ahmedheakl/docatlas_instruct huggingface dataset:
In 2022, under the auspices of the AUHE, Maggie Nolan, Agata Mrva-Montoya and Rebekah Ward have been working on the Impact of Journal Rankings on the Discipline of English project. 68 literary studies academics across the country completed the survey, and we are now analysing the data and undertaking follow-up interviews with a number of participants to gather richer qualitative data. We also took the opportunity investigate of Covid-19 on those working in the discipline of English. The project team is currently writing up two journal articles and preparing a report for the AUHE with recommendations. Our hope is that this research can deepen our understanding of the diverse impacts of journal rankings and that our findings can be used to advocate more effectively for the discipline.

- 7. TEACHING COMMITTEE NEWS

## New Head of AUHE Teaching Committee

Kate Douglas is now chairing this committee, having taken over from Clare Archer-Lean.

With Clare’s leadership, the AUHE survey on Graduate outcomes for subject English has been launched for 10-11 months and the committee is now interpreting the results of nearly 300 respondents who majored in English over the last 2 decades. The data has been run through NVivo and some interesting trends are emerging; the committee has done an initial annotated bibliography to contextualise the literature for the study, and textual analysis is commencing. Thanks are particularly due to both Jude Seaboyer for her vital contributions to the survey and its distribution, and Adelle Sefton-Rowston for analysis and planning.

- 8. ADVOCACY NEWS

The AUHE made a submission to the Office for the Arts relating to the new National Cultural Policy.

An AUHE sub-committee has been lobbying the Federal Government about ARC processes in the context of the last round that saw Literary Studies projects vetoed. Activities have included a submission to Senate Estimate and meetings with politicians.

- 9. AUHE PRIZES

The The 2022 AUHE Prize for Literary Scholarship entries closed August Judging is taking place and the panel members are Chris Danta (chair), Paul Giles and Tanya Dalziell.

The Voss Prize longlist has been announced: Ahmad, Michael Mohammed, The Other Half of You (Hachette Australia) Behrendt, Larissa, After Story (University of Queensland Press) Bitto, Emily, Wild Abandon (Allen & Unwin) Brabon, Katherine, The Shut Ins (Allen & Unwin) De Kretser, Michelle, Scary Monsters (Allen & Unwin) Down, Jennifer, Bodies of Light (Text Publishing Company) Friedman, Graeme, What the Boy Hears When the Girl Dreams (Booktopia Book Club) Kent, Hannah, Devotion (Picador Pan Macmillan) Johnson, Susan, From Where I Fell (Allen & Unwin) Pung, Alice, One Hundred Days (Black Inc)
EXISTING INTERVENTIONS	PRESENCE ORABSENCE IN THE PROVINCIAL INVESTMENT PLAN AND BUDGET	CONCERNED DEPARTMENT/UNIT
Symposium on Anti-Smoking and Anti-Drug	Present
Anti-Drug Abuse Campaign	Present
Reactivation of Committees BADAC, CADAC, PADAC	Present but in need of monitoring	PDEA, DILG, LGU
Counseling Education/Consequence Counselling	MSWDO
Partnership Between DTI And DOH Regarding Prohibition Of Selling Cigarettes To The Youth	DOH, DTI, DILG, P/MLGU	DOH, DTI, DILG, P/MLGU
Local Ordinances on Smoking Prohibition For Minors	P/MLGU	P/MLGU
Drug abusers/murderers/ Thieves/rapist are being put into a secluded 'rehab' camp in the mountain to straighten them out. In return they become reserves and enforcer of moral duties	Cannot be funded	MILF
Smoking Cessation Programs	Funded by M.O.E.	DOH-IPHO Lanao del sur
School Anti-Drug Abuse Caravan	Indicated in the 2016 Provincial Investment Plan	PADAC
Issue: Dental Health
Budget appropriation	Present	DOH, PHO, LGU, DepEd and other private organizations (PDA)
Back to basic (ex. Guava twig, 'tugigi')	Not indicated in the 2016 Provincial Investment Plan
Issue: Health Insurance
PhilHealth Premium Enrollment Program	Indicated in the 2016 Provincial Investment Plan	OPG PSWDO
PARTICIPATION
Issue: Youth Representation in Decision Making
SSG
Issue: Absenteeism of SK in Brgy. Sessions due to conflict with schooling
SK Reform Law Kagawad with honorarium ▪
Issue: Lack of involvement in consultations for policy formulation and development
Youth convergence activities (Provincial, Regional, National)	Existing Provincial Investment Plan Training of young generations to participate in cultural performances
Disaster Resiliency Camp	DILG, LGU, DRRMO	DILG, LGU, DRRMO
Earthquake &Fire Drills	DEPED, LGU	DEPED, LGU
Liham para sa Pinuno ng Departamento ng HRDO na humihiling para sa mga kawani ng Seksyon ng PM na magkaroon ng tagapagsalita	Gagawin ng nakatalagang empleyado

