text:
FFCSR_Doug Mar 13 '75
You can start playing immediately but this is still a beta product and we need your feedback to improve it and iron out all the bugs.
About the game:
The baseball game has a very similar feel Fleaflicker's football game. Our goal is to provide a game that can be easy and fun for casual players but also customizable enough to meet the demands of even the most devout Bill James followers.
The game currently supports:
- Head to head points based leagues, similar to football (no rotisserie or total points yet)
- Daily or weekly locking lineups
- Highly customizable hitting, pitching and fielding scoring rules
All of your past footbal teams and leagues will remain totally intact.
In addition, here are upgrades for baseball that will also apply to football:
- Ability to set future lineups
- Roster max increased to 40 players (+ IR spots)
- News provided by Rotowire
- Positive values only scoring option (you can prevent players from scoring negative points in any given game)
- Option to lock all lineup slots when the first game of the week starts
- Trading delay removed (you no longer have to wait until Tuesday to trade players that had games earlier in the week)
- Increased ability to sort on free agent player pages and filter on stats pages
- Forum dedicated to recruiting new owners
- Forum dedicated to user submitted news and analysis
Please send us your questions, suggestions and issues via email or on this forum thread.
Doug & Ori
deen Oct 30 '76
So Ori or whoever is the programmer on the site, lets just lay it on the line and be done with it, just a simple yes or no are transaction limits going to be an option this year?
If yes, can you give us some sort of timetable so we who want limits can set our draft dates accordingly to the timetable..That way we can avoid the 1-2 owners in every league that think any setting change after the draft is wrong..
If no, can you please tell us so we can inform our owners that limits wont be happening and if they want to leave the leagues to go ahead and do it so the commishs can start their replacement hunt.
If the answer is no you wont hear a word out of me I wont bitch, at this point I just want to know either way so I can get some things rolling..For as crazy as it sounds baseball really isnt that far away, some people will be drafting soon if they havent already..
fleafounder Admin Nov 01 '76
Not sure if you saw but AOL sports is in transition right now.
We're still trying to figure out how this affects Fleaflicker's staffing, we'll let you know as soon as possible.
deen Nov 02 '76
Or more working on this site but who knows, from what I get out the article it sounds like this has more to do with writers and reporters and not much if anything about fantasy sports unless Ori is saying when Sporting News takes over theres a chance there wont be a fleaflicker any more.
fleafounder Admin Nov 05 '76
I'll know more within a week or two.
deen Nov 14 '76
After reading the article again the transition to sporting news isnt suppose to happen until sometime in March, so Ori knowing something within 1-2 weeks was probably more like 1-2 months.
Still not sure how this affects the fantasy side of things though and why a few minor upgrades cant be implemented, unless writers like Kevin Blackistone are programmers on this site..
rangerdave Nov 15 '76
I read through other articles about the TSN move. Rumour is that more cuts are planned at AOL. This could mean services as well as staff. Either way, I'm preparing for the worst by making sure I backup rosters and draft info for my keeper leagues in case I have to move them to another site. I hope all of this is unnecessary as I love Flea.
deen Nov 15 '76
Yeah, thats the worst part about this is just not knowing whats going on.
I really dont want to be wasting my time setting basketball lineups, drafting baseball teams and then being a commish I really dont want to be wasting my time sending e-mails to find out if somebody is coming back and then having to find replacements if flea is going to eventually shut down..
I could be using this time transfering leagues to espn..But at the same time I dont want to prepare for a move if everything is going to be ok and flea stays alive.
Damned if you do, damned if you dont.
fleafounder Admin Nov 15 '76
I'm working on it, I honestly don't know right now.
I'd love to keep the site going, I'm exploring all options. But if Aol does shut it down I will definitely add a feature that allows you to download all your data in spreadsheet form (even historical data).
rangerdave Nov 16 '76
We are all on your side, Ori. You, Doug, and Hal have alll been great to me and to others.
scotto1959 Nov 17 '76
I still don't like Hal.lol. Move this thing back to your mom's basement and drop all the tard sports. Been here a long time and feel i have some intrest in it's developement, as do all the other guys that have been here forever. Make it optional for pay leagues if you must, all of us can afford a few bucks for playing.
rangerdave Nov 18 '76
That might not be an available option for him depending upon the terms of his sale to AOL.


text:
The Ransom Theory
When we enter this world in Adam, we owe God a great debt for breaking His law. We can by no means ever pay this debt, and it is futile even to try to appease our Father by our good ...Read More
Vicarious Substitution
Nothing that Jesus did was an accident. He did not need to be baptized for the forgiveness of sins, but He did need to be baptized to keep God's laws perfectly and to be perfectly identified with His people. Because ...Read More
Cursed on the Tree
God did not violate the covenant of works through the covenant of grace. Instead, the covenant of grace provides a way for the demands of the covenant of works to be met and for us to receive the life that ...Read More
The Suffering of Christ
The Heidelberg Catechism says that Christ sustained the anger of God against the sin of His people "during his whole life on earth, but especially at the end" (Q&A 37). There is a sense in which all of the suffering ...Read More
Saved Through Christ Alone
Paul, the great Apostle of justification by faith alone, commends the "obedience of faith" (Rom. 1:5) not because faith is a meritorious work that earns salvation but because to trust in Jesus alone is to follow His command. In obeying ...Read More
Paying for Our Sin
Christ not only died for us, He lived for us as well. Understanding this point helps to assure us of our salvation. We are, of course, called to please God through obeying His will. Nevertheless, we realize that the best ...Read More
Imprisoned for Christ
We do not often stop to consider just how offensive the message of the cross is to unconverted hearts. Which sinner could possibly imagine that the omnipotent Creator would save His people through the weakness and ignoble death of the ...Read More
No Longer Far Off
The longer we are Christians, the easier it can be to forget the greatness of our salvation and the incalculable price that our Father paid to adopt us as His children. Yet we must never allow ourselves to consider the ...Read More
The Exaltation of Christ
Christ's reign and protection of His people does not guarantee that we will not face hardship, trials, and suffering as long as this present sinful order exists, for He has promised that suffering will be the lot of His people ...Read More
Where to Set Our Minds
As we recall the great inheritance of the age to come, we will seek more and more to enjoy a greater foretaste of the blessings that will come in that day when sin will be no more. Knowing that sin ...Read More
DevotionalsDaily readings to encourage your heart and mind in the pursuit of God and his glory.
- All
- Angels and Demons
- Atonement
- Basic Reformed Theology
- Irresistible Grace
- Limited Atonement
- Perseverance of the Saints
- Total Depravity
- Unconditional Election
- The Church
- Church Discipline
- Church Leadership
- Creeds and Confessions
- God
- Holiness
- Sovereignty
- Heaven and Hell
- Heresies
- The Holy Spirit
- Jesus Christ
- Cross
- Incarnation
- Resurrection
- Justification
- Last Things
- Man and Sin
- Sacraments
- Salvation
- Faith
- Regeneration
- Scripture
- Systematic Theology
- Theological Views
- Roman Catholicism
- Music
- Apologetics
- False Teaching
- Atheism
- Christianity and Culture
- Creation
- Ethics
- Philosophy
- Science
- Bible Figures
- Bible Interpretation
- Bibles
- Books of the Bible
- Gospels
- Covenants
- General Reference Works
- Introduction to the Bible
- Jesus' Ministry
- Life of Jesus
- New Testament
- Old Testament
- Parables
- Prophecy
- Sermon on the Mount
- Ten Commandments
- The Lord's Prayer
- Controversies in the Church
- Arts
- Bible Translation
- Covenant Theology
- Creationism
- Inclusivism
- Law and Gospel
- Lordship Salvation
- Politics
- Sabbath
- Spiritual Gifts
- Stewardship of Creation
- Theonomy
- Women in Ministry
- Marriage and Family
- Divorce
- Parenting
- Practical Theology
- Discipleship
- Evangelism and Missions
- Grief and Death
- Pastoral Ministry
- Preaching
- Worship
- Spiritual Growth
- Anxiety and Worry
- Apostasy
- Assurance
- Conscience
- Depression
- Doubt
- Fellowship
- Godliness
- Guilt
- Humility
- Joy
- Knowing God's Will
- Legalism
- Love
- Money and Stewardship
- Oaths and Vows
- Prayer
- Pride
- Repentance and Forgiveness
- Sanctification and Growth
- Service
- Spiritual Fruit
- Suffering
- Thankfulness
- Vocation
- Ancient Church
- Biography
- Reformation
- Twentieth Century

subset: commoncrawl


text:
The Pareto Principle (aka paretos law) states that 80% of the results come from 20% of the effort. Italian economist Vilfredo Pareto came up with the 80 20 rule when discovering that most wealth is accrued by a minority of people (20%). I think paretos principle can be applied to health and fitness as well because at least 80% of fitness trainees aren't reaping excellent results. I think less than 20% are, and probably closer to less than 5% in my experience with fitness trainees.
Let's take a look at Paretos Principle as applied to fitness compliance. I see people as landing in 4 different categories of fitness compliance ranging from inconsistently working out to a lifestyle fitness approach.
Continue reading The Pareto Principle and Fitness Compliance – The Difference Between Working Out, Focused Training, and a Lifestyle Integration Fitness: where do you fall on the spectrum?


