This meeting was the Children, Young People and Education Committee's eleventh evidence session on the Children (Abolition of Defence of Reasonable Punishment) Bill. It was mainly about the Children Act 2004, which removed the defence of reasonable chastisement for offences of causing actual bodily harm, causing grievous bodily harm with intent, and various incidents of child cruelty under the Children and Young Persons Act 1933, which provided for offences that were specific to children. The meeting also discussed the Children Bill, which was about the criminal law in Wales and England diverging in this particular instance, and how it would affect the public interest. In the end, the committee agreed that the bill would not have a significant impact on the performance of the Crown Prosecution Service in Wales, but there would be minor financial consequences for them. The committee also discussed whether there should be a new piece of law, possibly through the civil system, which would achieve the culture change better.
Barry Hughes thought that there was a huge body of legislation out there that outlaws certain offences, and the law had changed to reflect the fact that that was simply not acceptable. However, he was not sure if there would be many more prosecutions, but there would not be double the figure they prosecuted, even if there were more referrals from the police. In terms of awareness of criminal offending for people from England who travel to Wales, Barry Hughes thought the number of offences was likely to be very small and they would probably have two or three specialists trained in this so that any case that came through went to people who had got a close network and could talk with each other.
Barry Hughes thought that there was a huge body of legislation out there that outlaws certain offences, and the law should reflect contemporary society and reflect the way in which people behave within society. The criminal law provided a general framework within which to operate, which most people tended to understand. However, the law was not determinative, and it was a factor that they took into account. The CPS would issue policy guidance and charging standards to reflect any changes as they arose.
The first stage was whether there was sufficient evidence to provide a realistic prospect of conviction. If there was not enough evidence, the CPS did not go on to consider whether it was in the public interest, because they wouldn't put an offence before the courts if they didn't think there was a realistic possibility of conviction, and only got on to the public-interest stage once the evidential stage was satisfied. The second stage was when the defense no longer existed, and the CPS would conclude that the evidentially stage was met in that instance because the defence no longer exists, which took them on to considering the public
Barry Hughes explained that there were other offences in Wales that didn't exist in England, such as the offence of putting an electronic collar on a child. In this case, the CPS would treat the defendant as one for these purposes, whereas in England the defence would still apply there. In terms of how they would approach it within the Crown Prosecution Service in Wales, Barry Hughes thought they would simply want to take the present public interest factors, which were set out very clearly in the code for Crown prosecutors, and provide a degree of detail around those that related more specifically to the issues that they were discussing here.
Barry Hughes thought that the removal of the defense would mean that there would be more cases that would pass the evidential stage in Wales than in England, because the defence would still apply there. This would raise issues in terms of awareness of criminal offending for people from England who travel to Wales, because it was fairly evident that there was a defence available in England that was not available in Wales. By the time they came over to this side of the water, there would no such defence for the same journey, for
Barry Hughes thought it would not necessarily be helpful to see the draft changes to CPS guidance on the public interest test before making a final decision. What they would envisage was that they would simply want to take the present public interest factors, which were set out very clearly in the code for Crown prosecutors, and provide a degree of detail around those that related more specifically to the issues that they were discussing here. It would be taking principles of generality and according to the degree of specificity.
Barry Hughes explained that there were a great many offences or reports of crime that did not reach the CPS because they were dealt with by way of an out-of-court disposal. The numbers would be very small, which meant they would be able to keep a clear track on those and, obviously, they would wish to keep the situation under review, and they would reach a period of time after whatever—12, 18 months, maybe 24 months—where they would look back to see how they were doing.
Deputy Chief Constable Sara Glen was responsible for developing the police approach to out-of-court disposals and simplifying the range of disposals. There was quite a range, and life would be simpler and clearer to have fewer types of disposal with more clarity about what each one of them involved.
Barry Hughes thought that within Wales, you could build an infrastructure that provided for a range of out-of-court disposals. You can't direct the police or the CPS to point people towards that, but if you build a good infrastructure, it's more likely that people will be pointed in that direction.
Sian Gwenllian asked about the risk of malicious reporting against parents involved in private family law cases. Barry Hughes answered that the numbers would be tiny, and dwarfed by the number of cases where they had to deal with the fallout between a relationship breakdown between partners—whether they be living within the same house or living in different houses. In terms of managing performance and all of the targets that the police need to reach, Barry Hughes thought that it was extremely unlikely that people would go through the criminal justice system in an inappropriate way and contrary to the interests of the child, because they needed to reach some target in terms of performance measures.
Barry Hughes thought that it was extremely unlikely that the CPS would have targets for securing convictions. In the CPS, they prosecuted if they thought that there was a reasonable prospect, a realistic prospect, of conviction and it was in the public interest, but they had no targets.
According to Barry Hughes, there was a shortage of registered intermediaries in Wales, and the Ministry of Justice had taken action to deal with that, and they had had a number of people who were now in a position to act as intermediaries. Now, of course, if they were to decide not to do that anymore, they may have a problem, but in turn, they would be looking to recruit more people into those positions.
The whole meeting was about the prototype of the new remote control. First of all, the team evaluated the prototype. The team thought it was a good design, but it was not fancy enough for the market. Then, they discussed the price of the remote control, which was 25 Euros and the production cost of which was 12.5 Euros. After that, they decided to redesign the product to make it more user-friendly and more affordable. Then the team talked about the evaluation of the process and the satisfaction on how things went. They agreed that the process was good and the product was easy to use, but the price was too high and the design was not within the price model. Finally, they talked about some evaluation criteria.
Marketing thought that the remote control should be spongy, fancy, easy to use, fancy look and feel. Industrial Designer thought it was not fancy enough, but the basic layout and voice recognition function could add a lot. User Interface thought it's not fancy, but it's fancy enough for both types of users. Project Manager agreed and gave it a two out of three.
Marketing thought the remote control was easy to use for a novice user. Industrial Designer thought it was easy for a more advanced user. User Interface thought the voice recognition function was hard to learn. Project Manager thought the more advanced functions were probably a bit harder to use.
Marketing thought the remote control was not competitive because there were other remote controls that were more advanced and more spongy. However, Industrial Designer thought the product was worth its price because it offered enough features and it was easy to use. Project Manager thought it was not too expensive for a remote control that had this functionality, but it was more expensive than an original remote control of any TV kind.
The group agreed that the cost of the production of the remote control was 25.2 Euros, which was above the original price of 12.5 Euros. However, the group decided to skip the solar cell because it was not that important. The group also decided to add a radar function.
The group agreed that it was a good idea to reduce the cost of the production of the remote control. They thought that it would be better if they had more information about the price of the components. They also agreed that they should skip the solar cell because it was not that important.
Industrial Designer proposed to reduce the cost of the remote control by leaving out the solar cells, not using the voice recognition feature, and not adding the radar function.
This meeting was mainly about the functional design of the remote control. First of all, User Interface gave a presentation on the technical functions design of remote control based on the results of the usability test. Then, Industrial Designer gave an overview of how the remote works. After that, Marketing gave an update on the working design and incorporated ideas from the last meeting. Next, Project Manager gave a brief review of the new project requirements, including teletext, location function, speech recognition and screen, and the target age group of teenagers and young professionals. Finally, the team brainstormed on the design of functions.
User Interface thought it was important to design the remote control in a user-friendly and fashionable way so that it could be fashionable. User Interface suggested keeping buttons together that were used in the same way, keeping the number of buttons to a minimum, and keeping the colour and shape of the buttons to best fit the user. Industrial Designer proposed to have the buzzer on the button to send out a signal and then the remote would receive the location signal and have an output, like a radio signal like on a cell phone. Project Manager agreed with User Interface's idea and suggested that there should be a power button and numbers.
The group agreed that the finder button should be on the TV or on the phone since it would be easy to implement. Industrial Designer thought that the buzzer would send out a signal and then the remote would hear the signal and it beep. Project Manager thought that a beep would be more reasonable since it was what the phone had. User Interface thought that it was a good idea because if the sender's on the remote then you just had someone call it and it started ringing somewhere and then you could figure out that the phone was in the couch or wherever.
Marketing suggested that the buzzer on the TV itself could send out a signal and then the remote hears the signal and beeps. However, Industrial Designer pointed out that speech recognition was really hard to programme and if the TV was making sound and people were talking, then the TV would switch itself to channel one. Project Manager agreed with Marketing that the screen could be the same as the TV screen.
The group discussed whether the VCR/VHR/DVD capability button should be on the TV or on the remote control itself. The User Interface thought it would be cool to have it all on one remote control, but the Project Manager thought it might be confusing for people to find the remote. The Industrial Designer thought the button would send out a signal and then the remote hears the signal and it beeps probably.
The meeting was mainly about the progress of the team's work on the Aurora project. The team discussed how they could improve the performance of their models. They had just put in an order for twelve new machines to use as a compute farm. They were also running P-make and Customs on the new machines, and were experimenting with various techniques to improve their models, including spectral subtraction, LDA filters, and on-line normalization. They also discussed the pros and cons of using different approaches to solve the same problem.
The team was concerned that their microphone was not working as well as they expected it to. The professor pointed out that the lapel was a good choice because it was in the middle and not too far away from the microphone. However, it was not so close that they could get rid of all the interference. The team also discussed the pros and cons of using a remote microphone.
PhD F explained that they had ordered twelve new machines to use as a compute farm. They were running P-make and Customs here and Andreas had gotten that all fixed up and up to speed. PhD F thought that they should limit the number of jobs they ran to ten at a time.
The professor said that the workshop was a great experience for the team. The team was excited to have twenty-five machines and there was some kind of P-make like thing that sent things out. They were using Switchboard recognizer to train the models. The professor also mentioned that the team should be careful not to saturate the network by running too many jobs at once.
PhD A informed the team that they were playing around with spectral subtraction on the mel energies and trying to put other spectral subtractions in the code. They were doing this on the bin on the FFT bins because they were doing multi multi, multi- stream and multi-stream and so forth on the Switchboard. The team thought that the results were not significant, but they would have to retune the time constants of the on-line normalization.
The person in Grenada is a friend of the team. He is working in the cepstral domain and has implemented VTS techniques to model the transformation between clean and noisy cepstra. He has also proposed a VTS proposal for CMU.
The professor thought that the signal subspace approach did not work well with poor SNR conditions and colored noise. He thought that combining spectral subtraction with the Wiener filter was a good idea, but it would be better if it was combined with other approaches.
The meeting discussed the recording status of microphones and channels on the team's equipment. The team was working on getting people to bleep out portions of the meeting that they didn't want to include in the transcript, and the team was also working on tightening up the boundaries of the time bins. There was also a discussion about where the team is on the recording and transcription of the data. The meeting also discussed agendas.
The team is currently using two new Sony radio mikes, one wired and one wired with a wireless. They are replacing the wired that are not working with wired wired mikes and replacing the two wired with wireless.
