zilongwang/ReadingBank huggingface dataset:
RECOMMENDED BOOKS: Porter, M.E. Competitive Strategy, Free Press, 1980. Hamel, Gary, and C.K. Prahalad, Competing for Future, HBS Press, 1994. Hamel, Gary, Leading Revolution, HBS Press, 2000. Barlett, C. A. and S. Ghoshal, The Individualized Corporation, Harper-Collins, 1997. Porter, M. E., On Competition, HBS Press. Mintzberg, . et. al., Strategy Safari: A Guide Tour through the Wilds of Strategic Management. Free Press, 1998. Bossidy, D. and R. Charan, Execution: The Discipline of Getting Things Done, 2002. COURSE OBJECTIVES: The general manager’s perspective, or strategic perspective. The strategic management/strategic planning/strategic decision making process, including SWOT analysis. The strategy content, including business level strategy, corporate-level strategy, and international strategy. Specifically, the course aims to assist students to Develop and reinforce a general management point of view -- the capacity to view the firm from an overall perspective, in the context of its environment. 2. Develop an understanding of fundamental concepts in strategic management: the concept of strategy, the strategic decision making process, environmental analysis, competitive analysis, and strategy implementation and organizational change. 3. Synthesize the knowledge gained in previous courses. 4. Obtain familiarity with tools of industry analysis by analyzing the key characteristics of an industry.
learned from this course and elsewhere. Group Members and individual contribution (total: 100%): Member ID No. _________ Name _________ _____Contribution_ __ __ ________________ _______ _ _ ______________ _________ ____________ ___________ ____________ ___________ ____________ ___________ ____________ ___________ ____________ ___________ ASSURANCE OF LEARNING Adherence to Mission ■ Technology 科技 ■ ■Innovation 創新 ■Humanity 人文 Adherence to Program Learning Goals After completing this course, students are expected to demonstrate a good grip of key terminology in the strategy literature, a skill in analyzing a case from a strategic perspective, ability in independent study of a company’s strategy and its environment. Meanwhile, students will be more confident in presentation and handling questions.
Pedagogical Methodologies ■ Lecture ■e-Learning ■ Study Group Seminar ■ Case Study Internship ■ Project Independent Learning Role-Playing Seminar Theater Learning Others Student Abilities Enhancement Quantitative analysis 數量分析能力 ■ Sympathy 同理心 ■Theory Development and Conceptual Thinking 邏輯思考分析 ■Teamwork 團隊合作 ■Strategic Thinking 策略性思考 ■Acceptance of Others 接受意見 ■Critical Thinking 評論性思考 ■Confidence 自信心 Quick Thinking 敏捷性思考 ■Self—management 自我管理 Flexibility 彈性反應與適應力 ■ Professional Knowledge 專業知識 ■ Creativity 創造力 ■ Others: Concept mapping____ 其他能力:______________________ Persistency 堅持力 Others: ________________________ 其他能力:______________________ ■ Communication 溝通表達能力 Others: ________________________ 其他能力:______________________ ■ Comprehension Ability 聆聽能力 Others: ________________________ 其他能力:______________________
MBA with a Concentration in Business Analytics SKILLS AND QUALIFICATIONS (From previous work experience, summer internships and MBA courses): Data Management/Mining Decision Modeling Data Visualization Marketing Analytics Optimization Modeling Predictive Analytics Software: SAS, Hadoop, SAS Enterprise, SPSS, @RISK, Palisades Decision Suite, R, mySQL, Optimization Software, Python, Tableau, AzureML Decision Analysis Enterprise Data Modeling Sensitivity Analysis Statistical Modeling JOB TITLES (Within Consulting, Financial Services, Government, Healthcare, Media, Technology, and Real Estate): Data Manager Area Manager Business Analyst Business Intelligence (BI) Analyst Category Analyst Consultant Data Analyst Data Scientist Data Specialist Decision Analyst Management Trainee IT Specialist Supply Chain Analyst Financial Analyst Management Trainee Marketing & Analytics Consultant Operations Analyst Pathways Operations Manager Senior Analyst Supply Chain Analyst SAMPLE OF EMPLOYERS RECRUITING Business Analytics STUDENTS INTERNSHIP & FULL TIME A. T. Kearney Amazon American Airlines Apple, Inc. Apollo Group Arizona Diamondbacks Avnet Bank of America Banner Health Benchmark Electronics CVS Caremark Deloitte Consulting Discover Facebook FedEx GoDaddy Goldman Sachs Honeywell IBM Isagenix International Intel JPMorgan Chase Katerra Kohls KPMG Larry H Miller Sports & Entertainment Macy's (MCCS) Marketelligent Microchip MedCloud MSS Nielsen On Q Oracle Petco PricewaterhouseCoopers Raytheon Seattle Genetics Shamrock Foods State Farm Tesoro T-Mobile Walmart World Elites ZocDoc
MBA with a Concentration in Marketing SKILLS AND QUALIFICATIONS IN MARKETING (Derived from previous work experience, summer internships and MBA courses): Account Management Digital Marketing Relationships Marketing Brand Strategy Customer Relationship Mgt. Market Research Business Development New Product Marketing Services Marketing Marketing Communications Product Planning &Management Services Operations Channel Marketing Sales Operations & Management Strategic Marketing JOB TITLES (Within Consulting, CPG, Financial Services, Retail, Government, Healthcare, Media, Technology, and Real Estate): MBA Rotational Program Associate Client Manager Product Management Customer Advocate Strategy Patient Care Experience Service Strategy Customer Lifetime Value Analyst Associate Brand Manager Business Unit Manager Service Innovation Mgt. Customer Care Director Services Marketing Engineer Marketing Coordinator Senior Marketing Analyst Director Of Marketing Brand Strategist On-Line Mobile Sales Market Research Analyst Communications Associate Leadership Development Program Global Customer Engagement Leadership Development Rotational Programs Marketing Manager Assistant Brand Manager Product Manager Marketing Consultant Marketing Analyst Sales Representative Customer Service Manager Marketing Project Leader Associate Product Mgr. Social Media Strategist Customer Loyalty Specialist Business Development SAMPLE OF EMPLOYERS RECRUITING MARKETING & SERVICES LEADERSHIP STUDENTS INTERNSHIP & FULL TIME Bank of America* Intel* Experian* Avnet USAA Bard Peripheral Vascular* Under Armor Henkel* Tri-West Healthcare* Lutron Medtronic Center for the Future of Arizona Revision Military PetSmart, Inc. Edward Jones* Juniper Networks Wonderspaces Dell Inc.* Lowes* Avnet On Semiconductor CopperPoint Insurance Ericsson Agilent Technologies P.F. Chang's China Bistro CVS Caremark* KPMG Consulting IBM Vanguard* Amazon* AVANA Capital Avella* All Bound Technologies * Indicates a Center for Services Leadership company
