text:
Do you have an innovation that could be adopted quickly to deliver improvements in the field of self care?
In the West Midlands, there is no shortage of innovators who willingly push ideas and proposals; the trick is getting innovations to 'land' and be embraced and adopted by others.
Accordingly, the WMAHSN philosophy is to encourage commissioners and providers, local authorities, public health and others to jointly identify areas of concern. The rationale is that if they embark together on an innovation pathway, they will be more receptive and better placed to accept, adopt and spread innovative solutions to their jointly identified challenges.
Sub-regional Membership Innovation Councils in the north, centre and south of the West Midlands region will facilitate this critical engagement. These cover:
Membership Innovation Council North – Shropshire and Staffordshire
Membership Innovation Council Central – Black Country, Birmingham and Solihull
Membership Innovation Council South - Herefordshire, Worcestershire, Warwickshire and Coventry.
The ask.
One of our MIC's are looking at innovations that could be adopted quickly to deliver improvements in the field of self care.
Self care is defined as "The actions that individuals take for themselves, on behalf of and with others in order to develop, protect, maintain and improve their health, wellbeing or wellness."
We are particularly interested in innovations that are:
Relevant to the field of self care
Improve the health and well being of an individual
Reduce the demand on health care services
Already available for adoption
Able to be implemented in a relatively short timescale
Scalable across wider populations
Meet the needs of the West Midlands diverse population
Elaine Russell
Backpack-Friendly Professional Support When You Need It Most (#2369)
Mental Health: recovery, crisis and preventionLong term conditions: a whole system, person-centred approachWellness and prevention of illnessEducation, training and future workforceWealth creationDigital healthInnovation and adoptionPerson centred care
Signpost/Archive
Sign Posted
Idea Description
Innovation 'Elevator Pitch':
We enable employers to provide a one stop support package for employees in times of need. They phone a single phone line to access support for issues inc. emotional support, managing physical & LTC's and providing signposting to local services
Overview of Innovation:
What is BackPack?
Backpack enables employers to provide a one stop support package for their employees in times of need.
Employees phone a single phone line to access support for a range of issues including emotional support, managing physical and long term conditions and providing signposting support to local services offering support in a range of areas including managing finance, debt and other issues.
The BACKPACK Online Portal
Clients log in with their membership reference to access;
Information on;
Long Term condition management
Local information to support
How to access BACKPACK services
Access to;
Self-Diagnostic forms
Quizzes and exercises
Webinars and video information
Useful articles and Blogs
What Support Is Provided?
Lifestyle Support around long-term conditions- diabetes, HIV, other
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
Benefit to NHS:
People with mental and physical health conditions will learn to self manage and are less likely to present to primary or secondary care. This will reduce the pressure on services.
This early intervention model, which follows the Preventative Model will reduce demand on the health and social care ecosystem.
We will evaluate the project outcomes.
We will share best practice
Proactively identify needs through the 'on-boarding' triage programme
Benefit to WM population:
We seek to improve the physical, social and mental well-being of the WM population
People in the WM will recive fast and easy access to personalised care at the early stages of their needs
People will be able to access information 24 hours a day, 7 days a week- at a time to suit them
People will grow their capacity to self manage their own condition or that of the people they care for.
Easy access to mental health resources will help to prevent conditions escalating, improving the recovery time.
Deliver value to the client form first contact through proactively identifying needs at the 'on-boarding' triage programme
Current and planned activity:
We plan to pull on all our strengths to deliver this innovative programme;
Health Exchange's current triage system used to deliver a holistic well being service for NHS
Citizen Coaching's online course delivery and impact measurement framework. Citizen is a member of Living Well Consortium- delivering IAPT (Improving Access to Psychological Therapy) inteventions.
Our indepth knowledge of the employee assistance market
Our multi-channel approach to well-being services, blending online and physical interventions
I-SE's strength in taking social enterprises to the market place and operationalising new concepts
What is the intellectual property status of your innovation?:
BACKPACK (TM) This will be a collaboration between Health Exchange, I-SE (Initiative for Social Entrepreneurs) and Citizen Coaching. We seek advice on how to progress this. All three busineses are social enterprises.
Return on Investment (£ Value):
Return on Investment (Timescale):
0-6 mon
Ease of scalability:
Similar Content2
AR resources offering support and training. (#3073)
AR providing point of need access to support information, training advice and guidance in multiple areas including mental health
Our augmented reality (AR) materials offer the first phase of support - Instant, point of need, self-help techniques and early intervention strategies. All resources include signposting to follow on professional support and information on long-term strategies to improve access to NHS digital support strategies and resources. These should be implemented alongside our resources to provide a complete support mechanism for those at risk of suicide and dealing with mental health issues.
Key rings, Posters and other objects can be transformed from passive, physical, real world objects into an engaging augmented digital experience and boosting "mobile-first" engagement.
Simply put, mobile phone users, through the use of an access app are able to scan a poster or symbol on a product and immediately access video, website content and/or directly contact an organisation for support. This technology can be harnessed to help meet the objectives set out in NHS Long Term Plan in regards to the use of digital technology to help people better manage their health and achieve widespread digital access to training, information advice and guidance (IAG) and support. With estimates that around 94% of adults in the UK owning a mobile and that around 86% of 12 to 18 year olds regularly use a mobile(Statista, 2019), there is no need for specialized and/or expensive equipment to be supplied to users to use AR technology.
Augmented Reality (AR) allows content to be easily modified based on identified needs. It provides a scalable and cost effective digital model to connect patients with care. By Incorporating AR into, for example, into a mental health campaign strategy the NHS can overcome social and physical hurdles associated with asking for help, seeking information and accessing the right care promptly. AR could also potentially provide immediate access to professional advice and guidance, assist in preventing and providing early intervention access, providing them with 'take-away' information and/or swift access to support.
Along with national NHS strategy Augmented Reality content can provide fast support to people in their own homes with 'same day care' and point of need digital support via AR wearables linking to online 'digital' GP consultations and act as a further service expansion to regional prevention campaigns like the West Midlands Combined authority Thrive at Work helping to reduce outpatient appointments. (see additional information)
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed:
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Digital health / Innovation and adoption / Person centred care
We have found that 94% of adults own a mobile (up from 82% in 2005), and that around 86% of 12 to 18 year olds regularly use a mobile. The 55-75 year old age group are the fastest growing adopters of smartphones over the last 5 years. (Statista 2018).[SA1]
We will use Augmented Reality (AR) to provide a discreet, immediate and anonymous route to relevant mental health support resources with the need for services to provide equipment for access.
Enlighten's augmented reality solutions are a simple, user friendly way to meet some of the initiatives set out in the NHS long term plan. They are particularly relevant to plans centered around research and innovation to "drive future medical advance, with the NHS committing to play its full part in the benefits these bring both to patients and the UK economy". They can save significant amounts of money on fewer lost sick days through mental ill health and by reducing waste and lowering the carbon footprint of the NHS by minimising the need to print out large quantities of materials.
Over the next ten years they will result in an NHS where digital access to services is widespread. Where patients and their carers can better manage their health and condition. Where clinicians can access and interact with patient records and care plans wherever they are, with ready access to decision support and AI, and without the administrative hassle of today.
Content provided will tie into the mental health focus areas by offering; tools and techniques to self-manage mental health conditions, routes to local support services, guidance for supporting somebody with a mental health condition and the workplace mental health policy/strategy to raise awareness and reduce stigma.
This pocket-sized technology provides instant access to support through users own smart devices raising the awareness of various mental health issues in an accessible and inclusive way, reducing the stigma attached through familiarization.
Additional benefits will include staff and users exposure to modern, Web 2.0 ideas regarding use of appropriate technologies including the potential use of AR video evidence and BYOD.
Benefits derived from this approach include:
Improving user experience whilst driving up quality and standardisation
Maximising use of electronic resources
A standardised package of AR resources to reuse within the NHS
Initial Review Rating
4.00 (2 ratings)
As identified in the "Improving lives: The future of Work, Health and Disability", employers can only help someone start or stay in work if they are aware of a mental health condition. Key findings nationally show that only 11% of employees discussed a recent mental health problem with their line manager, half of employees said they would not discuss mental health with their manager and only 24% of managers have received some form of training on mental health at work (Business in the Community, Mental Health at work Report 2017). From the statistics and our work with employers, we can see that there is further support required to address this gap. We will provide tools for employees and upskill employers to encourage better dialogue and workplace environments where:
Employees feel more able to disclose mental health conditions, access support and self-manage their conditions, allowing them to remain in work.
