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City/County Drainage Board - Minutes
Thursday, June 03, 2010
June 3, 2010
The City of Colorado Springs/El Paso County
at 3:00 PM on June 3, 2010, in the City Council Chamber, City Hall, 107 North
MEMBERS PRESENT: Brett Wyss, John Schwab, Ollie Watts, Emily Skalsky, Luanne Rubey, Jeff Johnson
MEMBERS ABSENT: Stephanie Harrison
OTHERS PRESENT: Tom Bonifas (City Engineering),
Meeting called to order by Brett Wyss at 3:03 p.m.
Item 1: Approval of the minutes from the April 1, 2010
Motion by Ollie Watts to approve the minutes
Motion was seconded by Brett Wyss
Stephanie Harrison was not in attendance.
Item 2: Discussion of June 3, 2010 agenda
No Changes
Item 3: Reimbursement Request for
Mike Cartmell,
John Schwab questioned the justification for reimbursement. Mr. Cartmell stated that this is a major structure and on one of the tributaries within the
Mr. Schwab asked what the criterion was for a major culvert structure. Mr. Cartmell explained that this is a drainage structure and it was a judgment call based on Andre Brackin?s decision and Mr. Cartmell would have to further review the information to find the specific criteria.
Mr. Watts had concerns with the design, structure length and fee structure. Tom Kerby with Tech Contractors explained that the original design was completed by URS as part of road widening for
Emily Skalsky questioned the reasoning for the widening of the road. Mr. Kerby explained that the road widening was a requirement as part of the Falcon area traffic plan. Anyone that develops in the area is required to widen major roads so it was required to widen
Mr. Cartmell advised the Board that when the new DBPS is done, this reimbursement number will be included in the new fee structure calculations to address any increase that would normally occur. There is no set timeframe on the new study just yet but when a timeline is available, the County will inform the Board. A funding request was brought to the
John Schwab brought up questions that may need to be answered for future issues such as what size facility is considered substantial enough to be considered for a regional reimbursement facility. Another concern Mr. Schwab shared was that if something is being added that is above and beyond what has been identified as a reimbursable facility in the DBPS, a fee structure adjustment needs to be attached and justified. Tom Bonifas spoke for the City in stating that it is not a matter of the size of the facility or capacity but more of a fiscal issue as to whether the facility was anticipated in the basin fee structure of the DBPS. Mr. Bonifas further explained that it is very common in the City to allow for reimbursement for items that were not initially included in the DBPS. Even if this is approved, Mr. Bonifas stated that the Board will also want to make sure that an analysis is completed to figure out what the impact is to the basin fee structure to make adjustments if needed.
Motion made by Luanne Rubey to approve the request for reimbursement of $124,560.50 payable to GTL Development with the understanding that this reimbursement will be recalculated in the revised
Motion was seconded by Ollie Watts
Motion passed unanimously 6-0
Item 4: Housekeeping
Tom Bonifas announced that Stephanie Harrison will be out for the next several meetings due to the birth of her child.
As asked by the Mayor, Mr. Bonifas handed out the 2009 Quality of Life Indicators for the Pikes Peak Region to the Chair and Vice-Chair.
Mike Cartmell updated the Board in regards to the Grading Appeals Board. A resolution was approved by the City on May 25, 2010 and this will be on the Board of County Commissioners agenda sometime in June.
No further business
Meeting adjourned at 3:32 p.m.


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Come to think of it, there wasn't much sign of a beach either. To all intents and purposes, the place was underwater.
The stuff washed and sloshed across the fairways, deep ponds formed on the greens, and the suspicion that somebody had been tinkering with the geology time switch was only strengthened by the appearance of two dramatic landslides that had carved ugly scars across the first and 12th holes. In a corner of the world that is popular with dolphin-watchers, there was a better chance of meeting a couple of cavorting cetaceans on some parts of the course than there was of seeing any golfers.
The second round of the Barclays Scottish Open had been suspended, with 78 players still to finish, shortly before 7pm on Friday evening. Over the next few hours, a freak storm blew into Inverness, took an improbable liking to the place and decided to stay. Something close to a month's worth of rain dropped on Castle Stuart in the space of a few hours, drenching the place to within an inch – or 25.4 millimetres as the meteorologists would have it – of its life. Unsurprisingly, there was little chance of an immediate resumption after Saturday's dawn brought more rain, flashes of lightning and ominous peals of thunder.
Play, the officials suggested, would start at 2pm. Then the start time was moved back to 3pm. Then 4pm. Then 5pm. Then 7pm. As the teatime tee time loomed, there still seemed precious little chance that anything would actually happen. Certainly, few of the players believed that play was imminent, as the practice range was completely deserted. Then again, it had become a scene of comic perversity by then, as the waters of Scotland's newest and fastest-growing loch rose steadily, engulfing the distance markers as they did so.
Not that Mike Stewart, the European Tour's senior tournament director, found it particularly funny. Stewart has overseen many events in his time, but having been raised in Inverness he had an almost fatherly concern for this one.
Stewart is a decent and popular fellow, but he looked crestfallen as he confirmed that the tournament would be cut to 54 holes, and admitted that it might even have to be reduced to 36.
To add to all the other concerns, there were also serious safety issues, with organisers confirming that two spectators had suffered broken legs after falling on Friday. The logistics of the operation looked ugly, too, as the waterlogged public car parks around the course were unusable. The scenes might not have been as ugly as they were at last year's Ryder Cup mudfest at Celtic Manor, but the practical challenges were no less daunting.
It works in the event's favour that Castle Stuart is a links course, and Stewart suggested that it would drain quickly if the rain relented. There was certainly no question of taking holes out of play when, or even if, a third round began. "There are no holes that will give us problems like that," Stewart said.
"All of the greens are in good shape. The tees and the fairways are generally good. There's puddling and ponding on certain fairways, but that water will be pumped off."
Yet beneath the heavy Scottish skies, at least one native of these parts must have felt that he had found a ray of sunshine with his name on it.
Scott Jamieson's round of 66 on Friday had given him a share of the lead at 11 under alongside Graeme McDowell and Peter Whiteford; more importantly, it had also put him in pole position to take the last remaining slot in the Open at Royal St George's, the reward for the best finisher in the top-five at Castle Stuart who has not already qualified for the event.
If the tournament ends after 36 holes, and Jamieson has still not been overtaken, then the 27-year-old Tour rookie from Glasgow will be looking for somewhere to stay in Sandwich for the next few days.
"Naturally, the altering of the event has worked in my favour given the position I am in at the end of the second round," Jamieson said. "I said after my second round that it was a good position, but it was only halfway. Circumstances mean it's not the halfway mark now."
All of which demanded a response from the warm weather front that is Colin Montgomerie. After 21 consecutive Open Championships, Montgomerie wants to extend his streak to 22, and after failing to meet any of the other qualifying criteria, Castle Stuart offered him his final chance of making the Open field. To be denied by an early finish would seem particularly cruel.
Montgomerie certainly thought so, arguing that the European Tour should relax its policy of never starting a new round on a Monday (although the rules allow interrupted rounds to be finished).
"I would like to see 72 holes," he said. "There's no doubt this should be 72. They could easily fit 36 holes in on a decent day here because you can play till late."
Maybe so, but the prospect of golfing in the twilight zone would never raise the spirits. Or, for that matter, the beach.

