chengyewang/TexOCR-eval huggingface dataset:
\section{Review of Accommodations Used During Testing Form Procedures}

\subsection{For whom does the Review of Accommodations Used During Testing form need to be completed?}
\begin{itemize}
\item The form is to be completed for all students who require testing accommodations based on needs documented in their:
\begin{itemize}
\item Current Individualized Education Program (IEP),
\item Current Section 504 Plan,
\item Current Limited English Proficient (LEP) Documentation, or
\item Current Transitory Impairment (TI) Documentation.
\end{itemize}
\end{itemize}

\subsection{For which tests does the Review of Accommodations Used During Testing form need to be completed?}
\begin{itemize}
\item One Review of Accommodations Used During Testing form must be completed for each state test for students who are required to receive testing accommodations.
\item State tests requiring a Review of Accommodations Used During Testing form include the Beginning-of-Grade 3 English Language Arts/Reading Test, End-of-Grade Tests, End-of-Course Tests, CTE Post-Assessments, the ACCESS for ELLs Test, the NC Final Exams, and the College and Career Readiness Alternate Assessments.
\item The Review of Accommodations Used During NCEXTEND1 Testing form must be completed for all NCEXTEND1 tests.
\item In addition, the Review of Accommodations Used During Testing form must be completed for any state field test or special study.
\end{itemize}

\subsection{What is the process for the completion of the Review of Accommodations Used During Testing form?}
\begin{itemize}
\item The top and left-hand column of the form (i.e., student-identifying information, required testing accommodations, signature line) are to be completed at the student's IEP/Section 504/LEP/TI team meeting where testing accommodations decisions are discussed and documented. All appropriate individuals must be present at this meeting.
\item The original form is kept with the student's accommodations documentation.
\item A copy of the form is provided to the designated school employee to ensure the data is correctly entered into the electronic accommodations management system being used by the school (CECAS, PowerSchool, third-party system).
\item A copy of the form is provided to the test administrator on testing day to be completed during the testing session. The test administrator records the following information:
\begin{itemize}
\item Whether or not testing accommodations are provided to the student,
\item Whether or not the student used the provided testing accommodations, as well as notes on how the accommodations were used, and
\item Any other relevant comments or recommendations for the team/committee to discuss while making accommodations decisions.
\end{itemize}
\end{itemize}

\subsection{What happens with the Review of Accommodations Used During Testing form after testing?}
\begin{itemize}
\item The completed form is filed with the student's accommodations documentation.
\item The form is reviewed by the team/committee during the next meeting where accommodations decisions are made.
\end{itemize}
\section{Physician Directory}

health.ucsd.edu

Patient Access: 800-926-8273

Physician Access: 855-543-0555
\section{Cross border co-ordination}

\begin{itemize}
\item Optimum timing of withdrawal likely to vary
\item Gains from information exchange and co-ordination:
\begin{itemize}
\item Minimise cross-border distortions and arbitrage
\item Minimise collective action problems
\item Largest gains where spillover risks highest (such as deposit insurance and liability guarantees -- eg Hong Kong/Singapore/Malaysia co-ordinating removal of exceptional retail deposit insurance)
\end{itemize}
\item Strengthening infrastructure and framework for foreign currency liquidity (G20 group)
\end{itemize}
\title{PrePex Male Circumcision: Follow-Up and Outcomes during the First Two Years of Implementation at the Rwanda Military Hospital}

\author{Albert Ndagijimana, Pacifique Mugenzi, Dana R. Thomson, Bethany Hedt-Gauthier, Jeanine U. Condo, Eugene Ngoga \\
University of Rwanda College of Medicine and Health Sciences School of Public Health, Kigali, Rwanda \\
Rwanda Military Hospital, Kigali, Rwanda \\
Department of Global Health and Social Medicine, Harvard Medical School, Boston, Massachusetts, United States of America}

\begin{abstract}
\textbf{Background}

PrePex Male Circumcision (MC) has been demonstrated as an effective and scalable strategy to prevent HIV infection in low- and middle-income countries. This study describes the follow-up and outcomes of clients who underwent PrePex MC between January 2011 and December 2012 with weekly follow-up at the Rwanda Military Hospital, the first national hospital in Rwanda to adopt PrePex.

