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Participating Organization(s)
National Institutes of Health (NIH)
Eunice Kennedy Shriver National Institute of Child Health and Human Development (NICHD)
Funding Opportunity Title
Reproductive Scientist Development Program (RSDP) [K12]
Activity Code
K12 Physician Scientist Award (Program) (PSA)
Announcement Type
Related Notices
Funding Opportunity Announcement (FOA) Number
Companion Funding Opportunity
Catalog of Federal Domestic Assistance (CFDA) Number(s)
Funding Opportunity Purpose
This funding opportunity announcement (FOA) issued by the Eunice Kennedy Shriver National Institute of Child Health and Human Development (NICHD), National Institutes of Health, invites applications for the Reproductive Scientist Development Program (RSDP). The purpose of the RSDP is to provide career development support for obstetricians and gynecologists who have completed their clinical training, and who are committed to a career conducting basic science research in an academic setting. The overall goal of the Program is to strengthen the field of obstetrics and gynecology by encouraging the application of contemporary science advances to clinical practice. It is envisioned that the mentored training experience will assist junior faculty in their transition into independent, productive, physician-scientists in areas related to obstetrics and gynecology and its subspecialties.
Posted Date
July 20, 2012
Open Date (Earliest Submission Date)
October 15, 2012
Letter of Intent Due Date
October 15, 2012
Application Due Date(s)
November 15, 2012, by 5:00 PM local time of applicant organization.
AIDS Application Due Date(s)
Not Applicable.
Scientific Merit Review
February/March 2013
Advisory Council Review
May 2013
Earliest Start Date(s)
July 1, 2013
Expiration Date
November 16, 2012
Due Dates for E.O. 12372
Not Applicable.
Required Application Instructions
It is critical that applicants follow the instructions in the SF 424 (R&R) Application Guide including the Supplemental Instructions to the SF424 (R&R) for Preparing Institutional Ruth L. Kirschstein National Research Service Award (NRSA) Application, except where instructed to do otherwise (in this FOA or in a Notice from the NIH Guide for Grants and Contracts). Conformance to all requirements (both in the Application Guide and the FOA) is required and strictly enforced. Applicants must read and follow all application instructions in the Application Guide as well as any program-specific instructions noted in Section IV. When the program-specific instructions deviate from those in the Application Guide, follow the program-specific instructions. Applications that do not comply with these instructions may be delayed or not accepted for review.
Part 1. Overview Information
Part 2. Full Text of the Announcement
Section I. Funding Opportunity Description
Section II. Award Information
Section III. Eligibility Information
Section IV. Application and Submission Information
Section V. Application Review Information
Section VI. Award Administration Information
Section VII. Agency Contacts
Section VIII. Other Information
The overall goal of the NIH Research Career Development
programs is to help ensure that a diverse pool of highly trained scientists is
available in appropriate scientific disciplines to address the Nation's
biomedical, behavioral, and clinical needs. More information about Career
programs may be found at the NIH Extramural Training Mechanisms website.
This FOA encourages applications from organizations that propose creative and innovative institutional research career development programs in the mission area(s) of the NIH.
The proposed institutional research career development program may complement other, ongoing research training and career development programs at the applicant institution, but the proposed career development experiences must be distinct from those career development programs currently receiving Federal support.
The purpose of the RSDP is to provide career development support for obstetricians and gynecologists who have completed their clinical training, and who are committed to a career conducting basic science research in an academic setting. The overall goal of the Program is to strengthen the field of obstetrics and gynecology by encouraging the application of contemporary science advances to clinical practice. It is envisioned that the mentored training experience will assist junior faculty in their transition into independent, productive, physician-scientists in areas related to obstetrics and gynecology and its subspecialties.
The RSDP is a national career development program that was launched in 1988 with the goal of developing a cadre of reproductive physician-scientists based in academic departments who could employ cutting-edge cell and molecular technologies to address important problems in the field of Obstetrics and Gynecology (Ob-Gyn). The mentored research experiences offered by this program seek to assist junior faculty in their transition to productive, independent physician-scientists who are highly competitive for research funding. As of spring, 2012, approximately 90 clinical fellows (hereafter referred in this FOA as "scholars") have participated in the RSDP. Of those scholars, nearly 90% are active in academia, 62% have applied for NIH funding (excluding loan repayment applications) and approximately two-thirds of those applying have received at least one grant. Many of these individuals have also gone on to assume leadership positions in their respective institutions.
The parent award is provided to an academic institution that then provides funds to US-based academic institutions to support scholar career development activities. Since its inception, the parent award has been based at the University of California, San Francisco and was re-competed by a letter of intent according to NICHD procedures for renewal of this Program.
The RSDP has distinguished itself from other K12 programs in that scholar career development is done in two phases. In Phase I, which lasts two, and occasionally, three years, a scholar identifies a sponsor (usually a chairperson of Ob-Gyn) and a world-class mentor(s) at a US institution of their choice. During this phase, the scholar devotes 100% of their time conducting cutting-edge basic research in cellular/molecular biology. Following this intensive research training, the scholar enters Phase II training and assumes a junior faculty position in the sponsoring department for three years, as assured by the department chairperson at the time of the prospective scholar's application for an appointment to the career development award. During Phase II, the scholar spends at least 75% of their effort in mentored laboratory research with the remaining time being spent in teaching or clinical service. It is during this phase that the scholar attempts to establish an independent research program by applying for extramural grant support generally through the NIH. An RSDP Selection Committee reviews applications for Phase I and II and makes recommendations to the PD/PI of the K12 award. An RSDP Evaluation Committee also performs site visit reviews of scholars at the end of their Phase I experience and when issues arise.
With funds from this award, the RSDP will provide annual support for up to 15 scholars including up to three scholars for each of the first and second year of Phase I training and for each of the first, second and third year of Phase II training. These scholars will train in laboratories located at premier research institutions throughout the country. After having been nominated to the RSDP by a Chair of Ob-Gyn, each applicant to the RSDP will be chosen for entry into Phase I and progression to Phase II by the RSDP Selection Committee.
The scope of the research conducted by the scholar includes all areas of Ob-Gyn with a focus on career development leading to research independence. Emphasis of scientific projects should be on allowing the scholar to acquire state-of-the-art techniques in cellular and molecular biologythat will allow them to answer questions important to reproductive science. The work should ultimately be relevant to general Ob-Gyn and/or its subspecialties such as maternal-fetal medicine, reproductive endocrinology and infertility (including those interested in contraception), gynecologic oncology and urogynecology.
The proposed RSDP may complement other, ongoing training and career development programs at the applicant institution, but the proposed RSDP research experiences must be distinct from those of other career development programs currently receiving Federal support.
Funding Instrument
Application Types Allowed
The OER Glossary and the SF 424 (R&R) Application Guide provide details on these application types.
Funds Available and Anticipated Number of Awards
NICHD intends to commit up to $1,800,000 total costs in FY 2013 to fund one award. Future year amounts will depend on annual appropriations.
Award Budget
Application budgets are limited to a total cost ceiling of up to $1,800,000 in FY 2013, and must reflect actual needs of the proposed RSDP.
Award Project Period
The project period duration may not exceed five years.
Personnel Costs
Applicants designing, directing, and implementing the career development program may request salary and fringe benefits appropriate for the person-months devoted to the program. Salaries requested may not exceed the levels commensurate with the institution's policy for similar positions and may not exceed the congressionally mandated cap. If mentoring interactions and other activities with scholars are considered a regular part of an individual's academic duties, then mentoring and other interactions with scholars are non-reimbursable from grant funds.
Limited program-related administrative and clerical salary costs associated distinctly with the program that are not normally provided by the applicant organization may be direct charges to the grant only when they are in accordance with applicable cost principles. For institutions covered by OMB Circular A-21, this type of career development program may qualify as a "major project" where administrative salaries are allowable as a direct cost. When specifically identified and justified, these expenses must be itemized in Sections A and B, as appropriate, of the R&R Budget.
Support for personnel and other administrative activities should be limited to no more than $200,000 direct costs per year.
Items that may NOT be supported with K12 funds include:
Participant Costs
Scholars are those individuals who benefit from the proposed activities and experiences involved in the career development program. Scholar costs must be justified as specifically required for the proposed career development program and based on institutional policies for salaries paid to individuals in similar positions, regardless of the source of funds. These expenses must be itemized in the proposed budget.
