--- layout: post title: Finding Firefox device from browser date: 2015-03-22 11:15:31.000000000 +05:30 type: post published: true status: publish categories: [] tags: - Firefox OS - Mobile security meta: _oembed_02d9dc90a315829b24a483a28c0e0849: "{{unknown}}" _oembed_3d48f7cb38969ed43585c51f96642621: _oembed_bd8844594679b9346cc99875bd46aa22: _oembed_ccaccaa6d86526366b76c5a843376ff9: "{{unknown}}" _oembed_time_3d48f7cb38969ed43585c51f96642621: '1431051573' _oembed_time_bd8844594679b9346cc99875bd46aa22: '1431051567' _publicize_pending: '1' publicize_facebook_url: https://facebook.com/521066101241445_1036339623047421 _rest_api_published: '1' _rest_api_client_id: "-1" _wpas_done_5327596: '1' _publicize_done_external: a:1:{s:8:"facebook";a:1:{i:100000377806894;b:1;}} publicize_google_plus_url: https://plus.google.com/+TechnorulerBlogspotIn/posts/4HJVocPe8B4 _wpas_done_9797179: '1' publicize_twitter_user: iamVP7 publicize_twitter_url: http://t.co/m88YOgZ1Oa _wpas_done_5327584: '1' _wpas_linkedin_publicize_failure: O:13:"Keyring_Error":2:{s:16:" publicize_linkedin_url: '' publicize_tumblr_url: http://mobosedu.tumblr.com.tumblr.com/post/114301527270 _wpas_done_9797552: '1' publicize_path_id: 550ea44f5aac17812330c8ac _wpas_done_9797548: '1' author: login: viswaprasath email<EMAIL_ADDRESS>display_name: Vitchu first_name: '' last_name: '' ---
In our previous post we have seen how to Enabling Find My Firefox Device and now we can see how to find our device using the website.
Then we can easily find our device from Find My Device Website . First we have to visit the website, if we you have not previously created the Firefox Account in browser we just need to create it. When we open our website it will look like below image.
[embed]https://www.flickr.com/photos/95790166@N06/16684775567/[/embed]
Then we can sign in. We should use same mail ID in both our phone and in our website. We should have also internet connection enabled in our device for finding the application. Once we sign-in the browser will start searching our device. Once it found them it will be sharing the location in the map.
[embed]https://www.flickr.com/photos/95790166@N06/16892112865/in/photostream/[/embed]
Ringing Feature
Locking Feature
Erase
This Find My device feature is really a amazing feature we have in our device. Which will protect our device from theft. It is so awesome to use.


About this page
The purpose of student government is to provide opportunities for students to develop their leadership skills by organizing activities within school. In addition to organizing activities, members of student government contribute to promote school spirit and make sure voices of the students are being heard. Throughout the school year, Student government meet twice every week for an hour each to discuss about concerns and share ideas or interest to improve the school community.
Meet the Team
Here are a few of our members
Upcoming Positions (2019-2020)
- Student Body President
- Student Body Vice President
- Student Body Secretary
- Student Body Treasurer
- Club Council Coordinator
- Events Coordinator
- Equity Coordinator
- Social Media Manager
- 12th Grade President
- 12th Grade Vice President
- 11th Grade President
- 11th Grade Vice President
- 10th Grade President
- 10th Grade Vice President
- 9th Grade President
- 9th Grade Vice President
Spirit Days
October: Super Hero Day
December: Ugly Sweater Day
February: Jersey Day
March: Color Day
April: Tropical day
Past Events
- First Tele 9th grade election (September 21, 2019)
- Gift of Giving (December 18,2019)
- City Harvest
- Pennies for Patients
Clubs
In the past we have had a club mixer. This was a week in which clubs that meet regularlly and speak about how they could combine their events to get more people to attend... etc.
There is also a Club council! They are meeting once a month, where a representative from each club would come and collaborate with other clubs.
Our Past Club Fair (November):
To see a list of all the clubs Click Here!


Your complete guide to design an ideal social enterprise that will diversify revenue without distracting from mission
In this six part series, +Acumen will help you to ask serious questions about your nonprofit and whether it is ready to explore the long and often arduous journey towards social entrepreneurship and earned income revenue streams.
Part One: The Six Signs
6 Signs Your Nonprofit is Well-Positioned to Start a Social Enterprise
Nonprofits have pursued entrepreneurial revenue streams for decades, with organizations like Goodwill Industries and The Girl Scouts first pioneering earned income models that supported their social mission. As conversations about social innovation and social enterprise have increased, many nonprofits are now wondering if they should consider launching an entrepreneurial venture to diversify their funding. Perhaps you’ve been wondering if it’s a path that makes sense for your nonprofit.
After all, earning unrestricted cash can enable your organization to flexibly try out new programs, reach new beneficiaries, and sustain your core work, even in uncertain financial times.
That said, developing a social enterprise is not a silver bullet or an easy journey. Like any entrepreneurial venture, pursuing an earned income stream for your nonprofit comes with considerable risk. So when should you take on this challenge?
Below are six signs that your nonprofit may be well- positioned to start a social enterprise.
1. Your nonprofit leadership team supports the idea of social enterprise
Turning a social enterprise idea into a profitable revenue stream that adds to your nonprofit’s bottom line will not happen by accident. Your social enterprise strategy needs to be more than a side project that one individual person is pursuing; you need to have buy-in from the top, early on.
Ask yourself, who is championing the idea of social enterprise in your organization right now?
If the conversation does not yet involve key decision makers, it is time to get them involved. When a nonprofit leadership team champions social enterprise, it sends a message that developing these entrepreneurial projects is not just a passing fad, but a core element of the strategic plan.
On the flip side, if your nonprofit leadership team is on board but social enterprise is not well-understood by the rest of the staff, it is helpful to socialize the concept more broadly. You could bring in a speaker to introduce social enterprise at your next team gathering, or put a call out to form a working group and get more people involved in the conversation.
We have seen many nonprofits and companies take the +Acumen course on “Social Entrepreneurship 101” with their teams to introduce a broader range of people to entrepreneurial concepts. We’ve found that, for nonprofit employees in particular, it helps to share case studies from other organizations that have successfully piloted earned income streams without divesting from their core social mission. Often the strongest examples of nonprofit-run social ventures directly support the mission. For example, an assisted living nonprofit for seniors might design software to improve caregiver communication that can then be sold to other related organizations.
Many nonprofit employees have gotten into their fields because they care deeply about the social impact of their work and can get wary when discussions of profits and revenue are suddenly introduced. You can mitigate these fears by sharing real stories of other nonprofits that have navigated these challenges effectively.
Bringing together leadership and employees from all levels of the organization early in the process will promote a greater sense of engagement and ownership. If your nonprofit already has a fairly entrepreneurial culture, introducing and gaining buy-in for a new social enterprise strategy might come naturally.
2. Your nonprofit is resilient in uncertain times
Starting a new social venture will inevitably come with many unknowns that need to be navigated on the fly.
One constant of entrepreneurship is that things are always changing. Shifting political environments, evolving customer needs, and other factors outside your control will impact how well your business does at any given moment. For example, if your nonprofit sells textbooks to subsidize your education programs, how do you react to the trend towards digital materials?
As much as you plan for and seek to mitigate risks, the unexpected will occur, and your organization’s ability to evolve and make decisions in these uncertain times is key to success.
This was the case for social enterprise Liberty & Justice, that faced a shock in 2014 when Ebola landed in the very same location as their factory right after they had secured two contracts worth $40 million dollars. Thanks to a resilient and adaptable team they were able to come out of the crisis ahead.
A culture of resilience and grit is going to make this challenging undertaking of launching and running a social enterprise much smoother.
Curious to learn more and improve your nonprofit’s capacity in this area? Award-winning psychologist, Angela Duckworth, shares her strategies for building habits of perseverance in the +Acumen Master Class on Building Grit.
3. You already have the relevant talent, or are willing to invest in growing it
Nonprofits that have the most success with social enterprise realize they need leaders and staff with relevant business experience at all levels of the organization.
It’s ideal to have team members with general entrepreneurial experience to drive the initiative forward in early stages, and later to bring on people with industry-specific experience.
Imagine a family member came to you with a new restaurant idea looking for investment. Would you risk your hard-earned savings if they said they had no chef and no one on the team who had ever planned or priced a menu, purchased from food suppliers, or recruited, trained or scheduled staff? It would be a nightmare!
Although you might already have staff who are enthusiastic about the new venture, ask yourself if the group that is moving the idea forward is missing key skills.
The same is true if your nonprofit plans to open a restaurant to bring in earned revenue and support your mission (which could be something like training ex-incarcerated individuals so they can go on to gain long term employment).
Although you might already have staff who are enthusiastic about the new venture, ask yourself if the group that is moving the idea forward is missing key skills. If so, this will need to be addressed sooner than later. We often see that nonprofits have staff who are great experts on the issues they are tackling (such as hunger, homelessness, or environmental conservation), but when it comes to sales, marketing, and business strategy, they might need to bring in new people to complement their skills.
As the vision for your earned income stream comes together, bring in people with experience in that specific role or industry so that they can help your team take your ideas to the next level.
To get a head start on building a strong team for your social enterprise, register for an upcoming session of the free +Acumen course, Human Capital Strategy for Social Enterprises.
4. You can take calculated risks without jeopardizing your organization.
Piloting a social enterprise model will likely take your nonprofit out of its comfort zone. Stretching into this new territory will come with risk. Your organization will likely invest both time and resources not only once you start implementing, but also to get to that point.
You can greatly reduce these risks by tapping into existing knowledge and seeking mentors as you plan out and put your social enterprise idea into action. But if your nonprofit’s resources are already spread so thin that a misstep will result in dire consequences, then pursuing social enterprise is going to be a stressful way to go. In this case, switching gears to secure some more stable and predictable funding before turning back to social enterprise will be more prudent.