\textbf{Methods}

Data on 570 clients age 21 to 54 were extracted from patient records. We compared socio-demographic and clinical characteristics, the operator's qualification, HIV status, pain before and after device removal, urological status, device size and follow-up time between clients who were formally discharged and those who defaulted. We reported bivariate associations between each covariate and discharge status, number of people with adverse events by discharge status, and time to formal discharge or defaulting using life table methods. Data were entered into Epidata and analyzed with Stata v13.

\textbf{Results}

Among study participants, 96.5\% were circumcised by non-physician operators, 85.4\% were under 30 years, 98.9\% were HIV-negative and 97.9\% were without any urological problems that could delay the healing time. Most (70.7\%) defaulted before formal discharge. Pain before (p$<$0.001) and after PrePex device removal (p = 0.001) were associated with discharge status, although very few cases were reported, and pain was more commonly missing among defaulters. Twenty-seven adverse events were reported (7 formally
\end{abstract}
Rhizopus oryzae (version 3; http://www.broadinstitute.org/annotation/genome/rhizopus_oryzae, last accessed December 13, 2013), the filasterean Capsaspora owczarzaki (version 2; http://www.broadinstitute.org/annotation/genome/multicellularity_project/, last accessed December 13, 2013), and the sea anemone Nematostella vectensis (version 1; http://genome.jgi-psf.org/Nemve1/, last accessed December 13, 2013).

\section{Protein Domain Architecture and TK Classification}
Protein domains composing the ichthyosporean and corallochytrean TKs were annotated by the search of SMART (http://smart.embl-heidelberg.de, last accessed December 13, 2013) and Pfam (http://pfam.sanger.ac.uk/, last accessed December 13, 2013) databases, which were then subjected to manual inspections of the result alignments. Sequences that were not mapped to any known domain were further searched for in the public databases and in other ichthyosporean TKs, and two domains (I1 and I3 domains) were newly annotated. TM segments and signal peptides of RTKs were manually predicted. For the detailed classification of CTK families, their N-terminal myristoylation sites were predicted by the Myristoylator program \cite{Bologna_2004}, which provides the prediction confidence by the score S. We classified TKs into families based on their domain architectures and phylogenetic positions as in \cite{Suga_2012}. TKs without clear domain architectural information or an apparent affiliation to a specific family supported by the phylogeny were provisionally classified into IchRTK20 (for ichthyosporean genes) or CorRTK4 (for corallochytrean genes) families.

\section{Network Analysis of Domain Architecture}
Domain architectures of proteins containing the four pTyr signaling domains (TK catalytic, PTP catalytic, SH2, and PTB domains) were manually examined. The domain combinations occurring in these proteins were represented by a network drawn by Cytoscape (http://www.cytoscape.org/, last accessed December 13, 2013). In the network, co-occurring two domains are represented by two circles directly connected by a line. Duplicated domains in a protein were not counted.

\section{Phylogenetic Tree Inference}
Phylogenetic trees were inferred from the kinase (catalytic) domain sequences (225 amino acid positions) by the Maximum Likelihood (ML) method, using the LG-F model with four rate categories implemented in RAxML version 7.2.8 \cite{Stamatakis_2006}. The alignment is in supplementary fig. S10, Supplementary Material online. The obtained topology was further optimized by the genetic algorithm-based heuristic approach \cite{Katoh_2001,Suga_Schmid_2008,Suga_2012}, in which all the possible topologies generated both by crossing over all trees in the population and by the subtree pruning and regrafting (SPR) and tree bisection and reconnection (TBR) algorithms started from the best tree were evaluated. To avoid the long-branch attraction artifact, Awh\_RS39176 of Abeoforma and Apa\_RS28315.0.1 of Amoebidium were excluded from phylogenetic analyses.
被験物質投与液を 20 mL/kg の投与容量で投与するとき，被験物質濃度が投与用量となるよう調製した。最高投与用量は，「遺伝毒性試験ガイドライン」で指定されている 2,000 mg/kg とし，以下公比 2 で 3 用量設定した。陽性対照には，MMC を用いた。