subset: commoncrawl


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National Association of Social Workers Offering Third Virtual Career Fair
WASHINGTON — The National Association of Social Workers (NASW) is hosting a 2017 Virtual Career Fair on February 9 from noon to 4 p.m. (ET) that will give employers access to a pool of talented social work professionals around the nation who are ready to take positions in health care, mental health care, the military, schools and other sectors.
This will be the third time NASW has hosted a Virtual Career Fair. Demand for the event from both employers and potential employees has been high.
"Social work is one of the fastest growing professions in the United States and the need for social workers is acute in some areas," said NASW Director of Professional and Workforce Development Raffaele Vittelli. "This year's Virtual Career Fair offers the use of technology to provide employers more ease and flexibility in connecting to the top talent within NASW and the social work profession."
As an attendee, you have the ability to explore employer information and opportunities. Choose which employers you want to network and interview with and then engage in one-on-one text-based conversations or Skype video chats directly with a recruiter at those organizations. You can share your background, experience, resume and ask questions. Maximize your time in the event by getting in line to chat with representatives from more than one company at a time. Click Here for an Instructional PDF on how to use the Skype Integration with the Virtual Career Fair platform.
"Employers can use the Virtual Career Fair to discuss career growth at their organizations, quickly fill open positions, or enhance their brand by giving candidates access to their company," Vittelli said.
Depending upon the booth level, employers can receive up to five recruiter positions. Recruiters can connect directly to job seekers through one-on-one instant messaging and video chats that employers can use to discuss career opportunities, determine if the candidate is a good match for the positions, and accept applications from job seekers.
Employers who register to take part in the Virtual Career Fair will receive a fully customized employer booth complete with their logo, images, open positions, videos and other information as well as job postings packages and discounts in the NASW JobLink. Job seekers can register for free and to have access to employers across the nation.
Why Efforts to Hire and Maintain the Best Staff Can Be Critical for Nonprofits
While a well-seasoned and dedicated staff can be a terrific resource for any business, hiring the right professional to fill a position can be an even more important concern for nonprofits. Lacking the funds and additional resources of their commercial counterparts and competitors can place many nonprofits at a distinct disadvantage. By addressing the issues and specific problems that those employed by a nonprofit are most likely to encounter, employers may be able to minimize turnover and transform their existing staff into their greatest asset.
Drive, Dedication and Vision
Professionals whose ambition only extends to themselves can a major liability for nonprofits. Without the need to build value for their shareholders, nonprofit organizations must rely on their staff to provide them with the vision and drive they need to be effective. Pairing workers who are dedicated to an idea that is greater than themselves with an organization able to provide them with the agency needed to make a difference can be of paramount importance, especially for nonprofits who have suffered from lackluster performance or that may have begun to stagnate.
Generating Momentum and Inertia Internally
Employees, workers and professional associates who are able to generate the momentum needed to enact real and lasting change are often the heart of any successful nonprofit. The conventional business models that are so often utilized by commercial businesses place often place the bulk of their focus on the mid and upper-level managers and supervisors who are tasked with creating and implementing new policies. Nonprofits stand to benefit by shifting their focus to the workers who do the actual heavy lifting and who take on the more mundane day to day tasks. Dedicated workers can provide their employers and organizations with the momentum and inertia they need in order to continue operating effectively.
Going the Extra Mile
Finding employees who are willing to go the extra mile can be a difficult proposition for any organization that lacks the funds and financial resources needed to provide a more competitive salary. Individuals who are committed to reaching loftier goals or unlocking their full professional for reasons that extend beyond mere financial reward are not a resource that nonprofits can afford to take lightly. A little extra effort is often the missing component when it comes to finding solutions to a stubborn problem or overcoming an obstacle that might otherwise end up limiting other opportunities and future success. Workers who are determined to keep their organization going and employers who need their employees to give it their all both need to understand the value of going the extra mile.
Optimizing Existing Resources
Having to make due with shortages of finances and other key resources is often a concern that is all too familiar to many nonprofit organizations. While boosting efficiency and finding ways to curb waste can help commercial organizations to enjoy greater profitability, such efforts are often essential for ensuring the very survival of a nonprofit. Whether it's finding the best accounting software for nonprofits in order to ensure more accurate bookkeeping or identifying the ways in which financial resources may be best utilized, making the most of their existing resources is a concern that organizations would do well to prioritize.
Long-term Success Begins During the Hiring Process
A nonprofit is only as good as its employees and being able to identify the right fit or a good match often means a great deal. For employers, educating prospective employees and applicants regarding the nature of nonprofit work is often a smart move. Applicants, candidates and even unpaid volunteers who wish to see their organization succeed need to recognize that their passion, aspiration and drive can often be just as important as any skills or expertise they may bring to the table. Cultivating the right staff and making the most out of their existing employees can allow organizations to more easily overcome the obstacles created due to limited funds and resource scarcity.
Networking – The Best Way to Keep Learning on the Job
Like most comms professionals, I have a curiosity about learning. Be it about the latest craze on social media, or the newest news platform that I could try and get my organisation into.
I have been fairly diligent about keeping my skills set up-to-date. Regularly attending industry training courses, as well as embarking on a post-grad a few years back while juggling the demands of a busy role.
What's struck me, however, is that the most profound learning comes from something far less slick than formal qualifications and training sessions, and that's networking with our peers.
I've been fortunate enough to have worked across a number of sectors having moved from the arts, to education, to health, back to education, and then back to health – you get the theme – and now into the children's sector now into the children's sector where I work as Communications Manager at CELCIS (the Centre for Excellence for Looked After Children in Scotland).
With each move, I've managed to make connections with my counterparts at other organisations. By regularly keeping in touch with them, occasionally meeting up for a coffee, you can gain so much knowledge from each other by comparing notes, woes, and inspirations all in a oner. It really is cathartic. I would urge anyone to get to know their equivalent elsewhere, you never know when you might need them.
In the earlier stages of my career, I established a useful working relationship with a colleague at another institution. Given the supposed 'rivalry' between the institutions we worked for (I'm not naming names!) we had to use judgment and discretion when it came to information sharing. There was a real value to us being able to use each other as a sounding board for managing difficult media requests. On one funny occasion, we both spoke to each other mobile to mobile from our respective toilets!
Peer-to-peer learning comes in many forms and guises. An occasional and irregular meeting to talk shop, can lead to bigger plans for shared learning.
From Networking to Communities of Practice
I moved into a job promoting a brand new museum and gallery in central London some years back. Having attended a meeting on Southbank of arts PRs, I was vocal about the need to develop something a little more formal for us to keep abreast of what was happening in our tiny sector of comms professionals. What emerged from this was a working group of budding volunteers, and the establishment of a national conference where like-minded colleagues from throughout the country got together to learn from each other, and hear insights from those at the top of our industry.
What we didn't realise at the time of its formation was that we really were a Community of Practice in the making (NB 'Community of Practice' is the slightly more academic/formal term for networking with peers.
New Year's Resolution
One of my new year's resolutions for 2018 is to help keep a network of comms professionals going in the children's sector in Scotland. We are a varied bunch – from third sector organisations and campaign groups, to academic centres, NGOs and colleagues working in government – but we have much in common: our values as organisations; keeping our comms relevant to our intended audiences; and the need to embrace new and emerging technology.
