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Personnel Today Awards 2016: TfL scoops Technology prize for online learning
By Clare Allerton on 22 Nov 2016 in HR Tech Talk, Onboarding, HR software, Personnel Today, PT Awards, HR Technology
Transport for London has won the 2016 Personnel Today Award for Excellence through Technology, sponsored by Broadbean, for implementing an online learning programme which engaged employees and saved money. We profile its winning entry and those of our runners-up.
Transport for London (TfL) manages London's growing transport network, including London Underground (LU). Employing more than 5,000 station staff, LU comprises 270 tube stations and 11 train lines.
Award for Excellence through Technology – the judges
Gareth Jones, The Chemistry Group
Andrew Spence, Glassbead Consulting
Faye Holland, Cofinitive
Every day the number of journeys made on TfL's network is increasing, so the organisation embarked on a once-in-a-generation programme of change to provide world-class customer service. Considered the largest business transformation project in Europe, the three-year programme aimed to transform the service, reduce operating costs and engage staff.
What the organisation did
Partnered with e-learning specialists, Kallidus, and learning experts, Interact Together, to design and deliver a flexible digital learning programme, using immersive e-learning and gamification to inspire lasting behavioural change.
Moved all learning online to increase the opportunity for technology adoption with staff who would be able to use their handheld devices to access the new learning content.
Ran workshops in collaboration with Interact to enable stakeholders to provide input and help shape content for digital learning.
Reduced complexity of handling cash and ticketing products, used e-learning to introduce staff to new automated procedures. Involved employees in the design process, using scenarios to facilitate learning of the full range of complex ticketing produces and processes.
Created bite-sized, user-friendly content, focusing on practical application: learning by discovery, scenario-based quizzes and real-life video.
Addressed accessibility challenges, as the majority of LU's workforce works underground with intermittent internet connection, by giving all employees iPads. Developed content optimised for use anywhere, on any device, so all learning progress could be saved and synchronised on reconnection.
Included virtual ticket machine simulations in the e-learning course, enabling employees to practice problem-solving before taking a final assessment. This approach had minimal impact on daily operations, with staff able to complete it remotely in 90 minutes instead of two weeks' classroom training.
Created a dynamic, Monopoly-style "Golden Ticket" game to motivate staff and further embed knowledge.
Benefits and achievements
Positive uptake of e-learning enabled 48% of employees to achieve the advanced ticketing qualification (TMS) in four months.
This was a critical enabler for successful implementation of the station operating model, allowing TfL to offer a full service to customers from April 2016.
By delivering this course digitally, 30,000 days of staff release were saved, equating to productivity savings of approximately £4.4 million.
Satisfaction survey shows that staff's ability to assist customers at passenger-operated ticket machines has improved by one-third (from 36% to 65%).
Fit for the Future will contribute savings of £50 million per annum to TfL's strategic cost-saving objectives up to 2019.
With a total spend of £8.4 million forecast for the project, the programme has been entirely self-funded, enabling TfL to invest in other vital improvements across the Tube network.
Judges' comments
"Real feeling of 'partnership' between client and customer in the submissions. Initial e-learning requirement then extended to broader learning strategy. Timely and efficient use of technology to transform operations and adoption by employees."
Barclays is a British banking and financial services company based in London. It has around 22 million retail customers, almost one million business banking clients and operations in more than 50 countries.
Barclays' goal was to transform its approach to recruiting the best talent. Over a two-year period, it set about: building a robust and globally scalable approach; advancing the accuracy of selection through scientific assessment and multimedia technologies; creating a p
Transport for London collect their award foe Excellence in HR through Technology
ositive hiring journey for candidates; and measuring progress around time-to-hire, cost per hire and quality of hire.
Defined the organisation's values, and translated these into desired, measurable employee behaviours.
Mapped values to the competency framework to describe desirable skills, behaviours and attributes required in staff.
Updated the selection and assessment approach to ensure there was a simple, rigorous and streamlined process that provided a consistent minimum global standard.
Made technology the heart of the global hiring framework, with the aim of moving towards a globally consistent approach.
Streamlined applications so that all candidates applying for a role at Barclays would go through the same process. With assessments online and automated, data on the completion and conversion rates could be analysed and monitored .
Introduced live action situational judgement tests (SJTs) with integrated multimedia capability as the first point of assessment.
Gave high volumes of candidates a realistic preview of life at Barclays through innovative tools. Technology combined accurate, predictive assessment that measures an individual's values, personality style, work preference and motivations, with immersive multimedia.
Customised SJTs to Barclays' needs. Using green-screen technology, tests immersed candidates in live-action video that portrayed a series of real-life job scenarios in the role they were applying for.
Rolled out SJTs to other divisions and geographies by replicating and localising scenarios in multiple languages.
More than 600,000 applicants assessed across Europe and Africa.
Achieved targeted cost savings of £6 million in the first year, and a further £14 million in 2014/15.
Cost per hire reduced by 30% and direct hiring moved from 67% to 93% – facilitated by the improved process.
Attracted fewer but higher-quality candidates; the average number of applications received per job nearly halved from 600 to 313.
Conversion from assessment to hire is four times better than it was previously; moving from 1:8 to 1:2 conversion.
Candidates net promoter score (NPS) rose by 41 points and hiring manager NPS rose by 21 points.
"An ambitious project linked to rebuilding culture globally. Delivered some excellent results with creative use of technology."
JT Group
JT Group is a global communications company providing a suite of managed products and services. This includes fixed-line, mobile, broadband, network connectivity and hosting, as well as high-speed fibre broadband services. Based in the Channel Islands, it employs more than 600 staff in 11 locations.
The group recently acquired companies in Australia and the US. The legacy HR system was unable to support employees across different jurisdictions. Managers did not find it user-friendly as it was a standalone system with no integration with other processes. They felt they were unable to run any meaningful employee data, as reports were unreliable.
Chose the Oracle HR system as a solution to bring the workforce together in a collaborative cloud-based solution.
Deployed Oracle across five countries in five months.The system integrated with multiple payrolls and provided all remote employees and road-based engineers with access to their own data, where they were able to book holiday, administer their timecards and view what development opportunities were available to them.
Enabled managers to remotely manage their employees regardless of geographical location using a device of their choice, which was fully integrated with their emails.
Allowed the system to be personalised – colleagues can choose a colour that suits them and the system adapts to local users' terminology, based on location.
Gathered a test group of employees across the businesses. Recruited "super users" who championed the technology and were able to assist with the training.
Provided drop-in sessions, videos and online user guides. The system was so simple and intuitive, however, not many staff took up the training – preferring to teach themselves.
Devolved people responsibility back to managers through using the system, which freed up HR resource.
Managers can now run meaningful reports on their own staff.
Employees can see what development and training opportunities are available to them.
Online appraisal system is slicker and more transparent.
Savings in HR team allowed it to re-deploy team to a strategic business partner model rather than transactional.
System can grow with the organisation as it expands globally in different jurisdictions
Data is up to date and reportable.
"A well-run project to implement a new global HR system, overcoming barriers along the way."
Leeds Building Society is the fifth-largest building society in the UK. It serves more than 700,000 customers across the country who, combined, hold around £9.9 billion in savings balances.
Leeds Building Society questioned how it could continue to grow colleague numbers, while delivering major transformation projects and retaining a highly engaged workforce who demonstrate its values. It needed to know how its colleagues were feeling, and have an early-warning indicator of any concerns.
Worked with PSYT Technologies to pilot a new behavioural analytics mobile phone app called me@.
Enabled me@ to regularly alert colleagues, asking them health, wellbeing and performance survey questions. In return, colleagues received personalised feedback charts and insight into their productivity, wellbeing and mood.
Received aggregated reporting on how colleagues operated across a broad range of colleague engagement elements; all of which could be segmented into different demographic groups, while retaining colleague anonymity.
Offered colleagues an exciting opportunity to be part of something new, innovative and progressive. More than 120 colleagues volunteered, to help the society to have a better, mutual understanding of performance and wellbeing.
Held an open day for all colleagues taking part, to showcase the app and answer questions.
Reported that, on average, colleagues spent a maximum of two minutes per day using me@, over a two-month period.
Demonstrated that by using me@, colleagues gained the benefits of increased self-awareness and increased performance. For example, they are able to see the time of the week at which they are most productive.
Colleagues are happy with their internal relationships, including the relationship they have with their line manager. They feel that there is open and honest communication, which enables a sense of trust.
Colleagues feel productive and are absorbed in their work, with opportunity to use their strengths.
Me@ has shown that there is insight to be gained into colleagues' performance, wellbeing and health.
Results have supported the breadth of engagement communications and the organisation has promoted the "team" award in its recognition programme, Excellence in Action.
Included activities such as lunchtime pilates, walking clubs and spin classes in quarterly colleague wellbeing weeks; launched a colleague cash health plan, which promotes wellbeing by effectively paying for preventative health checks, such as dentist and optician costs, as well as providing discounts to national gyms.
Me@ has helped to develop thinking for the future of behavioural analytics. The organisation now wants to develop and embed the use of an app that takes elements of personal performance, wellbeing and health into an all-round colleague engagement and communication platform.
Gamification and performance/behavioural data enabled the society to drive the right colleague engagement behaviours; deliver tailored communications to specific colleague groups, as well as Society wide; motivate and align teams through communication and recognition; develop colleague autonomy, mastery and purpose through re-enforcing what they are doing; and drive a culture of recognition and measurement.
"Really innovative solution helping employees to improve their wellbeing and productivity. It will be very interesting to see how the promising results from the pilot will be taken forward."