Employers have a greater awareness of the needs of their workforce and what support and resources are effective and engaging.
Both employees and employers are aware of local support services and have instant easy and discreet access to contact details.
Line managers and HR departments are skilled in understanding how to support colleagues disclosing mental health conditions.
In 2020, we plan to implement the output made possible with support from this project funding and verify its effectiveness through a demonstrative project with 1 x UK Smart City.
Currently in discussions with IP experts
6-12 mon
Risk Tracker: Outcome Measurement in Preventative Services (#2475)
Sometimes it's hard to prove impact. Risk Tracker helps organisations providing preventative services to record their work & demonstrate success. Provided free for anyone to use (under open license) Risk Tracker is for use on desktop & mobile devices
Risk Tracker is a powerful tool for managing clients and demonstrating outcomes. Designed to record information without getting in the way of the service you provide, it requires collection of a minimal amount of information from clients, but provides you with the flexibility to customise.
One of the key challenges for organisations who provide preventative services is connecting your clients' progress with the complex range of National Outcome Frameworks. Inside Outcomes continuously maintains the policy environment to ensure that your reports will always reflect the most recent National Outcome Frameworks and, as the Frameworks evolve, we keep you up to date with the impact this will have on your day-to-day operation.
We have collated a database of issues that are common to preventative services. The system has been designed to support care navigation services by providing a quick tool to record client notes, measure outcomes and store files.
The Inside Outcomes Risk Tracker tool helps organisations to:
Record the common issues that clients present to services
Measure changes in those issues over time
Demonstrate the impact organisations have had in an evidence based way
Measure the impact organisations have had against National Outcome Frameworks
We have created a series of custom Risk Maps that reflect the issues clients commonly report, and aligned them with the public health life course. These Risk Maps cover diverse issues such as financial planning, housing and wellbeing, because we know the complexity of individual circumstances has an impact on your ability to provide services.
Our Risk Maps cover:
Working age
Health lifestyles
We are also able to tailor risk maps to reflect service specific needs such as:-
Substance Misuse
We also provide the facility to run anonymised open data reports that highlight social need in a particular area. Because we used a standardised format for recording the issues that people present we can aggregate data across multiple agencies to create a powerful, live commissioning tool.
We provide Risk Tracker free for anyone to use. We provide it under an open license so that you can run it in any way you want or even adapt the code for your own uses. You can access the code repository on our Github site. You can access the Risk Tracker manual here.
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Digital health / Innovation and adoption / Person centred care
Health is influenced by a range of social, environmental and economic factors which are beyond the remit of the health sector.
Health services, social care and housing are all focused on delivering better outcomes at lower cost to public purse and finding ways of improving the effectiveness and better understanding the value of preventative services.
Risk Tracker measures the impact of organisations against national outcome frameworks, supporting them to translate the things they do into the outcomes that commissioning bodies are measured against.
Commissioners need to identify what services are required to deliver improvements in the prevention, diagnosis and treatment of physical and mental illness in their local population, Risk Tracker provides important data to identify top priorities and opportunities for transformation.
It helps commissioners to identify sub groups within their population and consider service requirements across the system, creating the person-centred services patients want and need.
Risk Tracker is a useful tool for analysing population data and identifying those who would gain most from the services and interventions being considered, commissioners then use this information to plan, deliver and monitor services for their local population.
When contracting for services, commissioners are looking for positive social outcomes, which have a lasting impact with benefits for patients that can be clearly demonstrated.
With Risk Tracker, information is used to improve services and influence commissioning decisions. Through recording client issues in a common format Risk Tracker allows the outcomes from disparate services to be compared and contrasted. For example, the cross over in issues that the clients present to substance misuse services, mental health services and housing associations mean that data can be aggregated together.
As all data is stored in a single, secure, compartmentalised system we can create aggregated, anonymised maps of social need. The live data that can be produced records social need and is an essential tool in commissioning services against evidenced social need.
Investing in prevention and better health outcomes can be part of the solution to the challenges of increasing levels of need along with shrinking budgets. Effective preventative interventions can reduce health and social care costs and the need for welfare benefits. Better health can also enhance resilience, employment and social outcomes.
Risk Tracker helps commissioners to plan services which meet national standards and local ambitions, by combining knowledge of existing service performance and population needs.
Commissioners traditionally do not have access to live local data. Having the ability to extract accurate data on health and wellbeing needs for a particular area supports a flexible approach to commissioning against need.
The methodology that underpins our system encourages services to carry out a whole person assessment. This means exploring the range of issues that might be present in an individual's life. Through identifying a range of interdependent issues, services can integrate how they work around an individual and improve their outcomes.
An important component of planning for transformation is recognising where services may
need to be decommissioned. Risk Tracker can help to identify where less effective approaches to service delivery are to be found. With a good understanding of how a service is currently operating commissioners can identify potential opportunities for innovation and improvement.
With Risk Tracker commissioners can develop service specifications that focus on paying for services which produce improved outcomes for their patients, rather than reimbursing providers for activity.
Risk Tracker will provide commissioners with the information they need to develop a vision of future service provision that will improve the health & wellbeing of individuals and communities in the West Midlands.
Risk Tracker is a cloud based system & is constantly going through development as services identify new functions. We are currently exploring developing risk maps to support refugees & asylum seekers, people with disabilities, carers & suicide prevention.
Our next significant software release will incorporate individual access to records & the ability for clients to move their records from one agency to another. We believe that a person-centred approach to improving health & wellbeing requires the ability for individuals to manage their own records.
We would like WMAHSN to help to scale up Risk Tracker across the WM region. It is provided free of charge under an open license & users can run it in any way they want, even adapt the code for their own uses. By using WMAHSN's network to promote this opportunity, WM commissioners can develop service specifications that focus on paying for services which produce improved outcomes for patients rather than reimbursing providers for activity.
Inside Outcomes own the full IP for the product but release it for use under an open source license.
Regional Scalability:
The Risk Tracker system has been built to be delpoyed at scale. The system can manage an unlimited number of organisations, and projects within organisations. The platform the system is built on is designed to dynamically utilise server capacity in line with the number of organsations using it.
The prinicple outcome we are aiming for is to be able to produce live data on social need for an area.
Adoption target:
We are looking at opportunities to support neighbourhood working in line with strategic objectives of the West Midlands Combined Authority. The Risk Tracker system has been designed to set a basis for metrics in disaparate organisations and be used to integrate services using a common format of data collection.
Martin Hogg
On 18/05/2017 - 13:40
Graham Beaumont
Sarah Crawley
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Taiwan accuses Chinese Apple supplier of stealing secrets, charges 14
July 15, 2022, 8:36 a.m. ·2 min read
FILE PHOTO: New Apple products go on sale at flagship Apple Store in New York
TAIPEI (Reuters) - Taiwanese prosecutors on Friday accused a Chinese Apple Inc supplier of stealing commercial secrets from a Taiwanese supplier and poaching its workforce to win orders from the U.S. company, saying it had charged 14 people.
Taiwan has been stepping up efforts to stop what it views as underhand and illegal activities by Chinese firms to steal know-how and poach away talent in what Taipei's government views as a threat to the island's tech prowess.
Prosecutors in New Taipei said after a year-and-a-half investigation they had found that China's Luxshare Precision Industry Co Ltd had targeted Taiwanese competitor Catcher Technology Co Ltd "in order to quickly enter the Apple production chain to win orders".
Luxshare "lured" Catcher's China based research and development team with promises of high salaries and stole business secrets from the Taiwanese firm, causing them big losses, the prosecutors said in a statement.
Luxshare was doing this in order to be able to "quickly build factories and mass produce cases for iPhones, iPads and other products", the statement said.
Luxshare did not immediately respond to a request for comment, and neither did Apple.
New Taipei prosecutors have now charged 14 people in connection with the case for breach of trust and taking commercial secrets for use overseas, they added.
"The department will do its best to investigate such cases to maintain the sound development of our country's enterprises and ensure the competitiveness of national industries."
Catcher, which makes iPhone and iPad cases, said in a statement it continues to implement and optimise the protection of trade secrets and intellectual property rights, and will investigate anything that infringes on its rights and interests.
The company is cooperating with the probe, it added.
In May, Taiwanese authorities raided 10 companies or their R&D centres operating in Taiwan without approval suspected of illegally poaching chip engineers and other tech talent.
(Reporting by Ben Blanchard; Editing by Tomasz Janowski)

