, only last stanza is quatrain.
Rhyme Scheme: The rhyme scheme followed by the entire poem is, ABA ABAA.
Iambic Pentameter: It is a type of meter consisting of five iambs. This poem comprises iambic pentameter such as, "The art of losing isn't hard to master".
Refrain: The lines that are repeated again at some distance in the poems are called refrain. The line, "The art of losing isn't hard to master." is repeated with the same words, it has become a refrain as it has been repeated in all six stanzas.
The lines stated below can be used when talking about any personal loss and to console someone.


text:
Q: How to create new columns base on multiple conditions in pandas? I have a pandas dataframe with columns: First Pitch, Second Pitch, Third Pitch, and Fourth Pitch. Each column contains a pitch and it's speed.
I'm trying to make new columns based on the pitch speed. For example, there will be one column named '4 Seam Fast Ball' with the vales being the speed 91, 93 etc... another Curveball and so on.
Suggestings on how I can do this in pandas?
Data Table

A: There are two ways of accomplishing this, easily enough.
The first option would be to use a .apply function, in the following way:
df = pd.DataFrame({'First Pitch': [100, 200], 'Second Pitch': [300, 400]})

def calculate_new_column(row):
    return row['First Pitch'] + row['Second Pitch']

df['new_column'] = df.apply(calculate_new_column, axis=1)

The missing part from above would be splitting the string data in those columns so you can pull the numbers out of it, which is a bit trickier. You can of course do so in the same .apply function usage you see above.


Eric Clanton, 28, a former Diablo Valley and California State University philosophy professor, suspected in the Antifa bike lock attacks, was arrested for assault Wednesday afternoon in Oakland. He is being held on $200,000 bail after being booked into Berkeley City Jail.
The organized left has transported thousands of demonstrators onto the streets of Chicago in new, unmarked buses, and has equipped the demonstrators with professionally printed signs and banners.


I haven't read an English book for a while so I decided to read something over the Christmas holidays. The first chapters are pretty hard to read for a non-native speaker but you get used to the "strange" English it after I while. Has anyone seen the film version?


text:
Q: How to split output from a list of urls in scrapy I am trying to generate a csv file for each scraped url from a list of urls in scrapy. I do understand I shall modify pipeline.py, however all my attempts have failed so far. I do not understand how I can pass the url being scraped to the pipeline and use this as name for the output and split the output accordingly.
Any help?
Thanks
Here the spider and the pipeline
from scrapy import Spider
from scrapy.selector import Selector
from vApp.items import fItem

class VappSpider(Spider):

    name = "vApp"
    allowed_domains = ["google.co.uk"]
    start_urls = [l.strip() for l in open('data/listOfUrls.txt').readlines()]

def parse(self, response):

    trs = Selector(response).xpath('//[@id="incdiv"]/table/tbody/tr')
    for tr in trs:
        item = fItem()

        try:
            item['item'] = tr.xpath('td/text()').extract()[0]
        except IndexError:
            item['item'] = 'null'

        yield item

Pipeline:
from scrapy import signals
from scrapy.contrib.exporter import CsvItemExporter

class VappPipeline(object):
    def __init__(self):
        self.files = {}

@classmethod
    def from_crawler(cls, crawler):
       pipeline = cls()
       crawler.signals.connect(pipeline.spider_opened, signals.spider_opened)
       crawler.signals.connect(pipeline.spider_closed, signals.spider_closed)
       return pipeline

   def spider_opened(self, spider):
        file = open('results/%s.csv' % spider.name, 'w+b')
        self.files[spider] = file
        self.exporter = CsvItemExporter(file)
        self.exporter.fields_to_export = ['item']
        self.exporter.start_exporting()

    def spider_closed(self, spider):
        self.exporter.finish_exporting()
        file = self.files.pop(spider)
        file.close()

    def process_item(self, item, spider):
        self.exporter.export_item(item)
        return item