Questback
Questback is an online survey and feedback software provider. It offers data collection and analysis solutions including: market research; customer satisfaction and loyalty; product and concept testing; employee evaluations; and people analytics. It serves more than 50 countries and has launched more than one billion online surveys.
Questback has 300 employees, more than 50% of whom have joined in the last two years. Growth has been both organic and through acquisitions, meaning that the company needed to create a strong, but inclusive, culture to unify its workforce.
Introduced MySay – an always-on, continuous feedback platform, which went live in July 2015. MySay allowed every employee to provide their feedback and ideas through simple to use, mobile-friendly software.
Linked MySay directly to Questback's purpose, helping ensure that employees are mobilised and empowered to contribute ideas on any subject.
Allowed employees to log onto MySay, select a topic and rate how they believe the company is performing in that area and make suggestions for improvement. They can also create their own topics, if required.
Permitted staff to give a quantitative score on performance, but more importantly let them provide comments. These are routed to the feedback team, where they are followed up.
Ensured that every comment, and all feedback, is visible to the entire company. There is no anonymity for staff or managers. Once employees understood that they were not being judged, that everyone was equal, and that this was an opportunity to contribute to the company direction and strategy, the pace of feedback increased.
Agreed that every suggestion would result in a dialogue between staff and relevant senior managers – nothing is ignored. Results can be broken down and analysed by country, department and office, providing Questback with a real-time picture of engagement and mobilisation.
Over the last year, enterprise revenue grew by more than 100%.
Based on feedback and suggestions from new joiners, Questback has radically changed staff onboarding. This has increased satisfaction, retention rates and employer brand.
Around 380 suggestions have already been made, covering everything from product innovations to the type of tea provided in office kitchens.
All new staff now say they find the induction and onboarding process relevant; 70% of them view it as exceptional and something they have not experienced before.
MySay has provided a central, high-profile system that spans all offices and countries, acting as a shared backbone to the company, reinforcing culture and encouraging employees to see themselves as part of a bigger entity.
Staff know that they are being listened to and that action will be taken on their ideas and concerns. This management accountability has increased staff satisfaction and empowered employees.
MySay has been a vital part of cultural change, harnessing innovation and mobilising staff: in 2015, enterprise software revenues grew; investment in research and development increased by 50%, as ideas were turned into innovative new products and features; and, in the UK, sales grew by 21%.
"I like the approach to employee engagement which is evidently pervasive across the organisation. Strong submission."
Rentokil Initial
Rentokil Initial is a multinational business services company and is focused on pest control, hygiene and workwear. It is one of the largest business services companies in the world, comprising a number of global brands.
Around 90% of Rentokil's employees are technicians whose access to technology is limited and literacy levels are poor; the ability to provide learning and development (L&D) is critical, but it is impossible to bring everyone off the road for classroom training. Rentokil operates in more than 60 countries, so activities are cascaded by managers whose experience is often limited – employees speak more than 31 different languages, with 70% of the organisation not speaking English as their first language.
Implemented FUSE, a social and collaborative learning management system. It provided a platform that would engage users in the learning journey.
Aimed to create an online environment where people could learn on their own, where they would become "part of the learning experience", and not feel like they were having to do a mandatory piece of training.
Wanted the system to provide an element of gamification – through this the organisation could run internal competitions and recognise and reward colleagues' effort for engaging with the process.
Enabled colleagues to be creative via the recording functionality; to collaborate and share with other users, while learning. Users can create their own screencasts from within the tool. This can be achieved regardless of whether they are using a desktop, tablet or mobile device.
Developed FUSE to look like other social media tools – with the same look and feel as Google+ or Facebook, so that users would feel familiar with the interface. Users said that right away, it was easy to navigate and to find the necessary content.
Almost eight in ten (78%) employees said FUSE has helped them to apply learning to their role.
More than eight in ten (84%) found content on FUSE relevant and engaging.
Increase of 7,223% in content views per month – there is more usage of the new system in a day than there was on the old system in a month.
Net Promoter Score for FUSE is 8.6, an increase of five points.
There have been 1,500,000 learning interventions delivered since FUSE was launched.
More than 1,000 pieces of user-generated content have been produced or shared, resulting in a yearly saving of £232,000 (in comparison to the cost of creating/buying this content).
FUSE has reduced the amount of classroom training time by 20 minutes and by using the "event tool" within the platform, has increased compliance tracking by 80%.
Reduced number of training hours for technical training in North America, Germany, Spain, Portugal and Indonesia by an average of two hours per employee by using FUSE to deliver digital training, which has saved around £420,000.
"Good business challenge, solid solution and well-articulated business results."
The Royal College of Nursing (RCN) is the world's largest union and professional body for nursing staff. It is a membership organisation of over 435,000 registered nurses, midwives, healthcare assistants and nursing students.
A 2014 review showed recruitment processes were cumbersome and lengthy. Managers said that the e-recruitment system was difficult to use and very time-consuming. Almost one in five (19%) job applicants said that the e-recruitment system was disjointed. Half of the people who commenced the process did not submit their application, which meant that RCN was failing to hire talented candidates.
Decided that the RCN needed to completely overhaul recruitment and selection.
Created an employer brand that captured the culture and spirit of the existing workforce, coupled with projecting the RCN vision and future aspirations to prospective employees.
Upgraded the e-recruitment system from iGrasp to the newest version of the system, Talentlink. Made Talentlink a single sign-on system, eliminating the need for managers to have a separate username and password.
Reduced the number of authorisation steps needed to proceed to recruitment from four to two.
Allowed vacancies to be recruited on a CV-only basis, rather than with a standard application form, to improve the candidate experience and increase the number of relevant, quality applications received.
Introduced a simplified online shortlisting form.
Built a new careers website. Decided to bring the project in-house to ensure that RCN had better control of the site and that it was quicker and easier to update.
Careers website is attracting, on average, 974% more hits than the jobs page on the RCN website.
Reducing the number of authorisation steps has cut five days off the time taken to authorise recruitment – from six days to just one.
Streamlining the recruitment process reduced time to hire from 56 days in 2012/13 to 46 days.
Volume of applications reduced from an average of 17 per vacancy to 13, but a higher percentage of those applicants are shortlisted.
Percentage of posts re-advertised has fallen from 11% to 4%, indicating that RCN is achieving a higher standard of applicants in terms of quality.
Overall spend on recruitment has fallen 20% from £190 in 2013 to £152 in 2015 – in thanks to a significant reduction in expenditure on print advertising due to the technology of online recruitment.
Cost per hire has fallen 6% from £1,605 in 2014 to £1,514 in 2015.
"Impressive example of revamping the recruitment process using technology. Impressed with the initial analysis and strong work on the employer brand."
SAP UK
SAP UK is a market leader in enterprise application software. It helps organisations generate new opportunities for innovation and growth, and stay ahead of the competition. It is based in Middlesex, but also has 900 employees working in locations in Ireland.
As a result of a cost-savings initiative, SAP UK realised that it needed to develop a better way to attract job candidates. It desperately needed to reduce its third-party agency and job board spend, which was much higher than its industry peers. This could be achieved by creating a robust talent community and enhancing its online social media presence.
Began building a state-of-the-art Talent Community, using its recruitment marketing tool (RMK). Actively marketed prospective candidates, using this ever-growing database as a primary hiring channel.
All 300 members of the talent acquisition teams (sourcers and recruiters) began using the RMK tool on a daily basis.
Relaunched SAP's social media strategy to improve the overall employment brand. The social recruiting and creative media team launched "Life at SAP" social channels and focused on employees telling their personal stories.
Drove all of the traffic generated from content on social media channels to the careers site, and tracked all of the applications and hires using RMK. Using RMK, SAP proved to the business that social media channels really work in recruiting and making the best hires.
Merged the employment brand, creative media, and sourcing teams under one leader, Matthew Jeffery (VP of employment brand and sourcing). The employment brand team owns all "Life at SAP" social media channels, and this same team now markets directly to various segments of the Talent Community based on skillset, location, or both, based on the parameters of a specific hiring initiative.
Enabled the sourcing teams to tap into more than 600,000 members as a database of qualified, passive candidates. Sourcing teams not only search the database, but they can set up complex search alerts, allowing them to know the moment someone with a particular skillset in a particular location joins the Talent Community, so that they can immediately begin a relationship-building process.
As of 2015, SAP's sourcing and employment brand teams had launched 10 major campaigns to Talent Community members.
In early 2015, the employment brand team was able to identify 6,422 new graduates in the RMK Talent Community in Hungary, South Africa, and the UAE, and sent a targeted email, piquing their interest in the Sales Academy.
More than one in 10 (11%) candidates who received this email clicked on the apply link, and 69% of those candidates completed an application. In total, 17 people were hired as a result of the marketing campaign. This achievement was replicated in four other hiring initiatives in 2015.
Sourcers and recruiters have a massive candidate talent pool to tap into, and Talent Community is now their first and primary channel, above LinkedIn.
RMK has been an invaluable technology innovation at SAP, allowing it to be certain of the source of hire, and saving SAP £ 3.01 million in agency and job board fees in 2015.
Relaunch of "Life at SAP" social channels has reinforced which channels are building its pipelines and more has been invested in those channels: Facebook, Twitter, YouTube, Weibo, and WeChat. In 2015, the Facebook page grew from just 5,000 likes to almost 40,000.
SAP's WeChat site, launched in China in mid-2015, has almost 10,000 followers, with 68% growth in Q4 alone. The Weibo site (Chinese equivalent of Twitter), also launched in 2015, has more than 14,000 followers. These social media channels have accounted for more than 25% of the growth of the Talent Community in 2015.
"Great link of employer brand and recruitment, as well as aligning everyone into the same tool for recruiting purposes."