redpajama_set_name: RedPajamaCommonCrawl


text:
Q: Google Directory API: Requests to this API admin method are blocked I'm trying to get the customer domain by using the customers.get API. I already added the scopes in the consent screen:

*

*https://www.googleapis.com/auth/admin.directory.customer

*https://www.googleapis.com/auth/admin.directory.customer.readonly
But I get this error message after do the request (looks like a permission issue):
{
  "error": {
    "code": 403,
    "message": "Requests to this API admin method ccc.hosted.frontend.directory.v1.DirectoryCustomers.Get are blocked.",
    "errors": [
      {
        "message": "Requests to this API admin method ccc.hosted.frontend.directory.v1.DirectoryCustomers.Get are blocked.",
        "domain": "global",
        "reason": "forbidden"
      }
    ],
    "status": "PERMISSION_DENIED"
  }
}

For some reason, in Google's API Explorer works perfectly but not in my API Client (Insomnia) nor my web app. In my web app I set the scopes using JavaScript Client library.
Also, I'm using Google Drive, Docs APIs and those work well.
Is there something I'm missing with this API?
Thanks.

A: I fixed the issue. The reason was my API key was restricted for 2 APIs in Google Console Cloud:

*

*Google Docs API

*Google Drive API

So I had to add the Admin SDK API to the restrict list:

After that my request works as expected. Thank you.

redpajama_set_name: RedPajamaStackExchange


text:
Q: How do limits fit in with how we derive the differential of a function? For example, when I was reading one of my A-level math books, I saw the following:
$\delta A \approx y \ \delta x \ \longrightarrow \ y \approx \frac{\delta A}{\delta x} \ \longrightarrow  y=\lim\limits_{\delta x \to 0} (\frac{\delta A}{\delta x} )=\frac{dA}{dx}$
I understand this, but what would happen if we'd taken the limit one step sooner?
$\delta A \approx y \ \delta x \ \longrightarrow  \lim\limits_{\delta x \to 0} (\delta A)=\lim\limits_{\delta x \to 0} (y \ \delta x)$
Would this lead to $0=0$ ?
$\\$
My question actually originated when I was reading about circular motion; it was when I saw the following differential:
$ \frac{d}{dt}(\hat{e_\theta)}=-\omega \hat{e_r}$
$\\$
I tried to prove this, and I ended up with the following:
$\Delta\theta \ \hat{e_r} \approx -\Delta \ \hat{e_\theta} $
I was able to show that, as $\Delta\theta $ approached zero, the more accurate this approximation would become(as $\Delta\theta $ approaches zero so does $\Delta \ \hat{e_\theta}$) ; however, I had no idea how to represent this mathematically, I tried writing it as follows:
$\lim\limits_{\Delta\theta \to 0} (\Delta\theta \ \hat{e_r} )=\lim\limits_{\Delta\theta \to 0} (-\Delta \ \hat{e_\theta})  \quad [1]$
I wasn't happy with this representation (since I thought it meant $0=0$), so I changed it into:
$\lim\limits_{\Delta\theta \to 0} (\frac{\Delta\theta}{\Delta t} \ \hat{e_r} )=\lim\limits_{\Delta\theta \to 0} (-\frac{\Delta \hat{e_\theta}}{\Delta t}) \quad [2]$
Then I argued that, as long as $\theta$ is a function of time, I can replace $\Delta \theta$ with $\Delta t$ and write:
$\lim\limits_{\Delta t \to 0} (\frac{\Delta\theta}{\Delta t} \ \hat{e_r} )=\lim\limits_{\Delta t\to 0} (-\frac{\Delta \hat{e_\theta}}{\Delta t})\longrightarrow \frac{d}{dt}(\hat{e_\theta)}=-\omega \hat{e_r} \quad [3]$
Does the transition from [1] to [2] make sense? or does [2] still imply that $0=0$?
Is equation [3] equivalent to [2]? Can I argue that, since $\Delta t$ approaches 0 as $\Delta \theta $ approaches 0, equation [2] and [3] are the same?
What is the correct mathematical representation of the above information?

A: Writing
$$\lim_{\delta x\to0}\delta A=\lim_{\delta x\to0}y\,\delta x$$
is correct but useless (indeed, $0=0$ leads you nowhere).
But be careful, this does not allow you to write
$$\lim_{\delta x\to0}\frac{\delta A}{\delta x}=\lim_{\delta x\to0}y$$ because the zero can absorb any constant factor.


SAN RAMON, CA., JUNE 13, 2016 – Chevron announced today the signing of Lauren Fix, The Car Coach®, as the new brand champion of Techron bottled fuel additives. She will be featured as part of its upcoming brand marketing campaign. The campaign focuses on the benefits that Techron Complete Fuel System Cleaner and Techron Fuel Injector Cleaner can bring to all kinds of gasoline engines, helping to restore lost power and performance, maximize fuel economy and minimize emissions.
Known as The Car Coach, Lauren Fix is a nationally recognized automotive expert. As the National Automotive Correspondent for Newsmax TV, Fix brings car care insights to over 35 million U.S. cable/satellite homes each month. In addition to the three books she has written focusing on car care and getting maximum performance out of cars, she also is the regular "The Car Coach" columnist for Parade and News Max and also appears weekly on USA Radio's Day Break USA.
With more than 30 years of research testing and development by some of the world's top scientists and engineers, the benefits of Techron bottled fuel additives has been well documented. However, what may not be as well known is that Techron also can enhance the performance of various gasoline engines beyond automobiles, pickups, and SUVs including: motorcycles, ATVs and off-road equipment, lawn care equipment, motorhomes, marine and personal watercrafts.
Fix has an impressive list of accreditations and qualifications, including membership with the Society of Automotive Engineers (SAE) and the Society of Automotive Analysts (SAA), as well as being an ASE (Automotive Service Excellence) certified technician. Some of her recent awards include: the 2015 WIN Award, 2013 SEMA Business Network "Mentor of The Year"; SEMA Business Network 2012 Woman of the Year; and awarded various Car Care Council "Automotive Communications Awards" in 2012, 2013, 2014 and 2015. In addition, Fix was inducted into the National Women and Transportation Hall of Fame in 2009.
Fix will be featured across the Techron campaign, on a variety of online media properties, as well as at tradeshows and special events. In addition, Fix will be featured in online videos that will be posted on TechronWorks.com and Techron social media properties. Consumers will be able to ask Fix car questions directly through special online chats on Techron's Facebook page and other social media outlets which will be scheduled throughout the year. Techron bottled fuel additives are marketed and sold by Chevron Lubricants, a division of Chevron Products Company.
Chevron Products Company is a division of an indirect, wholly owned subsidiary of Chevron Corporation (NYSE: CVX) headquartered in San Ramon, CA. A full line of lubrication and coolant products are marketed through this organization. Select brands include Havoline®, Delo® and Havoline xpress lube®. Chevron Intellectual Property LLC owns patented technology in advanced lubricants products, new generation base oil technology and coolants.