Salary and Fringe Benefits:
For the first two years of the Program, scholars are provided up to $100,000 for salary support plus associated fringe benefits, annually from the K12 award consistent with their institution's salary scale. The total salary requested must be based on a full-time, 12-month staff appointment and requires scholars to devote no less than 12 person-months (equivalent to 100%) of full-time professional effort to conducting research and engaging in activities devoted to the development of a successful research career.
For years three through five of the Program, scholars are provided up to $75,000 for salary support plus associated fringe benefits, annually from the K12 award consistent with their institution's salary scale. The total salary requested must be based on a full-time, 12-month appointment and requires scholars in Phase II to devote a minimum of 9 person-months (equivalent to 75%) of full-time professional effort to conducting research. The remaining effort may be devoted to other activities such as teaching or clinical service.
The institution may supplement the NIH salary contribution up to a level that is consistent with the institution's salary scale; however, supplementation may not be from Federal funds unless specifically authorized by the Federal program from which such funds are derived. In no case may PHS funds be used for salary supplementation. Institutional supplementation of salary must not require extra duties or responsibilities that would interfere with the purpose of the Program.
Research and Career Development Support:
All applicants may request up to $25,000 per year for support of scholars' and career development activities. Allowable expenses include (1) travel to training or scientific meetings; (2) research supplies and equipment; and (3) technical support and statistical or computer services. These research and development costs must be specifically documented for each individual candidate and must be specifically related to the scholar's research activities. They cannot be pooled and used for other programs unrelated or indirectly related to the research activities of individual scholars.
Other Program Related Expenses
The RSDP budget should include adequate funds to permit each scholar to attend the annual RSDP Scholar's Retreat.
Indirect Costs
Indirect Costs (also known as Facilities & Administrative [F&A] Costs) are reimbursed at 8% of modified total direct costs (exclusive of tuition and fees and expenditures for equipment), rather than on the basis of a negotiated rate agreement.
NIH grants policies as described in the NIH Grants Policy Statement will apply to the applications submitted and awards made in response to this FOA.
Higher Education Institutions
The following types of Higher Education Institutions are always encouraged to apply for NIH support as Public or Private Institutions of Higher Education:
Nonprofits Other Than Institutions of Higher Education
The sponsoring institution must assure support for the proposed program by all training sites. This includes assuring that all training sites provide of adequate staff, facilities, and educational resources that can contribute to the success of the planned program.
Non-domestic (non-U.S.) Entities (Foreign Institutions) are not eligible to apply.
Non-domestic (non-U.S.) components of U.S. Organizations are
not eligible to apply.
Foreign components, as defined in the NIH Grants Policy Statement, are not allowed.
Even though non-domestic (non-U.S.) Entities (Foreign Organizations) are not eligible to apply, it is permissible during Phase I for Scholars to spend time in a foreign-based laboratory if this experience can enhance the research skills of the Scholar. The duration of time spent in the foreign laboratory should be no longer than three months. Also, the experience must be unique in that it cannot be duplicated in a US-based laboratory setting.
Applicant organizations must complete the following registrations
as described in the SF 424 (R&R) Application Guide to be eligible to apply
for or receive an award. Applicants must have a valid Dun and Bradstreet
Universal Numbering System (DUNS) number in order to begin each of the
following registrations.
All Program Directors/Principal Investigators (PD(s)/PI(s))
must also work with their institutional officials to register with the eRA
Commons or ensure their existing eRA Commons account is affiliated with the eRA
Commons account of the applicant organization.
All registrations must be completed by the application due date. Applicant organizations are strongly encouraged to start the registration process at least 4-6 weeks prior to the application due date.
Any individual(s) with the skills, knowledge, and resources
necessary to carry out the proposed research as the Program Director/Principal
Investigator (PD/PI) is invited to work with his/her organization to develop an
application for support. Individuals from underrepresented racial and ethnic
groups as well as individuals with disabilities are always encouraged to apply
for NIH support.
For institutions/organizations proposing multiple PD(s)/PI(s), visit the Multiple Program Director/Principal Investigator Policy and submission details in the Senior/Key Person Profile (Expanded) Component of the SF 424 (R&R) Application Guide.
The PD/PI should be an established investigator in the scientific area in which the application is targeted and capable of providing both administrative and scientific leadership to the development and implementation of the proposed program. The PD/PI will be expected to monitor and assess the program and submit all documents and reports as required.
This FOA does not require cost sharing as defined in the NIH Grants Policy Statement.
Applicant organizations may submit more than one application, provided that each application is programmatically distinct.
NIH will not accept any application in response to this FOA that is essentially the same as one currently pending initial peer review unless the applicant withdraws the pending application.
Researchers from diverse backgrounds, including racial and ethnic minorities, persons with disabilities, and women are encouraged to participate as mentors. Mentors should have research expertise and experience relevant to the proposed program. Mentors must be committed to continue their involvement throughout the total period of the award.
Scholars to be supported by the RSDP must be at the career level for which the planned program is intended. RSDP Scholars must have an M.D. degree or equivalent and must have completed a postgraduate residency training in general Ob-Gyn or an Ob-Gyn subspecialty area. Scholars may also have a Ph.D. or other doctoral degree in addition to an M.D. Scholars are expected to be in a 12 person-month (100% of full-time professional effort) position during the appointment on the K12 award.
Phase I Scholars must have 100% of their professional time protected from clinical duties or assignments. Phase II Scholars must have a minimum of 75% of their professional time protected from clinical duties or assignments.
At the time of entry into the RSDP, a scholar may not be or have been a PD/PI on an R01, R29 or subproject of a Program Project (P01) or Center (P50, P60, U54) grant, independent mentored career development (K-series) grants or other equivalent research grant awards. Individuals who are or were PD/PIs on NIH Small Grants (i.e., R03s) or Exploratory/Developmental Grants (i.e., R21s) may be eligible providing they meet the other eligibility requirements.
By the time of appointment, each scholar must be a citizen or a non-citizen national of the United States or have been lawfully admitted for permanent residence (i.e., possess a currently valid Permanent Resident Care USCIS Form I-551, or other legal verification of such status). Details on citizenship requirements are available in the NIH Grants Policy Statement.
During the period of their appointment, scholars may not accept or hold any other PHS award that duplicates the provisions of this career award. However, scholars may remain eligible for other individual mentored career development awards (e.g., K08, K22, K23, K25, K99) at the conclusion of the K12 appointment if additional training is needed to establish research independence. Combined support through the K12 and other mentored career development award programs must not exceed six years. Scholars may also hold concurrent support from their K award and a competing research grant during the last two years of their Phase II training. According to NIH Policy (NOT-OD-08-065), Scholars who are successful in obtaining support from other grants as a PI or subproject Director of a multi-project grant are permitted to reduce the level of effort required for the K award to no less than six person-months (50% full-time professional effort) and replace that effort with effort on an NIH research grant or subproject provided they remain in a mentored situation.
Applicants must download the SF424 (R&R) application package associated with this funding opportunity using the "Apply for Grant Electronically" button in this FOA or following the directions provided at Grants.gov.
It is critical that applicants follow the instructions in
the SF424
(R&R) Application Guide except where instructed in this funding
opportunity announcement to do otherwise. Conformance to the requirements in
the Application Guide is required and strictly enforced. Applications that are
out of compliance with these instructions may be delayed or not accepted for
For information on Application Submission and Receipt, visit Frequently Asked Questions – Application Guide, Electronic Submission of Grant Applications.
Letter of Intent
Although a letter of intent is not required, is not binding, and does not enter into the review of a subsequent application, the information that it contains allows IC staff to estimate the potential review workload and plan the review.
By the date listed in Part 1. Overview Information, prospective applicants are asked to submit a letter of intent that includes the following information:
The letter of intent should be sent to:
Louis V. DePaolo, Ph.D.
Eunice Kennedy Shriver National Institute of Child Health and Human Development (NICHD)
6100 Executive Boulevard, Room 8B01
Bethesda, MD 20892-7510
Rockville, MD 20852 for courier/non-USPS service
Telephone: 301-435-6970
Fax: 301/480-2389
Email: firstname.lastname@example.com
The forms package associated with this FOA includes all applicable components, mandatory and optional. Please note that some components marked optional in the application package are required for submission of applications for this FOA. Follow the instructions in the SF424 (R&R) Application Guide to ensure you complete all appropriate "optional" components.
All page limitations described in the SF424 (R&R) Application Guide and the Table of Page Limits must be followed.