text:
Inspired by the outdoors lifestyle, it's a casual contemporary design for those who feel most at home when they're far from home. From day to night, the glowing superlum indices keep you on time, while the canvas and leather band make you feel most in your element when you're out in the elements.
Warranty: Nixon offers a limited warranty of defects in materials and workmanship for a period of two (2) years after original purchase.


text:
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Open Letter For Open Drivers To NVIDIA
Published on 29 February 2008 08:52 AM EST
Written by
Michael Larabel
15 Comments
For those interested in seeing official open-source support from NVIDIA or open specifications, there is an open letter for open drivers to NVIDIA at
. With both AMD and Intel now supporting open-source X.Org drivers and releasing specifications/documentation, the community is looking for the same (if not more) from NVIDIA. Keep in mind, last month we reported at Phoronix that
NVIDIA may be developing an open-source strategy
. This open letter to NVIDIA (and where you can leave your signature/comments) can be found
15 Comments
News Archives
Recent NVIDIA News
Open-Source Driver Fans Will Love NVIDIA's New OpenGL Demo
NVIDIA Linux 349.12 Beta Has Improved G-SYNC & VDPAU Features
NVIDIA GeForce GTX TITAN X Linux Testing Time
NVIDIA Command-List Support In Newest Drivers To Lower GL Overhead
NVIDIA CUDA 7 Officially Released
Popular Phoronix News
"Why Linux Is Still Not Ready For The Desktop"
Introducing The Library Operating System For Linux
Systemd Developers Did NOT Fork The Linux Kernel
The Big Features Of The Linux 4.0 Kernel
Improved OpenCL Support For Blender's Cycles Renderer
About The Author
Michael Larabel is the principal author of Phoronix.com and founded the web-site in 2004 with a focus on enriching the Linux hardware experience and being the largest web-site devoted to Linux hardware reviews, particularly for products relevant to Linux gamers and enthusiasts but also commonly reviewing servers/workstations and embedded Linux devices. Michael has written more than 10,000 articles covering the state of Linux hardware support, Linux performance, graphics hardware drivers, and other topics. Michael is also the lead developer of the
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NVIDIA's $1000+ GeForce GTX TITAN X Delivers Maximum Linux Performance
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The New Place Where Linux Code Is Constantly Being Benchmarked
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Qt Creator 3.4 Is Near
Allwinner: "We Are Taking Initiative Actions Internally"
It's Been Five Years Since The Phoronix Visit To Chernobyl
Vulkan, The New Linux Server Room & BioShock Won Linux Users In March
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Most Viewed News This Week
Systemd Developers Did NOT Fork The Linux Kernel
The Big Features Of The Linux 4.0 Kernel
Improved OpenCL Support For Blender's Cycles Renderer
Open-Source Driver Fans Will Love NVIDIA's New OpenGL Demo
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Nuclide: Facebook's New Unified IDE
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There are 29 results - Show results on a map Print this page
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This charming town house enjoys a prominent position in the busy market town of Hertford. Built in the 18th century it is very well appointed with luxurious spacious bedrooms and stylish modern bathro...More about Rigsbys Guest House
A luxury hotel in more than 1,000 acres of 'Capability' Brown designed parkland and formal gardens, with an 18-hole, par 73 golf course and the River Lea meandering through. The centrepiece is the Gra...More about Luton Hoo Hotel, Golf & Spa
Conveniently located close to the historic town of St Albans, the Colney Fox is a favourite with leisure and business guests. The charming original bar is warm and welcoming, and the log fires burn br...More about Innkeeper's Lodge St Albans, London Colney
This smartly presented property is conveniently situated close to the major road networks and the railway station. The contemporary style bedrooms have co-ordinated fabrics and a good range of useful...More about Quality Hotel St Albans
The Georgian fa�ade of this former coaching inn belies a much older interior with oak beams dating back 400 years. Many of the spacious bedrooms overlook the picturesque gardens. Public rooms include ...More about White Horse Hotel
High quality, budget accommodation ideal for both families and business travellers. Spacious, en suite bedrooms feature tea and coffee making facilities, and Freeview TV in most hotels. Internet acces...More about Premier Inn Hatfield
Enjoying a picturesque location, this property is located on Panshanger Golf Complex, with lodge-style bedrooms opening out onto views of the golf course and rolling countryside. Bedrooms are smartly ...More about The Fairway Tavern
Enjoying a prominent position in the heart of the pretty village of Welwyn, The Wellington has undergone a major refurbishment and offers a range of beautifully presented, individually styled bedrooms...More about The Wellington
Set within the peaceful village of Westmill amid rolling countryside, this charming 14th-century inn offers excellent accommodation in a friendly and relaxed atmosphere. The purpose-built, ground-floo...More about Sword Inn Hand
This fine country house hotel is situated in 12 acres of beautifully landscaped gardens and the house overlooks the hotel's golf course. Sopwell House Hotel was once the country home of Lord Mountbatt...More about Sopwell House


text:
Introducing GlancePlus and GlancePlus Pak
HP GlancePlus enables you to easily examine system activities, identify and resolve performance bottlenecks, and tune your system for more efficient operations.
HP GlancePlus Pak combines the real-time diagnostic capabilities of HP GlancePlus with HP Performance Agent software for historical data collection and analysis.
Multi-screen and multi-page display with consistency across platforms. Grouping, sorting and filtering of performance metrics across applications, process and threads.
Drill-down approach to troubleshoot with rules-based diagnostics and threshold-based alarming capabilities.
System performance data collection across Disk, CPU, Filesystem, Application, Memory, Process transactions and System calls.
Running on host displays VM performance statistics for VMware, KVM/XEN, HPVM, Solaris Zones and AIX.
Operational efficiency with monitoring consolidation across IT application infrastructure
© 2015 Hewlett-Packard Development Company, L.P.
Mobilos oldal megtekintése


text:
Issue 108 October 2007
Safe Hospitals—Don't Let Them Become a Casualty of Disasters
For decades, the health sector has struggled with the recurring disruption of medical services caused by damage to hospitals in the aftermath of natural disasters. Just when these services are...Read More >> Maps to Show Wind Hazardsribe
PAHO/WHO, together with Applied Research Associates, a North American institute, and participants from different Caribbean countries, has launched a project to make a map that shows wind hazards on Caribbean...Read More >> New Web Page for Disaster Preparedness in Central America
The Central American office for PAHO's Area on Emergency Preparedness and Disaster Relief launched a new web page, with comprehensive information about major emergencies in the region and related topics...Read More >> CAPRADE PAHO/WHO Prepare New Guidelines on Humanitarian Assistance
The Andean Committee for Disaster Prevention and Response (CAPRADE) is planning the preparation of a new manual that will help with information, coordination, and administration of humanitarian assistance is case...Read More >> LSS/SUMA in Bolivia, Peru and Nicaraguaemergencias
The Logistics Support System (LSS/SUMA) was called on to manage humanitarian assistance in several emergencies, beginning with floods in Bolivia in early 2007, the earthquake in Peru, and during Hurricanes...Read More >> U.N.'s World Campaign for Risk Reduction in Schools Ends
On 10 October, the U.N. International Strategy for Disaster Reduction (ISDR) marked the end of its year-long campaign to reduce disaster risk in schools. Activities around the world celebrated the...Read More >> U.N.'s Sasakawa Award
Tony Gibbs, an engineer of Grenadian and Barbadian nationality, and Yoshiaki Kawata, a Japanese professor, received the U.N. Sasakawa Award for Disaster Reduction on 10 October. The jury awarded the...Read More >> Conference on Comprehensive Disaster Management in the Caribbean
The Caribbean Disaster Emergency Response Agency (CDERA), together with their partners, will host the second Caribbean Conference on Comprehensive Disaster Management (CDM), in Barbados on 10-14 December 2007. The event...Read More >> Earthquake in Peru: The Myths Return
The earthquake that hit Peru on 15 August 2007 measured 7.9 on the Richter scale. Its epicenter was 60 km from Pisco and 160 km south of Lima. There was...Read More >> Hurricane Dean Hits the Caribbean
Between 17 and 21 August 2007, Hurricane Dean moved across Caribbean islands, causing major damage. It was a Category 2 storm when it crossed Saint Lucia, Category 4 when it...Read More >> Hurricane Felix Lashes at NicaraguaOn 4 September 2007 the eye of Hurricane Felix crossed the north-east coast of Nicaragua bringing 260 km/h winds and torrential rains that devastated much of the North Atlantic Autonomous...Read More >> PAHO presents Health in the Americas 2007PAHO/WHO has published the 2007 edition of Health in the Americas, a publication prepared every four years with the contribution of many experts from around the Region. This edition examines...Read More >> Nueva guía sobre salud mental
Guidelines on Mental Health and Psychosocial Support in Emergency Settings fue desarrollado por un equipo formado por 27 agencias en un proceso altamente participativo. En el documento se listan los...Read More >> IStructE Prepares a Report on the Earthquake in PerúA team comprised of three engineers, members of the Earthquake-Engineering Field Investigation Team (EEFIT-IStructE), collected and analyized information from areas affected by the quake, and made observations to help in...Read More >> After the Tsunami–From Help to RecoveryWHO's Regional Office for South-East Asia has published From Relief to Recovery–The WHO Tsunami Operation, a compendium of efforts carried out by the Organization to respond to the health needs...Read More >> OFDA Publishes Document on Risk Reduction
This document shows progress made in the formation and application of risk management from the environmental perspective, considering land use planning and public finance and investment as positive and effective...Read More >> Pan American Sanitary Conference Requests Countries to Build Safe HospitalsIn January 2008, the International Strategy for Disaster Reduction (ISDR) and the World Health Organization will launch the Global Campaign on Disaster Reduction whose theme is Hospitals Safe from Disasters....Read More >> What's New at CRIDThe Regional Disaster Information Center (CRID)'s mission is to promote the development of a culture of prevention in Latin American and Caribbean countries through the compilation and dissemination of disaster-related...Read More >>
Issue 108 October 2007