The team thought that it would be helpful to have a systematic handling of numbers, acronyms, and abbreviations in their recording conventions. For example, if someone said "nine two", they would put it in parentheses to indicate that it was spelled GABBL. The team also wanted to make sure that commas were not bleeped out.
The transcribers have transcribed approximately thirty-two hours of digits data, including digits, and are working on bleep editing. The team is working on ensuring that the transcripts are clean first, and then channelized. The next step is to ensure that the data are bleeped out sections that participants do not want to be included in the corpus.
Transcripts should be provided to every participant of every meeting to give them an opportunity to bleep out sections that they do not want to be included in the transcript.
The meeting was mainly about building the belief-net and deciding what kinds of belief nodes are needed in order to feed the rest of the belief net. The meeting started with a discussion about how to organize the decision nodes and how to get rid of the link between who the user and the endpoint. Then, the team discussed how to deal with the user's schedule, which could affect the likelihood of entering the castle. The team then moved on to discuss how to combine the three decision nodes into a single endpoint decision. Finally, the meeting ended with a brief discussion on how to design a belief net that can be used for multiple decisions.
The team thought that the user's budget may influence the outcome of decisions, but they didn't know the exact relationship between the user and the environment. The professor suggested that they could have a node that was a measure of the match between the object's feature and the user, but it would have to be external to the belief-net. The team also wanted to know if the user would be willing to go to the castle if it was open or closed.
The group members thought that the user budget may influence the outcome of decisions. They wanted to keep a running total of things so that they could keep track of how much money they had left to spend. They also wanted to know whether the user was cheap, average, or spendy.
The team discussed whether to go there in the first place or not. The team thought that the Go-there decision should be made from the user model, the situation model, and the discourse. The professor suggested that they could have two different ways to make the decision. One way was to have a node from the ontology, the other was to use the belief-net as a placeholder. The latter option was rejected by the team because it was not clear how to deal with the interaction between user model and discourse.
Grad E thought that the Go-there decision should come from the user model, the situation model, and the discourse. Grad E also thought that it should be based on the interaction between the user and the environment.
The team wanted to compute the probability that Y equals E given that two people have voted for A and one has voted for E. The probability of E is one over four, which means that the probability of Y equals A given all that is two out of four and probability of V is one out of 4. The team thought that they could have a weighted average of the probabilities of E and V. This would allow them to compute a valid probability distribution for each situation. The problem was that they didn't want to have every possible combination of E, V and A and every single letter E, so they would have to specify a principled way of saying what each of these is.
Grad D thought that a mixture of experts was a good idea because in certain situations one of the experts was more reliable and in other situations the other one was not. He thought that the weighted average would be the same as the average of the other experts.
This meeting was mainly about the functional design of the remote control. First, the User Interface Designer gave a presentation on the technical function design for user interface for the remote. Then, the Industrial User Interface presented on the industrial design of remote control based on Industrial Designer's presentation. After that, the group discussed the new requirements of the product, such as the link between the TV and the internet, the colour of the colour, the buttons, and the design of buttons. Finally, the team discussed the price of the new remote control, which was 12.5 Euros.
Firstly, Project Manager informed the team that they didn't really want to use the teletext anymore because now everybody had internet at home, so it was better to use internet then teletext. Secondly, they wanted the remote control to be fancy, fashion, powerful and easy to use. Thirdly, the team agreed that the colour of the product should be yellow because people liked the colour yellow and the image of the society had to be recognised. Fourthly, they had to make the product look fancy and make it look fancy. Fifthly, it should be easy for users to learn how to use, so that it would not take too much time for the user to learn.
The user interface designer and the industrial designer recommended that the remote control should be easy to use and fashionable so that it would not take too much time for the user to learn how to use it. The industrial designer also suggested that they could have many colours instead of one grey standard, which would increase the price of the production of the remote controls.
The remote control would be able to connect to the internet. There would be a box in the TV, so with the set box, users could connect internet with their TV. However, it was not so popular now, so it was decided that it would not be part of the remote control design anyway.
Industrial Designer proposed to use infrared as the remote control because it was cheaper and less technology than laser. However, Project Manager pointed out that it would be difficult to merge the Google system to the system and it would increase the price and they couldn't do that. User Interface proposed to have a switch menu so that users could switch to another category of functions. Project Manager agreed with User Interface and thought that the switch menu would be intuitive and easy to use.
The project manager thought that a cable between the remote control and the TV would not be a good idea because it would be difficult for the user to lose it. Besides, the industrial designer thought that the wireless was cheaper and more practical than the wire. However, the project manager did not think the user would be ready to have a wireless because he thought it was more the user's problem.
The user interface designer suggested that the remote control could have many functions in one button. For example, if there was a button to switch between control TV and control recorder, then the user could switch to another category of functions. However, he was not so sure about how to make it look fancy because different people had a different opinion about fancy.
According to the research, seventy five percent of the users thought the most remote controls were ugly, and seventy-five percent of users found the colour yellow to be bad for them. Therefore, the team decided to make the remote control yellow and make it fashionable. The team also decided to have many colours of the product instead of one grey standard, which would increase the price of the production of the remote controls.
The user interface designer and the industrial designer agreed that the product should be fashionable and fashionable. The industrial designer thought that the yellow ribbon should be the double R and the power off button should be in the same colour as the colour of the product. However, the user interface was not sure about how to make the product look fancy.
The project manager thought that the remote control should be fancy, fashion, powerful and easy to use. The project manager believed that the colour of the product should be yellow because people liked the colour yellow and the image of the society had to be recognised.
This meeting was the 20th meeting of the Special Committee on the COVID-19 Pandemic. The meeting was mainly about petitions from members of the opposition parties. First, the opposition party members presented petitions to the government on various issues related to the pandemic. Then, the minister introduced a series of measures to support people with disabilities, including a one-time payment of $600 million to 1.25 million citizens with disabilities and a $15 million investment in an accessible workplace initiative that would ensure, moving forward. Next, the members discussed the financial situation of the government, including the $87 billion in spending and allocated time for Parliament to study, debate and pass the bill. Finally, the meeting discussed the current situation of Canada's foreign policy, including China's attempts to impose a national security law on Hong Kong and the ongoing threat to the southern resident killer whales.
Mr. Daniel Lefebvre (Sudbury, Lib.) expressed his gratitude to the industrious people of Sudbury who had risen to the challenge and joined forces in the face of COVID-19. Mr. Steven Guilbeault (Minister of Canadian Heritage) expressed his appreciation to the people of Canada for their efforts in the fight against the pandemic.
The opposition party alleged that the Prime Minister and Government were doing everything to avoid being accountable to Canadians by refusing to table a budget, refusing to provide an economic update, and refusing to let the House of Commons do its work. Also, they were accused of withholding funds from the Canada emergency response benefit for Canadians living with disabilities, increasing the flexibility of the CERB, and expanding the scope of the wage subsidy so that more businesses could have access to it.
The members mentioned that the COVID-19 pandemic had affected many groups, including the elderly, the disabled, veterans, the CPP, the farmers and produce growers, and those who receive disability payments. They also mentioned that many businesses and organizations had stepped up in a major way during the pandemic. However, the government had not done enough to meet the demand for personal protective equipment.
Hon. Steven Guilbeault (Minister of Canadian Heritage) congratulated the new Auditor General for her appointment and promised to work with her to ensure that her office had the ability to continue the important audits and transparency measures that were foundational to our institutions.
Mr. Jagmeet Singh (Burnaby South, NDP) asked the Prime Minister to extend the CERB for families in need. Right Hon. Justin Trudeau assured the members that the government would continue to be there for them and support them, as they had been.
The GBA+ analysis showed that the Canadian government had done a good job in dealing with the pandemic, but there was still a lot of work to be done. The government should continue to work with the provinces and territories to ensure that the situation was stable.
This meeting was about the project of creating a new international remote control. Project Manager introduced the project project, which was to create a new remote control with new functionalities that didn't exist in the existing remote controls. The product would be priced at 25 Euros and would be sold in the entire world, and the product cost would be not more than 12 Euros and 50 Euros. Industrial Designer and User Interface Designer respectively would be responsible for the conceptual design and the detailed design of the remote control, respectively. Marketing would be in charge of giving trends about what should be done and what the users would like to have.
The team discussed the features of the new remote control. The team agreed that it would be an international remote control with new functionalities that didn't exist in the existing remote controls. It would be international, easy to use, and not too expensive.
Project Manager believed that people would be interested in buying a new remote control with maybe new functionalities that didn't exist in the existing remote controls now. Therefore, Project Manager proposed that the product should be international because everybody would have to use it. Besides, the product cost would not be more than 12 Euros and 50 Euros.
The team agreed that the product price should be 25 Euros and the cost should not exceed 12.5 Euros.
The team members were given their specific roles in the project. Project Manager introduced that the team would have to work on the design of the remote control, implement the core functions, and think of the user requirement specifications. User Interface would be responsible for designing the user interface, while Industrial Designer would design the function. Marketing would be in charge of the technical fun functions, while the User Interface Designer would handle the conceptual design and also the detailed design.
The industrial designer thought the user interface design would design how the user would know the relation between the user and the remote control. The function design would be how the object would look like.
The industrial designer thought the user interface design would design how the user would know the relation between the user and the remote control. User Interface thought the industrial design was how the object would look like.
The meeting began with a discussion about the feasibility of adding a middle layer to the Bayes-net. The team thought that it would be a good idea to add features along the lines of where they want to go and what they've said previously and what the means that they should use. The middle layer would allow them to segment off a bit of stuff that comes from discourse and then segment off some of the things that come from discourse into a more general version of the phenomenon that they can observe. The meeting ended with the team discussing how the middle layer could interact with other nodes in the belief-net and how they could further refine the nodes.
Grad B explained that the initial idea of the belief net was basically all the features pointing to the output node. The middle layer would have features along the lines of where the person wanted to go and what they had said previously and whatnot. The means would be the means that they should use.
The team decided to add a middle layer to the model. It would consist of features along the lines of where they want to go and what they've said previously and whatnot. The middle layer would contain the means that they should use.
The intentionality of the model was discussed. The intentionality was determined by parsing the intention of the user. The parser parses the intention and then it is handed on to the discourse history, which is one of the most elaborate modules in the system. It helps an anaphora resolution and fills in all the structures that are omitted, so that the whole memory of the entire system knows what who said what, which was what was presented. It also helps in coordinating the gesture screen issues. The middle layer of the middle layer contains features along the lines of where they want to go and what they've said previously and whatnot.
The middle layer would have features along the lines of where the person wanted to go and what they had said previously and whatnot. It would also have a hidden layer for syntactic information, the verbs used, the object types used, modifiers and so forth.
SmartKom was designed to help in the anaphora resolution and coordinate the gesture screen issues. SmartKom also helped in coordinating the gestures on the screen.
Hiring was discussed and it was suggested that the team should look for someone with experience in computer science. The team should be familiar with JavaBayes and be able to use it to search for jobs.