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When the time finally comes to tackle a website redesign, it's difficult to contain the excitement. There are so many things you just can't wait to have put into place! Then come the first steps to making it all happen.
Excitement turns to fear and trepidation as you try to craft a plan and put together the resources to turn all of your lofty ideas into reality.
Suddenly it begins to seem more and more like a home construction project: lots of advice from many sources; warnings about rip-offs, scams and slick tactics; choices for things that could go into, on and throughout your new website; decisions about who should do what, how long it should take, and how much it should cost. Finally, you're lost in so many details that you're not sure where to start.
Here are the most common red flags that your website redesign is not on the path to providing value and what you can do to avoid them.
Just like a home construction project, getting the blueprint wrong throws the final outcome into question. The worst part is you might not even realize anything is wrong until the construction team is long gone. In order for a website to have business value, it must be designed based on your business goals.
The high level goal is always the general notion of "getting more business". Unfortunately, if that's all that comes to the planning table, you could go live with a beautiful website that really does nothing toward meeting your business goals even though the site looks exactly the way you pictured it.
Providing strategic direction for your website should not be an easy step, so the first indication of trouble is trotting out a quick laundry list of all the bells and whistles you've dreamed of having on your website to stand as your plan. Instead, you should start with putting your business goals at the heart of your planning.
Your new website should be firmly rooted in driving business objectives. A good approach for this is to take your list of wants and incorporate them in a way that aligns with your business goals, the needs of the ideal site visitors and the technical realm of SEO. You'll need a workhorse vision where your website is built to play an active role in your sales and marketing efforts rather than operating as an elaborate, fancy brochure.
You should encourage a lot of questioning from those who are helping you. Why do you want the items on your wish list? You should have valid business reasons for them before you make the decision to incorporate them. Set a firm deadline for this exercise to make sure your project stays on track. Don't end up stalled due to avoiding making some tough calls. You'll likely have to cut some things you have on your wish list in order to add others that offer more value.
For many businesses, the most basic notion of having a website in the first place can be rooted in the idea of popping up on page one of Google and other search engines. The latest best practices in the SEO arena are very important and will definitely play a role in your website redesign, but it will involve more than a narrow view of whether or not your website appears on page one for a few keyword search terms.
Currently, more than 200 factors determine whether a web page will be served up in search results. No one can promise a rose garden of page one ranking for particular search terms and those that do are more interested in cashing your check and dashing out of the picture before you realize you aren't getting any value.
Instead, focus on using the specific language your marketing personas will use to research a problem that you can solve. Work to build content on your website that clearly conveys what you offer and how you can help them. Your website content should be tailor-made to attract your perfect customer by addressing problems, demonstrating your knowledge of how to solve them and providing useful resources.
Typically, there is a web designer and a web developer involved in creating a website. A designer makes things look beautiful and a developer makes sure things work like they're supposed to. Often, when this distinction isn't understood, it leads to a less than stellar website because a vendor is hired who is good in one area and not the other.
You should consider a team of professionals for the delivery of your project so you have the expertise to provide maximum value from both aspects within your project budget. You should also expect guidance for situations when a compromise is needed to align function, beauty and budget.
Getting it done fast may mean cutting some hefty corners. Someone who is overly eager to please you by promising your website in a very tight window of time is likely going to lead you to a poor outcome.
You'll either get a website in short order that is a complete waste of money – since there really wasn't time to build anything other than that – or you'll be caught in a stall where the super low price vendor said yes to all your unrealistic demands, took your check and then took his time getting around to your job.
The ideal person for handling your project examines your wants and needs for the website before there is any commitment to a specific timeline. You should aim for an up front discussion about how much time it will take – whether you'll like the answer or not – and the option of rolling your project out in phases. This approach allows you to get what you really need in a realistic time frame, test the value of your ideas along the way, and make adjustments according to outcomes.
Having only a few people within an organization involved in guiding how the website will be done can be a path to disappointment, but on the other hand too many people can bring a project to a halt when everyone can't come together on the decisions.
Modern websites should speak to the needs of customers and prospects in a way that inspires them to want to do business with you. Like with so many other things in life, moderation is the key. It's important to have those on your staff who are directly in touch with the needs of your business involved in some of the planning discussions or you could miss out on some very obvious content for your website.
Ideally, the person in charge of crafting your new website will use your business goals, input from each department (marketing, sales, customer services) as well as your best customers to uncover functionality and messaging that needs to be on your website.
Avoiding having a formal contract in place may seem like a win with the notion of allowing for unbridled creativity and endless revisions. However, simply "letting things evolve" as you work through the process without defining expectations, pricing and timelines in writing is a big mistake with website projects. Since each side can have completely different visions for the outcome, a lot of disappointment can be avoided by putting some things down on paper before any work takes place.
Reputable firms will bring paperwork to the table that provides a reasonable amount of definition but still allows the flexibility required for such a creative process. This becomes especially important when work is going to be divided between your in-house staff and an outside vendor. You'll need clear definition for who is doing what to avoid confusion and unnecessary delays.
Many people aren't well informed of the mechanisms to gather analytics for their websites much less actively pay attention to them. Scrapping your old site without taking a close look at its shortcomings reflected in this type of data could lead to a repeat of the same failures.
Find someone who can guide you in how to get this information and what to look for in the data. You'll want to know some average figures that show how many visitors come to your website each month and some general information about how long they stay, new versus repeat visitors, etc. Examining past performance is key to having your redesign attempt to fix problems and lead to future success.
We all want people to come to our website and be captured by the sheer awesomeness of it. But "going for wow" can leave you going broke when skipping over the consideration for the user expectations and experience.
It might look really flashy to have things whizzing around the homepage and popping up to surprise people but such tactics can have the opposite impact on the site visitor when it slows them down from accessing the content they expect to see. The priority should be providing the most efficient path for your target audience to gain access to what they need when they land on your site.
Sometimes simply leaving it up to the vendor for how a website will be built can lead to a site that cannot be edited or updated by anyone on your staff. A CMS (content management system) is a platform that can be used to build your website and often allow those with no knowledge of programming to make some simple updates to website pages.
When a vendor has complete control over updates even small changes can take forever – if they're done at all - and lead to a lot of extra fees to make them. Choose a system that offers flexibility for you and your staff to make some simple adjustments to page copy or switch out pictures, calls to action etc. without having to wait in line, pay another fee or both.
The common method most businesses take with the company website is to invest a lot of time, attention and money once every few years to give it a nice, big facelift. The next few years are spent sweating out the time it takes to make it to the next update.
Modern methods for website projects include a detailed plan for growth that incorporates the fluid, rapidly changing landscape and a website that is a living part of your marketing efforts. No more once and done website projects that take forever to launch and end up partially out of date almost as soon as they're published. Instead, aim for a website that operates as a marketing vehicle that receives constant attention, aligns with your budget and changes with you as you grow.
The free website doesn't make much of a brother-in-law deal when it ends up doing harm to your business. Avoiding the price tag of calling in a professional seems to save you money today, but costs you a fortune in the long run in missed opportunities. By failing to invest in a website that drives leads you can nurture to become customers, the money you saved today won't compare to the cost of lost time.
Historically, the approach to website creation has been a loose configuration of ideas brought to the table by everyone involved in the project. The goal is simply a final consensus as to whether all involved liked the finished product. The range of complexity can be as simple as an online brochure to a giant website full of pages but neither delivers any measurable ROI.
These days the trend is to build a website that is an inbound marketing hub for your business. Every page built for a purpose with a clear call to action guiding site visitors through the buyer's journey. The pages working in a synchronized effort to generate marketing and sales qualified leads. A definable, scalable process that can be measured and adjusted to influence the return on investment.
According to the 2015 State of Inbound Report, "inbound campaigns achieve higher ROI than outbound" regardless of company size and budget. To find success these days, a website must operate as command central for a total inbound marketing effort instead of being limited to a little more than an Internet billboard that only gets attention once every few years.
To make sure that yours does this, carefully review the 12 points outlined here. Use them to give you a new perspective. Identify your business goals, gather up the right people, resources, and processes needed to build your website to function as a more integral part of your business. Just like electricity to power lights and office equipment, think of your website as the source to generate leads and sales on a daily basis.
With this approach, instead of feeling anxiety, dread and disappointment you'll be happy with a website that is an asset delivering measurable, and much more visible return on investment.