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Approved, 29 March 2011
Article I. Offices • Article II. Purpose and Powers • Article III. Members of the Association • Article IV. Meetings of the Association • Article V. Board of Directors • Article VI. Meetings of the Board of Directors • Article VII. Officers of the Association • Article VIII. Chapters of the Association • Article IX. Corporate Acts, Loans, and Deposits • Article X. Notice and Waiver of Notice • Article XI. Indemnification • Article XII. Conflict of Interest • Article XIII. Dissolution • Article XIV. Terms of Existence • Article XV. Signatures • Article XVI. Amendment of Articles of Incorporation and Bylaws • Article XVII. Validity of Bylaws
Section 1. Name of Corporation. The name of this nonprofit corporation shall be the International Dark-Sky Association (the "Association").
Section 2. Principal Office. The principal office of the Association shall be located in Pima County, State of Arizona, but other offices may be established and maintained within or without the State of Arizona at such places as the Board of Directors of the Association (the "Board") may designate.
Section 3. Registered Office and Registered Agent. The Association shall maintain a registered office and registered agent in the State of Arizona. The registered office may, but need not be, the same as any of its places of business. The Association shall have and continuously maintain within the State of Arizona a statutory agent as required by law and the statutory agent may be changed from time to time by the Board.
Article II. Purpose and Powers
Section 1. General Purpose. The Association is organized and shall be operated exclusively for educational, scientific, literary and charitable purposes within the meaning of Section 501(c)(3) of the Internal Revenue Code of 1986, as amended, and the Association shall receive and administer, expend and distribute funds exclusively for such purposes. Without any limitation of the foregoing, the Association has been organized to raise funds for, and provide grants to, organizations that further the mission of preserving and protecting the nighttime environment and the heritage of dark skies in various ways.
Section 2. Powers. The Association shall have all powers permitted by law and may do and perform all things, in addition to those expressly enumerated herein or in the Articles of Incorporation, which are necessary or appropriate to the purposes and activities of the Association except as otherwise set forth in these Bylaws or the Association's Articles of Incorporation.
Article III. Members of the Association
Section 1. Active Members. Any individual interested in the issue of light pollution and related topics may become an Active Member by officially joining the Association and paying dues at any of the several category levels that may from time to time be set by the Board. Such Active Members receive benefits of no commercial value that may be determined from time to time by the Board. Memberships shall be renewed on an annual basis.
Section 2. Other Members. The Board may also establish other categories of membership. Members of said categories shall have all rights of membership and may receive benefits but are not entitled to vote at regular or special meetings of the Association. Such memberships shall be reviewed on an annual basis for continuation.
Section 3. Suspension of an Active Member. Upon becoming an Active Member of the Association, a person shall remain an Active Member of the Association as long as such person continues to pay the required dues. Should an Active Member not pay the required dues within one hundred and eighty (180) days of the due date, such Active Member shall be automatically suspended and the member's name removed from the Active Member list.
Section 4. Removal of an Active Member. The Board may remove an Active Member from membership in the Association upon at least a sixty percent (60%) vote of the Board, for failure to adhere to the purposes of the Association. Thirty (30) days before such an action can be taken, such person must be mailed, faxed, or e-mailed a notice of the Board's intended action. Such a person shall be entitled to address the Board, if desired, to state why he or she should not be so removed from membership. Such "address" may be in person or by mail, fax, or e-mail. If a member is removed from membership in the Association, the current year's dues paid by such a member shall be refunded to him or her.
Article IV. Meetings of the Association
Section 1. Annual Meeting. The Annual Meeting of the Association shall be held at such date, time, and place as may be determined by the Board. At the Annual Meeting, the results of the election and appointment of Directors and Officers pursuant to Articles VIII and IX, respectively, shall be announced; reports of the affairs of the Association shall be presented, including the annual report of the President; and any other proper business may be transacted.
Section 2. Special Meetings. Other meetings of the Association may be held at such dates, times, and places as may be determined by the Board and as required by Title 10 of the Arizona Revised Statutes ("A.R.S.").
Section 3. Notice of Meetings. The Secretary shall notify the members when a meeting is to be held. Such notice of the date, time, place, and purpose shall be served by mail, fax, e-mail, or in person not less than ten (10) days in advance of the meeting. Notice shall be directed to a member at the address or addresses appearing in the records of the Association.
Section 4. Voting. Each member who has been an Active Member of the Association for at least 60 days preceding an Annual or Special meeting or preceding the distribution of a ballot shall have one vote. No other classification of membership shall have the right to vote on any matter. Unless otherwise provided by law, voting or balloting by proxy is prohibited.
Section 5. Quorum. The presence of 30 or more Active Members shall constitute a quorum at any Annual or Special Meeting of the Association.
Section 6. Action Without Meeting. Any action (including election of Directors) that may be taken at any Annual or Special Meeting of the Association may be taken without a meeting if a written or electronically transmitted ballot of every Active Member is solicited, and if the number of ballots cast within the time specified equals at least ten percent (10%) of all Active Members at the time the ballot is distributed. A simple majority of the votes cast shall determine the outcome of the action.
Section 7. Cancellation of Meetings. The Board may cancel any Annual or Special Meeting for cause. In event of cancellation of the Annual Meeting, the Secretary shall mail, fax, or e-mail notice to the membership as soon as possible and post such on the Association's website.
Section 1. General Powers. The affairs of the Association shall be managed by its Board. Each Director owes a duty of loyalty and care to the Association and shall carry out his or her duties in accordance with the standards of conduct required by law of such Directors and otherwise in compliance with applicable law. The Board shall have complete use of the proceeds of the dues or other funds or assets owned by the Association in the exercise of its powers and duties.
Section 2. Number. The number of Directors shall be as determined by the Board from time to time, but in any event there shall be not fewer than five (5) nor more than fifteen (15) Directors, who shall serve for the term provided in Section 4 of this Article.
Section 3. Qualifications. No person under the age of twenty-one (21) years shall be eligible for election or appointment as a Director. Directors must be Active Members of the Association. Directors shall be identified, recruited, and elected in accordance with such guidelines and other Agreement or Agreements concerning responsibilities and conduct, as might be approved from time to time by the Board. Directors may not serve until the signed Agreement or Agreements have been received by the Secretary.
Section 4. Term. Directors shall hold office for three (3) years, and may be reappointed or reelected. Terms for Directors shall be staggered so that approximately one-third (1/3) of the Board are elected or appointed each year. Directors shall hold office until the third succeeding Annual Meeting of the Association, or until their successors have been selected and qualified, whichever occurs last. A decrease in the number of Directors or term of office does not shorten the term of any incumbent director.
Section 5. Method of Selection. Up to fifty percent (50%) of the Directors may be selected and appointed by a simple majority vote of the Board. The remaining Directors are to be elected by the Members of the Association. A Nominating Committee, as constituted under Article VII, Section 8(b), shall submit to the Board a slate of Director nominees to be voted on by Active Members or to be appointed by the Board. The number of nominees proposed shall be established by the Nominating Committee, who shall also ensure that the nominees possess the expertise and experience required to adequately execute the mission of the Association as defined by the Board of Directors. Names and documentation for all candidates for election to the Board must be submitted by the Nominating Committee to allow adequate time for the election. Each must include a detailed vita and other supporting documentation. Each shall have signed a formal Director Agreement or Agreements, as established from time to time by the board. Active Members may petition the Nominating Committee to consider a candidate for election or appointment to the Board, and said candidate must be co-sponsored by at least ten (10) Active Members to be eligible for consideration.
Section 6. Voting. Each Director shall be entitled to one (1) vote. Unless otherwise provided by law, voting by proxy is prohibited. However, an absent Director may vote on a matter pending before the full Board by contacting the President and Secretary in writing or by recorded electronic means prior to the taking of the vote. The Secretary will inform the Board of said vote and include it in the final tally.
Section 7. Compensation. The Officers and Directors shall serve without compensation. The foregoing shall not be construed to prohibit the Board from authorizing reimbursement of Officers and Directors for expenses reasonably incurred in the performance of their duties.
Section 8. Resignation. A Director may resign at any time by giving written notice to the President, the Secretary, or the Board. Such resignation shall take effect at the time specified therein, or, if the time when it shall become effective is not specified therein, it shall take effect immediately upon its receipt by the Board; and, unless otherwise specified therein, the acceptance of such resignation shall not be necessary to make it effective.
Section 9. Removal. The Board may remove an elected or appointed Director who has been declared of unsound mind by a final order of court, has been convicted of a felony, has failed to attend three (3) successive meetings without reason acceptable to the majority of the other Directors, or has breached the responsibilities or Agreements established under Section 3 of this Article. Ten (10) days written notice of the intent to remove must be provided to the Director prior to the Regular or Special Meeting of the Board during which the action is to be taken. An affirmative vote of at least two-thirds (2/3) of the Directors is required for removal of a Director.
Section 10. Vacancies. A vacancy or vacancies shall be deemed to exist in the case of death, resignation, or removal of any Director, or the failure of any Director to attend three (3) successive meetings without reason acceptable to the majority of the other Directors, or if the Directors shall increase the authorized number of Directors but shall fail to elect or appoint the additional Directors so provided for, or in the event the Directors fail at any time to elect or appoint the full number of authorized Directors. In such cases, the Board may appoint, by majority vote, a Director to serve the remainder of the term of each vacancy.
Article VI. Meetings of the Board of Directors
Section 1. Place, Notice of Meetings, and Waiver of Notice. Any meeting of the Board may be held either within or without the State of Arizona. Written notice shall be delivered to each Director not less than ten (10) days before the date of any Regular Meeting of the Board and not less than two (2) days before the date of any Special Meeting of the Board. Such notice shall include the date, time and place of such meeting. If one of the purposes of a meeting is to amend the Articles of Incorporation, to amend the Bylaws, or to remove a Director, notice shall be delivered to each Director not less than ten (10) days before the date of such meeting and, if applicable, copies of any proposed changes to the Articles or Bylaws. Except as provided above, the purpose or purposes for which any Regular meeting is called need not be stated in the notice. The attendance of a Director at any meeting shall constitute a waiver of notice of such meeting, except where a Director attends a meeting for the express purpose of objecting to the transaction of any business because the meeting is not lawfully called or convened.
Section 2. Regular Meetings. A Regular Meeting of the Board shall be held annually, at such time and place as may be fixed by the President or by any two (2) Directors, for the purpose of electing Directors and Officers and for the transaction of such other business as may lawfully come before the meeting. If the appointment of Directors or the election of Officers shall not be held at the annual Regular Meeting, the Board shall cause said appointments or election to be held at an additional Regular Meeting or at a Special Meeting of the Board as soon thereafter as may be convenient. Additional Regular Meetings of the Board may be held during each year as determined from time to time by the Board.
Section 3. Special Meetings. Special Meetings of the Board may be called by or at the request of the President, Executive Director, or a majority of the Directors. The purpose of such Special Meetings shall be set forth in the notice of such meetings. The person or persons authorized to call Special Meetings shall determine the time and place for the holding of such meetings.
Section 4. Quorum; Telephonic Attendance. Not less than one-half (1/2) of the Directors in office shall constitute a quorum for the transaction of business at any meeting of the Board, provided that if less than a quorum is present at said meeting, a majority of the Directors present shall adjourn the meeting to another date and time within thirty (30) days without further notice. If a quorum is present when a meeting is convened, the quorum shall be deemed to exist until the meeting is adjourned notwithstanding the departure of one or more Directors. Directors may participate in and act at any meeting of the Board through the use of a conference telephone or other communications equipment that allows all persons participating in the meeting to communicate with each other, and such participation in a meeting shall be deemed presence at such meetings.
Section 5. Manner of Acting. In the absence of the President or the Vice President of the Board, a chairman shall be elected by majority vote of the Directors present for the purpose of conducting the meeting. The act of a majority of the Directors present at a meeting at which a quorum is present shall be the act of the Board, unless the act of a greater number is required by law, the Association's Articles of Incorporation or these Bylaws.
Section 6. Action Without Meeting. Any action required to be taken or which may be taken at a meeting of the Board may be taken without a meeting if a consent in writing, setting forth the action so taken, shall be signed by all the Directors entitled to vote with respect to the subject matter thereof. Such consent may be signed in one or more counterparts and shall be included in the minutes filed with the corporate records. Action taken pursuant to this Section 6 shall become effective when the last Director signs the consent unless such consent specifies a different effective date following such signatures. For the purposes of this section, a consent may be signed using an electronic signature or other electronic means indicating the Director's consent. A Director may revoke consent by delivering a signed revocation of the consent to the President or Secretary before the date and time the last Director signs the consent. A consent signed pursuant to this Section 6 has the effect of a meeting vote and may be described as such in any document.
Section 7. Executive Committee. The Board may appoint an Executive Committee to act on behalf of the Directors between regular Board meetings except as otherwise specified by these Bylaws. The Executive Committee shall consist of up to seven (7) Directors, including all Officers and the Executive Director, and shall serve for the term of the President, who shall serve as Chair. The Executive Committee may meet as necessary to conduct the regular business of the Association and is empowered to make decisions for the Association by a majority vote. The Executive Committee shall keep minutes of its meetings and shall report to the Board any actions taken between regular meetings of the Board.
Section 8. Nominating Committee. There shall be a Nominating Committee to consist of Directors of the Association appointed by the President and approved by a majority vote of the Board to serve for the term of the President. No Directors shall serve on the Nominating Committee if their term expires during the current year.
Section 9. Other Committees. The Board may from time to time establish other committees as the Directors deem appropriate. Members of such committees shall be appointed by the President or by the Executive Director and approved by a majority vote of the Board to serve for the term of the President. Except as specified in Sections 7 and 8 of this Article, committee members need not be Directors.
Article VII. Officers of the Association