This meeting was about the design of the remote control. First of all, the team got acquainted with each other by drawing their favourite animals on the whiteboard. Then, Project Manager announced that their aim was to produce a remote control that was original, trendy and user friendly. Their selling price goal was twenty-five Euros and profit aim was fifty million Euros. They would hope to sell this internationally. The team also discussed the working design, functional design, conceptual design and detailed design.
User Interface drew a dolphin because he thought dolphins were pretty, smart and cute and they liked swimming and that was cool. Project Manager drew a cat because it slept all day and they were easy to draw. Marketing drew a dog because he didn't know how intelligent it looked but he thought it was cool because people were sitting on the beach and people said dolphins jumped around in the water and were happy and they're mammals, but they swim. Then Project Manager suggested that they should design a remote control that's water resistant, strong and furry.
User Interface suggested that the remote control should have a call button on the television to be able to find it. Project Manager thought this was a good idea because people always knew where their TV was and it was easy to find. User Interface also suggested that a little light or a vibrating thing could be added to the call button to make it light and make noise.
The group agreed that the remote control should not be too big or too small. They wanted it to be hand-sized so that it could not be lost easily. They also agreed that it should not have too many buttons because they thought it would be hard to put some kind of a noise on it. Then they decided to design a remote control that was water resistant, strong and furry.
Project Manager thought that the cost constraint on the telly screen with the programming function was not too expensive because mobile phones had screens and they were cheap. However, Project Manager pointed out that they had to remember that their budget was twelve point fifty for the device, so they would have to decide whether to have the screen on the thing or transmit the screen.
Project Manager thought that a clip on the remote control would not make the hands sweat too much. It would be a simple thing to have a clip so that people could clip it to their remote control.
The group agreed that the remote control should be water resistant, strong and furry. They also agreed that they should design a remote control that's mobile so it runs around and comes come find you for 25 Euros a pop.
The meeting was primarily about the progress of the team's efforts to train a multilingual neural network. The team had been working on a variety of tasks, including multi-language speech recognition, on-line normalization, voice activity detection, and multi-band speech recognition. The professor wanted to know how the team was performing on different linguistic tasks. The results were not great, but they were better than the results obtained on the TI-digits task. The error rate was around one point one compared to the baseline error rate of twenty-five percent. The model performed better on multilingual tasks, but not as well as on TI digits.
The team thought that there was a flaw in the way they used the tandem model. They had not done all their tests on multiple languages, and the results were not as good as they thought they would be. The error rate for the task data was around one point one compared to the baseline error rate. The professor thought that they should be careful with the results. The team thought they should do more testing on other languages.
PhD D explained that the multilingual model was trained on two languages and tested on three languages. The model performed better on one language and worse on the other. The error rate was around one point three for the one point four case.
The professor thought that it was interesting that the error rate for using the same language but different tasks did not seem to hurt the model. He thought it was not so much cross-language as cross type of speech. The difference between three and four is not particularly great, so that means that whether you have the language in or not is not such a big deal.
The team was concerned that the model was getting too complex. They had come up with three types of broad phonetic classes based on place of articulation, another which was based on manner, and another which combined both. The team thought that they could reduce the number of outputs of the neural network by using both features and net outputs. The problem was that they were ignoring the differences in context and ignoring the information that helps to discriminate among the phonemes in context.
The team thought that IBM computers would be a good choice for their research. They had a little tiny IBM machine that might someday grow up to be a big IBM machine. It had eight slots for eight and could run on seven hundred fifty megahertz. The team also hoped that the replacement IBM would be faster.
The team thought that it was a good idea to introduce delays to reduce the number of bits they had to transmit. The delay was within the boundaries of the block diagram. The professor explained that the LDA introduced delays but they were claiming it was within their boundaries. They thought it was nice to do that because it would give a better word error result and therefore would help within an evaluation.
This meeting was mainly about the individual presentations of the team members. First of all, Project Manager gave a brief introduction of the meeting. Then, Industrial Designer, User Interface, and Marketing each gave a presentation on their respective ideas for the remote control. In the end, the team came to a consensus on the energy source, the casing, the buttons, the company colours, and the material.
The team reached a consensus on the design of the remote control. First of all, the team decided to use a single-curved case with rubber as the material for the casing, and the case should be made of rubber with a single curve shape. The team also agreed that the company colours should be in the product and the corporate identity should be incorporated in the corporate colours. Also, the group decided that the energy source should be a combination of traditional batteries and solar power. The group also decided that they should use the regular chip for the sample sensor and the regular one for the sensor speaker.
User Interface suggested that the remote control should be shaped like a banana with a round or oval shape and the company colours should be grey and yellow. Industrial Designer thought that they should use a scroll-wheel with a volume button on the side and scroll-wheels on the front. Project Manager agreed and suggested that they could use rubber as the material for the case and the rubber could be made of rubber too.
Industrial Designer thought that the market would like a titanium casing, but the younger group would prefer more colourful and colourful material. User Interface suggested that the company colours should be grey and yellow. Project Manager agreed and suggested that they could use rubber with colours. Industrial Designer thought they should use spongy rubber because it was not too hard. However, Project Manager pointed out that it would not be practical to use rubber because the drawings on the buttons would disappear eventually.
Because the team thought that the double-curved design was too dull. They could only use the rubber buttons and the scroll-wheels, and they could not use the regular chip for the sample sensor speaker. Also, the team believed that the company's corporate identity should be in the product.
User Interface suggested that push-buttons and scroll-wheels can also be integrated with buttons. User Interface also suggested that the volume button on the side of the remote control would be perfect because it would disappear when it was from rubber. Project Manager agreed with User Interface and thought that the scroll-wheel could be used for volume and mute.
User Interface thought scroll-wheels were too much for the remote control. Project Manager thought it would attract young customers. Industrial Designer thought they could be implemented with a regular chip, but they really needed the regular chip for the sample speaker. User Interface thought the scroll-wheel could be integrated with buttons, but Project Manager didn't think it would work with double-curved cases. And Project Manager agreed with User Interface that the volume button on the side of the case would be perfect.
Because the team did not think LCD displays would add extra high-tech feeling to the remote control, especially when they had to look at a cost. Besides, they did not want to use LCD displays because it was not flashy and new and the market liked new flashy technology. Also, they were not sure about the financial part of integrating LCD displays. They could keep the regular version of the chip, which was a bit cheaper.
This meeting was about the inquiry into the status of the Welsh baccalaureate qualification. First, Dafydd Evans, the chief executive officer of ColegauCymru, and Kay Martin, principal of Cardiff and Vale College, and Nick Brazil, deputy principal, Gower College Swansea, respectively, introduced the committee members to each other. Then, Sian Gwenllian AM asked questions about whether employers had a clear understanding of what the baccalaurate meant or what it included, and whether it was a rigorous qualification that stood up to a Russell university's expectations, or a more flexible qualification for people going into work from a vocational area. In response to this question, Kay Martin answered that employers did not think the bac was helpful, because it didn't say what's happening in the tin, whereas the skills challenge certificate was a better title, and it was something that people understood a lot better than Welsh bac. Next, the committee discussed whether the qualification should be regarded as a rigorous one or a combination of qualifications. The committee agreed that it should be considered as both a rigorous and a combination. Finally, they discussed whether there should be a specialist teacher-training qualification to deliver the bach.
Kay Martin thought the title of the Welsh baccalaureate was not helpful, because it didn't say what was happening in the tin. Dafydd Evans thought it was fair to say employers didn't understand it, but he thought if they did, they would really appreciate it. Ed Evans thought that most employers in Wales were small or microbusinesses. While there were lots of small engaged employers who had taken an interest and did understand, the vast majority were more focused on getting on with the day-to-day running of the business.
Ed Evans thought it was fair to say employers didn't understand it, but he thought if they did, they would appreciate this. For his sector in particular, the civil engineering sector and particularly the contracting sector depended very much on pupils who had come through from a less academic background, the Welsh bacc gave them that ability, not to pursue so much of an academic focus, but to test them in terms of the challenges, but also, to
Dafydd Evans thought they needed to review the qualification, and the voice of employers should be a key part of that review, so that employability skills and entrepreneurial skills had more of a role within the qualification. And the only way they would get employer buy-in was that if they felt ownership of what's being done. Ed Evans agreed and thought there were opportunities to join up employers and schools and education facilities a lot more than they did at the moment.
According to Dafydd Evans, one of the problems that they had was that there were a number of children coming in to the colleges, and they needed to resit their GCSEs in maths, English and Welsh. It was a valid priority for the Welsh Government for everyone to get a C grade in the core subjects, but that ate into the time they had to teach young people. And so there was no room for everything in the curriculum somehow, no room in the funding or also in terms of the time and the capacity of the learner to be able to do that number of qualifications. So, at levels 1 and 2, there were fewer and fewer doing the baccalaureate because they were resitting theirGCSEs, and there was much more use of the Welsh bacc
Kay Martin thought that the Welsh bacc helped prepare some people but not everyone. Some people doing the equivalent of three A-Levels, even in a vocational programme, it was too big for them. So, it needed to be reviewed to look at how they could make skilled and employable people.
Dafydd Evans thought that there were a number of priorities. They had learners who did four A-Levels, but they didn't do the Welsh baccalaureate because they were resitting their GCSEs, whereas at levels 1 and 2, there were fewer and fewer doing 1- and 2 in the baccalaurate. At level 3, and A-level, and vocational level 3 there was much more use of Welsh bac at level 3. Nick Brazil agreed that the qualification was not just one qualification. It was a combination of qualifications.
Kay Martin thought it was mixed, especially the experience they had with some of their learners to go to Russell Group universities. In some areas, and certainly the local universities around here—University of South Wales, Cardiff Metropolitan University—value it in a great number of subjects, particularly in sport, when our students go to Cardiff Met, and business studies when our learners go to USW. It is valued by them and they accept it, but when people go further afield—and we're always trying to push our learners beyond.
Nick Brazil thought it was mixed, and it did depend on the admissions tutors and the areas that they were going into in universities. In some areas, and certainly the local universities around here—University of South Wales, Cardiff Metropolitan University—value it in a great number of subjects, particularly in sport, when our students go to Cardiff Met, and business studies when our learners go to USW. It is valued by them and they accept it, but when people go further afield, they encourage that.
Dafydd Evans believed that universities in the main did not think they did, especially the experience they had with some of their learners to go to Russell Group universities. They did allow learners to drop a grade in order to get into a Russell Group university because they had the Welsh baccalaureate, but it was a very paper-based exercise. In some areas, and certainly the local universities around here—University of South Wales, Cardiff Metropolitan University—value it in a great number of subjects, particularly in sport, when our students went to Cardiff Met, and business studies when our learners went to USW. It is valued by them and they accept it, but when people go further afield, they encourage that.
Dafydd Evans was not assured in terms of whether training was required regarding the Welsh bacc, but where they are seeing it more successfully is where vocational lecturers have actually taken it on board. Therefore, no, he thought that if it was going to be a success, it had to be contextualized, contextualised, and for the vocational lecturer to do that, and they had invested heavily in training those vocational  lecturers to understand how to deliver the Welsh  bacc and get positive outcomes of the Welsh.