Your nonprofit staff and board members should go into social enterprise development with eyes wide open to the uncertainties and liabilities
There are four main types of risks that new ventures face--and nonprofit ventures will face them too.
Harvard Business Review describes these risks as:
- Demand risk (how likely your customers are to adopt your solution)
- Technology risk (when the solution uses new technology)
- Execution risk (how likely you can pull together the team and partners needed to implement your idea)
- Financing risk (access to funding)
They add, “the entrepreneur’s task is to manage this uncertainty, while recognizing that certain risks cannot be influenced by their actions.”
All this to say, the risk of failure is baked into business. Your nonprofit staff and board members should go into social enterprise development with eyes wide open to the uncertainties and liabilities.
"You don't learn to walk by following rules. You learn by doing and by falling over."
— Richard Branson
5. You see an opportunity to fill a gap in the market, or you are willing to explore until you find one
Perhaps the biggest potential downfall of any new business is missing the mark on product-market fit.
The surest way to guarantee a hard uphill battle is to put out into the world an offer that your target market doesn’t care enough about, or simply doesn’t want.
One promising way to avoid this situation is to look for the gaps in service you see your existing beneficiaries facing. This will indicate that there could be a genuine need for a new offering. Then, you need to test whether there is willingness to pay for that new offering. If you have a hunch there’s a way to monetize it - you are in a great position!
Let’s be clear, you don’t need to have your social enterprise idea completely figured out before starting, but you do need to put a healthy focus on rigorously exploring who you desire to serve, what will make a difference for them, and whether they will be able to pay for the product or service. You should also plan for plenty of testing and refining in the early stages.
One of our most popular free courses at +Acumen, Introduction to Human Centred Design, teaches learners to use design thinking to understand potential customers in a way that allows you to create better solutions for their challenges.
Bonus Tip: The most profitable social enterprise ideas can be the simplest ones! You don’t need to disrupt an industry with a breakthrough innovation. In fact, executing a business that has established ‘competitors’ can be the least risky because there is proven business model you can learn from and replicate with your unique twist (a great tool for this process is the Business Model Canvas).
“What good is an idea if it remains an idea? Try. Experiment. Iterate. Fail. Try again. Change the world.”
— Simon Sinek
6. You are open to new approaches and doing things differently
It can be quite a shift to look at challenges through an entrepreneurial lens rather than the more traditional charitable lens you may have used in the past. Starting a social enterprise will challenge your staff, teams, and culture in new ways.
Being open to testing new approaches and learning new skills along the way will allow you to ride the waves of entrepreneurship.
The truth is you may never feel 100% ready… and that’s okay because it means your risk mitigation gene is turned on!
Your social enterprise endeavour might require reframing mindsets or beliefs around what it means to sell and earn money, how to use lean methodology approaches to take your idea to market, or how to work smarter, not harder with a systems approach.
You can expect to trade grant applications and slow turnaround times for testing and continuous iteration to nail your offer and business model.
The more nimble and open your team is to make decisions with imperfect information, the quicker you will solidify an earned-income strategy that not only brings in consistent revenue, but also contributes to the bottom line.
“In a world that’s changing really quickly, the only strategy
That’s guaranteed to fail is not taking risks.”
— Mark Zuckerburg
If you can see your nonprofit adopting or embodying these six characteristics, you are likely as ready as you’ll ever be to start building out your social enterprise idea. (The truth is you may never feel 100% ready… and that’s okay because it means your risk mitigation gene is turned on!)
The next step will be to start navigating the windy path of launching a social enterprise - a path that will have you determining what idea will work best for you, planning out your business model and strategy, and finally putting that plan into action!
Our best advice if you are setting out on this road is to surround yourself with the mentors and peers who can help you navigate through the inevitable twists and turns.
Checkpoint One: Readiness Self Assessment
Complete this short checklist to determine which fork to take in the road up ahead.
IN GENERAL
- Has an entrepreneurial spirit
- Is resilient in uncertain times
- Views change positively
- Is open to trying new approaches, failing sometimes, and using that as learning for the next step
- Understands social enterprise is way to further our mission in a new sustainable way (and is not necessarily a quick and easy solution to funding pains)
- Has leadership that is supportive of the idea of social enterprise
- Is open to trying new approaches, failing sometimes, and using that as learning for the next step
- Has experience in the industry we anticipate working in, and/or with the target market we anticipate creating an offer for
If you checked at 4 or more boxes above, you are in good shape to keep heading down the Entrepreneurial Nonprofit’s Roadmap for Social Enterprise Success!
If you checked less than 4 boxes, this might be a good time to take a quick pit stop in your social enterprise journey. It doesn’t have to be the end of the road though - take your learning so far back to your team to discuss how you can improve your readiness for entrepreneurial pursuits. Here are some resources to guide you through this exploration:
How to Build a Culture of Entrepreneurship in Your Nonprofit Organization
Seth Godin’s Leadership Workshop
Scott Sonenshein on Resourcefulness
Angela Duckworth on Building Grit
After more exploration and discussion, your nonprofit management team could determine that it’s not the right time, or the best fit, to move forward with a social enterprise strategy. That’s ok! Using an entrepreneurial strategy will not be the best path for every nonprofit to accomplish the goal of greater financial sustainability. Here are some additional resources for nonprofits seeking new ways to grow financial sustainability outside of social enterprise:
Finding Your Funding Model: A Practical Approach to Nonprofit Sustainability
Strategies for Sustainability in Uncertain Times
Part Two: Essentail Mindsets
6 Essential Mindsets Enterprising Nonprofits Need to Adopt
Why do some social enterprises succeed while others fail? Access to capital is critical.The right team is essential. And having a breakthrough idea is important. Yet, there are examples of both successes and failures in every scenario.
So what separates a successful enterprising nonprofit from one that struggles to generate earned income?
One factor that will significantly impact social enterprise success is how a team interprets and reacts to the challenges that inevitably surface along the way. Some pivot, adapt, and iterate while staying laser-focused on customer needs. Others are slow to react or don’t adequately listen to the people they are trying to serve.
To drive towards sustainable profitability and impact, nonprofits launching and growing social ventures will do well to embody these essential mindsets:
1. Focus Fosters Expansion
It feels counterintuitive, but the idea that focus fosters expansion can dramatically influence the decisions you make while growing a social enterprise.
Being everything to everyone is impossible. If a nonprofit wants to serve the entire population of Canada with coffee beans that support sustainable farming practices because ‘everyone drinks coffee’, this blanket approach will only spread efforts thin and yield scattered results.
Instead, narrowing in on a specific segment of the market means messaging and strategies can be laser-focused and resonate much more deeply. In this case, focusing marketing efforts to connect with people in Vancouver who are already involved in the social sector could result in becoming the go-to coffee brand for social activists.
The more specific you are in defining who you serve and exactly how you serve them, the better you will be able to communicate that value...
Sarah Robb O’Hagan, a marketing executive and business leader behind brands like Virgin, Nike, Gatorade, and Flywheel calls this playing your “Specialist Game.”
“The secret to success,” she writes, “is specializing in two different ways. On the one hand, to develop out of the broad range of your extreme skills and interests one narrow, specialized method or product or area of expertise that’s all yours. On the other hand, to find an equally narrow, specialized audience that absolutely needs and loves what you’ve got to offer. When you take the specialized offering to the right specialized audience, stand back!
One reason people dedicated to creating positive change find it hard to focus is they tend to be systems thinkers. They can tap into the webs of complexity in a way that promotes innovative solutions that haven't been tried before. However, this desire to impact the system in a significant way makes it hard to ‘stay in one lane’ and focus in on the slice of the ecosystem where they can have the most influence.
 However, when starting a brand new social venture it is not feasible to take on too much at once. As carefully as you map out your plan, hitting your milestones will inevitably take longer (or be harder to reach) than you first expect.
The best way to combat this is to get ultra-focused. The more specific you are in defining who you serve and exactly how you serve them, the better you will be able to communicate that value and ultimately deliver on that promise.
Note that getting specific does not mean giving up on your big picture plans or long-term vision of what you dream your social enterprise to be. It just means that you focus on one element at a time, master it, and then move on to add the next layer.
Switch Mindset: Instead of feeling like you are missing opportunities if you narrow in, focus on being the best you can be at one thing for one group of people.
Practice: With every strategic decision (like defining your offer and your target market and even your specific strategies like creating your marketing plan) ask yourself, “how can I get even more focused here?”
2. Marketing, Selling or Making Money Isn’t Evil
Traditional charity and the social sector has a complicated relationship with money. (Whether or not you entirely agree, Dan Pallotta’s TED talk is a good starting point for exploring this.) It’s not surprising that one of the hardest mindset shifts for nonprofit leaders to make when they consider starting a social enterprise is around selling and making money.
As an entrepreneurial nonprofit you need to get comfortable with the idea of selling your goods and services. This means not only earning money to cover your costs but also generating profit so there are funds available for reinvestment and growth. You could earn revenue by charging your beneficiaries directly for products and services that they will value at fair or subsidized prices. Or you could charge other customer segments for your products or services and earn money to cross-subsidize your core impact activities. For example, Aravind Eyecare, the famed social enterprise in India, lets people pay what they can afford for cataract surgery. This usually means that higher income customers end up subsidizing care for the poor. They’ve landed on a model that offers the dignity of choice to all customers in a financially sustainable way. Rather than being a “dirty” activity, asking customers to pay enables Aravind to reach more people and increase their social impact.
People vote with their dollars when it comes to letting companies know about the kinds of features and options they want.
If selling feels uncomfortable, sleazy, or pushy, it’s time to reframe this mindset and start thinking of selling as a service. In the +Acumen Master Class, the Art of Selling, Daniel Pink discusses how to make sales personal, purposeful, and human.
Marketing and sales are essential for growing a thriving business; neither are inherently a bad thing. The goal is not to push solutions on people who don’t need them, but to be visible so the people who do need them can benefit. Further, you can choose to align marketing and sales with your organizational values in a way that is authentic and transparent.