被験物質投与液を 1 日 1 回 2 日間強制経口投与し，最終投与 24 時間後に生存している動物を炭酸ガス吸入法で安楽死させた後，大腿骨を摘出し，ウシ胎児血清を用いて骨髄細胞を洗い出した。採取した骨髄細胞を遠心分離し，骨髄塗抹標本を作製した。骨髄塗抹標本は，メタノールで固定した後，アクリジン・オレンジ溶液で染色し，標本観察に供した。

標本の観察は直検法で行い，1 動物につき 2 枚の標本を用い，1 標本当たり全赤血球 500 個中の幼若赤血球 (PCE) および成熟赤血球 (NCE) と PCE 1,000 個中の小核を有する PCE (MNPCE) を数えた。すなわち，1 動物当たり全赤血球 1,000 個の PCE と PCE 2,000 個の MNPCE を数えた。得られた観察結果については，各動物ごとに，全赤血球 (PCE+NCE) 中の PCE の比率 (PCE\%) および PCE 中の MNPCE の比率 (MNPCE\%) を求めた後，群ごとに集計し，平均値および標準偏差を求めた。PCE\% については，陰性対照群 (0.5\% MC 水溶液) と各被験物質投与群の 2 群間で等分散の検定を行った後，分散が等しい場合には Student の t 検定を，分散が等しくない場合は Welch の t 検定を行った。有意水準は等分散の検定で両側 5\% とし，Student の t 検定および Welch の t 検定で片側 1\% とした。MNPCE\% については，陰性対照群 (0.5\% MC 水溶液) と各被験物質投与群の 2 群間で条件付 2 項検定 (Kastenbaum and Bowman による検定\cite{Kastenbaum_Bowman}) を用いて検定を行った。

\section{結果および考察}
\subsection{ほ乳類培養細胞を用いる染色体異常試験}
短時間処理法による結果を Table 1 に示した。

陰性対照における構造異常を有する細胞の出現率は，−S9 処理および +S9 処理ともに 1.0\% であった。また，倍数性異常を有する細胞の出現率は，−S9 処理および +S9 処理ともに 0.0\% であった。陽性対照の MMC および B[a]P を処理した細胞では，染色分体の切断および交換の異常が多数観察され，その出現率は 65.5\% および 35.0\% と陰性対照と比べて顕著な増加を示した。

GPCR を処理した細胞では，構造異常を有する細胞の出現率が，−S9 処理で 0.5～1.0\%，+S9 処理で 0.0～1.5\% となり，陰性対照と比較して有意な増加を示さなかった。また，倍数性異常を有する細胞の出現率は，−S9 処理および +S9 処理ともに 0.0\% であり，陰性対照と比較して有意な増加を示さなかった。

連続処理法による結果を Table 2 に示した。

陰性対照における構造異常を有する細胞の出現率は，1.0\% であった。また，倍数性異常を有する細胞の出現率は，0.0\% であった。陽性対照の MMC を処理した細胞では，染色分体の切断および交換の異常が多数観察され，その出現率は 47.0\% と陰性対照と比べて顕著な増加を示した。

GPCR を処理した細胞では，構造異常を有する細胞の出現率が，0.0～1.0\% となり，陰性対照と比較して有意な増加を示さなかった。また，倍数性異常を有する細胞の出現率は，0.0\% であり，陰性対照と比較して有意な増加を示さなかった。

