Input: [Cookie Type] Cookie Setup [First Party or Third Party]

Output: DNS CNAME Record must be created

Part 2 - 2007 Web Analytics Shootout - Final Report


Input: [Cookie Type] Cookie Inactivity Timeout [First Party or Third Party]

Output: 30 minutes

Part 2 - 2007 Web Analytics Shootout - Final Report


Input: [Cookie Type] Continuous Session Timeout [First Party or Third Party]

Output: no timeout

Part 2 - 2007 Web Analytics Shootout - Final Report


Input: [Cookie Type] Blocked Cookie Handling [First Party or Third Party]

Output: Does not track visits or uniques

Part 2 - 2007 Web Analytics Shootout - Final Report


Input: [Cookie Type] Other Session Factors [First Party or Third Party]

Part 2 - 2007 Web Analytics Shootout - Final Report


Input: [Cookie Type] Real Time [First Party or Third Party]

Output: Yes

Part 2 - 2007 Web Analytics Shootout - Final Report


Input: [Cookie Type] Data Store [First Party or Third Party]

Output: Data Warehouse

Part 2 - 2007 Web Analytics Shootout - Final Report


Input: [Cookie Type] Javascript Customization [First Party or Third Party]

Output: Yes, primary method of customization

Part 2 - 2007 Web Analytics Shootout - Final Report


Input: [Measuring] Height of People [Unit] Feet [System]

Output: Imperial


Input: [Measuring] Driving Distance [Unit] Miles (also Miles/Gallon of fuel) [System]

Output: Imperial


Input: [Measuring] Height of Rooms [Unit] Feet [System]

Output: Imperial


Input: [Measuring] Walking/Running Distances (up to 1 mile) [Unit] Yards and Metres interchangeably [System]

Output: Imperial or Metric


Input: [Measuring] Size of Objects (up to 30 cm) [Unit] Centimetre [System]

Output: Metric


Input: [Measuring] Paper Sizes and anything laid out on paper [Unit] Millimetres [System]

Output: Metric


Input: [Measuring] Water Depth (Artificial bodies of water) [Unit] Feet [System]

Output: Imperial


Input: [Measuring] Water Depth (Natural bodies of water) [Unit] Metre [System]

Output: Metric


Input: [Measuring] Furniture [Unit] Metres & Centimetres [System]

Output: Metric


Input: [Measuring] Thicknesses of furniture (relative to a larger surface) [Unit] Inches [System]

Output: Imperial


Input: [Measuring] Thickness of drawn lines [Unit] Millimetres [System]

Output: Metric


Input: [Measuring] Thickness of printed lines [Unit] Points (= 1/72 of an inch) [System]

Output: Imperial


Input: [Functional Area] Business/Marketing Plan [Industry] Non Profit – Education [Nature of Project] Market new technology to improve teaching of STEM (science, technology, engineering, math) [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Finance [Industry] CPG – Food [Nature of Project] Benchmark industry on payment terms and recommend optimal policy and practice [Project Option]

Output: Field Study

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] International Supply Chain [Industry] Manufacturing [Nature of Project] Examine Singapore as SE Asia distribution center, including in-country research [Project Option]

Output: Field Study

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Marketing [Industry] Tech – Fitness [Nature of Project] Create a go-to-market plan for new fitness device [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Marketing [Industry] Tech – Gaming – Home Entertainment [Nature of Project] Create synergistic marketing strategy for devices in music, video and reading [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Marketing [Industry] CPG – Chocolate [Nature of Project] Create brand awareness and demand for premium chocolate [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Marketing [Industry] CPG – Wine [Nature of Project] Revamp social media strategy for brand which offers college scholarships to disadvantaged women [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Marketing [Industry] Hospitality – Spa [Nature of Project] Increase business and net revenue by improving social media and direct marketing [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Marketing [Industry] Tech – Mobile App [Nature of Project] Create marketing and revenue plan for new social media mobile app [Project Option]

Output: Field Study

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Marketing [Industry] CPG – Chocolate [Nature of Project] Design and test market entry strategy including ad campaign and retail outlets [Project Option]

Output: Field Study

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Marketing [Industry] Hospitality – Transportation [Nature of Project] Create marketing campaign for select service offerings [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Marketing/Organization [Industry] Tech [Nature of Project] Increase awareness and use of in-house software tool [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Marketing/Internal Branding [Industry] Online Retail [Nature of Project] Define and create new strategy for internal services group [Project Option]

Output: Field Study

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Marketing/Strategy [Industry] Tech [Nature of Project] Create a go-to-market plan for new vending technology [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Marketing/Strategy [Industry] Health Care [Nature of Project] Competitive assessment for population health management relative to Affordable Care Act [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Marketing/Strategy [Industry] Tech [Nature of Project] Conduct market analysis and provide strategic recommendations for presentation software [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Marketing/Strategy [Industry] Health Care [Nature of Project] Create marketing plan for select demographic populations [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Marketing/Strategy [Industry] Tech – Fitness [Nature of Project] Develop distribution channel for web-based strength and conditioning offering [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Operations/Process Improvement [Industry] Aviation – Transportation [Nature of Project] Improve document and other forms use, storage, and distribution [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Operations/Supply Chain [Industry] Aviation – Transportation [Nature of Project] Develop plan to increase vendors for engine maintenance [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Strategy [Industry] Tech [Nature of Project] Create online and social media presence for big data and cloud storage [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Strategy [Industry] Tech – Manufacturing [Nature of Project] Analyze potential channel conflicts on a new security software as a service (SaaS) [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Strategy [Industry] Banking [Nature of Project] Create growth plan for regional expansion [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Strategy [Industry] Transportation – Air Cargo [Nature of Project] Create plan for increased exports of high tech cargo [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Strategy [Industry] Energy [Nature of Project] Create business plan for solar leasing [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Strategy [Industry] Non Profit – Health [Nature of Project] Increase cornea donations in China [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Strategy [Industry] Tech – Online Learning [Nature of Project] Determine size and opportunity in MOOCs (Massive Open Online Courses) for academic and corporate learning [Project Option]

Output: Field Study

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Strategy [Industry] Online Retail [Nature of Project] Make go/no go recommendation on a new vertical strategy [Project Option]

Output: Applied Strategy

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Strategy/Competitive Analysis [Industry] Tech – Cloud Services [Nature of Project] Compare and make recommendations on SMB user experience of cloud-based applications [Project Option]

Output: Field Study

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Strategy/Competitive Analysis [Industry] Tech – Cloud Services [Nature of Project] Compare and make recommendations on application developer experience [Project Option]

Output: Field Study

MBA Strategic Consulting Program - Foster School of Business


Input: [Functional Area] Supply Chain/Process Improvement [Industry] Aviation – Transportation [Nature of Project] Reduce expense and improve accountability regarding use of express delivery services [Project Option]

Output: Field Study

MBA Strategic Consulting Program - Foster School of Business


Input: [0] The observer [Positivism] Must be independent [Social Constructionism]

Output: Is part of what is being observed


Input: [0] Human interests [Positivism] Should be irrelevant [Social Constructionism]

Output: Are the main drivers of science


Input: [0] Explanations [Positivism] Must demonstrate causality [Social Constructionism]

Output: Aim to increase general understanding of the situation


Input: [0] Research progresses through [Positivism] Hypotheses and deductions [Social Constructionism]

Output: Gather rich data from which ideas are induced


Input: [0] Concepts [Positivism] Need to be operationalised so that they can be measured [Social Constructionism]

Output: Should incorporate stakeholder perspectives


Input: [0] Units of analysis [Positivism] Should be reduced to simplest terms [Social Constructionism]

Output: May include the complexity of ‘whole’ situations


Input: [0] Generalisation through [Positivism] Statistical probability [Social Constructionism]

Output: Theoretical abstraction


Input: [0] Sampling requires [Positivism] Large numbers selected randomly [Social Constructionism]

Output: Small numbers of cases chosen for specific reasons


Input: [What It Excludes] Records in which the sale date or recording date field (whichever is relevant for the MSA) is empty, ill- formed, before 1990, or occurs after the date that data was delivered from the vendor [Dates of Application] All [Filter]

Output: Sale date OR Recording date


Input: [What It Excludes] Records for which the sale price field is 0, empty, or Null [Dates of Application] All [Filter]

Output: Sale price


Input: [What It Excludes] Records for which all possible square footage fields are 0, empty, or Null [Dates of Application] All [Notes] Often a function of individual municipalities’ disclosure policies [Filter]

Output: Square footage


Input: [What It Excludes] Transaction dates prior to 5/30/2007: Records that we infer would have become available to Radar Logic more than 63 calendar days after the transaction date After 5/30/2007: Records that came to Radar Logic after the price for the transaction date had been locked for publication, no earlier than 58 days after the transaction [Dates of Application] 1/1/2006 to present [Notes] Used to ensure continuity between historical prices and “live” prices, for which Radar Logic will include only records that have been received by the publication date. Historically, the process by which records are sent from the recording offices to data vendors was slow and inconsistent, so the constraint was not imposed until 2006, when the speed and consistency of the process improved near or at current levels. Radar Logic may someday move the start date for the application of the filter forward, when it can be established that nearly all of the records for a given period have been received and detailed information about the impact of this filter can be published. [Filter]

Output: Stale data


Input: [What It Excludes] Records that appear to be redundant copies, multiple properties conveyed with one deed, or single unit sales with the square footage of the multi-unit building [Dates of Application] All [Filter]

Output: Multiple records


Input: [What It Excludes] Records that have a PPSF so low relative to the TPL spectrum that the information is presumed to be spurious [Dates of Application] All [Notes] It is common for transactions of individual units within a larger structure to be recorded with the unit sale price and the building square footage, resulting in very low PPSF’s. (This will not be picked up by the multiple record filter unless another unit in the same building sold on the same day.) This filter will be replaced with more sophisticated filters in the future. [Filter]

Output: TPL


Input: [What It Excludes] Prior records that are replaced by updated records received in time to include them in publication [Dates of Application] All [Notes] Price calculation includes the most updated record available within the time frame specified for the stale data filter. [Filter]

Output: Repeat load


Input: [0] Air Flow [Yielder Max] 4” Commercial Duct Blower w/ Carbon Filter [Other Grow Cabinets] Axial, Booster, or Bathroom Fan [What's the Difference?]

Output: More air flow and 10lb carbon filter controls temp and keeps growing odorless. Replaces the air inside the cabinet 3 times a minute, eliminating the need for costly CO2.