What were the career moves that brought you to the licensing business?
My route into licensing was quite convoluted. I started life as a Stage Manager before moving into he music industry as a sound engineer working on tracks like the inimitable "Nothing's Gonna Change My Love For You" by Glenn Medeiros. From there I moved to Goldcrest Films and then to the BBC, where I stayed for ten years (yes I'm that old!). I bounced around various departments in the BBC (Children's, Education & Training, Drama and co-production funding for factual programs) and finally found myself in the position of Rights Acquisition Manager, where I was responsible for licensing contracts.The licensing department always rushed around with a great sense of purpose and it seemed far more interesting than contracts, so I spoke with John Howson and Richard Hollis about moving into their team, and they welcomed me into the licensing world. This was around the time they launched Teletubbies, which was a very exciting time for the BBC but also a pivotal moment in the licensing industry.
What's a "typical" day in your current position?
I am a very early riser and my day always starts with me taking my dog Biggles for a walk – he tries very hard to catch foxes and I create a to-do list for the day ahead. I arrive in the office at around 8.00am and sort through the overnight emails or read through contracts while it's quiet. We have an open plan office and it gets very noisy once the creative team arrives (around 10.00!). As a primarily external facing role, I have regular meetings with retailers and licensees to update them about our properties and keep them informed of current and future plans on our channels (Cartoon Network, Boomerang, Cartoonito and CNToo). I also have internal meetings, with our scheduling, marketing and ad sales teams to ensure that we're joined up with the rest of company and can maximize all opportunities on our networks.
What's the most challenging aspect of your job? How do you address that challenge?
Ben 10 is our leading boys' property and we work very hard to avoid brand fatigue, which can happen to successful brands. We constantly create new style guide supplements, new series and feature films to sustain and enhance the Ben 10 franchise, keeping it fresh and drawing in new audiences. Feature films seem to come and go very quickly. However we have established Ben as an evergreen property and will use our broadcast platforms to make Ben 10 accessible for future generations.
I enjoy meeting licensees and hearing what products they have planned but nothing quite beats seeing products in the hands of those they are created for…. the kids. Licensing is such big business now, and it's important to keep in touch with your target audience. Anyone who has spent time in research groups will know the excitement (and noise) levels that new products create.
What are the most significant trends or changes that you've seen in the business in recent years?
Online shopping keeps growing exponentially, with more online stores being launched every year, which in turn generates more business. Properties are being created from non traditional routes computer games (Mario & Sonic), apps (Angry Birds) and on line (Club Penguin & Moshi). We recently launched a brand new virtual world called Toonix and licensing will definitely play a key part in its evolution.
What are the biggest challenges facing the licensing business in the next three years?
The sheer number of properties coming into the market means it's more difficult to get cut through. We are fortunate enough to own five children's channels in the UK so can always guarantee prime-time broadcast exposure for our properties. The cost of raw materials will also have an impact on our business. For example, if the price of oil continues to rise then this has a knock on effect for our toy products. I think retailers are reluctant to pass on price increases when money is tight so this puts pressure on margins.
What advice would you give to students or young professionals wanting to pursue a career in licensing?
Attend one of the excellent LIMA courses (I have sent all my new starters on them) and equally importantly attend the drinks afterwards as this is a great place to find out who is doing what and who is recruiting. Offer to do some work experience for one of the licensing trade magazines as they always know what's going on usually long before anyone else does. Sign up to the licensing email updates available from most of the key players as this will keep you informed.
Any advice for mid-career professionals looking to expand their competencies?
This is more difficult, as there are no courses or master classes. The best thing to do is keep your eyes and ears open and learn all you can from where you are. Try and learn the systems and processes from other areas of the industry – always keep your CV updated in readiness for the next challenge. I am a huge fan of the Retail Mentoring scheme and look forward to welcoming this year's volunteers.


text:
Hidden Common Ground Nation's failed weed war Candidate Q&As Columns & Letters
Demand Justice: Saving courts from Donald Trump
One reason the far-right fringe of the Republican Party is on the cusp of completing a takeover of the Supreme Court is because conservative groups' spending totally overwhelms the other side in every nomination fight.
When President Donald Trump chose Neil Gorsuch in 2017 to fill a Supreme Court vacancy, Democratic-aligned groups were outspent nearly 20 to 1, according to one estimate. A single group — Judicial Crisis Network (JCN) — spent $17 million on behalf of Gorsuch, much of which originated from a single, anonymous donor, according to a report by the website MapLight.
It is naive to think this level of outside spending has not had an impact. For some moderate senators, a seven-figure ad buy by a group such as JCN just might intimidate them into voting for right-wing judges they otherwise would not support.
OUR VIEW: Secret money taints fight for Supreme Court seat
My colleagues and I founded Demand Justice in May to try to address this imbalance and prod Democrats to show more guts when it comes to opposing Trump's extreme nominees. It's true we operate as part of a 501(c)(4) organization under the tax code, but unlike Judicial Crisis Network, our work does not rely so much on a single funder. In just two months since our launch, thousands of grassroots donors have invested in our fight to save our courts from Trump. The average online donation is just $30.
We will never match groups like the Judicial Crisis Network or the Koch brothers' Americans for Prosperity dollar for dollar. But we still plan to make sure progressive voices are no longer drowned out when it comes to the fight for the future of the Supreme Court.
With a lot of hard work, we might one day succeed in restoring a majority of progressive justices to the Supreme Court, and then have a chance to overturn the Citizens United decision. But we will never achieve the type of reform we seek so long as progressives continue to sit on our hands and cede the playing field to right-wing groups.
Brian Fallon is executive director of Demand Justice. (The conservative Judicial Crisis Network declined to provide an opposing view.)
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Brennus was the first pre-dreadnought battleship built for the  (French Navy). Completed in 1896, she was the sole member of her class, with a main battery of heavy guns mounted on the centerline and the first use of Belleville boilers. She formed the basis for several subsequent designs, beginning with Charles Martel. As completed in 1893, the ship was very top-heavy and had to be rebuilt over the next three years before she was ready to enter service.

Brennus spent the majority of her service in the Mediterranean Squadron, and she served as its flagship early in her career. In 1900, she accidentally rammed and sank the destroyer Framée. As newer battleships were commissioned into the fleet, Brennus was relegated to the Reserve Squadron in the early 1900s and then served as a training ship. The ship had been decommissioned before the First World War began in August 1914 and was disarmed in 1915. She served as a source of spare parts and equipment for other ships during the war. Her hulk was stricken from the naval register in 1919 and was ultimately scrapped three years later.

Design

In 1880, the French Navy embarked on a naval construction program that included the ironclad battleships  and the three-ship ; the program called for two more vessels, which were to be laid down in 1882. The first of these was to have been named  and work began in 1885. Admiral Théophile Aube, who opposed battleship construction in favor of the cheaper torpedo boats and cruisers of the , became the Naval Minister and cancelled both ships in January 1886 before much work had been done. Aube left the government in 1887 and his successor permitted work to resume; the ship's designer, Charles Ernest Huin, lobbied to restart construction to keep the shipyards busy. He re-designed Brennus to meet new requirements and the design was approved in 1889, allowing work to resume. The sections of hull that had been assembled on the slipway were dismantled, with the steel used elsewhere in the new ship. The fact that the same slipway was used to build both vessels, and parts of the original were reused in the latter vessel has caused some to conflate the vessels. The two ships were, nevertheless, distinct vessels. The second Brennus was ordered in 1888.

Brennus was the first pre-dreadnought-style battleship built in the French Navy; the previous Magenta-class ships were barbette ships, a type of ironclad battleship. The ship introduced several advances for the French fleet: new, 42-caliber guns arranged in turrets forward and aft of the superstructure, the first use of homogeneous steel armor, and the first Belleville boilers. Other changes included the adoption of a thin upper strake of armor to protect against quick-firing guns and the abandonment of the ram bow. Brennus formed the basis for the subsequent group of five broadly similar battleships built to the same design specifications, begun with , though they reverted to the armament layout of the earlier Magentas which saw the main guns distributed in single turrets in a lozenge (quadrilateral) pattern.

General characteristics and machinery

Brennus was  long between perpendiculars and  long overall. The ship had a beam of , a draft of . and displaced  at deep load, after her reconstruction. Brennus proved to be grossly overweight; during her initial sea trials in 1893, her draft was  greater than it should have been, and this was not in a fully loaded condition. The increased draft submerged most of the ship's armored belt, rendering it largely useless. Her hull was subdivided by 18 watertight bulkheads and she had a double bottom that extended over the full length of the hull except at the bow. Brennus had a crew of 667 officers and enlisted men.

The ship suffered from very poor stability, largely a result of her massive superstructure that placed a great deal of weight high in the ship. These problems were not fully solved by extensive reconstruction between 1893 and 1896, which contributed to a short career. Her first stability trial was conducted on 17 June 1893 with all her guns traversed to starboard and her entire crew mustered on the same side; Brennus took on a 28° list and the barrels of her 164.7 mm casemate guns were half-submerged. Her metacentric height was calculated at  during this incident. The ship's excessive topweight from her massive superstructure, heavy military masts and tall funnels contributed to the problem, together with the pronounced tumblehome of her hull.