A: I think you should be doing all those things in batch as a post-processing step when your crawl finishes instead of per-item but here's a draft on how you could do what you want:
from scrapy import Spider
from scrapy.selector import Selector
from vApp.items import fItem

class VappSpider(Spider):

    name = "vApp"
    allowed_domains = ["google.co.uk"]
    start_urls = [l.strip() for l in open('data/listOfUrls.txt').readlines()]

def parse(self, response):

    trs = Selector(response).xpath('//[@id="incdiv"]/table/tbody/tr')
    for tr in trs:
        item = fItem()

        try:
            item['item'] = tr.xpath('td/text()').extract()[0]
        except IndexError:
            item['item'] = 'null'
        item['url'] = response.url
        yield item

from scrapy import signals
from scrapy.contrib.exporter import CsvItemExporter
from urlparse import urlparse

class VappPipeline(object):
    def __init__(self):
        self.files = {}
        self.exporter = {}

    @classmethod
    def from_crawler(cls, crawler):
       pipeline = cls()
       crawler.signals.connect(pipeline.spider_closed, signals.spider_closed)
       return pipeline

    def process_item(self, item, spider):
        url = item['url']
        parsed_uri = urlparse(url)
        domain = parsed_uri.netloc
        if domain not in self.exporter:
            file = open('results/%s.csv' % domain, 'w+b')
            self.files[domain] = file
            self.exporter[domain] = CsvItemExporter(file)
            self.exporter[domain].fields_to_export = ['item']
            self.exporter[domain].start_exporting()

        assert domain in self.exporter

        self.exporter[domain].export_item(item)

        return item

    def spider_closed(self, spider):
        for domain, exporter in self.exporter.iteritems():
            exporter.finish_exporting()
            self.files[domain].close()