Section 1. Officers. The Officers of the Association shall be a President, Vice President, Treasurer, Secretary, and such other Officers as may be elected or appointed by a majority vote of the Board from time to time. Each Officer owes a duty of loyalty and care to the Association and shall carry out his or her duties in accordance with the standards of conduct required by law of such Officers and otherwise in compliance with applicable law and these Bylaws.
Section 2. Election and Term of Office. Except as provided below, the Officers of the Association shall be elected or appointed annually by a majority vote of the Board. New offices may be created and filled at any meeting of the Board. Each Officer shall hold office until the Officer's successor shall have been duly elected or appointed and shall have qualified or until the Officer's death or until the Officer shall resign or shall have been removed in the manner hereinafter provided.
Section 3. Removal. Any Officer elected or appointed by the Board may be removed, with or without cause, by the Board at any meeting of the Board whenever in its judgment the best interests of the Association would be served thereby. Officers of the Association shall be removed by the same number of votes of the Board which are required to elect or appoint an Officer of the Association.
Section 4. Resignation. An Officer may resign at any time by delivering written notice to the Association. A resignation is effective when the notice is delivered unless the notice specifies a later effective date or event. If a resignation is made effective at a later date or event and the Association accepts the later effective date, the Board may fill the pending vacancy before the effective date if the Board provides that the successor does not take office until the effective date.
Section 5. Vacancies. Except as provided below, a vacancy in any office because of death, resignation, removal, disqualification, or otherwise, shall be filled by a majority vote of the Board at any meeting thereof for the unexpired portion of the term.
Section 6. President. The President:
(a) shall preside at all meetings of the Board, at the Annual Meeting of the Association, and at such other meetings of the Association as may be called from time to time;
(b) shall perform such other duties as may be indicated by these Bylaws or assigned by the Board and shall recommend to the Board assignments for any committees;
(c) shall generally supervise operations of the Association;
(d) shall see that the resolutions and directives of the Board are carried into effect;
(e) may execute for the Association any contracts, deeds, mortgages, bonds, or other instruments which the Board has authorized to be executed, and may accomplish such execution either individually or with the Secretary, the Treasurer or any other Officer thereunto authorized by the Board, according to the requirements of the form of the instrument
(f) may vote all securities which the Association is entitled to vote except as and to the extent such authority shall be vested in a different Officer or agent of the Association by the Board; and
(g) may recommend to the Board from time to time the designation of various advisory committees and the appointments thereto, including the Chair thereof.
Section 7. Vice-President. The Vice-President:
(a) shall, at the request of the President or in the President's absence or disability, perform all the duties of the President and when so acting, shall have all the powers of, and be subject to all the restrictions upon, the President;
(b) may also sign and execute, in the name of the Association, deeds, mortgages, bonds, contracts or other instruments authorized by the Board except in cases where the signing and execution thereof shall be expressly delegated by the Board or by these Bylaws to some other officer or agent of the Association; and
(c) shall perform such other duties as from time to time may be assigned by the Board or the President.
Section 8. Secretary. The Secretary shall:
(a) certify and keep at the principal office of the Association the original or a copy of its Bylaws as amended or otherwise altered to date;
(b) keep at the principal office of the Association or such other place as the Board may order, a book of minutes of all Board' meetings with the time and place of holding, whether regular or special and if special how authorized, the notices thereof given, and the names of those present at such meetings;
(c) ensure that all notices are duly given in accordance with the provisions of these Bylaws or as required by law;
(d) ensure that the records of the Association, including but not limited to books, reports, statements, and all other records and documents required by law are properly kept and filed;
(e) exhibit at all reasonable times to any Director upon application the Bylaws and minutes of proceedings of the Directors of the Association; and
(f) in general, perform all duties incident to the office of the Secretary and such other duties as from time to time may be assigned by the Board.
Section 9. Treasurer. The Treasurer, if required so to do by the Board, shall give a bond for the faithful discharge of his duties in such sum, and with such sureties, as the Board shall require. The Treasurer shall:
(a) have charge and custody of, and be responsible for all funds and securities of the Association and deposit all such funds in the name of the Association in such banks, trust companies, or other depositaries as shall be selected by the Board;
(b) keep and maintain adequate and correct accounts of the Association's properties and business transactions, including account of its assets, liabilities, receipts, disbursements, gains, losses, capital, and surplus;
(c) render a statement of the condition of the finances of the Association at any meeting when required by the Board, and a full financial report at the Annual Meeting of the Association;
(d) exhibit at all reasonable times the books of account and records to any Director or officer during business hours at the principal office of the Association or where such books and records are kept;
(e) receive and give receipt for, monies due and payable to the Association from any source whatsoever; and
(f) in general perform all the duties incident to the office of Treasurer and such other duties as from time to time may be assigned by the Board.
Section 10. Executive Director. The day-to-day affairs of the Association may be delegated to and conducted by an Executive Director, appointed by the Board. The Executive Director shall:
(a) serve as the Chief Executive Officer of the Association;
(b) be responsible for management and coordination of the affairs of the Association, subject to the direction of the Board and consistent with the powers and duties of the Officers as defined in these Bylaws;
(c) be provided with such staff as is necessary to conduct the affairs of the Association; and
(d) have full right of participation at meetings of the Board and of its Executive Committee but shall have no vote.
Section 11. Past President. Unless otherwise elected to the Board, the immediate past president is an ex-officio member of the Board who shall be invited to all Board of Director meetings and have full right of participation but shall have no vote.
Article VIII. Chapters of the Association
Section 1. Establishment of Chapters. Chapters of the Association may be formed by one or more Active Members of the Association, upon approval by a majority vote of the Board. A Chapter may use the International Dark-Sky Association or IDA name and logos, and may represent its formal affiliation with the Association.
Section 2. Chapters must be established and maintained by Active Members of the Association. Its members must abide by the Bylaws of the Association. Chapters may assess membership dues in addition to the ordinary dues of the Association, hold local IDA Chapter meetings, have local officers and committees, and establish a local IDA Chapter office.
Section 3. Annual Reports. Each Chapter must file a Chapter Annual Report with the Secretary of the Association in a format and at such a time as the Board may from time to time prescribe. Chapters must file yearly Financial Reports with the Treasurer by January 31st of the year following the year's activities.
Section 4. Failure of a Chapter to comply with these provisions may be cause for revocation of the rights granted by the Association upon a majority vote of the Board.
Article IX. Corporate Acts, Loans, and Deposits
Section 1. Corporate Acts. The President and Treasurer shall have authority to sign, execute and acknowledge on behalf of the Association, all deeds, mortgages, bonds, stock certificates, contracts, leases, reports, and all other documents or instruments necessary or proper to be executed in the course of the Association's regular business, or which shall be authorized by resolution of the Board. The Secretary of the Association is authorized and empowered to sign in attestation all documents so signed, and to certify and issue copies of any such document and of any resolution adopted by the Board of the Association; provided, however, that an attestation is not required to enable a document to be an act of the Association.
Section 2. Loans. No moneys shall be borrowed on behalf of the Association and no evidences of such indebtedness shall be issued in its name unless authorized by a resolution of the Board. Such authority may be general or confined to specific instances.
Section 3. Deposits. All funds of the Association, not otherwise employed, shall be deposited from time to time to the credit of the Association in such banks, investment firms, or other depositories as the Board may select.
Article X. Notice and Waiver of Notice
Section 1. Date of Notice. Any written notice to a Director required or permitted under these Bylaws shall be delivered to the Director at the Director's address, facsimile, or electronic address as shown on the records of the Association. If mailed, such notice shall be deemed to be delivered upon the earliest of (a) receipt; (b) three (3) days after deposit in the United States mail so addressed, with postage thereon prepaid; or (c) on the date shown on the return receipt if sent by registered or certified mail, return receipt request and if the receipt is signed by or on behalf of the addressee. If given by telecopy or electronic communication, such notice shall be deemed to be delivered when the telecopy or electronic communication is properly set with evidence of transmission. If any Director does not elect to receive notices required or permitted under these Bylaws by telecopy or electronic communication, such Director shall notify the Secretary in writing of his or her election not to receive such notices by telecopy or electronic communication, or both, and such Director shall receive notice in one of the other methods provided under these Bylaws. If oral notice is permitted, it shall be deemed given by telephone when spoken to the Director.
Section 2. Waiver of Notice. Whenever any notice is required to be given under the provisions of Arizona law, as amended from time to time, or under the provisions of these Bylaws, a waiver thereof in writing signed by the person or persons entitled to such notice, whether before or after the time stated therein, shall be deemed equivalent to the giving and receipt of such notice.
Section 1. Mandatory Indemnification. The Association shall, to the fullest extent permitted or required by A.R.S. §§10-3850 to 10-3858, inclusive, including any amendments thereto (but in the case of any such amendment, only to the extent such amendment permits or requires the Association to provide broader indemnification rights than prior to such amendment), indemnify its Directors and Officers (and the heirs, executors, and administrator of such Director or Officer) against any and all liabilities, and advance any and all reasonable expenses incurred thereby in any proceeding to which any Director or Officer is a party because such Director or Officer is a Director or Officer of the Association. The Association may indemnify its employees and authorized agents, acting within the scope of their duties as such, to the same extent as Directors or Officers hereunder. The rights to indemnification granted hereunder shall not be deemed exclusive of any other rights to indemnification against liabilities or the advancement of expenses which such Director or Officer may be entitled under any written agreement, Board resolution or otherwise. All capitalized terms used in this Article and not otherwise defined herein shall have the meaning set forth in A.R.S. §10-3850.
Section 2. Permissive Supplementary Benefits. If authorized by the Board, the Association may, but shall not be required to, supplement the foregoing right to indemnification against liabilities and advancement of expenses under Section 1 of this Article by (a) the purchase of insurance on behalf of any one or more of such Directors, Officers, employees or agents, whether or not the Association would be obligated to indemnify or advance expenses to such Director, Officer, employee or agent under Section 1 of this Article; and (b) entering into individual or group indemnification agreements with any one or more of such Directors or Officers.
Article XII. Conflict of Interest
Section 1. Transactions Presumed Valid. No contract or other transaction between the Association and one or more of its Directors, Officers of any other corporation, firm, association or entity in which one or more of its Directors or Officers are members, directors or officers, or are financially interested, is either void or voidable because of such relationship or interest or because any Director or Officer is present at the meeting of the Board or a committee of the Board which authorizes, approves or ratifies such contract or transaction or because his or their votes are counted for such purpose, if either of the following apply:
(a) The fact of such relationship or interest is disclosed or known to the Board or committee which authorizes, approves or ratifies the contract or transaction by a vote or consent sufficient for the purpose without counting the votes or consents of those interested Directors; or
(b) The transaction or contract is fair and reasonable to the Association at the time the transaction is consummated or, if made pursuant to contract, when the Association becomes contractually obligated such that its unilateral withdrawal from the contract would entail significant loss, liability or other added damage to the Association. The fairness of the transaction or contract shall be judged according to the circumstances at the time of consummation or at the time when the Association becomes contractually obligated.
Section 2. Clear and Convincing Evidence Needed to Rebut Presumption. Any person seeking to establish that a contract or transaction described in this Section is void or voidable must prove by clear and convincing evidence that the requirements of Section 1 of this Article have not been satisfied.
Section 3. Directors Counted for Quorum. Common or interested Directors or Officers may be counted in determining the presence of a quorum at a meeting of the Board or a committee which authorizes, approves, or ratifies a contract or transaction.
Section 4. Abstention of Interested Directors. The Board may require Directors to abstain from, or to not be present during, any discussion with regard to or vote upon a contract or transaction between the Association and such Director or any relative or affiliate of such Director. For purposes of this section "affiliate" shall mean any partnership, corporation or other entity in which the Director or Director's relative has a ten percent (10%) or more interest or by which such Director is employed.
In the event of dissolution of the Association, all funds and assets of the Association remaining after payment of creditors shall be distributed for one or more exempt purposes within the meaning of Section 501(c)(3) of the Internal Revenue Code, or the corresponding section of any future federal tax code, or shall be distributed to the federal government, or to a state or local government, for a public purpose. Any such assets not so disposed of shall be disposed of by a court or competent jurisdiction of the county in which the principal office of the Association is then located, exclusively for such purposes or to such organization or organizations, as said court shall determine, which are organized and operated exclusively for such purposes. No part of said funds shall inure, or be distributed to any Director or Officer. In the event of dissolution of the Association, all business, property and assets of the Association, after payment of all of the Association's debts, obligations and liabilities, if any, be distributed to such other qualified nonprofit charitable corporation or association, municipal corporation or other entities as may be selected by the Board.
Article XIV. Terms of Existence
The period of duration of this Association shall be perpetual unless the Directors elect to dissolve the Association in accordance with the Articles of Incorporation and Bylaws of the Association and Arizona law.
Any action requiring a signature from a Director or Officer shall be deemed effective upon receipt by the Secretary or the designated Officer if other than the Secretary, and may be delivered personally, by mail, by telegram, or by other form of written transmission (including facsimile transmission or electronic communication).
Article XVI. Amendment of Articles of Incorporation and Bylaws
The Articles of Incorporation and Bylaws of the Association may be amended by the affirmative vote of a majority of the Board at any Regular or Special Meeting where a quorum is present, provided that written notice of the proposed action together with a copy of the proposed amendments, shall be provided to the Directors ten (10) days in advance of the Regular Meeting or two (2) days in advance of a Special Meeting.
Article XVII. Validity of Bylaws
The invalidation of any section of these Bylaws, for whatever reason, shall have no effect on the balance of these Bylaws.
Certified a true and correct copy of the Bylaws adopted on the 3rd day of March 2011, by the Board of Directors of the International Dark-Sky Association.
Updated 2011-03-29