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Reading: Sky Documentaries Today Saturday 21 January 2023
Home » Sky Documentaries Today Saturday 21 January 2023
Sky Documentaries Today Saturday 21 January 2023
Published Saturday 21 January 2023 4 Views
What's On Sky Documentaries
Today Saturday 21 January 2023
A full run down of everything airing on Sky Documentaries
Discovering: Charlton Heston
A profile of the Oscar-winning star of Ben-Hur
Leading film critics Wendy Mitchell, Neil Norman, Derek Malcolm and Ian Nathan discuss the career of the actor, who starred in films including The Ten Commandments, El Cid and Planet of the Apes, and won an Oscar for Ben-Hur
Discovering: Judy Garland
Profile of the actress, singer and entertainer
The life and work of Alfred Hitchcock
The Fog of War
Documentary about former US Secretary of Defense Robert McNamara
2003 – Documentary
Former US Secretary of Defense Robert McNamara looks back over his career, explaining why, after initially supporting the decision to go to war in Vietnam, he eventually chose to speak out against the conflict – a decision that cost him his position. Documentary by acclaimed film-maker Errol Morris
Deadline Day: Football's Transfer Window
A look at the transfer market
What's My Name: Muhammad Ali
Documentary chronicling the extraordinary life of the sporting legend
First of a two-part documentary chronicling the extraordinary life of one of sport's most famous figures, delving into the life and legacy of the boxer and activist. The documentary explores Ali's challenges, confrontations, comebacks and triumphs through previously unseen archive footage and recordings of the man himself
Part two of two. Documentary chronicling the life of one of boxing's most iconic figures
Part two of two. Documentary chronicling the life of one of boxing's most iconic figures, delving into the life and legacy of Muhammad Ali. The documentary explores Ali's challenges, confrontations, comebacks and triumphs through previously unseen archive footage and recordings from the man himself, this time focusing on the events that followed Muhammed Ali's defeat to Joe Frazier in 1971
A look at the career of the acclaimed filmmaker, Steven Spielberg
Directed and produced by documentarian Susan Lacy, this feature-length documentary examines the filmmaker Steven Spielberg's filmography in depth, revealing how his experiences fed his work and changed it over time. The film also includes insights from members of Spielberg's family, as well as friends and colleagues, and behind-the-scenes footage from many of his milestone films
A look at how Phil Spector gained a sinister reputation
A compelling portrait of the Italian cultural icon, Gianni Agnelli
A compelling and intimate portrait of the Italian industrialist and cultural icon, Gianni Agnelli, who became a symbol of Italy's post-war renaissance and embodied calm and prosperity in the aftermath of the Second World War. The documentary features a series of intimate interviews with members of his family, former lovers, friends, professional confidantes and rivals, along with newly discovered footage shot by Benno Graziani
The Armstrong Lie
Documentary about cycling champion Lance Armstrong's fall from grace
Documentary following cycling champion Lance Armstrong's fall from grace. Film-maker Alex Gibney was initially commissioned to follow the cyclist as he prepared to make a professional comeback by competing in the Tour de France, only to find himself documenting an unprecedented scandal as Armstrong was exposed as having used performance-enhancing drugs
Life of Crime 1984-2020
Three friends from New Jersey whose lives have been defined by drug addiction
Twist of Faith
The firefighter who sued church figures for abusing him
Pretending I'm A Superman: The Tony Hawk Video Game Story
How a series of video games brought skateboarding into the mainstream
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redpajama_set_name: RedPajamaCommonCrawl


