zilongwang/ReadingBank huggingface dataset:
the demands of both land extensive and intensive activities; and the demand for different locations within the urban area. Development capacity means in relation to residential and business land, the capacity of land for urban development to meet demand, taking into account the following factors: the zoning, objectives, policies, rules and overlays that apply to the land; and the provision of adequate infrastructure, existing or likely to exist, to support the development of the land, having regard to— the relevant proposed and operative regional policy statements, regional plans and district plans; and any relevant management plans and strategies prepared under other Acts. Feasible means the commercial viability of development, taking into account the current likely costs, revenue and yield of developing. High-Growth Urban Area means: Any Main Urban Area that, according to the most recent Statistics New Zealand growth projections set out in Appendix A2, is projected to experience population growth of more than 10% over the medium-term; or Any Secondary Urban Area that at any point in the year has a combined resident and visitor population of over 30,000, and according to the most recent Statistics New Zealand growth projections set out in Appendix A2, is projected to experience population growth of more than 10% over the medium-term. Infrastructure means network infrastructure for water supply, wastewater, stormwater, transport, and passenger transport services. Local authority has the same meaning as in section 2 of the Resource Management Act 1991. Long-term means within the next thirty years. Main Urban Area means as defined by Statistics New Zealand set out in Appendix A1. Medium-Growth Urban Area means: Any Main Urban Area that, according to the most recent Statistics New Zealand growth projections set out in Appendix A2, is projected to experience population growth of between 5% and 10% over the medium-term; or Any Secondary Urban Area that at any point in the year has a combined resident and visitor population of over 30,000, and according to the most recent Statistics New Zealand growth projections set out in Appendix A2, is projected to experience population growth of between 5% and 10% over the medium-term.
National office 23 Marcus Clarke Street Canberra ACT 2601 GPO Box 3131 Canberra ACT 2601 Tel: (02) 6243 1111 New South Wales Level 20 175 Pitt Street Sydney NSW 2000 GPO Box 3648 Sydney NSW 2001 Tel: (02) 9230 9133 Victoria Level 35 The Tower 360 Elizabeth Street Melbourne Central Melbourne Vic 3000 GPO Box 520 Melbourne Vic 3001 Tel: (03) 9290 1800 Western Australia Third floor East Point Plaza 233 Adelaide Terrace Perth WA 6000 PO Box 6381 East Perth WA 6892 Tel: (08) 9325 0600 Queensland Brisbane Level 24 400 George Street Brisbane Qld 4003 PO Box 12241 George St Post Shop Brisbane Qld 4000 Tel: (07) 3835 4666 Townsville Suncorp Plaza Suite 2 Level 9 61–73 Sturt Street Townsville Qld 4810 PO Box 2016 Townsville Qld 4810 Tel: (07) 4729 2666 South Australia Level 2 19 Grenfell Street Adelaide SA 5000 GPO Box 922 Adelaide SA 5001 Tel: (08) 8213 3444 Northern Territory Level 8 National Mutual Centre 9–11 Cavenagh St Darwin NT 0800 GPO Box 3056 Darwin NT 0801 Tel: (08) 8946 9666 Tasmania Level 2 70 Collins Street (Cnr Collins and Argyle streets) Hobart Tas 7000 GPO Box 1210 Hobart Tas 7001 Tel: (03) 6215 9333
develop this idea, considering whether people’s properties provide us with the reasons for loving them. Chapter Three: Do we love people because of their properties? 1) Introduction This thesis seeks to understand whether there is value in monogamy. As explained in the introduction, in order to answer this question, we need first to understand what it means to love someone romantically and what value there is to this kind of love. In the previous chapter I argued that Frankfurt’s account of love overlooks the distinct value of romantic love, some of which derives from its selectivity and conditionality. In this chapter, I consider the claim that love is a rational response to the qualities of the beloved. This view is in some ways the direct opposite of Frankfurt’s view. I call the view that love is a positive evaluative response to certain characteristics of a person the ‘quality view’ or the ‘properties view’. I will argue that, though the properties of the beloved will get us some way towards understanding why we love them, taken on its own, this view is unable to account for the reasons for and the phenomenology of romantic love. The structure of this chapter will be as follows: I will first outline the quality view and explain how it contrasts with Frankfurt’s account of love. I will then discuss seven problems the quality view faces as a theory of love, before considering two more nuanced versions of the view, which also take the romantic relationship into account – Neil Delaney’s and Simon Keller’s. Both of these views are an improvement on the simple quality view because they also acknowledge the significance of the romantic relationship. However, both want to maintain that love is grounded on the properties of the beloved and so their accounts still face some of the objections to the simple quality view. Indeed, most of the most persuasive comments they make about romantic love are about its connection to a particular kind of relationship rather than to the qualities of the beloved. I will conclude that we need more careful analysis of the romantic relationship to understand romantic love and that a person’s qualities by themselves do not justify love even if they might cause us to be initially attracted to them.