Yielder Max - 12 Plant All In One Grow Box - Dealzer


Input: [Yielder Max] 4" Circulation Fan [Other Grow Cabinets] 4” Desk Fan, or None [What's the Difference?]

Output: Strengthens plants to increase yield and circulates fresh air throughout the cabinet

Yielder Max - 12 Plant All In One Grow Box - Dealzer


Input: [Yielder Max] Duct Muffler/Silencer [Other Grow Cabinets] None [What's the Difference?]

Output: Keeps your grow quiet and stealth

Yielder Max - 12 Plant All In One Grow Box - Dealzer


Input: [Yielder Max] Washable Intake Pre-Filter [Other Grow Cabinets] None [What's the Difference?]

Output: Filters bugs, mold, and mildew BEFORE it comes into the grow cabinet

Yielder Max - 12 Plant All In One Grow Box - Dealzer


Input: [0] Lighting [Yielder Max] 200w MaxLume by C.A.P. [Other Grow Cabinets] 150w HPS Standard, 250w Optional [What's the Difference?]

Output: 17,600 lumens (more than the competition) and it runs at cooler temperatures? PERFECT for tight spaces!

Yielder Max - 12 Plant All In One Grow Box - Dealzer


Input: [Yielder Max] 2' HO T5 for Cloning/Seeds [Other Grow Cabinets] Can't even fit a T5 in their tiny system! [What's the Difference?]

Output: You need ample lighting and space to raise seeds, clones, and/or mother plants...you only get that with the Yielder Max

Yielder Max - 12 Plant All In One Grow Box - Dealzer


Input: [Yielder Max] Light Wing & Reflective Insulation [Other Grow Cabinets] No wing & no insulation [What's the Difference?]

Output: Diffuses and disperses light EVERYWHERE, reduces heat signature

Yielder Max - 12 Plant All In One Grow Box - Dealzer


Input: [0] Hydroponics [Yielder Max] 12 Gallon Reservoir & 3 Gallon Cloner [Other Grow Cabinets] Tiny converted storage bins [What's the Difference?]

Output: A larger reservoir means larger roots, stable nutrients, and less maintenance which leads to bigger yields!

Yielder Max - 12 Plant All In One Grow Box - Dealzer


Input: [Yielder Max] Botanicare CNS17 Nutrients - Standard [Other Grow Cabinets] Old school powder nutrients [What's the Difference?]

Output: It’s Botanicare, need I say more? Simple, inexpensive, and extremely effective

Yielder Max - 12 Plant All In One Grow Box - Dealzer


Input: [Yielder Max] Coco Mon Grow Medium [Other Grow Cabinets] Old school rockwool and/or clay pellets [What's the Difference?]

Output: No need for pre-treating, no more old school top feeding, and resists bugs and disease

Yielder Max - 12 Plant All In One Grow Box - Dealzer


Input: [0] Safe & Secure [Yielder Max] Rolling Casters Built In [Other Grow Cabinets] None, or optional [What's the Difference?]

Output: Move it anywhere, anytime.

Yielder Max - 12 Plant All In One Grow Box - Dealzer


Input: [Yielder Max] GFCI [Other Grow Cabinets] Adapters, or None [What's the Difference?]

Output: Prevents electric shock - we are talking hydro, after all…

Yielder Max - 12 Plant All In One Grow Box - Dealzer


Input: [Yielder Max] 18 Gauge Steel Construction [Other Grow Cabinets] Thin Metal, Plastic, or Wood [What's the Difference?]

Output: Powder coated, fire resistant, won’t out gas or degrade

Yielder Max - 12 Plant All In One Grow Box - Dealzer


Input: [Service] Help Desk [User Group] Students, Faculty Staff [Description]

Output: OIT provides 24x7 assistance for technology related issues.


Input: [Service] Email [User Group] Students, Faculty, Staff [Description]

Output: OIT provides the Microsoft Exchange email system for faculty, staff and students to support academic and personal communication requirements. The standard format for a CGU email address is "firstname.lastname@cgu.edu".


Input: [Service] Wireless Connectivity [User Group] Students, Faculty, Staff [Description]

Output: OIT provides wireless networking for those who wish to use their laptops while on campus. Note: If you are having problems connecting to the wireless network in the Library, please contact the Library staff for assistance.


Input: [Service] Student Portal [User Group] Students [Description]

Output: This gateway allows students to maintain their contact information, register for classes, view unofficial transcripts, and pay tuition bills.


Input: [Service] Computer Labs [User Group] Students, Faculty Staff [Description]

Output: OIT maintains several computer labs for students, faculty, and staff.


Input: [Service] Collaborative Technology Rooms [User Group] Students, Faculty Staff [Description]

Output: These ACB rooms provide space for group work that requires the use of technology. Students who wish to reserve a room should contact the Student Lab Attendant in ACB 118. Faculty and Staff can reserve rooms by emailing cgu.learning@cgu.edu.


Input: [Service] Digital Learning Lab (DLL) [User Group] Students, Faculty Staff [Description]

Output: The DLL is a collaboration between the Student Success Center and the Office of Information Technology that offers learning opportunities to help you understand and master technology tools that will support the work you do and develop your academic and professional knowledge and skills. Similar to the Writing Center, the DLL offers workshops and one to one consulting appointments.


Input: [Service] Canvas [User Group] Students, Faculty Staff [Description]

Output: Canvas is CGU's learning management system. It provides web space for faculty to distribute class resources, conduct online class activities, and facilitate collaboration.


Input: [Service] Technology Equipment Check Out [User Group] Students, Faculty, Staff [Description]

Output: OIT allows students, faculty, and staff to borrow technology equipment, such as laptops and projectors, for academic use. Please contact the staff in your academic department for reservations.


Input: [Service] Smart Classrooms [User Group] Faculty Staff [Description]

Output: All CGU classrooms are equipped with instructional technology to support faculty's teaching and learning activities.


Input: [Service] Laptop Cart Check Out [User Group] Faculty, Staff [Description]

Output: OIT provides a mobile laptop cart that is available for faculty to check out. Please email cgu.learning@cgu.edu for more information, reservations, and availability.


Input: [Service] iPad Cart Check Out [User Group] Faculty, Staff [Description]

Output: OIT provides a mobile iPad cart available for faculty to check out. Please email cgu.learning@cgu.edu for more information, reservations, and availability.


Input: [Service] Email Distribution Lists (Lyris) [User Group] Faculty, Staff [Description]

Output: OIT can create email distribution lists to support the communication needs of faculty and staff.


Input: [Service] Web Services [User Group] Staff [Description]

Output: OIT provides assistance with website design and development as well as ongoing support for website maintenance. The department head may request a web page editing account by emailing helpdesk@cgu.edu. To access instructions for SiteBuilder, our web page editing software, click here.


Input: [Service] Web Based Conferencing [User Group] Faculty, Staff [Description]

Output: CGU provides Blackboard Collaborate to support the web based video conferencing needs of faculty and staff. Please email cgu.learning@cgu.edu for information and orientation to Collaborate.


Input: [Service] Academic technology research [User Group] Faculty [Description]

Output: OIT conducts ongoing research, evaluation, and recommendations for new and emerging technologies for the classroom. Please email cgu.learning@cgu.edu for more information.


Input: [Service] Customized professional development offerings [User Group] Faculty, Staff [Description]

Output: OIT provides assistance with the design, creation, and delivery of professional development offerings with specific goals and objectives for small groups and departments. Please email cgu.learning@cgu.edu for more information.


Input: [Service] Scheduled professional development offerings [User Group] Faculty, Staff [Description]

Output: OIT provides monthly scheduled professional development opportunities on a variety of technology-related topics in both traditional classroom format as well as recorded webinars.


Input: [Service] Online course design consultations [User Group] Faculty [Description]

Output: One-on-one meetings are available through OIT to review strategies, best practices, and recommendations for online course design. Please email cgu.learning@cgu.edu for more information.


Input: [Service] Online course reviews [User Group] Faculty [Description]

Output: Faculty may request a review of any current online course for analysis of design, navigation, strategies, and delivery. Please email cgu.learning@cgu.edu for more information.


Input: [Service] PeopleSoft [User Group] Faculty, Staff [Description]

Output: CGU uses PeopleSoft as the solution for managing all of its constituents and their associated university business functions.


Input: [Service] Hobsons [User Group] Staff [Description]

Output: This application enables CGU to manage the entire student lifecycle, including recruitment, enrollment, and retention.


Input: [Service] Millennium [User Group] Staff [Description]

Output: Millennium is CGU's fundraising software.


Input: [Service] Telephone Services [User Group] Faculty, Staff [Description]

Output: For issues related to your office telephone, please contact the Claremont University Consortium Telephone Office.


Input: [0] Industry applicability Focused on emissions from well pads and associated equipment, and compressors [ARPA-E MONITOR Program]

Output: Focused on oil and gas systems from the wellhead to the end-user

Methane Detectors Challenge Q&A | Environmental Defense Fund


Input: [0] Technology stage Relatively mature technologies ready for testing in a controlled environment, and able to be deployed in industrial settings in the short run [ARPA-E MONITOR Program]

Output: Early stage technologies requiring substantial time and resources for development to ensure reliable detection for transformational improvements

Methane Detectors Challenge Q&A | Environmental Defense Fund


Input: [0] Scope of detection Limited to continuous detection technologies, that provide a 24/7 approach to detecting leaks [ARPA-E MONITOR Program]

Output: Open to continuous or periodic/mobile approaches to detecting emissions

Methane Detectors Challenge Q&A | Environmental Defense Fund


Input: [0] Leak size Focused on large leaks; initial basic requirements of 5 and 2.5 scfm for detection, with preference for adaptive technologies and potential to detect somewhat smaller leaks [ARPA-E MONITOR Program]

Output: Focused on a wide range of emissions including small leaks; threshold of 0.1 scfm

Methane Detectors Challenge Q&A | Environmental Defense Fund


Input: [0] Information provided Notification of methane emissions, including rough indication of leak size; leak location not required [ARPA-E MONITOR Program]

Output: Reasonably accurate quantification of methane emissions, in addition to leak location down to 1m precision

Methane Detectors Challenge Q&A | Environmental Defense Fund


Input: [0] Timeline Full proposals due June 17,2014; testing begins summer 2014; industry pilots expected in 2015 [ARPA-E MONITOR Program]

Output: Concept papers due June 13, 2014, Full application deadline TBD

Methane Detectors Challenge Q&A | Environmental Defense Fund


Input: [0] Funding type Independent testing paid for by EDF; industry pilot purchases expected; no development awards anticipated [ARPA-E MONITOR Program]