text:
Summary Report for:
15-1199.09 - Information Technology Project Managers
Plan, initiate, and manage information technology (IT) projects. Lead and guide the work of technical staff. Serve as liaison between business and technical aspects of projects. Plan project stages and assess business implications for each stage. Monitor progress to assure deadlines, standards, and cost targets are met.
Sample of reported job titles: IT Manager, IT Project Manager, Manager of IT, Program Manager, Project Manager, Project Manager/Team Coach, Senior Lead Project Manager, Senior Project Leader/Team Lead, Technical Project Lead (Project Manager), Transition Program Manager
Tasks | Tools & Technology | Knowledge | Skills | Abilities | Work Activities | Work Context | Job Zone | Education | Credentials | Interests | Work Styles | Work Values | Wages & Employment | Job Openings
- Manage project execution to ensure adherence to budget, schedule, and scope.
- Develop or update project plans for information technology projects including information such as project objectives, technologies, systems, information specifications, schedules, funding, and staffing.
- Monitor or track project milestones and deliverables.
- Confer with project personnel to identify and resolve problems.
- Develop and manage work breakdown structure (WBS) of information technology projects.
- Submit project deliverables, ensuring adherence to quality standards.
- Prepare project status reports by collecting, analyzing, and summarizing information and trends.
- Direct or coordinate activities of project personnel.
- Establish and execute a project communication plan.
- Assign duties, responsibilities, and spans of authority to project personnel.
Tools & Technology
Tools used in this occupation:
|Computer servers — Application servers; Web servers
|High capacity removable media drives — Universal serial bus USB flash drives
|Mobile phones — Smartphones
|Notebook computers — Laptop computers
|Special purpose telephones — Multi-line telephone systems
Technology used in this occupation:
|Data base user interface and query software — IBM DB2; Microsoft Access; QSM SLIM Suite; Xplanner *
|Development environment software — Common business oriented language COBOL; CruiseControl *; SmartBear Software Automated Build Studio; Tigris Cabie *
|Enterprise resource planning ERP software — Clarity Systems IBM Clarity; Collaborative application lifecycle management ALM software; Project.net *; Vitria M3O Operational Intelligence
|Pattern design software — MatchWare MindView; Mind mapping software; MPI Micro Planner X-Pert; NovaMind Merlin Project Manager
|Project management software — Atlassian JIRA; Microsoft Project; Wrike; Zoho Projects
* Software developed by a government agency and/or distributed as freeware or shareware.
|Administration and Management — Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources.
|Customer and Personal Service — Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction.
|English Language — Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar.
|Computers and Electronics — Knowledge of circuit boards, processors, chips, electronic equipment, and computer hardware and software, including applications and programming.
|Mathematics — Knowledge of arithmetic, algebra, geometry, calculus, statistics, and their applications.
|Personnel and Human Resources — Knowledge of principles and procedures for personnel recruitment, selection, training, compensation and benefits, labor relations and negotiation, and personnel information systems.
|Communications and Media — Knowledge of media production, communication, and dissemination techniques and methods. This includes alternative ways to inform and entertain via written, oral, and visual media.
|Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems.
|Coordination — Adjusting actions in relation to others' actions.
|Monitoring — Monitoring/Assessing performance of yourself, other individuals, or organizations to make improvements or take corrective action.
|Reading Comprehension — Understanding written sentences and paragraphs in work related documents.
|Speaking — Talking to others to convey information effectively.
|Time Management — Managing one's own time and the time of others.
|Active Listening — Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.
|Writing — Communicating effectively in writing as appropriate for the needs of the audience.
|Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the best people for the job.
|Systems Analysis — Determining how a system should work and how changes in conditions, operations, and the environment will affect outcomes.
|Oral Comprehension — The ability to listen to and understand information and ideas presented through spoken words and sentences.
|Oral Expression — The ability to communicate information and ideas in speaking so others will understand.
|Written Comprehension — The ability to read and understand information and ideas presented in writing.
|Written Expression — The ability to communicate information and ideas in writing so others will understand.
|Problem Sensitivity — The ability to tell when something is wrong or is likely to go wrong. It does not involve solving the problem, only recognizing there is a problem.
|Speech Recognition — The ability to identify and understand the speech of another person.
|Deductive Reasoning — The ability to apply general rules to specific problems to produce answers that make sense.
|Speech Clarity — The ability to speak clearly so others can understand you.
|Inductive Reasoning — The ability to combine pieces of information to form general rules or conclusions (includes finding a relationship among seemingly unrelated events).
|Information Ordering — The ability to arrange things or actions in a certain order or pattern according to a specific rule or set of rules (e.g., patterns of numbers, letters, words, pictures, mathematical operations).
Work Activities
|Organizing, Planning, and Prioritizing Work — Developing specific goals and plans to prioritize, organize, and accomplish your work.
|Communicating with Supervisors, Peers, or Subordinates — Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person.
|Scheduling Work and Activities — Scheduling events, programs, and activities, as well as the work of others.
|Coordinating the Work and Activities of Others — Getting members of a group to work together to accomplish tasks.
|Making Decisions and Solving Problems — Analyzing information and evaluating results to choose the best solution and solve problems.
|Interacting With Computers — Using computers and computer systems (including hardware and software) to program, write software, set up functions, enter data, or process information.
|Getting Information — Observing, receiving, and otherwise obtaining information from all relevant sources.
|Documenting/Recording Information — Entering, transcribing, recording, storing, or maintaining information in written or electronic/magnetic form.
|Developing and Building Teams — Encouraging and building mutual trust, respect, and cooperation among team members.
|Identifying Objects, Actions, and Events — Identifying information by categorizing, estimating, recognizing differences or similarities, and detecting changes in circumstances or events.
Work Context
|Electronic Mail — 97% responded "Every day."
|Telephone — 81% responded "Every day."
|Work With Work Group or Team — 65% responded "Extremely important."
|Contact With Others — 65% responded "Constant contact with others."
|Duration of Typical Work Week — 74% responded "More than 40 hours."
|Face-to-Face Discussions — 68% responded "Every day."
|Indoors, Environmentally Controlled — 77% responded "Every day."
|Coordinate or Lead Others — 52% responded "Extremely important."
|Spend Time Sitting — 61% responded "More than half the time."
|Freedom to Make Decisions — 45% responded "Some freedom."
Job Zone
|Job Zone Four: Considerable Preparation Needed
|Most of these occupations require a four-year bachelor's degree, but some do not.
|Related Experience
|A considerable amount of work-related skill, knowledge, or experience is needed for these occupations. For example, an accountant must complete four years of college and work for several years in accounting to be considered qualified.
|Job Training
|Employees in these occupations usually need several years of work-related experience, on-the-job training, and/or vocational training.
|Job Zone Examples
|Many of these occupations involve coordinating, supervising, managing, or training others. Examples include accountants, sales managers, database administrators, teachers, chemists, art directors, and cost estimators.
|SVP Range
|(7.0 to < 8.0)
Percentage of Respondents
|Education Level Required
|Bachelor's degree
|Post-baccalaureate certificate
|Master's degree
Interest code: EC
|Enterprising — Enterprising occupations frequently involve starting up and carrying out projects. These occupations can involve leading people and making many decisions. Sometimes they require risk taking and often deal with business.
|Conventional — Conventional occupations frequently involve following set procedures and routines. These occupations can include working with data and details more than with ideas. Usually there is a clear line of authority to follow.
Work Styles
|Leadership — Job requires a willingness to lead, take charge, and offer opinions and direction.
|Initiative — Job requires a willingness to take on responsibilities and challenges.
|Persistence — Job requires persistence in the face of obstacles.
|Attention to Detail — Job requires being careful about detail and thorough in completing work tasks.
|Dependability — Job requires being reliable, responsible, and dependable, and fulfilling obligations.
|Integrity — Job requires being honest and ethical.
|Achievement/Effort — Job requires establishing and maintaining personally challenging achievement goals and exerting effort toward mastering tasks.
|Adaptability/Flexibility — Job requires being open to change (positive or negative) and to considerable variety in the workplace.
|Analytical Thinking — Job requires analyzing information and using logic to address work-related issues and problems.
|Stress Tolerance — Job requires accepting criticism and dealing calmly and effectively with high stress situations.
Work Values
|Achievement — Occupations that satisfy this work value are results oriented and allow employees to use their strongest abilities, giving them a feeling of accomplishment. Corresponding needs are Ability Utilization and Achievement.
|Independence — Occupations that satisfy this work value allow employees to work on their own and make decisions. Corresponding needs are Creativity, Responsibility and Autonomy.
|Working Conditions — Occupations that satisfy this work value offer job security and good working conditions. Corresponding needs are Activity, Compensation, Independence, Security, Variety and Working Conditions.
Wages & Employment Trends
Median wages data collected from Computer Occupations, All Other.
Employment data collected from Computer Occupations, All Other.
Industry data collected from Computer Occupations, All Other.
|Median wages (2014)
|$40.10 hourly, $83,410 annual
|State wages
|Employment (2012)
|206,000 employees
|Projected growth (2012-2022)
|Slower than average (3% to 7%)
|Projected job openings (2012-2022)
|State trends
|Top industries (2012)
Source: Bureau of Labor Statistics 2014 wage data and 2012-2022 employment projections . "Projected growth" represents the estimated change in total employment over the projections period (2012-2022). "Projected job openings" represent openings due to growth and replacement.