\begin{table}[htbp]
\centering
\caption{Chromosome Aberration Test of Garcinia Powder CR: Short-term Treatment Method}
\label{table_1}
\begin{tabular}{llllllll}
Substance & Dose ($\mu g$/mL) & Treatment time (hr) & Recovery time (hr) & S9 mix & Number of analyzed cells & Total (\%) gap & Polyploid cells (\%) \\
Saline & -- & 6 & 18 & -- & 200 & 2 (1.0) & 0 (0.0) \\
Garcinia Powder CR & 125 & 6 & 18 & -- & 200 & 1 (0.5) & 0 (0.0) \\
 & 250 & 6 & 18 & -- & 200 & 2 (1.0) & 0 (0.0) \\
 & 500 & 6 & 18 & -- & 200 & 1 (0.5) & 0 (0.0) \\
 & 1,000 & 6 & 18 & -- & 200 & 2 (1.0) & 0 (0.0) \\
 & 2,000 & 6 & 18 & -- & 200 & 1 (0.5) & 0 (0.0) \\
MMC & 0.1 & 6 & 18 & -- & 200 & 131 (65.5) & 0 (0.0) \\
Saline & -- & 6 & 18 & + & 200 & 2 (1.0) & 0 (0.0) \\
Garcinia Powder CR & 250 & 6 & 18 & + & 200 & 1 (0.5) & 0 (0.0) \\
 & 500 & 6 & 18 & + & 200 & 3 (1.5) & 0 (0.0) \\
 & 1,000 & 6 & 18 & + & 200 & 0 (0.0) & 0 (0.0) \\
 & 2,000 & 6 & 18 & + & 200 & 0 (0.0) & 0 (0.0) \\
 & 4,000 & 6 & 18 & + & 200 & 1 (0.5) & 0 (0.0) \\
B[a]P & 20 & 6 & 18 & + & 200 & 70 (35.0) & 0 (0.0) \\
\end{tabular}

ctb: chromatid break; cte: chromatid exchange; csb: chromosome break; cse: chromosome exchange; frg: fragmentation. \\
MMC: mitomycin C; B[a]P: benzo[a]pyrene. \\
Fisher's exact test: Significant difference from control (*: $p<0.05$, **: $p<0.01$). \\
P: precipitation.
\end{table}
\begin{figure}
\centering
\includegraphics{figure_3.pdf}
\caption{Fig. 3}
\label{figure_3}
\end{figure}

\begin{figure}
\centering
\includegraphics{figure_4.pdf}
\caption{Fig. 4}
\label{figure_4}
\end{figure}
\begin{table}[htbp]
\centering
\caption{Fumigant and contact toxicity of essential oil of \textit{A. stolonifera} aerial parts and its main components against \textit{L. serricorne} adults.}
\label{table_4}
\begin{tabular}{lcccccc}
\hline
& \multicolumn{3}{c}{Fumigant toxicity} & \multicolumn{3}{c}{Contact toxicity} \\
Treatment & LC$_{50}^{a}$ ($\mu$g/mL air) & 95\% FL$^{c}$ & Chi square ($\chi^2$) & LD$_{50}^{b}$ ($\mu$g/adult) & 95\% FL$^{c}$ & Chi square ($\chi^2$) \\
\hline
Essential oil & 0.99 & 1.58--3.37 & 9.38 & 12.68 & 11.14--14.16 & 14.16 \\
Eucalyptol* & 5.18 & 4.63--5.70 & 16.79 & 15.58 & 12.88--18.02 & 15.18 \\
$\beta$-Pinene & 29.03 & 26.38--31.79 & 17.48 & 65.55 & 58.13--76.09 & 21.62 \\
Camphor & 2.91 & 2.57--3.26 & 13.11 & 11.30 & 7.78--14.07 & 16.13 \\
Terpinen-4-ol & 1.30 & 0.75--1.70 & 12.44 & 5.42 & 3.99--6.57 & 11.63 \\
Phosphine** & $9.23 \times 10^{-3}$ & $7.13 \times 10^{-3}$--$11.37 \times 10^{-3}$ & 11.96 & -- & -- & -- \\
Pyrethrins** & -- & -- & -- & 0.24 & 0.16--0.35 & 17.36 \\
\hline
\end{tabular}

*Data from Zhang et al.$^{1)}$; ** data from Yang et al.$^{31)}$. $^{a}$50\% of lethal concentration; $^{b}$50\% of lethal dose; $^{c}$fiducial limits.
\end{table}

\begin{figure}[htbp]
\centering
\begin{subfigure}{\textwidth}
\centering
\includegraphics[width=\textwidth]{figure_2_1.pdf}
\caption{}
\end{subfigure}

\begin{subfigure}{\textwidth}
\centering
\includegraphics[width=\textwidth]{figure_2_2.pdf}
\caption{}
\end{subfigure}