World Cup winner and former Juventus defender Antonio Cabrini celebrates his 59th birthday today.
Cabrini, who is currently head coach of the Italian women's national team, was born on October 8, 1957 in Cremona.
He took his first steps in professional football with his local team, Cremonese, and moved from there to Atalanta of Bergamo, but it was with the Turin club Juventus that he made his mark, forming part of a formidable defence that included goalkeeper Dino Zoff plus the centre-back Claudio Gentile and the sweeper Gaetano Scirea.
During Cabrini's 13 seasons in Turin, the Bianconeri won the Serie A title six times, as well as the 1985 European Cup, plus the Coppa Italia twice, the UEFA Cup and the European Super Cup, and the Intercontinental Cup.
Milan's Paolo Maldini tends to be recognised as the greatest defensive player produced by Italy but Cabrini's abilities put him only just behind.
Known by his fans as Bell'Antonio for his good looks and the elegance of his football, Cabrini's game possessed all the qualities required of a left-back. His positional sense and speed of thought served him well in defensive duties and he was also exceptional going forward.
He was a key figure in the defeat of Liverpool in the 1985 European Cup final, although the memories of the Juventus victory in the Heysel Stadium in Brussels will forever be tarnished because of the deaths of 39 supporters - mainly Italians - when a wall collapsed during disturbances before the match began.
Gentile; Front: Rossi, Conti, Cabrini, Oriali, Tardelli.
Cabrini scored 33 goals for Juventus and his tally of nine for the national team is the most by any defender for the Azzurri.
One of these came in the 1982 World Cup finals in Spain, when he scored the winner in a 2-1 victory over holders Argentina in the second group round, in which the Azzurri also beat Brazil to emerge as a force to be reckoned with.
Cabrini missed a first-half penalty in the final, but it was forgotten when second-half goals by Paolo Rossi, Marco Tardelli and Alessandro Altobelli enabled Italy to defeat West Germany and win the trophy for the third time.
In all Cabrini won 73 caps for the national side. He made his debut aged only 20 in the opening match of the 1978 World Cup finals in Argentina, at the end of which he was named Best Young Player of the Tournament after Italy reached the semi-finals.
He also played in the 1986 finals in Mexico, finishing his career with the distinction of having been picked in the starting line-up for every match played by the Azzurri in three consecutive World Cup tournaments.
Cabrini, who captained Italy on 10 occasions, played his last international match in 1987 but continued in club football for another four years, eventually leaving Juventus for Bologna, where he spent his final two seasons.
He did not begin his coaching career for almost 10 years. Starting out in Serie C1 with the Tuscan club Arezzo, he almost won a promotion in his first season, his team losing in the play-offs. Yet subsequent spells in charge at Crotone, Pisa and Navaro brought no success.
In 2007 he accepted the position of head coach of Syria's national team only for the contract to be cancelled amid the fall-out from a row between the Syrian FA and the national team's sponsors.
Therefore his appointment in 2012 to coach the women's Italian national team came as a surprise to many but Cabrini's record so far has been good.
The Azzurri women reached the quarter-finals of the 2013 European Championships and were considered unlucky not to qualify for the 2015 World Cup, finishing second in the qualifying group but losing 3-2 on aggregate to the Netherlands in the final of a play-off involving the four best runners-up.
Italy's women have never won an international tournament but Cabrini will have another chance to put that right at Euro 2017, which is being hosted by the Netherlands next summer.
Italy qualified by finishing runners-up to Switzerland in their qualifying group, in which they lost at home and away to the group winners but won at home and away against the Czech Republic, Northern Ireland and Georgia, scoring 26 goals and conceding only eight.
Away from football, Cabrini has been politically active as a member of the centre-left Italia dei Valori (Italy of Values) party founded by the former anti-corruption magistrate, Antonio di Pietro.
He was married in 1983 and has two children, 32-year-old Martina and Edoardo, 28, but has now separated from his wife, Consuelo. He has been with his current partner, fashion manager Marta Sannito, for seven years.
Although Antonio Cabrini is not the only notable footballer to be born in Cremona - the former Italy, Juventus and Chelsea striker Gianluca Vialli is another - the northern Italian city is more famous for its long association with music. It hosts a number of important music festivals and has been a centre for the manufacture of musical instruments since the 16th century. The great violin makers of the Amati family, as well as Andrea Guarneri and Antonio Stradivari, both of whom learned the craft from Nicolò Amati, established Cremona's reputation for producing the best violins in the world. Violins are still made in the city to this day.
Juventus is one of the two major football clubs in Turin, the other being Torino. Although Juventus now play at a stadium on the northern perimeter of the city in the Vallette district, the club's roots are in the city centre. Their original ground was in what is now known as the Parco Cavalieri di Vittorio Veneto, a large green space between Corso IV Novembre and Corso Galileo Ferraris just south of the city centre, which in the late 19th century was Piazza d'Armi, an army parade ground. Nearby is the Stadio Olimpico, now the home of Torino, which was formerly called Stadio Comunale, where the two clubs co-habited until 1990.


・Suitable for right brain exercise, the graphics activate the right brain. Improve the brain´s observation skills, cognitive ability, concentration, memory, creativity and imagination.
・Improve the response speed and the coordination of the brain and the body. Exercise visual ability to observe the dynamic objects.
・Simple and convenient, easy to operate. Suitable for children, the elderly, and their families and friends to play together.