Name__________________________________ October 2017 ELA6: Unit 1 Writing Performance Assessment Task: Does Margot, the protagonist in the short story All Summer in a Day, experience more of an external conflict or an internal conflict as a result of the setting? Circle the conflict that represents your claim writing:  Internal: Margot vs. Self  External: Margot vs. Student  External: Margot vs. Nature Introduction (5 points)  T.A.G. (Title, Author, Genre)  Literary Terms (protagonist, antagonist, conflict, setting)  Claim (Choose one strong statement…this will be your thesis statement) Total___________________ Two Body Paragraphs (30 points)  Topic Sentence (reinforcing claim)  No personal pronouns/Correct Punctuation/Correct Spelling/Correct Sentence Structure  Inference  TBE (text based evidence) -at least one per body paragraph  Citation for TBE  Explanation/Connection  3-5 Transition words  Appositive (use one)  Semi-colon (use one)  Proper Literary Terms Total___________________ Conclusion (5 points)  Restate claim  Make a connection (text to self/text to world) Total___________________ Total Score________
From the broadest sense, cover letters serve two purposes: Express your interest in the organization and position to which you are applying Expand upon your skills and experiences highlighted on your resume With that said, there can often be nuances in how to approach constructing a cover letter for various industries. In addition, questions are often raised about which what types of experiences to include in a cover letter. While some may choose to highlight work experience, others will focus on their personal projects, or previous research, academic, or extracurricular experiences. The goal of this packet is to break down the , and show you examples of how to incorporate different experiences into your letters for various career fields. The following pages consist of cover letters written by students interested in pursuing jobs in: Chemical Engineering CU @ the Intersection
FINAL CUMULATIVE GRANT PROGRESS REPORT General Instructions: This progress report is intended to provide annual progress of your grant. Please complete all of the items as instructed. Do not delete instructions. Do not leave any items blank; responses must be provided for all items. If your response to an item is “None,” please specify “None” as your response. All acronyms must be spelled out (first reference). Avoid using personal pronouns and use terms such as “research staff” or “research project staff”. Demonstration of progress is a major factor in the annual funding continuation and no-cost extension determinations. Annual Progress Reports will be submitted for independent assessment by scientific peer reviewers who will only have access to this report, your approved budget and expenditure records, and your research grant application. There is no limit to the length of your response to any question. Responses should be single-spaced, no smaller than 10-point type font. The report must be completed using MS Word and submitted in PDF format, using electronic signature(s) when possible. Please do not scan the report. Submitted reports must be signed by the Principal Investigator and the Sponsored Research Official (SRO). The information provided in this report is used for the annual reports to the Florida Legislature and Governor’s office. Questions? Contact Biomedical Research staff at (850) 245-4585. Select Program: James and Esther King Biomedical Research Bankhead-Coley Cancer Research Ed and Ethel Moore Alzheimer Research ZIKA Research Grant Initiative Select Grant Mechanism: Bridge Clinical Research Consortium Dynamic Change Team Science Investigator Initiated / Discovery Science Postdoctoral Research Fellowship Rapid Pilot Research Infrastructure Standard Grant Other ____________________________ Grantee Institution and Grant Number: Principal Investigator Name (First name, M.I., Last Name, Degrees): Start and End Date of Research Project: From: Through: Current Reporting Period: From: Through: Project Title: Date Prepared:
Birth Sex Gender Identity Race(s) Ethnicity Date of Birth Social Security Number Place of Birth (City/State/Country) Country of Citizenship Immigration Status: (Only if not Us Citizen) Current Marriage Date (if applicable) Prior Marriage, Divorce, Separation Dates or other (Start and End date) Cultural Identity: Education: (Last Grade Completed) Co Applicant Additional Information Birth Sex Gender Identity Race(s) Ethnicity Date of Birth Social Security Number Place of Birth (City/State/Country) Country of Citizenship Immigration Status: (Only if not Us Citizen) Current Marriage Date (if applicable) Prior Marriage, Divorce, Separation Dates or other2 (Start and End date) Cultural Identity Education: (Last Grade Completed) Applicant Employment Information: Current Employment Status Name of Employer: Job Description