MBA with a Concentration in Marketing SKILLS AND QUALIFICATIONS IN MARKETING (Derived from previous work experience, summer internships and MBA courses): Account Management Digital Marketing Relationships Marketing Brand Strategy Business Development Channel Marketing Customer Relationship Mgt. Marketing Communications Market Research New Product Marketing Product Planning & Management Sales Operations & Mgmt. Services Marketing Services Operations Strategic Marketing JOB TITLES (Within Consulting, CPG, Financial Services, Retail, Government, Healthcare, Media, Technology, and Real Estate): Assistant Brand Manager Associate Brand Manager Associate Client Manager Associate Product Mgr. Brand Strategist Business Development Business Planning Manager Client Success Manager COO in Training Communications Associate Customer Care Director Customer Value Analyst Customer Loyalty Specialist Customer Services Manager Digital Marketing Manager Director Of Marketing Global Customer Engagement Leadership Dev. Programs Market Research Analyst Marketing Analyst Marketing Consultant Marketing Coordinator Market Leadership Associate Marketing Manager Marketing Ops Advisor Marketing Project Leader Product Manager Product Marketing Sales Representative Senior Consultant Senior Marketing Analyst Senior Product Specialist Senior Program Manager Senior Strategy Consultant Product Marketing Specialist Service Innovation Manager Services Marketing Engineer Social Media Strategist Strategic Marketing Manager SAMPLE OF EMPLOYERS RECRUITING MARKETING & SERVICES LEADERSHIP STUDENTS INTERNSHIP & FULL TIME Adobe Amazon American Express* APS - Arizona Public Service Arizona Coyotes Hockey Club Avnet* Bank of America Bard Peripheral Vascular Caesars Entertainment, Inc Charles Schwab & Co., Inc.* CVS Health Dell Inc.* Deloitte Consulting Edward Jones* Environmental Defense Fund GoDaddy.com Henkel IBM Intel* Intuit Inc. John Deere Kimberly-Clark Corporation KPMG Consulting Lowes Medtronic Micron On Semiconductor PetSmart, Inc. Televerde* Tillamook Universal Health Services USAA Verizon Wireless VISA International W. L. Gore and Associates Western Digital (acquired SanDisk) * Indicates a Center for Services Leadership company
MBA with a Concentration in Supply Chain Management SKILLS AND QUALIFICATIONS IN SUPPLY CHAIN (from previous work experience, summer internships and MBA courses): Cost Analysis Process Improvement Inventory Management Lean Six Sigma Cross-Cultural Collaboration Strategic Sourcing Sustainability Operations Management Demand Planning Risk Management Decision Modeling Spend Analysis Negotiations Forecasting Vendor/Supplier Relationships Tableau/Python/SAS/SQL Project Management Capacity Planning JOB TITLES (Within Consulting, Financial Services, Government, Healthcare, Media, Technology, Real Estate Sectors): Sourcing Lead Materials Planner Strategic Sourcing Specialist Logistics Program Manager Supply Chain Manager Manager Fleet Operations Pathways Operations Manager Procurement Analyst Procurement Leadership Development Program Senior Procurement Analyst Buyer/Planner Sourcing Vendor Manager Supply Chain Consultant Business Analyst Operations Manager Sourcing Buyer Senior Logistics Analyst Operations Program Manager Senior Supply Chain Analyst Senior Purchasing Analyst Strategy Consultant Supply Chain Specialist Sourcing Manager Leadership Development Program Procurement Manager Manager, Demand Planning Purchasing Manager Senior Analyst Strategic Sourcing Senior Contract Manager Project Program Management Senior Advisor Global Commodity Manager Operations Leadership Development Program Commodity Manager MBA Rotational Position SAMPLE OF EMPLOYERS HIRING SUPPLY CHAIN MANAGEMENT STUDENTS INTERNSHIP & FULL TIME Facebook Fiat Chrysler Intel Corporation Chevron Mattel Environment Defense Fund (Climate Corps) Gap, Inc. Google Ericcson PolyOne Henkel Bank of America Amazon American Airlines Apple CVS Caremark American Express Mentor Graphics Caesar’s Raytheon Company Flex Western Digital (SanDisk) Adobe Systems Cisco Systems, Inc Applied Materials Dell, Inc. Micron Versum Materials Amazon Lab126 Walmart Johnson & Johnson E&J Gallo Winery Tesla Denali Sourcing Whirlpool AT&T ON Semiconductor Boeing
1. Anemia 5. Regulation of WBC production 6. Functions of WBC 7. Functions of platelets 8. Hemostasis 9. Blood groups 10. Physiological basis of transfusion medicine Respiratory System 1. Introduction to respiratory system 2. Lung volumes and capacitiesPhysiology 21 3. Mechanics of respiration – I 4. Mechanics of respiration – II 5. Composition of respired air: pulmonary ventilation 6. Exchange of gases in the lungs 7. Ventilation – perfusion ratio 8. O2 carriage, O2 –dissociation curve 9. CO2 carriage, CO2 –dissociation curve 10. Neural regulation of respiration 11. Chemical regulation of respiration 12. Hypoxia, cyanosis and dyspnoea 13. Special features of pulmonary circulation
environment in intellectual development. Method of assessment of intelligence. 8. Define personality, list determinants of personality, understand different theories of personality and learn methods of personality assessment. COURSE CONTENTS Behavioural Sciences – II Semester 1. Introduction: General introduction to Behavioural Psychology What is behavioural psychology, components, individual differences and applications of behavioural sciences in patient care and medical education. 2. Motivation Definition of motivation, theories, types –physiological and social motives, Maslow‘s hierarchy ofPsychiatry 143 motives, clinical application 3. Emotion and its application to health Theories of emotions, type and impact on health. 4. Learning and conditioning. Components of learning, classical conditioning, operant conditioning, cognitive, social, biological and observational learning. Methods of effective learning, behaviour and cognitive therapy. 5. Cognitive process and memory Sensation, perception, illusion, memory process, short term and long term memory, causes of forgetting and methods to improve memory. 6. Thinking and problem solving Definition of thinking, components of thinking-imagery recollection, language, steps in problem solving, abnormalities in thinking, decision making. 7. Intelligence: General concepts and techniques for assessment. Theory of intelligence, growth of intelligence, stability of intelligence, determinants of intelligence, assessment of intelligence, extremes of intelligence.