Anyone wanting to know more, do be in touch.
Transformational Leadership in the Context of Social Work
Social work leadership has transformed into actual practice from research. While the primary definition of transformational leadership remains the same, researchers and experts believe its practical implications show more promising and better results – especially in the context of social work.
Leaders who work in close collaboration with their subordinates to achieve a common goal is what transformational leadership is all about. However, when it comes to its implications, a real transformational leader possesses specific behaviors and traits beyond that definition. He or she is someone who does not only work with the team but also motivates and inspires an organization to work towards a shared vision.
For a leader to do that, he or she must have the inspirational motivation, intellectual stimulation, body language, and individual consideration for the society as a whole. When it comes to social work, the vision does not only limit to the group members but people beyond that.
For all these reasons, transformation leadership remains an imperative factor for the success at individual, organizational, and societal levels.
Traits of Transformation Leadership That Are Important in Context of Social Work
Social work in itself is a transformed organization. The way social campaigns are led has changed substantially with regards to how leaders should act. The effort and contribution of transformational leaders help in creating a work environment where the team members are committed to what they are assigned. Leaders support interactions to ensure providing stability to the employees and other team members working in favor of the organization.
Here are the top transformational leadership traits that give social work its best form.
Development and Growth on an Individual Level
The best leadership traits are those that help an individual with self-actualization. Referring to the hierarchy of needs by Abraham Maslow, self-actualization stands at the top of the pyramid because it enables an individual to see beyond their self-interest and work in favor of the people around.
This helps transformational leaders to work selflessly with the values and vision of the team as a whole, including the society. It's the growth factor that facilitates him/her for this moral development and principles.
Improved Performance
Transformational leaders have subordinates and team members who perform beyond expectations. Research reveals that organizations, where transformational leaders are utilized, have better outcomes than planned.
The sense of trust and sustainability from the authority is a useful motivational factor that influences team members to outperform themselves every time. As a result, the overall performance of the organization and its contribution towards the shared vision also improves.
Organizational Change and Development
While transformational leadership has a clearly defined structure, it has an impact on every level of the organization. When it comes to team motivation, it helps the member become more inspiring, stimulating, and caring especially concerning their learning and working environment.
In short, it won't be an exaggeration to state that transformational leadership has a 'falling dominos effect' on each department and the entire organization. While at authority level it helps with setting the vision and direction of the organization, at employee levels, it sets out the outlines for operations.
The phenomenon helps the company meet new challenges and perform better than expectations.
The Application is wider than Social Work
Society is and will always remain one of the most crucial areas where transformational leadership plays its role. However, the overall implication of the idea is much broader than that.
A variety of settings can benefit from the positive traits and behaviors of transformational leadership. Whether it is health care, nursing, education, or finance, the idea has proved more effective than any other form of leaderships. In addition to social work, it can also be applied to industrial and militaristic settings.
Since transformational leadership encourages the values of the people around, it plays a vital role in areas like social justice, equity, personal empowerment, self-knowledge, service, citizenship, and collaboration. This phenomenon can completely reshape the goals and how teams and organizations work and can also be used in conjunction with other leadership styles for better outcomes.
Abusive Bosses Experience Short-Lived Benefits
Being a jerk to your employees may actually improve your well-being, but only for a short while, suggests new research on abusive bosses co-authored by a Michigan State University business scholar.
Bullying and belittling employees starts to take its toll on a supervisor's mental state after about a week, according to the study, which is published in the Academy of Management Journal.
"The moral of the story is that although abuse may be helpful and even mentally restorative for supervisors in the short-term, over the long haul it will come back to haunt them," said Russell Johnson, MSU associate professor of management and an expert on workplace psychology.
While numerous studies have documented the negative effects of abusive supervision, some bosses nevertheless still act like jerks, meaning there must be some sort of benefit or reinforcement for them, Johnson said.
Indeed, the researchers found that supervisors who were abusive felt a sense of recovery because their boorish behavior helped replenish their mental energy and resources. Johnson said it requires mental effort to suppress abusive behavior – which can lead to mental fatigue – but supervisors who act on that impulse "save" the mental energy that would otherwise have been depleted by refraining from abuse.
Johnson and colleagues conducted multiple field and experiments on abusive bosses in the United States and China, verifying the results were not culture-specific. They collected daily survey data over a four-week period and studied workers and supervisors in a variety of industries including manufacturing, service and education.
The benefits of abusive supervision appeared to be short-lived, lasting a week or less. After that, abusive supervisors started to experience decreased trust, support and productivity from employees – and these are critical resources for the bosses' recovery and engagement.
According to the study, although workers may not immediately confront their bosses following abusive behavior, over time they react in negative ways, such as engaging in counterproductive and aggressive behaviors and even quitting.
To prevent abusive behavior, the researchers suggest supervisors take well-timed breaks, reduce their workloads and communicate more with their employees. Communicating with workers may help supervisors by releasing negative emotions through sharing, receiving social support and gaining relational energy from their coworkers.
Co-authors are Xin Qin from Sun Yat-sen University, Mingpeng Huang from the University of International Business and Economics, Qiongjing Hu from Peking University and Dong Ju from Communication University of China.
Insult to Injury: U.S. Workers Without Paid Sick Leave Suffer from Mental Distress
Only seven states in the United States have mandatory paid sick leave laws; yet, fifteen states have passed preemptive legislation prohibiting localities from passing sick leave. Despite this resistance, paid sick leave is starting to gain momentum as a social justice issue with important implications for health and wellness. But what are the implications for the mental well-being of Americans without paid sick leave? Little was known about their relationship until now.
Researchers from Florida Atlantic University and Cleveland State University are the first to explore the link between psychological distress and paid sick leave among U.S. workers ages 18-64. Results of their study, published in the American Journal of Orthopsychiatry, illuminate the effects of exacerbated stress on Americans without paid sick leave who are unable to care for themselves or their loved ones without fear of losing wages or their jobs.
The researchers found that workers without paid sick leave benefits reported a statistically significant higher level of psychological distress. They also are 1.45 times more likely to report that their distress symptoms interfere "a lot" with their daily life and activities compared to workers with paid sick leave. Those most vulnerable: young, Hispanic, low-income and poorly educated populations.
"Given the disproportionate access to paid sick leave based on race, ethnicity and income status, coupled with its relationship to health and mental health, paid sick leave must be viewed as a health disparity as well as a social justice issue," said LeaAnne DeRigne, Ph.D., co-author of the study and an associate professor in the Phyllis and Harvey Sandler School of Social Work within FAU's College for Design and Social Inquiry. "Even modest increases in psychological distress are noteworthy for both researchers and policy makers since we know that even small increases in stress can impact health."
The study included 17,897 respondents from the National Health Interview Survey(NHIS), administered by the U.S. government since 1957 to examine a nationally representative sample of U.S. households about health and sociodemographic variables.
"For many Americans, daily life itself can be a source of stress as they struggle to manage numerous responsibilities including health related issues," said Patricia Stoddard-Dare, Ph.D., lead author of the study and associate professor of social work at Cleveland State University. "Making matters worse, for those who lack paid sick leave, a day away from work can mean lost wages or even fear of losing one's job. These stressors combined with other sources of stress have the potential to interfere with workplace performance and impact overall mental health."