When it comes to sales, Cortni Grange, Executive Director of FLYE advises other nonprofit leaders, “Think of sales first. Don’t think you need to craft the perfect idea or perfect program or perfect partnership. Instead think of how you will sell (your product or service or idea) from Day 1.  I’ve realized that sales strategy and the ability to get people to give you money is the most important thing you can do as a leader in the nonprofit space.”
At Acumen, we’ve found that when our investee companies ask customers to pay for goods or services, they get far more market feedback on how people really feel about their offerings than if they simply gave them away. People vote with their dollars when it comes to letting companies know about the kinds of features and options they want. In this way, many social enterprises end up developing solutions that more low-income consumers find desirable and relevant--because they only buy something like a cookstove, mosquito net, or solar home system if they really value it. In the best cases, sustainable business models power social impact, rather than detracting or distracting from it.
Switch Mindset: Instead of viewing marketing as pushy, remember that the better you spread the word about the value your social enterprise provides, the more likely you are to connect with the people waiting to benefit from your offers.
Instead of making money at other people’s expense, the more money you earn:
- Has an entrepreneurial spirit
- Is resilient in uncertain times
- Views change positively
- Is open to trying new approaches, failing sometimes, and using that as learning for the next step
Practice: Next time you feel shy about marketing or selling, list 10 ways the product of service you offer will benefit the person you are speaking to. Next time you feel guilty about making money, list 10 ways unrestricted funds will serve to further your mission.
3. Launch Lean & Test Often
The longer you stay in planning mode at your desk, the longer it will take you to get your social enterprise generating earned revenue in a repeatable way in order to achieve financial sustainability.
The fastest and most accurate information comes from experimentation and testing. Lean Startup principles teach us to adopt a ‘done is better than perfect’ approach. With every idea and hunch you have the best way to test it is to take action, get feedback to inform whether it's working or not in the real world, and then adapt the plan going forward based on that information.
If selling feels uncomfortable, sleazy, or pushy, it’s time to reframe this mindset and start thinking of selling as a service. In the +Acumen Master Class, the Art of Selling, Daniel Pink discusses how to make sales personal, purposeful, and human.
“No business plan survives first contact with a customer”
— Steve Blank
Lean Startup principles also teach us to grow new ventures in a way that reduces risk. Building your social enterprise idea in smaller, less complicated versions or pilots allows you to gain valuable feedback and iterate along the way. Not only is your risk of losing valuable resources lowered but the value proposition you present to your potential customers is going to be much stronger. Starting small does not mean you have think small. Keep your vision for disrupting the status quo and impacting the system at the forefront but remember to focus your action and implementation one step at a time.
...it is better to ‘fail fast’ and embrace every failure as fuel to propel forward...
Expect to continuously iterate and refine your social enterprise business model. As you navigate an evolving marketplace - new competitors, changing customer needs and preferences, technological breakthroughs - strategies that worked in the past may not yield the same returns. Adopting a mindset of continuous testing, learning, and evolution will allow your social enterprise to adapt with changing tides.
At Acumen, we’ve seen that some nonprofits we’ve worked with have a particularly hard time adopting a lean approach because they are so beholden to funders who encourage top-down planning. Or they are accustomed to developing long-term theories of change and monitoring and evaluation plans that assume nothing will change. If you hope to get an entrepreneurial venture off the ground, you need to shift from a mindset of upfront planning to one of continuous testing and adapting.
Taking a lean approach may be discouraging at times. You will test new offers, new marketing campaigns, new communication strategies, and many of these will fail. But it is better to ‘fail fast’ and embrace every failure as fuel to propel forward and steadily adjust course towards the end goal. You won’t nail your business model and strategies the first time, but with persistence you will find a way to make it work and create sustainable impact.
Switch Mindset: Instead of relying on the best laid plans, rely on purposeful action to get real feedback and insight to guide next steps. Stay true to your goals but flexible in the path you take to reach them.
Practice:What is one specific action you can take to gather feedback from your potential customers to confirm planned next steps are in fact the best direction to go?
4. Humility & Learning as an Advantage
At +Acumen, our team has learned that even with a wealth of experience with a specific cause there is always more to learn and understand. Staying humble and keeping our eyes and ears open has allowed us to learn new and sometimes surprising insights that we could have missed if we thought we had all the answers.
As an entrepreneurial nonprofit these unexpected learnings should be welcomed and celebrated, not feared. With every new insight gleaned you are better positioned to respond to the needs of those you serve and better support them.
Hand-in-hand with humility comes open listening and continuous learning. Keep the lines of communication open internally with your team and externally with your partners and collaborators. Principles of Human-Centered Design teach us to practice empathy with a beginner’s mindset. By parking assumptions at the door we can be open to really listen and learn from those we serve.
Switch Mindset: Instead of feeling like you need to have all the answers before taking action, get clarity from a cycle of careful listening, iterative learning and purposeful action.
Practice: Ask yourself, “how can I step back and create space to let my customers lead the way?”
5. Learn to Love the Grey Areas
Acumen realizes that our values live in tension with each other. For example, we can be generous while keeping ourselves and each other accountable, we can listen and also take the lead, and we can remain humble while also pushing forward audaciously.
If you ever find yourself stuck in a dilemma between a rock and hard place, chances are there is a third option you haven’t thought of yet.
Acumen founder, Jacqueline Novogratz, shares about these tensions: “We wanted to say out loud what we know to be true: the work of creating change requires the moral imagination and, at times, courage, to consider trade-offs as we make the best decisions we can.”
As much as we try and simplify the paths available to us, these decisions are seldom black-and-white. Sheila Heen of the Harvard Negotiation Project encourages people to “start from the third story” when trying to navigate difficult choices and conversations. If you ever find yourself stuck in a dilemma between a rock and hard place, chances are there is a third option you haven’t thought of yet.
Most situations cannot be solved with a blueprint or framework, so you will need to become comfortable playing in the messy middle grey areas where social change takes place. On the positive side, awareness of these natural dichotomies opens up the possibility for meaningful conversations. Innovation flourishes when faced with constraints.
Switch Mindsets: Instead of feeling trapped or restricted by opposing tensions, such as juggling financial and impact returns, use these grey areas as fuel to push yourself forward to novel solutions.
Practice: Think of a time when you had to choose between two options that were at odds with each other. Looking back now, do you see a third alternative that might have been a better way forward?
Going forward, have an open and honest conversation with your team about the grey areas that come up in your work. Discuss ways you can navigate these tensions from a place of possibility and innovation.
6. Avoid Confusing Social Need with Market Demand
As a nonprofit committed to your social or environmental mission you are already doing great work. Chances are you also have a long list of ways you could create more impact if you had unlimited resources and bandwidth. If the goal of your social enterprise strategy is primarily to diversify funding, be mindful of designing a new venture that delivers more incredible impact but lacks profitability.
In the early stages of exploring your social enterprise ideas, make sure you are calculating your expected market size and doing back-of-the-envelope calculations to build your financial model and understand the numbers you’ll realistically need to hit. Not every social need has a clean tie to market demand. For example, we’ve known how to cure malaria for hundreds of years yet it still kills thousands every year and prevents people from being able to work. However, people still don’t want to pay for and/or use bed nets. In this TED Talk, journalist Sonia Shah helps illustrate the difference between social need and market demand.
In the early stages of exploring your social enterprise ideas, make sure you are calculating your expected market size and doing back-of-the-envelope calculations to build your financial model and understand the numbers you’ll realistically need to hit. Not every social need has a clean tie to market demand. For example, we’ve known how to cure malaria for hundreds of years yet it still kills thousands every year and prevents people from being able to work. However, people still don’t want to pay for and/or use bed nets. In this TED Talk, journalist Sonia Shah helps illustrate the difference between social need and market demand.
Switch Mindset: Instead of expecting all social needs can be met with a social enterprise model, challenge yourself to find proof there is a sizeable market opportunity with an audience willing and able to pay.
Practice: After the initial brainstorm but before selecting which social enterprise idea to move into the pilot stage, pressure test the top contenders against market opportunity and financial feasibility criteria. Calculate your potential market size. See how the ideas deliver independent of social or environmental benefit.
Checkpoint Two: Essential Mindsets Recap
In summary, the top 6 essential mindsets enterprising nonprofits need to adopt are:
- Focus fosters expansion
- Marketing, selling, or making money isn’t evil
- Launch lean & test often
- Humility & learning as an advantage
- Learn to love the grey areas
- Avoid confusing social need with market demand
Now that you’ve reviewed them all, ask yourself:
- Which mindset does your organization do well to embody the most often?
- Which mindset shows up the weakest in your organization right now?
- What steps can you take to practice growing or improving the essential mindsets?
If you feel like your organization’s culture promotes these essential mindsets, keep reading the Entrepreneurial Nonprofit’s Roadmap for Social Enterprise Success.
Part Three: Before Planning
Tackle this Step Before Planning Your Social Enterprise
Increasing examples of nonprofit-run social enterprises offer endless inspiration for creative ways to generate revenue outside of traditional philanthropy and grants.
Perhaps these novel earned income options feel like the silver bullet you’ve been waiting for to finally solve your funding shortfalls. In truth, the ideas with highest potential of success for your organization are often the ones that leverage what is already working well for you.
As an expert in your field, it’s easy to forget just how valuable your existing strengths, assets and core capabilities are... but this is precisely where you should start the process
Before getting into the details of why it’s to your advantage to build an earned income stream that is aligned both with your mission and your strengths, let’s look at the spectrum of business models available to entrepreneurial nonprofits seeking to launch an earned-revenue strategy.
A Spectrum of Social Enterprise Models for Nonprofits
In short, there are three common structures as described by MaRS and Virtue Ventures.
