text-condenser — independently scanned and version-tracked by SaferSkills.
SaferSkills independently audited text-condenser (Agent Skill) and scored it 100/100 (green). The audit ran 55 deterministic rules across Security, Supply Chain, Maintenance, Transparency, and Community; it found 0 high-severity and 0 lower-severity findings. The full rule-by-rule trace and per-finding evidence are below. Free, methodology-open.
Findings & checks · 0 flagged
Every scanned point with the score it earned and what moved between them.
First recorded scan — no prior version to compare against.
The primary manifest — the file an agent reads to learn what this artifact does.
Cuts an article or passage to a target word count by removing redundancies, tightening prose, and eliminating low-value sentences — while preserving the piece's key information, structure, and voice.
Required: The full text to be condensed; the target word count or the number of words to cut (e.g., "cut to 1,200 words" or "remove 400 words").
Optional: Passages or information that must be preserved (e.g., "keep the opening anecdote intact," "the statistics in paragraph 5 are essential"); the reason for the cut (layout space, pacing, editorial tightness) — this affects which strategy the assistant prioritises; whether you want a clean condensed version, a tracked-changes version showing what was cut, or both.
The condensed article text, followed by a cut summary. The condensed text is delivered clean — ready to use as-is. The cut summary is a short bulleted list (3-6 items) noting the major changes. If the user requested tracked changes, the output includes a version with removed text marked in ~~strikethrough~~ before the clean version. Word counts (original and final) are stated at the top.
**Original:** [X] words → **Condensed:** [Y] words ([Z] words cut)
[Clean condensed text]
---
**Cut Summary**
- [What was removed or shortened, and why]
- [What was removed or shortened, and why]
- [Any editorial trade-off to be aware of]Target: Cut to 200 words Preserve: The opening sentence and the statistic about teacher turnover Text (310 words):
The school district has spent three years and $4.2 million trying to solve a problem that keeps getting worse. Teacher turnover in the district's lowest-income schools now exceeds 35 percent annually — more than double the state average and triple the rate at the district's wealthiest campuses.
The initiatives have been varied and, by most accounts, well-intentioned. A mentorship programme launched in 2023 paired new teachers with experienced colleagues. A retention bonus of $3,000 per year was introduced for staff at high-turnover schools. Professional development days were restructured to give teachers more autonomy over their training. An exit interview process was formalised to capture why people leave.
Despite all of this, the turnover rate has not improved. In fact, it has increased by two percentage points since the initiatives began. Superintendent Diana Levin acknowledged the results were disappointing but said the district was committed to continuing the programmes. "We believe the foundation we've built will show results over time," she said.
Teachers who have left tell a different story. In interviews conducted for this report, former staff consistently cited the same three factors: unmanageable class sizes, insufficient support for students with behavioural needs, and a pervasive sense that administrative decisions are made without consulting the people in classrooms. The mentorship programme and the bonus, several said, were appreciated but irrelevant to the core reasons they resigned.
"It's not about money or mentors," said one former teacher who left after six years. "It's about being asked to do an impossible job and being told you're not trying hard enough when you fail."
Original: 310 words → Condensed: 198 words (112 words cut)
The school district has spent three years and $4.2 million trying to solve a problem that keeps getting worse. Teacher turnover in the district's lowest-income schools now exceeds 35 percent annually — more than double the state average and triple the rate at the district's wealthiest campuses.
The initiatives have included a mentorship programme, a $3,000 annual retention bonus, restructured professional development, and formalised exit interviews. Despite this, turnover has increased by two percentage points since the programmes began. Superintendent Diana Levin said the district was committed to continuing. "We believe the foundation we've built will show results over time," she said.
Teachers who have left cite different reasons. In interviews conducted for this report, former staff consistently named unmanageable class sizes, insufficient support for students with behavioural needs, and a sense that decisions are made without consulting classroom teachers. The bonus and mentorship, several said, were appreciated but irrelevant to why they resigned.
"It's not about money or mentors," said one former teacher. "It's about being asked to do an impossible job and being told you're not trying hard enough when you fail."
Cut Summary
~30 seconds. Free. No account. Every finding cites a rule and a line of evidence.