Chisinau, Moldova - A "Beginners Training for Volunteers" was held as part of National Volunteer Week at the central prefecture of Chisinau on May 24. It was organized by the NGO PPROLUS. During the training young college students were introduced to volunteer policies in Moldova. They were also introduced to the meaning of volunteering as well as rights and benefits of volunteers. They received information on how to get involved in volunteer activities.
A guest from the Moldova Family Federation in the USA, Sarvar Abakulov, gave a short presentation on his personal experience as a volunteer in his state of New Jersey.
Participants were actively involved and had a good discussion on different important issues for Moldova, and they expressed their desire get involved in helping others.


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Meet the man who's determined to protect the Treby Arms' Michelin Star
Head chef Luke Fearon's message to all Treby Arms customers
Richard AmofaWhat's on reporter
Get our ultimate guide on things to do with PlymouthlLive's FREE What's On newsletter
For Luke Fearon, putting his own stamp on things at the Treby Arms provided an exciting, yet challenging task.
The 28-year old is currently the head chef at the venue having held the post since March after the departure of Anton Piotrowski.
But it's a position that doesn't faze him at all.
Inside the little Afro-Caribbean restaurant in Plymouth that's better than Turtle Bay
"I was kind of running the show when Anton was here for a little bit," he said confidently.
"I know the team inside out. We're really good friends.
"I've just moved in down the road into a cottage as well so I'm becoming part of the village."
He added: "I'm a Devon chef born and bred.
"I've done most of training in Devon and I know the area implicitly.
"I know what ingredients there are, where they come from. I know my farmers and all of my suppliers. That's what I'm all about."
Review: Plymouth's first ever bottomless brunch and Prosecco meal
Based in Sparkwell this small, historic venue holds significant value – not to mention a Michelin star.
Maintaining this, Mr Fearon says, is his biggest challenge for the next 12 months. But if anyone is capable of doing this, it's him.
After starting as a kitchen assistant at a country pub, he found himself taking charge aged 18 when the owner and chef passed away suddenly.
He won several awards during his five years at the pub, including as one of the Top 50 Sunday Roasts in the country, an accolade shared with the likes of Gordon Ramsay, before develop his skills further at L'Amuse Bouche, a boutique hotel in the Midlands.
A stint at the HH Restaurant near Exeter followed, before moving to the Horn of Plenty, near Tavistock, with head chef Scott Paton.
While they were in the kitchen together, the hotel and restaurant went from Three Michelin Stars to four and moved from Two Rosettes to Three.
A stint at the five-star Boringdon Hall Hotel followed before heading to The Treby Arms in 2016.
Luke Fearon, head chef at the Treby Arms
Despite his wealth of high-end experience, Mr Fearon admits that there is still an element of pressure in running one of the top restaurants in the country.
"I can't deny that," he said. "I'm working in one of the few Michelin star restaurants in the South West.
"But it's not one that keeps me up at night. I love my job.
"The pressure for me is finding the ingredients and making them sing on plate. It's all about that prime ingredient."
"We've made massive changes here – a lot more goes on behind the scenes than people think. Things like paperwork.
"We're putting together a lot of brand new recipe archives as well so everything's traceable and much more consistent than it ever was.
"I have an Anglo-French style that's been honed over the years, learning a lot of classic techniques from a number of top chefs.
The cherished Barbican tea room that's making a comeback - and it's got a secret garden
"It's just about taking all of the best bits and putting them into a format that works best."
In addition to maintaining the Michelin star, another aspect of importance for Mr Fearon is the pub inside the venue.
While the fine dining experience is the headline act, their pub eatery also provides affordable food while maintaining the usual premier standards.
Mr Fearon said: "We really want to reinforce the message that: Yes, we still have the pub and yes, you can still eat well here for under £20.
"Alternatively, if you want to come out and try our taster menu, come on down.
"We want to cater to everyone and make everyone happy.
"For us, it's about getting a repertoire behind us really of good dishes and recipes."
The new menu
With cooking, and pretty much everything else, timing is everything, and Mr Fearon's entrance into the Treby Arms hotseat in March continued that trend, and having joined in the spring, it's given him time to create a new menu for the summer months.
He said: "The inspiration behind the menu was being outside and being in the moors and the countryside.
"Here, we're close to the sea, we're close to Plymouth, and we're close to Brixham.
"There is a lot of splash and colour on the menu as a result of the ingredient used as well.
"It wasn't something we looked for initially but it's worked well. We've had 99% positive feedback from the customers."
What was on the menu?
When I was younger, consuming food like caviar was merely a dream that thought would be unattainable, so it was to my delight, pleasure and privilege that I was able to sample this flavour.
It worked really well with natural salts of the mackerel, while the horseradish crème provided the extra kick that took everything to the next level.
The gutweed and allotment herbs help to bring the dish into a more level pegging, complimenting the sharp fish flavours in a cool, calm way.
A new bar described as a 'gin palace' is about to open up in Plymouth
Out of all the dishes I sampled, this was the most surprising.
Sometimes simplicity is key but is often done wrong. In this case, though, that is not the case.
The beetroot gel offers a lovely sweetness to the dish, too, combining with the earthy flavours of the cheese.
Devon Duck
Onto the main with this Devon duck dish.
For me, although the texture was pretty much spot on, I would have liked a bit more seasoning on the duck.
Luckily, however, the flavours of the boudin and pink peppercorns do provide that burst of flavour that, when amalgamated with the duck provides a thrilling combination.
The red mullett dish served at the Treby Arms
Another impressive dish. The fish was tender and juicy, but the standout addition to the meal was the tangy and creamy courgette flower and sandy carrot puree. I wish I could have flooded the plate with it. Sensational.
The creativity in this dish has really changed my perception of a Black Forest.
Here, the chocolate really took prominence in the dish and was enhanced further by the ice cream which, although was vanilla-flavoured, had a soothing hint of tonka which gave it an almond and cinnamon feeling, too.
Meanwhile, the sharp taste of the cherry provided a freshness to the dessert, as did the lemon verbena.
The design of the dish was admirable, replicating the woodland feeling of the surrounding village.
Yuzu ver.2
An intriguing dish which was spectacularly presented.
The sweet lemon meringue again, combines well with the sweet cucumber which is dotted around the plate. Tasty but not too heavy. Perfect for the summer.
Anton Piotrowski
Plymouth City CentreThe lost shops of Plymouth that we'll never forgetHow many of these throwback stores do you remember way back in their heyday?
We ate the California-inspired burger everyone's going crazy for in Plymouth
FoodPeople are going mad for Zephyr Burgers' delicious bun and patty combo
Roof-top beer garden on the Hoe to stop troublesome tombstoners
Plymouth HoeThe Corinthian, which dates from 1688, was formerly used by the Royal Plymouth Corinthian Yacht Club until it was sold to Steve Langmaid in 2019
Girl from St Budeaux is acing it in the world of business at 19
Amazing PlymouthAbi launched her own business at the age of 15 and all of her hard work at the start is paying off
Lost restaurants of Plymouth - 14 places to eat we miss the most
FoodThese stunning eateries were revered for many years in our awesome city
MusicPlymouth musician Alex hart records lockdown solo album from her bedroomNo tours, no gigs... so Alex Hart dives Under the Covers and gets creative
The lost shops of Plymouth that we'll never forget
Plymouth City CentreHow many of these throwback stores do you remember way back in their heyday?
Plymouth's best bars urge public to play by the rules and make this 'our final lockdown'
Pubs'We had to accept what was happening and we could've either rolled over and died and become victims, or diversified'


Friends and former colleagues are sad to announce the passing of their friend Geoff Ormrod, who served as a Lifeboat crew member at Hoylake for 56 years.
Geoff joined the Royal National Lifeboat Institution aged just 16. He held many positions during his service, including Signalman, First Aider, 2nd Mechanic and later Coxswain from 1998 to 2001.
Notably on 20 September 1979, Geoff was part of a bronze medal service in storm force conditions to the yacht Truganini. During his time as Coxswain, he was also presented with a letter of appreciation from the RNLI's Operations Director for a service on a very stormy Christmas morning in 1999.
Geoff retired as Coxswain in 2001, but remained an active Shore Crew member. He also became an RNLI Divisional Assessor Trainer within the North Division, passing on his wealth of knowledge and experience to the next generation of volunteers.
Geoff's funeral will take place at 11:30 am on Friday 9 June at St. Hilderburgh's Church, Hoylake followed by a short service at Landican.


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Turning MLK Into Black Reagan
The relentless re-branding of Martin Luther King Jr. continues.
By Susie Madrak
Everything in life is context, and when it comes to Martin Luther King Jr. (happy birthday, Dr. King!), context is almost always lacking.
Over the past decades, we've seen conservatives try to claim his legacy as his own -- you know, the same guy they called a communist and an agitator.
"He was against all policies based on race," says Peter Schramm, a conservative historian. "The basis of his attack on segregation was 'judge us by the content of our character, not by the color of our skin.' That's a profound moral argument."
Taylor Branch, the Pulitzer Prize-winning author of a trilogy on King, says some conservatives are invoking a phantom version of King to avoid dealing with contemporary racial issues.
"They want to claim they understand Dr. King better than Dr. King did," says Branch, author of "Parting the Waters."
[...] One of the first leaders to invoke King's message in support of conservative ideas was Ronald Reagan, according to Stephen Prothero, who spotlights that moment in his book "The American Bible," which examines the most famous speeches and texts in American history.
In June of 1985, Reagan cited King's "content of our character" line from the "I Have a Dream" speech to argue in a speech opposing affirmative action that King's vision of a colorblind society would not include racial hiring quotas.
Yep: Black Reagan.
Most historians think King was getting more radical, not conservative, at the end of his life.
King concluded that racism wasn't the only problem: War and poverty were the others. He came out against the Vietnam War. He called for the nationalization of some industries and a guaranteed annual wage.
His most audacious plan was a forerunner of today's Occupy Movement. By 1968, King was preparing to lead a "Poor People's Campaign" to Washington. A coalition of poor blacks, Native Americas, Latinos and whites from Appalachia would occupy Washington and force the government to take money spent on Vietnam and use it instead to combat poverty. The campaign muddled on after King's assassination, but quickly fell apart without his leadership.
In a documentary entitled "Citizen King," the leader is shown speaking to a church audience, as he prepared his nonviolent army of poor people for Washington.
"It didn't cost the nation a penny to open lunch counters. It didn't cost the nation a penny to give us the right to vote," he said. "But it will cost the nation billions to feed and house all of its citizens. The country needs a radical redistribution of wealth."
Yeah, sounds just like Mitt Romney, right?
Deathandtaxesmagazine.com takes a look at "Seven Big Lies Conservatives Want You To Believe About Martin Luther King Jr."
This 2013 article in the Hill is headlined "Conservative blacks irritated with liberal flavor of MLK march anniversary." And then, they interview both of them: Mia Love and Herbert Cain! (That was a joke, son.)
Mia Love, the Republican mayor of Saratoga Springs, Utah, is black and was born in Brooklyn, N.Y.
She contends that modern-day civil rights activists, in league with the Democratic Party, de-incentivize personal responsibility and economic independence.
"I believe Dr. King would be saddened by the way that some of these leaders are telling Americans that they are victims and their only hope for a better future is a government handout," she said. "It does nothing but keep black Americans dependent."
That's just not true. The man was a radical! He called for a guaranteed annual income, reparations to the descendants of slaves, and an end to war and American empire. He railed against war crimes! Are these people crazy?
It's a tribute to the prescient power of Dr. King's legacy that they are trying so hard to distort it.
color-blindness, conservatism, Martin Luther King Jr., The Drum Major Instinct


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State Jurisdictional Residue: What Remains to A State Court When Its Chapter III Functions Are Exhausted?
Wednesday, 6 February, 2013 - 16:30 to 18:00
Paper presented by Professor Helen Irving (Sydney Law School):
Among the many issues facing the High Court in Momcilovic v The Queen [2011] HCA 34, was the constitutional validity of "declarations of inconsistent interpretation" made under section 36 of the Charter of Human Rights and Responsibilities Act 2006 (Vic) and exercised for the first time in 2010 by the Victorian Court of Appeal. Four members of the High Court found the declaration power valid. Of these, Chief Justice French notably found it valid for a State court, but invalid in the exercise of federal judicial power. The complication was that, when it made its "declaration", the Victorian Court was exercising federal jurisdiction, under section 75(iv) of the Constitution. How, then, were these positions reconciled? The Chief Justice identified what this paper calls "State jurisdictional residue". In his words, "There is no reason in principle why the Court of Appeal, having exhausted its functions in the exercise of its federal jurisdiction . . . could not proceed to exercise the distinct non-judicial power conferred upon it by the Charter. This paper considers what else, if anything, might lie in a State court's "jurisdictional residue", and its potential implication for the evolution of the Kable doctrine.
Commentators: The Hon Justice Steven Rares (Federal Court of Australia) and
Associate Professor James Stellios (Australian National University).
Chair: The Hon Justice Christine Adamson (Supreme Court of New South Wales)
Federal Court, Queens Square, Sydney, Court 18B, 5:30 pm
Download Helen Irving Paper