First there are external (or independent) social enterprises, where the revenue-generation activities are separate from delivering on the organization’s social mission but profits go back to fund it. Further along the spectrum are integrated social enterprise models where there is overlap between the mission and revenue-generation activities; the enterprise is created to financially support and expand upon an existing mission, but is not essential to delivering on it.
...it’s worthwhile seeing if you can create an embedded model that builds on your organization’s existing strengths...
These models can be effective depending on your situation, but the healthiest social enterprises are often ones where the social or environmental impact model and the business model are closely linked together. When the level of financial returns are intertwined with the impact returns, and vise versa, this is called a fully embedded social enterprise. In other words, the enterprising activities and the impact activities are one in the same. When better results are achieved from one, results from the other improve as well.
One of the most straightforward illustrations of an embedded model is where you charge you end users a nominal fee for the products or services that will directly help you fulfill and achieve your social impact mission. So, for example, if you are a health clinic you might charge for your services or offering a sliding scale payment plan--where some people get to access the for free and others pay fair prices they can afford. Or, if you are an anti-malaria organization, you charge people a small amount for bednets or mosquito repellent and so for every unit sold, you also achieve a unit of impact. If you can find a way to charge fair prices for services or products that your organization is already offering or that would complement your mission, you can begin to recover revenue from existing or new customer segments without taking your eye off your social mission.
If you are exploring the possibilities for generating earned revenue to further your nonprofit’s mission, it’s worthwhile seeing if you can create an embedded model that builds on your organization’s existing strengths, assets and core capabilities.
1. Building on strengths reduces the learning curve.
If your organization launches a social enterprise outside of your scope of knowledge, you are piling onto an already long list of new skills and expertise you’ll need to develop. Figuring out your suppliers, costs, pricing, ideal customer, and competition will keep your team busy enough without also requiring that you understand a new target market, conduct industry research and design a new offer entirely from scratch.
When you build off existing experience and knowledge, you cut your learning curve down significantly.
Checkpoint Three: Before Planning Your Social Enterprise
Below is a detailed guide for completing the 'Map Your Core' exercise to put into practice what you have learned so far. It’s followed by a mini case example to see how the famous Aravind Eye Care organization grew over time.
'MAP YOUR CORE' EXERCISE
In 2014, Acumen co-authored a study with Bain and Company that found that agricultural enterprises were most effective if they had a clearly defined “core”. Your “core” is what your organization does distinctively well. This is typically the combination of 3 things:
- The products or services you’re uniquely good at developing or delivering
- The customer segments you’re uniquely good at serving
- The geographies or markets where you are dominant
When you combine these three elements, you get a picture of the foundational parts of your organization. This can illuminate opportunities for growing your reach with a revenue-generating social enterprise while also preventing mission drift.
The core map is a tool that can help you think about your areas of focus by determining where your expertise lies now and how you can expand into new markets strategically. It is organized along vectors representing your product or service, your customers, and your target geography. Note that other dimensions can be added, but this simple version is a way to get started.
With each level removed from the core, your product, customers, and geography become a little less central. That is, you begin to expand into adjacencies or markets that are related, but not directly included in your core.
As you think about developing a social enterprise idea, you’ll want to build upon areas that are already close to your core—rather than branching into totally new directions when you do not already have existing strengths or resources. Mapping your core in this way will also help you determine which adjacencies to explore first, as it’s best to branch out only one dimension at a time.
COMPLETE THESE STEPS
- Identify your organization’s target products/services, customers, and geography. Keep in mind that these do not have to be things that generate revenue. Write these next to the first “rung” of each spoke on the diagram.
- Then identify your adjacencies. These are the areas that are close to your targets, but might be one step removed. Write these on the second “rung” of each spoke.
- Figure out your furthest “reach” area that is still related, but is not central to your current business. Write these on the third rung.
- Then take the areas you are currently serving and shade that core area red. Shade new areas that you are beginning to expand into (or would like to in the near future) gray.
MINI CASE STUDY
As you think about developing a social enterprise idea, you’ll want to build upon areas that are already close to your core—rather than branching into totally new directions when you do not already have existing strengths or resources. Mapping your core in this way will also help you determine which adjacencies to explore first, as it’s best to branch out only one dimension at a time.
Below is an example of what Aravind’s core map structure could be:
Part Four: The Reality
The Reality about Making Money with Social Enterprise
If you’ve been following along with this series, you likely have a few promising ideas for how you could grow your nonprofit’s earned income (if not, you can catch up by reading 'Signs you’re well-positioned for social enterprise', 'essential mindsets for entrepreneurial nonprofits', and 'uncovering enterprise ideas based on your strengths').
However, as critical as this internal exploration is, you’ll also need to examine the external environment in which your business is situated. Before moving onto the next phase of outlining possible business models and implementation plans, it’s time to determine which ideas are worth committing time and effort into developing.
“It’s not about ideas; it’s about making ideas happen.”
— Scott Belsky
Not every remarkable idea will make a promising social enterprise. And not every promising social enterprise will be the most fitting for your particular organization to launch and run.
 Specifically, even if you feel like you have a promising idea, how can you be sure it is a solution your target customers genuinely need and are willing to pay for? Have you looked at expected costs and revenues to see if this big idea has the potential to bring in the funds you are hoping for?
Asking these type of questions will allow you to eliminate the social enterprise ideas that sound great in theory, but may not serve your revenue and impact goals in the long run.
Below are the five main steps you should go through to answer these questions before you go any further down the path of developing out your plan.
1. Know your Goals
The first step in evaluating the potential of each of your new venture ideas is to determine what exactly you hope to achieve for your organization as a result of this work.
Social enterprise goals fall into three main categories:
Financial Goals
How much earned income are you hoping to generate to complement (or replace) your existing funding streams?
Impact Goals
Is there a specific area of impact you want to better address through the social enterprise? How can you define this goal in measurable terms?
What constraints affecting operations need to be considered as you develop an earned income strategy? Here, think of your primary resources - human resources, money, time, etc. - and how each will be used in and impacted by a social enterprise strategy. Often these considerations will be informed by the overall strategic plan for the organization and driven by the board and executive team.
You need to consider both financial and impact goals when evaluating the potential of your idea because, although the mission remains the driving force behind your work, the financial results will help you achieve it.
Organizational Goals
Is there a specific area of impact you want to better address through the social enterprise? How can you define this goal in measurable terms?
We are used to assigning metrics to financial goals, but here it will be helpful to define a quantifiable metric related to achieving your mission-driven goal. For example, if you are a solar lantern company, your mission might be delivering energy to the world’s poor and your metric might be the number of households that complete productive activities after dark because they have access to a light.
These three categories of goals will look different for every nonprofit, so it’s important to use them as guideposts as you determine which social enterprise idea to pursue. You will come back to these goals in the final step and use them as filters to determine whether or not to move the your top idea(s) into the next phase of development.
2. Determine the Desirability of Your Idea
The number 1 reason new startups fail according to CB Insights’ review of 101 companies after shutting down is that there was no market need for the solution they created.
Knowing who your ideal customer is, why they need your solution, and how it compares to the rest of the options available will all help you evaluate the desirability of your idea.
When estimating the market opportunity and customer demand for your offer, you want to look at:
- Your customers’ willingness and ability to pay
- How your solution provides real value and compares to alternatives
- The overall size of the market
You can come up with an incredible product or service, but if your customers can’t afford it or are unwilling to adopt it for cultural or other reasons, your business will fail.
When you find the right combination of pain relievers and gain creators that matter to your customer, you will have developed a value proposition.
To determine your customers’ willingness to pay, you need to understand their finances. How are they currently solving the pain your solution alleviates, and what is that costing them?
Next, you need to understand why your customers value access to your product or service. How will you make it a clear choice to choose your product or service over those offered by your competitors? To understand your advantage, you have to deeply understand what matters to your customers. These typically fall into two categories 1) the pains or problems they are facing in their lives that your product could solve, and 2) the types of gains or aspirations they have. Are they looking for increased convenience and time-saving? Do they care about status and want a new product because of the social benefits it would offer? Are they motivated by the things that could help them care for others?
When you find the right combination of pain relievers and gain creators that matter to your customer, you will have developed a value proposition. A value proposition is the articulation of how your product or service can create value or meaning for your customer.
Once you understand who your ideal customers are and are confident there is real demand for your offer, you next need to determine whether there are enough similar potential customers to support the long-term growth of your business. In other words, how big is the market and how much of that market can you conceivably reach? Is the market opportunity growing, stable, or declining?
3. Determine the Viability of Your Idea
Next, you need to look at the financial viability of your idea. Does it make sense as a revenue-generating enterprise? Do the economics support making a profit, and is that potential profit worth it given the inputs required to generate it?
There are two main financial components to examine at this stage. First, you should roughly estimate your start-up expenses, which are all of the costs incurred before you’ll open the doors to customers. The second is the operating financials, which account for ongoing expenses and projected sales (revenue).
For operating financials, make a rough estimate of your total costs. Keep in mind the expenses required to run the business include both the “cost of goods sold”, or costs that vary with the number of units (i.e. shipping or packaging), and overhead costs that are fixed no matter how many units you sell in a given period (i.e. rent or equipment needed for production).
...try to figure out how long will it take you to reach financial breakeven.
A lot can go into pricing your offer, but at this stage keep a high-level view and estimate to the best of your ability with easily accessible information. You want to determine your price based on the value it provides to the user and as it compares to the alternatives, not strictly based on your costs (although of course, it needs to be higher than your costs!)
Estimate how many units you will be able to sell in your first year of operations and run the numbers to see how profitable the idea is on paper. Keep in mind that this is a starting point, and if the numbers are not what you hoped, it doesn’t mean the concept isn’t viable. However, you may need to develop variations on your business model as you start gathering more insight from your target market.
You can expand your estimates past year one out to see how the forecasts look over the first five years. Estimating further out than that will not be useful since so much can change over that period.