\caption{Percentage repellency (PR) of the essential oil from \textit{A. stolonifera} aerial parts and its constituents against \textit{T. castaneum} at 2 h (A) and 4 h (B) after exposure. $^{a}$means in the same column followed by the same letters do not differ significantly ($p > 0.05$) in ANOVA and Tukey's tests. PR was subjected to an arcsine square-root transformation before ANOVA and Tukey's tests.}
\label{figure_2}
\end{figure}
forms of PPI, 30f, 33--34, 33f\\
GDP per capita, 96t\\
infrastructure investment declines, 28\\
infrastructure spending, 112n\\
investment needed for universal utility access, 107t\\
meeting coverage level of Korea, 101, 102t\\
meeting Korea's infrastructure levels, 105t--106t\\
spending on infrastructure, 1--2, 8\\
legal system, 61\\
Liquidity Facility, 71, 72b\\
logistics costs, 23--24, 112n

\textbf{M}\\
maintenance, 2, 9, 58, 75, 104\\
\quad cost recovery, 47\\
\quad expenditures, 101\\
\quad Peru, 59b--60b\\
management and lease contracts, 30f, 33f, 34\\
management of PPI, 60--61\\
Mexico, 83, 84b, 100t, 101\\
middle-income economies, 97n, 97t\\
Millennium Development Goals (MDGs), 13, 115n\\
municipal development funds, 81--82\\
Municipal Fund, 80--81

\textbf{N}\\
net present value of wealth accounting, 78\\
nonpayment for services, 45

\textbf{O}\\
operational risk, 64t\\
Organization of Caribbean Utility Regulators, 66\\
output-based aid, 55, 55b\\
Overseas Private Investment Corporation (OPIC), 71, 72b

\textbf{P}\\
Paraguay, 55b, 113n\\
Paranacidade, 82b--83b\\
partial risk guarantee (PRG), 12, 72--73\\
Partial Risk Guarantee Facility (PRGF), 73\\
pension funds, 76b\\
performance of infrastructure sectors, 16, 18\\
Peru, 25, 38b, 59b--60b\\
phones, 17t, 87--88, 87f. See also coverage; telecommunications\\
\quad faults reported, 90f\\
\quad infrastructure reform, 31b\\
\quad mobile expansion, 88\\
\quad per telecom employee, 90f\\
\quad quality, 89\\
\quad meeting Korea's coverage levels, 105t--106t\\
\quad subscriptions, 88\\
political risk, 64t, 75\\
poor people, 53--55, 57\\
poverty, 4, 36, 48--50\\
\quad cost recovery effects, 70\\
\quad inadequate infrastructure, 24--26\\
\quad maintenance of infrastructure, 60b\\
poverty gap, 114n\\
power, 109t--110t. See also electricity\\
PPI. See private participation in infrastructure\\
PPP. See public-private partnership\\
PRG. See partial risk guarantee\\
PRGF. See Partial Risk Guarantee Facility\\
price caps, 10, 38, 67--68\\
private participation in infrastructure (PPI), 2, 5, 9--10, 31\\
\quad forms, 30f, 33--34, 33f\\
\quad Latin America, 4\\
\quad levels in LAC, 28\\
\quad management, 60--61\\
\quad new investments, 33\\
\quad performance, 27--28\\
\quad positive impacts, 35--37\\
\quad public opinion, 12--13, 34--35\\
\quad requirements for success, 43\\
private sector, 2, 54\\
\quad interest in infrastructure, 39--40, 73--74\\
privatization, 30, 41b--42b. See also concessions\\
\quad coordinating with reform, 60--61\\
\quad corruption, 42b\\
\quad differing perceptions, 113n\\
\quad failures, 39\\
\quad infrastructure reform, 31b\\
\quad job losses, 112n\\
\quad public opinion, 5--6, 6f, 34f, 40, 41b--42b\\
\quad renegotiations, 6, 10
\section{مبادئ إدارة الجودة الشاملة}