Dafydd Evans thought that training was required regarding the Welsh bacc, but where they were seeing it more successfully was where vocational lecturers had actually taken it on board. Therefore, no, he thought that if it was going to be a success, it had to be contextualised, contextualised and for the vocational lecturer to do that.
Nick Brazil (deputy principal) thought that the number of the skills and challenges that were done within the Welsh bacc were done very similarly within the vocational qualification as well. Therefore, it was not a case of squeezing the focus on the qualification. Nick Brazil thought that if it was going to be a success, it had to be contextualized, contextualised, and for the vocational lecturers to do that, and they had invested heavily in training those vocational  lecturers. It had been an intensive staff development process.
This meeting was a Children, Young People and Education Committee meeting to scrutinize the Welsh Government's progress in developing the new curriculum for Wales. The meeting started with Kirsty Williams AM, Minister for Education and Steve Davies, director of the education directorate, and Claire Bennett, who is deputy director for curriculum and assessment, answering questions about the draft assessment proposals and the implementation of the curriculum. Next, the meeting talked about the evaluation of the current curriculum, including the assessment of pupils for their own progression and evaluation of how a school does at certain points in its life cycle as well. Then, the committee discussed the assessment, progression and accountability of the school system and its impact on students' well-being. Finally, they discussed the curriculum reform and its implementation in Wales.
The original proposal that they began working on was to provide for the four purposes. The four purposes would be set out in the legislation as well as putting in law the areas of learning and experience that you'll all be familiar with. Then, below that, they were going to legislate for a number of the cross-curricular aspects. Then they were bringing it down again to the 'what matters' statements within that, again providing greater certainty and greater clarity about expectations at a national level. They would also be looking to include in legislation provision for a statutory framework setting out their approach to progression in each of the AoLE areas.
Kirsty Williams explained that the original proposal was to provide for the four purposes. Then, below that, they were going to legislate for a number of the cross-curricular aspects. The two main new areas that they were now working on to include within the Bill were to ensure that there was breadth within the curriculum for everybody and to make a statutory provision for the 'what matters' statements.
According to Kirsty Williams, the 'what matters' were the articulation of the big ideas, which included the broad concepts of what matters, what we believe matters, in each area of learning and experience. They would be refined, but not added to, and then they would legislate for them, and they would have the status of something that's not optional, basically, for a school. They were always intended to represent, as a whole, the learning that every learner should get. One of the consistent worries that some people had had, whilst being very supportive of the overall aims, was how to get that balance between individual autonomy in the school, but also ensure that there was some national expectation and that the variation on these important things was not so great as to cause concern. They had reflected on that and their conversations with other people outside during this process, so they would look to have a statutory framework where their expectations of progression at a national level would be laid out.
According to Kirsty Williams, the government placed value on the work done by the Wales Institute of Social and Economic Research, Data and Methods and the presentation so far and the paper to be presented by Dr Nigel Newton. Kirsty believed that it was important to have a strong, strong culture of self-evaluation as a first step in the school improvement system, and it was also important to ensure that the curriculum was a broad-based and encompassing one.
The WISERD research suggested that the distinction between assessment for learning and an accountability in the system should be made clear, otherwise it would drive a set of behaviours that had negative unintended outcomes. For instance, some children in schools who were in danger of disengaging because they did not understand why they were being asked to learn what they were learning, they didn't see the relevance of the learning to what they may want to do or how their lives were, or they didn't see themselves reflected. The international research would suggest that if you want a child to thrive, they had to see themselves and their community reflected in what they're learning in schools.
The first thing to realise was that the curriculum of Scotland was not a copycat of the Scottish curriculum, but it was always useful to reflect on how other systems had undertaken curriculum reform in their nation and to learn from any issues that had arisen. The second thing to realize was that Scotland had had people who had been deeply involved in the Scottish experience as part of some of their curriculum and assessment groups and some of the advice that they had had in terms of developing coherence.
Dawn Bowden AM thought that the money was not insignificant. It was the largest investment in professional learning since the history of devolution, and it was a hard-won resource from colleagues. First of all, it was made available to each and every school and empowered headteachers to really think, 'What are the professional needs of my school and the practitioners in my school?' Because, as Claire said, there were some schools that had been part of the pioneer process from the very beginning and therefore were further along the development chain. There were other schools that maybe were only beginning now to be really engaging with the curriculum.
Dawn Bowden AM thought that the money was not insignificant. It was the largest investment in professional learning since the history of devolution, and it was a hard-won resource from Kirsty's colleagues. The money was being made available to each and every school and empowered headteachers to really think, 'What are the professional needs of my school and the practitioners in my school?' There were some schools that had been part of the pioneer process from the very beginning and therefore were further along the development chain. There were other schools that maybe were only beginning now to be really engaging with the curriculum.
According to Kirsty, all of the schools that had previously been pioneers were invited to apply to morph into the next phase, which is innovation schools, and they were asked to apply and there was a discussion held both internally within Welsh Government and with the consortia about which schools were best placed to be able to do that role and to continue to work with us, going forward. The innovation schools had led to a specific piece of work as they did the final refinement, and their main role was working with us on these final refinements to the content but also to the assessment issues and accountability issues.
Children's rights, human rights—they had been key considerations throughout the design, and this was currently set out in overarching guidance and they continued to work with the children's commissioner's office to map the rights of the child across each area of learning and experience. The output of that engagement and feedback had been drawn together into a report exploring learners' views about schools and learning. It was a powerful contribution and would actually effect change, especially in how the 'what matters' statements were worded.
According to Kirsty Williams, the continuum for language would have to be contextualised depending on the setting where a child is being taught. The progression points on the continuum would be there to show progression both in Welsh language and in the English language, and they had to contextualised. Children learning Welsh in a Welsh-medium school would progressional on that point more speedy and quicker, and by the end of primary school they would be in a very different position than a child that was learning English in an English medium school.
According to Kirsty Williams, the single continuum of learning with regard to the Welsh language would have to be contextualised depending on the setting where a child was being taught. They recognized that children learning Welsh in a Welsh-medium school, their progressional on that point would be more speedy and quicker, and by the end of primary school they would be in a very different position than a child that was learning Welsh
This meeting was about twenty-five minutes long and focused on the making of a new remote control. First of all, Project Manager introduced the agenda of the meeting and the three steps of making the remote control, including the functional design, conceptual design, and detailed design. Then, the group discussed the size, looks, and functions of the remote controls, and finally, the detailed design of the user interface was discussed. After that, the meeting ended with a discussion about how many remote controls they would have to sell to make fifty million Euros.
The group agreed that the remote control should be original, trendy, user-friendly and good-looking. They also agreed that it should be big enough to lay good in the hand and the buttons should be on the same place. The group also agreed to keep the product in a square shape so that it could be used from everywhere in the room.
The Project Manager thought that the remote control was just a black thing with some buttons on it. It was not very special, but they could try to make it special by making it special. The Project Manager also thought that a home station was a good idea because lots of people lost their remote controls and didn't know where it was. The remote control should be able to be used from everywhere in the room so that it could be used for everything.
The Marketing believed that the strength of the remote control would not be as good as a normal remote control if it was made to fold open and the strength was not as strong as a regular one.
Industrial Design suggested to put the basic things on the same place, like on off button on top and the TV channels one two three four as a block, and then the volume obviously on top so that users could see. On the other hand, a small touch screen on the remote control could be added to make it easy and small.
The buttons on the remote control should be on the same place, like on off button on top and the TV channels one two three four as a block, and then the volume obviously on top so that users can see. The shape of the buttons should be clear so that it doesn't matter what place it is on the remotes.
The User Interface suggested to have the basic things on the same place, like on off button on top and the TV channels one two three four as a block, and then the volume obviously on top so that everyone could see. The rest of the buttons should be clear so that it didn't matter what place they were on the remote control.
The meeting was primarily about the collection of data for the automatic segmenter project. The team discussed how they could get more data for future research. The meeting also discussed how to get more participants to participate in the project, and how to ensure that the data is collected in a timely fashion. They also discussed the need for a broader sampling of speakers for the project. They discussed whether they should include speakers who are not linguists or engineers in the data collection.
The team thought that it would be interesting to have a fair amount of data that is collected for the same meeting, so that they can further explore different aspects of the meeting. The team also wanted to get more data from different types of meetings, such as a front-end meeting, a networking group meeting, and a planning meeting.
Postdoc E suggested that the team should advertise to linguistics grad students to get more fluent English speakers. The professor thought that it was more a matter of proficiency than accents. The accent was not the problem. It was more simply fluency. Postdoc E thought that people on campus had language skills that made their fluency and writing skills not so strong.
The team thought that they should move the recording equipment from the meeting room to a room in the linguistics department. The professor suggested that they could set up the equipment in the phonology lab. The team thought it would be a good idea to have someone on campus who was interested in the project.
The team thought that it would be a good idea to have a meeting room in the linguistics department. They could set up a room in another building where they could record people there. They also wanted to find someone on campus who was interested in the project.
Grad B informed the team that they had enough space to record meetings on the current disk, but they needed to move the Aurora data to another location. He also informed the group that they were looking into other vendors.
The team was slowly getting to the point where they had enough space to record meetings, but they needed more space. One way was to move the Aurora data from Broadcast News onto another disk, but that would take eleven hours to do. The team also needed to figure out how to consolidate Meeting Recorder onto one disk rather than spreading it out. They were also looking into other vendors.
This meeting was mainly about the second meeting of the project. First of all, the team discussed the last meeting and discussed the functional requirements of the new remote control. Then, they talked about the working design of the remote control and made some decisions about the features. After that, they decided to make a clap system to help users find their remote control when it was lost in the dark. Finally, they agreed to make speech recognition on the second level.
The group discussed the functional requirements of the new remote control. First of all, the marketing report mentioned that seventy-five percent of the users found most remote controls ugly and eighty percent of users would spend more money when a remote control would look fancy. Therefore, the group decided to make a beautiful remote control only for television. Then the group discussed whether they could make a clap system to help users find the remote control when it was lost somewhere in the room. Then they discussed whether to use a teletext option or only one button. Finally, they agreed to make some nice features.
Marketing pointed out that younger people under the age of forty-five were more interested in new features, whereas older people were more critical and wanted to keep old things the old things. Therefore, Marketing suggested that they could skip the LCD on the remote control and just use speech recognition directly.
User Interface thought that the buttons should be easy to use because there were already many controls out that supported a lot of stuff. Besides, User Interface thought it was important to integrate the buttons in the design so that they could stand out by just looks of it.
The group discussed the technical function design of the remote control. First of all, the User Interface presented the working design of remote control based on the research results of the marketing report. The User Interface proposed to standardize the methods on all remote controls so that it could be used with all the TVs. Then, the group discussed whether to put a small light around the button you push to indicate that something's on, or to make it green or red. Then the group talked about how to integrate the buttons in the design so that they could make it more user-friendly. Finally, the team discussed the design of speech recognition.