text:
Lucy Davis Cripps1
Lucy Davis Cripps was the daughter of Francis Cripps.1 She married Rt. Hon. Sir Richard Valentine Nind Hopkins, son of Alfred Nind Hopkins and Eliza Mary Castle, in 1923.1 She died in 1960.1
She graduated with a Bachelor of Medicine (M.B.)1 She graduated with a Bachelor of Surgery (Ch.B.)1 From 1923, her married name became Hopkins.1
Child of Lucy Davis Cripps and Rt. Hon. Sir Richard Valentine Nind Hopkins
Alan Cripps Nind Hopkins+1
Margaret H. Campbell1,2
F, #611632, b. October 1915
Margaret H. Campbell was born in October 1915 at Chertsey, Surrey, England.2 She was the daughter of Commander Guy Campbell and Elsie Muriel Hope Spens.1
Sylvia May Newmark1
Sylvia May Newmark was the daughter of Alexander Newmark.1 She married, firstly, Alexander Kennard before 1957.1 She married, secondly, Charles Latham, 1st Baron Latham, son of George Latham and Sarah Mason, on 28 May 1957.1 She died in 1985.1
From before 1957, her married name became Kennard.1 From 28 May 1957, her married name became Latham.1 After her marriage, Sylvia May Newmark was styled as Baroness Latham on 28 May 1957.
John Malcolm Lade1
M, #611634, b. 25 April 1915, d. 22 January 1959
John Malcolm Lade was born on 25 April 1915 at Tasmania, Australia.1 He was the son of Harry Nigel Lade and Katherine Amos.1 He married Freda Geale on 10 July 1948.1 He died on 22 January 1959 at age 43 at Tasmania, Australia.1
Children of John Malcolm Lade and Freda Geale
Allen John Lade1 b. 1949
James Malcolm Lade1 b. 1951
David Nigel Lade1 b. 1953
Anne Catherine Lade1 b. 1956
John Walter Lade1 b. 1959
Rt. Hon. Sir Richard Valentine Nind Hopkins1
M, #611635, b. 13 February 1880, d. 30 March 1955
Rt. Hon. Sir Richard Valentine Nind Hopkins was born on 13 February 1880 at Edgbaston, Warwickshire, England.2 He was the son of Alfred Nind Hopkins and Eliza Mary Castle.2 He married Lucy Davis Cripps, daughter of Francis Cripps, in 1923.2 He died on 30 March 1955 at age 75 at London, England.2
He was educated at King Edward Grammar School, Birmingham, Warwickshire, EnglandG.2 He was educated at Emmanuel College, Cambridge University, Cambridge, Cambridgeshire, England.2 He was member of the Board of Inland Revenue in 1916.2 He was appointed Companion, Order of the Bath (C.B.) in 1919.2 He was appointed Knight Commander, Order of the Bath (K.C.B.) in 1920.2 He was chairman of the Board of Inland Revenue in 1922.2 He was appointed Knight Grand Cross, Order of the Bath (G.C.B.)1 He was appointed Privy Counsellor (P.C.)1 He lived at Chelsea, London, England.1
Child of Rt. Hon. Sir Richard Valentine Nind Hopkins and Lucy Davis Cripps
Violet Irene Latham1
F, #611636, b. 8 December 1895, d. 12 December 1950
Violet Irene Latham was born on 8 December 1895.1 She was the daughter of Sir Thomas Paul Latham, 1st Bt. and Florence Clara Walley.1 She married Cuthbert Francis Hamilton, son of Reverend Francis Chetwode Hamilton, on 15 June 1920.1 She and Cuthbert Francis Hamilton were divorced in 1926.1 She died on 12 December 1950 at age 55.1
From 15 June 1920, her married name became Hamilton.1
Freda Geale1
F, #611637, b. 3 July 1921
Freda Geale was born on 3 July 1921 at George Town, Tasmania, Australia.1 She married John Malcolm Lade, son of Harry Nigel Lade and Katherine Amos, on 10 July 1948.1
From 10 July 1948, her married name became Lade.1
Children of Freda Geale and John Malcolm Lade
Norman Allen Lade1
M, #611638, b. 25 April 1915, d. 1944
Norman Allen Lade was born on 25 April 1915.1 He was the son of Harry Nigel Lade and Katherine Amos.1 He died in 1944.1
Lorna Frances Lade1
F, #611639, b. 15 November 1920
Lorna Frances Lade was born on 15 November 1920 at Smithton, Tasmania, Australia.1 She is the daughter of Harry Nigel Lade and Katherine Amos.1 She married Hector Crossley Firth.1
Her married name became Firth.1
Hector Crossley Firth1
Hector Crossley Firth was born at Yass, New South Wales, Australia.1 He married Lorna Frances Lade, daughter of Harry Nigel Lade and Katherine Amos.1


text:
Lavirint è l'ottavo album dei Van Gogh, un gruppo rock serbo molto famoso ed apprezzato nei Balcani.