Follow all instructions provided in the SF424 (R&R) Application Guide for Preparing Institutional Ruth L. Kirschstein National Research Service Award (NRSA), with the following modifications:
Substitute all references to "trainees" in the SF 424 (R&R) Application Guide with "scholars" and all references to "training" in the SF 424 (R&R) Application Guide with "career development".
Project Summary /Abstract
Provide an abstract of the entire application, including the long-term goals and objectives of the program. Include the rationale and design of the program, the planned duration of the program and the projected number of scholars, including their levels.
Committees (Uploaded via the Other Attachments section)
A plan must be provided for the appointment of all committees necessary for the operation of the RSDP. These may include an Executive Committee, Selection Committee and Evaluation Committee. The composition, responsibilities, frequency of meetings, and other relevant information for each committee should be included. Describe the composition of each committee, identifying the role and the desired expertise of members. For example, describe how the Executive Committee will function in providing oversight of the development, implementation, and evaluation of recruitment strategies, the recruitment and retention of candidates, and the evaluation of the overall effectiveness of the program. A plan for Selection Committee approval and selection of participants should be included. Describe the criteria used by the Evaluation Committee in determining the suitability of an applicant for participation in Phase I and Phase II of the RSDP. Note that proposed committee members should not be named in the application, particularly if they include individuals from outside the institution. However, renewal applications with committees in place should include names of existing committee members. Please name your file "Committees.pdf"
The filename provided for each "Other Attachment" will be the name used for the bookmark in the electronic application in eRA Commons.
Follow all instructions provided in the SF424 (R&R) Application Guide with the following modifications:
All Supplemental Instructions to the SF424 (R&R) for Preparing Institutional Ruth L. Kirschstein National Research Service Award (NRSA) Application must be followed, with the additional instructions described below:
Substitute all references to "trainees" in the SF424 (R&R) Application Guide with "scholars" and all references to "training" in the SF424 (R&R) Application Guide with "career development".
Program Administration (Component of Program Plan)
Describe the strengths, leadership and administrative skills, and scientific expertise of the PD/PI. Include the planned strategy and administrative structure to be used to oversee and monitor the program. For applications with multiple PDs/PIs, address the Leadership Plan and how the combined knowledge, skills and experience of the individual PDs/PIs will enhance the likelihood of success of the program. When a program administrator position is planned, a description of the scientific expertise, leadership, and administrative capabilities essential to coordinate a national program for developing investigators must be included in the application.
Program Faculty (Component of Program Plan)
Describe in general terms the complementary expertise and experiences of the proposed mentors. Provide an overview of their active research and other scholarly activities, as well as track records of mentoring.
Proposed Training (Component of Program Plan)
Provide an overview of the proposed program: Describe the immediate and long-term objectives of the program, including activities that will be used to ensure that the objectives of the program are met. Include information about planned courses, curricula, seminars, workshops, or tutorials that will be incorporated into the training program and mentored research experiences and activities. Institutions with existing career development programs must explain what distinguishes this program from the others, how the programs will synergize, if applicable, and justify that the faculty, pool of potential trainees, and resources are robust enough to support additional programs. The description should include planned strategies to be used to ensure that the objectives are met. The PD/PI should also describe past research career development activities/experiences including those of mentors, documenting the success of former trainees in establishing independent productive scientific careers.
Program Evaluation (Component of Program Plan)
Describe an evaluation plan to review and determine the effectiveness of the program. This should include plans to obtain feedback from current and former scholars to help identify weaknesses and to provide suggestions for program improvements, as well as plans for assessing trainees' career development and progression, including metrics such as degree completion (if applicable), publications, and subsequent positions. Specified evaluation metrics should be tied to the goals of the program. Evaluation results should be included in future competing continuation (renewal) applications and in the Final Progress Report.
Trainee Candidates (Component of Program Plan)
Describe in general terms the pool of potential candidates including information about the types of prior clinical and research training and the expected career level required for the program. Do not name prospective trainees. Describe plans to recruit candidates and explain how these plans will be implemented (see also section on Recruitment and Retention Plan to Enhance Diversity). Describe the evaluation criteria to be used in the selection of trainees. Provide brief summaries of training plans that the program will employ. The application should contain a description of how training plans will be tailored to the needs of the prospective candidates, taking into account their past experiences and competences.
Institutional Environment and Commitment to the Program (Component of Program Plan)
The application must include a statement from the applicant institution describing the commitment to the planned program. The institution must assure that essential time will be allowed for the PD(s)/PI(s), other faculty and mentors, and that the PD/PIs will require that institutions selected by scholars for mentored career development research activities will provide written assurance of protected time for scholars (for Phase I, 12 person-months, equivalent to 100% effort; for Phase II, 9 person-months, equivalent to 75% effort), as well as essential time for faculty involved in mentoring.
Recruitment and Retention Plan to Enhance Diversity
Individuals are required to comply with the instructions for Recruitment and Retention Plan to Enhance Diversity as provided in Chapter 8 of the SF424 (R&R) Application Guide.
Plan for Instruction in the Responsible Conduct of Research
Individuals are required to comply with the instructions for Plan for Instruction in the Responsible Conduct of Research as provided in Chapter 8 of the SF424 (R&R) Application Guide.
Progress Report (Renewal Applications Only)
Renewal applicants should provide a list or table of scholars who have participated in this K12 program over the past ten years. Provide scholar data including name, years funded through the K12 program, name of mentor, department, title of research project or research topic area, current professional position (appointment type, department), and research grant awards (e.g., R21, R01). Optional information may include peer reviewed journal publications based on RSDP-supported research. Standardized data tables are available to provide some of this information (see below).
Data Tables
Standardized data tables for institutional training programs (e.g., T32 and K12 programs) are located at http://grants.nih.gov/grants/funding/424/index.htm#datatables. The data tables are designed to enable consistent entry and review of data for training program faculty and scholars. The information provided in these data tables is not counted toward the 25 page limitation for the main body of the application (Items 2.2-2.4 in the SF424 instructions).
Some or all of the tables may not be appropriate for any given K12 application. Applicants are encouraged to use those tables that will be useful in describing important aspects of the program. Additional tables may be included in the Research Training Program Plan. However, such tables will count as part of the 25 page limit.
Please read the Introduction to the Data Tables linked on the above web site before starting to prepare the tables. The data tables should be numbered consecutively and titled as shown, even if some are not used. Indicate by table number and title those tables that are intentionally omitted. Additional tables not specified in these instructions should be identified by letter, rather than number, to avoid confusion with the sequentially numbered required tables.
The information included in the data tables should be used to present a detailed documentation of the proposed K12 Training Program. For example, renewal applications may include a list of data from past scholars as described in the instructions for Table 12B. Publications of past scholars resulting from work conducted during the period of K12 training, regardless of when the publication actually appeared, may be listed in Table 6B. Applicants may provide explanatory notes at the bottom of the standardized data tables.
Use the data in these tables to support the presentation of the training program as described in the body of the application. Applicants should include the data table attachment (Item 13. Data Tables) even if none of the standardized data tables will be used. List the data tables by title and indicate that the table is "Not Applicable".
Do not use the Appendix to circumvent page limits. Follow all instructions for the Appendix as described in the SF424 (R&R) Application Guide.
Part I. Overview Information contains information about Key Dates. Applicants are encouraged to submit in
advance of the deadline to ensure they have time to make any application
corrections that might be necessary for successful submission.
Organizations must submit applications via Grants.gov, the online portal to find and apply for grants across all Federal agencies. Applicants must then complete the submission process by tracking the status of the application in the eRA Commons, NIH's electronic system for grants administration.
Applicants are responsible for viewing their application in the eRA Commons to ensure accurate and successful submission.
Information on the submission process and a definition of on-time submission are provided in the SF424 (R&R) Application Guide.
This initiative is not subject to intergovernmental review.
All NIH awards are subject to the terms and conditions, cost
principles, and other considerations described in the NIH Grants
Policy Statement. .
Pre-award costs are allowable only as described in the NIH Grants Policy Statement.
Applications must be submitted electronically following the instructions described in the SF 424 (R&R) Application Guide. Paper applications will not be accepted.
Applicants must complete all required registrations before the application due date. Section III. Eligibility Information contains information about registration.
For assistance with your electronic application or for more information on the electronic submission process, visit Applying Electronically.
Important reminders:
All PD(s)/PI(s) must include their eRA Commons ID in
the Credential field of the Senior/Key Person Profile Component of the
SF 424(R&R) Application Package. Failure to register in the Commons
and to include a valid PD/PI Commons ID in the credential field will prevent
the successful submission of an electronic application to NIH.