The whole meeting was about the prototype of the new remote control. First of all, the team discussed the basic elements of the remote control, including the look-and-feel model, the material, the colour, the buttons, the speech function, the colours, the backlight, the scrollwheel, and the backlighting. Then, they talked about the price of the product, which was 12.3 Euros. After that, they discussed the design of the second layer, which included speech recognition, speech functions buttons, scrollwheel and backlight. Finally, they agreed to use the advanced chip for speech recognition.
Marketing made some evaluation criteria based on the marketing strategy, the new needs and the market. They gave a one for fancy look-and-feel, a two for innovation and a three for learnability. Then they gave an average of one to seven.
The team agreed that the scroll wheel was very handy, but the first time users got the remote control in their hands, they should not use it. Also, the second layer was not easy to use because there were so few information that users could easily decide what buttons for what function. In conclusion, the team gave a two to three to the ease of use and learnable criteria.
Marketing recommended to make some evaluation criteria from one to zero so that the team could give an average for their model. The criteria should be based on the marketing strategy, the new needs and the market, the research about the users and that kind of stuff.
The group discussed the project finance and the use of the drawing board. The group agreed that the cost of the remote control would be 12.3 Euros and the price of the sample speaker would be 25 Euros. The team also agreed to use the digital pen as the main function, but not as main function. After that, the group decided to use a drawing board as a favourite for their text because it was hard to draw on the blackboard.
User Interface thought that they got the information about the project finance at the wrong time. They didn't know how many buttons were required, how many functions were required and how many speech functions buttons were needed. Also, they didn't have enough space for the speaker, so they had to design a slide-open one. And the speaker was very small.
This meeting was the first meeting of the evaluation phase of the remote control project. First of all, the team evaluated the prototype of the new remote control based on the market research findings and the findings of the previous meeting. The team came to a consensus that the product should incorporate current fashion trends, be spongy texture and fruit and vegetable strong design colours, be easy to use, minimise RSI and be easy-to-find. Also, they agreed to use a kinetic charger, a standard chip on print, a stand-by function, a voice recognition system and a beeper function. Then, they discussed how to evaluate the materials they had for communicating and sharing information. Finally, they evaluated leadership and teamwork.
Marketing presented the results of the simulation market evaluation of the new remote control. It was found that the remote control incorporated current fashion trends and was easy to locate. Also, it incorporated the spongy texture and fruit and vegetable strong design colours. The lowest rating was for minimization of repetitive strain injury, but it was close around neutral for the minimisation of beeper function.
Marketing thought that the incorporation of current fashion trends in the prototype was a good idea, particularly in relation to the market research findings about the spongy texture to the exterior and the fruit and vegetable design colours. However, he doubted if they could do much more to minimize the repetitive strain injury.
The team did not come up with anything that could feasibly reduce the risk of repetitive strain injury on such a small remote control. The type of button that they were going to use in the bottom half of the remote control was meant to be the one that minimizes RSI.
The team was satisfied with the cost of the remote control. They decided to use a kinetic battery instead of kinetic and to use standard batteries instead of voice recognition. They also decided to change the battery to a standard one instead of a kinetic one and to add a special colour to the case. The team also agreed to add voice recognition for business class customers.
User Interface thought that the replacement of the kinetic batteries would not make a huge difference to the cost of the remote control because customers never said anything about the battery and nobody looked into the battery.
The team reached a consensus that the incorporation of voice recognition would bring down the cost of the remote control to 12.5 Euros, which was within the budget. The team thought that the object was distinctive enough that it would make it easier to locate in a first instance. Moreover, it also set the product apart from the crowd. Besides, it would be a standard transmission with the TV using using all the standard chips that they had talked about.
This meeting was the Children, Young People and Education Committee's sixth evidence session for the inquiry on education otherwise than at school. It was mainly concerned with the increase in the number of exclusions from school. The committee members discussed the main reasons for the increase, including the prevalence of ASD spectrum disorder and trying to get the learners the right provision was sometimes a challenge. Also, the committee members talked about the school accountability measures and how they were affecting the schools' ability to meet the needs of pupils who were either at risk of exclusion, or disengagement. Then, the meeting discussed the funding issues and the challenges of funding that face schools in general. Finally, the group discussed the whole-school approach to ensure that learners were being supported and quality assuring that provision.
According to Sian Gwenllian, there was a question about whether the additional learning needs sector was adversely affected by the new Act coming into force, and whether it was going to place more pressure on the system. In response to this question, David Hopkins answered that it was a difficult balance, but it was something that was brought up in the research stages of the report, and participants were particularly concerned about the lack of awareness and knowledge of children who had additional learning need. In addition, they were concerned about children who were on the cusp, or not properly diagnosed, and a lot of these children would have things like attention deficit disorder and attention deficit hyperactivity disorder, and made up the cohort of pupils who were excluded. Moreover, they had been trying to work on the fact that, if children moved out of school, the funding followed them, but they didn't want a lag in the system, because they had to meet the challenge of the pupils, but the money was still in the schools.
David Hopkins thought that the ALN legislation would put pressure on local authorities and schools, but also on the post-16 sector, because they were talking now about a wider age range. However, he did not think the levels of delegation had any impact on that.
According to David Hopkins, the very narrow measure at the end of key stage 4 attainment had put pressure on some schools, certainly, and headteachers had felt that—sometimes excluded, or otherwise put into another school as a consequence, which was regrettable, but that's what's happened. The delegation levels were already very high in most authority areas, and they had got agreements in place with the Government to make sure that more money, or as much money as possible, was devolved to schools.
Janet Finch-Saunders AM suggested that one of the things that had improved a lot was the networking within the PRU sector. There was a better sharing of practice between schools, PRUs and local authorities to ensure that there was a continuum of provision and support for learners. Also, the EOTAS group met regionally as well to discuss professional learning for any teacher or provider, or it was sometimes the more informal training they received by making visits, joint visits, to provision and also using the expertise that they did have within the sector to work more closely with the schools.
According to Sharon Davies, it was difficult to plan ahead and from year to year and also within the term. The learners were coming to the end of their statutory education, their key stage 4, and it was far, far more difficult when they were 15, 16 to get them back into mainstream. Therefore, they were looking more at how they transit, then, into further education and colleges and so on.
The team-around-the-family approach was the solution to the major challenge for the transition of the excluded students. There was an integration through a part-time timetable back into school, and they continued to support them during that process. Then, when they were back in school, there was a managed reduction in that support.
The meeting discussed the pros and cons of local authoritative frameworks. First of all, local authorities had commissioning frameworks for providers, and for EOTAS providers to have approved status. However, they were struggling sometimes for additional provision, and safeguarding was at the forefront of their thinking. Secondly, they needed to think about how the staff in that sort of additional provision would have training and support. At the moment, that was a struggle for them, because they were managing those pressures in their own provision whilst they went out and observed through a provision framework to make sure that the provision was
According to Sharon Davies, as a local authority, they were restricted on how much access they could get into the home. Therefore, it was really difficult to quality assure, because unless the families invited them in there was very little. In Torfaen, their secondary schools had set out their own TCP—Torfaen curriculum panel which looked at alternative provision. The meetings were facilitated and they were currently undergoing a review of alternate provisions each school was doing because, sometimes, it worked in the past, but what they were seeing now was that it was not quite working now, and it was understanding why.
In a private setting, there was a discussion about the intuition. The group members thought that it was very important to have a good intuition about the child's emotional state. They thought that they needed to be more aware of the emotional state of the child in order to know what to do about it. Then they talked about the importance of the school being inclusive, and for that child, regardless of whether they had an additional learning need or not, to have proper opportunity to progress.
The meeting mainly discussed the recruitment of professional staff in special education and special education provision. First of all, Nick Williams thought that the biggest challenge was the capacity for them to access professional training. Then, Sharon Davies thought that it was also ensuring the right staff as well, because sometimes, they may have them, but if they move on, or retire, or whatever, there's not a bus load of people with that expertise. Also, it was important to have somebody who could mentor them in the school and that shows good practice.
According to Sharon Davies, the biggest challenge was the capacity. There were very small numbers of staff working in the special education provision at the moment, and it was difficult for a newly qualified teacher to work in this type of provision. Therefore, they needed a group of people in the future to fill those gaps. It was also ensuring the right staff as well, because sometimes it took years to build up on that expertise, and therefore it was quite niche, and once that person had moved on, it was really difficult to start all over again.
Janet Finch-Saunders thought that there were any issues relating to transport for EOTAS learners, particularly in more rural parts or areas of Wales. Nick Williams answered that there was provision in Powys, from north Powys to Ystradgynlais, which was not far from him. However, the distances that those learners were having to travel were huge. In addition, there was a PRU provision in the north of Powys and one in the south.
This meeting was mainly about the second meeting of the new project requirements. First of all, Project Manager introduced the new requirements, which were that they should not support teletext in the remote because the board felt that teletext was out of date and internet was replacing teletext. Then, User Interface and Industrial Designer gave presentations respectively on the user interface design and the functions of the remote control. After that, the group discussed the design of the voice recognition function, which was rejected by the group because it would be expensive and hard to implement. Finally, they decided to use a combination of buttons for volume and programme selecting and a find-a-found function.
User Interface proposed to design an easy-to-use remote control with fewer buttons and fancy lighting. Industrial Designer proposed to use a combination of buttons, but teletext buttons were not in the design. User Interface also proposed to have a round button which could be pushed in four directions instead of a stick.
Industrial Designer thought that the ten digits made it very easy for users to find the remote control button. However, Industrial Designer was not sure about the cost of implementing this function because it would be costly. Also, he thought that younger people would like it because they would probably watch more channels than the older people.
User Interface thought that the easy-to-use remote control with fewer buttons was the best possibility for the team because it could be more trendy. User Interface also thought that teletext could be implemented in the remote control but teletext buttons were not in the design.
Industrial Designer thought that there were no technical difficulties in the design of the remote control. User Interface thought that the buttons and the sound signal should be thought about. Project Manager agreed, but Industrial Designer pointed out that there was no elaborate technique used in this kind of equipment, so there would be no hiccups there. Industrial Designer also thought that infrared was the most convenient way to communicate with almost every TV set, so they should use it. However, the cost of the infrared would be costly, so the group decided to use a rechargeable design or a energy-save design.
The team came up with the idea of using a base station next to the TV to prevent customers from losing their remote controls. The idea was first proposed by User Interface, who thought that the remote control should be placed in a central point to which users could go and perform some kind of function, like turning on and off the lights. Then, Industrial Designer suggested that they could incorporate a special button to find the remote controls button, which would be activated by a special sound signal. But the project manager pointed out that this would be costly and would not be feasible within the budget and all that kind of things.