Brennus had a pair of four-cylinder vertical triple-expansion steam engines, each driving a single , four-bladed propeller, using steam supplied by 32 Belleville water-tube boilers at a working pressure of . The boilers exhausted into a pair of large funnels located amidships. The decision to fit Brennus with water-tube boilers was made in 1887, and she was the first large ship to be equipped with them. Her engines were rated at , which was intended to allow the ship to steam at a speed of ; during her sea trials on 9 January 1896, Brennus reached a maximum speed of  from . The ship could carry  of coal, which gave her a range of  at a speed of . Electricity for lighting, searchlights, pumps, ventilators and other equipment was provided by four 400-ampere dynamos, each driven by a dedicated internal-combustion engine.

Armament and armor

Brennuss main battery consisted of three 42-caliber Canon de  Modèle 1887 guns, two in a twin turret forward of the superstructure, and the third in a single turret aft. They fired  cast iron (CI) projectiles, or heavier  armor-piercing, capped (APC) and semi-armor-piercing, capped (SAPC) shells at a muzzle velocity of . At their maximum elevation of +10°, the guns had a range of . Designed to have a rate of fire of one round per two minutes, the actual rate of fire was about half that in service. The ship initially stowed 39 shells for each gun, but this was later increased to 61. The ship's secondary armament consisted of ten 45-caliber Canon de  Modèle 1893 guns, four of which were mounted in single turrets amidships; the other six were located directly underneath them in casemates. They had a muzzle velocity of  when firing their  CI or  AP or SAP shells. The guns had a range of  at their maximum elevation of +20°.

For defense against torpedo boats, Brennus was equipped with a suite of quick-firing guns, the largest of which were four 50-caliber Canon de  Modèle 1891 guns in single unshielded mounts on the fore and aft superstructure. Their  shells had a muzzle velocity of  which gave them a range of . The suite was rounded out by fourteen 40-caliber  Modèle 1885 guns and fourteen  Modèle 1885 Hotchkiss guns, of which six of the latter were 5-barrel revolver cannon. All of these guns were positioned in the fighting tops on the military masts and in the superstructure. The ship was also fitted with four above-water  torpedo tubes on rotating mounts, two on each broadside. She carried two Modèle 1889 torpedoes for each tube. The torpedoes had two speed and range settings:  at  or  at .

Brennuss armor mostly consisted of nickel steel. The  waterline belt was  thick amidships and tapered down to  at its lower edge. Fore and aft of the armored citadel amidships, the belt reduced to  at the waterline; forward its lower edge tapered to a thickness of , but aft the belt tapered to  on its bottom edge. The main armored deck was  thick. The forward turret and its barbette were protected by armor plates  thick, while those of the aft turret and its barbette were  thick. The turret roofs were  thick. The armor protecting the casemates and secondary gun turrets had a thickness of . The conning tower had  thick sides.

Construction and career

Brennus, named after the Gallic chieftain, was laid down at the Arsenal de Lorient on 2 January 1889 and launched on 17 October 1891. Fitting-out work was completed in 1893, but serious problems with her stability delayed her commissioning. The day after her stability trials on 17 June, the shipyard was notified that there would be a seven-month delay in the delivery of her propellers and the  decided that the ship would use the propellers from the ironclad  in the interim. Brennus steamed to Brest on 2 August where some  of material were removed and she conducted preliminary steam trials on 5 September. The following month, the Arsenal de Brest submitted a proposal to lighten the ship which it estimated was  overweight, which was approved on 30 October.

To reduce the ship's excessive topweight, the bridge wings and the overhang of the bridge over the main-gun turrets was eliminated. More importantly, the top deck of the superstructure was removed and the aft military mast was replaced by a pole mast. To further reduce weight, the torpedo nets were removed and the boat stowage was lowered by one deck. To improve her stability, a watertight caisson () was added at the waterline over her belt armor. The opportunity was taken to replace her propellers and the 164.7 mm Modèle 1887 guns initially installed were replaced by the latest model.

The ship began her preliminary sea trials in August 1895 and a second stability trial was conducted on 22 December that showed a metacentric height of . Despite these modifications, the ship was not fully satisfactory. A report by  (Captain) Joseph Besson, the ship's first commander, stated:
The ship has good qualities but also major defects. The most serious problem is that when engaging on the broadside the ship is effectively unarmoured. The 340 mm turrets are too heavy and are not balanced, and when both are trained on the same beam the heel of the ship is such that the upper edge of the belt is level with the water. This means that the only side protection against enemy shell is provided by the 10 cm upper belt. The thickness of the armour belt at its lower edge—only 25 cm—and the large turning circle are further weaknesses.

1896–1900

Brennus finally entered service on 11 January 1896 at a cost of F25,083,675, although her post-trials refit made her unavailable until 1 April. Despite her problems, as the most modern capital ship of the French fleet, she served as the flagship of the Mediterranean Squadron under  (Vice admiral) Alfred Gervais. While towing targets for the other ships in her squadron on 24 August, the ship was accidentally fired upon by the torpedo cruiser ; one man was wounded in the incident. Gervais was relieved by  Jules de Cuverville on 15 October, who was replaced in his turn by  Edgar Humann on 15 October 1897. That year, the  issued a new doctrine for gunnery control. During gunnery training exercises to test the new system, Brennus and the ironclad battleships Neptune and  achieved 26 percent hits at a range of . Their success prompted the Navy to make this method the standard for the fleet in February 1898. On 16 April 1898, Félix Faure, President of France, boarded the ship to watch maneuvers. After their completion he suggested a race between the battleships; after two hours Brennus trailed the newer Charles Martel and , but beat four older ships.

The ship participated in the annual fleet maneuvers during 8–20 July. Navy Minister Édouard Lockroy then observed gunnery exercises aboard her in September that culminated with the sinking of the old floating battery .  Ernest François Fournier hoisted his flag aboard Brennus as commander of the Mediterranean Squadron on 1 October.  Augustin Boué de Lapeyrère became captain of the ship that same day. Desiring a figurehead for his ship, he located an old one of the goddess Ceres in storage and ordered that she be refashioned into a Gaul. He also ordered his chief engineer to make a suitable copper helmet for the figurehead. Stowed below whenever the ship went to sea, Brennus was the last ship in the  to bear a figurehead. As tensions between France and Great Britain rose during the Fashoda Incident, the squadron's sailors had their leave canceled on 18 October and the battleships loaded their full complement of ammunition before disembarking it on 5 November when the two countries settled their differences.

During the squadron's cruise of the Eastern Mediterranean in October–December 1899, the ship hosted a dinner for Queen Olga of Greece before returning to Toulon on 21 December. During the 1900 maneuvers held from March to July, she served as Fournier's flagship. The Mediterranean Squadron: five other battleships, including , , Charles Martel, , and ; four coast-defense ships; three armored cruisers; five protected cruisers, and a torpedo cruiser, along with a number of light craft. The exercises began on 6 March, and Brennus went to sea with four of the battleships and four protected cruisers for maneuvers off Golfe-Juan, including night-firing training. Throughout April, the ships visited numerous French ports along the Mediterranean coast, and on 31 May the fleet steamed to Corsica for a visit that lasted until 8 June. After completing its own exercises in the Mediterranean, the Mediterranean Squadron rendezvoused with the Northern Squadron off Lisbon, Portugal, in late June before proceeding to Quiberon Bay for joint maneuvers in July. The maneuvers concluded with a naval review in Cherbourg on 19 July for President Émile Loubet.

On 1 August, the Mediterranean Squadron departed for Toulon, arriving on 14 August. While cruising off Cape St. Vincent during the voyage back on the night of 10/11 August, Brennus accidentally collided with the destroyer , sinking her and killing forty-seven of her crew; only fourteen men were rescued. After reaching Toulon, the fleet then departed a week later for gunnery training off Porquerolles. On 30 September she was replaced as the squadron flagship by the new battleship . The ship began a lengthy refit on 17 October that lasted until 1 June 1901.