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Part-time Assistant Professor
Ph.D., Art History, Graduate School and University Center, City University New York. MA, Art History, Queens College, CUNY. Art historian and curator. Fields: Photography, Modern and Contemporary art, and art criticism.
Post-WWII art of the United States, art history, curatorial practice, photography, art criticism
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1. Mercy
The captains' heads had barely snapped up before Celeborn had whipped out of the council chamber. Up, up he ran, long legs flashing, past the maidens hurrying new bandages to the wounded. He couldn't let himself think, he couldn't…up, up, past the startled guards…
And burst into the bedchamber. There she was, collapsed onto a chair, screaming as her mind was laid bare. Already, his hand had drawn the knife, and he watched it sink, unerringly, into that beloved throat. The screams abruptly stopped.
Far off in Valinor, Celebrían crumpled into a ball, her eyes turned, unseeing, East. So passed the Ring-bearers from Middle-Earth.
This is a work of fan fiction, written because the author has an abiding love for the works of J R R Tolkien. The characters, settings, places, and languages used in this work are the property of the Tolkien Estate, Tolkien Enterprises, and possibly New Line Cinema, except for certain original characters who belong to the author of the said work. The author will not receive any money or other remuneration for presenting the work on this archive site. The work is the intellectual property of the author, is available solely for the enjoyment of Henneth Annûn Story Archive readers, and may not be copied or redistributed by any means without the explicit written consent of the author.