Industrial Designer thought that infrared was the most efficient way to communicate with almost every TV set. However, the disadvantage of using infrared was that the longer the life of the batteries would be, so they could expect a less longer life to the batteries. Project Manager agreed and suggested that the team should think something smart about it. Industrial Designer suggested that they could incorporate a rechargeable circuit board and a low-cost circuit board because most of the production cost were in the circuit board.
This meeting was mainly about the detailed design of the remote control. First of all, the group discussed the squishy fruitiness of their remote controls and how they might pursue it. Then, they discussed the material they would use and what kind of chip would be necessary for the more advanced iPod-like button. After that, they talked about the buttons and the shape of the buttons, and finally, they decided to use plastic as the material for the base and the base would be uncurved or flat. Finally, the meeting ended with a discussion about the final product evaluation criteria.
Industrial Designer proposed to make the remote control uncurved or flat with a wheel that could be used to change channels or volume. User Interface suggested to make it hand-holdable so that the user could use it without being too big. Project Manager thought that the base would be larger and the batteries would be either on the front or the side of the remote. Then the group discussed the location of the beeper and decided that it would be on one of the sides.
The group was having trouble imagining the size of the remote control because it was too big and the battery case was not easy to fit in the back. Then, the group decided to change the remote into a vegetable or fruit shape. The remote could be shaped like broccoli or mango, and the base could be made of plastic or plastic with different colours. However, the remote could not be hand-holdable because it would be too big for the user to hold in his hand. Then the group discussed whether the fruit shape could be incorporated into the remote or not.
The team thought the prototype making was very creatively stimulating. They all had ideas about the product and everyone got to contribute. The team also thought the leadership and teamwork was good.
The group thought that it would be inconvenient to hold the remote control in their hands if it was too big, so they decided to make it smaller. Also, they thought that the touch pad in different shapes might annoy people if they got used to having the buttons in one shape. And it would probably cost more to produce, so the group decided to have different colours instead.
The group thought that Project Manager did a good job in leading the team in the process of the project. Industrial Designer thought it was a very democratic process and everyone got to contribute to the design process. Marketing thought the team members worked very well together. User Interface thought it more than anything they didn't really have set roles so much, as they just would be like  all had ideas about it but
Industrial Designer was not a big fan of any Microsoft, PowerPoint or any other kind of presentation materials. He preferred to use the Unix or the off market, WordPerfect and all these other things. User Interface thought that the information that was available to him was not very useful and he didn't really think it was helpful.
The meeting was mainly about the presentation of Robert's thesis proposal. The team discussed the rephrasing of the presentation, the construction of the parser, the generation outputter, and the Bayes-net. They also discussed how to make the presentation more relevant to the topic at hand. The meeting ended with a brief discussion about how the presentation could be incorporated into the presentation. The presentation was largely focused on the thesis proposal, but the team also talked about how they could incorporate some of the ideas from the presentation into their presentation. Finally, the team discussed how they would present the presentation at EML.
The thesis is about building a probabilistic relational model that has general, domain-general rules how things are construed. The idea is to use ontology, situation, user, and discourse models to instantiate elements in the classes of the probabilistically relational model to do some inferences in terms of what is being construed as what. The model will be able to interact with all the metonymies and metaphors so that all projections of it also should work.
EML talk is about what the team has done during their stay in Leipzig. The team is building a building in the shape of DNA in order to simulate the construction of a double-helix building. The building will include cross-bridges, a trampoline, and offices in the glass half-dome.
The team discussed the most relevant aspects of their stay in Heidelberg, including the construction of the SmartKom parser, the generation outputter, and the Bayes-net. The team also talked about mirror neurons, the kicking model, and their plans to look at people's brains more directly.
This meeting was mainly about conceptual design of the remote control. First, User Interface introduced three concepts in the user interface of remote control: the first one was a Google controller, the second was a fancy controller, and the third one was an intelligent controller. Then, Industrial Designer presented three concepts of the material of the product, including wood, plastic, and silicon. After that, Marketing presented a short anal analysis of the market for remote control based on the trend in fashion and the user requirements, and then the group discussed the features of voice recognition, gesture recognition, and speech recognition. Finally, the group decided to use solar energy as the energy source for the product.
The user interface designer first presented three concepts of the remote control: the first one was a Google controller, the second was a fancy controller, and the last one was an intelligent controller. The first concept was easy to use, but with sophisticated functions. The second concept was fancy controller because it was a combination of easy-to-use and sophisticated functions; the third was intelligent because it could be combined with speech recognition and gesture recognition to attract a lot of users. The last concept was smart because it would be able to recognize different languages and adapt to different devices.
The user interface designer proposed the concept of intelligent controller because she thought it would be very convenient to use voice recognition and gesture recognition to recognize remote controls in different languages. With this advanced features, she thought they could attract a lot of users.
The project manager thought that most people would prefer to use the voice recognition or the gesture recognition instead of the intelligent controller because it was more convenient to use voice or gesture recognition. Also, the project manager believed that people would get bored with the same gesture and switch to another remote control. Besides, the remote control would be hard to recognize in different languages, so it would not be easy for users to switch from one country to another.
Industrial Designer first introduced the three concepts of the remote control. First, it would be a combination of easy-to-use and sophisticated functions. Second, it was a fancy remote control with fancy buttons. Third, it should be technologically innovative and easy to use. Fourth, the product should be spongy. Fifth, it had to be able to adapt to different languages. Sixth, it could be made with solar energy and battery. Seventh, it needed to be environmentally friendly.
The group thought that it would be interesting for people to have this kind of remote control and it would attract all the ecological consumers. Besides, it would add a little bit to the price of the remote control, but it would also be an added value that would be compensated.
The discussion about the material of the remote control was mainly about whether to use wood or plastic as the material for the base. The team decided on wood because it was very resistant and it could be correlated to energy, solar energy, but it was not exactly right for the spongy point of view. Also, it was suggested that they could have both wood and rubber for the buttons.
The first point of the user requirement was fancy look and feel. The second point was they still wanted it to be technologically innovative, so maybe it was related to what Marketing had said with speech recognition and so on. The third point was it was important that it was easy to use. The fourth point was people wanted a spongy touch. The fifth point was that the remote control should be able to be used all the time without buttons. The sixth point was the product should not be too expensive.
The marketing recommended to do a short anal analysis of the remote control market and to have a better overview of what's the fashion in general. The marketing pointed out that everything from clothes to shoes and furniture was inspired by fruits and vegetables this year. Therefore, they should take this into account for the design of the product.
The team decided that the fancy look and feel of the remote control should be taken into account when designing the design of the product. The team also agreed that the product should be easy to use and not too expensive.
The whole meeting was about the conceptual design of the remote control. First of all, the group discussed the cost of the chip, the material of the case, the color of the front and back, the buttons, the shape of the back and the buttons on the front. Then, they talked about the shape and colour of the buttons. The group decided that the buttons should be on top of each other and the volume and channel buttons could be put on the bottom. Then they discussed the material and shape of buttons. They decided to make the case transparent and the back light was to be in the middle. Finally, they decided to put the speech recognition in the chip but not the advanced chip because it was too difficult to implement.
The market trend was spongy and fruity. The fancy look-and-feel of the remote control was expected to be different from ordinary remote controls, so it was important for the team to create something new. Besides, the team should use some of the new technology, such as LCD or speech recognition, to be innovative.
Marketing thought that fancy look was the most important thing for remote control control, so he proposed to make changeable fronts. Marketing also suggested that spongy was also a stress-ball.
User Interface recommended to use the integrated programmable sample sensor simple speaker unit. It would give a standard answer after it recognized a question and after a few seconds the answer sample would be displayed on the screen. Also, it would be better to use LCD as well.
The group decided to make the remote control look fancy and innovative with a fancy look-and-feel instead of the current functional look and feel. They decided to use some of the new technology to be innovative, but they didn't make use of LCD or speech recognition. They also decided to put the buttons on top of each other instead of on the bottom. The group also agreed to put a scroll wheel on the front of the control.
Project Manager thought that the shape of the remote should be round and not too square. He thought it would be convenient to put the bottom of the remotes in the recharger and let it slide in the docking station.
The team came to the conclusion that a regular chip would be better than an advanced one because it would be cheaper and easier to mass-produce. However, if they used speech recognition, the cost would be higher, so the team decided to keep the regular one.
The meeting was the sixth meeting of the House of Commons Special Committee on the COVID-19 pandemic. The meeting was mainly about petitions that were presented by members of the opposition parties. The petitioners mainly focused on the government's response to the pandemic, including the large employer emergency financing facility, the large wage subsidy program, and the wage relief program for the most vulnerable Canadians. Also, the meeting discussed the situation with the Patented Medicine Prices Review Board, which was scheduled to go through some important and potentially detrimental regulatory changes very soon. The government also discussed the financial support for the people who had lost their jobs due to the Covid-19 outbreak, including those who were in need of CERB payments. Finally, the committee discussed the issue of the wage subsidy, which had not been approved by the government.
The members questioned ministers about petitions fraudulence, tax evasion, violence handling and violence handling. The petitioners were asking that the Government of Canada not provide any financial assistance to Canadian airlines until they promptly provide full refunds for flights that were cancelled due to COVID-19. They also asked for the government to stop targeting law-abiding firearms owners; to cancel all plans to confiscate firearms legally owned by federally licensed RCMP-vetted Canadians; to focus taxpayer dollars where they would actually increase public safety, which was on keeping at-risk youth from being involved in gangs and on anti-gang enforcement; and to provide the government with a leadership role in negotiating a price for gene modulators throughout all the provinces of Canada.
Mr. Gabriel Ste-Marie was delighted to hear the Prime Minister say that there was no tolerance for tax avoidance. However, he quickly became disillusioned because it was more about abusive tax evasion and avoidance. Companies that legally took advantage of tax havens to avoid paying their taxes would have access to the large employer emergency financing facility. There were no conditions that would allow the government to tighten the screws on profiteers.
Hon. Bill Blair thought it was a great opportunity when the member opposite said what the police were saying. The Canadian Association of Chiefs of Police declared that military assault rifles were produced for the sole purpose of killing people in large numbers and urged the government to enact legislation to ban all military-assault rifles, except for law enforcement and military purposes. They said, In our view, these weapons had no place in our communities and should be reserved for use by Canada's military and law enforcement. They were not concerned with these types of farm rifles that were being used by farmers and hunters.
Hon. Deb Schulte introduced that seniors had faced increased costs due to the COVID-19 pandemic, and the government today had responded to that with additional action. This meant there would be up to $500 for the most vulnerable seniors to help them with their financial security to get through this challenging time. Beyond this, the government announced $20 million to expand the new horizons for seniors program to kick-start initiatives and services that would help seniors for example, to get grocery deliveries right to their door and to stay connected. Then, Hon. Daniel Albas asked about the government's response to the problem of unopened mail at Service Canada. The Minister of Families, Children and Social Development explained that they were doing everything that they could in Service Canada to meet the expectations of Canadians.