Output: Up to $30M provided for development of the technology, in increments between $250,000 and $10M per awardee

Methane Detectors Challenge Q&A | Environmental Defense Fund


Input: [0] Market access Many of the participating companies intend to make pilot purchases and trial deployments of instruments that meet the specifications [ARPA-E MONITOR Program]

Output: Not applicable

Methane Detectors Challenge Q&A | Environmental Defense Fund


Input: [0] Partnership EDF partnering with five leading oil and gas producers [ARPA-E MONITOR Program]

Output: ARPA-E partnering directly with innovators to help them develop their technologies; no industry partnership planned at this time

Methane Detectors Challenge Q&A | Environmental Defense Fund


Input: [0] abandoned [1] distrusted [3] diminished [2]

Output: put down

Sweetwater Zen Center - Feelings Vocabulary


Input: [0] abused [1] interrupted [3] provoked [2]

Output: rejected

Sweetwater Zen Center - Feelings Vocabulary


Input: [0] attacked [1] intimidated [3] used [2]

Output: taken for granted

Sweetwater Zen Center - Feelings Vocabulary


Input: [0] betrayed [1] let down [3] pressured [2]

Output: threatened

Sweetwater Zen Center - Feelings Vocabulary


Input: [0] boxed in [1] manipulated [3] cornered [2]

Output: unappreciated

Sweetwater Zen Center - Feelings Vocabulary


Input: [0] bullied [1] misunderstood [3] unwanted [2]

Output: unheard

Sweetwater Zen Center - Feelings Vocabulary


Input: [0] cheated [1] neglected [3] patronized [2]

Output: unseen

Sweetwater Zen Center - Feelings Vocabulary


Input: [0] coerced [1] overworked [3] co-opted [2]

Output: unsupported

Sweetwater Zen Center - Feelings Vocabulary


Input: [Step] 1 Free Application for Federal Student Aid (FAFSA) Free Application for Federal Student Aid (FAFSA) [3]

Output: Required for all federal aid applicants Use school code G21075 Parent information is not required

Incoming and Transferring JD Students — Georgetown Law


Input: [Step] 2 Need Access Application [3]

Output: Required for grant applicants only Must include parents' information *

Incoming and Transferring JD Students — Georgetown Law


Input: [Step] 3 Obtain GU Net ID credentials and establish new password Obtain GU Net ID credentials and establish new password [3]

Output: Admission is required before completion of this step Click on "Your Credentials" link in right column of Admitted Student Website Must set security questions and new password at NetID Password Management System

Incoming and Transferring JD Students — Georgetown Law


Input: [Step] 4 Georgetown Law Yellow Application Georgetown Law Express Yellow Application [3]

Output: Log-in with official GU NetID -- NOT your Admitted Student Website username and password See instructions in step 3 above Must set security questions and new password at NetID Password Management System BEFORE attempting to log-in to Yellow Application

Incoming and Transferring JD Students — Georgetown Law


Input: [Step] 5 Review Award Notice Review Award Notice [3]

Output: Tentative award notice will be e-mailed approx. 3 weeks after application is completed

Incoming and Transferring JD Students — Georgetown Law


Input: [Step] 6 Submit Tax Documents [3]

Output: 44 Copies of student's, spouse's and parents' 2014 federal tax return and W-2s required if award includes Dean's Tuition Grant assistance You may e-mail, fax or mail

Incoming and Transferring JD Students — Georgetown Law


Input: [0] Valve [1] Pressure [2]

Output: Switch

How signal chains and PLCs impact our lives - John Day's Automotive Electronics


Input: [0] Motor [1] Humidity [2]

Output: Solenoid

How signal chains and PLCs impact our lives - John Day's Automotive Electronics


Input: [0] Pressure [1] Force feedback [2]

Output: Lights

How signal chains and PLCs impact our lives - John Day's Automotive Electronics


Input: [0] Velocity [1] Room entry [2]

Output: Weight

How signal chains and PLCs impact our lives - John Day's Automotive Electronics


Input: [0] Flow [1] Sequence [2]

Output: Speed

How signal chains and PLCs impact our lives - John Day's Automotive Electronics


Input: [0] Volume [1] Authorization [2]

Output: Meters

How signal chains and PLCs impact our lives - John Day's Automotive Electronics


Input: [0] Torque [1] Attenuation [2]

Output: Display

How signal chains and PLCs impact our lives - John Day's Automotive Electronics


Input: [0] Frequency [1] Equalization [2]

Output: Calibration

How signal chains and PLCs impact our lives - John Day's Automotive Electronics


Input: [0] Voltage [1] Communication [2]

Output: Time

How signal chains and PLCs impact our lives - John Day's Automotive Electronics


Input: [0] Current [1] Gain offset [2]

Output: Tool

How signal chains and PLCs impact our lives - John Day's Automotive Electronics


Input: [0] xx [1] Flux density [2]

Output: Pitch

How signal chains and PLCs impact our lives - John Day's Automotive Electronics


Input: [0] Position [1] Temperature [2]

Output: Filter

How signal chains and PLCs impact our lives - John Day's Automotive Electronics


Input: [0] Power [1] Galvanometers [2]

Output: Acceleration

How signal chains and PLCs impact our lives - John Day's Automotive Electronics


Input: [0] Brightness [1] Air-fuel ration [2]

Output: Contrast

How signal chains and PLCs impact our lives - John Day's Automotive Electronics


Input: [0] Fund Type [1] Bond Fund [2] Secured Fund [3] Balanced Fund [4]

Output: Growth Fund


Input: [0] Investment in Government / Government Guaranteed Securities / Corporate Debt [1] Not less than 60% [2] Not less than 45% [3] Not less than 30% [4]

Output: Not less than 20%


Input: [0] Short-term investments such as money market instruments [1] Not more than 40% [2] Not more than 40% [3] Not more than 40% [4]

Output: Not more than 40%


Input: [0] Investment in Listed Equity Shares [1] Nil [2] Not less than 15% & Not more than 55% [3] Not less than 30% & Not more than 70% [4]

Output: Not less than 40% & Not more than 80%


Input: [0] Details and objective of the fund for risk /return [1] Low risk [2] Steady Income Lower to Medium risk [3] Balanced Income and growth Medium risk [4]

Output: Long term Capital growth High risk


Input: [0] Details and objective of the fund for risk /return [1] ULIF001200910LICEND+BND512 [2] ULIF002200910LICEND+SEC512 [3] ULIF003200910LICEND+BAL512 [4]


Input: [Situation] You visit the emergency room, and then the doctor writes an order to admit you to the hospital. [Part A Pays] Your hospital stay usually including emergency department charges and all medications. You will pay your required co-payment [Part B Pays] 80% of Doctor services after your annual deductible has been satisfied [Hospital Status]

Output: Inpatient

Admitted to the Hospital? Are You Sure? Scrutinize a Hospital Admission Closely


Input: [Situation] You visit the emergency room for a broken bone. You receive x-rays, have the bone set, and go home with a prescription for pain. [Part A Pays] Nothing [Part B Pays] 80% of Doctor and outpatient services (x-rays, cast) after your annual deductible has been satisfied [Hospital Status]

Output: Outpatient

Admitted to the Hospital? Are You Sure? Scrutinize a Hospital Admission Closely


Input: [Situation] You visit the emergency room because of chest pain. You stay in the hospital for two nights for observation. [Part A Pays] Nothing [Part B Pays] 80% of Doctor services and hospital outpatient services (emergency dept. visit, observation, lab tests, EKGs, etc.) after your annual deductible has been satisfied You are responsible to pay for medications received while under observation. [Hospital Status]

Output: Outpatient

Admitted to the Hospital? Are You Sure? Scrutinize a Hospital Admission Closely


Input: [Situation] You have outpatient surgery, but the doctor keeps you overnight because you have a reaction that is of concern. You are not admitted as an inpatient, and you go home the following day. [Part A Pays] Nothing [Part B Pays] 80% of Doctor services and hospital outpatient services (observation, lab tests, etc.) after your annual deductible has been satisfied You are responsible to pay for medications received while under observation. [Hospital Status]

Output: Outpatient

Admitted to the Hospital? Are You Sure? Scrutinize a Hospital Admission Closely


Input: [Situation] You are kept in the hospital 24 hours for observation. You are then admitted for continuing care. [Part A Pays] Your hospital stay usually including emergency department charges and all medications. You will pay your required co-payment. [Part B Pays] 80% of Doctor services after your annual deductible has been satisfied [Hospital Status]

Output: Inpatient

Admitted to the Hospital? Are You Sure? Scrutinize a Hospital Admission Closely


Input: [Situation] You are admitted to the hospital as an inpatient. However, the hospital informs you later that your status has been changed to "under observation." [Part A Pays] Nothing [Part B Pays] 80% of Doctor services and hospital outpatient services (observation, lab tests, etc.) after your annual deductible has been satisfied You are responsible to pay for medications received while in the hospital [Hospital Status]

Output: Outpatient

Admitted to the Hospital? Are You Sure? Scrutinize a Hospital Admission Closely


Input: [Pest] tomato cutworm (early in the season) [Symptom]

Output: chewed stem

How to identify tomato pests and control them


Input: [Pest] tomato hornworm, tobacco hornworm [Symptom]

Output: defoliation

How to identify tomato pests and control them


Input: [Pest] flea beetles [Symptom]

Output: holes in leaves

How to identify tomato pests and control them


Input: [Pest] aphids [Symptom]

Output: yellowing, curled leaves

How to identify tomato pests and control them


Input: [Pest] psyllids [Symptom]

Output: purpling veins in leaves

How to identify tomato pests and control them


Input: [Pest] leaf miners [Symptom]

Output: tunnels or zigzag patterns in leaves

How to identify tomato pests and control them


Input: [Pest] stalk borer [Symptom]

Output: hole in stem

How to identify tomato pests and control them


Input: [Pest] aphids, whiteflies [Symptom]

Output: honeydew (white, sticky residue)

How to identify tomato pests and control them


Input: [Pest] spider mites [Symptom]

Output: webbing on leaf undersides

How to identify tomato pests and control them


Input: [Section] Board of Education: 1000 Series [Summary]

Output: This series contains statements of the Board’s purpose and provisions for matters such as induction of Board members, inservice development of Board members, code of ethics for the Board as a group and individually, and the Board’s attitude toward policy development. The Board’s intent makes a great deal of difference in what it ultimately does and how it does it

Policies Procedures & Forms | Provo City School District


Input: [Section] Administration and District Planning: 2000 Series [Summary]

Output: This series focuses on the administrative machinery at the executive level. Here is recorded the Board’s action in activating all administrative and supervisory jobs to the extent that the Board has that function under the law. In addition, you will find the organizational chart.