#	DAPAT GAWIN NG KLIYENTE	AKSIYON NG AHENSYA	KAUKULANG BAYAD	TAGAL NG PROSESO	NAKATALAGANG YUNIT/KAWANI
1	Ang kahilingan nang tagapagsalita ay ipadadala sa pamamagitan ng isang pormal na liham sa Pinuno ng Departamento ng HRDO, at na nararapat na iniendorso ito ng Pinuno ng Departamento o Tanggapan.	Ang kahilingan ay tatanggapin sa Seksyon ng Tagatala at ito ay itatala, at pagkatapos ay ipadadala sa Pinuno ng HR	N/A	30 minuto	Seksyon ng Talaan
Aaprubahan o hindi aaprubahan ng Pinuno ng Departamento ng HRDO ang kahilingan para sa pagkakaroon ng isang tagapagsalita.	N/A	3 araw na gagawin	Elvira Flores / Manny Deduyo
Ang kahilingan ay susuriin ng Pinuno ng HR at magbibigay ng mga tagubilin sa Yunit ng PM	N/A	30 minuto	Elvira Flores / Manny Deduyo
Magbibigay ang Yunit ng PM ng pidbak sa humihiling na partido. PAGTATAPOS NG PROSESO	N/A	2 oras	Clifford Cruz/ Gina Vierne
KABUUAN	6 na araw at 4.75 oras

- 22. PAGPROSESO SA PAGHILING NG TEKNIKAL NA TULONG

Ang Tanggapan ng Pagpapaunlad sa Yamang Tao ay nakatuon sa patuloy na pagpapabuti at pagpapahusay ng Lungsod ng Pasig ukol sa mga Estratehiya ng Pagganap sa Sistema ng Pamamahala.) , at ang aplikasyon nito ay mula sa pinakamataas na pamamahala hanggang sa mga ranggo at dokumento ng mga empleyado ng Pamahalaang Lungsod.

Opisina o Dibisyon:	Yunit sa Pamamahala ng Pagganap
Klasipikasyon:	Payak/ Karaniwan
Uri ng Transaksyon:	P2P- Pamahalaan sa Pamahalaan
Maaaring kumuha ng serbisyo:	Lahat ng empleyado ng Pamahalaang Lungsod ng Pasig
Framework for Expanding EMS System Capacity During Medical Surge 02252016