Based on this preliminary view, try to figure out how long will it take you to reach financial breakeven. Breakeven is the number of ‘units’ that need to be sold in order to cover all of your costs - remember costs here include the variable costs that go into delivering each ‘unit’ of value plus the fixed overhead costs that are split between all of the units sold in given time period.
You should also consider how the venture’s financial needs will evolve as it scales. In the first six months as you ramp up production, you may only need 1 part-time staff member, but with sales estimates increasing for months 7 - 12, you might need to increase that staff member to full time, doubling their cost.
Remember that the financial requirements and potential revenue will look different in the early stages when you are testing a ‘minimum viable product’ to gather feedback from your users versus when the enterprise is running at scale.
4. Determine the Practicality of Your Idea
At this point, you should have assessed the desirability of your idea, or the value your solution offers to potential customers. You should have also pressure tested the viability of the idea, which is the level of demand in the marketplace,compared to the costs you will incur and potential revenue you will gain. Now, you want to look at the practicality of implementing your idea. That is, how difficult will it be to execute this idea, and what resources will be required to promote, produce, and deliver the product or service?
You’ll want to consider the time required from your team both pre-launch and for ongoing operations, specialized equipment or space that will need to be secured, or intellectual resources. Is there significant research and development required to develop new technology or other intellectual property that would be necessary? Are there suppliers or partners that will be essential for implementing this idea?
These questions are a starting point. For more details, review the Feasibility Questionnaire Checklist in Checkpoint #4 of this the 'Entrepreneurial Roadmap to Social Enterprise' to guide you through key questions around the strategic alignment, market opportunity, operational capabilities, financial potential and impact potential of your social enterprise shortlist.
5. Goal check
Now that you’ve run your top ideas through the market desirability, financial viability and operational practicality lenses, check back to the goals you set out in step #1.
How does each of the directions you are considering stack up when compared to the financial goals, impact goals, and organizational constraints? If a top idea is not apparent, it might be worth setting up a quick scorecard to give each possibility a score out of 10 in each category, and then add these up to see how the ideas rank in order.
Next Steps
After going through this process, you likely have a better sense of which path will be the most lucrative and the best fit to support your organizational goals.
One of the best tools to start planning out your idea is the Business Model Canvas. By completing a rough sketch of your business model,you can dive deeper into the specifics and begin testing your idea with potential customers to gather their feedback.
Checkpoint Four: The Reality Recap
In this section, we walk you through three exercises to help you assess the true market opportunity of your earned income idea.
First, estimate how many people there are in your target market to see if there might be enough demand to justify building a financially viable solution.
Then use the Feasibility Questionnaire Checklist as a guide to lead your team through key questions around strategic alignment, market opportunity, operational capabilities, and financial potential.
Finally, put some numbers to paper to estimate the point of financial breakeven to get a sense of how quickly you will be able to start generating profits with your current idea.
DETERMINE THE MARKET SIZE
To figure out how big your serviceable, obtainable market is by following the step-by-step guide to calculating market size. You’ll be trying to figure out whether enough people exist in your target market in order to build a financially viable solution to their problems.
Step #1 - Identify your total addressable market
What would it look like if you took your company to scale? You’ll need to use external data sources and some basic logic to figure this out. Steve Blank, a leading thinker on entrepreneurship in Silicon Valley, suggests that you “Use industry-analyst reports, market research reports, competitors' press releases, university libraries and discussions with investors and customers to "size" the overall market. Use whatever metric is most appropriate: units, dollars, pageviews, eyeballs, whatever.”
Step #2 - Identify your served available market
Who will your business model actually serve? This is where you calculate how many people you can actually reach with your sales channels.
Step #3 - Identify your serviceable obtainable market
Who can you realistically serve in the short term? This is where you figure out how many of your most likely buyers exist.
FEASIBILITY QUESTIONNAIRE CHECKLIST
The feasibility planning process includes systematic exploration key assumptions for the planned business model to work as anticipated.
Through secondary research, focus groups, surveys, and conversations with potential customers (and possibly also with industry experts), you’ll gain a better sense for the overall feasibility of the social enterprise.
Below are some key questions you should explore in the feasibility process*:
Strategic Alignment:
- How well does the idea fit with the organization’s mission?
- How difficult will it be to promote, produce, and deliver the product/service?
- What organizational structure will work best?
- What HR skills and capacity will be required to implement this?
- What leadership and management will be required?
Market Opportunity:
- Who are your primary customer segments and do you have a compelling value proposition for them?
- How big is the market and is it growing?
- What are the major trends in the market right now?
- Is there a demonstrated and proven need for this product/service?
- Who are the competitors in the space?
- What is your competitive advantage / differentiation?
Operational Capabilities:
- How long will be take to produce/procure the product?
- Who are key suppliers needed?
- What facilities and/or equipment is needed?
- What is the distribution plan?
- Are there any regulations, testing or quality control requirements that need to be addressed?
- What are the major milestones that need to be hit?
- What are the potential risks, possible consequences and impact of these risks, and mitigation strategies that might be required?
Financial Potential:
- What are the expected start up costs?
- How much start up capital will need to be invested and where will it come from?
- What are the expected operating costs?
- How much working capital will be required and where will it come from?
- How will you price your product/service, what are the costs and what is your profit margin?
- What are the sales projections?
- Does seasonality have an impact on sales or sales cycles?
After you’ve explored the feasibility of your idea it should be clear whether it makes sense to undertake small pilot or prototype.
*Adapted from ENP - The Canadian Social Enterprise Guide
FEASIBILITY QUESTIONNAIRE CHECKLIST
You can evaluate which of your top ranked ideas have the greatest financial potential using a “back of the envelope” calculation This is a quick calculation that can be done within a half an hour with limited information. The goal is not to spend lots of your valuable time searching for exact costs and projections, but to make an educated guess on the rough potential for financial gain for each idea.
For the Back of the Envelope calculations, you will determine all the major startup costs, possible revenue, and then work through a break-even analysis to make sure the business will start generating enough money to sustain itself before the startup money runs out.
All of the calculations and assumptions in a Back of the Envelope exercise may seem overwhelming at first, but keep in mind that the purpose is to get a sense of the overall financial and impact potential of an idea.
Step 1 - Getting started
- What major upfront costs (fixed costs) are required to start this initiative? (FC)
- What are your variable costs per unit sold? (VC)
- What is the potential revenue you could earn per client (the sale price)? (RPC)
Step 2 - How many units do you have to sell to ‘break-even’?
The term break-even describes how many units of product or service you have to sell to cover your basic costs. Before you reach break-even, the initiative will be costing your organization money (i.e. the income generated will not cover the cost of doing business).
At break-even, the revenues are equal to the costs. Additional units sold after your break-even number has been achieved should result in net revenue (in other words money, extra money that can go towards funding your programs!)
Break-even = FC / (RPC - VC)
Step 3 - How much money can you make in year one?
- How many potential clients could you serve in your first year? (#C)
- What is the potential revenue you could make in your first year? (R)
- What are the total expenses in year one? (E)
- What would the net income be in year one? (NI)


Functions - time
| addDuration |
Add specified durations to the given time value. |
| createTime |
Returns the Time object correspoding to the given time components and time-zone. |
| currentTime |
Returns the current time value with the default system time-zone. |
| format |
Returns the formatted string representation of the given time. |
| getDate |
Returns the date representation of the given time. |
| getDay |
Returns the date representation of the given time. |
| getHour |
Returns the hour representation of the given time. |
| getMilliSecond |
Returns the millisecond representation of the given time. |
| getMinute |
Returns the minute representation of the given time. |
| getMonth |
Returns the month representation of the given time. |
| getSecond |
Returns the second representation of the given time. |
| getTime |
Returns the time representation of the given time. |
| getWeekday |
Returns the weekday representation of the given time. |
| getYear |
Returns the year representation of the given time. |
| nanoTime |
Returns the current system time in nano seconds. |
| parse |
Returns the time for the given string representation based on the given format string. |
| subtractDuration |
Subtract specified durations from the given time value. |
| toString |
Returns the ISO 8601 string representation of the given time. |
| toTimeZone |
Change the time-zone of the given time. |
addDuration
(Time time, int years, int months, int days, int hours, int minutes, int seconds, int milliSeconds)
returns TimeAdd specified durations to the given time value.
string timeText = "2020-06-26T09:46:22.444-0500";
string timeFormat = "yyyy-MM-dd'T'HH:mm:ss.SSSZ";
time:Time|error originalTime = time:parse(timeText, timeFormat);
if (originalTime is time:Time) {
time:Time newTime = time:addDuration(originalTime, 1, 1, 1, 1, 1, 1, 1);
}
Parameters
- time Time
-
The Time record to add the duration
- years int
-
The year representation
- months int
-
The month-of-year to represent, from 1 (January) to 12 (December)
- days int
-
The day-of-month to represent, from 1 to 31
- hours int
-
The hour-of-day to represent, from 0 to 23
- minutes int
-
The minute-of-hour to represent, from 0 to 59
- seconds int
-
The second-of-minute to represent, from 0 to 59
- milliSeconds int
-
The milli-of-second to represent, from 0 to 999
-
Return Type
(Time) Time object containing time and zone information after the addition
createTime
(int year, int month, int date, int hour, int minute, int second, int milliSecond, string zoneId)
returns Time | ErrorReturns the Time object correspoding to the given time components and time-zone.
time:Time|error dateTime = time:createTime(2020, 3, 28, 23, 42, 45, 554, "America/Panama");
Parameters
- year int
-
The year representation
- month int
-
The month-of-year to represent from 1 (January) to 12 (December)
- date int
-
The day-of-month to represent from 1 to 31
- hour int
-
The hour-of-day to represent from 0 to 23
- minute int
-
The minute-of-hour to represent from 0 to 59
- second int
-
The second-of-minute to represent, from 0 to 59
- milliSecond int
-
The milli-of-second to represent, from 0 to 999
- zoneId string
-
The zone id of the required time-zone.If empty the system local time-zone will be used
Returns the current time value with the default system time-zone.