Policies Procedures & Forms | Provo City School District


Input: [Section] Students: 3000 Series [Summary]

Output: This series focuses upon the Student, not the educational process. He/she must be admitted, data about him/her, his/her parents, and his/her place of residence recorded; a place in a school assigned, and so on. These are the challenges of student personnel administration.

Policies Procedures & Forms | Provo City School District


Input: [Section] Curriculum, Instruction, Assessment: 4000 Series [Summary]

Output: This series contains policies related to all aspects of Curriculum, Instruction, and Assessment. Included are the goals of the schools, curricular matters, instructional arrangements to assist teachers in teaching and students with learning, as well as provisions for individual differences and exceptional children.

Policies Procedures & Forms | Provo City School District


Input: [Section] Personnel: 5000 Series [Summary]

Output: This series contains all the familiar topics of personnel, administration, recruitment and selection, contracts, tenure, assignment and transfer until the time of separation from the school system through retirement, resignation, promotion, death or other causes, except as otherwise covered through collective bargaining agreements.

Policies Procedures & Forms | Provo City School District


Input: [Section] Finances and Operations: 6000 Series [Summary]

Output: This series contains policies and regulations for the management of money: revenues, expenditures, budget development, purchasing, record-keeping, etc. This series also addresses the non-instructional services necessary for maintenance and operation of the District, such as transportation and food services, and with certain fixed expenses. School facilities management and construction are also found in this series.

Policies Procedures & Forms | Provo City School District


Input: [Section] Community: 7000 Series [Summary]

Output: This series addresses the school system’s external relations with mass media communication, Parent-Teacher organizations, citizen’s committees, complaints concerning school personnel, community use of school buildings, other governmental and private groups concerned with education, and the like.

Policies Procedures & Forms | Provo City School District


Input: Failure to keep software security up to date [Derived Security Controls]

Output: Create and maintain a policy for software patching Maintain a list of all software, including components (e.g. third-party libraries, frameworks), their versions, source and method of monitoring for security patches and other updates Define who is responsible for the patching of each software component Create, use and maintain a procedure for assessing security patches and other software updates, that includes a risk assessment Apply software security patches in a timely manner Do not use software that is no longer supported by the supplier/vendor/development company; or limit its use and undertake a risk assessment and apply additional controls Create, maintain and operate a process for checking that security patches have been applied to all software components, or those that have not been applied have adequately justified, documented and applied mitigating controls

Privacy : Application Security and Privacy


Input: Lack of protection from SQL injection [Derived Security Controls]

Output: Create and maintain a process for other people and organisations to report security issues about your applications Create and maintain a procedure for assessing and fixing security flaws in custom application code, and include these issues in the software patching documentation (see above), and if SQL injection is found in one place, examine similar code elsewhere Identify who is responsible for preventing SQL injection in each custom coded application (e.g. software such as websites developed by/for the organisation) Require the default to be to use the safest server-side method for database queries supported by the API or framework Ensure the prevention, detection and remediation of SQL injection vulnerabilities are included at multiple stages of the software development lifecycle (e.g. coding standards, peer/independent code review with audit trail, automated code review, automated vulnerability assessment, penetration testing before going live) Use the software patching policy and processes (see above) for software components used by the custom applications Include a requirement in contracts with third party development to build security into their development practices and inform you when they become aware critical vulnerabilities like SQL injection, and then provide patches Use automated application vulnerability assessments (scanning) to help identify SQL injection, but ensure these cover all the application (e.g. for authenticated customers and administrators too) Undertaking penetration testing in the production/live environment of custom-built applications (external and internal-facing) that interact with databases and other data stores, and repeat periodically

Privacy : Application Security and Privacy


Input: Exposure of unnecessary protocols & services [Derived Security Controls]

Output: Do not use insecure protocols such as Telnet and plain FTP Implement access control for all protocols (e.g for secure FTP disallowing anonymous access, preventing SMTP being used as an open relay) Use firewalls to prevent external access to internal services Remove, disable or block un-necessary services (see also decommissioning below) Limit remote access to trusted IP addresses and enforce access using an encrypted method Segment services so that a compromise of one does not lead to wider system compromise Consider using a Virtual private Network (VPN) using strong credentials (such as two-factor authentication) for all remote access Scan ports of all system components periodically to verify that only the intended services are available externally, internally, and from particular other locations Document and periodically review all the services allowed

Privacy : Application Security and Privacy


Input: Exposure of decommissioned software/services [Derived Security Controls]

Output: Maintain a schedule of all software/services in use Ensure all system components (hardware, software, configuration files, databases, files, services, ports, DNS records, etc) are decommissioned when no longer needed, and maintain a record of how this was undertaken Test/audit that decommissioned components no longer exist and cannot be accessed For hardware disposal, ensure data is securely removed

Privacy : Application Security and Privacy


Input: Insecure storage of passwords [Derived Security Controls]

Output: Create and maintain a password policy for all types of system users Encourage, and allow, users to choose stronger passwords Discourage users from having the same password on multiple systems Discourage or prevent commonly used passwords Never store or send passwords in plain text Never encrypt passwords unless there are extremely robust key protection and key management processes in place Use one-way hashing of passwords with a long salt value, unique for each user Use a hashing method that is slow (e.g. PBKDF2, bcrypt or scrypt) Do not use weak hashing methods such as MD5 or SHA-1 Review hashing best practice periodically, and build in considerations to allow future changes to the hashing method Ensure password breaches are included in incident report planning

Privacy : Application Security and Privacy


Input: Failure to encrypt online communications [Derived Security Controls]

Output: Identify and record all information that should be encrypted in transit Ensure the encryption method (e.g. SSL/TLS) is configured correctly and that certificate are valid Maintain a list of all certificates and ensure they are renewed before expiry Consider using Extended Validation (EV) digital certificates to provide a higher level of identity assurance to users Do not use SSL v2, and preferably enable TLS 1.2), disable weak ciphers (i.e.enable ciphers with 128 bi strength or greater) and avoid weak ciphers (e.g. RC4) or those that provide no encryption or no authentication i.e. null ciphers) Ensure the information cannot be accessed without encryption When web pages are sent over SSL/TLS, ensure every single component in the page (e.g. images, style sheets, scripts and third-party hosted content) is also sent over SSL/TLS Never send session identifiers (e.g. cookies identifying an authenticated user) over unencrypted connections Ensure SSL/TLS websites are only accessible by hostnames included in the certificate, and not by IP address) Consider making websites completely "SSL/TLS only Review transport encryption best practice periodically and update configurations as required

Privacy : Application Security and Privacy


Input: Processing data in inappropriate locations [Derived Security Controls]

Output: Identify and maintain an inventory of all locations where personal data is stored, processed and transmitted Do not allow unauthorised access (e.g. public access) to personal data Do not use production data in development and test systems Incorporate personal data access into systems design processes Use network segmentation to assist with limiting access to personal data (e.g. segregate non production systems, segregate teams or departments with access to sensitive personal data) Use redundancy/diversity to protect against accidental loss or destruction of, or damage to, personal data Create and maintain policies for the storage, processing and transmission of personal data Create, maintain and use procedures for transfers of personal data Do not place copies of personal data in unprotected locations Enforce appropriate access control in custom applications (e.g. websites) Provide training about the access, use and transfers of personal data Monitor transfers of personal data

Privacy : Application Security and Privacy


Input: Use of default credentials including passwords [Derived Security Controls]

Output: Change all default passwords across all system components Disable or remove guest and demonstration accounts Use strong passwords to replace default ones (see above) Avoid hard coding of access credentials (and never in software code), but use encryption if possible if necessary to store elsewhere (e.g. configuration files)

Privacy : Application Security and Privacy


Input: [Title] TransNet Today: Keeping faith with the voters while achieving the region’s transportation goals [Year Published] 2015 [Short Description]

Output: As SANDAG makes its plans to invest in the future of San Diego’s transportation system, it must redefine its vision for San Diego’s transportation system to align with California’s increasingly ambitious GHG reduction goals, and set regional goals for improving health, equity, and the economy.


Input: [Title] Why Creating and Preserving Affordable Homes Near Transit is a Highly Effective Climate Protection Strategy [Year Published] 2014 [Short Description]

Output: California is currently debating how to invest greenhouse gas (GHG) cap-and-trade auction proceeds so that they result in real, quantifiable and verifiable greenhouse gas reductions.


Input: [Title] Innovation Required: Moving More People with Less Traffic [Year Published] 2013 [Short Description]

Output: This report proposes that San Mateo County study Optimized HOT lanes as a strategy on Highway 101 that will make the best use of highway lanes, reduce traffic, and fund an expansion of public transit, vanpools, and other transit alternatives that are affordable and accessible to all. With state approval, an Optimized HOT lane network would not only address San Mateo County’s traffic problem, but also set an important model for the entire Bay Area to follow.


Input: [Title] Moving People, Not Just Cars [Year Published] 2013 [Short Description]

Output: Moving People, Not Just Cars is a detailed analysis of MTC’s propsed Express Lane Network and how it compares to practices in regions around the country, and shows how MTC can prioritize choice, equity, and innovation to move more people for less money, make connections sooner, and invest in public transit and other long-term solutions.


Input: [Title] Moving Ahead with High Speed Rail [Year Published] 2012 [Short Description]

Output: California has an opportunity to revolutionize its transportation system through high speed rail, but planning has been fraught with problems. TransForm's report analyzes the April 2012 Revised Business Plan for high speed rail, urges California to move ahead with the first construction segment and provides key recommendations to make sure we do it right. The consequences of not building high speed rail are real: Californians may ultimately spend significantly more money than high speed rail will cost in order to widen highways and expand airports – with negative environmental and health impacts.


Input: [Title] Creating Healthy Regional Transportation Plans [Year Published] 2012 [Short Description]

Output: Regional Transportation Plans are an incredible opportunity to shape transportation and the built environment. How can we make sure the billions of dollars of transportation funding in these plans create positive health outcomes? This guide is intended for public health professionals as well as local government officials, transportation planners and others who want to engage in developing plans that promote better health and increasing access to opportunities for disadvantaged communities.