to complete the organization. It is contemplated that in routine incorporations, the first alternative will be elected, while in more complex situations when prompt business decisions must be made, the second alternative will be chosen and the completion of the organization will be turned over to the board of directors representing the investment interests in the corporation. Sections 2.05(b) and (c) are limited to meetings of incorporators since sections 8.21 and 8.22 permit the same actions by the board of directors. If a meeting of shareholders is necessary, sections 7.01 and 7.04 give them the same flexibility that is given incorporators under sections 2.05(b) and (c). § 2.06. BYLAWS (a) The incorporators or board of directors of a corporation shall adopt initial bylaws for the corporation. (b) The bylaws of a corporation may contain any provision for managing the business and regulating the affairs of the corporation that is not inconsistent with law or the articles of incorporation. OFFICIAL COMMENT The responsibility for adopting the original bylaws is placed on the person or persons completing the organization of the corporation. Section 2.06(b) restates the accepted scope of bylaw provisions. For a list of Model Act provisions that become effective only if specific reference is made to them in the bylaws, see the Official Comment to section 2.02. Provisions set forth in bylaws may additionally be contained in shareholder or board resolutions unless this Act requires them to be set forth in the bylaws. The power to amend or repeal bylaws, or adopt new bylaws after the formation of the corporation is completed, is addressed in sections 10.20 and 10.21 of the Model Act. § 2.07. EMERGENCY BYLAWS (a) Unless the articles of incorporation provide otherwise, the board of directors of a corporation may adopt bylaws to be effective only in an emergency defined in subsection (d). The emergency bylaws, which are subject to amendment or repeal by the shareholders, may make all provisions necessary for managing the corporation during the emergency, including: (1) procedures for calling a meeting of the board of directors; (2) quorum requirements for the meeting; and (3) designation of additional or substitute directors.
May 2017 Discovery Preschool Mon Tue Wed Thu Fri 1 2 3 4 5 SPACE PROJECTS GALAXY PAINTING/ SPACE SUITS EXTENDED SPACE PROJECTS GALAXY PAINTING AND SPACE SUITS EXTENDED SPACE PROJECTS (create props for space role play –walkie talkies) MOON MISSION (culmination of unit, group cooperative role play) MOON MISSION (culmination of unit, group play) 8 9 10 11 12 SH! MAKE SURPRISES FOR MOM! READ: ARE YOU MY MOTHER? By EASTMAN SH! MAKE SURPRISES FOR MOM! READ: ARE YOU MY MOTHER? By EASTMAN SH! MAKE A SURPRISE CARD FOR MOM! READ: GUESS HOW MUCH I LOVE YOU by MC BRATNEY SH! MAKE A SURPRISE CARD FOR MOM! CELEBRATE SPRING with CRAFT AND STORY 15 16 17 18 19 INTRO TO DINOSAURS CREATE A “NAME- A- SAURUS” (science, name practice) INTRO TO DINOSAURS CREATE A “NAME-A- SAURUS” (science, name practice) SHAPE- A – SAURUS DECORATE AND FLY A PTERANODON KITE (aerodynamics, flying dinosaurs, creative art) DECORATE AND FLY A PTERANODON KITE (aerodynamics, flying dinosaurs, creative art) 22 23 24 25 26 VOLCANOES and TAR PIT OOZE! (geology, science and sensory) VOLCANO! FOSSIL SCIENCE THAM LAST DAY DINOSAUR DAZE OBSTACLE COURSE, FOSSIL DIG, SNACKS DINOSAUR DAZE, OBSTACLE COURSE, FOSSIL DIG, SNACKS 29 30 31 1 2 NO SCHOOL NO PRESCHOOL WRAP CARE AVAILABLE FRIENDSHIP DAY ACTIVITIES NO PRESCHOOL WRAP CARE AVAILABLE MWF AM LAST DAY GAME DAY AND WALK TO A&W FOR ICE CREAM
Monday Tuesday Wednesday Thursday Friday 1 MHC Pride Day and June Program Planning! 2 Out of the Ashes @VFW 3 Garden Supply Shopping! 4 Art Walk Craft with Ashley @ ELC 5 Volunteer Day: Passing Out Art Walk Balloons! 8 Garden Visit! 9 Out of the Ashes @VFW 10 Frisbee Golf at Cornwall Park 11 Take the Lead 12 Cooking @ The Co-op: Chocolate Avocado Cookies! 15 Marine Life Center *Bring $1* 16 Out of the Ashes @VFW 17 Movement Matters Dance Class with Jessika @ YMCA 18 Garden Crafts: Bug Ornaments @ ELC 19 Garden Visit! 22 Farm Adventure! 23 Out of the Ashes @VFW 24 Movement Matters Dance Class with Jessika @ ELC 25 Life Chats at a Café ($ optional) 26 Drumming with Gayland @ Salvation Army 29 Field Day at Cornwall Park 30 Out of the Ashes @ Boundary Bay! 31 Max-Solidarity! Self-Advocacy Workshop
MBF- Retailers Group Action Plan AP No. Action Action by Target date Status 1 Additional signage on roundabout (£2,250 pa) and below existing signs on A267. Signs to advertise that Mayfield is the Sunday Times village of the year. Chris Lilly asap In hand 2 Ascertain how can enter more village of year and floral competitions Jeanette Hoare asap In hand 3 Facebook page; decided to develop via existing village Facebook page Create list of products and services on offer through village shops Jo Eates Roger Stone asap In hand 4 Mayfield newsletter to have retailers page with general monthly update plus two shops per month to have a small write up Julie asap In hand 5 Investigate possibility of having village website promoting through which products can be sold. Investigate Trouver et al Paul Adams asap In hand 6 Shop discounts Alex & Julie 7 Mayfield High St video Lucy Godden and Terry asap In hand 8 Replace High St modern telephone kiosk with old style red box and use as tourist information hub Chris Lilly via parish Council asap In hand with parish Council 9 Create and distribute pamphlets promoting Mayfield shops for distribution to local B&Bs and rental properties. Include discount vouchers. Also put on village website and Facebook pages Roger Stone asap In hand 10 Encourage parents of school children to use High St shops by producing a flier for inserting in start of term/year childrens information packs Sam Santo Sept 2018 In hand 11 Agree additional late night shopping dates All April 2018 Completed