المبادئ الرئيسية التي تقوم عليها إدارة الجودة الشاملة هي:

\begin{enumerate}
\item التزام ودعم الإدارة العليا: لا شك أن الخطوة الأولى في تطبيق إدارة الجودة الشاملة تتمثل في مدى التزام الإدارة العليا بتطبيق فلسفة إدارة الجودة الشاملة في كل أقسام المنظمة وعلى جميع المستويات والعمليات، ويعد التزام الإدارة العليا إجراءً أساسياً وجوهرياً لتطبيق إدارة الجودة الشاملة، ويتجلى ذلك من خلال كونها المسؤولة عن توفير الموارد المادية والبشرية اللازمة وتهيئة الظروف المساعدة لتطبيق ونجاح إدارة الجودة الشاملة \cite{ابو_جراب_2011}.

\item مشاركة العاملين وتكوين فرق العمل: تعتبر إدارة الجودة الشاملة العنصر البشري أهم عناصر هذه المنهجية الجديدة وبالتالي أهم عنصر في المنظمة، فهو الوسيلة الأولى لتحقيق الجودة والتميز وهو أيضاً من سيتولى عملية القيادة والتنفيذ لهذه المنهجية، لذلك يجب معاملته كشريك وليس كأجير، كما تتطلب إدارة الجودة الشاملة \cite{حامد_2012}.

\item التدريب: إن نموذج إدارة الجودة الشاملة يفرض التدريب على جميع العاملين في المنظمة بناءً على الدور التنظيمي الجديد للموظف، أو بناءً على التغيير في إجراءات العمل وليس بناءً على الرغبات الشخصية. ويرجع اهتمام نموذج إدارة الجودة الشاملة بالتدريب انطلاقاً من كونه ينظر إلى العاملين على أنهم ليسوا مجرد أيدي عاملة، بل هم العيون التي ترى المشكلات والعقول التي تفكر لإيجاد الحلول لهذه المشكلات \cite{محمد_2017}.
\end{enumerate}

\section{متطلبات تطبيق إدارة الجودة الشاملة}

يمكن تحديد متطلبات إدارة الجودة الشاملة والتي تعكس متطلبات تطبيقها، كما يلي \cite{شنيتن_2011}:

\begin{enumerate}
\item المشاركة الشاملة من جانب جميع العاملين بالمؤسسة: ويتطلب ذلك التخلص من الخوف حتى يستطيع كل فرد أن يعمل من أجل المؤسسة، وهذا يتطلب التعامل مع كل الأفراد كفريق واحد، وكذلك يتطلب ضرورة وجود رؤية مشتركة ومعرفة ومقبولة من جانب كافة العاملين والمديرين للتنظيم.

\item الإدارة الجيدة للموارد البشرية في المؤسسة: الموارد البشرية هي القوى الدافعة لنجاح مدخل إدارة الجودة الشاملة وذلك من خلال بناء فرق عمل ذاتية الإدارة لضمان المشاركة والتعاون لتحقيق التحسين المستمر.

\item دعم وتأييد الإدارة العليا: هو التزام واقتناع الإدارة العليا في المؤسسة بحتمية وضرورة التطوير والتحسين المستمر ومن ثم اتخاذ قرار استراتيجي لاستخدام الجودة الشاملة كسلاح يضمن لها النجاح والتفوق على المنافسين في السوق.

\item تهيئة الثقافة التنظيمية وبيئة العمل: إن نجاح إدارة الجودة الشاملة معقود بتهيئة المؤسسة إلى بيئة عمل وبشكل خاص الثقافة التنظيمية وجعلها متناسبة ومتناغمة مع فلسفة تطبيق إدارة الجودة الشاملة، والتي يمكن أن نطلق عليها ثقافة إدارة الجودة الشاملة والتي تشمل المعتقدات والقيم المتعلقة بمختلف أبعاد بيئة تنظيم العمل وأسلوب العمل وممارسة السلطة والمسؤولية وتقييم الأداء وغيرها.