Input: [Title] San Diego and SB 375: Lessons from California's first Sustainable Communities Strategy [Year Published] 2011 [Short Description]

Output: A comprehensive look at California's first Sustainable Communities Strategy (SCS), approved by the San Diego Association of Governments (SANDAG).


Input: [Title] Transportation Planning: An Overview for Public Health Advocates [Year Published] 2011 [Short Description]

Output: This fact sheet discusses the important link between transportation planning and health, describes the key players and processes of local and regional transportation planning, and suggests steps you can take to advocate effectively for healthier transportation policies.


Input: [Title] Merchant Perspectives on Bus Rapid Transit [Year Published] 2010 [Short Description]

Output: In the spring of 2010, TransForm surveyed 217 merchants along the Alum Rock corridor about the proposed BRT service. This report summarizes our findings.


Input: [Title] Oakland Airport Connector Options Analysis [Year Published] 2010 [Short Description]

Output: This report provides an updated and expanded analysis of options for the Oakland Airport Connector. The intent of this report is to inform current discussions on the Oakland Airport Connector through a valid comparison of the four key modal options.


Input: [Title] Windfall for All [Year Published] 2009 [Short Description]

Output: How Connected, Convenient Neighborhoods Can Protect Our Climate and Safeguard California's Economy


Input: [Title] Bringing Safe Routes to Scale [Year Published] 2008 [Short Description]

Output: This report estimates that investing in Safe Routes to Schools infrastructure, education, and encouragement projects region-wide would result in up to 110 million fewer miles traveled every year by Bay Area vehicles.


Input: [Title] Great Communities Toolkit [Year Published] 2008 [Short Description]

Output: This frequently-updated toolkit helps you to take on a step-by-step process for understanding development near transit and engaging the community. Includes great sample fact sheets, how to run a campaign, and more.


Input: [Title] Priorities for Access to Health [Year Published] 2006 [Short Description]

Output: Results of TransForm's pilot project in the Monument Corridor (Contra Costa County). It chronicles some remarkable successes and some areas where new funding sources are still needed.


Input: [Title] Safe Routes for the Mayfair Community [Year Published] 2005 [Short Description]

Output: This report lays out in great detail the specific projects that will increase bicycle and pedestrian safety in the Downtown/East Valley (DTEV) corridor, which runs along Alum Rock Avenue and Santa Clara Street between East and Downtown San Jose corridor, and the amenities and services that community members want at and near the stations.


Input: [Title] Access Now! [Year Published] 2004 [Short Description]

Output: Inadequate transportation is a major barrier to accessing jobs, education, child care, and health care. This comprehensive guide can help communities throughout the Bay Area to win safer streets and better transit.


Input: [Title] ¡Acceso Ahora! [Year Published] 2004 [Short Description]

Output: Spanish version of Access Now! guide.


Input: [Title] It Takes a Transit Village [Year Published] 2004 [Short Description]

Output: How better regional planning, and designing new development to truly support transit can save the Bay Area billions of dollars and ease the housing shortage.


Input: [Title] Cutting Transit, Terminating the Economy [Year Published] 2004 [Short Description]

Output: This report quantified the economic and social impacts of Governor Schwarzenegger's proposed 2004 transit cuts. Contains a useful methodology for future funding battles.


Input: [Title] Cleaning the Air, Growing Smarter [Year Published] 2003 [Short Description]

Output: Contra Costa County residents are being exposed to a dangerous - and growing - air pollution threat: particulate matter. This report describes how the only way to reduce reentrained road dust is to reduce driving.


Input: [Title] Can't Get There From Here [Year Published] 2003 [Short Description]

Output: Report about how California's transportation system is failing children and youth, and what we can do about it.


Input: [Title] Best and Worst Developments of the Bay Area [Year Published] 2003 [Short Description]

Output: Nine counties and eighteen projects help demonstrate what makes smart growth smart.


Input: [Title] Revolutionizing Bay Area Transit...on a Budget [Year Published] 2002 [Short Description]

Output: Outlines a Bus Rapid Transit network that will provide the fastest, lowest-cost way to dramatically improve the speed and quality of public transit in the Bay Area.


Input: [Title] Housing Shortage/Parking Surplus [Year Published] 2002 [Short Description]

Output: Lays out Silicon Valley's opportunity to address housing needs and transportation problems with innovative parking policies.


Input: [Title] Roadblocks to Health [Year Published] 2002 [Short Description]

Output: An analysis of transportation barriers faced by low-income communities in accessing health services and healthy activities in Alameda, Contra Costa and Santa Clara counties. With recommendations.


Input: [Title] Overextended [Year Published] 2001 [Short Description]

Output: The Metropolitan Transportation Commission has announced that a "Regional Transit Expansion Policy" (RTEP) for the Bay Area will be developed by August 2001. BART to San Jose is being touted as a likely priority project with a price tag of $3.8 billion.


Input: [Title] World Class Transit for the Bay Area [Year Published] 2000 [Short Description]

Output: TransForm's seminal report.


Input: [Title] Warning Signs [Year Published] 1999 [Short Description]

Output: Laid out TransForm's campaign for a Regional Smart Growth Vision, and the Regional Coalition's original platform of recommendations.


Input: [Title] Getting On the Right Track [Year Published] 1998 [Short Description]

Output: An old but useful report that dispels myths about transportation, with a very readable Question and Answer section in the first chapter.


Input: [Title] Downward Mobility [Year Published] 1998 [Short Description]

Output: Describes how intensive suburban Bay Area job growth will exacerbate congestion and reduce job accessibility.


Input: [Description] ActiveJquery breaks your GUI into a javascript REST Client, and a Rails based REST JSON Server. This reduces the overhead of our web app, and gives you better expandability, and better response time [Feature]

Output: REST


Input: [Description] Tired of repeating yourself, dont. ActiveJquery will find your Field Name, and configure the Grid for you. [Feature]

Output: DRY


Input: [Description] You can configure grids in countless ways, allowing you easy control over what you want to see. [Feature]

Output: Customizable


Input: [Description] Need a butch of grids on one page? Not a problem. You can have any number of grids in one page. Each is named automatically for you. [Feature]

Output: MultiGrid


Input: [Description] You Rails Associations are used to generate sub-grids or master-detail views of your data. [Feature]

Output: Master/Detail


Input: [Description] ActiveJquery uses Jquery UI themes, so you can easily customize the look and color scheme of the grid [Feature]

Output: Theming


Input: [Description] Want to have a easy to use menu system. ActiveJquery supports JqueryUI tabs, so you can do complex, but easy to use apps. [Feature]

Output: Menu's/Tabs


Input: [Description] By default data is read a screenful at a time, using the grid pager. This reduces the need to read large amounts of a big table. Also makes loading multiple grids very fast. [Feature]

Output: Dynamic Data


Input: [Description] ActiveJavascript can embed the table data directly in the javascript. This is great for tables that 1000 rows or less, and are read-only. [Feature]

Output: Static Data


Input: [Carpet Type] Level Loop [Use] Great for high-traffic areas such as hallways, stairs, kitchens, family rooms, and kids' rooms. [Description]

Output: A simple loop pile with tufts of equal height.

Carpet Types Styles and Uses: loop random sheer plush saxony frieze


Input: [Carpet Type] Multilevel Loop [Use] Good for busy rooms. The sculpted surface gives it a more formal look than level loops. Flecked styles help hide dirt. [Description]

Output: A loop pile with several levels of tufts forming a sculptured surface. Berbers made from wool or synthetic yarn are a type of multilevel loop.

Carpet Types Styles and Uses: loop random sheer plush saxony frieze


Input: [Carpet Type] Random Shear [Use] Can be either formal or informal. Not for kitchens. [Description]

Output: Also called tip shear. Features cut and uncut loops, creating a textured look.

Carpet Types Styles and Uses: loop random sheer plush saxony frieze


Input: [Carpet Type] Cut Loop [Use] The sculptured look suits informal dining or living rooms. [Description]

Output: Similar to random shear, except the cut and uncut loops are at varying heights.

Carpet Types Styles and Uses: loop random sheer plush saxony frieze


Input: [Carpet Type] Saxony Plush [Use] Smooth and luxurious. Perfect for formal settings such as living rooms, dining rooms, and bedrooms. [Description]

Output: Dense, level-cut pile of one-half inch or less; closely packed yarn tufts.

Carpet Types Styles and Uses: loop random sheer plush saxony frieze


Input: [Carpet Type] Textured Plush [Use] Not a good choice for stairs -- a heel may catch in the long yarn. Use in any informal setting except the kitchen. [Description]

Output: Level-cut pile with heights of more than one-half inch. Not as dense as saxony plush. (Remember shag carpeting?)

Carpet Types Styles and Uses: loop random sheer plush saxony frieze


Input: [Carpet Type] Frieze [Use] Great for hallways, stairs, kids' rooms, and any informal setting. [Description]

Output: Also called twist or trackless. Features curled or twisted tufts, with a texture that truly masks footprints.

Carpet Types Styles and Uses: loop random sheer plush saxony frieze


Input: [0] Aggiba, the Malevolent Sh'nn S'yo [Limitation Text] This card cannot be used in a Duel. [Card type] Effect Monster [Attribute] LIGHT [Level] 10 [ATK] 3,000 [DEF] 3,000 [Type]

Output: Fiend

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Armament of the Lethal Lords [Limitation Text] This card cannot be used in a Duel. [Card type] Effect Monster [Attribute] DARK [Level] 8 [ATK] 2,500 [DEF] 2,500 [Type]

Output: Warrior

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Chimaera, the Master of Beasts [Limitation Text] This card cannot be used in a Duel. [Card type] Effect Monster [Attribute] LIGHT [Level] 9 [ATK] 3,000 [DEF] 3,000 [Type]

Output: Beast

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Emperor of Lightning [Limitation Text] This card cannot be used in a Duel. [Card type] Effect Monster [Attribute] LIGHT [Level] 8 [ATK] 2,600 [DEF] 2,600 [Type]

Output: Thunder

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] E☆HERO Pit Boss [Limitation Text] This card cannot be used in a Duel. [Card type] Xyz Monster [Attribute] LIGHT [ATK] 2,600 [DEF] 2,000 [Type]

Output: Spellcaster

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Grandopolis, The Eternal Golden City [Limitation Text] This card cannot be used in a Duel. [Card type] Xyz Monster [Attribute] LIGHT [ATK] 2,800 [DEF] 3,500 [Type]

Output: Machine

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Grizzly, the Red Star Beast [Limitation Text] This card cannot be used in a Duel. [Card type] Synchro Monster [Attribute] EARTH [Level] 8 [ATK] 2,700 [DEF] 2,300 [Type]