The applicant organization must ensure that the DUNS number it provides on the application is the same number used in the organization's profile in the eRA Commons and for the Central Contractor Registration (CCR). Additional information may be found in the SF424 (R&R) Application Guide.
See more tips for avoiding common errors.
Applicants are required to follow the instructions for post-submission materials, as described in NOT-OD-10-115.
Only the review criteria described below will be considered
in the review process. As part of the NIH mission,
all applications submitted to the NIH in support of biomedical and behavioral
research are evaluated for scientific and technical merit through the NIH peer
review system.
Reviewers will provide an overall impact/priority score to reflect their assessment of the likelihood for the program to exert a sustained, powerful influence on the research field(s) involved, in consideration of the following review criteria and additional review criteria (as applicable for the project proposed).
Reviewers will consider each of the review criteria below in the determination of scientific merit, and give a separate score for each. An application does not need to be strong in all categories to be judged likely to have major scientific impact.
Career Development Program and Environment
Does the proposed program clearly outline a plan to recruit and develop well-qualified junior investigators for successful careers as biomedical or clinical researchers? Is there evidence of an adequate pool of potential scholars who could benefit from receiving career development support? Are the content and duration of any proposed didactic, training-related, and research-related activities of the program appropriate? Are appropriate timelines indicated for career progression and transition to independence? Does the institutional environment (e.g., research facilities and other relevant resources) in which the program will be conducted contribute to the probability of success? Does the proposed career development program benefit from unique features of the scientific environment, subject populations, or employ useful collaborative arrangements? Is the institutional commitment to the proposed program appropriate? If multiple sites are participating, is this adequately justified in terms of the career development and research experiences provided? Is there sufficient assurance that the required effort of the PD/PI, mentors and scholars will be devoted directly to the research training, career development, and related activities? When applicable, is there adequate documentation describing the responsibilities of the various committees (i.e., Executive, Selection and Evaluation) with regard to the provision of input, guidance and oversight of the program? For renewal applications, was institutional support sufficient to allow the program to achieve its objectives?
Program Director(s)/Principal Investigator(s) (PD(s)/PI(s))
Do the PD/PI and Research Administrator (if applicable), have the experience to develop, direct and administer the proposed program? Does the leadership team bring complementary and integrated expertise to the program? Is there evidence that an appropriate level of effort will be devoted by the program leadership to ensure program objectives? Are the research qualifications, scientific stature, previous leadership and mentoring experience, and track record(s) appropriate for the proposed career development program? Are the PD(s)/PI(s) currently engaged in research relevant to the scientific area of the proposed program?
Do the mentors have expertise and experience, as well as track records of past mentoring and training? Are the quality and extent of the mentors' roles in providing guidance and scientific advice to the scholars acceptable? Are the mentors currently engaged in relevant research?
Is a recruitment plan proposed with strategies likely to attract high quality scholar candidates with a commitment to research relevant to the objectives of the FOA and the potential to develop as independent researchers? Are there well-defined and well-justified recruitment and selection strategies? Is there evidence of a sufficiently large, competitive scholar pool to warrant the proposed size of career development program? Is there an appropriate plan for the content, the phasing, and the proposed duration of the career development plan for achieving scientific independence for the prospective candidates? What is the likelihood that the career development plan will contribute significantly to the scientific development of the scholars? Does the plan for selection of the scholars include all of the eligibility criteria stated in the FOA?
Training Record
Does the program have a rigorous evaluation plan to assess the quality and effectiveness of the career development program? Is there evidence of a successful past training record of the PD/PI including the success of former scholars in seeking independent support and establishing productive scientific careers?
As applicable for the project proposed, reviewers will evaluate the following additional items while determining scientific and technical merit, and in providing an overall impact/priority score, but will not give separate scores for these items.
Protections for Human Subjects
Generally not applicable. Reviewers should bring any concerns to the attention of the Scientific Review Officer.
Inclusion of Women, Minorities, and Children
Generally not applicable. Reviewers should bring any concerns to the attention of the Scientific Review Officer.
Vertebrate Animals
Generally not applicable. Reviewers should bring any concerns to the attention of the Scientific Review Officer.
Generally not applicable. Reviewers should bring any concerns to the attention of the Scientific Review Officer.
Not Applicable
For Renewals, the committee will consider the progress made in the last funding period, including on the Recruitment and Retention Plan to Enhance Diversity, and Training in the Responsible Conduct of Research. Does the application describe the program's accomplishments over the past funding period(s)? Are changes proposed that would improve or strengthen the career development experience? Is there evidence of a successful past training record of the PD/PI and mentors, including the success of former scholars in seeking independent support and establishing productive scientific careers?
Not Applicable
As applicable for the project proposed, reviewers will consider each of the following items, but will not give scores for these items, and should not consider them in providing an overall impact/priority score.
Recruitment & Retention Plan to Enhance Diversity
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text:
Israel, Hamas Agree to Cease Fire
Israel and Hamas agreed to a cease-fire deal that will take effect Wednesday evening, Bill Spindle reports on digits. Photo: AP Images.
This transcript has been automatically generated and may not be 100% accurate.
... the the ... be ... it ... is ... she bases why is taking effect any conflict between ... Israel and Hamas of right and this very moment at two pm a sweaty time Easton sorry decent time now which is nine p m ... local time and is well ... on we of we were just looking and we are looking now at a press conference out of Israel discussing a fancy spa which is beginning ... now on this phony defense was too bright was talking out moments ago ... when the guts of the tech news ... here on digits Prof us winning of Bill Spindle ... was the Navy's Bureau Chief me joins us now from Abu tabby up in will ... aam ... this ceasefire obesity it's it's happening as we speak is being put into effect right ... straight there ... a really does go up the road ... there ... is agreement possible it at this point is it really is a little more than that will all stop cheating if you stop shooting ... we'll know after about twenty four hours to the ... shorter twenty four hour cooling off period where ... it's ... a huge fire ... that no move on to the discussions of the Morse code and to think and ... that's when we'll really know whether this is going to turn out to the tune of will to live in the ... one of the many lives when they have a ... long series of hostilities ... between the two of the two parties or whether ... that will turn out to be having more ... of a paradigm shift ... not to do when on the everlasting soul is very hard to tell what's going on behind the scenes by Hillary Clinton showed up yesterday said the nothing's ago but ... gotta get that ... up and down we had Benjamin Netanyahu saying you know things things of you know but but it can be of debt debt that otherwise you know we we might tag at top ... of the did you say is that I know that it's the two key people in making this happen or is it all the people in the back Ronald do we not just on oh yes ... I don't think we know it all we got we would go on behind the scene is an incredibly complicated to negotiate and we ... got the ... two parties come up and and Israel to go talk to each other so they have to work ... communicating directly to intermediary but even among the many years you've got to ... further he gets the that dealing with a lot of of the one hand to ... pat us on the other ... you've had stopped by for the Prime Minister of ... Turkey to ... the ... DMV are far from time to both God and gold ... in dealing with Hamas though it is that it's ... a Rubik's cube ... the solution and it's un clear exactly what went on behind the scenes but it ... seems to be significant whatever the wealthy how significant Africa marked so you decide twenty four hours thus the critical period and will will know whether this is commenced a half that only after twenty four hours twenty minutes on the to do it with the way along side to ... he I think that driving we call it the creature now at the top shooting at each other for the real substantive ... issues ... will come up after twenty four hours and that this is been the it seems to be a point that the market given the boat that they weren't good and ... didn't really agree to completely ... lift the blockade of ... Gaza that ... have gone on to other for quite some time now ... the the the the completely let that before they would agree to stop shooting and now they seem to have agreed ... to stop shooting without ... ironclad ... guarantee a short to that can happen ... usually taken up after twenty four hours I think you know the big question is ... tothe be looking at after that ... period are going to be in utero willing to let the ... Lord knew ... what it ... is a significant way ... I'm ... a plan that will be ... the nice clip on soil in front of the list of things what is clear that ... Israel is is made of militarily much more superior ... than than how last of his time ... and so they would of won any something that the complex ... of but the question is on the Piyal wall which is awarded some dry ... Howell how Izzy of the slide doing with that base ... well what can we do need to be interesting to hear ... they've really ... made an entree onto the global stage erm ... it with a ... they ... would have dreamed of ... before ... the new government in Egypt came into power up before the Arab Spring is so ... you can't be happy about that ... um you know that that ... the present them ... to wield significant problems but ... the other hand is the present I want the real challenge is to ... obtain ... in order to ... to ... capitalize on that and to continue making them that they are going to have to continue to ... juggle their role in the resistance movement of the one hand which is what their age ... in many ways what to do with our core base ... with ... their ... computers to Egypt desire for them ... to not be creating a huge ... global care of the border every ... every show off the job ... the plethora of challenges going forward ... do they want ... if they wanted they have a global stage due to the way that they totally ... Joel thank you Brian much know Bill

subset: commoncrawl


text:
Additional Bandwidth.