time:Time now = time:currentTime();
-
Return Type
(Time) Time object containing the time and the zone information
Returns the formatted string representation of the given time.
time:TimeZone zoneValue = {id: "America/Panama"};
time:Time time = {time:<PHONE_NUMBER>444, zone: zoneValue};
string|error timeString = time:format(time, time:TIME_FORMAT_RFC_1123);
Parameters
- time Time
-
The Time record to be formatted
- timeFormat string
-
The format, which is used to format the time represented by this object
-
Return Type
(string | Error) The formatted string of the given time or else a
time:Error
if failed to format the time
Returns the date representation of the given time.
time:TimeZone zoneValue = {id: "America/Panama"};
time:Time time = {time:<PHONE_NUMBER>444, zone: zoneValue};
[int, int, int] date = time:getDate(time);
Parameters
- time Time
-
The Time record to get the date representation
-
Return Type
([int, int, int]) The year representation with the month-of-year from 1 (January) to 12 (December) and the day-of-month from 1 to 31
Returns the date representation of the given time.
time:TimeZone zoneValue = {id: "America/Panama"};
time:Time time = {time:<PHONE_NUMBER>444, zone: zoneValue};
int day = time:getDay(time);
Parameters
- time Time
-
The Time record to get the date representation
-
Return Type
(int) The day-of-month from 1 to 31
Returns the hour representation of the given time.
time:TimeZone zoneValue = {id: "America/Panama"};
time:Time time = {time:<PHONE_NUMBER>444, zone: zoneValue};
int hour = time:getHour(time);
Parameters
- time Time
-
The Time record to get the hour representation
-
Return Type
(int) The hour-of-day from 0 to 23
Returns the millisecond representation of the given time.
time:TimeZone zoneValue = {id: "America/Panama"};
time:Time time = {time:<PHONE_NUMBER>444, zone: zoneValue};
int milliSecond = time:getMilliSecond(time);
Parameters
- time Time
-
The Time record to get the millisecond representation
-
Return Type
(int) The milli-of-second from 0 to 999
Returns the minute representation of the given time.
time:TimeZone zoneValue = {id: "America/Panama"};
time:Time time = {time:<PHONE_NUMBER>444, zone: zoneValue};
int minute = time:getMinute(time);
Parameters
- time Time
-
The Time record to get the minute representation
-
Return Type
(int) The minute-of-hour to represent from 0 to 59
Returns the month representation of the given time.
time:TimeZone zoneValue = {id: "America/Panama"};
time:Time time = {time:<PHONE_NUMBER>444, zone: zoneValue};
int month = time:getMonth(time);
Parameters
- time Time
-
The Time record to get the month representation from
-
Return Type
(int) The month-of-year from 1 (January) to 12 (December)
Returns the second representation of the given time.
time:TimeZone zoneValue = {id: "America/Panama"};
time:Time time = {time:<PHONE_NUMBER>444, zone: zoneValue};
int second = time:getSecond(time);
Parameters
- time Time
-
The Time record to get the second representation
-
Return Type
(int) The second-of-minute from 0 to 59
Returns the time representation of the given time.
time:TimeZone zoneValue = {id: "America/Panama"};
time:Time time = {time:<PHONE_NUMBER>444, zone: zoneValue};
[int, int, int, int] timeGenerated = time:getTime(time);
Parameters
- time Time
-
The Time record
-
Return Type
([int, int, int, int]) The hour-of-day to represent from 0 to 23, the minute-of-hour to represent from 0 to 59, the second-of-minute from 0 to 59, and the milli-of-second from 0 to 999
Returns the weekday representation of the given time.
time:TimeZone zoneValue = {id: "America/Panama"};
time:Time time = {time:<PHONE_NUMBER>444, zone: zoneValue};
string weekDay = time:getWeekday(time);
Parameters
- time Time
-
The Time record to get the weekday representation
-
Return Type
(string) The weekday representation from SUNDAY to SATURDAY
Returns the year representation of the given time.
time:TimeZone zoneValue = {id: "America/Panama"};
time:Time time = {time:<PHONE_NUMBER>444, zone: zoneValue};
int year = time:getYear(time);
Parameters
- time Time
-
The Time record to retrieve the year representation
-
Return Type
(int) The year representation
Returns the current system time in nano seconds.
int now = time:nanoTime();
-
Return Type
(int) Integer value of the current system time in nano seconds
Returns the time for the given string representation based on the given format string.
string timeFormat = "yyyy-MM-dd'T'HH:mm:ss.SSSZ";
time:Time|error time = time:parse("2020-06-26T09:46:22.444-0500", timeFormat);
Parameters
- data string
-
The time text to parse
- timeFormat string
-
The format, which is used to parse the given text
subtractDuration
(Time time, int years, int months, int days, int hours, int minutes, int seconds, int milliSeconds)
returns TimeSubtract specified durations from the given time value.
string timeText = "2020-06-26T09:46:22.444-0500";
string timeFormat = "yyyy-MM-dd'T'HH:mm:ss.SSSZ";
time:Time|error originalTime = time:parse(timeText, timeFormat);
if (originalTime is time:Time) {
time:Time newTime = time:subtractDuration(originalTime, 1, 1, 1, 1, 1, 1, 1);
}
Parameters
- time Time
-
The Time record to subtract the duration from
- years int
-
The year representation
- months int
-
The month-of-year to represent, from 1 (January) to 12 (December)
- days int
-
The day-of-month to represent, from 1 to 31
- hours int
-
The hour-of-day to represent, from 0 to 23
- minutes int
-
The minute-of-hour to represent, from 0 to 59
- seconds int
-
The second-of-minute to represent, from 0 to 59
- milliSeconds int
-
The milli-of-second to represent, from 0 to 999
-
Return Type
(Time) Time object containing time and zone information after the subtraction
Returns the ISO 8601 string representation of the given time.
time:TimeZone zoneValue = {id: "America/Panama"};
time:Time time = {time:<PHONE_NUMBER>444, zone: zoneValue};
string timeString = time:toString(time);
Parameters
- time Time
-
The Time record to be converted to string
-
Return Type
(string) The ISO 8601-formatted string of the given time
Change the time-zone of the given time.
string zoneId = "America/Panama";
time:TimeZone zoneValue = {id: zoneId};
time:Time time = {time:<PHONE_NUMBER>444, zone: zoneValue};
time:Time|time:Error newTime = time:toTimeZone(time, zoneId);
Parameters
- time Time
-
The Time record of which the time-zone is to be changed
- zoneId string
-
The new time-zone ID


This page is index of Common Deductions.
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Build started on: 19-01-2012 at 18:04.10
Build ended on: 19-01-2012 at 18:04.11
-------------- Build: Debug in 5 ---------------
Compiling: system_calibration.cpp
Linking console executable: bin/Debug/5
Output size is 71.11 KB
Process terminated with status 0 (0 minutes, 1 seconds)
0 errors, 0 warnings


{{selected_character.charactername}} is coming to the end of another long day at the motorpool, heshe is just fixing up a very sweet flying car for a some rich kid when the police comes looking for you.
You mow past the stuff while reffing up the engine. The copper you can see running towards his own vehicle while calling for baxk up on the ground below. His back-up won't be here in time. This chase will be decided by you and him.
You turn on your car radio. The traffic channel was reporting on jams and incidents all over the city. You maybe a wanted {{selected_character.gender}} but the street are on your side.
The cop approaches you while his partner nonchalantly starts inspecting the workbench behind you. They've locked you in. No choice now but to cooperate.
The cop starts talking to you about your whereabouts last night.


Python VariablesVariable is a name which is used to refer memory location. Variable also known as identifier and used to hold value. In Python, we don't need to specify the type of variable because Python is a type infer language and smart enough to get variable type. Variable names can be a group of both letters and digits, but they have to begin with a letter or an underscore. It is recomended to use lowercase letters for variable name. Rahul and rahul both are two different variables. Identifier NamingVariables are the example of identifiers. An Identifier is used to identify the literals used in the program. The rules to name an identifier are given below.
Declaring Variable and Assigning ValuesPython does not bound us to declare variable before using in the application. It allows us to create variable at required time. We don't need to declare explicitly variable in Python. When we assign any value to the variable that variable is declared automatically. The equal (=) operator is used to assign value to a variable. Eg: Output: >>> 10 ravi 20000.67 >>> Multiple AssignmentPython allows us to assign a value to multiple variables in a single statement which is also known as multiple assignment. We can apply multiple assignments in two ways either by assigning a single value to multiple variables or assigning multiple values to multiple variables. Lets see given examples. 1. Assigning single value to multiple variables Eg: x=y=z=50 print iple print y print z Output: >>> 50 50 50 >>> 2.Assigning multiple values to multiple variables: Eg: a,b,c=5,10,15 print a print b print c Output: >>> 5 10 15 >>> The values will be assigned in the order in which variables appears. Basic Fundamentals:This section contains the basic fundamentals of Python like : i)Tokens and their types. ii) Comments a)Tokens:
There are following tokens in Python:
Tuples:
Eg: >>> tuple=('rahul',100,60.4,'deepak') >>> tuple1=('sanjay',10) >>> tuple ('rahul', 100, 60.4, 'deepak') >>> tuple[2:] (60.4, 'deepak') >>> tuple1[0] 'sanjay' >>> tuple+tuple1 ('rahul', 100, 60.4, 'deepak', 'sanjay', 10) >>> Dictionary:
Eg: >>> dictionary={'name':'charlie','id':100,'dept':'it'} >>> dictionary {'dept': 'it', 'name': 'charlie', 'id': 100} >>> dictionary.keys() ['dept', 'name', 'id'] >>> dictionary.values() ['it', 'charlie', 100] >>>
Next TopicPython Data Types
|
Python VariablesVariable is a name which is used to refer memory location. Variable also known as identifier and used to hold value. In Python, we don't need to specify the type of variable because Python is a type infer language and smart enough to get variable type. Variable names can be a group of both letters and digits, but they have to begin with a letter or an underscore. It is recomended to use lowercase letters for variable name. Rahul and rahul both are two different variables. Identifier NamingVariables are the example of identifiers. An Identifier is used to identify the literals used in the program. The rules to name an identifier are given below.