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Please note that as of October 24, 2014, the Nokia Developer Wiki will no longer be accepting user contributions, including new entries, edits and comments, as we begin transitioning to our new home, in the Windows Phone Development Wiki. We plan to move over the majority of the existing entries. Thanks for all your past and future contributions.
Workaround to hide VKB in QML apps (Known Issue)
This article explains how to close the virtual keyboard in pure QML apps
Pure QML application on Harmattan suffer of a bug which is quite annoying. The bug I'm talking about is related to the Virtual Keyboard (VKB). Basically when a QML element able to listen for key events receives the focus, a virtual keyboard shows up and user can enter the text in the element by tapping on the keyboard itself. When user finished to insert text and tap outside the element, the previous element doesn't actually lose the focus and the keyboard is not closed automatically going against the logic way of usage and against the Harmattan guide lines. This is not just annoying, but mess up the vocabulary other than the usability.
In this page we will talk about how to work around this, and which solutions are available.
Pure QML Solution
Many and many times you could have heard that to get around this problem you should use closeSoftwareInputPanel QML method. Well, here is an example which shows you how to use it. The example below is the implementation of this fix inside a simple QML app made up by a root Rectangle element and a textedit. The virtual keyboard is shown when the textedit is clicked, but the virtual keyboard is not hidden when the user taps outside. The main problem here is related to the focus. Tapping outside the textedit element is not enough to change the focus and close the VKB, so we have to add some code to fulfill these duties. The fix is implemented basically in two parts.
- MouseArea - a big and transparent to events Mousarea overlays the entire application. This allows us to give the focus to the clicked item
- onActiveFocusChanged slot inside the any element able to receive text input. This slot actually close the VKB
The rest of example is pretty simple and the complete code can be seen in the block of code below.
import QtQuick 1.0
Rectangle {
id: root
width: 800
height: 600
focus: true
Rectangle {
width: 360
height: 360
color: "cyan"
TextEdit {
id: mText
anchors.fill: parent
onActiveFocusChanged: {
if (!mText.activeFocus) mText.closeSoftwareInputPanel();
MouseArea {
anchors.fill: parent
onPressed: {
// Let the mousePress events go to below items
mouse.accepted = false;
// Clicked item below the MouseArea gets the focus
var selectedItem = root.childAt(mouse.x, mouse.y);
if (!selectedItem) selectedItem = root;
selectedItem.focus = true;
C++ workaround
In applications developed with Qt WebKit the virtual keyboard is not
automatically hidden when it is unfocused. A workaround consists of
adding an event filter to the affected view instance:
class EventFilter : public QObject
bool eventFilter(QObject *obj, QEvent *event) {
QInputContext *ic = qApp->inputContext();
if (ic) {
if (ic->focusWidget() == 0 && prevFocusWidget) {
QEvent closeSIPEvent(QEvent::CloseSoftwareInputPanel);
} else if (prevFocusWidget == 0 && ic->focusWidget()) {
QEvent openSIPEvent(QEvent::RequestSoftwareInputPanel);
prevFocusWidget = ic->focusWidget();
return QObject::eventFilter(obj,event);
QWidget *prevFocusWidget;
This filter can be installed on a QGraphicsView or (in QML) on a
QDeclarativeView instance:
EventFilter ef;
MeeGo Components are not affected!
While this bug affects plain QML apps, MeeGo component based apps are not affected by this bug at all! So if possibl you should use the Meego elements set instead of the standard QML ones. The only one drawback here is the compatibility with Symbian set. In fact, if your target is to run the app both on Symbian and MeeGo polatforms then the solution shown before is the right way to go.