### A Note on Training EMS Personnel to Perform Modified Treatment and Transport

Implementing modified treatment and transport strategies represents a change in traditional EMS practice. Providing education and training to perform modified treatment and transport in advance of an actual incident is recommended. This change in traditional practice to incorporate more complex decision making requires more education and training. Education on the actual protocols for where to transport can be just-in-time. Providers must be trained and retrained, and their knowledge/skills must be validated on a regular basis. As many EMS experts have argued, strategies for expanding EMS systems capacity will be most successful if at least some activities are integrated into daily operations.
2. ng 2. ng payo ng nakatalagang PAS Focal Person	2.1. ang mga 2.1. ang mga dokumentong isinumite at suriin ang FILE 201 / PER 16 kung kinakailangan.	Wala	depending on the period of retrieving files, if needed) 2 araw, 4 na oras (maaaring tumagal ng mas mahabang oras depende sa panahon pagkuha ng mga file, kung kinakailangan)	CO & FOs Personnel Transactions Section
2.2. check 2.2. check details to COE, print the issuance and attach the necessary documents 2.2. I-encode/ suriin ang mga detalye sa COE, i-print ang pagpapalabas at ilakip ang mga kinakailangang dokumento	None Wala	depending on the period of retrieving files, if needed) 2 araw, 4 na oras (maaaring tumagal ng mas mahabang oras depende sa panahon pagkuha ng mga file, kung kinakailangan) 2 araw, 4 na oras (maaaring tumagal ng mas mahabang oras depende sa panahon pagkuha ng mga file, kung kinakailangan)	CO & FOs Personnel Transactions Section
2.3. and 2.3. and Sign/initial the COE 2.3. Suriin at Lagdaan/Inisyal ang COE	None Wala	2 hours 2 Oras	Section Head or Personnel Officer CO & FOs Personnel Transactions Section OIC/Chief Admin. Officer Personnel Admin. Division
3. PAS of 3. PAS of preferred method of receiving the duly signed COE Ipaalam sa PAS 3. ang gustong paraan ng pagtanggap ng nararapat na nilagdaan na COE	3. the client 3. the client that the COE is ready and ask if for pick up or for courier service (either through chat, e-mail, or phone call) 3. Ipaalam sa kliyente na handa na ang COE at tanungin kung para sa pick up o para sa courier service (sa pamamagitan man ng	None Wala	10 minutes 10 Minuto	PAS Focal Person CO & FOs Personnel Transactions Section

82
się plomby i określenia odpowiedniego momentu na jej wymianę – wyjaśnia lek. stom Agata Wojdalska. Dodatkowo podczas wizyty mogą zostać zdiagnozowane takie schorzenia jak np. bruksizm, czyli nawykowe zaciskanie i zgrzytanie zębami, które niesie za sobą różne konsekwencje, nie tylko w postaci startych zębów, ale również choroby stawów skroniowo-żuchwowych czy nawet migren i bólu twarzy. Lekarz może również zaobserwować problemy ze stawami, wadę zgryzu czy też choroby dziąseł i przyzębia.

## Badania diagnostyczne

Kontrola nie zawsze przebiega w rutynowy sposób. Gdy stomatolog zauważy patologię zwiastującą schorzenie, wprowadza bardziej zaawansowaną diagnozę. Ta obejmuje metodę wybraną w oparciu o to, co zostało zaobserwowane. Najczęściej wykonuje się zdjęcie RTG zębów. RVG zębowe jest to rentgen zębowy, czyli tak naprawdę radiowizjografia cyfrowa. To rodzaj prześwietlenia, które wykonujemy na miejscu w gabinecie stomatologicznym, wręcz z fotela dentystycznego, przy którym zamontowana jest lampa RVG. Takie zdjęcie jest podstawową i nieocenioną formą natychmiastowej diagnostyki stomatologicznej. Pozwala uzyskać od razu na monitorze obraz pojedynczego prześwietlonego zęba. Dawka promieniowania RVG zębowego jest bardzo mała i zupełnie nieszkodliwa. Tego typu fotografię można bezpiecznie wykonywać również u dzieci jak i kobiet w ciąży. Innym złotym standardem diagnostyki stomatologicznej jest pantomogram To badanie radiologiczne, w trakcie którego uzyskujemy zdjęcie panoramiczne szczęki i żuchwy. Uwidocznione są na nim wszystkie zęby górne i dolne, kości szczęki, żuchwy, stawy skroniowo-żuchwowe, zatoki szczękowe oraz jama nosa. Dzięki niemu stomatolog może ocenić stan fizjologiczny zębów oraz rozpoznać rozwijające się ukryte patologie, których nie jest w stanie wykryć w zwykłym badaniu. Mogą to być na przykład zęby zatrzymane w kości, patologicznie położone ósemki, które nie mogą się wyrżnąć, albo zmiany zapalne przy korzeniach zębów. Na zdjęciu pantomograficznym widać również zęby, które były leczone kanałowo i dzięki temu dentysta może skontrolować ich stan. Z kolei u Pacjentów cierpiących na chorobę przyzębia, tego typu fotografia pozwala określić stopień zaniku kości. Pantomogram wykonujemy przed rozpoczęciem leczenia stomatologicznego, jako zdjęcie kontrolne, gdy Pacjent dawno nie był u stomatologa. Pozwala odkryć np. niewidoczne ubytki, znajdujące się na styku zębów. Nie zapominajmy jednak, że pantomogram to zdjęcie przeglądowe. Kiedy więc ząb budzi wątpliwości, zalecane jest zdjęcie RVG zębowe pojedynczego zęba. Zdjęcie tego typu można wykonać w każdej chwili i nie trzeba się do niego specjalnie przygotowywać. Przed badaniem Pacjent proszony jest o zdjęcie z okolic twarzy oraz szyi metalowych przedmiotów, a następnie założenie specjalnego ołowianego fartucha, który ma za zadanie zabezpieczać ciało przed promieniowaniem. Następnie specjalista ustawia Pacjenta w odpowiedniej pozycji przy urządzeniu (jego broda powinna być oparta na specjalnym wsporniku, w jamie ustnej znajdować się ma ustnik, a ręce na uchwytach).
Framework for Expanding EMS System Capacity During Medical Surge