If your Personal Domain Web Site becomes very popular with visitors, you could well need more than the 10 Mb of allotted bandwidth usage.
Every time one of your web pages is viewed in a browser, it will eat into your bandwidth allocation. Although bandwidth allocations are rarely exceeded, should your web site become very popular or your site displays lots of photographs and graphics, either could result in your visitors using more than 10 Mb of bandwidth in a day, if so, we will send an e-mail, inviting you to subscribe for additional bandwidth.
An additional your visitor's bandwidth daily usage is displayed on your administration controls to help you to determine whether or not to subscribe for additional bandwidth in 10MB blocks. The amount of bandwidth you use for looking at your own site, during your 7 days' free trial period whilst test-driving OurPages Instant Editable Templates, is worth checking out. Most subscribers will find that 10MB is adequate for their requirements unless their web site becomes extremely popular or they display a large number of photos and graphics on their web pages.
You will be required to pay an extra twelve pounds annual fee, inclusive of VAT, for each additional 10 MB of daily bandwidth you want to be allocated for use by your visitors, with no upper limit placed on the number of extra 10 Mb blocks that you can subscribe for, should the popularity of your website result in large numbers of visitors viewing it.
It costs only 12 pounds a year to have a website!
Click on additional server space for information.
Create your WebSite now.
It costs only 12 pounds a year to have a website!


text:
Welcome to our new online banking! We've been upgrading customers to this new system over the past several months and now all of you can experience Online Banking with Blue IQ™.
Melissa - We're sorry to hear you find the new online banking too basic. Unfortunately, it's not possible to switch back to the old system. We'll pass your feedback along to the appropriate team. As you're getting familiar with the new system, if you need help navigating the new site, please visit arvest.com/upgrade or call us at (844) 225-8347.
Lori - We're sorry to hear you're unhappy with the new online banking. However, we'd like to help you get familiar with it. Please give us a call at (844) 225-8347 so we can go through it together or you may watch our videos at arvest.com/upgrade.
Don - We're sorry to hear that. We would be happy to share tips and help you learn more about it. Please stop by any branch location, call us at (844) 225-8347 or visit arvest.com/upgrade.
Charles C. - We would be happy to help you through the new system. Our local teams are ready to help. Call us at (844) 225-8347 or visit arvest.com/upgrade.
Rob - We currently have a team reviewing customer feedback and looking at future enhancements. We appreciate your business and will pass your feedback along to the designated team. We appreciate your patience as we work to enhance the online banking experience.
Charles - Thanks for your feedback. We're currently reviewing customer feedback as we consider future enhancements. For assistance in the meantime, please contact Customer Service at (866) 952-9523.
Josh - Thanks for your feedback. It will be routed to the team reviewing feedback and planning future enhancements. You can view the enhancements we've already made at http://bit.ly/1TqXcdN.
Submitted questions will be answered by an Arvest banker and may appear on the Arvest Blog.
All Arvest banks are Equal Housing Lenders and Member FDIC.
Investment products and services are provided by Arvest Investments, Inc., doing business as Arvest Asset Management, member FINRA/SIPC, an SEC registered investment adviser and a subsidiary of Arvest Bank. Trust services are provided by Arvest Bank. Insurance products are made available through Arvest Insurance, Inc., which is registered as an insurance agency. Insurance products are marketed through Arvest Insurance, Inc., but are underwritten by insurance companies.
Securities and Insurance Products: Not Insured by FDIC or any Federal Government Agency, May Lose Value, Not a Deposit of or Guaranteed by a Bank or any Bank Affiliate.


text:
- About Us
- For Organizations
- For Researchers
- Public Programs & Events
- Get Involved
- St. Mark's Historic Landmark Fund
NYC Landmark Designation Reports
The Neighborhood Preservation Center and New York City's Landmarks Preservation Commission have joined together to provide free public online access to the City's entire collection of Landmark designation reports.
Designation reports explain the architectural, historical or cultural significance of an individual landmark or historic district and describe their significant features at the time of designation, which provides the basis of regulating future changes to these properties.
The Landmarks Preservation Commission was established in 1965 when Mayor Robert Wagner signed the local law creating the Commission and giving it its power. The Landmarks Law was enacted in response to New Yorkers' growing concern that important physical elements of the City's history were being lost despite the fact that these buildings could be reused. Events like the demolition of the architecturally distinguished Pennsylvania Station in 1963 increased public awareness of the need to protect the city's architectural, historical, and cultural heritage.
The first building granted Landmark status in 1965 was the 300 year-old Pieter Claesen Wyckoff House and since then, nearly 23,000 New York City landmarks--individual, interior, historic districts and scenic--have been recognized by the Landmarks Preservation Commission. The architectural and cultural significance of every Landmark and District has been carefully researched, with the findings documented in an accompanying designation report.
We have created a unique searchable database that allows researchers to browse through the collection of reports by entering various keywords such as an architect's name, a year a structure was built, a neighborhood, an architectural style or a property's former or current name or use. We welcome your feedback and suggestions. If you do not find the report you're looking for in our Designation Report Database, or if you have any questions or comments, please contact us at 212-228-2781 or email@example.com.
Start browsing the reports here.


text:
Artipelag – a new stop in Stockholm
Inta Liepa
Have you ever had the problem where you and your friends can't agree on what to do, because one group wants to go to an art exhibition, while the others would rather do something outside? If you happen to face this issue when in Stockholm, there's a compromise that you can all agree with – head to the Artipelag Art and Cultural Center. This newest spot on Stockholm's map of cultural events was opened just recently – June 3 – and has been designed to accommodate all sorts of events – sculptural, design, architectural, musical, etc. The museum has expansive exhibition halls and a separate 1200 m2 space specially made for Artbox events – musical performances, exhibitions and television tapings. Artipelag is situated about 20 km east of Stockholm, in Hålludden, on the island of Värmdö. You can get there in about half an hour by car or bus; a boat ride will take a bit longer.
The owner and initiator of the new project is Bjorn Jakobsen, founder and head of the Swedish company Baby Björn AB. Jakobsen began developing his vision for the creation of a modern art center that would lie outside of Stockholm's city center back in 2000. The selected site in Hålludden is a real treat for nature lovers – it's surrounded by forest and lies on a picturesque harbor with clear air and seaside cliffs.
Architect Johan Nyrén (1947-2011) designed the project that the building was based on, which maximized the use of local and natural materials – concrete, glass, and black tarred pine. A slope adjacent to the building leads up to the museum's roof, from which opens up a wonderful view of the surrounding area, now outfitted with walking trails and boardwalks.
Unlike other private museums, Artipelag will offer its visitors not only exhibitions of its private collections, but will also cover the latest issues pertaining to today's art, design and architecture. Artipelag also has spaces designated for theater productions and concerts, as well as several conference rooms.
Click on images to view them full size
Artipelagk's first show, which opened June 3, is called Platsens själ ("The Souls of Places"), or as written in the exhibition's description – "Genius Loci", which connects this place with ancient Rome. In the ancient world, Genius Loci was the protective spirit, or genius, that takes care of a place's distinctive atmosphere. Philosopher's and architects use this Latin phrase to describe the uniqueness of a location. 16 contemporary artists take part in the exhibition Platsens själ, showcasing their paintings, photographs, sculptures, videos, installations and mixed media works. Alongside these works from today, the exhibition's organizers have displayed paintings and photographs that already have a history – pieces from Stockholm's City Art Museum, the Modern Art Museum and other collections. This historical part of the exhibition takes a look at "the city" (such as the "immortal" city of Rome or historical Stockholm) as a place that, over the centuries, unifies its inhabitants with a collective soul. "The Souls of Places" will be open through September 30.
David Svensson. Old World Rise Again. 2012
Bo Nilson is the artistic director of Artipelag, having previously managed the Liljevalhas art gallery and curated at the Louisiana Museum of Modern Art (Denmark). On June 30, works by the well-known German photographer Candida Höfer will be put on exhibit at Artipelag.