The researchers used the Kessler Psychological Distress Scale (K6), considered the gold standard for assessing psychological distress in population-based samples in the U.S. and internationally. With a theoretical range of 0 to 24, higher scores on the K6 represent increased psychological distress and scores above 13 are correlated with having a mental disorder of some type.
Results from the study showed that those with paid sick leave had a lower mean distress score compared to those without paid sick leave, who had significantly higher K6 scores, indicating a higher level of psychological distress. Only 1.4 percent of those with paid sick leave had a K6 score above 12 compared to 3.1 percent of the respondents without paid sick leave.
The most significant control variables indicated an increase in the expected psychological distress score among those who were younger, female, in fair or poor personal health, had at least one chronic health condition, were current smokers or did not average the recommended range of seven to nine hours of sleep per day.
Approximately 40 percent of respondents in the NHIS sample did not have paid sick leave; approximately half of the respondents were female; more than half were married or cohabitating; three-quarters indicated that their highest level of education included at least some college; and 62 percent were non-Hispanic white. The mean age was 41.2 years. Most of the respondents (79.1 percent) worked full-time and 82.7 percent had health insurance coverage. Respondents were in families with a mean size of 2.6 persons and 39.3 percent reported having children in the family. Approximately 32 percent had an annual family income of $35,000 to $50,000, and more than one quarter were below the poverty threshold.
DeRigne and Stoddard-Dare caution that even though there is concern about the potential burden on employers if paid sick leave laws are passed, it is important to be mindful of the overall situation regarding productivity loss and workplace costs associated with mental health symptoms and psychological concerns among U.S. workers. Furthermore, the personal health care consequences of delaying or forgoing needed medical care can lead to more complicated and expensive health conditions. U.S. workers with paid sick leave are more likely to take time off work and self-quarantine when necessary, without the worries of losing their job or income while also not spreading illness to others.
"Results from our research will help employers as they think about strategies to reduce psychological stress in their employees such as implementing or expanding access to paid sick days," said Stoddard-Dare. "Clinicians also can use these findings to help their patients and clients as can legislators who are actively evaluating the value of mandating paid sick leave."
Increasing Workplace Diversity: The Glass Escalator Phenomenon in Female Dominated Professions
Many assume that most workplaces are meritocracies where effort is rewarded by advancement and success. But as companies in the United States strive to accommodate greater racial and ethnic diversity, this premise has proved questionable for women and non-white men.
Broadly-designed efforts to incorporate black workers into positions where they are underrepresented, particularly in professional or managerial jobs, have been largely unsuccessful. Relatively few black people have attained high-status positions in the medical, legal, and scientific and engineering fields; and racial gaps persist for highly-educated blacks in white collar and professional positions.
To support the advancement of black workers in white-collar occupations, researchers and managers need to understand how implicit behavioral biases can sideline black careers. My research deals with these issues in various kinds of job settings.
Emotional Performance
Various jobs come with unspoken emotional requirements, rarely codified, that hold workers accountable for creating feelings in themselves or others. For instance, customer service workers are expected to make clients feel respected and valued. Flight attendants must remain calm even when interacting with unruly passengers. Such emotional requirements mean additional labor for workers of all races, yet black professionals in predominantly white environments must also deal with racial dynamics that further complicate this work.
Both inside and outside of the workplace, the implicit emotional rules that black professionals must meet – often, they say, at great cost – are quite different from those applied to their white colleagues. Black professionals are expected to express emotions of pleasantness and kindness constantly, even in the face of racial hostility.
Diversity trainings require them to conceal feelings of frustration even when colleagues express racial biases. Black men in particular report a prohibition on any expression of anger, even in jobs where anger is accepted or encouraged from others. Black women, in contrast, deploy anger strategically as a means to be taken more seriously at work.
Black Men in Female-Dominated Fields
Such gender differences are not limited to emotional performance and even prevail in occupations where men are in the minority. Research shows that white men working in culturally feminized fields – nursing, social work, and teaching – are privileged by the "glass escalator" phenomenon, in which they are afforded advantages and advancement unavailable to colleagues who are women or non-white males.
For example, white men are generally supported by male authority figures, encouraged to pursue administrative or supervisory positions, and enjoy a positive reception from female colleagues who welcome men into "their" professions. But the same advantages do not extend to black men in traditionally female jobs. Black men in these fields experience social isolation from those who might support their climb up the career ladder. Any "glass escalator" that may exist for white men in female-dominated jobs is largely out of service for black men.
Black Men in Male-Dominated Fields
Black men in culturally-masculinized occupations — lawyers, doctors, financial analysts, engineers – are uniquely positioned. In workplaces like this, majority and minority racial and gender statuses inform how black men are expected to present themselves and interact with colleagues. Specifically, black men's minority status keeps them from fully integrating into their jobs, even as their gender status gives them advantages over their women counterparts.
As the racial minority, black men often empathize with the ways women are treated and use their gendered privileges to advocate for gender-equitable workplace policies. At the same time, black men report wanting closer relationships with other black professional men, but are uncomfortable engaging in the socially stereotyped feminine behaviors that are necessary to achieve this– such as initiating contact, staying in communication, checking up on one another.
Similarly, the black men are reluctant to express or reveal a need for social support, because men are culturally expected to "go it alone." As a result, black men in white-collar occupations often remain quite isolated at work.
Although black men may be able to bond with white men over "guy things," they lack access to critical social networks (to elite white friends, neighbors, and acquaintances) that can provide boosts up the corporate ladder. Racial and gendered stereotypes often also force black professionals to develop and maintain alternative types of black masculinity.
Bottom Lines for Employers, Organizations, and Policymakers
Workers of color face numerous challenges in the workplace that differ greatly depending on the field, profession, and specific office setting. The challenges faced by black men and black women are not identical, even in the same work environments. And specific work settings matter, too, because black men in the medical field, for instance, face distinct challenges from those practicing law.
Because one-size-fits-all approaches and generalized diversity policies will not effectively address the specific challenges facing workers of color, organizations, and offices must try to understand how racial and gender dynamics play out in their specific fields and workplaces. Only with such understanding can a workplace succeed at becoming more attractive, accepting, and comfortable for diverse employees.
How to begin? A workplace could start by soliciting buy-in from professional black men, who may have been overlooked in previous efforts to foster equal acceptance. Employers can tie diversity outcomes to concrete rewards for managers and workers. And because black professionals are often required to leave their racial identity at the door – under the dubious rationale that it will reduce race-related stress – perhaps the most important step is to openly acknowledge that racial issues impact workers' lives.
Find out what the issues are for each workplace and its employees – and then tailor solutions to real-life experiences. Overall, this is important work for employers. As the U.S. workforce continues to diversify, workplaces must be creating acceptance and support from the ground up in order to remain competitive.
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1) Sound clarity is good
2) Compact size.!!! (Just 5 cm)
3) Can be used as card reader
4) Matching lanyards (tag)
1) Annoying LED Blinking always
dont go for it lots of cons only no prons in this item
waste product from zebronics
1. head set waste
2.no sound button seperately
3.we cant able to play our own new songs
Best for priceRead More
The product reached Hyderabad and it was delivered after 4 - 5 days.
The product as such is not bad... It is value for the money product
Good and awesome product for low costRead More
nice product 4star because it should have inbult speaker also.....upto some extent.... over all goooooooooood productRead More
at low priceRead More