### How to Plan for Implementing Tiered Dispatch

The six steps to planning for the implementation of tiered dispatch are

- 1. Meet with PSAP and dispatch directors, assess capacity, and identify resources needed to expand services during an emergency.
- 2. Develop staffing plans to expand dispatch center capacity.
- 3. Identify other call centers for referral of non-life-threatening calls for medical advice.
- 4. Identify hosting solutions for a scalable system (to assure interoperability between call centers).
- 5. Develop standard methodology and protocols (consider additional protocol questions for emerging infectious diseases).

Each of these steps is discussed in detail below.

#### 1. Meet with PSAP and Dispatch Directors, Assess Capacity, and Identify Resources Needed to Expand Services during an Emergency

The idea to establish new or alternate dispatch centers during an emergency may be proposed by those unfamiliar with EMS operations. It is important to convey that establishing a new or alternate dispatch center during a disaster is not feasible for most, if not all, communities given the financial demands of day-to-day operations and limited funds available from federal and state government to support EMS system preparedness. (35, 36) New facilities would require supplies, equipment, and staff to be mobilized while existing community dispatch centers become increasingly overwhelmed. EMS agencies must work within a broader planning context, such as through their local or regional healthcare coalitions, to develop plans to augment the capacity of a community's existing dispatch centers and, when possible, prepare to link these centers during an emergency to allow for sharing of call overflow. Meeting and joint planning with PSAP and EMS dispatch in your community is needed to thoroughly understand the present capacity, staffing, procedures, site requirements, technology, and disaster plans of PSAPs and their associated EMS dispatch centers. This collaboration is essential for planning any tiered dispatch system or other system that links call centers together. Some communities may elect to survey PSAPs and dispatch centers. EMS system experts on your local or regional healthcare coalition, particularly those with an understanding of dispatch
7.3.1 The amounts set out in the Energy Bill shall be payable by the [Registered Provider]/[Landlord] within [twenty one (21)] days of the date of the [Registered Provider]/[Landlord]’s receipt of such Energy Bill the “Due Date”). 7.3.2 If the [Registered Provider]/[Landlord] wishes to dispute any part of an Energy Bill in accordance with this Agreement then it must do so within [twenty eight (28)] days of the date of the Energy Bill. 7.3.3 The [Registered Provider]/[Landlord] must pay any undisputed amount by the Due Date. On resolution of the dispute, within [fourteen (14)] days of the resolution of the dispute, as applicable, either the [Registered Provider]/[Landlord] shall pay any amount withheld determined to be owing by it or ESCo shall repay to the [Registered Provider]/[Landlord] any overpayment it is agreed or determined to have received as a credit against the next Energy Bill. 7.3.4 The [Registered Provider]/[Landlord] shall be responsible for paying all Charges due under this Agreement until:

(a) termination of this Agreement pursuant to Clause 17 (Termination); or (b) suspension of this Agreement pursuant to Clause 7.5 (Failure to make payment).

7.3.5 Where the Agreement has not been terminated, responsibility for paying the Charges shall continue even if Heat Supply has been consumed at the Block without the [Registered Provider]/[Landlord]’s permission. 7.3.6 The [Registered Provider]/[Landlord] shall remain liable to pay the Charges where the Heat Supply to the Block Connection Point is interrupted or unavailable. If the interruption or unavailability is due to a Service Failure, the [Registered Provider]/[Landlord] shall be entitled to a Service Failure Payments as set out under Schedule 5 (Service Standards).