Classic Industries offers a wide selection of Body Panels for your Chevrolet Bel Air. Classic Industries offers Chevrolet Bel Air Floor Pans, Chevrolet Bel Air Braces, Chevrolet Bel Air Complete Floor Pans, Chevrolet Bel Air Partial Floor Pans , Chevrolet Bel Air Seat Frame Supports, Chevrolet Bel Air Toe Board Panel, Chevrolet Bel Air Shifter Tunnel Cover, and Chevrolet Bel Air Floor Pan / Trunk Pan Plug.
Reproduction long front floor brace for all 1955-57 four door hardtop models. This brace welds across the underside of the center floor pan.
Reproduction floor wiring covers for various 1955-57 models. These covers are screwed to the floor underneath the carpet at the door sills. Features original configuration and pre-punched holes for easy mounting.
Replace the rusted out right hand front floor pan on your 1955-57 Chevrolet with this heavy gauge die-stamped pan. Feature correct contours and correct drain plug locations. Made in USA. Note: S hipped oversize.
Reproduction of the original rear seat floor brace for all 1955-57 models. This brace welds to the the floor and the rear seat support brace on the passenger side. Made in USA.
Reproduction of the original passenger side front floor brace at the cowl. Fits all 1955-57 Chevy models. Manufactured from factory gauge sheet metal and features correct contours. Made in USA.
This reproduction of the original passenger side "B" pillar bracket provides support to the door jamb area. Welds behind the driver side B-pillar area. Made in the USA.
Reproduction left hand under seat floor pan for all 1955-57 Chevrolet models. This pan replaces the rusted floor area underneath the front seat. Made in USA. Note: Shipped oversize.
Reproduction rear seat to floor mount for 1955-57 Nomad and wagon models. This brace is the support for the seat bottom hinge and features heave gauge steel with correct mounting nut inserts.
The front floor to firewall area is a commonly rusted area. This reproduction left hand toe board panel will repair the problem. Features correct gauge steel and contours. Fits all 1955-57 Chevrolet models. Made in USA.
Reproduction long center floor brace for all 1955-57 Chevrolet models. This support welds across the underside of the floor between the trunk floor and the short floor braces. Made in USA. Note: Shipped double oversize.
Reproduction of the original rear seat bracket used on 1955-57 Chevy convertible models. Welds to floor to secure rear seat back. Note: Sold as each, two required per vehicle.
This brace segment replaces the damaged or rusted end of the long front floor brace on the driver side.Will not fit 4dr hardtop Made in USA.
This reproduction of the original driver side "B" pillar brace provides support to the door jamb area. Welds behind the driver side B-pillar area. Made in the USA.
Reproduction rear floor seat support for 1955-57 Chevy convertible models. This support welds to the driver side rear floor pan beneath the rear seat.
Reproduction of the original driver side front floor brace at the cowl. Fits all 1955-57 Chevrolet models. Manufactured from factory gauge sheet metal and features correct contours. Made in USA.
This is a complete weld-in front floorboard exclusively for the custom firewall panel with a 4" setback. This is the front of the floor pan between the front seat and the toe board. Note: Not for use with stock firewall.
This is a complete weld-in rear transmission cover for all 1955-57 models.
Reproduction rear floor seat support for 1955-57 Chevy convertible models. This support welds to the passenger side rear floor pan beneath the rear seat.
Reproduction of the original rear seat floor brace for all 1955-57 models. This brace welds to the the floor and the rear seat support brace on the driver side. Made in USA.
Reproduction left hand under rear seat floor pan for all 1955-57 Chevrolet models. This piece repairs the rusted floor area underneath the rear seat. Made in USA. Note: Will not work on wagon mode ls. Shipped oversize.
Reproduction short floor for all 1955-57 Chevy models. This support welds to the underside of the front floor, forward of the under seat braces. Fit LH or RH sides. Made in USA.
This rear cargo floor pan fits between the back seat and the tire well. Fits all 2/4 door wagons, Nomad and sedan delivery models . Made in USA. Note: Shipped double oversize.
Reproduction long front floor brace for all 1955-57 Chevrolet models except convertible and 4-door hardtop. This brace welds across the underside of the center floor pan. Made in USA. Note: Shi pped double oversize.
Aftermarket weld-in rear floorboard for 1955-57 Nomad and wagon models. These rear floorboards will cover the back of the rear seat to the tail gate. Manufactured from 16 gauge steel. Note: Welding is required.
Reproduction of the original under seat brace for all 1955-57 models. This brace welds to the underside of the floor on the passenger side between the short floor brace and the long front floor brace. Made in USA.
This brace segment replaces the damaged or rusted end of the long center floor brace. Measures approximately 16" in length and installs on the passenger side. Made in USA.
This brace segment replaces the damaged or rusted end of the long center floor brace. Measures approximately 16" in length and installs on the driver side. Made in USA.
This brace segment replaces the damaged or rusted end of the long front floor brace on the passenger side.Will not fit 4dr hardtop. Made in USA.
Reproduction rear short floor brace for 1955-57 Chevy hardtop and convertible models. This support welds to the underside of the floor on the driver side between the long center brace and the long front brace. Made in USA.
The front floor to firewall area is a commonly rusted area. This reproduction right hand toe board panel will repair the problem. Features correct gauge steel and contours. Fits all 1955-57 Chevrolet models. Made in USA.
This reproduction of the original passenger side "B" pillar brace provides support to the door jamb area. Welds behind the driver side B-pillar area. Made in the USA.
Reproduction rear floor seat support for 1955-57 Chevy 2-door hardtop models. This support welds to the passenger side rear floor pan beneath the rear seat.
Reproduction long front floor brace for 1955-57 Chevrolet convertible models. This brace welds across the underside of the center floor pan. Made in USA. Note: Shipped double oversize.
This reproduction of the original driver side "B" pillar bracket provides support to the door jamb area. Welds behind the driver side B-pillar area. Made in the USA.
Reproduction rear floor seat support for 1955-57 Chevy 2-door hardtop models. This support welds to the driver side rear floor pan beneath the rear seat.


text:
package LeetCode;

//this class is for PathSum, MinimumDepthOfBinaryTree, ...
public class TreeNode {
	int val;
	TreeNode left;
	TreeNode right;

	TreeNode(int x) {
		val = x;
	}
}

redpajama_set_name: RedPajamaGithub


text:
Володимир Єгорович Клязника ( , хутір Єгорівський Прилуцького повіту Чернігівської губернії, тепер Чернігівської області — , місто Сімферополь) — радянський діяч, журналіст, секретар Станіславського і Кримського обласних комітетів КПУ, головний редактор газети «Кримська правда».

Біографія
Народився в селянській родині. З 1926 по 1928 рік виховувався в дитячій колонії, де навчався столярній справі.

У 1928—1934 роках — робітник Прилуцької меблевої фабрики, майстер-столяр деревообробного комбінату.

Закінчив вечірнє відділення робітфак Ніжинського педагогічного інституту.

У 1934—1940 роках — пропагандист Прилуцького районного комітету комсомолу (ЛКСМУ); служба в Червоній армії; завідувач відділу пропаганди і агітації Прилуцького районного комітету ЛКСМУ Чернігівської області.

Член ВКП(б) з 1939 року.

У 1941 році закінчив заочно Вищу партійну школу при ЦК ВКП(б).

У 1941—1943 роках — завідувач відділу Карагандинського міського комітету КП(б) Казахстану; 2-й секретар Ленінського районного комітету КП(б) Казахстану міста Караганди.

У 1943—1945 роках — заступник завідувача відділу пропаганди і агітації Ворошиловградського обласного комітету КП(б)У.

У 1945—1948 роках — заступник завідувача відділу пропаганди і агітації Станіславського обласного комітету КП(б)У.

У 1948 — 18 вересня 1951 року — секретар Станіславського обласного комітету КП(б)У з пропаганди.

У 1951—1954 роках — інспектор ЦК КП(б)У.

10 березня 1954 — 6 жовтня 1956 року — секретар Кримського обласного комітету КПУ з пропаганди.