1901–1922
After a port visit to Algiers, French Algeria, and participating in the annual fleet maneuvers, Brennus was assigned to the  (Reserve Division) on 10 August 1901. Eight days later, Besson, now a  (Rear Admiral), hoisted his flag aboard when he assumed command of the division that consisted of Carnot, the elderly ironclad battleships Hoche and , the torpedo boat tender  and the torpedo gunboat . In this role, she spent most of the year with a reduced crew, which was augmented by naval reservists during the annual fleet maneuvers. After a short refit in January 1903, Brennus was one of the ships that visited Cartagena, in honor of King Alfonso XIII of Spain.  Horace Jauréguiberry relieved Besson on 10 September. He was relieved in his turn by  Paul-Louis Germinet on 10 August 1905. Navy Minister Gaston Thomson observed exercises aboard the battleship which visited Corsica and ports in southern France during 17–28 October.

For the 1906 maneuvers, Fournier came aboard his old flagship during the exercises. The maneuvers lasted from 3 July to 3 August, at which point the fleet returned to Toulon; the next day, the fleet dispersed. The transport  broke her anchor chain in Toulon harbor on 4 December and collided with Brennus. The battleship was not significantly damaged, but Dives ran aground. By the beginning of 1907, the Reserve Division had been enlarged into a squadron, but it was redesignated as the  (Training Division) on 15 February. There was a small fire on 12 June in the forward main-gun turret that badly burned the miscreant who had lit a gasoline-soaked rag. Brennus became a private ship on 16 August and she was reduced to reserve nine days later. The ship was assigned to the torpedo school on 15 November 1909 as a training ship and her main guns were modified to improve their rate of fire over the next two years. Brennus participated in a large naval review by President Armand Fallières off Cap Brun on 4 September. The following day she collided with the excursion ship ; there were no casualties aboard either ship, but Magali had to be beached lest she sink.

The battleship was again placed in reserve on 1 January 1912 and was paid off on 1 April 1914. During the First World War, she was hulked, cannibalized for spare parts and equipment, and was stripped of her main guns in 1915. Brennus was stricken from the naval register on 22 August 1919 and was listed for sale on 30 October. The ship was transferred on 13 January 1921 to the company that had salvaged the wreck of the pre-dreadnought battleship  as payment for their work. She briefly served as a storeship before being broken up for scrap in 1922.