\item التدريب والتعليم المستمر: يجب تزويد جميع العاملين على كافة المستويات بالمعدلات المناسبة والملائمة من التعليم والتدريب لإكسابهم الوعي بأهمية ومفاهيم الجودة الشاملة، ولكي تصبح مهاراتهم واتجاهاتهم مناسبة وملائمة لفلسفة التحسين المستمر فالتعليم والتدريب يوفران لغة مشتركة خلال العمل.
\end{enumerate}
gewoon omdat het eigen belang van de medewerkers bij een hoge mate van overeenstemming tussen "personal values" en "organizational values" niet zo gediend is met ineffectief en inefficiënt bezig zijn \cite{Schmidt_Posner_1983}.

\begin{figure}
\centering
\includegraphics{figure_4.pdf}
\caption{"Culture follows strategy". In de figuur wordt de overlap tussen "personal values" en "organizational values" weergegeven als "shared values". "The key message to managers of professionals is: make meaning! Help your subordinates find the excitement in their work. Doing this is the key to quality and productivity." \cite{Maister_1985}.}
\label{figure_4}
\end{figure}

„Shared values” zijn dus van levenslang voor iedere professionele organisatie. Zij vormen de belangrijkste immateriële activa die verantwoordelijk zijn voor de energie en de motivatie waarmee de professionals aan het werk zijn.

Daarom zie je de laatste tijd steeds meer top-managers het initiatief nemen om na een serieuze en intensieve consultatie van medewerkers, te trachten de „shared values” te expliciteren op één of enkele A4-tjes die daarna door het leven gaan als „mission statement”, „guiding vision”, „strategic intent”, „basic principles” of iets dergelijks.

Blijkbaar zijn goede Nederlandse omschrijvingen vooralsnog niet beschikbaar of verzet onze traditionele nuchterheid zich tegen de directheid die de meest voor de hand liggende vertaling oplevert. Kiezen wij hier voor de aanduiding „mission” dan kan de relatie tussen „mission”, „doel” en „strategie” aangegeven worden op een wijze zoals in figuur 5 is gebeurd.

Van Vught \cite{VanVught_1987} illustreert het belang van het hebben van een „mission” als volgt: „Als je als universiteit wilt blijven bestaan, moet je het instellingsniveau versterken. Dat betekent dat je een gezamenlijke identiteit moet ontwikkelen. Zoals wij hier in Twente het concept van de ondernemende universiteit hebben en Leiden zich”
The Homefront Crisis Management System (HCMS) was formed to coordinate between government agencies, forming a structure flexible and scalable to meet the full spectrum of threats Singapore is likely to face.\cite{8} At the operational level, all government agencies work together to prepare contingency plans to address various threat scenarios, and run emergency preparedness exercises to ensure smooth inter-agency coordination and operational readiness.

The Home team, SCDF and Police have also enhanced their ability to handle a wider spectrum of emergencies. SCDF officers and vehicles have been fully equipped with decontamination capabilities to handle chemical, biological and other hazardous agents.\cite{9} All Police cars are equipped with Bomb Suppression Blankets. Police have also developed a post blast investigation capability to handle investigations into bombing incidents.

\section{Counter Ideological Measures}

Terrorism occurs when ideological motivation meets with operational capability. The way in which a terrorist group shapes its radical worldview and disseminates it to audiences worldwide plays an important role in the public interface between the group and its target audience. Using terrorist propaganda, a group can successfully indoctrinate public into terrorist sympathizers, mobilize terrorist supporters, and recruit terrorist members.

To counter terrorism effectively, a multi-pronged approach is needed. Any effective blueprint for an ideological response to the ``war on terrorism'' should conceptualize counter terrorism not only as a military ``shooting war'' or law enforcement operation, but as a ``war of ideas'' as well. Measures to disrupt and degrade a terrorist group's military and economic infrastructure should be supplemented with measures targeting the terrorist group's political apparatus. If left unchecked, this apparatus will
\section*{Supplement}

\begin{figure}
\centering
\includegraphics{figure_1.pdf}
\caption{GC of PPVE--THP reaction mixture. Peaks corresponding to solvent (Solv.), THP, the 1:1 adduct, and benzoic acid are indicated. Temperature program: 60\,^\circ C for 1 min, then 20\,^\circ C/min to 320\,^\circ C.}
\label{figure_1}
\end{figure}