У 1956—1965 роках — головний редактор газети «Кримська правда».

У 1965—1972 роках — начальник управління з питань преси, в 1972 — 27 березня 1974 року — начальник управління у справах видавництв, поліграфії і книжкової торгівлі виконавчого комітету Кримської обласної ради депутатів трудящих.

З березня 1974 року — персональний пенсіонер.

Помер 25 вересня 1976 року.

Нагороди
 орден Трудового Червоного Прапора (26.02.1958)
 орден «Знак Пошани» (23.01.1948)
 ордени
 медалі

Примітки

Джерела
 Клязника Владимир Егорович
 1965 год. «Крымская правда»

Члени КПРС
Депутати Кримської обласної ради

redpajama_set_name: RedPajamaWikipedia


text:
Premia ETFs
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Markets driven by economics not viruses
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Markets are forward looking and they follow the money
Pandemics/Epidemics have had little discernible impacts on markets
Hang Seng and S&P 500 rallied in the face of SARS 2002-2003 - they were focused on recovery from the Nasdaq Crash
S&P 500 rallied despite devastating Swine Flu in 2009-2010 - it was more focused on recovery from the global financial crisis
Even the Spanish Flu pandemic, which killed between 50 million and 100 million people, did little to drive the Dow Jones
China's GDP will be dented in 1Q2020 but should recover later in the year
The news flow from China and around the world about the spread of the so-called Novel Corona Virus (2019-nCOV) is not good.
Chinese equities have fallen sharply and other markets look wobbly – but what happens after the initial correction? Markets have reacted. The Shanghai Composite Index has fallen 5.5% from its January 14 high to its January 23 low. The Hang Seng Index has fallen 4.8% from its January 20 high to its January 24 day-low. The S&P 500 is sending technical signals of a rolling over from its late January high. But what about after the initial declines?
The great unknown – how long it will take 2019-nCOV to run its course. We do not know how long it will take to contain this – whether this will be as bad as SARS of 2002-2003, or worse? But the experts are worried. President Xi Jinping has just warned the situation was "grave".
If it runs the course of SARS, this pandemic will take something like eight months before it burns itself out. SARS started in November 2002 and was officially declared contained by the World Health Organisation in July 2003. Could it be worse? This is the great unknown.
But we do know that markets are very forward looking and are not driven by human suffering. This is a statement of historical observation, not a moral judgment. Looking at historical events from pandemics to natural disasters to wars, it is observable that stock markets are not driven by human suffering, however great, however tragic. And they are very forward looking. To be clear, I am not trivialising the human cost of epidemics/pandemics nor the severity of this one. I'm simply looking at this through the lens of history.
The Dow Jones bottomed shortly after Pearl Harbour – when the conflict became a World War. During the Second World War, the Dow Jones bottomed on April 28, 1942. That was less than five months after Japan attacked Pearl Harbour. That is, the conflict became a World War, drawing in the United States. There are many theories about why the Dow Jones rallied (albeit with a few corrections in between) until mid-1946, after which it collapsed – after the War.
My interpretation is the market looked past the terrible human suffering of the war and saw the eventual defeat of Germany and Japan. The US destroyed the Japanese Imperial Navy in the Battle of Midway in June 1942 – a defeat Japan could not recover from. In the second half of 1942-early 1943, Germany suffered a devastating defeat at the Battle of Stalingrad, suffering losses it too could not recover from.
SARS, November 2002-July 2003, didn't show a discernible impact on even the Hong Kong market. Now to epidemics and pandemics: What happened during the SARS epidemic in 2002-2003? The Hang Seng Index had already been in retreat – under pressure from bearish global market forces related to the Nasdaq Crash – from March 2000.
The first case of SARS was identified in Guangdong mid-November 2002. But in October 2002, the Hang Seng had already put in an intra-month low at 8773. And at the height of the epidemic – and it is important to note that HK had the second highest number of cases and fatalities in the world, next to mainland China – the Hang Seng only lost another 5% to the low in April 2003. But during the course of SARS, the Hang Seng Index actually picked up 9%, from its November 2002 month-low to its July 2003 high. Indeed, looking at the Hang Seng chart overlaid against the S&P 500, it becomes apparent that SARS was not a significant driver of the Hong Kong stock market over the medium-term. The movements of the Hang Seng largely mirrored those on the S&P 500. (Figure 1)
Swine Flu, April 2009-August 2010, did nothing to stop the market's recovery from the global financial crisis. The S&P 500 barely skipped a beat in its ascent from the post global financial crisis low of March 2009, even though the US CDC estimated the pandemic caused anything between 151,700-575,400 deaths worldwide, compared to around 800 for SARS. The pandemic started in April 2009 and was declared by the World Health Organisation to be over in August 2010.
The S&P 500 picked up 30% from its April 2009 low to its August 2010 high (Figure 2). Belgium was the worst affected country. But the Bel20 index also picked up 30%. Indeed, both the S&P 500 and the Bel20 started to wobble mid-2010, long after the number of cases had declined significantly.
Just as the market paid little attention to the Swine Flu on the rise, it paid little attention to it on the decline. By mid-2010, the market was focusing on the Euro Area debt crisis, not the recovery from Swine Flu. It didn't pay much attention to the H1N1 when it was rampant anyway.
Spanish Flu, January 1918-December 1920, again didn't register significantly on the Dow Jones Index. This pandemic was so widespread the estimates of the death toll is still sketchy today. It is estimated at anything between 50 million to 100 million.
Yet, the Dow Jones rallied through much of 1918, correcting a bit only in late 1918, pushing yet higher through most of 1919, collapsing in late 1919, when the number of deaths per thousand had fallen dramatically. But that had little to do with the Spanish Flu.
The decline in the Dow Jones by late 1919 was a forward-looking response to the severe, 18-month deflationary recession that started January 1920, lasting to July 1921, during which the US GDP contracted 6.9%.
Markets look forward – and almost always at economics and money. The bottom line is that epidemics/pandemics and even natural disasters tend not change underlying trends in markets. If they were bullish before the epidemic/pandemic or natural disaster, the events may pause the market's ascent, but generally not derail it. If the underlying trend in the market was bearish, the events tended to accelerate the downside. They generally don't create the bearishness to begin with.
What about the situation today? The starting point should be what your underlying view of the market was before December last year. For me, the US market looked overvalued, technically "toppish", and vulnerable. The market will use this as an excuse – as good as any – to correct an overvalued situation. However, absent a financial crisis – which was unlikely late last year and is still unlikely at this time, coronavirus or no coronavirus – a deep bear market is not a high probability risk.
Chinese equities were undervalued – particularly relative to developed markets. And Chinese equities have been in a gently rising channel since middle of last year. By early January, the Shanghai Composite was already at the top of its channel with oscillators signalling an imminent mean reversion. 2019-nCOV has simply accelerated that. Beyond that, the markets will be more interested in the economy than in the virus per se.
The SARS virus of 2002-2003 slowed the Chinese economy from 11.1% y/y growth in 1Q2003 to 9.1% y/y growth in 2Q2003. But the Chinese economy ended 2003 with 10% y/y growth, compared to 9.1% for 2002. If 2019-nCOV runs approximately the same course as SARS 2002-2003, we will likely see GDP growth declining in 1Q2020, recovering later in the year. And markets will likely resume their prior trajectories.
Meanwhile, on a personal note, to all our clients and friends, please take the necessary precautions, and stay safe.
Simon Say Boon Lim
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Coming Soon To A Theater Near You: Local Digital Ads
by Paul Gough , August 23, 2002
Coming soon to a movie theater near you: Digital ads to go with the high-resolution digital motion pictures.
That's the future envisioned by World Theatre Inc., a North Carolina-based company that has just been granted three patents that gives it rights over the distribution of digital content to movie houses and the direct placement of digital content to electronic billboards. And while the future isn't here yet, World Theatre is getting ready for it now.
"The patent [No. 6,424,998] covers operating systems that would support the transition of film delivery to exhibitors through digital instead of the physical canisters that have been used forever," said Robert D. Summer, chairman and CEO of World Theatre.
Most of the nation's 35,000 movie theaters remain analog, requiring each film to be sent to each cinema. That presents several problems to the industry, including the risk of piracy and damage that lessens the film's quality for showing. A digital system would allow instantaneous delivery of films to theaters, shutting out pirates, giving cinema operators flexibility in scheduling and offering moviegoers a better experience.
And it would give advertisers an opportunity to reach consumers in a place where few spots have gone before. Advertising has been done at the movie theater for years, but all of the spots have been put on relatively expensive film with little flexibility and accompanied by a string of messages flashing messages from the popcorn stand and coming attractions. But the same system that delivers movies digitally can also be used to deliver digital ads efficiently and cost effectively, Summer said.
"The system would enable delivery of time-bought advertising of the highest quality to targeted film audiences, depending on what's playing," Summer said. "What's playing will produce a different mix. What time it is will produce a different mix."
World Theatre holds the patent on a distribution system for films, ads and other content but it doesn't build the technology. Summer said pieces have been built by companies like Texas Instruments, Boeing and Qualcomm. World Theatre plans to run its satellite-delivery system from its center in North Carolina's Research Triangle.
"It's the ability to have high-quality, digitally transmitted ads that have the same high quality as the digital movie, and to be able to manage the process," he said.
Moviehouse operators and Hollywood know digital is coming. The National Association of Theater Operators, a North Hollywood, Calif.-based trade group, is among those calling for a single standard. NATO couldn't be reached for comment. But Summer said one standard would allow the industry to move forward. Summer, the onetime head of RCA and Sony Entertainment, said the DVD industry didn't move forward until one standard had been set.
A second patent, 6,430,603, protects a system for the direct placement of advertising on electronic billboards. The system would allow ads to be scheduled in duration, location and times to a network of electronic billboards. Summer said the system allows for outdoor advertising to be sold the same way as radio: Down to the daypart, number of repeats, geographic location and demographic. Imagine a 30-second spot on an electronic billboard that plays as drivers pass on a freeway.
"Our vision is managing the systems enabling the advertising and distribution to wide networks of outdoor signs to introduce flexible and powerful messages visible on a 24-hour basis," Summer said. A third patent, No. 6,430,605, would allow advertisers like retail store chains, to have ads tied to the point of purchase.
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Haig's lawyer says more time is needed to review evidence and consider resolving the case before any indictment is filed.
Haig was charged by prosecutors with conspiring to make and sell armor-piercing ammunition.
Authorities say unfired armor-piercing cartridges found inside the Las Vegas hotel room where Stephen Paddock launched the Oct. 1 attack had Haig's fingerprints.
Haig maintains he legally sold tracer ammunition — which illuminates the path of fired bullets — to Paddock in the weeks before the shooting that killed 58 people.
PHOENIX (AP) — Phoenix police say a collision ejected four of the five people in the two vehicles and sent both vehicles into a block wall, fatally injured a 3-year-old boy and leaving a 6-year-old girl in extremely critical condition.
Police say the three other people injured in the wreck include a man and a woman who were in the same vehicle as the two young children and a man who was driving the other vehicle.
The wreck occurred Monday night on the 1800 block of East Greenway Park in north Phoenix.
Sgt. Vince Lewis says impairment is being investigated as a possible factor.
PHOENIX (AP) — A bill that would guarantee an unlimited supply of free feminine hygiene products to state inmates has been blocked by the chairman of the House Rules Committee.
Republican Rep. T.J. Shope says the issue should be handled by the Department of Corrections and not through state statute.
Democratic Rep. Athena Salman wants to appropriate $80,000 to purchase the items for inmates upon request. It also would prohibit the Department of Corrections from making the women pay for them.
The agency currently provides inmates with 12 free pads each month. Inmates may requests an additional 12, but they cannot keep more than 24 at any one time. If women want tampons, the items can be purchased in the commissary.
FLORENCE (AP) — Authorities say an Arizona prison inmate serving a life term for murder has died in Florence and it appears to be a suicide.
Arizona Department of Corrections officials say 48-year-old Carlos Carrillo was found unconscious in his cell Monday with a bed sheet tied around his neck.
Prison staff tried life-saving measures until the Florence Fire Department and paramedics arrived at the scene, but Carrillo died.
Carrillo was sentenced to prison in 2003 out of Maricopa County to life in prison for first-degree murder, attempt to commit armed robbery, kidnapping and three counts of aggravated assault.
He was an inmate at the Arizona State Prison Complex-Eyman.
PHOENIX (AP) — Arizona Gov. Doug Ducey has signed legislation providing $2.5 million to Maricopa County to run a special election to replace former Rep. Trent Franks.
Ducey signed the bill Tuesday funding the special primary and general elections after the Legislature voted to approve the legislation.
Maricopa County estimates the election will cost $3.5 million. The Senate sponsor of the bill has said the county may be able to come back for more cash but there is no guarantee.
The costs are for a Feb. 27 primary and an April 24 general election.
Twelve Republicans and two Democrats are on the primary election ballot. Each party's top vote-getter moves on to the general election.
Franks resigned Dec. 8 amid sexual harassment allegations.