Date of Birth: SSN: Race Ethnicity Living at Home: YES NO School Grade / Occupation: Household Member 8 Name (Last, First, Middle) Relationship to applicant(s) Gender: Date of Birth: SSN: Race Ethnicity Living at Home: YES NO School Grade / Occupation: Additional Frequent Visitors/Alternate Caretakers Frequent Visitor /Alternate Caretaker 3 Name (Last, First, Middle) Relationship to applicant(s) Gender: Date of Birth: SSN: Nature of Contact: Frequent Visitor /Alternate Caretaker 4 Name (Last, First, Middle) Relationship to applicant(s) Gender: Date of Birth: SSN: Nature of Contact:
Amendments This section sets out the amendments to the PTRMs for the NSPs and the relevant handbooks. Tables 2 and 3 show which worksheets have been amended, added or removed from the distribution and transmission PTRMs. The changes bring the structure of the two PTRMs into closer alignment compared to versions 2. Table 2 Changes to the distribution PTRM worksheets Old PTRM worksheets Status New PTRM worksheets Intro Minor changes only Intro Added DMS input Input Amended PTRM input WACC Amended WACC Assets Amended Assets Analysis Amended Analysis Forecast revenues Amended Forecast revenues X factor Amended and renamed X factors Added Revenue summary Added Equity raising costs Chart 1-Revenues Minor changes only Chart 1-Revenues Chart 2-Price path Minor changes only Chart 2-Price path Chart 3-Building blocks Minor changes only Chart 3-Building blocks Table 3 Changes to the transmission PTRM worksheets Old PTRM worksheets Status New PTRM worksheets Intro Minor changes only Intro Added DMS Input Input Amended PTRM Input WACC Amended WACC Assets Amended Assets Analysis Amended Analysis Smoothing Amended and renamed X factors Revenue summary Amended Revenue summary Equity raising cost-capex Amended and renamed Equity raising costs Price path (nominal) Removed Moved to Revenue summary
Capital expenditure sharing scheme This attachment sets out our proposed approach and reasons for how we intend to apply the CESS to AusNet Services in the next regulatory control period. The capital expenditure sharing scheme (CESS) provides financial rewards for TNSPs whose capex becomes more efficient and financial penalties for those that become less efficient. Consumers benefit from improved efficiency through lower regulated prices in the future. The CESS approximates efficiency gains and efficiency losses by calculating the difference between forecast and actual capex. It shares these gains or losses between TNSPs and network users. The CESS works as follows: We calculate the cumulative underspend or overspend for the current regulatory control period in net present value terms. We apply the sharing ratio of 30 per cent to the cumulative underspend or overspend to work out what the TNSP's share of the underspend or overspend should be. We calculate the CESS payments taking into account the financing benefit or cost to the TNSP of underspends or overspends. We can also make further adjustments to account for deferral of capex and ex post exclusions of capex from the RAB. The CESS payments will be added or subtracted to the TNSP's regulated revenue as a separate building block in the next regulatory control period. Under the CESS a TNSP retains 30 per cent of an underspend or overspend, while consumers retain 70 per cent of the underspend on overspend. This means that for a one dollar saving in capex the TNSP keeps 30 cents of the benefit while consumers keep 70 cents of the benefit. Under the CESS an ex post review for any overspends in the next regulatory control period also applies, but this assessment will be undertaken in the subsequent control period. As noted in the introduction, AusNet Services has queried whether in the next regulatory control period the AER will undertake an ex post review in relation to the current regulatory control period. Our preliminary view is that as we intend to apply the CESS we should undertake the review as mandated within the Guideline. However, we recognise that in this unique circumstance this review would be confined to a single year. In such circumstances any particular observed outcome may not merit treatment as significant. Proposed approach