Appendix A: Mitigation Bank Plan; Appendix B: Property Survey and Legal Description; Appendix C: Map – Bank Service Area; Appendix D: Copy of Model BWSR Conservation Easement Appendix E: [OPTIONAL – use as needed, ex: Model Performance Bond, Performance Standards, Additional Performance Standards]
Congratulations New MBIA Officers and Board December 13, 2016 Thank you to all members who voted. Thank you to all who ran. At the MBIA Annual Meeting and Recreational Boating Educational Conference on December 8, three were elected to serve as your Board directors for MBIA. Amy Crouchman of Toledo Beach Marina in LaSalle and Patti Smith of Silver Spray Sports in Fenton were re-elected as State-wide Directors. Jim Coburn of Coburn & Associates in Macomb was elected as an at large State-wide Director and Tom Ervin of Walstrom Marine in Harbor Springs was elected as the Northern Regional Director. Each will serve three year terms.
18 RESERVED 6 RESERVED = 0 1Offset of the custom property section has been reset to zero. To calculate the offset of a field from the beginning of the extended configuration descriptor, add the length of the sections that precede it. Table 10. Compatible and Subcompatible IDs based on the configuration exposing the MBIM function bConfiguration compatibleID subCompatibleID 2 ALTRCFG (0x41 0x4C 0x54 0x52 0x43 0x46 0x47 0x00) 2 (0x32 0x00 0x00 0x00 0x00 0x00 0x00 0x00) 3 ALTRCFG (0x41 0x4C 0x54 0x52 0x43 0x46 0x47 0x00) 3 (0x33 0x00 0x00 0x00 0x00 0x00 0x00 0x00) 4 ALTRCFG (0x41 0x4C 0x54 0x52 0x43 0x46 0x47 0x00) 4 (0x34 0x00 0x00 0x00 0x00 0x00 0x00 0x00) bConfiguration refers to the bConfiguration value within the USB configuration descriptor of the configuration that exposes the MBIM function. bConfiguration cannot be 1 because that is the default configuration exposing only the CDROM function. bConfiguration cannot be greater than 4; that is, the MBIM function should be exposed within the first four configurations. compatibleID remains the same for all configurations. The subcompatible ID changes based on the configuration. Example This table shows a sample multiconfiguration scenario. The table lists the functions available in each configuration and the actions that different versions of the operating system takes for each of these configurations. Table 11. Example of a multi-configuration mobile broadband device 1 2 3 3 Functions exposed SD CD-ROM SD NCM10 Modem TV GPS FP PC/SC CDROM SD MBIM CD-ROM SD NCM20 Modem TV GPS FP PC/SC
Time Frame: Days 8-14 Text (Chapter/Pages) None Other Resources: Audiovisuals included by not limited to: Essential Questions Concepts, Content: What is classification? How do we classify organisms? Why do we classify organisms? How do we use symmetry and labeling the ends and sides of animals for classification? How do we use Dichotomous Keys? Targeted Skill(s): Identify the reason why we classify organisms Identify how we classify organisms and which language we use Use Latin and Greek root words to uncover the meaning behind many scientific names Proper use of a Dichotomous Key Ability to “decode” scientific names using Latin and Greek root words Define the three major types of symmetry Define the word cephalization Identify animals with and without cephalization Assign the proper end and side names to organisms based on whether or not they exhibit cephalization Use a dichotomous key to key out the common and scientific names of various organisms Writing: No formal writing assignments for this unit Assessment Practices: Dolphin Latin Activity assignment Classification terms/skills worksheet Practicing ends/sides labeling worksheet Fish dichotomous key Norits dichotomous key
TABLE OF CONTENTS SECTION – 1 LOCAL STATION DE/ANTI-ICING PLAN SECTION – 2 QUALIFIED DE/ANTI-ICING AGENTS SECTION -- 3 SYSTEM DE/ANTI-ICING WORKSHEET SECTION – 4 REFRACTOMETER-HARNESS – LANYARD INSPECTION DOCUMENTATION SECTION – 5 DE/ANTI-ICING FLUID ACCEPTANCE WORKSHEET SECTION – 6 PRE-OPERATIONAL EQUIPMENT CHECKLIST (if applicable) SECTION – 7 PRESEASON TYPE II AND TYPE IV FLUID TEST RESULTS SECTION – 8 OTHER This page intentionally left blank
PRE-SEASON FLUID TEST RESULTS: Type II –: Type IV – : Type II –: Type IV – : Type IV – : Type IV – : Type IV – : Type IV – : Type IV – : Additional preseason fluid storage test results should be listed on a separate sheet and attached to the Local Station De/Anti-Icing Plan. TRUCK/ DEICING UNIT # na Type II Fluid – Truck Nozzle: Type II Fluid – Truck Tank: Type IV Fluid – Truck Nozzle: Type IV Fluid – Truck Tank: TRUCK/DEICING UNIT # na (if applicable) Type II Fluid – Truck Nozzle: Type II Fluid – Truck Tank: Type IV Fluid – Truck Nozzle: Type IV Fluid – Truck Tank: TRUCK/DEICING UNIT # na (if applicable) Type II Fluid – Truck Nozzle: Type II Fluid – Truck Tank: Type IV Fluid – Truck Nozzle: Type IV Fluid – Truck Tank: TRUCK/DEICING UNIT # na (if applicable) Type II Fluid – Truck Nozzle: Type II Fluid – Truck Tank: Type IV Fluid – Truck Nozzle: Type IV Fluid – Truck Tank: Additional preseason Truck Nozzle and/or Truck Tank test results should be listed on a Local De/Anti-Icing Plan (Addendum) form and attached to the Local Station De/Anti-Icing Plan. NOTE: All fluid test results must be maintained in the Station De/Anti-Icing Plan or its equivalent until the beginning of the next de/icing season (October 15th) and then purged.