Following the wave of new Blackberry handsets revealed by RIM last week, Vodafone have become the first network to pop the BlackBerry Bold 9900 on sale and announce pricing for the smartphone.
The phone will come free on 24 month contracts, starting at £41 a month. That bags you 1,200 miinutes of talk time, unlimited texts and a 500MB data allowance per month.
If that's a bit too pricey for your monthly wages, you can buy the phone for £399 on a £20.50 a month plan, £299 on a £26 one, £199 for £31 a month, or £99 for £36.
RIM's skiniest smartphone yet, the Bold 9900 is just 10.5mm thick, with a 1.2GHz processor and the BlackBerry 7 OS onboard. Both a 2.8 inch, 640×480 resolution touchscreen and QWERTY controls feature, alongside NFC tech.
8GB of internal storage comes as standard, expandable by up to 32GB with microSD cards. Still and video shooting specs are clocked at 5MP and 720p HD respectively.
Check out Vodafone's run-down of the handset in the video above, and then click here to browse their offers.


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Two women go 'out on a limb,' open Old Skool Diner
Old Skool Diner opened last month at 286 N. Cedar St., Newark, the former location of Paco's Taco's.
Restaurant owners are Amber Stambaugh, Nancy Beumel. The cook is Stambaugh's husband, Dennis Rauch.
NEWARK – A casual conversation between friends about someday operating a restaurant turned into reality just two months later when Old Skool Diner opened on North Cedar Street.
Amber Stambaugh and Nancy Beumel took the leap of faith, jumping into a business neither had much experience in, but they did have an experienced cook. Amber's husband, Dennis Rauch, worked for 23 years as a cook at Aladdin Diner in Granville.
Old Skool Diner opened last month at 286 N. Cedar St., former home of Paco's Taco's.
"It's two women who went out on a limb on this," Stambaugh said. "We took every penny and went out and did it. We wanted to bring something like this to the east end of Newark."
Stambaugh, of Newark, has worked in the healthcare industry and cares for her four special needs children. Beumel, of the Toboso area, worked as a Hanover Township volunteer firefighter for 18 years and a nurse for 10 years. She worked as a nurse for Stambaugh's children.
Beumel said the conversation in May with Stambaugh was not exactly serious planning.
"I've said I always wanted to own a restaurant, and she did too," Beumel said. "We were talking with her family a couple hours in the evening. We kind of laughed about it and that was it.
"About a week later, she called and said she found this building. If you don't ever try it, you'll never know. So, here we are, and everybody says we got great food."
The community response has been very positive, they say, especially for the open-face roast beef sandwich, home-made potato salad and mashed potatoes, patty melt, banana bread, hand-cut fries and fresh-baked pies.
"We try to make as much homemade as we possibly can," Beumel said. "I make a lot of food myself. Her husband is training my son and it's blossomed into a two-family business."
And, Stambaugh's mom makes homemade bread, biscuits, pies and cinnamon rolls.
Stambaugh said they are committed to giving back to community, feeding the homeless and donating to the Salvation Army and St. Vincent de Paul.
The endeavor hasn't been all smooth sailing, but business is good, they say.
"A lot of little hurdles," Beumel said. "We had to buy some new equipment and that kind of put us behind, but all in all, everything seems to be doing really well."
Monday, Wednesday, Thursday, Friday, Saturday: 7:30 a.m. to 5 p.m.
Sunday: 7:30 a.m. to 3 p.m.


Binds VLDL and transports it into cells by endocytosis. In order to be internalized, the receptor-ligand complexes must first cluster into clathrin-coated pits. Binding to Reelin induces tyrosine phosphorylation of Dab1 and modulation of Tau phosphorylation.
LRP8 and VLVLR together are required for correct embryonic development in the brain. Targeted disruption of both genes results in a phenotype virtually indistinguishable from that seen in "reeler" and "scrambler" mice. Subtle effects of VLDLR deletion are found mainly in the cerebellum, whereas lack of LRP8 predominantly affects the positioning of the neurons in the neocortex.
"Normal development and fertility of knockout mice lacking the tumor suppressor gene LRP1b suggest functional compensation by LRP1."
Marschang P., Brich J., Weeber E.J., Sweatt J.D., Shelton J.M., Richardson J.A., Hammer R.E., Herz J.
Abundant in heart and muscle; less in kidney, brain, ovary, testis, lung and adipose tissue.