Click on images to view them full size
Artipelag also houses two restaurants. One is on the first floor and features an expansive Swedish smörgåsbord, while the other is on the second floor and has tables both inside and out on the terrace, with a fabulous view of the harbor.


text:
'Homemade with Love': author shares scratch cooking strategies
Author and food blogger Jennifer Perillo shares well-tested scratch cooking strategies in her cookbook Homemade with Love: Simple Scratch Cooking from In Jennie's Kitchen (Running Press, 2013). As a single mother of two, Perillo understands the pressures of busy families wanting to cook for themselves but feeling stretched for time.
Perillo includes everyday basics in Homemade with Love, with recipes for "cooking-from-scratch shortcuts" like baking mixes, 20-minute marinara sauce, homemade nut butters and ricotta. "I put two different mixes in the book. There's an all-purpose, white flour and there's a whole grain. Of course from a health perspective we should be eating more whole grains, but if I want to get someone back in the kitchen, I'm not going to tell them you can't have your white flour," she says in an interview in Toronto. "For me, it's an upgrade if you're moving from Bisquick to making your own all-purpose baking mix at home."
Fans of Perillo's blog, In Jennie's Kitchen, will be familiar with her accessible attitude toward scratch cooking; Perillo is quick to emphasize that in budgets and lifestyle in general, one size does not fit all. Buying ingredients locally, seasonally and organically works for her family's budget, but she realizes that it might not work for everyone. Brooklyn-based Perillo says what motivated her to cook from scratch was learning more about the food system in the U.S., and how meat is produced and processed. With that increased knowledge, it became important for her to start sourcing food locally and ethically from farmers that she trusts.
"It gets expensive to eat in that way and that really started making me think about how I would allocate my dollars differently. It's what really compelled me to develop a recipe like the Lentil Ricotta 'Meatballs,'" Perillo says. "I'm an Italian gal; I have fond memories of my nana frying up meatballs and she's been gone for over 30 years now. I didn't want to deny myself that connection to my past but I had to figure out a way to make it fit in with the present and lentils are a lot less expensive than buying ground beef at $10 a pound from the farmers' market."
The belief that food should be accessible extends to the way Perillo presents techniques, the clarity of her recipes, and the tools called for in the book. Realizing that not everyone has the counter space or budget for a food processor or stand mixer, she developed the recipes so that they can be made without. Giving the example of the three muffin recipes – Zucchini Walnut, Clementine & Pistachio Crumb, and Lemon Blueberry – Perillo says you could easily adapt the technique and use a food processor to cut the butter into the flour in order to expedite the process, as many experienced home cooks know.
"For someone who is just starting out, if I write a recipe that says blend the flour and the butter with a food processor, well right there they're going to think, 'Of course I can't cook from scratch because I don't have this piece of equipment.' And then it's a big up-front investment," Perillo says. "When you write a recipe that says just use your fingers to rub it in, boom! You've made it accessible. You've taken away a little bit of the excuse and made it less intimidating for someone to approach cooking from scratch."
In fact, the tools that Perillo sees as essential are definitely within reach: kitchen tongs, knives (paring, bread and chef's), thermometers and the humble fork. "I always say that tongs are like Inspector Gadget – it increases my arm length and you can use it for so many different things," she says. "And again, knives are not one size fits all. You really need to hold a knife; the best place to really go buy knives I think are at a kitchen supply store. They may cost you a little bit more but any kitchen supply store will actually have a carrot or onion that you can chop."
As for the importance of having thermometers, which Perillo refers to as a baker and cook's best friend, many people don't know that their ovens aren't calibrated properly. She sees making sure your oven is the correct temperature as mandatory for setting yourself up for success in the kitchen. And the fork? "As crazy as it sounds, we all have them in our kitchens, but a fork is so universal. A lot of my recipes will say stir with a fork. I'll use it say to mix a muffin batter and then I'll use it to maybe flip a slice of bacon," she says. "It's so funny how something so simple is such a universal tool, and again, it's a low-cost investment. You already have it in your drawer because you need it to eat your meals anyway."
For those new to scratch cooking, Perillo offers tips on how to stock the "perfect pantry," and the joys of being able to cook on the fly. "That's the beauty of cooking from scratch: combining the ingredients you have available with a few simple techniques to create a satisfying and comforting meal," she writes in the Getting Started chapter. In addition to the basics section mentioned earlier, there are chapters devoted to: breakfast (on the go and hot); soups, sandwiches and salads; pasta, beans and grains; meat mains; seafood; pizzas, savoury tarts and breads; sides and vegetables; snacks; sweets; drinks; and jams, salsas and condiments.
Perillo hopes that readers take away the sense that being in the kitchen isn't a chore. Rather an opportunity to create something, and gain the sense of accomplishment that comes with cooking a beautiful meal. "I've had a lot of [readers] say, 'I don't know how to roast a chicken.' And then they go and do the Simple Roast Chicken recipe in [the book] and they either send me a tweet or message, or leave me a comment on the blog to say, 'I had no idea how easy it was to roast a chicken!'" she says. That makes me so happy because a lot of people buy the store-bought rotisserie chicken and not to say that they're not delicious but you know what? You could do that at home and that's a really great sense of accomplishment to be able to give people."
Excerpted from Homemade with Love (Running Press, March 2013) by Jennifer Perillo
Lemon Buttermilk Doughnuts
Makes 6 doughnuts
1 scant cup (130 grams) whole wheat pastry flour
1/4 cup (50 grams) granulated natural cane sugar
1 teaspoon (5 grams) baking powder
1/8 teaspoon baking soda
1/4 teaspoon (2 grams) sea salt
Freshly squeeze juice and grated zest of 1 lemon
Scant 1/2 cup (110 ml) buttermilk
1 large egg
1 tablespoon (14 grams) unsalted butter, melted
Confectioners' sugar (optional)
Preheat the oven to 425°F (220°C). Grease a 6-count doughnut pan, and set aside.
In a medium bowl, whisk together the flour, sugar, baking powder, baking soda, salt, and lemon zest.
In a measuring cup, use a fork to beat the lemon juice, buttermilk, egg, and melted butter until well blended. Pour over the flour mixture and use a wooden spoon to stir together until just combined. Evenly spoon into the prepared doughnut pan and bake for 8 to 9 minutes until the doughnuts are lightly golden and spring back when touched.
Let the doughnuts cool in the pan for 2 minutes. Unmold the doughnuts and transfer them to a wire rack to cool completely. Use a small strainer to sift confectioners' sugar over the tops before serving, if desired.
Need a chocolate fix?
Omit the lemon juice and lemon zest. Reduce the whole wheat pastry flour to 3/4 cup (97 grams) and add 1/4 cup (27 grams) dark cocoa powder to the flour mixture. Stir 3 tablespoons (45 ml) brewed coffee into the milk mixture, and proceed with the directions as listed in the recipe. For an extra tasty treat, dip the cooled doughnuts in chocolate ganache.
Chickpea, Parmesan & Fennel Salad
Serves 4
1 tablespoon (15 ml) apple cider vinegar
2 tablespoons (30 ml) extra-virgin olive oil
Freshly squeezed juice of 1 lemon
Sea salt and freshly ground black pepper
1/2 bulb of fennel, thinly sliced
1 1/2 cups (420 grams) cooked chickpeas
1/4 cup (4 grams) fresh flat-leaf parsley, torn into pieces
1/2 cup (40 grams) shredded Parmesan cheese
1/4 cup (36 grams) Marcona almonds, coarsely chopped
In a large bowl, whisk together the vinegar, oil, and lemon juice until well mixed. Season the dressing with salt and pepper to taste. Add the fennel, chickpeas, parsley, and cheese to the bowl. Toss together to combine.
To serve, spoon the salad onto a large platter, and sprinkle almonds on top.
Time saver
You can prepare the salad up to an hour in advance, and let it sit at room temperature. The flavours have time to marinate this way, making it taste even better. Just wait to add the almonds until you're ready to serve it so they stay crunchy.
Summer Squash, Ricotta & Lemon Thyme Tart
Makes 6 to 8 servings
Whole Wheat Pastry Crust
1 1/2 cups (210 grams) whole wheat pastry flour; plus more for sprinkling
3/4 teaspoon (4 grams) fine sea salt
1/4 teaspoon (1 gram) baking powder
1 teaspoon (4 grams) granulated natural cane sugar
1 stick (112 grams) cold unsalted butter, cut into 16 pieces
3 tablespoons (45 ml) ice cold water
Tart Filling
5 ounces (140 grams) ricotta
Freshly grated zest of 1 lemon
1 large summer squash, sliced into 1/8-inch coins
Extra-virgin olive oil, as needed
4 sprigs fresh lemon thyme
Pinch of smoked paprika
3 tablespoons (6 grams) grated Pecorino Romano cheese
Preheat the oven to 425°F (220°C).