Ms. Jenny Kwan pointed out that instead of providing a universal direct payment for all, the government had decided to implement a complicated program that left many people behind. A single parent with four school-age children lost her spousal and child support due to COVID-19, but she was not eligible for CERB. The Minister of Employment had been aware of this for three weeks and said she was looking into it, but there was still no action.
Hon. Deb Schulte (Minister of Seniors) said that the government had been working to support seniors since the very beginning of the pandemic. They announced a one-time, tax-free payment of $300 for seniors eligible for OAS and an additional $200 for senior eligible for GIS. Beyond this, they announced $20 million to expand the new horizons for seniors program to kick-start initiatives and services that would help seniors for example, to get grocery deliveries right to their door and to stay connected.
The opposition party questioned the Minister of Finance about the government's support for energy resources and tourism and funding in green economy and small businesses. The Minister of Economic Development and Official Languages answered that the government was continuing to work towards the end of the COVID-19 pandemic, and the government had put in place measures to ensure that the facility was available for companies that were going to continue to support the economy, protect their employees, and to make a significant contribution to the communities. The opposition party also questioned about the Minister's announcement that the large employer emergency financing facility would be available for those who needed it, but the Minister assured the opposition party that there would be no overpayment.
Mr. Chris d'Entremont mentioned that tens of thousands of tourists use the ferry between Bar Harbor, Maine, and Yarmouth, Nova Scotia. The pain would be felt by thousands of Canadians, who would have to find new jobs in order to survive. The government was going to protect the tourism-based economy by investing in tourism infrastructure and upgrades to ensure Canada's tourist regions were ready when the economy reopens. In light of the new funding for the Atlantic Canada Opportunities Agency, ACOA, the government would be happy to work with him and with the leaders of the tourism sector.
Hon. Bill Trudeau (Minister of Finance) introduced that the government was targeting support to some of the most critical challenges facing the food supply chain. Last Tuesday, the government announced an emergency processing fund for a total of $77.5 million, $50 million for the surplus food program and $125 million through AgriRecovery to support our beef and pork producers. Regarding the dairy sector in particular, it was hopeful that tomorrow they would get the support of all of the parties to be able to respond to their request for an increase in their loan capacity from $300 million to $500 million.
There was a lot of discussion about fishing and tourism, oil and gas affected by the Covid-19. First of all, Chris d'Entremont mentioned that the lobster fishery was being negatively affected by COVID-19 and was facing losses of up to 95% of its Asian markets. The Minister of Fisheries, Oceans and the Canadian Coast Guard responded that the government had started to put measures in place to address the issue with the $62.5 million for processors, as well as to make sure that the CERB was available for seasonal workers and people who had run out of their fishery EI, but more needed to be done. In light of the new funding for the Atlantic Canada Opportunities Agency, ACOA, the Minister was happy to work with him and with the leaders of the tourism sector.
Hon. Bernadette Jordan (Minister of Fisheries, Oceans and the Canadian Coast Guard) explained that the government had started to put measures in place to address the issue with the $62.5 million for processors, as well as to make sure that the CERB was available for seasonal workers and people who had run out of their fishery EI. The fishery enterprises were uniquely structured, which was why the government was looking at measures to address their concerns.
According to the minister, the COVID-19 pandemic was causing a lot of stress for the oil and gas industry. In order to deal with the stress, the government had announced a large employer emergency financing facility, which would be available for companies that were going to continue to support the economy, to protect their employees, and to make a significant contribution to the communities.
This meeting was mainly about the detailed design of the remote control. First of all, User Interface presented the prototype of the new remote control, which was made of clay and yellow with two basic colours, yellow and red. Then, Industrial Designer and User Interface each gave a presentation about their ideas about the product, including the fancy look and feel, the shape, the colour, the material, the buttons, the voice recognition, the battery, the solar cell, and the price of the product. After that, the group discussed the cost of the final product, which they agreed to be twelve fifty Euros and under twelve Euros and a half.
The prototype of the remote control was made by clay and it was made in yellow and red with two basic shapes, a circle and a triangle. The colour of the product was yellow and the shape was like a pineapple with cherry on top. However, the group was not satisfied with the shape because it was not like the traditional remote controls and the colour was not fancy. The group decided to change the product to a pineapple and make it look like a flying saucer. Then they discussed how to make the product easy to use. They decided to have a microphone array embedded in the device and the voice recognition function was embedded on the device.
The user interface believed that yellow and red were the company colours and yellow was the basic colour of the remote control. Therefore, the basic color of the product should be yellow and the basic shape should be red.
The marketing thought that the shape of the product was not fancy because it was a fruit and vegetable shape, which was not in the trend at the time. Therefore, the marketing thought the product should be more like a flying saucer or a pineapple.
Firstly, the group evaluated the fancy look and feel of the remote control based on its shape, colour, material, buttons, and shape. Secondly, they evaluated the price of the product based on the cost of the components. Thirdly, they rated the product according to three key points, fancy look, feel, and technological innovation. The group agreed that the product was easy to use, technologically innovative, and easy to sell.
The group thought the remote control was technologically innovative because it had a microphone array embedded in the core and it could capture voice from different directions. Also, it was easy to use and powerful because it only had one button.
The marketing and the industrial designer thought the controller was easy to use because there was only one button. However, the user interface designer thought it would be difficult to jump from one channel to twenty because it depended on the angle of turning. The marketing and industrial designer also thought that the microphone array embedded in the controller would make it difficult to control the scale.
Industrial Designer and User Interface gave a presentation about the prototype of the remote control, which was made of clay and yellow and red with two basic shapes, a circle and a triangle. Then, the group discussed the cost of the product. The cost was twelve fifty Euros and a half Euros. The group agreed that the product would be cheap and easy to use, and it would be technologically innovative. After that, they discussed the price of the solar cell and the battery, and they agreed that it would not be too expensive.
The group thought that the solar cells would be a revolutionary solar receptor that they could put outside, so it would be interesting to make a lot of advertisement concerning these solar cells to sell it. However, the cost of the solar cell would be four times higher than the battery, so the group decided to keep them.
The marketing thought that the traditional remote control would last for ten years and the new product would last fifteen years. The industrial designer thought it was better to follow the flow and make the product now and after, because if the people changed their minds, they changed also the product.
This meeting was mainly about the functional design of the remote control. First of all, the team got to know each other better by drawing their favourite animals on the whiteboard. Then, they discussed the project plan, including the selling price, the production cost, the profit aim and the target group. After that, they went off to do their individual work on the conceptual design, conceptual design and detailed design respectively.
The group agreed that the remote control should not be fashionable, but it should be user-friendly and usable by all age groups. The group also agreed that there should be a flip top remote control so that when users flip over the top, their screen is bigger and they can have a bigger screen in the flip over. Also, the group discussed the disadvantages of having too many buttons on the front of the remote. The team thought that the LCD display could be incorporated into the design to make it easier to browse and navigate.
When discussing remote control style and design optimization, Marketing mentioned that on a mobile phone, users could press a key and it gave them a menu, which made it fairly obvious what they were trying to do. On a remote control, users might find it easier to browse and navigate, especially for the older generation.
Industrial Designer thought that the remote control needed to be self-intuitive and intuitive so that the older generation could work out what everything was doing. He also pointed out that the menu on the new phones had all these pictures and stuff which made it fairly obvious what they were trying to do. However, Industrial Designer did not know how to design a remote control that was intuitive and user-friendly for this age group.
Industrial Designer thought that the remote control could still be made of plastic because it was easily moulded and produced. Industrial Designer also pointed out that there were other remote controls made in plastic that looked different and looked a bit smarter.
The remote control was priced at 25 Euros and the selling price was set at 17.5 Euros. The target group was international and included all age groups, including granny and grandad. The price of the remote control would depend on whether they wanted to undercut the price or make it look cheap.
Project Manager thought that the remote control should be accessible and usable by all age groups. He did not think it was a case of worrying about different languages and things like that because they were not focusing on business market, any particular thing.
This meeting was about the second meeting of the new remote control project. First of all, the team discussed the last meeting's agenda and the new project requirements. Then, they discussed the working design of the remote control based on the market research results. The team decided to design a flip-top remote control with a trendy design and added new features such as shock proof body and a design to appeal to a wide range of people. After that, they talked about the battery issue and the size issue. Finally, they decided to focus on just one thing, not get bogged down in lots of different possibilities.
Industrial Designer was not sure whether they wanted to look at the size issue because most of the remote controls were powered by triple A batteries but those can be quite bulky so he didn't know if they should look at something else so they could shrink down the size of the control. Project Manager suggested that they could look at a rechargeable something on the remote control so it would be small and easy to carry around. User Interface proposed to make the flip-top with a trendy design and the buttons could be soft or hard because they were times when the buttons tend to be a bit hard after continuous use usage and all that.
Industrial Designer thought that most remote controls used some form of infrared to send signals to the TV presumably because of the cost issue of wireless and didn't need to send very much information. However, Industrial Designer was not sure whether they wanted to look at the size issue because most of them were powered by triple A batteries but those could be quite bulky so he didn't know if they should look at something else so they could shrink down the size of the control.
Marketing firstly summarized the findings of the market research. Then, the team discussed the functional requirements of the new remote control. The team agreed that the remote control should be only for TV and by implication video. Also, it should be user-friendly by being easy to use rather than having a lot of complex buttons. Finally, they agreed to make sure the corporate image is incorporated into the design of the product.
Industrial Designer thought that the alarm would help people find the remote control when it was lost. In the market research, it was found that most people only used ten percent of the buttons on a remote control, so it was not necessary to put too many buttons on it to confuse the user. In addition, the alarm could also be used as a reminder to users to use Videoplus.
Industrial Designer thought that people in Japan would not buy two different sized controllers because the controller was too big for their hands. Therefore, he suggested that they could have bigger buttons for some countries or something and smaller ones for others.
According to the market research, most people preferred a user-friendly remote control rather than a complex one because most people only used about ten percent of the buttons on the remote control. Also, most users preferred a flip-top remote control because it could be accessed by a wide range of audience and it could punch in new features such as shock proof body and maybe a design to appeal to a lot of people. In addition, it was believed that a touch screen could be a better option for repetitive strain injury because it was indicated that the buttons tend to be a bit hard after continuous use usage and all that.
The meeting was mainly about the reorganization of the directory structure for all of the meeting data. The team was working on getting the meeting information organized and getting the transcriptions ready for the DARPA meeting in July. They were also discussing how to improve the performance of the Switchboard model and how to train noise models in the recognizer for transients and things that come from the microphones. There was also some discussion about how to deal with the large number of beeps in Switchboard.
DARPA was decided to fund the work of the team on the Transcriber Interface. The team was asked to submit a demo of their work to a DARPA meeting in the middle of July. The meeting will be held in Washington, D.C. in July.
Transcribers have continued to work on transcribers' interviews with participants. The transcriptions are in the process of being edited and will be ready for the DARPA meeting in July.