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NATO's European commander on Thursday ordered three warships to move immediately to the Aegean Sea to help end the deadly smuggling of migrants between Turkey and Greece.
Jens Stoltenberg, the NATO secretary-general, said the warships, now under German command, will conduct reconnaissance and surveillance to help end Europe's gravest migrant crisis since World War II.
Ships from NATO Standing Maritime Group 2 "will start to move now" on orders from U.S. Air Force Gen. Philip Breedlove, NATO's supreme commander in Europe, Stoltenberg said.


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One ritual in governance especially at the federal level that never ceases to fascinate me is the yearly defense of budget by ministries, departments and agencies. A lot of efforts go into the process as the relevant agencies storm the National Assembly with loads of documents, determined to impress the relevant committees of Parliament to approve their budgets. Recall what happened to former Education Minister, Professor Fabian Osuji and you will realize that there is a lot that go into budget defense than meets the eye. Some agencies approach it with a desperation that is unhealthy while some of the law makers could also be unnecessarily hawkish; holding the agencies to unreasonable standards. If those standards are always in the nation's interest, this piece would have been unnecessary.
One scenario in the on-going defense of budgets by the agencies clearly indicates that the exercise sometimes degenerates into an ambush, where 'recalcitrant' MDAs are subjected to public ridicule by law makers. That was my honest conclusion after reading the report of what transpired on Thursday, November 22, when the Economic and Financial Crimes Commission defended its Budget before the Senate Committee on Drugs , Narcotics and Anti-Corruption. Needless issue was made out of the agency's vote for transportation in its 2013 estimate.
A member of the committee, Senator Benedict Ayade made headline news for reportedly questioning the over N357m earmarked by the agency for local travels and transportation; another N100m for international travels; N73m for local training and another N130m for international training.
The same member also frowned at the provision of N135m for satellite and broadband charges by the anti- graft agency.
Ordinarily, there is nothing wrong with a law maker holding an agency to account for its expenditure if the motive is to improve accountability and transparency. But in this instance the motive is suspect. I am told that as soon as Ayade asked his questions, he got up to leave. He was only prevailed upon by the Committee Chairman, Senate Victor Lar to listen to the response by the EFCC Chairman, Ibrahim Lamorde. Such contemptuous demeanor didn't show a lawmaker who was prepared to add value to the budget making process. On the contrary, he comes across as a legislator who had taken a stand and was not prepared to listen to superior argument.
But returning to the issues raised by Ayade, I can't see what is outrageous in N357m for local travel in a year by an agency that is saddled with the huge responsibility of fighting corruption and financial crimes. My guess is, it is either Ayade is completely out of tune with the work of the EFCC in which case he has no business being on that Committee or his aim is to grand stand for populist end. Otherwise, any member of the Committee should be conversant with the standard operating procedures of the agency. And from the explanation offered by Lamorde, investigation is conducted in teams in which case, a single case may be investigated by no less than a team of five officers, comprising two operatives, two back up security staff and a driver. The team will need fuel for travel and allowances for accommodation and feeding. He also explained that it is not possible to determine how long it will take a team to crack a case. The number of days spent is determined by what the operatives find on the field. And a single matter may require repeated travels, criss-crossing the length and breadth of Nigeria in the course of investigation.
What is clear here is that fighting corruption and economic crime is not cheap and Nigeria must be prepared to fund the EFCC if we are truly serious about the anti-graft campaign. Not only must we ensure that the agency is mobile; its officers should be well motivated to resist the temptation of being compromised. They also must be trained and retrained as financial crimes in this age are technology-driven. The investigators must be ahead of the fraudsters in the use of technology if we are to keep pace with the rest of the world in tackling organized crime.
All over the world, nations who truly believe in getting result in law enforcement fund their agencies. For instance it cost the British tax payers a hefty N3.6billion to investigate and prosecute James Ibori. That is just a single case, which has no relevance to the British people beyond the fact that the money was laundered using their institutions.
So what is Ayade talking about? What does Ayade himself collect as allowance from the National Assembly in a year? If his N17million yearly allowance plus N140million quarterly allocation are not outrageous, I wonder what is. Has the senator justified such huge earnings? How many bills have Ayade to his name? What is even his contribution at plenary, where he often jumps up to repeat the contributions made by other senators.
The height of his mischief was comparing the EFCC IT infrastructure and expenses with that of his unidentified hotel. Even if it were Transcorp Hilton, it still cannot compare with the demands of a law enforcement agency. Given the specialized nature of the offences which it investigates, it is open secret that EFCC operations are largely IT based. The IT infrastructure that such an agency will require and the concomitant expenses cannot be comparable to Ayade's Hotel.
Apart from its headquarters and other offices in Wuse, EFCC, I am told, maintains several offices in Maitama, Garki and a training institute in Karu. The IT infrastructure at the EFCC Academy in Karu, I understand, dwarfs those of leading universities in Nigeria. And all these offices are linked to the zonal offices in Lagos, Port Harcourt, Enugu, Gombe, and Kano.
From the foregoing, it is evident Ayade's motive was to mislead the National Assembly and Nigerians about EFCC expenditure pattern. His motivation is certainly not in the national interest. This is more so as it is alleged that he has a pending case before the commission, in which case the attack might have been a convenient defence strategy.
Whatever moral baggage that propels Ayade, he must be told that what set the EFCC part from other law enforcement agencies in Nigeria is its response rate and the fact that they carry out their investigation at no cost to the complainant. Apparently Ayade will be glad to see the EFCC degenerate to the level of asking for mobilization from complainants before doing a case. But that is not the vision of the founding fathers and the generality of Nigerians who are enamoured of the activities of the agency.
Ayade has not shown competence or full grasp of the responsibility of the Committee. His overriding objective was a cheap play to the gallery. He betrayed his motive when he prefaced his questions with a comment that the Commission will not be portrayed positively by the media if he were to publish its budgetary provisions. That was the agenda! Unfortunately, a less discerning section of the media fell for it by amplifying warped notions and misinforming their readers. I expect the media to be very circumspect in the reportage of issues at budget defense. Any farsighted reporter would have been curious about why Ayade was making issues out of EFCC transportation vote but was silent on the miserly N100m vote for prosecution. Prosecution is at the heart of the anti-graft campaign yet Ayade by his silence was comfortable that the EFCC may not even afford the legal fees to prosecute its cases in 2013. What a shame!
Legislative rascality as demonstrated by Ayade must be condemned by all public spirited Nigerians. Oversight responsibilities are very serious business of the National Assembly and no law maker should be allowed to abuse it to tarnish the image of the institution.
•Abubakar, a journalist, lives in Abuja.


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Banta Q3 EPS Falls On Special Charges
Wednesday, October 25, 2006
Press release from the issuing companyMENASHA, Wis., Oct. 24-- Banta Corporation, a leading printer of books, magazines, catalogs and direct marketing materials, and a global provider of supply-chain management services, today reported 2006 third quarter revenue of $382 million, comparable to the $381 million reported in the same period last year. Net earnings declined to $15.9 million from the prior year's record $21.7 million, primarily due to restructuring and asset impairment charges, and reduced pricing in both the company's Printing and Supply-Chain Management sectors. Excluding the special charges, net earnings were $20.4 million. Third quarter diluted earnings per share were 65 cents compared with 89 cents in the same period last year. Excluding the special charges, diluted earnings per share were 83 cents. Third quarter average shares outstanding were comparable in 2006 and 2005. Pretax restructuring and asset impairment charges in 2006's third quarter totaled $7.4 million, or 18 cents per diluted share. The restructuring charges of $961,000, or 2 cents per diluted share, were primarily employee severance and benefit expenses resulting from the initial phase of Banta's Print Sector consolidation. The asset impairment charge of $6.4 million, pretax, or 16 cents per diluted share, was due to the write off of previously capitalized development costs for the final phase of an administrative software system implementation that the Company will not place in service. As previously announced, Banta expects full-year restructuring and asset impairment pretax charges to total $9 million in 2006, and $19 million in 2007. Positively impacting 2006 third quarter results was a gain of 7 cents per diluted share ($2.5 million, pretax) due to an amendment to a retiree benefit plan. The amendment impacted the accrual for retiree benefits, but does not reduce benefits, or payments, for eligible employees. Both net earnings and diluted earnings per share were also reduced by this year's requirement to expense equity-based compensation, which was not required in 2005. The incremental cost, primarily related to stock-based compensation, was 5 cents per diluted share ($1.9 million, pretax). "Despite recent distractions, we have accomplished a great deal in the third quarter. We have made significant progress in our restructuring, financed our special dividend and executed a letter of intent with our largest customer, HP, for a new five-year relationship," said Chairman and Chief Executive Officer Stephanie A. Streeter. "We identified, and initiated, a comprehensive series of strategic initiatives and cost-containment actions that will position both our print and supply-chain management businesses to accelerate growth, and deliver sustained annual cost savings of $27 million in 2007, and $35 million in 2008. "Our Supply-Chain Management Sector continues to benefit from solid unit volume demand from its major customers, including strong activity in the medical device segment, and we're gaining additional opportunities in new markets," noted Streeter. "Our Print Sector has rapidly grown its literature management business, with especially strong activity related to Medicare Part D prescription drug promotions and four-color digital printing. In addition, our market share gains in catalogs and special-interest magazines that began late in the second quarter continued through the third quarter, and those new customer wins will provide important contributions starting in the fourth quarter and continuing into 2007." For 2006's first nine months, revenue was $1.13 billion, comparable to the same period last year. Earnings from continuing operations were $45.7 million ($1.87 per diluted share) compared with 2005's $49.4 million ($1.98 per diluted share). Net earnings from continuing operations for the nine-month period, excluding charges and the reversal of the $3.7 million tax contingency reserve in the second quarter, were $46.5 million ($1.90 per diluted share). Pretax stock-based compensation expense for the first nine months of the year totaled $5.5 million (14 cents per diluted share). Earnings were positively impacted by the second quarter reversal of a tax contingency reserve of $3.7 million (15 cents per diluted share) and by this year's third quarter retiree benefit plan amendment.
Industry News
Copyright © 2018 WhatTheyThink. All Rights Reserved


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So, my cousin Adam is getting married in October. It has been eons since I actually went to a wedding (other than my own!). The past few have been out of town and I have not been able to attend. This wedding will be here, so no worries about being able to go.......
Or are there? What the heck is an overweight, out of shape, doesn't-fit-into-any-of-my-old-dresses girl to do????? Well, my quest for a dress started last week, during my semi-conscious concussion week. I checked out a bazillion online vintage shops to no avail. Apparently Vintage Chicks were a tad thinner than me. Imagine that!
My focus this week has been on "retro-style" dresses. I may have found one (hope so, because I ordered it), but I worry that it may be too plain to wear to the wedding. I don't necessarily have buyer's regret because I love the dress, but I don't know if we have the funds, with birthday season upon us, to buy a dress just because I love it.
Anyhoo, here is the picture. I really like it, but is it appropriate to wear to a wedding? The wedding is in the afternoon at 1pm - cocktails are at 5pm. I was thinking of getting my pearl earrings fixed (one needs to be glued) and finding some funky retro looking shoes, but I'm still worried that it won't be dressy enough. Funny thing to say for someone who NEVER wears a dress. This wedding business is so stressful!!!!!!!!!