Tracce
 Lavirint - 1:27
 Nek' te telo nosi - 4:01
 Tik - tak - 3:07
 Pipi - 5:16
 Aerodrom - 2:54
 Lepa žena - 4:23
 Kidaš moj svet - 3:39
 Rođendan - 3:38
 Meni nije ni do čega - 4:12
 Ona i ja - 4:02
 Kad znam da ne voliš me - 3:54

Extra
È disponibile anche una versione del disco con in allegato un DVD. Il contenuto del disco sono alcuni video ufficiali dell'album, il video del live della canzone Tik - tak, la recensione del disco e il video che mostra come hanno girato il video per la canzone Nek' te telo nosi.

Collegamenti esterni


After I published my piece this morning on Slydial—the new service that lets you leave voicemail messages for mobile phone users without making their phone ring—I had a chance to talk briefly with Gavin Macomber, executive vice president of marketing and business development at MobileSphere, the Boston-based startup behind the service. I'm pretty incredulous about MobileSphere's marketing strategy around Slydial, and I was very interested to hear Macomber's take.
So my basic question for Macomber was: why would a company in the mobile communications business want to help people avoid talking to each other? Here's the interview.
Xconomy: So, if you've read my piece, you already know my take on Slydial.
Gavin Macomber: Yes, and some of the points you're making there are exactly the direction we wanted to take this product. MobileSphere is a mobile communications technology company. We've been around since 2003, and we've launched eight products in the last five years, and many of them, as you alluded to, have to do with businesses and universities. They are fairly straight-laced and streamlined. When we launched our SMS service in 2006 we came up with a funnier name in Joopz. And when we started working on the Slydial concept over a year ago, we discussed it internally as our "VMS 2.0" technology and we referred to it as "Direct to Voicemail" for a long time. But we decided that we needed a catchy, edgy name to really get it out there.
Our goal here with this product is a little bit of a different tactic than we've taken before. Most of our products before were very niche products; our goal here is to make it very mainstream. As you point out, there are a lot of business use cases for this type of solution, but it's also for people out there who are using this in a social setting, whether it is dating, keeping in touch with friends or family, et cetera.
X: So, how seriously do you want people to take your marketing campaign? To what extent is it supposed to be tongue-in-cheek?
GM: To answer the question you posed in your piece—is this campaign serious or is it sassy?—the answer is it's "seriously sassy," to use your own words.
Let me give you two seconds on our philosophy here about mobile communications. One of the advantages of modern communications is that we can be reached at any time today, whether you are on a mobile phone, a laptop, or a Blackberry. But the disadvantage is that often you're a slave to that device. In a way, we're combating technology with technology. That's the way I look at it.
Have you ever called somebody and wanted to talk, but they deliberately sent that call to voicemail? We're doing the reverse of that. The carriers give you the ability to send any call to voicemail. What we're doing is giving consumer the ability—just as they can choose when and where they can take a phone call—to decide when and where they want to talk to somebody or leave them a voice mail.
At the end of the day, its' a fun product. I agree that it's an edgy name. But it's a catchy name. And I will tell you that we spent a lot of time with consumers before we launched this service. We had a four-month alpha period with 5,000 users, and my marketing manager will attest that the response to the overall service was exceptional, including the name. We especially asked 'Do you like the name Slydial?" and over 80 percent said yes, they got it. So it's a tactic that resonates with people.
I understand that some people may say, "Wait, I don't want to be considered too sly." But at the same time, you'll note also in our press release that we have highlighted all of the other uses for this type of service—and there are lots of them. I use the service every day for business reasons. If I am working on a deal and I want to call somebody and share some information but not take the chance of interrupting them on a busy day, I will leave a voicemail.
X: But whether you're trying to be edgy or not, I think the way you've chosen to spin the service can be seen as encouraging the general erosion of genuine human interaction in the age of high-tech communications.
GM: I agree, but as I was saying earlier, I think that mobile technology has made us all slaves to our devices. You're on vacation and you have to respond to that e-mail because your Blackberry is chirping at you. Or you're on your PC and you feel obligated to respond to a blog post at 2 in the morning. It's the dissemination of information that I think has led to exactly what you're talking about, and services like ours help people manage that very phenomenon. That's the way I look at it. And we're also saying, let's add a bit of a sense of humor.
I really like this idea. I've needed a service like this in the past and I'm sure I'll be using it from time to time.
I can see the point Gavin is making. There are times when I need to tell someone something but they are the type of person that can't talk for 20 seconds, so I have to schedule a block of time just to tell them one thing. So this could accomplish what I need and save both people involved some time. Its not that I'm trying to limit contact with them, it just might be an inconvenience at the time to talk with them.
Great job on a good product that has many useful applications!
Anything that offers more options on my tech devices gets two big thumbs up from me. I'm not going to complain over having some extra control over what I can do with my electronic voice. Oddball marketing or not, I see several uses for this service already; at work and at home.
Corporate HR departments should love Slydial as a quicker way to "down-size" redundant employees without having to speak to them.
I just saw a plug for slydial on the Today Show. The "oddball marketing" concept they have seems to really be a catchy one. Anyone who says they have no use for it is lying. I'm drinking the slydial kool-aid!
Ahhh, yeah…i might only use this going forward – I am constantly NOT answering my phone. I seriously need this service AND I seriously need more people in my life that I actually WANT to talk to.