Footnotes

References

1891 ships
Battleships of the French Navy
Ships built in France

redpajama_set_name: RedPajamaWikipedia


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Brittany Pierce
Actress, Dancer, Model, Singer
Heather Elizabeth Morris, born February 1, 1987, is an American actress, dancer, singer and model. She is best known for her role as Brittany Pierce on the FOX musical comedy series, Glee.
Heather with her husband and son.
Morris was born in Thousand Oaks, California, and raised in Scottsdale, Arizona. She began dancing when she was one. She competed at a young age in a variety of styles including jazz, tap, and contemporary. Her father died of cancer when she was 14 years old. "It's something that is hard for me, because I'm sad about it, but I don't dwell on it," she said during an interview workshop with students in December 2009. "I know he's in a better place, instead of suffering." After graduating from Desert Mountain High School, Heather decided to enroll in a local university, but realized she was in the wrong place so she moved to L.A. instead at age 19.
Morris is in a relationship with baseball player Taylor Hubbell. They attended the same high school in Arizona, but did not know each other there. They began dating after Morris moved to Los Angeles and Hubbell contacted her on MySpace. In a 2011 interview with Fitness, Morris said of Hubbell, "I want to marry him so bad. That's what I really care about. I want to marry Taylor and have kids with him. I love acting, but if it affects my relationship, then I won't continue doing it."
After graduating from the University of Louisiana in Lafayette, Hubbell began living with Morris in Los Angeles in early 2012.
On August 28, 2014, Morris announced she and Hubbell were engaged. She and Hubbell got married on May 17, 2015. The couple have two sons, Elijah (born on September 28, 2013)[1] and Owen Bartlett (born on February 11, 2016).[2]
Morris begun studying Journalism at university, but later moved to Los Angeles in 2006 to pursue a career in acting and dancing. Her first significant appearance was in So You Think You Can Dance Season 2 where she was one of the remaining contestants after Vegas week. However, she failed to make it into the Judges' top 10 girls with a vote of 3-2 against. In 2008, she appeared in single episodes of Swingtown and Eli Stone as an uncredited dancer, and in 2009 Morris appeared in the film Fired Up as Fiona. She went on to further success as a dancer in support of Beyoncé Knowles on her tour, The Beyoncé Experience, and when Beyoncé first performed at the American Music Awards, on Saturday Night Live, in 2008.
Morris was cast as Brittany in 2009 for the first season of Fox Broadcasting Company's musical comedy series Glee, about a high school Glee Club. She was brought in by the show initially to teach the choreography for Beyoncé's Single Ladies dance to the actors, however the show was looking for a third cheerleader and she got the job. Jarrett Wieselman, of the New York Post, stated that Morris has "emerged as one of the funniest second bananas on "TV right now!" She also made the Afterellen Hot 100 list in 2010, 2011, and 2012, premiering at 85 in 2010, jumping to 2 in 2011, and at number 3 in 2012. Recently she was featured on the cover of Women's Health magazine. In 2012, Heather voiced her very first animated movie called Ice Age 4. She also played a character named Katie, also known as "Gossip Girl."
About six months after I first moved to L.A., I got a job doing Beyoncé's tour. After I finished the tour, I started working with choreographer Zach Woodlee, who started hiring me to do things like Fired Up! and Eli Stone. Prior to the Single Ladies tour I was supposed to move to New York to do West Side Story, but then I dropped dancing and started acting classes because I didn't want to dance anymore and I really wanted to fulfill my lifelong dream of acting. Zach called me and was like, "Are you in New York?" I was like, "No, I'm still here in L.A. and I'm acting." He was like, "OK, I need you to come in and teach the "Single Ladies" dance to Chris Colfer and Jenna Ushkowitz for this TV show I'm doing, Glee. Since you're acting now, I know Ryan Murphy would love to consider you for a part. Look as cute as you can so he'll love you even more." So I went in to teach the kids with a full-on outfit. I was scheduled to read with Ryan Murphy twice, but he canceled both times. After that, Zach called me and said they might not hire me anyway because they wanted the third cheerleader to be black, so my hopes were shot. But then my agent called a week later and said, "You're now cast as Brittany in Glee." So it was nuts.[5] Brittany's role in the show was initially intended to be minor, but grew towards the end of the first season. She does not have any solo musical performances during season one, but Morris hoped she would have one in the second season.[6] On April 27, 2010, Michael Ausiello of Entertainment Weekly reported that Morris would be upgraded to a series regular for season two.[7] Speaking to E! Online, Morris commented: "It's so fun. I literally just stand there and doze off and then I'm like, 'Oh yeah, I have to speak now!'"[8] At the 2010 Television Critics Association Summer Press Tour, Murphy stated that Brittany would have "big storylines" in the new season, as viewers want to know more about her.[9]
The Dance Room
In June 2019, Morris announced that she and her good friends (Ava Bernstine-Mitchell and KC Monnie) would be hosting a podcast for PodcastOne.[3]
2008 An-Ya Nightlife Dancer
The White Tie Affair Allow Me To Introduce Myself...Mr. Right/Candle (Sick and Tired)
Hit The Lights Drop the Girl
2011 Leo Moctezuma 2 Da Left Dancer
2008 Bedtime Stories Cat Girl Uncredited
The Elevator Girl Director, Writer, Producer
2009 Fired Up! Fiona Part of the "Panther" cheer squad/Body double
2010 A Sense Of Humor Laura Short
Andy Made A Friend Kate Short
2011 Glee: The 3D Concert Movie Brittany Pierce Also herself
2011 Post Lily
2012 Ice Age: Continental Drift Katie, The Gossip Girl Voice
2013 Spring Breakers Bess
2014 Horrible Parents Meg Short
2015 Most Likely to Die Gaby
2015 Romantically Speaking Ariel TV Movie
2016 The Cleansing Hour Heather Horror, Short
2016 Folk Hero & Funny Guy Nicole
2019 Dance with a Demon Mother Short film
2007 The Beyoncé Experience Dancer DVD: The Beyoncé Experience Live
2008 Swingtown Red Dress Disco Girl Uncredited, Episode: "Get Down Tonight"
2008 Eli Stone Street Dancer/Back-Up Dancer Uncredited, Episodes: "The Path" and "The Humanitarian"
Glee Brittany Pierce Season 1 - Series Recurring.
Seasons 2, 3, 4 – Series Regular.
Season 5 and 6 - Guest Star
2010 How I Met Your Mother? Dancer in Pink Shirt Uncredited, Episode: "Girls Versus Suits"
2011 Staples Commercial Herself/Dancer Back-to-school commercial for Staples (Canada)
2012 Punk'd Host 1 episode
2015 Comedy Bang! Bang! Eliza Hansenback 1 episode
2016 Go-Go Boy Interrupted Katie 3 episodes
2016 LA LA Living Lizbet
2017 Dancing with the Stars Contestant Season 24, Eliminated 5th
2018 Raven's Home Lady Cameo
2011 Playhouse West Film Foundation 2011 PWFF Grand Jury Awards Best Supporting Actress in a Feature Film Won
She has a kitten named Zachary Ryan Morris. Source
She appeared in several music videos such as White Tie Affair's Candle (Sick And Tired) and Mr. Right, Hit The Lights' Drop The Girl and An-Ya's "Nightlife.
She co-wrote and appeared in the video Nuthin' But A Glee Thang.
Heather has two older sisters, April and Crystal. April is the oldest, and Crystal is the second.
She wanted to major in journalism in college at Arizona State University, but after two semesters (in 2005 and 2006), decided not to continue with college and instead moved to LA to pursue a dancing and acting career.[4]
Heather is an alto. Her vocal range is C#3-Bb5.
She is 5'8" tall.
Heather covers Women's Health magazine
Her shoe size is 8.
She wants to go to the Netherlands and learn stuff about the country.[5]
Every Sunday she and her roommate go to a local coffeeshop and sit there for an hour with an organic, home-made pastry and a cup of coffee.
She wants to inspire at least one person in the world with what she does.
Her favorite movie is Atonement and her favorite dance movie is Moulin Rouge.
Her favorite TV shows are Glee, Vampire Diaries and Modern Family.
Her dream dance job is starring as a lead in a dance movie like Nine, Moulin Rouge or Dirty Dancing.
Her dream co-star is Dakota Fanning.
Her father died of cancer when she was 14. During an interview workshop with students in December 2009, she said, "It's something that is hard for me because I'm sad about it, but I don't dwell on it. I know he's in a better place instead of suffering."
She hopes her quote "Did you know that dolphins are just gay sharks?" will be a Trivial Pursuit question. She hopes it will be, "What character said this infamous line?."
She locked herself out of her hotel room naked when she was 10. She says it's a long story.
She does boxing, hot yoga, and dancing.
She was crowned Homecoming Queen.
She wants to go to Hawaii and become a professional surfer.
She has an angel tattoo on her lower back, and a tattoo saying "baby cakes" (which her father used to call her) below a halo on the left side of her lower abdomen. Source She also has an unknown tattoo as seen in the 2 Da Left music video and confirmed by someone who talked to Heather at the Nappa Valley Film Festival, but it is around her butt area. Source And also, a dreamcatcher on her back.
She is called HeMo (Heather Morris) by friends and fans.
Harry Shum Jr. was her teacher when she attended Hip Hop dance classes.
She is of scottish heritage on her father's side.
Her dream job was touring with Justin Timberlake.
Growing up, Heather lived next door to Brian Friedman and she danced with Lauren Gottlieb in high school. Brooke Lipton, the assistant choreographer on Glee (2009), went to Heather's dance studio.[6]
For their second Glee Live! show in Ireland on the 2nd of July, Heather changed her shirt to I'm with Amadán ("fool" or "stupid" in irish).
On July 3, 2011, Heather kissed co-star Naya Rivera on the lips at their last stop of the Glee European tour in Dublin, Ireland.
She has been best friends with Naya Rivera for years, who plays her love interest on the show.
She attended the The Twilight Saga: Eclipse premiere and is Team Stewart.
She is religious - when she did a dream board for a dance workshop she put a cross on it with the words God.[7]Source
Volunteered as part of the Make a Wish Foundation for a girl with cystic fibrosis who wanted a dance studio in her basement.[8]
Won an award for Best Supporting Actress in a Feature Film at the Playhouse West Film Foundation Awards for her role in the film Post.[9]
She is against puppy mills.[10]
She wants her and Naya to sing "Daydreamer" by Adele. If not a duet, then at least Naya.
She wants to return to college. Source
On what Brittany will do after graduation: "Maybe she decides to work on 3-D films for Discovery Channel. That would make me f**king happy," she said. "She'd be good at that. She'd get to go to the North Pole. She'd be searching for polar bears with a camera crew. Or maybe she'd do some journalism and try to interview [the polar bears]."[11]
Heather said in an interview that the largest audience she's ever performed in front of was 50,000 when she was on tour with Beyoncé.
In an interview on Good Morning LA, she said "My mother called me crying one day and was like (imitating sobbing) 'Heather, I don't like that you make out with everybody!' So I went to see Ryan and I asked him 'Am I a slut or what...?' And he said 'Well....you just like to make out.' "
She is the fourth youngest cast member.
She has her motorcycle permit. Source
In the November 2011 issue of Seventeen magazine, Morris was on the cover and admitted she had breast implants when she was 19. But just after Glee Live 2011 she had them removed because she was always in pain.
Darren Criss has a 'cool crush' on her.
Heather is #35 on BuddyTV's "TV's 100 Sexiest Women of 2011."
She had a crush on co-star Cory Monteith. Source
She started dancing at 18 months, and was starting in dance competitions at age 4, she said she was dancing so young because she started walking at 7 months.
She filmed the Ke$ha number on her birthday.
She likes to make people laugh.
Unlike her character, Brittany, Heather graduated with a 4.0 GPA.
Her favorite subject in school was science and math.
She bites her nails. Source
She was originally cast in the broadway production of West Side Story, but a week before she was supposed to move she got a phone call saying she was dropped, as she was "too blonde." Source
She lives with her high school sweetheart and now husband, Taylor.
She doesn't smoke and never has.
Said that after she got the news that she would finally get to sing on the show in the Britney Spears episode she was so overwhelmed that she started crying. Until Heather revealed this in an interview in front of the rest of the cast, Naya was the only person to know that she started crying as she was with Heather at the time she found out.
She dances a lot while recording songs. Source
For her 25th birthday, one of her presents were tickets to a Gotye concert.
She came in 3rd in afterellen.com/2012-hot-100, after co-stars Naya Rivera and Dianna Agron.
She, along with Vanessa Lengies, is the kookiest Glee cast member.
She is the most adventurous, according to the cast.
She competed on Dancing with the Stars, making her the second Glee actress to do so, after Amber Riley. She was eliminated in the 6th week of competition, despite having the first perfect score of the season.
Links and Social Networks
Snapchat - @heathelizab
she was in himym..
Heather :)
Heather Morris pregnant at wedding
Heather Morris shows off her large baby bump while stopping by a local burger joint to get some breakfast on Thursday morning (September 19) in Los Angeles.
Heather, Taylor, and baby Elijah
Behind the scenes S1
Heather and Emma Roberts in Punk'd
Heather at the Glee Live Concert
The Fame (ft. Heather Morris)
Advanced Tumbling
GLEE Meet Heather Morris (Brittany)
'Glee' Teaches You How To Dougie
Glee's Heather Morris rocks out with the
Heather Morris (Glee), So Luv a Licious (Extended Version)
↑ Heather MorrisGives Birth to Baby Boy Elijah September 2013.
↑ Heather Morris Welcomes Baby Boy No. 2—See His Precious Debut!
↑ Me doing a happy dance cuz a new podcast is coming straight to you, from the mouths and minds of professionals like 🙋🏼♀ME and along with my good friends @avaflav1 and @kcmonnie
↑ Heather Morris: Chic to Gleek And Back Again
↑ Q&A with Heather – Your Questions Answered!
↑ The Road to "Glee": Heather Morris Makes Her Mark in Hollywood
↑ Heather Morris' Dream Board: Peek inside this "Glee" star's heart
↑ When a celebrity becomes a friend!
↑ 2011 PWFF AWARD WINNERS
↑ help put an end to puppy mills!
↑ Glee Singers Give Us Their Musical Wish Lists for Next Season
Retrieved from "https://glee.fandom.com/wiki/Heather_Morris?oldid=3972009"
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Learn a life-saving self-rescue skill essential for all outdoors people who venture out in the winter. By learning how to reduce your cold shock and get yourself out of the water with these techniques, you can save your life or help someone who has fallen through the ice to save his or hers. This technique is designed for use in still water, such as a lake, and will work even if you are wearing bulky clothes. It allows you to move your body up onto ice that cannot support your standing weight, and teaches how to move over the ice until you reach ice with weight-bearing capacity.