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To all my entrepreneurial spirits out there, I'm back with another tip on how you can find a home business that is right for you.
Today I'm going to share a tip that will not only help you narrow down your list of potential companies, but will also help you get ahead in life.
That tip is…
Tip No. 04
Be other's focussed!
If you are going to be successful in anything, you first have to be focussed on the people who you plan to serve.


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The prevailing attitude among most tax advisers is that if given their druthers, small businesses should be established as an S corporation or LLC. Setting up a business as a "C" corporation, with its seemingly inefficient potential for double-taxation (product placement!), is often not given much in the way of consideration.
According to a recent study, however, there are nearly $1.6 million small businesses currently operating as C corporations. With treatment as an S corporation or LLC readily available to most taxpayers, why would so many businesses opt for the supposedly inefficient taxing regime imposed by subchapter C?
As illustrated by this excellent article by Martin A. Sullivan (Tax Analysts) — The Small Business Love-Hate Relationship With Corporate Tax — there are more advantages to operating as a C corporation then most realize, including:
- the graduated tax rates available to corporations under Section 11;
- the current 15 percent rate on qualified dividends;
- the ability for a shareholder to defer individual taxation on undistributed earnings of the corporation; and
- advantageous rules regarding tax-free fringe benefits for shareholder-employees when compared with S corporations and LLCs.


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We would advise visitors that many of the town centre streets are restricted to permit holders only with only short term limited waiting for non residents. If you are staying at one of the Hotels, Guest Houses or Self Catering establishments within this area you may park with a permit which will be available from your holiday accommodation. Please enquire about a permit when booking your accommodation. During a visit into the town we would advise paying attention to the notices and information relating to parking at all locations.
East Riding Council have prepared maps and information sheets in PDF format showing parking facilities which you can view, print or download below. Although we endeavour to provide accurate information, changes can occur which may not be immediately updated in the councils PDF documentation, therefore please note that we cannot guarantee the accuracy of prices etc contained within the PDF documents.
By far the simplest method of parking when visiting Bridlington is the Park and Ride facility Introduced in April 2011 which has been very well received and used by visitors to Bridlington. Bridlington park and ride is situated approximately a mile to the south of Bridlington resort at South Cliff car park. Whilst this car park gives direct access to the beach and other facilities it also provides a Park and Ride service, operating throughout the summer until the end of September. The seasonal complimentary link to the town centre is available to all persons who are part of the traveling party, who have paid to use the South Cliff long stay car park (max 7 persons per vehicle). Two types of transport are available - the Spa Light Explorer Coach or the Spa Light Express Land Train.
There are three designated coach parks in the area,
Situated on Hilderthorpe Road (YO15 3HA) which has a capacity to accommodate up to 70 coaches/HGV's/Motorhomes.
Summer Charges - Coaches & HGV's £10.00 per day, £6.00 per half day.
Winter Charges - Coaches & HGV's £7.50 per day, £4.50 per half day.
Situated at Flamborough's South Landing (YO15 1NJ)
Charges - Coaches £7.50 per Day
Situated at Flamborough Head close to the Lighthouse (YO15 1AR)
Charges - Coaches £7.50 per Day
If you have any questions or concerns about Car Parking the East Riding of Yorkshire Council can be contacted by telephone on (01482) 395411


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30% off apparel. So they can be the jingle belle of the ball. Use DRESSUP
Home Decor designed by independent artists from all over the world.
High quality Featured Cartoon Comic inspired Home Decor by independent artists and designers from around the world.All orders are custom made and most ship worldwide within 24 hours.


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PS3 Review – The Fight: Lights Out
When Sony's PlayStation Move launched back in September, it came out swinging. One of the only things missing from the intial launch line-up, was a good fighting game. The Fight: Lights Out just released for the PlayStation Move to fill that void. Is it a worthy contender as a motion-controlled fighting game? Find out in our in-depth review.
After first seeing how accurate the PlayStation Move controller tracked user's motions, a few particular types of games came to mind that would fit perfectly with the device: a Star Wars lightsaber game, sports games, and a fighting game. The Fight: Lights Out is the first fighting game to utilize the PlayStation Move controller, boasting one-to-one precision and realistic movements. However, The Fight: Lights Out is not the knockout Sony was hoping for.
Upon starting up the game, you'll have 5 minutes or so to get set up as the game installs. Sadly, this is probably the most enjoyable time you'll spend with The Fight: Lights Out. Make sure to clear out plenty of space. Not only will this prevent you from accidentally breaking something, but the game requires a lot of space to calibrate the two required PlayStation Move controllers. It's also a good idea to put on the Move's wrist straps and you'll be throwing some pretty hard punches.
Despite requiring so much space, don't expect to use it. Although you're welcome to "move your body", you cannot move your feet or else you risk messing up the calibration between the PlayStation Eye and the two Move controllers. That's right, it's a fighting game where you can't move your feet. If you do move your feet and the calibration is thrown off, your on-screen character's movements and punches will be thrown off as well. Sure you can press circle to re-calibrate, but nothing takes you out of the "fight" more than having to re-calibrate. Speaking of calibration, plan on doing it constantly. Before every match or training session, you'll have to calibrate the Move controllers by sticking them straight out at your side (this is where all the space is required), and you have to be standing far enough away from the PlayStation Eye for your entire wing span to be shown on screen. If you're a tall person, or have longer arms than most, you'll find yourself standing as far back as 8 feet away from the Eye, which isn't at all convenient. Next put the two PlayStation Move orbs to your chin, and you should be ready to go. The fights and training sessions last just mere minutes each, so prepare to be calibrating anywhere between 6-10 times in a one 30 minute bout of gameplay.
Danny Trejo, actor and star of Machete, takes on the role of Duke, your trainer. He actually plays the part well, as the game is trying to go for this gritty, underground feel and Trejo is definitely a tough, intimidating son of a bitch. The real issue with Duke is the script. All he really does is just yell at you and doesn't offer anything particularly helpful. It was particularly laughable to hear him scream at you telling you how tough the competition is going to be (all while holding pink and blue glowing Move controllers), then in the same breath to tell me not to move my feet. Some tough guy, can't even move his feet.
The game's faults don't stop there. The gameplay is atrocious. Not one second of the fighting is enjoyable. Punches just don't register properly. You could throw your very hardest punch and it register in the game as a weak, light jab. There is little differentiating a powerful punch from a love tap, so you learn quickly not to waste energy throwing too hard of punches. Movement feels awkward too. To walk toward the opponent, press the Move button and tilt the Move controller forward until you close in. Tilt to either side to sidestep. The only thing the gameplay gets right is that it does a good job tracking the direction of the punches; if you throw a right hook or an uppercut, so will your character. Just don't expect any oomph behind then.
On the subject of your character, you have to create your own fighter using an extremely limited list of presets. Don't plan on having a character look remotely like you. That goes for facial features, skin tone, or even hair styles; everything is just so limited. Once the look of your fighter is complete, it's time to set attributes. You're given a number of skill points to add to different attributes like strength, chin, heart and stamina. As you play through the game and train, you'll earn additional skill points to assign to the different attributes, building out your fighter's abilities. Also as you progress, you'll unlock special "dirty" moves that you can use to your advantage during the fight.
Training is important to growing your fighter's abilities. Though there aren't many options available in training. You can spar, hit the heavy bag or the most enjoyable out of the bunch, hit the speed bag. The heavy bag is a perfect way to show just how bad the gameplay is, a red circle will appear telling you where to hit the bag. About half of your punches won't even hit the target and instead will punch a different area. It almost encourages you to slow down and weaken the punches you are throwing to make them more accurate. The speed bag at least is decent, it registers punches pretty well, and if you get in a rhythm, it can be like a real speed bag.
On a better note, there is plenty of fights available as you move forward throughout the fight cards. But because the fighting gameplay is so broken, and the character you've created never feels like your own, there isn't much incentive to progress through the fights. The entire single player mode feels about as uninspired and bland as the boring fighters you'll face. After a few solid matches, I had to take breaks, not because it was too physically demanding (though it is a good workout), it was just that frustrating. I can't imagine putting in an hour's worth of game time in one sitting, err, standing.
Multiplayer isn't any better. Having two players requires so much more room, more calibration, and more horrible fighting mechanics. I could easily imagine two friends playing this game, getting so frustrated, and then a real brawl breaking out between them. There's some type of betting system that allows you to watch fights and place bets on the outcome, though, the fights aren't good enough of a show to watch.
Graphics are decent at best. The game is, as mentioned earlier, going for a dirty, gritty, underground look and feel. While it does achieve that to a point due to the game's many parking garage looking settings, everything just feels really gray, washed out and boring. The sound is very poor, the game's intro music could make your ears bleed. During fights there isn't much going on in the way of sound, certainly no smack-talking, grunting, or even the sound of impact from a ferocious punch (there isn't any of those going on anyway).
The entire game just feels uninspired and wonky. The fighting mechanics grossly underperform and there isn't any incentive to keep fighting. The game tries entirely too hard to come off as tough and gritty, only to throw punches weaker than an AARP member with severely low blood sugar. The Fight: Lights Out is a terrible game that couldn't fight its way out of a wet paper bag. The only way we could recommend this game, is if you enjoy taking a beating again and again or if you like just throwing your money away. Yes, it's that bad.
PlayStation LifeStyle's Final Score
-Awful fighting mechanics; can't move your feet
-Danny Trejo yells a lot