Tween-20 with 5% skim milk, blots were probed with primary antibodies at dilutions of 1:500 and 1:1,000 overnight at 4°C, followed by horseradish peroxidase-conjugated secondary antibodies ( 31340 and 31455). Protein bands were visualized using the enhanced chemiluminescence system and densitometric analysis was performed using Scion Image-Release Beta 4.02 software. 1.6 qPCR assays. Primer Express software (Applied Biosystems, Foster City, CA, USA) was used to design oligonucleotide primers. PCR assays were performed in 96-well optical reaction plates using an ABI 7500HT thermal cycler (Applied Biosystems) as described previously (). Briefly, total RNA was extracted from liver and ileum tissues using Trizol reagent, and 1 µg of RNA reverse transcribed into cDNA using the primers indicated in Table. S1. A 25-µL reaction containing 4 µg of cDNA, 12.5 µL of SYBR Master mix, and 1 µL of each primer was subjected to thermal cycling, involving an initial denaturation step at 95°C for 10 min and 45 cycles of (95°C for 15 s, 60°C for 1 min). All reactions were performed in triplicate, and the averages of the threshold cycle (Ct) were used to interpolate curves using 7300 System SDS Software. Results are presented as the ratio of each mRNA compared with the expression level of glyceraldehyde 3-phosphate dehydrogenase mRNA. 1.5 Determination of enzymatic activity of hepatic FMO.
176 1633 treC trehalose-6-phosphate hydrolase protein treC 2.06 177 1634 PTS system trehalose-specific IIABC component 1.88 178 1641 nrdG ribonucleotide reductase activating protein NrdG 1.56 179 1642 acetyltransferase 1.58 180 1644 hypothetical protein 1.75 181 1645 nrdD ribonucleotide reductase large subunit NrdD 1.77 182 1650 ArsC family transcriptional regulator -1.65 183 1658 hypothetical protein 1.60 184 1659 argG arginine repressor protein ArgR 1.51 185 1669 cadD cadmium resistance protein CadD 1.85 186 1670 cadX cadmium efflux putative regulatory protein CadX 2.38 187 1671 hypothetical protein 2.03 188 1672 FtsK/SpoIIIE family protein 1.99 189 1673 hypothetical protein 1.73 190 1674 hypothetical protein 1.75 191 1675 hypothetical protein 1.58 192 1677 MutT/nudix family phosphohydrolase 1.82 193 1678 PadR family transcriptional regulator 1.75 194 1682 transcriptional regulator 1.60 195 1694 putative transglycosylase -1.53 a Locus tag designations are provided relative to clade 3 strain MGAS27061. There are no blocks of recombination that differ subclade 3D parental strain MGAS27556 for its isogenic LiaS (K214R) derivative.
We have some good news: the data show how we started to change the pattern of the relations between energy consumption and growth. In the past, a rise of the GDP was only possible through an increase in energy consumption: in recent times, we have changed this with more efficiency and a more relevant use of renewables. While GDP between 2005 and 2015 grew by around 10%, the primary energy consumption decreased by 11% in the same period. Economic growth and a more efficient, secure, and sustainable use of energy can walk together and Europe is the proof of it. As I was saying before, we should acknowledge the role that can be played by cities and local authorities in this contest. I remember when I was President of the Committee of the Regions the precious work we done through the Covenant of Mayors. Today we have also the Global Covenant of Mayors for climate change, bringing together the experiences at the EU and UN levels. In terms of financing, the European Union is making concrete efforts. If we take the opportunities given by EFSI, we can see that already 24% of the total financing has been approved in the field of energy – with a priority on energy efficiency, renewable energy and energy infrastructure. And the trend is set to increase significantly in the future. Also, we cannot forget the contribution made the European Structural and Investment Funds where for the 2014-2020 period around 17 (seventeen) billion euro will be available for energy efficiency. As you can probably feel by my words today, I am confident that Europe can be protagonist in the future of energy sustainability and in the fight to climate change. We should all be well aware of the proportion of the challenge, but also ready to use the many strong points we have. Together and with a coordinated efforts we can be the leader of a global energy revolution! Thanks for inviting me and I wish you all an interesting debate!
Peacock, John George. Born and living in North Ormesby, John George Peacock enlisted in with the 4th battalion of the Yorkshire Regiment. Private Peacock was killed in actions close to Elverdinghe during the Passchendaele offensive on October 28th 1917 at the age of 28. John Peacock was the husband of Alice E Goodieson, formerly Peacock of in North Ormesby and having no known grave is remembered today on the Tyne Cot Memorial to the north east of Ypres in . Peacock, John Robert. John Robert Peacock was born and served with the Merchant Navy as a Mess Room Boy aboard the SS Harlington. He perished aged just 16 on December 9th 1916 when the Harlington struck a mine off Harwich on the coast of . The son of George Elmer Peacock and Ada Peacock of “Ermine” in Middlesbrough his name is remembered on the Tower Hill Memorial in in . Peacock, Thomas. born Thomas Peacock lived in where he enlisted into the 12th battalion of the West Yorkshire Regiment. Private Peacock was killed in action on September 27th 1915 aged 18 during the Battle of Loos and having no known grave is remembered on the Loos Memorial at situated along the Lens to Bethune road. Thomas Peacock was the son of Joseph and Elizabeth Peacock of in . Pearce, H. Pearce, James Victor. James Victor Pearce was born in where he enlisted into the 15th battalion of the Durham Light Infantry. Wounded in action, Private Pearce died of his injuries aged just 18 on January 26th 1916. His grave can be seen today in in the town of on the channel coast of . James Pearce was the son of Joseph and Annie Pearce of in . Pearce, Frederick Pemberton. Born in South Bank, Frederick Pearce enlisted in with the 8th battalion of the King’s Royal Rifle Corps. Lance Corporal Pearce died at home on August 20th 1917 at the age of 19 and today lies buried in .