Output: Beast

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] King Landia the Goldfang [Limitation Text] This card cannot be used in a Duel. [Card type] Xyz Monster [Attribute] LIGHT [ATK] 3,000 [DEF] 2,500 [Type]

Output: Beast-Warrior

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] King of Destruction - Xexex [Limitation Text] This card cannot be used in a Duel. [Card type] Effect Monster [Attribute] DARK [Level] 10 [ATK] 3,000 [DEF] 2,500 [Type]

Output: Fiend

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Legendary Magician of Dark [Limitation Text] This card cannot be used in a Duel. [Card type] Xyz Monster [Attribute] DARK [ATK] 2,500 [DEF] 2,100 [Type]

Output: Spellcaster

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Leonardo's Silver Skyship [Limitation Text] This card cannot be used in a Duel. [Card type] Pendulum Monster [Attribute] WIND [Level] 7 [ATK] 0 [DEF] 3,000 [Type]

Output: Machine

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Lorelei, the Symphonic Arsenal [Limitation Text] This card cannot be used in a Duel. [Card type] Effect Monster [Attribute] LIGHT [Level] 8 [ATK] 2,400 [DEF] 2,000 [Type]

Output: Machine

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Meteo the Matchless [Limitation Text] This card cannot be used in a Duel. [Card type] Effect Monster [Attribute] DARK [Level] 8 [ATK] 2,400 [DEF] 2,000 [Type]

Output: Beast-Warrior

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Obelisk the Tormentor (original) [Limitation Text] This card cannot be used in a Duel. [Card type] Egyptian God [Attribute] DIVINE [Level] 10 [ATK] 4,000 [DEF] 4,000 [Type]

Output: Divine-Beast

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Queen Nereia the Silvercrown [Limitation Text] This card cannot be used in a Duel. [Card type] Xyz Monster [Attribute] LIGHT [ATK] 2,500 [DEF] 2,400 [Type]

Output: Plant

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Queen of Fate - Eternia [Limitation Text] This card cannot be used in a Duel. [Card type] Effect Monster [Attribute] LIGHT [Level] 8 [ATK] 2,400 [DEF] 2,000 [Type]

Output: Fairy

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Skuna, the Leonine Rakan [Limitation Text] This card cannot be used in a Duel. [Card type] Effect Monster [Attribute] DARK [Level] 8 [ATK] 2,600 [DEF] 2,000 [Type]

Output: Beast-Warrior

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Slifer the Sky Dragon (original) [Limitation Text] This card cannot be used in a Duel. [Card type] Egyptian God [Attribute] DIVINE [Level] 10 [?ATK] X000 [?DEF] X000 [Type]

Output: Divine-Beast

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Stardust Divinity [Limitation Text] This card cannot be used in a Duel. [Card type] Synchro Monster [Attribute] LIGHT [Level] 10 [ATK] 3,000 [DEF] 3,000 [Type]

Output: Fairy

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Testament of the Arcane Lords [Limitation Text] This card cannot be used in a Duel. [Card type] Effect Monster [Attribute] LIGHT [Level] 10 [ATK] 3,000 [DEF] 3,000 [Type]

Output: Spellcaster

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] The Twin Kings, Founders of the Empire [Limitation Text] This card cannot be used in a Duel. [Card type] Pendulum Monster [Attribute] LIGHT [Level] 8 [ATK] 3,000 [DEF] 2,200 [Type]

Output: Beast

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Tyr, the Vanquishing Warlord [Limitation Text] This card cannot be used in a Duel. [Card type] Effect Monster [Attribute] LIGHT [Level] 10 [ATK] 3,000 [DEF] 3,000 [Type]

Output: Fairy

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] Ulevo [Limitation Text] This card cannot be used in a Duel. [Card type] Effect Monster [Attribute] EARTH [Level] 10 [ATK] 3,000 [DEF] 2,500 [Type]

Output: Winged Beast

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [0] The Winged Dragon of Ra (original) [Limitation Text] This card cannot be used in a Duel. [Card type] Egyptian God [Attribute] DIVINE [Level] 10 [?ATK] ???? [?DEF] ???? [Type]

Output: Divine-Beast

Illegal - Yu-Gi-Oh! - It's time to Duel!


Input: [Num Bits] 1 [Benefits] Bucket points to subtable, not an actual entry. [Name]

Output: Subtable Bit

Back To Cacheline Tree Hash Tables - Rusty Russell's Coding Blog


Input: [Num Bits] Any [Benefits] Avoids lookups on hash collisions: each bit halves number of lookups. May avoid hash recalculation when pushing entries down into subtable. [Name]

Output: Extra Hash Bits

Back To Cacheline Tree Hash Tables - Rusty Russell's Coding Blog


Input: [Num Bits] 1 [Benefits] Indicates fewer/no Extra Hash Bits are valid. Otherwise we always need to rehash when we push entries down a sublevel, to fill in the Extra Hash bits. This way it can be done as required. [Name]

Output: Hash Truncated Bit

Back To Cacheline Tree Hash Tables - Rusty Russell's Coding Blog


Input: [Num Bits] log2(groupsize) [Benefits] Avoid rehashing on expanding a bucket to a subtable, for entries not going down to that subtable. Helps searching on collisions. [Name]

Output: Home Bucket

Back To Cacheline Tree Hash Tables - Rusty Russell's Coding Blog


Input: [Num Bits] 1 [Benefits] Alternative to above: avoids rehashing about 50% of buckets, and helps searching on collisions. [Name]

Output: In Home Bucket

Back To Cacheline Tree Hash Tables - Rusty Russell's Coding Blog


Input: [Num Bits] log2(groupsize) [Benefits] Indicate which subtable we belong to in a shared subtable. With one of the two above, avoids rehashing when splitting shared subtable. Helps searching to a lesser extent (only on shared subtable). [Name]

Output: Shared Bucket

Back To Cacheline Tree Hash Tables - Rusty Russell's Coding Blog


Input: [Num Bits] 1 [Benefits] Avoids reshuffle on delete, but may slow lookups a little. [Name]

Output: Deleted Bit

Back To Cacheline Tree Hash Tables - Rusty Russell's Coding Blog


Input: [Num Bits] 1 [Benefits] Indicates we should keep searching. Speeds lookups. [Name]

Output: Collision Bit

Back To Cacheline Tree Hash Tables - Rusty Russell's Coding Blog


Input: [Versions] White, Black [Flavor Text]

Output: The eggs it lays are filled with happiness. Eating even one bite will bring a smile to anyone.

#242 - Blissey || PokeDS - Pokemon Fansite Redefined


Input: [Versions] SoulSilver [Flavor Text]

Output: It has a very compassionate nature. If it sees a sick Pokémon, it will nurse the sufferer back to health.

#242 - Blissey || PokeDS - Pokemon Fansite Redefined


Input: [Versions] HeartGold [Flavor Text]

Output: Anyone who takes even one taste of BLISSEY’s egg becomes unfailingly caring and pleasant to everyone.

#242 - Blissey || PokeDS - Pokemon Fansite Redefined


Input: [Versions] Platinum [Flavor Text]

Output: The eggs it lays are filled with happiness. Eating even one bite will bring a smile to anyone.

#242 - Blissey || PokeDS - Pokemon Fansite Redefined


Input: [Versions] Pearl [Flavor Text]

Output: It is a Pokémon that delivers happiness. Eating its egg is said to make one kind to everyone.

#242 - Blissey || PokeDS - Pokemon Fansite Redefined


Input: [Versions] Diamond [Flavor Text]

Output: This kindhearted Pokémon nurses sick Pokémon to health. It senses feelings of sadness.

#242 - Blissey || PokeDS - Pokemon Fansite Redefined


Input: [13 FUNCTIONING AREAS] 1. Safety to prevent and reduce injuries 2. Good health and nutrition provide an environment that contributes to the prevention of illness 3. Use space, relationships, materials, and routines as resources for constructing an interesting, secure, and enjoyable environment that encourages play, exploration and learning. [6 GOALS]

Output: Goal 1 To establish and maintain a safe, healthy learning environment

CDA Competency Goals & Functional Areas


Input: [13 FUNCTIONING AREAS] 4. Provide a variety of equipment, activities, and opportunities to promote the physical development of children. 5. Provide activities and opportunities that encourage curiosity, exploration, and problem solving appropriate to the developmental levels and learning styles of children. 6. Actively communicate with children and provide opportunities and support for children to understand, acquire, and use verbal and nonverbal means of communicating thoughts and feelings. 7. Provide opportunities that stimulate children to play with sound, rhythm, language, materials, space and ideas in individual ways, and to express their creative abilities. [6 GOALS]

Output: Goal 2 To advance physical and intellectual competence

CDA Competency Goals & Functional Areas


Input: [13 FUNCTIONING AREAS] 8. Provide physical and emotional security for each child and help each child to know, accept and take pride in himself or herself and to develop a sense of independence. 9. Help each child feel accepted in the group, help children learn to communicate and get along with others, and encourage feelings of empathy and mutual respect among children and adults. 10. Provide a supportive environment in which children can begin to learn and practice appropriate and acceptable behaviors as individuals and as a group. [6 GOALS]

Output: Goal 3 To support social and emotional development and to provide positive guidance

CDA Competency Goals & Functional Areas


Input: [13 FUNCTIONING AREAS] 11.Maintain an open, friendly, and cooperative relationship with each child’s family, encourage their involvement in the program, and support the child’s relationship with his or her family. [6 GOALS]

Output: Goal 4 To establish positive and productive relationships with families

CDA Competency Goals & Functional Areas


Input: [13 FUNCTIONING AREAS] 12. Competent organizer, planner, record keeper, communicator, a cooperative co-worker, and use all available resources to ensure an effective operation. [6 GOALS]

Output: Goal 5 To ensure a well-run, purposeful program responsive to participant needs

CDA Competency Goals & Functional Areas


Input: [13 FUNCTIONING AREAS] 13. Make decisions based on knowledge of early childhood theories and practices, promote quality in child care services, and take advantage of opportunities to improve competence, both for personal and professional growth and for the benefit of children and families. [6 GOALS]

Output: Goal 6 To maintain a commitment to professionalism

CDA Competency Goals & Functional Areas


Input: [Activity] Operating Room Preparation and Set-up [Additional Procedures]

Output: Where possible, schedule patients to allow for appropriate preparation and cleaning following the procedure. Where possible, remove unnecessary equipment and supplies from the operating suite. Where appropriate and it will not present a fire hazard, cover equipment not exposed to higher-infectivity tissue with plastic to protect from splash. Incinerate after use.