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There are two games with this odd name, and this one in particular is an earlier title which has you controlling a space ship that flies across a simple looking terrain.
There isn't much else at this stage with the game, and the title from 1988 seems a lot more complete (even though its a completely different game)
The game like with the other named title from 1988 never got finished or released in a fuller form. With no coder credits, this will be a tough one to find out more about.
Supporting content
Available downloads for this entry


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Below are my runs from the last few months. I have really taken it easy (notice the slow times) just because I still have knee pain from time to time and I don't want to deal with that all over again. But I'm beyond happy to be up to over 4 miles by the end of February! My goal right now is to run the Geist Half Marathon in May if I don't experience any set backs!
As for my weight loss! I'm so excited that after 3 weeks of sticking with this strict calorie intake I'm down 7 pounds! I was hoping that I could lose weight by just working out more, but that had little to no affect and I knew that I was going to have to change my diet to see some results. The first week of it was brutal... but now I have a good idea what I can and cannot eat and I don't crave all the "fun" stuff I use to. I am SUPER proud of myself. My goal weight is 115 lbs by R-man's second birthday! That gives me a little over 3 months. My perfect weight would be 110 lbs... but that might be pushing it a tad ;)
I can't believe February is almost over and we are heading into March soon! The winter has flown by!


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There are several related websites that offer short stories and articles for extensive reading practice:
- For beginners: Super Easy Reading for ESL Beginners and Easy Reading for ESL Beginners
- For intermediates: 365 ESL Short Stories
For each short reading passage, there are some simple exercises (such as cloze–fill in the blank–and scrambled sentences). After you try the exercise, click on CHECK to see if your answers are correct or not. If you don't know the answer, click on HINT.
English Online has longer factual articles which intermediate students can practice reading. At the end of each article, there is a list of words which learners might not know, with simple definitions. You can choose from many different topics, such as Travel, People, Government and Politics, or Environment, or read articles about current events (News Articles). You are bound to find something to interest you here!
American Stories for English Learners features the written text and an accompanying audio recording of 57 short stories by famous American writers such as O. Henry, Mark Twain, and Jack London. The stories are simplified for English language learners, but you will probably need at least a low intermediate proficiency to enjoy them. The audio recordings feature slow, careful speech.
Filed under: Beginning, Intermediate, Listening, Reading | Leave a comment »


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Talent Attraction is a big part of what we do here at DISHER, because passionate people are a central piece of the puzzle in making any organization work and perform well. It is our goal for you to obtain a rewarding career whether it's at DISHER or with one of our partnering companies. Take a look at our complete list of job openings here at DISHER and with other appealing companies we work with.
Electrical Engineer-- Grand Rapids, MI or Indianapolis, IN
Disher is partnering with our customer in their search for an Electrical Engineer. Our partner is an established A&E firm; this is a full time, direct hire role with our customer and not with Disher.
The Culture:
We're unique. Sure, every firm says that, but we know what makes us unique. We constantly develop well-rounded professionals who become the best at what they do. We strive to create an office culture that reflects the rapidly shifting world we live in. We believe we're located in a great city in one of the best parts of the world.
At our core we deeply value talent development and opportunities for growth. We have always supported an office culture that encourages new employees to become the best professionals in our core markets of Educational facilities, Industrial plants, Healthcare facilities and Corporate offices.
We love what we do and we're ready to help you love it too. We think that building engineering and architecture is an exciting career full of opportunities for innovation, exploration and relationship building, all to help make the world a better place.
Whether you come join us in Holland, Michigan, Grand Rapids, Michigan or Indianapolis, Indiana, your opportunities are as limitless as your imagination. Come be a part of designing the future.
What are some of the things you'll get to do in this job?
The Legal Stuff:
This is a direct, full time, and permanent position with our client, and not with Disher. The salary will be commensurate with experience, including an excellent benefit package. Must have current and continuing right to work in the United States without sponsorship. We are an Equal Opportunity Employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity or national origin
Please apply and attach resume at the following link: http://disherdesign.catsone.com/careers/.
About Disher:
Disher is a full-service product development and engineering services firm in West Michigan. Our engineering team is highly technical and diversified, serving in a variety of markets including automotive, office furniture, alternative energy, and medical. Our capabilities span from napkin through launch, providing numerous opportunities for us to partner with clients in product and process development, as well as in talent identification and attraction.
Related keywords:
Power Distribution, Lighting Design, Communication system design; safety systems; 120 volt; 480 volt; 120v; 480v; AutoCAD; AutoCAD Revit; Revit; BIM; LEED; Fire Alarm


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Burnage's first XI were unable to follow up their win over Euxton as Winton claimed an 80-run win last Saturday.
Second-placed Winton won the toss and chose to bat, declaring on 295-5 after 47 overs with Brett Thompson making 122.
That left third-bottom Burnage a daunting victory target they never looked like reaching before being bowled out for 215 after 45.4 overs.
The visitors reached 51 before Burnage managed to make a breakthrough, with Rashid Parvez removing the opening partnership on his way to figures of 3-78.
Ric Johnson was bowled for 26 before Russ Brown (31) was caught by Sulman Khan.
Winton then enjoyed a partnership of 113 between Thompson and Leon Dewitt which took the score from 82-2 to 195-3 and put the game beyond Burnage.
Parvez bowled Dewitt for 42 before Thompson added another 66 runs with Michael Seenan, who was caught by Janaid Maqsood off Sajid Mahmood for 29.
Thompson then reached his century and Winton declared after he was caught by Muhammad Butt off Mahmood, who finished with 2-40 off six overs.
Burnage were already facing an uphill battle and then Mahmood was bowled by Darren Carter with the hosts yet to score.
Fellow opener Sulman Khan was the aggressor as Burnage managed to reach 40 before Janaid Maqsood (6) was caught by Janaid Maqsood off David Marchment.
Khan and Sabtain Baig then both fell before Burnage managed to reach treble figures, with Baig (22) caught and bowled by Seenan while Khan (42) was run out by Carter.
The hosts offered some resistance in the middle order with Rizwan Baig (22) caught by the Winton sub off Dewitt, before Carter had Amar Bhatti (30) caught by Marchment, who then dismissed Sohaib Butt (29) thanks to another catch by the Winton sub.
The same combination did for Hamza Butt (8) after Burnage had brought up 200, while Carter had Muhammad Butt (1) caught by Christie Macdonald before trapping Parvez (0) lbw to end it.
Tariq Mahmood was left unbeaten on 40 as Burnage picked up seven batting points, with Carter finishing with figures of 4-40 off 12.4 overs.