text:
Quoted: What about anonymous apps in the wake of Secret's shutdown?
By Levi Sumagaysay	/ April 30, 2015 at 9:38 AM
"How do you build viral growth when the community is anonymous?"
— Brian Blau, analyst at Gartner, reacting to the shutdown of Secret. The social-networking app, which provided a way for users to share posts anonymously, had raised $35 million since its founding less than two years ago and had a valuation of $100 million.
Secret co-founder David Byttow said in a Medium post Wednesday that the app, which was used by more than 15 million people, "does not represent the vision I had when starting the company… I believe in honest, open communication and creative expression, and anonymity is a great device to achieve it. But it's also the ultimate double-edged sword, which must be wielded with great respect and care. I look forward to seeing what others in this space do over time."
Yes, the anonymity Secret provided was used to harass people.
Byttow said the San Francisco-based startup would be returning money to its investors — although reports note that he and co-founder Chrys Bader, who had left the company in January, had sold some of their stake for $6 million. Among Secret's investors are Kleiner Perkins Caufield & Byers, Google Ventures and actor Ashton Kutcher.
The reason Byttow cited for Secret's shutdown — the inevitable issues that anonymity brings — wasn't the only problem the startup was facing. As the Wall Street Journal notes, Secret's download numbers were dropping, and a redesign didn't seem to help. Other employees had followed Bader out the door.
By the way, another anonymous app, Whisper, announced Wednesday that it now has 10 million users. But Secret's demise is raising questions about the future of anonymous apps.
Selena Larson writes for the Daily Dot:
There might be a place for anonymous apps, but perhaps the Internet isn't mature enough yet. As software attempts to provide a veil of anonymity to users, it must also offer comprehensive tools and restrictions on the community at the outset—what is allowed and not allowed on the platform should be determined up front, not after users are maliciously driven off the app.
Photo from Thinkstock
Tags: anonymous apps, Secret
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