text:
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text: The Celtics have the same record as last year at this time, tho, point differential was higher last year. I contend that they are a better team this year. The biggest reason is Rhondo, who in his third year is still improving and can flat out take over a game with his quickness and can reek havoc with his defense. He still can have off nights, but those are becoming less frequent. The test will come in this year's playoffs at an away game, an opponent leaves him alone by doubling down on one of the big three and he burns them over and over. When this happens, get ready to hoist another banner. While it was a huge loss when Posey signed elsewhere, Tony Allen has mentally gotten over his surgery. He's not the same type of player as Posey, but has the ability to shut down a legitimate scorer while not being a handicap on offense. Powe and Big Baby have another year of maturity and will take up the minutes left by the other two big men. Of course, the media will be drooling over the f'n Lakers with one loss and how they are a changed team (not soft), whatever. If the Lakers even make it to the finals the Celtics (who will be there) will blow them away. Oh yea, the big three haven't lost a step.


text:
Loong: The Power of the Dragon
Loong: The Power of the Dragon is a 3D fantasy MMORPG set in ancient China. The game has an original art style, a classless progression system, and boasts over 1000 quests. Take part in epic PvP battles that support up to 500 players!
Publisher: Gamigo
Playerbase: Medium
Graphics: High Quality
Type: MMORPG
EXP Rate: High
PvP: Castle Siege / Duels
Filesize: ~ 2270 mb
Pros: +Quest driven progression. +Varied weapon types. +PvP combat supports up to 500 players. +High quality animations. -Fluid gameplay & interface.
Cons: -Familiar setting. -Mobs offer little challenge. -Poor English translations. -Quests & combat feel repetitive.
Loong: The Power of the Dragon Overview
Loong: The Power of the Dragon is set in ancient China, but sets it self apart from other oriental themed MMORPGs with its unique art style and classless progression system. Chose from several weapon types, and learn skills from eight unique talent trees. Progression is heavily quest driven in Loong, and an auto-navigation feature makes traveling between objectives simple. Players unlock several skills during the first few levels, and also earn their first mount and pet early on. The game has fluid gameplay and controls that allow for keyboard and point & click movement.
Weapon Types - Sword, Sabre, Polearm, Bow, Totem, Glove, Zither
Talent Trees - Sword, Sabre, Polearm, Bow, Battle, Yang, Yin, Healing, Zither, Magic
Loong: The Power of the Dragon Screenshots
Loong: The Power of the Dragon Featured Video
Loong: The Power of the Dragon Review
By, Erhan Altay
Loong: The Power of the Dragon is an Asian developed MMORPG set in ancient China. The German publisher Gamigo is bringing the game to both the European and North American region. Despite the familiar setting, Loong is a high quality title with an original art style, innovative class system, and other interesting features.
Not a Loong Wait
Despite being released in China earlier this year, Loong is already ready for beta testing in the West. The game is a big budget project that is estimated to have cost over $10 million dollars to develop. Traditionally, MMORPGs took several years to move from Asia to the West, but the pace is definitely starting to pick up. Unlike most games out of China, Loong is a high quality MMORPG with great 3D graphics, cool attack animations, and high production value all around. At around 2.7 gb, the client size is pretty large, but the download shouldn't take long. Loong isn't Gamigo's first Chinese MMORPG. Martial Empires is an earlier high quality title, but that game is only open to European gamers. Luckily, Loong more than makes up for what we've been missing.
Pick a Weapon, but not a Class
The login screen in Loong is highly stylized and sets a good mood for the rest of the game. The loading screens are a bit odd, they include animated backgrounds and real images of ladies in sexy outfits. The character creation process is very streamlined. There are five hair styles, six hair colors, five face styles, and three outfits per gender. Several 'detail' options are also available which represent things like tattoos and scars. There's also an option to preview several high level armor designs on your character before creating it. Overall, appearance customization is rather slim, especially compared to some older MMORPGs like Martial Empires or Perfect World. Like Heroes of Three Kingdoms, players don't select a class in Loong. Instead, they chose from seven weapons: Sword, Sabre, Polearm, Bow, Totem, Glove, or Zither. The initial weapon selection has no effect on character progression, players are free to switch between them freely. Eventually, players will have to select which weapons to specialize in by distributing talent points among specific skill trees.
Dragon Village
New players start in Dragon Village where a number of NPCs offer simple talk quests and describe some of the game's basics. Movement can be done with either W,A,S,D or point-and-click. While most Asian MMORPGs fail at pulling off fluid keyboard controls, Loong does it excellently. I found myself using keyboard controls throughout my whole experience. There's a very simple auto-navigation system that helps players get to and from quest objectives. This means travel very simple, and also ensures players won't have to read any of the quest flavor text. The rest of the interface is well organized, 'b' opens the inventory, 'q' opens the quest log, 'k' brings up the talent trees, and so on. It's not until around level 6 that players start earning talent points, but they will receive 2 stat points every level starting at level 2. Those who follow the beginner quest lines will find themselves leveling rapidly, even without having to kill more than a few monsters. At level 5, newbies quality to leave Dragon Village and enter the zone of Dragon Castle. This zone serves as the capital city, but the surrounding areas are also the primary hunting grounds for the first few dozen levels.
One, Two, Three
The early level quests do a great job giving players equipment and consumable items, but players must eventually decide which weapons to specialize in. There are a total of ten talent trees in Loong, and it is recommended to focus on one during the early levels. It is possible to reset talent point distribution quite easily, especially while under level 30. Each weapon has a primary and secondary stat, so be sure to distribute talent and stat points favorably. The six stats are: Physique, Strength, Qi, Spirit, Agility, and Skill. Simply hover the cursor over any of them to find out what they do. Before long, player will unlock several skills in their chosen talent tree and be off using them in combat. Even without skills, the monsters in Loong barely put up a fight. Difficulty seems to be something Chinese developers in particular seem to ignore. Simply spamming 2-3 skills is enough to fell any monster near your level range. You'll barely receive any damage in return. This means there's no need to rest between battles, and the fact that no mobs under level 20 seems to be aggressive add up to a low sense of challenge. Player will simply move from one hunting ground to the next, stopping long enough to kill a few defenseless critters before moving on.
Ride a Pony
Loong introduces players to the game's pet system early on. Pets are called 'spirit beasts' and come in a variety of rarities and skills. Some can be ridden, others can pick up loot for their master. Players can transfer, or 'pour', some of their experience towards their pets to help them level up, and pets can even be equipped with special items. Several stats track the potency of a pet including 'potential' which measures the amount of skills the pet can eventually learn and its growth rate. A pet may look cute and small, but when mounted it grows into a full size steed. This is but one of many interesting animations. If a player clicks on the ground to move there, a splat of ink appears and vanishes. The game's animations are realistic, but with an artistic touch. Jumping (space bar) also functions a bit differently. After jumping, players appear to glide down slowly. Like so many recent MMORPGs, Loong also has a title system where players can equip titles that they've unlocked by completing quests or performing other tasks. There are a ton of other small features which, added up, make Loong a much more in-depth game. Crafting skills are separate from the talent tree, and include both resource gathering skills (like mining) and production skills.
Cramped Quarters
The experience in Loong is well paced, handing it quests gives a burst of experience and there are always plenty of quests available. The quest log even lists available quests which players can auto-navigate towards. Some quests are repeatable, but the sense of grind doesn't kick in until mid level. The game encourages some player cooperation in the form of a mentor/apprentice system. Players have to be at least level 50 to be a mentor, but there's no real reason to even talk to another person during the early game since the PvE offers so little challenge. Before long, players will find themselves having to throw away items since their inventory fills up so fast. New characters start with 20 inventory slots, but can increase this by using 'auxiliary bags' obtained in the item mall. There are plenty of convenience items like this for sale in the cash shop, but nothing that dramatically effects balance. Like Soul Order Online and Forsaken World, there's an odd feature that rewards players with some freebie items every few minutes. It's called 'Dragon Blessing' and the small interface menu for it is located near the middle of the screen. Users playing Loong on a small resolution will want to turn all these extra menus off since it can cramp the gameplay area. Another box appears on the left of the screen every time a player earns new attribute or talent points. Speaking of resolutions, the graphic options in Loong can be a little confusing. I couldn't figure out how to play in windowed mode, but I did discover a new mode where the game is nearly full-screen but the taskbar is still visible and you can launch other programs with Loong remaining in the background.
Final Verdict: Good
Loong: The Power of the Dragon is a high quality MMORPG with a familiar oriental setting. The classless, talent tree driven progression helps set it apart from its competitors. There are also a lot of small features that, combined, give Loong a high production value. The only problem is that due to the lack of difficulty, much of the early level combat feels repetitive. Its definitely a game worth checking, just be ready for some grind.
Loong: The Power of the Dragon Videos
Loong: The Power of the Dragon Cinematic Trailer
Loong: The Power of the Dragon Gameplay Footage
Loong: The Power of the Dragon Gameplay Trailer
Loong: The Power of the Dragon Links
Loong: The Power of the Dragon System Requirements
Minimum Requirements:
OS: Windows XP / Vista / 7
CPU: 2.4 Ghz Intel P4 or equivalent
HDD: 4 GB Free
Graphics Card: GeForce 5200 / Radeon 9550
Recommended Specification:
OS: Windows Vista / 7
CPU: Pentium Dual Core E2140 or better
RAM: 2 GB RAM or more
HDD: 5 GB Free
Graphics Card: NVidia 7600 GT / ATI X1600 XT


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fast ordering came quicker
then i thought.I will be sure to order again form
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I always check your site first, and I'm never disappointed. Thanks!
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My Corgi and I are in an assisted living facility, where I was told to personalize my walker. Your Corgi luggage tag was the perfect answer because...
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Welcome to Dogstuff | Source Menagerie! We hope you like what we have collected for you on our website. We're excited about the possibilities of the web - we'd like to use the immediacy of the medium to quickly showcase as many of our more than 10,000 products as we possibly can.
We want you to be our valued customer for a long time - whether over the web or in person at our amazing retail store in Northwest Austin, TX at 8868 Research Blvd, Suite 106. (See MAP)
Some of our items are special purchases of the remaining stock of a product we especially liked, some we order in container quantities from across the sea, and some are made exclusively for us - so if we sell out of an item it may take a while to restock it. We'll try to notify you quickly if your order will be delayed.
Dogstuff | Source Menagerie is a family-based company that grew out of our love of animals! We breed Golden Retrievers, who have variously become show dogs, service dogs, search & rescue dogs and beloved family pets. Many weekends we're at dog events, but the store should be humming along. Our toll-free number, which works throughout the US, is (888) 702-9663. If you need to call us from elsewhere, the office phone is (512) 452-2756.
Many of our offerings are available in a variety of breeds, and we will happily answer requests for items in your favorite breed. Likewise, if you have seen something you would like us to find, we'll do our best to get it for you. Thank you for your interest in Source Menagerie / dogstuff.com. We hope you will always let us know if we can improve our service to you in any way.
Jane Fish
Stop in and see us!
Address: 8868 Research Blvd, Austin, TX 78758
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text:
Download Libertas GNU+Linux files
Project info, screenshots, and more
SourceForge.net hosts over 100,000 Open Source projects. You may find what you're looking for by searching our site directory .
This is the Libertas GNU+Linux project ("thin")
This project is hosted by SourceForge.net. The project team describes it as:
Libertas is a GNU+Linux distribution that wanna be as closer as possible of the 'pure' GNU system, but running on Linux kernel, instead of Hurd. Libertas will only have packages that are free in the FSF definition of Free Software.
SourceForge.net is the world's largest provider of hosting for Open Source software development projects. SourceForge.net provides a variety of services to projects, including a download mirror network, code hosting (like Git, Mercurial, and Subversion), and tools to support discussion and support. These services are provided to projects and their end-users free-of-charge.
Of benefit to users, Open Source software is licensed so you can download and use the software free-of-charge. The source code for this software is made available free-of-charge, you (or a programmer you hire) can make changes to this software to better meet your needs, and you can release your changed code back to the community passing the benefit on to other users.
The exact license terms used by this project on their project summary page and in the licensing documents included in their downloads.
To join this project, please contact the project administrators of this project, as shown on the project summary page.
Source code for this project may be available as downloads or through one of the code repositories used by the project, as accessible from the project summary page.
This page is the default project web page supplied by SourceForge.net. If you are a member of this project, you can deploy your own project web site as per our site documentation.
If you are a developer interested in this project, please consider reaching out to the project admin (per the "Join this project" section, above) to offer your assistance.
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text:
'Warm Bodies' could use more heat
Sunday, February 3, 2013
LOS ANGELES -- "Warm Bodies," the latest permutation of the zombie screen phenomenon, places heart over horror and romantic teen angst over sharp social commentary. The low gore quotient and emphasis on young love might disappoint genre purists, but for those open to the idea of a gently goofy mash-up, the film is strong on atmosphere and offers likably low-key, if somewhat bland, charms.
The gore is suggested rather than explicit, mostly via the blood-smeared lips of R, who's given to snacking on brains. It's a form of nourishment that gives him access to the dead's memories, presented in scenes that fill in backstory but don't entirely make sense in terms of point of view.
The portrait of adolescent alienation touches glancingly on degrees of conformity, but Levine has no interest in crossing into the political-allegory territory of George Romero's zombie classics. Here the ennui sometimes seeps into the narrative in a way that leaves stretches of the movie enervated and galumphing like a corpse.
Cinematographer Javier Aguirresarobe (whose credits include "Vicky Cristina Barcelona," "The Others" and two "Twilight" features) uses widescreen, long shots and a blue-gray palette to heighten the wasteland feel. From newspaper headlines to street art by Shepard Fairey, Martin Whist's production design is a frozen-in-time cityscape waiting to be thawed.


text:
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