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Hercules® Johni-Ring With Bolts Combination Pack includes a wax gasket with a clean-release plastic sleeve and solid brass standard toilet bolts for "double nut" or speed nut installation.
Click a file below to view/download
Missing Information? Looking for more info? Or, would you like to submit feedback?
Feel free to contact us today!
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Bruker Daltonics and Bruker AXS Announce Merger Agreement
Bruker Daltonics Inc. and Bruker AXS Inc. announced that they have entered into a definitive merger agreement intended to form a leading tools supplier for life science and materials research, with an emphasis on advancing proteomics. The agreement was signed following the unanimous approval of the Board of Directors of each company as well as the unanimous recommendations of independent Special Committees of both companies' boards.
In the merger, each outstanding share of common stock of Bruker AXS will be converted into the right to receive either 0.63 shares of common stock of Bruker Daltonics or, at the election of each Bruker AXS stockholder, consideration designed to be of equivalent value, payable 75% in Bruker Daltonics common stock and 25% in cash. Shares of outstanding common stock of Bruker Daltonics are not being changed in the merger.
The combined company, expected to be named Bruker BioSciences Corporation, will offer a significantly broader technology base and a greatly increased distribution, sales and service infrastructure, while retaining the entrepreneurial spirit and impressive growth of the two individual companies. With pro forma 2002 revenues of $220 million, and expected 2003 revenues between $250-260 million, the fast-growing combined company will increase its critical mass competitively, and will improve its worldwide geographical distribution coverage in the Americas, Europe and Asia. In addition, the combined company will benefit from a more diversified customer base of pharmaceutical, diagnostic and biotech companies, as well as other industrial, academic, medical school and governmental customers.
In particular, the combined company will have a broad range of mass spectrometry and x-ray analysis technology platforms to provide a unique combination of complementary systems for proteomics. Bruker Daltonics' Proteineer(TM) suite of mass spectrometry-based protein analysis systems is used in expression proteomics studies, including protein identification, de novo sequencing, as well as the detection and localization of post-translational modifications. It is complemented by Bruker AXS' X8(TM) series of x-ray crystallography systems for structural proteomics, which can give detailed three-dimensional structural information on proteins and on how proteins bind to other proteins, to DNA, or to small molecules (e.g. drug molecules). The combined product offerings also support many other applications in the life sciences, in advanced materials research, in industrial analysis, as well as in chemical and biological detection for defense and homeland security.
Frank Laukien, Ph.D., President and CEO of Bruker Daltonics, stated: "We believe that merging the two affiliated companies enhances our critical mass competitively and takes full advantage of the complementary nature of our technologies and product lines in the attractive proteomics market. After the merger, we expect incremental sales from a broader product offering and our combined marketing and distribution capabilities. Together with certain expense synergies, we expect this merger to accelerate our already fast-growing operating profitability."
Dr. Martin Haase, President and CEO of Bruker AXS, commented: "We are excited about this merger, as it allows the combined company to fully leverage its unique competitive advantages, its complementary technologies, as well as its much larger combined international distribution, sales and service organization. At the same time, we will retain the dynamic entrepreneurial drive of the two operating companies, which have both been among the fastest growing companies in the industry. We intend to maintain this organic growth momentum, while potentially complementing our top- and bottom-line growth with selected acquisitions."
Laura Francis, CFO of Bruker AXS, added: "Financially, we believe that we can drive incremental sales while at the same time leveraging certain expenses. Both will contribute to the expected continued growth of our combined operating profitability. In addition, for some time investors and research analysts have been encouraging a merger of the two public Bruker companies to attain greater scale and more liquidity for the capital markets."
Under the agreement, Bruker AXS will merge into Bruker Daltonics. After the closing of the transaction, Bruker Daltonics expects to change its name to Bruker BioSciences Corporation. The exchange ratio of 0.63 reflects a premium of 27% to the average ratio implied by the closing stock prices for Bruker Daltonics and Bruker AXS for the last month. Based on Bruker Daltonics' closing stock price of $2.95 on April 4, 2003, the transaction implies a value of $1.86 per Bruker AXS share, or a deal value of approximately $103.6 million on a fully-diluted basis. The transaction is expected to qualify as a tax-free reorganization in the United States with respect to the stock consideration.
The principal stockholders of both companies, holding in excess of 50% of the outstanding common stock of each company, have committed to vote in favor of the transaction. The Special Committee of the Board of Directors of Bruker Daltonics has received an opinion from its financial advisor, Bear Stearns & Co. Inc., that the merger consideration is fair, from a financial point of view, to Bruker Daltonics and its minority stockholders. Likewise, the Special Committee of the Board of Directors of Bruker AXS has received an opinion from its financial advisor, JP Morgan, that the merger consideration is fair, from a financial point of view, to the minority stockholders of Bruker AXS.
The merger is structured so that Bruker BioSciences Corporation will be a NASDAQ-listed parent company, presumably under the new ticker symbol BRKR. The two operating subsidiaries of Bruker BioSciences will be Bruker Daltonics Inc. and Bruker AXS Inc., each to be run by their present management teams as strong, relatively independent operating companies.
The parent company, Bruker BioSciences Corporation, will be led by Frank Laukien as President and CEO, Martin Haase as Senior Vice President and Laura Francis as Chief Financial Officer. The ten member board of directors of Bruker BioSciences Corporation will be comprised of board members from both Bruker Daltonics and Bruker AXS.
The transaction is subject to customary regulatory approvals and the approval of the stockholders of both Bruker Daltonics and Bruker AXS. The merger is expected to close during the summer of 2003.
Quelle: Bruker


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Southampton give a reminder that clubs are not defined by people in suits
Sunderland 2 Southampton 2
Chapter nine of Len Shackleton's autobiography is always worth revisiting. It features an empty page beneath the sub-heading "The average director's knowledge of football" and a publisher's note that states: "This chapter has deliberately been left blank in accordance with the author's wishes."
Certain events this season make Shackleton's words — or lack of them — as pertinent as ever, but Southampton's dalliance with turmoil posited a different argument. Nicola Cortese's resignation as chairman was portrayed as calamitous, the departure of a boardroom Pied Piper who would spirit the manager and players away.
Then at 12.45pm on Saturday, a ball was kicked and everyone remembered that, actually, Southampton are pretty good. They did not win, but they should have done and the reminder was welcome;…


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2008.10.24Ashburn International: over 10 years 180 million transactionsAshburn International: over 10 years 180 million transactions
Ashburn International, a company which implements payment and loyalty cards solutions, is celebrating its 10th anniversary.
The company, which was established in 1998 and which belongs to the Penki kontinentai group, started its business by creating an electronic trade system of prepayment of accounts.
We were the first ones to offer the possibility to replenish accounts in shopping centres to those who use mobile connection. After that the projects of authorization of payment cards and loyalty programs were implemented.
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