To make the whole wheat pastry crust: Add the flour, salt, baking powder, and sugar to a deep bowl and whisk to combine. Scatter the butter over the dry ingredients and rub together quickly with your fingertips until it forms a sandy-looking texture with some pebble-sized pieces. Sprinkle the cold water over the mixture and stir with a fork until the dough forms a rough ball. Press the dough into a 10-inch (25-cm) tart pan with a removable bottom.
For the tart filling: Stir the ricotta and lemon zest together in a small bowl. Spread the mixture into a thin layer on top of the dough. Arrange the squash slices on top of the ricotta in a circular pattern, overlapping the edges a bit. Drizzle a little olive oil over the squash.
Strip the leaves off the stems of lemon thyme (imagine the motion of a firefighter sliding down a pole). Sprinkle the leaves over the squash, along with the paprika. Scatter the cheese on top of the tart and bake for 20 minutes until the edges and top are golden.


text:
How to Setup an Apache Virtual Host on CentOS 6
|DIFFICULTY strong>
|Basic - 1 | Medium - 2 | Advanced - 3 td>
|TIME REQUIRED strong>
|15-30+ min
|RELATED PRODUCTS strong>
|Linux-based VPS or dedicated servers
First, we need to create the document root for the virtual host we are about to create. For this example we will use virtualhost.com as the domain but you can use one of your own if you have one availible for this project. We will be logged in as root to complete these commands, permissions will be updated as we progress through the setup.
If this is one of many domains you plan on adding to the server, you want to make sure you create a consistent directory structure that you are able to replicate for other domains.
virtualhost.com being the domain you selected for this project.
Then we need to create an index file to validate whether or not we setup the Virtual Host correctly.
Here is a snippet of code you can use to test your index file.
Virtual Host Is Working
You Have Successfully Configured an Apache Virtual Host on CentOS
Once we have saved that, then we need to run a few commands to ensure that the anonymous visitor from the internet can see your web content. First we need to update the ownership for our website.
user being a non-root user on your system.
Now we need to fix the permissions to allow our www to be visible by the web.
That's it, we have created the foundation in which our domains website content to be served from. Now we need to let Apache know where to serve this content and under what address. On CentOS, we will be modifying the Apache configuration directly, first open the httpd.conf and scroll to the bottom.
Scroll to the bottom, you will see a section call Virtual Hosts
NameVirtualHost *:80
# NOTE: NameVirtualHost cannot be used without a port specifier
# (e.g. :80) if mod_ssl is being used, due to the nature of the
# SSL protocol.
# VirtualHost example:
# Almost any Apache directive may go into a VirtualHost container.
# The first VirtualHost section is used for requests without a known
# server name.
ServerAdmin email@example.com
DocumentRoot /var/www/virtualhost.com/public_html
ServerName www.virtualhost.com
ServerAlias virtualhost.com
ErrorLog /var/www/virtualhost.com/error.log
CustomLog /var/www/virtualhost.com/requests.log
In this file, we will update a few things - in the example above we have already made these changes.
ServerAdmin - This is your email address, any apache notifications for this website will be sent to this address.
DocumentRoot - This is the document root we created in the beginning of this project, this variable tells Apache where the content is that needs to be served.
ServerName & ServerAlias - This is your domain name with and without the www. as you can see in the example above.
ErrorLog & CustomLog - These are the log locations for your domain name, by filling these in - you can easily parse through error logs on different domains.
Finally, we need to restart Apache for these changes to take effect.
There you have it, you have successfully create an Apache Virtual Host and can now visit your website on the internet. If you used a real domain, you need to update your DNS to point at your hosted server.


text:
Guinea: Risk Assessment
Country Risk Rating
Business Climate Rating
- One-third of the world's bauxite reserves
- Largely untapped deposits of iron, gold, diamonds, uranium, and oil
- Significant hydroelectric potential
- Gradual improvement in the business climate thanks to reform efforts
- Reliance on prices of mining products and energy
- Inadequate infrastructure, especially in the electricity sector
- Difficult business climate
Current Trends
Private Investment in the Mining Sector and Public Investment in the Agricultural Sector will Encourage Steady Growth
After the shocks of the Ebola epidemic and the collapse in commodity prices, economic growth rebounded in 2016 and will reach 6.9% of GDP in 2018. The mining sector, especially the extraction of bauxite and gold, will sustain growth thanks to the stronger world demand, despite the Chinese economic slowdown, and a 50% rise in bauxite production in 2017 (propelling Guinea to fourth place in the world). The sector is also expected to benefit from international investment: the Chinese Simandou project, which gives access to one of the largest untapped deposits of high quality iron oxide in the world, and the Emirates (EGA) and UK (Alufer) projects aimed at boosting bauxite mine production. Meanwhile, agriculture and the manufacturing sector will continue as pillars of the country's economic activity. Public investment will also help boost growth momentum. In November 2017 under the 2016-2020 five-year plan, the National Economic and Social Development Plan (PNDES), President Condé succeeded in raising USD 20 billion of finance from other countries, notably China, international development banks and private investors. The IMF supports the initiative via an Extended Credit Facility. The State has plans to develop infrastructure (roads, Conakry-Bamako-Bobo Dioulasso railway line), to increase electricity generation by constructing dams and to boost agricultural productivity, as well as to expand the processing industries. These projects will help create jobs and therefore stimulate consumption, which will, however, continue to be hit by weak purchasing power further squeezed by inflation. Inflation is largely imported because of the strong depreciation of the Guinean franc in 2016, but also because of rising food prices, which represent 38% of the consumer price index.
Stable Public and Current Account Deficits
The fiscal deficit is expected to reduce slightly in 2018 thanks to improved tax collection, higher VAT and tax receipts generated by the mining sector. However, public revenues will struggle to reach 15% of GDP. The search for finance and public/private partnerships to assure public investment will effectively limit this deficit. The debt burden is thus expected to dip due to fiscal consolidation. Nevertheless, the risk of over-indebtedness still needs to be watched because of the country's vulnerability to external shocks, especially their effect on commodities.
The current account deficit is expected to remain stable in 2018. Good export performance, thanks to higher bauxite output and aluminum prices, will be offset by higher imports, triggered by the slight rise in energy prices, the significance of capital investments and the slight increase in private consumption. The services deficit will remain high because of elevated costs associated with imports, transport and insurance and growing demand for technical services (know-how, technology, R&D). Meanwhile, the primary account deficit will worsen as a direct consequence of increased dividend repatriation by mining companies. All in all, the deficit is also explained by worsening terms of trade since 2016.
Relatively Stable Political Climate
2017 was marked by a degree of political instability. One of the government coalition parties joined the opposition in protest against delays in the organization of local elections, leaving Alpha Condé without a parliamentary majority. The president finally managed to rally another party by offering its leader a position as presidential adviser. This reconfiguration and the splits within the opposition are expected to guarantee victory for Alpha Condé in the parliamentary elections scheduled for September 2018. Meanwhile, with 55% of the population living below the poverty threshold, daily power outages triggered social unrest and riots at the end of 2017.
The president has committed to a process of reforms aimed at achieving inclusive double-digit growth by 2020. The aim is to seize more added value from the processing of Guinea's abundant raw materials. The State intends to improve the business climate by reforming the mining and forest codes, as well as introducing new legislation on public/private partnerships and anti-corruption measures. In 2017, Guinea jumped ten places in the Doing Business rankings and is now in 150th place. Having been Chairperson of the African Union in 2017, Alpha Condé pushed through a wave of reforms to economic governance and transparency across the continent. Finally, the president is establishing diplomatic and commercial ties with the Persian Gulf States and China, underpinned by a series of Chinese and Emirates investments, particularly in the mining sector.


text:
Air Force owns the skies of local football recruiting
The Air Force Academy cleared soared into the lead in local football recruiting.
Go, Zoomies!
Without question, the best college football program in Colorado in 2010 was Air Force, which made successful pinpoint strikes in keeping local talent local.