Department of Health | Infection Control Guidelines


Input: [Activity] Personal Protective Equipment [Additional Procedures]

Output: Wear fluid repellent single use PPE including gloves, gowns and full face shields. Incinerate after use.

Department of Health | Infection Control Guidelines


Input: [Activity] Anaesthetic Equipment [Additional Procedures]

Output: Routine management and reprocessing.

Department of Health | Infection Control Guidelines


Input: [Activity] Surgical Drapes [Additional Procedures]

Output: All drapes should be single use and incinerated after use.

Department of Health | Infection Control Guidelines


Input: [Activity] Tracking of Instruments [Additional Procedures]

Output: HCFs performing procedures exposing higher-infectivity tissue and companies providing loan equipment should have systems in place to track individual reusable items to the level of the individual patient to minimise the number of patients implicated in a look-back.

Department of Health | Infection Control Guidelines


Input: [Activity] Instrument Use [Additional Procedures]

Output: Use single-use instruments wherever possible and incinerate OR Reusable instruments should be kept for exclusive use on individual patient. Reprocess separately and quarantine instruments pending determination of risk status. If determined high-or-low: incinerate or keep for the exclusive use of the patient and incinerate on completion of therapy OR place back in circulation if risk found to be background only.

Department of Health | Infection Control Guidelines


Input: [Activity] Intra-operative Handling of Instruments [Additional Procedures]

Output: Where possible, separate instruments used on higher-infectivity tissue from other instruments to reduce risk of contamination. Where possible, to prevent tissue residues drying on instruments during surgery, regularly wipe instruments with a moistened radio-opaque pack or keep in a tray/kidney dish covered with a moistened radio-opaque pack.

Department of Health | Infection Control Guidelines


Input: [Activity] Reprocessing Instruments (For quarantine or exclusive patient use) [Additional Procedures]

Output: To prevent drying prior to reprocessing immerse instruments contaminated with higher-infectivity tissue in sterile water in a dedicated container after surgery. Reprocess separately. Do not mix with any other instruments or equipment at any stage. Instruments should not be exposed to chemical disinfectants prior to initial cleaning. Steam sterilise at 134oC for 3 minutes. Any item identified as difficult to clean should be destroyed or advice sought from the National CJD Incident Panel.

Department of Health | Infection Control Guidelines


Input: [Activity] Quarantine Process [Additional Procedures]

Output: Ensure instruments are separated, reprocessed, contained, labelled and stored in a secure environment pending incineration or return to circulation once risk status determined. Any quarantine system should minimise the risk of accidental re-introduction of potentially infected equipment.

Department of Health | Infection Control Guidelines


Input: [Activity] Collection of Specimens [Additional Procedures]

Output: Standard specimen collection, handling and transportation. The specimens should be clearly labelled including a CJD risk alert to laboratory HCWs.

Department of Health | Infection Control Guidelines


Input: [Activity] Environmental Cleaning [Additional Procedures]

Output: Routine containment and cleaning procedures apply unless major contamination with higher-infectivity tissue has occurred. Spill-Kits containing either 1M sodium hydroxide (NaOH) or 20,000ppm (free chlorine) sodium hypochlorite should be available in areas of increased risk such as neurosurgery operating rooms, mortuaries and laboratories. Occupational health and safety recommendations and material safety data sheets (MSDS) must be available. Expose area with freshly prepared solution for 1 hour and then rinse with water. Surfaces that cannot tolerate NaOH or sodium hypochlorite should be cleaned using anionic detergent.

Department of Health | Infection Control Guidelines


Input: [Activity] Waste Disposal [Additional Procedures]

Output: All items including spent specimens / operative tissue / fluids involved in the case to be disposed of in clinical waste for incineration. Sharps should be disposed of in single-use sharps containers that meet AS 4939.

Department of Health | Infection Control Guidelines


Input: [Activity] Endoscopes [Additional Procedures]

Output: Any endoscope+ used in a procedure in a high-or-low risk patient where higher-infectivity tissue has been exposed (e.g. ventriculoscope) should be destroyed by incineration or kept exclusively for that patient. In all other situations, endoscopes may be reprocessed using routine processes + Normal nasal endoscope procedures do not reach the olfactory epithelium

Department of Health | Infection Control Guidelines


Input: [DESCRIPTION] The document is active and currently up-to-date. [Status]

Output: Active


Input: [DESCRIPTION] The document is preliminary and not ready for distribution. [Status]

Output: Draft


Input: [DESCRIPTION] The document is in the Frequently Asked Questions format. [Status]

Output: FAQ


Input: [DESCRIPTION] The document is a procedure or policy document. [Status]

Output: Procedure/Policy


Input: [DESCRIPTION] The document is in review and not approved for distribution. [Status]

Output: Under Review


Input: [DESCRIPTION] The document is in on hold for some reason. [Status]

Output: Pending


Input: [DESCRIPTION] The document is no longer relevant. [Status]

Output: Expired


Input: [name] build/ [description]

Output: directory created by the build process (generated)

Developer Guide — SfePy 2015.2 documentation

Top directory structure.


Input: [name] doc/ [description]

Output: source files of this documentation

Developer Guide — SfePy 2015.2 documentation

Top directory structure.


Input: [name] examples/ [description]

Output: example problem description files

Developer Guide — SfePy 2015.2 documentation

Top directory structure.


Input: [name] meshes/ [description]

Output: finite element mesh files in various formats shared by the examples

Developer Guide — SfePy 2015.2 documentation

Top directory structure.


Input: [name] output/ [description]

Output: default output directory for storing results of the examples

Developer Guide — SfePy 2015.2 documentation

Top directory structure.


Input: [name] output-tests/ [description]

Output: output directory for tests

Developer Guide — SfePy 2015.2 documentation

Top directory structure.


Input: [name] script/ [description]

Output: various small scripts (simple mesh generators, mesh format convertors etc.)

Developer Guide — SfePy 2015.2 documentation

Top directory structure.


Input: [name] sfepy/ [description]

Output: the source code

Developer Guide — SfePy 2015.2 documentation

Top directory structure.


Input: [name] tests/ [description]

Output: the tests run by run_tests.py

Developer Guide — SfePy 2015.2 documentation

Top directory structure.


Input: [name] tmp/ [description]

Output: directory for temporary files (generated)

Developer Guide — SfePy 2015.2 documentation

Top directory structure.


Input: [Date] Violesh the 1st [Notes] New years celebration [Event]

Output: One Moon Night

Time | Age of the Dragons | Obsidian Portal


Input: [Date] Dasera the 15th [Notes] Honors nature. It is honored with planting trees and making offerings to the Primal Spirits [Event]

Output: Greenday

Time | Age of the Dragons | Obsidian Portal


Input: [Date] Bisanta the 1st [Notes] Celebrates the birth of children and the growth of population. Celebrated with gifts and a parade [Event]

Output: Children’s Day

Time | Age of the Dragons | Obsidian Portal


Input: [Date] Corospyr the 21st [Notes] Highmere, celebrates independence. It is marked with drinking, feasting, and dancing. [Event]

Output: Freedom Day

Time | Age of the Dragons | Obsidian Portal


Input: [Date] Corospyr the 34th [Notes] Honors parents. It is marked with singing, playing games, and gift-giving. [Event]

Output: Elderfest

Time | Age of the Dragons | Obsidian Portal


Input: [Date] Tiodra the 11th [Notes] Celebrates romance. It is marked with playing games, an item hunt, and a candle ceremony. [Event]

Output: Nymph’s Kiss

Time | Age of the Dragons | Obsidian Portal


Input: [Date] Tiodra the 25th [Notes] Celebrates the harvest. It is marked with drinking and games. [Event]

Output: Harvest Festival

Time | Age of the Dragons | Obsidian Portal


Input: [Date] Rasag, final Ten-day [Notes] Honors the dead. It is marked with a parade, a special meal, and dressing in costume. [Event]

Output: March of Heroes

Time | Age of the Dragons | Obsidian Portal


Input: [Title] Civic Intelligence Douglas Schuler [Pattern Text]

Output: Civic Intelligence describes how well groups of people address civic ends through civic means. It asks the critical question: Is society smart enough to meet the challenges it faces? Civic intelligence requires learning and teaching. It also requires meta-cognition — thinking about and actually improving how we think and work together.


Input: [Title] The Commons David Bollier [Pattern Text]

Output: The human genome, seeds, and groundwater should belong to everybody —not corporations. The public library, community garden, farmer's market, and land trust are familiar and highly effective local Commons. The emerging commons sector provides benefits that corporations can’t provide such as healthy ecosystems, economic security, stronger communities and a participatory culture.


Input: [Title] The Good Life Gary Chapman [Pattern Text]

Output: People who hope for a better world feel the need for a shared vision of The Good Life. The environmental crises of the planet require a broad vision of a good life that harmonizes human aspirations and natural limits. A framework for the modern good life should be based on some form of humanism with room for a spiritual dimension that does not seek domination.


Input: [Title] Social Dominance Attenuation Douglas Schuler [Pattern Text]

Output: Social dominance is at the heart of many of humankind's most shameful enterprises. It is sustained through ideology, economics, policy, education, the media, social perception and interactions, culture, and technology. Understanding how social dominance is maintained can provide important clues as to how it can be countered.


Input: [Title] Health as a Universal Right Douglas Schuler [Pattern Text]

Output: The worldwide health care crisis is profound. Each day 9,000 people die from AIDS and 11,000 children die from malnutrition. We need to redirect our resources from activities that exacerbate the crisis to ones that overcome it. Ideologies, ingrained habits, and pursuit of short-term "self-interest" work against the establishment of Health as a Universal Right.


Input: [Title] Global Citizenship Douglas Schuler [Pattern Text]

Output: Citizenship is the formal relationship between a person and a country and often is described in terms of rights and responsibilities. The idea has shifted over time, from Greek city-state to modern nation-state. Citizenship often determines access to health care, education, and other rights that arguably should be universal. The journey towards global citizenship will be incremental, perennial, lurching, and will be met by setbacks as well as successes.


Input: [Title] Political Settings Jonathan Barker [Pattern Text]

Output: Political action venues are changing with the proliferation of new kinds of nongovernmental organizations, the broadening reach of the Internet, and the actions of governments. Political Settings are the basic units of collective political action.The idea of political settings opens the door to exploration of evolving civic intelligence exemplified by political actions from below.