5.3 Cost of Materials and Labor For the cost of materials, all the data was from RS means 2012 and ADOT. The team determined all of the materials needed in construction of the project, the quantity for each materials, and find the unit cost from RS means 2012. The material price for Class 2 Soil and Class 4 Soil is the ADOT price, it was given by M.D.I (Materials Deliverable Inc.) The team evaluate the total cost for each item which include the material price, labor fee, and equipment fee. For Class 2 Soil and Class 4 Soil, the total cost include the material price and the transportation price. The price for the base of the overpass design is the unit price of hot-mixed asphalt. The total cost of materials is $2,222,001.00 and the total cost of material for the project is 3,705,748.80 the detail cost for each materials will be shown in Table 5.3.1. Table 5.3.1: Total Cost of Materials and Labor. 6. References [1] Google Earth, Peach Springs, AZ, Accessed: September 27, 2015, Retrieved from: [2] RIEGL VZ-400, Laser Measurements System, Accessed: October 15, 2015, Retrieved from: [3] Arizona Department of Transportation (2014), Hualapai Indian Tribe Long –Range Transportation Plan, ADOT. Retrieved September 21, 2015, Retrieved from: .
[4] Engineering & Testing Consultants INC., Subsurface Soil Exploration for Hualapai Cultural Center, Peach Springs, Arizona, November 29, 2007, Provided By : Julie Alpert [5] Federal Highway Administration, Bridge and Structures, Accessed: September 15, 2015, Retrieved from: [6] U.S. Government Publighing Office, Title 13-Highways, Accessed: October 1, 2015, Retrieved from: [7] The American Railway Engineering and Maintenance-of-Way Association, Structural Codes for Bridge Design Overpass, Retrieved September 15, 2015, Retrieved from: [8] American Association of State Highway and Transportation Officals, Geometric Design of Highways and Streets 2004, Accessed: September 8, 2015, Retrieved from: [9] Arizona Department of Transportation, Controlling Design Criteria Report, Accessed: October 15, 2015, Retrieved from: [10] Arizona Game & Fish Department, Non-Game and Endangered Wildlife, Accessed: October 8, 2015, Retrieved from: [11] U.S. Fish and Wildlife Service, Endangered Species, Accessed: October 10, 2015, Retrieved from: 7. Appendix 6.1 Figure 6.2: Peach Springs Aerial Map of site [1]. Figure 6.2: Existing Road and Proposed Road Alignment AutoCAD Surface.
Test Results Parameter Target Test Plan results Reference Min Flow Rate 158 g/min Check flow rate at lowest pump settings Yes Pump testing, 11/8/2013 Max Flow Rate 1500 g/min Check flow rate at highest pump settings Yes, highest is 1504 g/min Pump testing, 11/8/2013 System Pressure 5 to 80 psi Check Pressure during operation Yes, pressure can span 0.5-30psi with supply Pump testing, 11/8/2013 Pump Response Time < 1 second Check time to new steady state after change is made Yes, pump response time can be set via the PowerFlex drive Operating manual pg. 3-12 Flow Accuracy < 1% error Compare flow meter value against another flow meter or total volume per time Yes, dependant on flow rate, ranged between 0.1-1% innacuracy Pump testing, 11/8/2013 Control Valve Response Time < 5 seconds Check time to new steady state after change is made < 1 second Leakage No Leaks Check for leaks under normal operating procedures Yes Operator 2 Minimum, 3 Maximum Attempt to operate the system with 2 people Yes Automatic Control Functioning PID control with ability to alter constants Implement new set-points and observe system response Yes Manual Control Can adjust flow manually Adjust flow Yes Automatic Data Collection Labview records data that can be graphed or exported to excel Ensure it exists and check for accuracy Yes Manual Data Collection Real time data is displayed Ensure it exists and check for accuracy Yes Modularity Can alter system to put different comonents in series or parallel Reconfigure system to put different components in alternate order Yes Portability Easy to move, connect to and disconnect from utilities Connent and disconnect system from utilities. Push cart around. Yes but wheels need to be replaced Noise 2 Sources Test if our sources effect the data Yes