## 7.4 [Registered Provider]/[Landlord] Transfer of Responsibilities to Tenants

7.4.1 When the first tenant moves into a Relevant Unit, [or the tenant (or lessee) changes in a Unit]25, Relevant the [Registered Provider]/[Landlord] shall:

(a) ensure that such tenant (or lessee) receives the Customer Supply Agreement together with their tenancy agreement; (b) shall use reasonable endeavours to ensure that the new tenant (or lessee) enters into such Customer Supply Agreement; and (c) shall notify to ESCo the following details (“Initial Tenancy Details” [and “Change of Details”]26) Tenancy as soon as reasonably practicable on becoming aware of the Initial Tenancy Details [or Change of Tenancy Details as relevant] and in any event within [fourteen (14) days] of that event occurring:

(i) the date of the initial tenant moving into the property [or the change of tenancy];

22
17.2.2 If [Registered Provider]/[Landlord] Termination Grounds occur then the [Registered Provider]/[Landlord] may, in its discretion at any time within three months of the relevant occurrence of [Registered Provider]/[Landlord] Termination Grounds, give written Notice (a "[Registered Provider]/[Landlord] Warning Notice") to ESCo of its right to terminate this Agreement.

17.3 Timing of Service of Final Termination Notice

17.3.1 Notwithstanding service of an ESCo Warning Notice by ESCo or a [Registered Provider]/[Landlord] Warning Notice by the [Registered Provider]/[Landlord], this Agreement will only terminate after service of a further notice (a "Final Termination Notice") by ESCo (where an ESCo Warning Notice was served) or the [Registered Provider]/[Landlord] (where a [Registered Provider]/[Landlord] Warning Notice was served) confirming that it wishes to proceed with termination of this Agreement and subject to the remaining provisions of this Agreement including Clause 18 (Consequences of Termination or Expiry). 17.3.2 Any such Final Termination Notice, if to be served, must be served within three months of service of the ESCo Warning Notice or [Registered Provider]/[Landlord] Warning Notice (as the case may be). 17.3.3 Following service of a Final Termination Notice, this Agreement shall without prejudice to the provisions of Clause 18 (Consequences of Termination or Expiry) terminate on the relevant date specified therein (which date, other than in the case of an Insolvency Event, shall not be more than [three (3)] months after, the date of the Final Termination Notice) (the “Termination Date”).

17.4 Exclusive grounds of termination

17.4.1 The [Registered Provider]/[Landlord] agrees and acknowledges that its right to terminate this Agreement pursuant to the provisions of Clause 17.3 shall be the sole grounds upon which the [Registered Provider]/[Landlord] may terminate this Agreement due to breach of this Agreement by ESCo. 17.4.2 ESCo agrees and acknowledges that its right to terminate this Agreement pursuant to the provisions of Clause 17.3 shall be the sole grounds upon which ESCo may terminate this Agreement due to breach of this Agreement by the [Registered Provider]/[Landlord].

## 18. 18. CONSEQUENCES OF TERMINATION OR

18.1 Termination of this Agreement pursuant to Clause 17 (Termination) shall have effect in accordance with this Clause 18. 18.2 Without prejudice to Clause 18.4 (Continuing Obligations), where this Agreement is terminated by either Party pursuant to Clause 13.7 (Force Majeure) by reason of prolonged Force Majeure, neither Party shall have any liability to the other in respect of any Losses arising as a result of the early termination of this Agreement.

## 18.3 Payments on Termination

35
- υψηλής στάθµης και συγχρόνου τεχνολογίας Νοσηλευτικό Ίδρυµα». Δεδομένου ότι στον Οργανισμό του Κ.Ι.Ε.Ν. δεν περιέχεται όρος περί εκποιήσεως του δωρηθέντος για κοινωφελή σκοπό ημιτελούς κτιριακού συγκροτήματος στη Λεωφόρο Μεσογείων (λειτουργία υψηλής στάθμης και συγχρόνου τεχνολογίας Νοσηλευτικού Ιδρύματος) συνάγεται ότι αυτό εδωρήθη υπό τον όρο του αναπαλλοτριώτου (παρ. 1 του άρθρου 1 του Ν. 455/1976), δηλαδή εδωρήθη χωρίς τη δυνατότητα να μεταβιβασθεί καθ’ οιονδήποτε τρόπο – ακόμη και δια πλειστηριασμού.