F: CCGGCAGAGGATGGTTACAG R: TTGATTGATATTCCCTGAGATATATTGTG elt Antikainen et al. 2013 F: GGAAGCAATACATATCTTAGAAATGAACTC R: TCGGACAACTGCAAGCATCTAC aggR Antikainen et al. 2013 Hepacivirus ASP-F1: TACGCIACNGCIACNCCICC ASP-R1: TCGAAGTTCCCIGTRTANCCIGT ASP-F2: GACIGCGACICCICCIGG ASP-R2: TCGAAGTTCCCIGTRTAICCIGT NS3 Kapoor et al. [26] NrHV-1 NrHV1-NS3-1F: ACCCCAGTCACYCCACATC NrHV1-NS3-1R: CGTRGCRACGACGACRCAG NrHV1-NS3-2F: CCAGTCACYCCACATCCYAA NrHV1-NS3-2R: CRCAGTCGCYGGAGYTIGGA NS3 This study NrHV-2 NrHV2-NS3-1F: ACGGGCATGGTAGACCATC NrHV2-NS3-1R: TGGCCACTACAACCACGTC NrHV2-NS3-2F: GGCATGGTAGACCATCCAAA NrHV2-NS3-2R: ACGTCACCCTCCGGCGGGAT NS3 This study Pegivirus Pegi-coNS3-1F ACACARTTYGCTGCCCACAA Pegi-coNS3-1R GGCCACAACRACGAGGTC Pegi-coNS3-2F GCTGCCCACAARAAYATCA Pegi-coNS3-2R CCACAACRACGAGGTCVGSGT NS3 This study Pestivirus Pesti-coNS3-1F TTTTTGAGTGTGACYCTGGCRAC Pesti-coNS3-1R TGTTCTGGTGTTGCACARTGG Pesti-coNS3-2F GAGTGTGACYCTGGCRACAG Pesti-coNS3-2R TGCACARTGGTATTCATCTAGA NS3 This study
Table 48: MBRR Table SA3 – Supporting detail to Statement of Financial Position Table 54: MBRR SA9 – Social, economic and demographic statistics and assumptions Table 49: MBRR SA32 – List of external mechanisms 2.18 Municipal manager’s quality certificate Signed and attached
#8 Constraints What are some possible constraints to supply flows? (Check all that apply and provide comments) Government policies [ ] Supply limitations (availability, prices) [ ] Transportation problems (availability, price, fuel, infrastructure) [ ] Market infrastructure limitations (damaged, insufficient, stores, warehousing) [ ] Communication issues between markets [ ] Financing limitations (lack of capital, access to credit or cash, weakening exchange rate) [ ] Access problems (protests, strikes, banditry, roadblocks) [ ] Other (specify): [ ] #9 Demand How has household demand for these commodities changed since the shock? What are expectations over next three months?
Market Monitoring 25 A staff member is trained in MARKit or a similar price/ market monitoring toolkit. [inflation/ indirect beneficiary impact] MARKit or other monitoring guidance 26 Price monitoring and analysis is used to identify potential market manipulation, and check program appropriateness. [inflation/ indirect beneficiary impact; fraud] MARKit or other monitoring guidance 27 [For fairs only] Vendors’ inventory is checked at the start and the end of the fair/market and is compared to the value of vouchers received. [fraud] CRS MQ guidance 28 Project uses ghost/mystery shoppers to observe cash transfers and vendor compliance with project regulations. [security/ protection; fraud] CRS MQ guidance 29 Project uses project staff to observe transaction on fairs on shopping days. [fraud] CRS MQ guidance 30 Project conducts Post Distribution Monitoring to verify cash use by beneficiaries. [diversion; fraud] CRS MBRRR Training Financial Controls (General) 31 Corruption risks have been evaluated, and steps taken to mitigate them. [fraud] 32 CRS finance staff are trained in fiscal controls and standards for cash programs. [fraud] CRS procurement guidance; CRS MQ guidance Reconciliation 33 Project keeps detailed records of cash/voucher/card distributions. [loss; fraud] CRS MQ guidance; CRS Procurement Manual 34 Project keeps detailed records of market transactions. [loss; fraud] CRS MQ guidance; CRS Procurement Manual 35 Regular (weekly/monthly) reconciliation is done between the value of cards/ vouchers issued and vendor value of payments made to vendors. [loss; fraud] CRS MQ guidance; CRS Procurement Manual 36 CRS staff are trained in how to handle losses. [loss; fraud] CRS Procurement Manual Staff capacity
Operations Program Adjustments: Sample Steps Below is part of a contingency plan from a cash-based program. Note the possible operations steps that need to be taken to adjust the program for each scenario. Risk: Observed market impact Determined cause Possible program adjustments Approximate resource requirement Sample operations actions to be taken Prices of one commodity rise significantly and remain high in intervention markets (Contrary to historical and national prices) Intervention: vendors are not able to respond to increase in demand Shift to working with larger vendors Low/ Medium Use “vendor selection” process to identify new vendors Prepare and sign new contracts Stagger electronic voucher distributions Low/ Medium Minimal. Ensure that vendor payments are made on time. Provide small grants to vendors to increase their stocks Medium Revise contracts of existing small vendors, or create new ones Prepare and track new payments Supply shock: Local production levels are unable to support demand. Shift to larger vendors who can source from other regions Low/ medium Use “vendor selection” process to identify new vendors Prepare and sign new contracts Shift to partial distribution High Terminate or suspend existing vendor contracts if necessary Use procurement process to identify in-kind vendors Reference EFOM to identify warehouse space, plan for shipping, monitor for quality, and make payments Prepare and train distribution teams; set up distribution calendar Lead distributions and monitor distributions
TEMPORARY WORKER’S HANDBOOK & CONTRACT FOR SERVICES YOUR CONSULTANT’S CONTACT DETAILS Your Consultant’s name: Branch Office: Telephone: Fax: Email address: CONTENTS: Pages An Easy Guide to Working to For Meridian Business Support Ltd 2 - 3 Conduct whilst working for Meridian Business Support Ltd Equal Opportunities Statement Permission to work in the U.K. 3 Health & Safety Information 4 Complaints process 5 Forced Labour/Stronger Together Information 5 Pension Auto Enrolment Information 6-7 Privacy Policy 8- 11 Contract for Services Agreement 12-16 Working Time Regulations – opt out agreement 18
51306 Assistance at a delivery involving Caesarean section (See para T9.1 of explanatory notes to this Category) $124.65 75% = $93.50; 85% = $106.00 51309 Assistance at a series or combination of operations which have been identified by the word "Assist." and assistance at a delivery involving Caesarean section (See para T9.1 and T9.4 of explanatory notes to this Category) Derived: one fifth of the established fee for the operation or combination of operations (the fee for item 16520 being the Schedule fee for the Caesarean section component in the calculation of the established fee) 51312 Assistance at any interventional obstetric procedure covered by items 16606, 16609, 16612, 16615, 16627 and 16633 (See para T9.1 of explanatory notes to this Category) Derived: one fifth of the established fee for the procedure or combination of procedures