SPECIAL Appropriation FY 2015 – Section 5, #11 – DFA Special appropriation $1,224,200.00 NONE 5.2. - Hyperion Software and 13 months support and pre-work $500,000.00 Consulting Services $1,206,999.00 IV&V TBD TOTAL $1,706,999.00 6.0 6.1 STAKEHOLDERS Stakeholders should be a mix of agency management and end users who are impacted positively or negatively by the project. Darryl Ackley Overall responsibility for State systems DoIT Cabinet Secretary Ron spilman overall responsibility for financial reporting and controls (Financial Accounting, Cash, and AP controls) DFA STate Controller Tom Clifford Overall responsibility for control Agency DFA Cabinet secretary Renae Herndon overall responsibility for financial and reporting dfa Acting DFA
The objectives of the communication plan are to: Manage employees’ expectations Coordinate the Projects activities with all communication activities Communicate events, status, process changes and the like to stakeholder groups 11.2 Enterprise-wide communication depends heavily on the contributions of Functional Team Leads and project leadership. Communications begin with Key Messages which are generated by the leadership, with facilitation by the change management team. Key Messages are designed to convey that Leadership has a plan for, and commitment to, project success and all the changes in processes and duties that come along with the project implementation. Functional leads and Subject Matter Experts (SMEs) will be the primary change and communication agents with end users in their respective departments. The change management team will provide them with standardized communications. Because of the differences of the individual target audiences, each will require a different type and frequency of communication. Each target audience has mechanism for providing feedback and records of these communications are maintained to verify action items have been addressed. Continual assessment (formal and informal), structured customer feedback, and user forums help to confirm that stakeholders are getting the information they need. These needs will change and evolve during the course of the project. The Change Management Team will proactively assess these needs and recommend communication activity to the Project Management and Steering Committee. 11.3 The following conditions are critical to the successful execution of this Communication Plan: The Project Sponsor and Steering Committee understand the importance of communication and play an active role in key communication events (visible, consistent, and communicative project sponsorship) Financial support (budget) and resources are provided to design, develop, and deliver effective communication materials and events Feedback is kept confidential and used constructively to improve communication effectiveness Creativity is recognized and innovation through technology (which is the cornerstone of this project) is encouraged 11.4 & The following chart outlines communications roles and responsibilities:
References and further reading This benchmarking report is informed by several sources. These include ACCC/AER research and expert advice provided by Economic Insights. Economic Insights publications The following publications explain in detail how Economic Insights developed and applied the economic benchmarking techniques used by the AER. Economic Insights, Memorandum – DNSP Economic Benchmarking Results Report, November 2016 Economic Insights, Memorandum – DNSP MTFP and Opex Cost Function Results, 13 November 2015 Economic Insights, Economic Benchmarking Assessment of Operating Expenditure for NSW and ACT Electricity DNSPs, 17 November 2014 (). Economic Insights, Response to Consultants’ Reports on Economic Benchmarking of Electricity DNSPs, 22 April 2015 (). ACCC/AER publications These publications provide a comprehensive overview of the benchmarking approaches used by overseas regulators. ACCC/AER, Benchmarking Opex and Capex in Energy Networks – Working Paper no. 6, May 2012 (). ACCC/AER, Regulatory Practices in Other Countries – Benchmarking opex and capex in energy networks, May 2012 (). WIK Consult, Cost Benchmarking in Energy Regulation in European Countries, December 2011 (). AER distribution determinations In each of the following determinations, the AER applied economic benchmarking to determine efficient total forecast opex. AER, Jemena distribution determination 2016 to 2020, Attachment 7 – Operating Expenditure, May 2016, p. 7-22 (). AER, SA Power Networks distribution determination 2015–16 to 2019–20, Attachment 7 – Operating Expenditure, October 2015 (). AER, Final decision, Endeavour Energy distribution determination 2015–16 to 2018–19, Attachment 7 – Operating Expenditure, April 2015 (). AER, Draft decision, Endeavour Energy distribution determination 2015–16 to 2018–19, Attachment 7 – Operating Expenditure, November 2014 ().