Declaring Variable and Assigning ValuesPython does not bound us to declare variable before using in the application. It allows us to create variable at required time. We don't need to declare explicitly variable in Python. When we assign any value to the variable that variable is declared automatically. The equal (=) operator is used to assign value to a variable. Eg: Output: >>> 10 ravi 20000.67 >>> Multiple AssignmentPython allows us to assign a value to multiple variables in a single statement which is also known as multiple assignment. We can apply multiple assignments in two ways either by assigning a single value to multiple variables or assigning multiple values to multiple variables. Lets see given examples. 1. Assigning single value to multiple variables Eg: x=y=z=50 print iple print y print z Output: >>> 50 50 50 >>> 2.Assigning multiple values to multiple variables: Eg: a,b,c=5,10,15 print a print b print c Output: >>> 5 10 15 >>> The values will be assigned in the order in which variables appears. Basic Fundamentals:This section contains the basic fundamentals of Python like : i)Tokens and their types. ii) Comments a)Tokens:
There are following tokens in Python:
Tuples:
Eg: >>> tuple=('rahul',100,60.4,'deepak') >>> tuple1=('sanjay',10) >>> tuple ('rahul', 100, 60.4, 'deepak') >>> tuple[2:] (60.4, 'deepak') >>> tuple1[0] 'sanjay' >>> tuple+tuple1 ('rahul', 100, 60.4, 'deepak', 'sanjay', 10) >>> Dictionary:
Eg: >>> dictionary={'name':'charlie','id':100,'dept':'it'} >>> dictionary {'dept': 'it', 'name': 'charlie', 'id': 100} >>> dictionary.keys() ['dept', 'name', 'id'] >>> dictionary.values() ['it', 'charlie', 100] >>>
Next TopicPython Data Types
|
Python VariablesVariable is a name which is used to refer memory location. Variable also known as identifier and used to hold value. In Python, we don't need to specify the type of variable because Python is a type infer language and smart enough to get variable type. Variable names can be a group of both letters and digits, but they have to begin with a letter or an underscore. It is recomended to use lowercase letters for variable name. Rahul and rahul both are two different variables. Identifier NamingVariables are the example of identifiers. An Identifier is used to identify the literals used in the program. The rules to name an identifier are given below.
Declaring Variable and Assigning ValuesPython does not bound us to declare variable before using in the application. It allows us to create variable at required time. We don't need to declare explicitly variable in Python. When we assign any value to the variable that variable is declared automatically. The equal (=) operator is used to assign value to a variable. Eg: Output: >>> 10 ravi 20000.67 >>> Multiple AssignmentPython allows us to assign a value to multiple variables in a single statement which is also known as multiple assignment. We can apply multiple assignments in two ways either by assigning a single value to multiple variables or assigning multiple values to multiple variables. Lets see given examples. 1. Assigning single value to multiple variables Eg: x=y=z=50 print iple print y print z Output: >>> 50 50 50 >>> 2.Assigning multiple values to multiple variables: Eg: a,b,c=5,10,15 print a print b print c Output: >>> 5 10 15 >>> The values will be assigned in the order in which variables appears. Basic Fundamentals:This section contains the basic fundamentals of Python like : i)Tokens and their types. ii) Comments a)Tokens:
There are following tokens in Python:
Tuples:
Eg: >>> tuple=('rahul',100,60.4,'deepak') >>> tuple1=('sanjay',10) >>> tuple ('rahul', 100, 60.4, 'deepak') >>> tuple[2:] (60.4, 'deepak') >>> tuple1[0] 'sanjay' >>> tuple+tuple1 ('rahul', 100, 60.4, 'deepak', 'sanjay', 10) >>> Dictionary:
Eg: >>> dictionary={'name':'charlie','id':100,'dept':'it'} >>> dictionary {'dept': 'it', 'name': 'charlie', 'id': 100} >>> dictionary.keys() ['dept', 'name', 'id'] >>> dictionary.values() ['it', 'charlie', 100] >>>
Next TopicPython Data Types
|
Python VariablesVariable is a name which is used to refer memory location. Variable also known as identifier and used to hold value. In Python, we don't need to specify the type of variable because Python is a type infer language and smart enough to get variable type. Variable names can be a group of both letters and digits, but they have to begin with a letter or an underscore. It is recomended to use lowercase letters for variable name. Rahul and rahul both are two different variables. Identifier NamingVariables are the example of identifiers. An Identifier is used to identify the literals used in the program. The rules to name an identifier are given below.
Declaring Variable and Assigning ValuesPython does not bound us to declare variable before using in the application. It allows us to create variable at required time. We don't need to declare explicitly variable in Python. When we assign any value to the variable that variable is declared automatically. The equal (=) operator is used to assign value to a variable. Eg: Output: >>> 10 ravi 20000.67 >>> Multiple AssignmentPython allows us to assign a value to multiple variables in a single statement which is also known as multiple assignment. We can apply multiple assignments in two ways either by assigning a single value to multiple variables or assigning multiple values to multiple variables. Lets see given examples. 1. Assigning single value to multiple variables Eg: x=y=z=50 print iple print y print z Output: >>> 50 50 50 >>> 2.Assigning multiple values to multiple variables: Eg: a,b,c=5,10,15 print a print b print c Output: >>> 5 10 15 >>> The values will be assigned in the order in which variables appears. Basic Fundamentals:This section contains the basic fundamentals of Python like : i)Tokens and their types. ii) Comments a)Tokens:
There are following tokens in Python:
Tuples:
Eg: >>> tuple=('rahul',100,60.4,'deepak') >>> tuple1=('sanjay',10) >>> tuple ('rahul', 100, 60.4, 'deepak') >>> tuple[2:] (60.4, 'deepak') >>> tuple1[0] 'sanjay' >>> tuple+tuple1 ('rahul', 100, 60.4, 'deepak', 'sanjay', 10) >>> Dictionary:
Eg: >>> dictionary={'name':'charlie','id':100,'dept':'it'} >>> dictionary {'dept': 'it', 'name': 'charlie', 'id': 100} >>> dictionary.keys() ['dept', 'name', 'id'] >>> dictionary.values() ['it', 'charlie', 100] >>>
Next TopicPython Data Types
|


I just watched a presentation that I thought would be about BAM (Business Activity Monitoring) from BizTalk, but instead it was some new project that Microsoft Research cooked up that helps model cloud computing. Interesting nonetheless, but not the BAM I thought I was getting.


Hello world, or potential employers whatever comes first. My name is Braden Nelson. I am starting my journey into software development. This is my portfolio page I will link to some of my projects I have made below and I will add more as I create them. Thanks for reading!
All projects were completed using HTML and CSS
I was born and raised in the Portland area, I grew up in Canby and went to High school in Beaverton. I attended Portland Community college for a couple years but did not complete my schooling. I then went on to work with at risk adults in a controlled environment. After many years of service work I decided that it was time for me to change career fields. I have multiple dogs and a beautiful girlfriend. We have been together almost six years. I have always been interested in computer programming. I believe that with hard work and commitment I will become a great programmer.
I love basketball, especially the Blazers!
I enjoy cooking and gardening.
Video games are one of my favorite activites.
Exploring the beautiful PNW.


Specify the environment variable to which the release notes will be stored, defaults to RELEASE_NOTES.
This can be used in another build step which supports environments.


train, test = list(cv)[0]
X_train, y_train = X[train], y[train]
X_test, y_test = X[test], y[test]
X_train.sort_indices()
X_test.sort_indices()
else:
X_train, y_train = X, y
X_train.sort_indices()
train, test = list(cv)[0]
X_train, y_train = X[train], y[train]
X_test, y_test = X[test], y[test]
if not dense:
X_train.sort_indices()
X_test.sort_indices()
else:
X_train, y_train = X, y
if not dense:
X_train.sort_indices()


The next lecture will be an exercise and there will be more exercises as you progress through the course.
The exercises are difficult and sometimes tricky and I don't expect students to solve them all. Most students actually fail to solve the exercisesunless they are already familiar with Python.
The whole point of exercises is to force you to think about how to solve a problem independently. The next lecture following each exercise contains the solution where you can compare your approach.


Keyboard Navigation in Custom elements DataTable.
- Left Arrow key is pressed - Navigates to the Previous Page. If Row Details is enabled, Collapses the Row.
- Right Arrow key is pressed - Navigates to the Next Page. If Row Details is enabled, Expands the Row.
- Up Arrow key is pressed - Selects the row above.
- Down Arrow key is pressed - Selects the row below.
- Page Up/Down is pressed - Navigate Up or Down with one page.
- Home/End is pressed - Navigate to the first or last row on the current page.
- Enter key is pressed - Saves the Edited Row.
- Esc key is pressed - Closes all Editors and Cancels the changes.
- F2 key is pressed - Enters edit mode for the currently selected row.
- Shift+Arrow key extends the selection.
- Shift extends the selection when an end user clicks on a row.
- Ctrl key is pressed - extends the selection when an end user clicks on a row.


tangent.org provide a memcached client for MySQL, in the form of UDFs. The provided set of functions allow for connecting to a memcached server, putting values in the cache, getting values, invalidating, utilizing increments etc.
The code is not (yet?) available in binary format, so the libraries need to be compiled and installed manually. Following is a quick installation HOWTO for Linux users.