Input: [Title] Social Responsibility Stewart Dutfield [Pattern Text]

Output: Having social benefits as part of an organization's mission, does not guarantee positive achievements. Any organization with a shared vision of Social Responsibility needs to deliver what it promises. Activism on behalf of principles other than self-interest or convenience is necessary to remind organizations of their Social Responsibility, and to prevent other organizations from losing touch with theirs.


Input: [Title] Matrifocal Orientation Lori Blewett [Pattern Text]

Output: Because almost all societies are male centered, women’s needs, interests, ideas, and perspectives are often ignored or trivialized. Matrifocal communities are organized around values traditionally seen as “feminine” such as peace, nurturance, cooperation, and care for others. A Matrifocal Orientation that gives voice to women’s perspectives would help promote a just and peaceful world for all. Women’s interests are not special interests, but human interests.


Input: [Title] Collective Decision-Making Valerie Brown [Pattern Text]

Output: Divided decision making can disrupt personal relationships, fragment communities, and compartmentalize organizations. Resolving serious issues in communities for the long term, requires the collective voices of individuals, experts, organizations and creative thinkers. To work together constructively, people from diverse knowledge cultures need to accept the legitimacy of people from others.


Input: [Title] Memory and Responsibility Douglas Schuler [Pattern Text]

Output: Although the evils of the past continue to haunt us in the present, society is often unable or unwilling to deal with historical injustice. The function of Memory and Responsibility is to promote healing, to study history to avoid future problems. The intent is not to blame or punish but to encourage people to reason together and strive for reconciliation.


Input: [Title] Working Class Consciousness Steve Zeltzer [Pattern Text]

Output: Global consciousness, solidarity, and collaboration among working people around the world are critical for addressing the challenges that the working class faces. One important tool in addition to collective action is the use of film, art, and media technology. The training of workers for this work requires an international campaign in collaboration with labor at all levels. The need to defend communication rights and protections is fundamental, as is education and direct action.


Input: [Title] Back to the Roots Douglas Schuler [Pattern Text]

Output: Humankind has altered the world socially and materially incredibly over the years. This has created a chasm between our present status and our "roots" which are closer to nature and closer to the source and sustenance of our lives. Going Back to the Roots is not intended to be a nostalgic trip: discovering, cultivating and building on our “radical center” can be a wellspring for creative preparations for the future.


Input: [Title] Demystification and Reenchantment Kenneth Gillgren [Pattern Text]

Output: Our political, economic, and technological systems have become mysterious while the real mysteries no longer carry deep meaning and connection with people and the natural world. Demystification and Reenchantment are needed to convey a perspective that invites, encourages, and supports liberated engagement in the human enterprise.


Input: [Title] Translation Douglas Schuler [Pattern Text]

Output: People who speak different languages cannot understand each other without benefit of Translation. And sometimes people think they're speaking the same language when they're not. Translation takes place when any two worlds of discourse are bridged. Think about the critical role of Translation and, if possible, become a translator or — when the need arises — a person who can help bridge a gap of understanding.


Input: [Title] Linguistic Diversity Douglas Schuler [Pattern Text]

Output: Over the last century, many of the world's languages have disappeared. When a language is lost, part of the world's knowledge and culture is lost. Losing our Linguistic Diversity diminishes our ability to perceive and think about the world in a multi-faceted and rich way. Due to their knowledge and expertise, linguists are at the forefront of the struggle for Linguistic Diversity. All of us, however, have important roles in preserving and enhancing Linguistic Diversity.


Input: [Title] Education and Values John Thomas [Pattern Text]

Output: Even when not pursued deliberately, education promotes and replicates values. Yet, the propagation of values is typically not designed with the appropriateness of these values for the future in mind. Educational institutions, teachers, parents, concerned citizens and students themselves must work to uncover and understand the values that are being taught and to design the entire educational experience to foster values that help build a sustainable and healthy future.


Input: [Title] Dematerialization Burl Humana [Pattern Text]

Output: The production and consumption of products is destructive to the environment and contributes to poverty and hunger. Dematerialization means using fewer natural resources, using more recycled resources, and extending the life of products. The growing role of knowledge, information, and culture should make it possible to displace materials and energy more intelligently and ingeniously, thus allowing us to satisfy basic human needs with fewer resources.


Input: [Title] Transforming Institutions Brian Beaton [Pattern Text]

Output: Social institutions often deliver services from their operational center out to people in distant regions. In some cases these institutions protect and maintain their existence without regard for those they were intended to serve. This results in exploitation and destruction of the environment and communities. Institutions should develop new sustainable relationships; establish transformative change; and create flexible management models.


Input: [Title] Teaching to Transgress John Thomas [Pattern Text]

Output: Students identify with good teachers and value their knowledge highly. This might mean, however, that students might be reluctant to “go against” the teaching of their mentor/hero/professor. Teaching to Transgress actively questions and tests society's “received wisdom.” Teaching to Transgress helps instill the idea that societies must change and that we all have responsibility for promoting that change.


Input: [Semester] Fall [Timeline] If balance is over $300 as of 4:15 p.m. on end of last business day before classes begin [Charge/Consequence]

Output: Class registration cancelled

Statement of Financial Obligation » Tuition and Fees


Input: [Timeline] If balance is over $300 as of 4:15 p.m. of the 14th class day [Charge/Consequence]

Output: Class registration cancelled

Statement of Financial Obligation » Tuition and Fees


Input: [Timeline] If total balance is not paid by October 1 [Charge/Consequence]

Output: Subject to loss of campus privileges, removal from campus housing and denied meal ticket access

Statement of Financial Obligation » Tuition and Fees


Input: [Timeline] If balance is over $200 at the time to register for next semester or term [Charge/Consequence]

Output: Prohibited from registering for classes

Statement of Financial Obligation » Tuition and Fees


Input: [Semester] Spring [Timeline] If balance is over $300 as of 4:15 p.m. on end of last business day before classes begin [Charge/Consequence]

Output: Class registration cancelled

Statement of Financial Obligation » Tuition and Fees


Input: [Timeline] If balance is not paid by March 1 [Charge/Consequence]

Output: Subject to loss of campus privileges, removal from campus housing and denied meal ticket access

Statement of Financial Obligation » Tuition and Fees


Input: [Semester] Summer (same timeline and charges apply to Full, Mini A and Mini B Sessions [Timeline] If balance is over $300 as of 15 minutes before close of business on the 7th class day [Charge/Consequence]

Output: Class registration cancelled

Statement of Financial Obligation » Tuition and Fees


Input: [Timeline] If total balance is not paid by June 25 [Charge/Consequence]

Output: Subject to the loss of campus privileges, removal from campus housing and denied meal ticket access

Statement of Financial Obligation » Tuition and Fees


Input: [Timeline] If balance is over $200 at the time to register for next semester [Charge/Consequence]

Output: Prohibited from registering for classes

Statement of Financial Obligation » Tuition and Fees


Input: [Game name / screen] Color Bar Generator title screen [Notes]

Output: Color phase calibration - the top and bottom of the greenish border should match


Input: [Game name / screen] Color Bar Generator color bars [Notes]

Output: The best reference for checking colors between the different mods


Input: [Game name / screen] Color Bar Generator grayscale [Notes]

Output: The best reference for checking luma differences


Input: [Game name / screen] Color Bar Generator crosshatch [Notes]

Output: Picture geometry and convergence


Input: [Game name / screen] Pitfall II Starting screen [Notes]

Output: Dot crawl on Activision logo and sunset, red cross bleeding into ground, ghosting along tree trunks


Input: [Game name / screen] Pitfall II Frog [Notes]

Output: Subtle differences in the various greens, dot crawl along frog's back


Input: [Game name / screen] Pitfall II In the water [Notes]

Output: Player sprite against intense blue water, dot crawl on scorpion


Input: [Game name / screen] Midnight Magic demo mode 1x table [Notes]

Output: Color bleeding in the three large bumpers, thin vertical lines and fine details


Input: [Game name / screen] Midnight Magic demo mode 2x table [Notes]

Output: Some ghosting along vertical blue lines


Input: [Game name / screen] Midnight Magic demo mode 3x table [Notes]

Output: Same as above, but with green table


Input: [Game name / screen] Tapper "Soda Bandit" Bonus Round [Notes]

Output: Fine detail in bartender, Mountain Dew sign varies in legibility


Input: [Game name / screen] GI Joe level 1 [Notes]

Output: Thin lines in background prone to dot crawl, fine detail, plus the Cobra looks really cool!


Input: [UK Usage] person of Indian, Pakistani, Bangladeshi origin [USA Usage] person of Japanese, Vietnamese, Korean, Philippino origin [Word]

Output: Asian

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] a donkey [USA Usage] human posterior [Word]

Output: ass

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] a room containing a bath or shower [USA Usage] a room containing a toilet [Word]

Output: bathroom

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] amount to pay for a service [USA Usage] a piece of paper currency [Word]

Output: bill

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] success [USA Usage] disaster [Word]

Output: bomb

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] sticky cake [USA Usage] human posterior [Word]

Output: buns

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] human posterior [USA Usage] unemployed, down-and-out [Word]

Output: bum

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] Person from the Caucus republics: Georgia, Armenia, Azerbaijan [USA Usage] white person [Word]

Output: Caucasian

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] What Americans call "French fries" [USA Usage] What the British call "crisps" [Word]

Output: chips

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] cigarette [USA Usage] male homosexual [Word]

Output: fag

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] external female sex organs [USA Usage] human posterior [Word]

Output: fanny

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] soccer [USA Usage] gridiron [Word]

Output: football

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] picnic basket full of food [USA Usage] basket for dirty clothes [Word]

Output: hamper

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] pleasant [USA Usage] ugly [Word]

Output: homely

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] person from the Indian sub-continent [USA Usage] indigenous American [Word]

Output: Indian

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] gelatinous dessert [USA Usage] fruit preserve [Word]

Output: jelly

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] worn under trousers or dress by women [USA Usage] trousers that end between the knee and ankle [Word]

Output: knickers

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] not sane [USA Usage] angry [Word]

Output: mad

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] stingy [USA Usage] aggressive [Word]

Output: mean

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] for a short while [USA Usage] soon [Word]

Output: momentarily

One Word - Two Meanings . - " Lord " - italki Discussions


Input: [UK Usage] worn under trousers [USA Usage] worn over underwear [Word]

Output: pants

One Word - Two Meanings . - " Lord " - italki Discussions