Want to drill down to a new level in your research? Here are some subject-based online research portals and guides for our collections.
This guide is designed to show what kinds of materials are available at Hoole Library on topics related to African American history during the Jim Crow era, which starts with the end of Reconstruction in 1877 and ends in the 1960s, with the passage of the Civil Rights Act of 1960, the Civil Rights Act of 1964, the Voting Rights Act of 1965 and the Fair Housing Act of 1968.
This guide provides a list of our rare maps, which date from 1570 to 1864. It also gives context for each region's geography, particularly territorial changes over time, including colonization of the non-European world.
There is also a tab with suggestions for teaching with collections in these areas, with physical materials in person or digital surrogates.


It is very popular solution used by Outlook users globally during Exchange Server downtime to maintain stability in adverse situation, user can easily restore OST file and convert unreadable OST file into Office 365, Outlook PST, HTML, EML or MSG file format.
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text:
Odaberite jezik Hrvatski English
e-Citizens
EU and Ministry
Stay and work
INSTRUCTIONS FOR ACCOMMODATION PROVIDERS: How to register aliens on short-term stay
How to regulate the status of minor children – third-country nationals in the Republic of Croatia
Temporary stay of third-country nationals
Temporary stay for the purpose of family reunification
Work of third-country nationals
Stay and work permits under the annual quota
Stay and work permits outside the annual quota
Permanent stay
Biometric residence permit
Special biometric passport for aliens
Local border passes – Bosnia and HerzegovinaNova kategorija
Stay and work of EEA nationals and their family members
Short-term, temporary and permanent stay of EEA nationals
Posted workers
Stay and work of third-country nationals who have been granted permanent stay in another EEA Member State and of their family members
Stay and work of highly-qualified third-country nationals
EEA nationals and their family members may work and provide services in the Republic of Croatia without a stay and work permit, or a work registration certificate.
The provisions of the Aliens Act relating to the EEA nationals also relate to the nationals of the Swiss Confederation.
NOTE: On 1 July 2013, the Regulation on temporary implementation of rules governing the work of nationals of the European Union Member States and their family members (Official Gazette 79/13) entered into force. The Regulation defines temporary implementation of rules governing the work of EU nationals and members of their families who are nationals of those EU Member States which apply national measures or measures arising from bilateral agreements to the work of the nationals of the Republic of Croatia and their family members.
As regards the work of EU nationals and their family members, regardless of whether they are EU nationals or third-country nationals, the same measures based on reciprocity will be applied.
These measures will be applied to the work of EU nationals and their family members as long as the European Union Member States apply the same national measures or measures arising from bilateral agreements to the work of the nationals of the Republic of Croatia and their family members.
EU nationals and their family members covered by the Regulation may regulate their labour status in the Republic of Croatia in line with the provisions of the Aliens Act in the following manner:
if they want to work up to 90 days a year, on the basis of a work registration certificate (Articles 82 and 83 of the Aliens Act),
if they want to work for more than 90 days a year and if they enter into employment in the Republic of Croatia, they have to apply for a stay and work permit outside the annual quota.
The list of countries that the Regulation refers to can be found on the website of the Ministry of Labour and Pension System.
Restriction measures apply neither to the freedom of establishment of a national of one Member State in the territory of the other Member State nor to the freedom to provide services.
Consequently, all EU nationals (regardless of whether they are nationals of an EU Member State that has issued restriction measures for Croatian nationals) who are self-employed in their own company or sole trade, or who provide services or are posted workers, regulate their status pursuant to Title X of the Aliens Act. In order words, they may work in the Republic of Croatia without a stay and work permit or a work registration certificate.
The said category of aliens may work up to three months without registering their temporary stay, and if they intend to work longer than three months, they will have to register their temporary stay for the purpose of work pursuant to Article 158 of the Aliens Act. They will be issued a certificate of registering their temporary stay for the purpose of work. They will also be issued a residence card if they request so.
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Diplomatic Missions to Croatia
Your Europe portal
Croatian Government
Croatian Parliament
President of Croatia
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Classic Levi's Orange Tab Denim Cutoff Shorts for your little one! These have the "Levi's" printed in all caps on the Orange Tab, which make these an old pair! Some stains that may come out with washing, but otherwise great condition. Snap button and zip fly. Size not marked, but waist measures approx. 12" laid flat, and would best fit ages 8-10.


The Republican platform supports an emphasis on teaching science, technology, engineering, and math (STEM). I think this is a great idea. More STEM expertise could encourage graduates to pursue careers in those fields. This can benefit the country by making it more likely that we'll find cures for diseases or invent helpful new technologies.
But Republicans could make college more expensive, because they support private loans to pay for college, as opposed to federal loans. Private loans can cost more because the interest rate varies over time. Plus you have to start paying them back immediately. Federal student loans offer a fairly low interest rate throughout the life of the loan, and many of them don't start charging interest until after you've graduated.
However, I disagree with the Democrats' support of Common Core. My experience of Common Core was that teachers taught at a faster pace, and many students couldn't keep up. I could keep up, but many students couldn't. Getting everyone ready for the tests meant there wasn't time to ask questions. I think that money is better spent on improving school conditions and building enough schools for normal-sized classes.


See the newest Ogden homes for sale & South East Calgary real estate listings below. The residential neighbourhood of Ogden is located in Calgary's southeast zone. With a total land area of 1.6km2, Ogden also includes the neighbourhood of Millican and Lynnwood. The community is bounded by Glenmore Trail (South), Bow River and Deerfoot Trail (West), CPR Mainline (East), and CNR Tracks (North). Discover just listed Ogden neighbourhood properties for sale now!
Ogden housing market statistics: As of April 24, 2019 there are currently 30 properties for sale in Ogden listed as active, with an average asking price of $326,184. The highest-priced property is $499,999; the lowest priced property can be purchased for $182,500. Ogden neighbourhood listings have an average price of $310 per square foot, based on listings with 3.5 bedrooms, 2.2 baths, and 1,056 square feet of living space.
Selling or buying a home in Ogden Calgary soon? Call Justin Havre at RE/MAX First - 403.217.0003. Our community of Ogden real estate agents will help you navigate the Ogden housing market in Calgary.
Established in the year 1912, Ogden is considered one of Calgary's oldest communities. Ogden is named after I.G. Ogden, former Canadian Pacific Railway Vice President, while the Millican name originated from its early 1900s settlers, the Millican family. Alderman Gian-Carlo Carra represents the community in the city council as a member of Ward 9.
With the community's long history, a number of vintage homes and establishments such as the Ogden Hotel can be found in the area. In 2006, dwellings in the neighborhood included single-detached houses (which comprised 51% of the total homes in the area), semi-detached homes, apartments, and row houses. Of the 3,665 occupied residences in the neighborhood in 2006, 2,375 were owned and 1,295 were rented.
Living in Ogden provides its residents a convenient and comfortable community lifestyle with various facilities and amenities available within and nearby the neighborhood. There are several establishments within the subdivision including malls, shops, and restaurants. Residents can enjoy a number of open spaces in the neighborhood, such as the Bow Valley, and numerous parks are also visible within the area. Ogden real estate resides near Jack Setter's Arena, and an outdoor pool also offers residents several recreational opportunities.
Aside from these amenities, the community association also organizes a number of recreational activities for the residents. Activities such as public skating, Jelly Bean dances, and Teen Swim are organized, as well as celebrations like Winterfest and Canada Day. The association also runs the Family Resource Center, which provides program aids to help improve the lives of community members.
Thinking of buying or selling a home in Ogden? Let our local real estate agents help guide you through the purchase of your next home, or to expertly negotiate the sale of your current home. As local Ogden real estate agents, we're experts on the market dynamics unique to the Ogden real estate market. We'll get to work for you today!
Contact Justin Havre at RE/MAX First - 403.217.0003 to learn more about buyer or seller representation. Planning to sell your Ogden home? Check out our free home evaluation, where you can instantly price your Calgary home price your Ogden home online, in minutes!