Οι πόροι του Κ.Ι.Ε.Ν. ορίσθηκε να είναι: α) Τα ημερήσια νοσήλια και οι εισπράξεις από τις σχετικές με το αντικείμενό του, ιατρικές πράξεις.

- β) Τα εισοδήματα από την εκμετάλλευση των περιουσιακών στοιχείων.

γ) Κληρονομίες, κληροδοσίες, δωρεές, επιχορηγήσεις από τρίτους, φυσικά η νομικά πρόσωπα και κάθε πρόσοδος από αυτές. δ) Έσοδα από συνέδρια, σεμινάρια και γενικά εκδηλώσεις. ε) Έσοδα, από δραστηριότητα, που τυχόν θα αναπτύξει, για την εξυπηρέτηση του προσωπικού του, των νοσηλευομένων και των επισκεπτών (παραχώρηση, με αντάλλαγμα, χρήσης χώρων στο νοσοκομείο, για κυλικεία, ανθοπωλεία κ.λπ.). (Η περίπτωση στ΄ στ) Έσοδα από εκποίηση περιουσιακών του στοιχείων αντικαταστάθηκε ως άνω µε την παρ. 2 του άρθρου 29 Ν. 4058/2012, ΦΕΚ Α΄ 63/22-3-2012 επί Υπουργίας Ανδρέα Λοβέρδου). ζ) Επιχορήγηση από το Ελληνικό Δημόσιο, όπως αυτή καθορίζεται κάθε φορά, με κοινές αποφάσεις των Υπουργών Υγείας και Κοινωνικής Αλληλεγγύης και Οικονομίας και Οικονομικών ύστερα από πρόταση του Διοικητικού Συμβουλίου του Ιδρύματος, (Η περ. ζ΄ προκειμένου το Ίδρυμα να εκπληρώσει τους καταστατικούς σκοπούς του αντικαταστάθηκε ως άνω µε το άρθρο 18 Ν. 3454/2006, ΦΕΚ Α΄ 75/7-4- 2006 επί Υπουργίας Δηµητρίου Αβραµόπουλου).

- Το Κ.Ι.Ε.Ν. ορίσθηκε να έχει οικονομική και διοικητική αυτοτέλεια. Διοικείτο από Δ.Σ., το οποίο διωρίζετο από τον ιδρυτή Ε.Ε.Σ. Ex officio Πρόεδρος του Δ.Σ. του Κ.Ι.Ε.Ν. είναι ο Πρόεδρος του Κεντρικού Δ.Σ. του Ε.Ε.Σ. Μέχρι και τις αρχές του

13
Framework for Expanding EMS System Capacity During Medical Surge

Emergency management and public health partners may have already completed an HVA for a local jurisdiction. Engage those partners to determine if they have an existing HVA and if they are willing to share the information. Discussion among stakeholders should take place to define the best way to proceed for an evaluation of the community or jurisdiction. Use Worksheet 2.4 – Community Disaster Scenarios below to record the disaster scenarios identified by your community's HVA as the most likely to impact your local healthcare system.

##### Worksheet 2.4 – Community Disaster Scenarios

Instructions: List the disaster scenarios identified by your community's HVA as likely to impact your local healthcare system.

Community Disaster Scenarios
1. To be filled in
2. To be filled in
3. To be filled in
4. To be filled in
5. To be filled in

### Conducting a Needs Assessment

The planning team should consider conducting a Example of a Needs Assessment robust community needs assessment. Systematic needs assessments can inform the community about The FEMA Learning Resource Center provides an example of how one local EMS capabilities and limitations to determine if community (Naperville, Illinois) assessed expanding EMS system capacity is feasible. EMS capacity for delivery of services Potential information to collect may include the size, during disasters in a document titled Delivery of Emergency Medical Services age, and health status of the population served, the to Large-scale Community Disasters annual call volume, and the number of providers. A (24). needs assessment also can be used to identify any gaps in the skill sets of providers and volunteers, state and local plans for allocation of scarce resources, and the current healthcare system's capacity to handle medical surge.