I have installed on Ubuntu 8.04, running on an old IBM ThinkPad (600X) which has ~490MB and 10GB of disk space, with a 500MHz who-knows-which Intel processor. Well, that's the machine on which I experiment... The setup I've tested is a single machine setup, with a single memcached instance.
memcached
To start with, you need to have the memcached daemon installed. Easy enough:
sudo apt-get install memcached
That should install memcached and start the daemon, on the default 11211 port (see /etc/memcached.conf)
libmemcached
Next, memcached functions for MySQL depend on libmemcached. This one comes with RPM and SRPM builds, but I'm running on Ubuntu/Debian, which invites trouble: I've tried installing the RPM, but got into dependency hell. I thought I may as well just compile the sources. And so I've downloaded libmemcached-0.25.tar.gz, and went throught the usualy steps:
tar xzfv libmemcached-0.25.tar.gz cd libmemcached-0.25/ ./configure make sudo make install
The configure script did give me some trouble, claiming something about invalid struct padding. Running configure with
bash -x configure
has shown that I was simply missing the g++ compiler. Once installed, all went well.
MySQL
We do need to have MySQL up and running, of course. Required version is 5.0 and above. But we also need to have mysql_config. This tool does not come with the standard apt-get package for debian/ubuntu. It is available in the develop package, though:
sudo apt-get install libmysqlclient-dev
RedHat and derived users can use the mysql-devel RPM. I have MySQL installed from binary tarball, so mysql_config is already there.
More dependencies
The README states you need to have the latest autoconf tools. pkg-config was required.
memcached funtions for MySQL
Finally, we get to business. Download sources for memcached functions to MySQL.
tar xzfv memcached_functions_mysql-0.7.tar.gz cd memcached_functions_mysql-0.7/ ./configure --with-mysql=/usr/local/mysql/bin/mysql_config --libdir=/usr/local/mysql/lib/mysql make sudo make install
The parameters to configure are the location of mysql_config, and the destination into which the libraries are written. Since I've installed my MySQL tarball on /usr/local/mysql, my destination is /usr/local/mysql/lib/mysql. You may wish to set this one up differently. Once the process is done, see that the libraries have indeed been created there. In particular, you're looking for libmemcached_functions_mysql.so.
These libraries need to be found in the library search path. One way of doing so is to add the path to /etc/ld.so.conf:
sudo echo /usr/local/mysql/lib/mysql/ >> /etc/ld.so.conf
And then update the search path
sudo ldconfig
Once this is done, we can install the functions in MySQL. Go to the memcached_functions_mysql-0.7/ path, and execute:
mysql -u root -p < sql/install_functions.sql
This file simply contains the CREATE FUNCTION statements for all supplied memcached API.
Testing
To put our installation to the test, let's try setting a value to memcached, then getting it back:
mysql> SELECT memc_set('mykey', 'Getting this with SELECT means all works well'); +--------------------------------------------------------------------+ | memc_set('mykey', 'Getting this with SELECT means all works well') | +--------------------------------------------------------------------+ | 0 | +--------------------------------------------------------------------+ 1 row in set (0.03 sec) mysql> SELECT memc_get('mykey'); +-----------------------------------------------+ | memc_get('mykey') | +-----------------------------------------------+ | Getting this with SELECT means all works well | +-----------------------------------------------+ 1 row in set (0.00 sec)
The README file contains examples for all supplied functions. Take a look at the MySQL docs, as well.
Conclusion
It is also nice to see that Java or Python clients are also able to read the value stored with the "mykey" key. Well, that's the nice thing about memcached: its diversity and compatibility of clients.
In a future post, I will write about if, why and how I think memcahed functions for MySQL should be used.
Please share below any insights about installing on other Linux flavours, BSD, Solaris or other operating systems.
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PhyxWrapper
The PhyxWrapper wraps an entire Phyx document.
Constructor Summary
| Public Constructor | ||
| public |
constructor(phyx: Object, newickParser: function(newick: string): {name) Wraps an entire PHYX document. |
Member Summary
| Public Members | ||
| public get |
|
|
| public |
newickParser: * |
|
| public |
phyx: * |
Method Summary
| Public Methods | ||
| public |
Generate an executable ontology from this Phyx document. |
|
| public |
Generate an executable ontology from this Phyx document as N-Quads. |
Public Constructors
public constructor(phyx: Object, newickParser: function(newick: string): {name) source
Wraps an entire PHYX document.
Params:
| Name | Type | Attribute | Description |
| phyx | Object | The Phyx structure to wrap. |
|
| newickParser | function(newick: string): {name |
|
A method that accepts a Newick string and returns a list of nodes. Each node should have a 'children' key with its children and optionally a 'name' key with its label. This code previously depended on phylotree.js, whose newick_parser() function works exactly like this. This option allows you to drop in Phylotree's newick_parser() or -- if you prefer -- any other option. |
Public Members
public get defaultNomenCode: * source
public newickParser: * source
public phyx: * source
Public Methods
public asJSONLD(baseIRI: string): Object source
Generate an executable ontology from this Phyx document. The document is mostly in JSON-LD already, except for three important things:
- We have to convert all phylogenies into a series of statements relating to the nodes inside these phylogenies.
- We have to convert phylogenies into OWL restrictions.
- Insert all matches between taxonomic units in this file.
Params:
| Name | Type | Attribute | Description |
| baseIRI | string |
|
The base IRI to use when generating this Phyx document.
This should include a trailing '#' or '/'. Use '' to indicate that relative IDs
should be generated in the produced ontology (e.g. '#phylogeny1'). Note that if a
baseIRI is provided, then relative IDs already in the Phyx file (identified by an
initial '#') will be turned into absolute IDs by removing the initial |
public toRDF(baseIRI: string, filePath: string): Promise[string] source
Generate an executable ontology from this Phyx document as N-Quads. Under the hood, we generate an OWL/JSON-LD representation of this Phyx document, and then convert it into N-Quads so that OWLAPI-supporting tools can directly consume it.
Params:
| Name | Type | Attribute | Description |
| baseIRI | string |
|
The base IRI to use when generating this Phyx document.
This should include a trailing '#' or '/'. Use '' to indicate that relative IDs
should be generated in the produced ontology (e.g. '#phylogeny1'). Note that if a
baseIRI is provided, then relative IDs already in the Phyx file (identified by an
initial '#') will be turned into absolute IDs by removing the initial |
| filePath | string |
|
The path of the Phyx file being converted.
Used only if the |
Return:
| Promise[string] | A Promise to return this Phyx document as a string that can be written to an N-Quads file. |


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[gecode-users] complementview question
Alberto Delgado
trosky99 at gmail.com
Tue Nov 6 18:01:46 CET 2007
Hi all,
I need to implement a function that returns a variable with the complement
of a setvar given as a parameter (pretty much as FS.compl from Mozart-Oz).
I ran into complementview and i tought i could use it to get it done. The
thing is it seems i can't initialize a setvar with a complementview, or
even cast the complementview<setview> to a setview. Since i don't want to
implement my own complement algorithm is there any way to get this done in
gecode?
I also like know something, a view from a variable is a reference to the
variable, so i can declare as many views as i need and it won't be adding
any extra stuff to the space, am i correct??
By the way, I'm working with the trunk version of gecode, hope this won't
be the problem.
Regards,
Alberto Delgado
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This pages lists how to troubleshoot other problems that don't deserve their own page.
USB reset messages in system logs
You can ignore entries similar to the following in the system logs:
Sep 15 17:44:28 Pi-Allsky kernel: [108641.695297] usb 1-1.5: reset high-speed USB device number 4 using dwc_otg
The ZWO software adds these whenever video mode is turned on, which is either once every time you start the AllSky Software, or every time and image is taken, depending on your settings.
Can't save image because one is already being saved
This message appears in /var/log/allsky.log when the time to save and process an image is greater than the time to take an image plus the delay between images. For example, if it takes 10 seconds to save and process an image but your exposure time is 1 second and your delay between exposures is 2 seconds (for a total of 3 seconds), the software will try to save the second picture while the first one is still being saved.
png files can take 10 or more seconds to save on a Pi 4 because there is no hardware support for them. You may also see this message if the delay between images is too short, e.g., less than a second.
There also may be messages like these in /var/log/lighttpd/error.log:
2021-10-19 15:17:10: (chunk.c.831) file shrunk: /home/pi/allsky/tmp/image.jpg 2021-10-19 15:17:10 (connections.c.456) connection closed: write failed on fd 8This means that a file shrunk in size while the web server was reading it. With these errors you'll usually see bands of pixels in the images.
To fix this:
- Increase your delay or save to jpg format instead of png.
- If you have an extremely slow SD card try replacing it with a faster one. Or, make the allsky/tmp directory a memory-filesystem. See the Reducing wear on your SDcard tip.
Images are too light or too dark
Depending on what camera you have, you can try adjusting the Gain, Brightness, Exposure, and Bin. There are separate exposure-related settings for daytime and nighttime, so make sure you pick the right ones. During the day you'll normally use Bin of 1x1 (i.e., binning off), and Gain of 0 since images are bright enough that you don't need those settings. If your images are too dark using auto exposure and the exposure length doesn't increase, it may be hitting the maximum exposure limit. You can set it on the WebUI Allsky Settings page but note that ZWO cameras usually have a maximum auto exposure length of 60 seconds.
Images are corrupted
Various forms of image corruption have been observed: the right side of the image is full of repeating pixels, image contains parts of two or more frames, offset lines, etc.
- Check your power supply and cooling. The Pi will report on undervoltage and/or throttled status on the System page of the WebUI. If it doesn't say No throttling in green you should investigate and remediate.
- If you have a ZWO camera it may be experiencing some internal firmware error;
reset the camera either by unplugging it or,
if you have the
uhubctl
command installed, power cycling the port withsudo uhubctl -a 2 $(grep -l 03c3 /sys/bus/usb/devices/*/idVendor | \ cut -d / -f 6 | sed -Ee 's/(.*)[.]([0-9]+)$/-l \1 -p \2/')