Count the ways:


text:
System Monitoring Plug-in Installation Guide for Microsoft Active Directory
10g Release 2 (10.2.0.2)
January 2009
This document provides a brief description about the Oracle System Monitoring Plug-in for Microsoft Active Directory, details on the Active Directory versions and operating system platforms the plug-in supports, prerequisites for installing the plug-in, and step-by-step instructions on how to download, install, verify, and validate the plug-in.
Microsoft Active Directory, which is included with the Microsoft Windows Server 2003 operating system, is a directory service enabling centralized, secure management of an entire network. It is used to manage identities and broker relationships between distributed resources.
The Active Directory Management Plug-in extends Oracle Enterprise Manager Grid Control to add support for managing the Microsoft Active Directory instances. By deploying the plug-in within your Grid Control environment, you gain the following management features for Microsoft Active Directory:
Monitor availability and performance.
Perform trend analysis on collected performance information.
View and compare configuration data, as well as track configuration changes.
Receive email and/or page notification concerning potential problems surrounding availability, performance, and/or configuration data.
Gain access to rich out-of-box reports.
Support monitoring by a remote Agent. For remote monitoring, the Agent does not need to be on the same computer as Active Directory.
This plug-in supports the following versions of products:
Enterprise Manager Grid Control 10g Release 2 or higher Management Service
Enterprise Manager Grid Control 10g Release 2 or higher Agent for Windows
Microsoft Windows 2003 Active Directory
Microsoft Active Directory running on Microsoft Windows Server 2003 (see note below)
Note:For details on which editions (such as Enterprise, Standard, and so forth) and versions of Windows operating systems that this Microsoft product is supported to run on, refer to the Microsoft website and/or documentation.
The following prerequisites must be met before you can deploy the plug-in:
Microsoft Windows 2003 Active Directory is installed.
The following components of Oracle Enterprise Manager 10g Grid Control release 2 or higher are installed:
Oracle Management Service with Oracle Management Repository
Oracle Management Agent for Windows
You can install the Agent on the same computer as Active Directory (referred to as local Agent monitoring), or you can install the Agent on a different computer from Active Directory (referred to as remote Agent monitoring).
Ensure that the Windows Management Instrumentation Service is up and running.
For remote Agent monitoring, a remote Agent must be properly configured. See "Configuring a Remote Agent" for the procedure.
User privileges for the Job system of Enterprise Manager. For the procedure, refer to "Setting Credentials for the Job System to Work with Enterprise Manager" in one of the following installation guides:
Oracle Database Installation Guide 10g Release 2 (10.2) for Microsoft Windows (32-Bit) — B14316-01
Oracle Database Installation Guide 10g Release 2 (10.2) for Microsoft Windows (64-Bit) on Intel Itanium — B14317-02
Oracle Database Installation Guide 10g Release 2 (10.2) for Microsoft Windows (x64) — B15681-02
These guides are listed in the Installation Guides section of the Oracle Database Documentation Library at the following location:
Note:If you do not assign the correct privileges for users, the deployment will fail.
If you want to use version 184.108.40.206.0 of the Microsoft Active Directory plug-in, install this version on Oracle Enterprise Manager Windows Agent version 10.2.0.2.
After you ensure that the prerequisites are met, follow these steps to deploy the plug-in:
Download the Active Directory Plug-in archive to your desktop or computer on which the browser is launched. You can download the archive from the Oracle Technology Network (OTN).
Log in to Enterprise Manager Grid Control as a Super Administrator.
Click the Setup link in the upper right corner of the Grid Control Home page, then click the Management Plug-ins link on the left side of the Setup page.
Click Import.
Click Browse and select the plug-in archive.
Click List Archive.
Select the plug-in and click OK.
Verify that you have set preferred credentials on all Agents where you want to deploy the plug-in.
In the Management Plug-ins page, click the icon in the Deploy column for the Active Directory plug-in. The Deploy Management Plug-in wizard appears.
Click Add Agents, then select one or more Agents to which you want to deploy the plug-in. The wizard reappears and displays the Agent you selected.
Click Next, then click Finish.
If you see an error message stating that the preferred credential is not set up, go to the Preferences page and add the preferred credentials for the Agent target type.
After successfully deploying the plug-in, follow these steps to add the plug-in target to Grid Control for central monitoring and management:
From the Agent home page where the Microsoft Active Directory Plug-in was deployed, select the Microsoft Active Directory target type from the Add drop-down list, then click Go. The Add Microsoft Active Directory page appears.
Provide the following information for the properties:
Name — Unique target name across all the Grid Control targets, such as ActiveDirectory_Hostname. This name represents this Active Directory target across all user interfaces within Grid Control.
Host — Host name or IP address of the computer hosting the Active Directory
Username — Host user name that must be an Administrator user or a user that is part of the Domain Admin Group. Required only for remote Agent monitoring.
Password — Password for the Username. Required only for remote Agent monitoring
Agent Location — Remote specifies that the Agent monitoring Active Directory targets is not on the same computer as the target being monitored. (See "Configuring a Remote Agent" for more information.) Local specifies that the Agent monitoring the target is on the same computer as the target being monitored. Note that remote and local are case-sensitive and should be lowercase.
Click Test Connection to make sure the parameters you entered (such as the password) are correct.
Reenter the encrypted parameters from step 2 if the connection test was successful, then click OK.
Note:After you deploy and configure the plug-in to monitor one or more targets in the environment, you can customize the monitoring settings of the plug-in. This alters the collection intervals and threshold settings of the metrics to meet the particular needs of your environment. If you decide to disable one or more metric collections, this could impact the reports that the metric is a part of.
After waiting a few minutes for the plug-in to start collecting data, use the following steps to verify and validate that Enterprise Manager is properly monitoring the plug-in target:
Click the Active Directory target link from the Agent home page Monitored Targets table. The Microsoft Active Directory home page appears.
Verify that no metric collection errors are reported in the Metrics table.
Ensure that reports can be seen and no errors are reported by selecting the Reports property page.
The steps for deploying the plug-in are the same for remote Agent monitoring and local Agent monitoring. However, if the Agent is on a remote computer from the plug-in target, certain configuration changes are required to access the Windows Management Instrumentation (WMI) data on the computer where the plug-in target resides.
In a scenario where Computer A runs the Agent, and the target is installed on computer B, do the following to set up Computer A:
Go to the Windows Control Panel and select Administrative Tools, then Services.
Select the Oracle Enterprise Manager Agent service from the listed computer where the Agent is running.
Right-click the service, then select Properties.
Click the Log On tab. By default, this service is started with the Local System account.
Change the default account by selecting the This account radio button, and provide an account and password that exist on both computer A and computer B.
Note that the account should be a member of the Administrators group, and the account should have administrative privileges on computer B. The password should not be left blank.
Click OK, then restart the Agent service.
Ensure that the Remote Registry Service for computer B is up and running.
Ensure that the Windows Management Instrumentation Service is up and running on both computers.
The Agent should now be able to collect data from the remote plug-in target computer. If the configuration above is not initiated, metric collection errors can appear for the plug-in target's metrics.
To ensure that metric collection errors do not occur within Enterprise Manager, Oracle recommends reviewing the Microsoft documentation on the WMI setup. Refer to the Microsoft documentation from the Microsoft website for additional configuration details.
Note:For remote Agent monitoring with default settings, Grid Control can monitor only the Active Directory associated with the primary domain controller.
For a remote Agent, the platform to which the Agent is installed can be any Windows type that may not be supported for Active Directory. For example, if Active Directory is running on Windows 2003, you can install the remote Agent on Windows XP to monitor it.
Follow these steps to undeploy the plug-in from an Agent:
Log in to Enterprise Manager Grid Control as a Super Administrator.
Select the Targets tab, then the All Targets subtab. The All Targets page appears.
Select the Active Directory Plug-in target and click Remove. You must do this step for all targets of the plug-in.
Click the Setup link in the upper right corner of the All Targets page, then click the Management Plug-ins link on the left side of the Setup page. The Management Plug-ins page appears.
Make sure that the preferred credentials are set on the Agents where the plug-in is deployed.
Click the icon in the Undeploy column for the Active Directory Plug-in. The Undeploy Management Plug-in page appears.
Check all the Agents that are currently deployed with the Active Directory Plug-in and click OK.
You must undeploy the plug-in from every Agent in the system to completely remove it from the enterprise.
Select the Microsoft Active Directory Plug-in on the Management Plug-ins page and click Delete.
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System Monitoring Plug-in Installation Guide for Microsoft Active Directory, Release 2 (10.2.0.2)
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