Current Australian paediatric–adult renal transition models Summary for consumers This table describes the medical service, the recommendation(s) of the clinical experts and why the recommendation(s) has been made. Recommendation 1: Very remote dialysis Item What it does Committee recommendation What would be different Why New item – very remote dialysis The new item will provide funding for the delivery of dialysis by nurses, Aboriginal and Torres Strait Islander health practitioners and Aboriginal health workers in very remote areas of Australia. Dialysis is the process of removing waste products and excess fluid from the body. Dialysis is necessary when the kidneys are not able to adequately filter the blood Introduce a new MBS item (see section 4.1 of full report for detail) At present, most Indigenous patients from very remote areas are forced to move to more urban areas for dialysis services. This has large economic and social impacts on the patient, family and health services. The proposed new MBS item would help to address this problem by funding the delivery of dialysis in communities in very remote areas. Having dialysis funding available for services in very remote areas will provide greater access for those patients, leading to better attendance for dialysis and improved health outcomes. Recommendation 2: Medical supervision of dialysis items Item What it does Committee recommendation What would be different Why
Replace items 13100 13103 New item – single item claimable weekly for payment for care of a dialysis patient including all routine consultations Current MBS funding is for a doctor reviewing a patient during a dialysis session. Change the funding of in-centre dialysis supervision to better reflect the role of the nephrologist in overseeing treatment and planning of care for patients on dialysis. The new item would cover supervision of dialysis treatments occurring through the week including consultations and attendances for routine assessment of the dialysis treatment and the ongoing planning, care, and monitoring required between treatments. The MBS benefit would be based on a week’s worth of dialysis treatment including all the other care provided by the nephrologist. This means that all in-centre dialysis patients should receive the same rebate for their care. Episodes of acute care or weeks which require a high number of specialist consultations could still be claimed separately under existing consult items instead of using the weekly dialysis item. While most providers bill the current items less than once a month, some providers bill for every dialysis session (~3 per week). This change would ensure that all patients receive the same rebate for their dialysis supervision. The current item numbers only describe the care that occurs during direct contact with a patient during a dialysis session. This does not account for the fact that much of the activity involved in caring for a dialysis patient does not require or involve direct physician contact during a dialysis session. Doctors are believed to already be providing this care, the new item simply recognises this.
Process and Timeline From decision to implementation: 7-8 Months Example: April decision = November fare / service changes Implementation 2 months after vote CTPS Public Comment Process June - July MBTA Review and workforce planning August BOD and Board Review September MBTA Develops Proposals April Analysis May - June
to the cost value of work in place for each activity. Adjustments that increase or decrease total project cost are made for activities whose scope has changed. The updated information may then be used by the PM to develop progress payment reports and updated cash forecast curves. Recovery Schedules On occasion, it may be necessary for a PM to direct the contractor to recover any lost time or delay that may result from various causes. When the contractor is behind schedule due to lack of performance, the MBTA has the contractual right to direct the contractor to recover at the contractor's cost. Such rights are typical in most contract documents, particularly in those where network-based systems are used as the project scheduling method. There may also be occasion for the MBTA to direct the contractor to recover lost time due to delays, which are not the result of the contractor's lack of performance. Such directives are issued as part of a change order, and the contractor is compensated for such acceleration based on proof of related cost. Directives of this nature require approval from the AGM for Design & Construction. When a project is legitimately behind schedule, the PM and the contractor(s) involved should review the remaining schedule to determine opportunities for recovery. This should include a review of the critical activities and the specific durations of those activities which can affect the recovery program being sought. Since many activities are planned and sequenced on a preferential rather than absolute basis, it is possible that some time can be recovered by re-sequencing certain activities. There may be some activities which can be reduced in duration by increasing manpower or by employing an additional amount of support equipment. Every effort should be made to take advantage of time savings in terms of overall cost and completion. Each situation should be analyzed in light of pertinent contract clauses. Non-Conforming and Deficient Work The Quality Management Plan must state the specific requirements for QC and QA. The contractor(s) must systematically review QC efforts by its forces. Periodically, items will be identified which are not in conformance with the contract specifications. A log must be maintained by the PM of all such items, until they are removed from the log as a result of an acceptable action by the contractor(s).