Transcription has been completed for set one of the transcripts. Five more meetings have been transcribed and are in the process of being edited.
The segmenter has changed from bark scale to mel scale. The bark scale has been replaced by a smaller version. The mel scale is now used as the basis for automatic segmentation, replacing hand-segmentations.
The segmenter is performing well and should be generating chunked files by the end of the week.
The segmenter has changed from bark scale to mel scale. The bark scale has been replaced by a smaller version. The mel scale is now used as the basis for automatic segmentation, replacing hand-segmentations.
The meeting was primarily about the progress of the Mississippi State recognizer. The team had been working on improving the model, but they were still not satisfied with the model's performance. The professor wanted to know if there was a way to reduce the number of Gaussians in the model to improve performance, but the team was not sure how to go about it. They were also concerned that the model was not performing as well as they expected it to. They wanted to figure out what was causing the mismatch in noise that was causing their model to perform so poorly. They also discussed how they could improve the model.
The team was concerned that the number of deletions was increasing and that the net was getting worse. The professor suggested that the team should focus on improving the net. The team thought that adding a neural network to the model would make it better, but the professor thought that it would be better if they kept the back-end fixed.
The professor thought that the neural net was doing better than the previous proposal. He recalled that the previous model had a fifty-three point sixty-six percent improvement over the current one. He thought it would be interesting to see what would happen if the model was just put on without the side thing. The professor thought the team should focus on improving the net.
The team thought that the most noisy cases on SpeechDat-Car were on the far-field recordings. They thought that a lot of the noise was below a hundred hertz. The signal-to-noise ratio was still pretty bad. The team wondered if the noise subtraction was subtracting off speech.
The team discussed the VAD results. The team thought that the model was better on the well-matched and highly mismatched conditions, but it was still not very good on the high mismatch condition. The professor thought that it was important to learn how to do this better.
The professor thought that the VAD latency was too large. He thought that it was two hundred and twenty milliseconds for on-line normalization and nine frames for the neural network. Then there was the filtering of silence probabilities, which added forty milliseconds.
PhD C explained that the latency of the VAD was two hundred and twenty milliseconds. Then there was the neural network which used nine frames. So if you added these components it went to a hundred and seventy milliseconds. The delta at the input was one hundred milliseconds for smoothing.
This meeting was mainly about conceptual design of the iPod-like remote control. First of all, the team discussed the components of the remote control, including the case, the case design, the circuit board, the buttons, the wheels, the infrared L-E-D, the radio sender and receiver, the beeper or buzzer or other sort of noise thing for locating the remote, and the material options. Then, they discussed the material of the case and the shape of the device. After that, they talked about the material, the shape, the color of the product, the function of the cover and the buttons. Finally, they decided to design a remote control with a fruit and vegetable theme based on fruit vegetable design.
Marketing informed the team that the fashion trend in electronics was fruit and vegetable, and they needed to go for that if they wanted to put the fashion electronics and go for a spongy feel. Marketing also suggested that they could use rubber, plastic, wood or titanium as the material of choice for the case, but the rubber case requires rubber buttons, so they shouldn't have a rubber case. The team also discussed whether they should print the fruit stuff or should the actual remote look like a fruit.
The Industrial Designer informed the team that they would be using a hard plastic or some other material case to protect the remote and the locator. They would also need to custom design a circuit board because the circuit board had to take the button input and send it to the output so they had to design that each time. The infrared L-E-D was actually gonna be included in the circuit boards that came with it. The standard parts included the buttons and the wheels, the iPod-style wheel, the radio sender and receiver, the beeper or buzzer or other sort of noise thing for locating the remote.
User Interface thought it would be a little silly to have a screen if people hardly used it. Project Manager thought it was silly if users hardly used the screen. Industrial Designer thought people needed a screen with music because they were looking for a specific song. User Interface thought the touch-based graphical interface was a cool idea because it was technologically innovative and technologically innovative in a way. And it was trendy, the iPods were really hot right now.
Battery was the first choice, but it was not available with the rubber case. Solar power was also not available, so the team considered wind-up or dynamo. The team also considered Kryptonite, which was a kinetic thing that could store loads of energy and didn't need to buy a battery. However, it seemed a little weird for a living room anyways. Then the team discussed the cost of the dynamo and found that it was quite cool, but they still needed to find the cost. Finally, the team decided to use a combination of batteries, solar power, and dynamo for the time being.
The Industrial Designer thought that a dynamo was a bicycle mechanism that stored energy. The other one was a kinetic thing where you'd basically have to wind it yourself. It seemed a little weird for a living room anyways. He also thought solar power was not available with the rubber case. The dynamo with dynamo would be interesting because the moment you moved it, it created energy on its own. However, he didn't like the idea of throwing it because he found them annoying. He thought that solar power would be better.
The cost of the Kryptonite was given relative on the web. Some chips were more expensive than others, but most of the stuff was pretty cheap though bought in bulk. The chip on print meant that they stamp out a chip, so they could mass produce them pretty cheap.
This meeting was the conceptual design meeting for the new remote control. First, the team discussed the design of the actual components and the availability of the components they had in stock at the moment. Then, they discussed the material of the plastic shell, the shape of the flip-top, the battery, the case material, the buttons, the color of the rubber cover, and the function of the G-U-I graphic user interface. After that, they talked about the battery life of the remote control, the kinetic charging, the material for the case, the functions of the buttons and the buttons on the cover. Finally, they decided to incorporate the image of the company into the design.
The team agreed on leaving out the voice recognition, the kinetic charging, the watch-type batteries, the LCD display on the top side of the flip top, rubberised buttons on the bottom side, a flip design and a different shape from what's normal. They also decided to use fruit and vegetable colours for the rubber cover and to use rubber as a padding or for the grip to add to the design. The team also agreed on the use of a G-U-I interface in the middle of the plastic case and the incorporation of the company logo.
The team decided on leaving out the voice recognition, the flip design, the LCD display on the top side of the flip top, rubberised buttons on the bottom side, and a different shape from what's normal. They also decided to use fruit and vegetable colours for the rubber cover and to incorporate the image of the company into it somehow.
Firstly, User Interface shared the findings from the previous meeting about the market trends and suggested that there was too much confusion in the design of the remote control. Secondly, the market research showed that customers wanted a fancy look and feel rather than the current functional look of remote controls. Thirdly, the marketing department suggested that they could take inspiration from fruit colours, like the vibrant colours of red chilli and tomato red. Lastly, the group agreed to have a G-U-I interface in the middle of the flip-top.
Most remote controls will use a T-A double one eight three five chip, which sends out standard signals based on your input and is pretty much used for all all TV remotes at the moment. There will be no rechargeable option available, so the standard double A and triple A batteries will be used. Also, the kinetic battery will be included in most remote controls.
Industrial Manager suggested that the remote control should be in a standby mode while not being used to conserve battery life. He thought that the size of the remote would not be that big and the batteries would not run out over night when users left it on the side. However, he also pointed out that the kinetic charging was not very resistant to dropping, so it might not last long. Also, Project Manager thought that it would detract from the attractiveness of the whole feature.
The team decided to use plastic as the main case material for the plastic shell and rubber as a padding or for the grip to add to the design. They also decided to have a rubber casing for the rubber shell, a variety of designs in fruit and vegetable colours.
The group decided to use plastic as the material for the body of the remote control and rubber as a padding or for the grip to add to the design. They also decided to have a G-U-I graphic user interface in the middle of the flip-top to simplify the interface design.
Marketing suggested that when the device was open up, people could use their fingers to press the button or they could have inside a small pointer thing when people wanted to press it. However, the team thought that the stylus could get lost easily and it might spoil the touch-pad very fast compared to a button like a pointer.
Marketing mentioned that there were some mirrors in nightclubs that were mirrors when you turned to them and turned away and it gave an advertising display, but the Project Manager pointed out that the customers didn't look at themselves when they turned the device over. Therefore, the team decided to leave the idea of putting mirrors on the device and left it on the side.
The main idea of the whole remote control was just to press buttons and it should activate things on the TV and they discussed last meeting that it should be easy to find. In this study, Industrial Designer looked into the availability of some of the materials. The T-A double one eight three five chip was used in pretty much every remote control because it sends out standard signals based on your input and it's pretty much used for all all TV remotes at the moment. There was no rechargeable option available, so the standard double A and triple A
The new remote should be different from the normal ones in two ways. First of all, it should be in a different shape from what's normal. Second, the new remote can take inspiration from fruit colours, like the vibrant colours of red chilli. Thirdly, it can be technologically innovative and technologically innovative.
The speech recognition feature could help to cut down the cost of the remote control by providing the customers with the ability to find it. However, the team had to check into the financial feasibility of this feature for financial feasibility, as it was mentioned in the mail that the division had developed a new voice recognition feature and the customers would like to have the feature of finding it.
This meeting was about the development of a new remote control for television sets. Project Manager introduced the project plan and the team members got acquainted with each other and the tools they would use during the meeting. Then, the team discussed the technical aspects of the remote control, including its interoperability with other devices and the way of communicating with these equipments. After that, Project Manager asked the team to have a little discussion about what the product should be and how it should look. The team agreed that infrared might be an issue because many devices already use infrared, but infrared was not really hot technical stuff anymore. Also, infrared might not be cost-effective for all devices, so the team decided to equip infrared and Bluetooth together in one remote.
User Interface proposed that the remote control should be a universal remote control for customers to buy just new in a store. User Interface also suggested that infrared should be used instead of infrared because infrared was not hot technical stuff anymore. Project Manager agreed with User Interface that infrared could be used, but infrared might be a problem when users were not able to point at the device.
User Interface thought that the remote control should be a universal remote control for customers to buy just new in a store. It should be able to change the state of the TV without looking at the buttons. And the buttons should be visible in the dark.
Industrial Designer thought a modern remote control should control a device diverse subset of equipment. For instance, DVD players, cell phones, video and audio equipment. There should be some interoperabi interoperability between them. Industrial Designer thought infrared was not hot technical stuff anymore and Bluetooth was not really old-fashioned.
User Interface suggested that infrared and Bluetooth could be used to connect remote control and TV. However, Project Manager pointed out that infrared was not really hot technical stuff anymore and infrared might be an issue since many devices already use infrared, so the range should not be a problem. Industrial Designer thought infrared could come in handy. User Interface thought infrared should be restricted to infrared because infrared was used a lot and the range was limited. Project Manager also suggested that the remote control should be rechargeable very easily and not consume too much power.
Industrial Designer suggested that infrared was not really hot technical stuff anymore, so infrared should be replaced by Bluetooth. Industrial Designer also suggested that one remote control should control a device diverse subset of equipment, for instance, DVD players, cell phones, video and audio equipment, so it should fit to every device.
Because User Interface thought Bluetooth was a little bit old-fashioned, since all the TVs were equipped with infrared, which was more cost-effective. Also, User Interface believed that infrared was not hot technical stuff anymore, and it was not necessary to use Bluetooth all the time.