1.9.4 Warranties and Guarantees Warrantee Period 1.9.5 As-Builts Lifetime 1.10 Real Estate, Easements, Right of Way Lifetime 1.11 Contractor/Subcontractor/Vendor Performance Evaluation 7 yrs 2 CORRESPONDENCE 2.1 Letters, MBTA to Contractor 7 yrs (Subcontractors via Contractor) 2.2 Letters, Contractor to MBTA 7 yrs 2.3 Letters, Sub/Suppliers to MBTA 7 yrs 2.4 Misc. Corres. (External) to MBTA 7 yrs 2.5 Misc. Corres. (External) from MBTA 7 yrs 2.6 Misc. Corres./Memos (Internal) to Project 7 yrs 2.7 Misc. Corres./Memos (External) from Project 7 yrs 2.8 Memos to File 7 yrs 3 INSPECTION 3.1 Daily Inspector’s Reports 7 yrs 3.2 Other Inspection (Flagman, Traffic, etc.) Logs 7 yrs 3.3 Resident Engineer’s Daily Reports 7 yrs 3.4 Intentionally Blank 7 yrs 3.5 Calculation Book 7 yrs 3.6 Cost Control Ledger 7 yrs 3.7 Concrete Logs 7 yrs 3.7.1 Delivery Tickets 7 yrs 3.7.2 Placement Requests 7 yrs 3.7.3 Precast Inspection Reports 7 yrs 3.7.4 Preplacement Inspection Reports 7 yrs 3.8 Grout Log 7 yrs 3.8.1 Test Reports 7 yrs 3.8.2 Grout Inspection Reports 7 yrs 3.9 Shotcrete Logs 7 yrs 3.9.1 Shotcrete Inspection Reports 7 yrs SECTION DESCRIPTION RETENTION PERIOD 3.10 Rebar Inspection Reports 7yrs 3.11 Rock Anchor Tests/Inspection Reports 7yrs 3.12 Soils Tests/Inspection Reports 7yrs 3.13 Asphalt Tests/Inspection Reports 7 yrs
8.4 Pay Requests 7 yrs 8.4.1 Pay Item Folders 7 yrs 8.4.1.1 8.4.1.2 "etc. 8.5 CQV 7 yrs 8.6 to 8.x As needed 7 yrs 9 AS NEEDED 10 CERTIFIED PAYROLL 7 yrs 11 LESSONS LEARNED RESIDENT ENGINEER’S PROCEDURE Section 4
Form A – Work History Attached ______ -------------------------------- MBTA Project Manager MBTA Review: _____ Approved _____ Not Approved ------------------------------------------ ------------------ MBTA Director QA/QC Date Reason for Disapproval: ___________________________________________ FORM A SUBCONTRACTOR WORK HISTORY Date Project Completed (Month/Year) Project Title/Location (City, State) Contract Value ($) Description of Work Client Name/Phone Number
Religion or beliefs Atheism Agnosticism Buddhism Christianity Hinduism Humanism Islam Jainism Judaism Sikhism Any other religion/belief (please state)________________________ No religion or belief Rather not say Sexual orientation Bisexual Gay man Heterosexual Lesbian/gay woman Other Rather not say Are you currently providing support to a partner, child, relative, friend or neighbour who could not manage without your help or/and support? No Clinical background Have a clinical background although not currently working in a clinical role Clinician currently working in a clinical role No clinical background Rather not say Do you require any adjustments to be considered to help you access the programme?
627(a) 357(b) (a) Amount of pre-2005 stocks available at the start of 2013 (b) Amount of pre-2005 stocks available at the end of 2013 (c) Amount of post 2005 stocks are not reported Table 1-3. Quantities of MB ‘on hand’ at the beginning and end of 2014, as reported by Parties in 2014under Decision XVI/6. Party Critical use exemption authorized by MOP for 2014 Quantity of MB as reported by Parties (metric tonnes) Amount on hand at start of 2014 Quantity acquired for CUEs in +imports) Amount available for use in 2014 Quantity used for CUEs in 2014 Amount on hand at the end of 2014 Australia 30.947 0 30.428 30.428 30.428 0 Canada 10.305 1.407 8.424 9.831 8.360 1.471 USA 442 327 442 799 356 140 (a) Amount of pre-2005 stocks available at the start of 2014 (b) Amount of pre-2005 stocks available at the end of 2014 (c) Amount of post 2005 stocks are not reported
Australia Almonds 1.900 2.100 1.900 2.100 Australia Rice consumer packs 12.300 12.300 10.225 9.200 9.2 7.82 5.66 3.653 2.374 1.187 1.187 6.150 6.150 9.205 9.200 7.820 6.650 4.870 3.653 1.187 1.187 +1.8 Belgium Artefacts and structures 0.600 0.307 0.590 0.307 Belgium Antique structure & furniture 0.750 0.199 0.319 0.199 Belgium Churches, monuments and ships' quarters 0.150 0.059 0.150 0.059 Belgium Electronic equipment 0.100 0.035 0.100 0.035 Belgium Empty silo 0.050 0.043 0.050 0.043 Belgium Flour mill see mills below 0.125 0.072 See mills below 0.072 Belgium Flour mills 10.000 4.170 9.515 4.170 Belgium Mills 0.200 0.200 0.200 0.200 Belgium Food processing facilities 0.300 0.300 0.300 0.300 Belgium Food Processing premises 0.030 0.030 0.030 0.030 Belgium Food storage (dry) structure 0.120 0.120 0.120 0
UK Mills and Processors 47.130 10.195 4.509 47.130 10.195 4.509 UK Cereal processing plants 8.131 3.480 (a) 8.131 UK Cheese stores 1.640 1.248 1.248 1.640 1.248 1.248 UK Dried (rice, fruits and nuts) Whitworths 2.400 1.256 2.400 1.256 UK Herbs and spices 0.035 0.037 0.030 0.035 0.037 UK Mills and Processors (biscuits) 2.525 1.787 0.479 2.525 1.787 UK Spices structural equip. 1.728 1.728 0 0.479 UK Spices stored 0.030 0.030 0 UK Structures buildings (herbs and spices) 3.000 1.872 0.908 3.000 1.872 0.908 UK Structures, processors and storage 1.100 0.880 0.257 1.100 0.880 0.257 UK Tobacco equipment 0.523 0.050 UK Woven baskets 0.770 0.770