Goal Category Source / Amount Indicator Unit of Measure Expected – Strategic Plan Actual – Strategic Plan Percent Complete Expected – Program Year Actual – Program Year Percent Complete City Core Revitalization Non-Housing Community Development CDBG: $30,000 Facade treatment/business building rehabilitation Business 10 5 50.00% City Core Revitalization Non-Housing Community Development Businesses assisted Businesses Assisted 0 0 3 5 166.67% Clearance and Demolition Non-Housing Community Development Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit Persons Assisted 0 0 20 20 100.00% Clearance and Demolition Non-Housing Community Development CDBG: $40,000 Buildings Demolished Buildings 10 6 60.00% Emergency Repairs Emergency Repairs and home rehab Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit Persons Assisted 0 640 0 0 Emergency Repairs Emergency Repairs and home rehab CDBG: $42,968 Homeowner Housing Rehabilitated Household Housing Unit 25 6 24.00% 5 4 80.00% Housing Initiatives Public Housing CDBG: $45,000 Homelessness Prevention Persons Assisted 30 35 116.67%
LifeSteps Campus Care Public Housing Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit Persons Assisted 0 24 300 1019 339.67% LifeSteps Campus Care Public Housing CDBG: $82,000 Public Facility or Infrastructure Activities for Low/Moderate Income Housing Benefit Households Assisted 220 111 50.45% LifeSteps Campus Care Public Housing Homeless Person Overnight Shelter Persons Assisted 350 135 38.57% 75 60 80.00% LifeSteps Campus Care Public Housing Overnight/Emergency Shelter/Transitional Housing Beds added Beds 0 306 0 306 LifeSteps Campus Care Public Housing Homelessness Prevention Persons Assisted 370 111 30.00% 20 37 185.00% Program Administration Non-Housing Community Development CDBG: $57,312 Other Other 1 1 100.00% 1 1 100.00% Transportation Assistance Transportation CDBG: $35,000 Public service activities other than Low/Moderate Income Housing Benefit Persons Assisted 1000 1879 187.90% 400 961 240.25% Table 1 - Accomplishments – Program Year & Strategic Plan to Date
Dr. Mariam Rahmani, Florida Psychiatric Society Dr. Rajiv Tandon, National Alliance on Mental Illness Nancy Daniels, Florida Public Defender Association, parent representative Gayla Sumner, Florida Department of Juvenile Justice Dr. Patty Babcock, Florida State University College of Medicine April May, DCF Regional Substance Abuse and Mental Health Director, Suncoast Region Sandy Neidert, Office of State Courts Administrator Derek McCarron, Gracepoint Wellness and Behavioral Health Center, representing Children’s Crisis Stabilization Units Kathy Smith, Public Defender, 20th Judicial Circuit representing the Supreme Court Task Force on Mental Health and Substance Abuse Other attendees: We didn’t catch all of the name and apologize for any inaccuracies. If you were left off or your name was incomplete or spelled incorrectly, please let us know and we can update the minutes. Andrea Gates-Gonzalez Jennifer Shepherd William Hightower, Florida Osteopathic Medical Association Margo Adams, Florida Psychiatric Society Tim Macsuga Patricia Green with Met? representing Florida Psychiatric Society Pat Bianca, Jackson Behavioral Health Stacey Riley, Henderson Behavioral Health Lourdes Martin, Southern Region SAMH Andrea ? New Horizons of the Treasure Coast Norma Wagner Behavioral Health Coalition Margaret O’Rourke, Behavioral Health Center with Indian River Medical Center Brandy Cross, Behavioral Health Center with Indian River Medical Center Margie Menzel, Guardian ad Litum Office Jeff Harman, Florida State University Denise Demps, Orange County Sheriff Office Jill Graham with Florida Alcohol and Drug Abuse Association Tory Wilson, DCF Jane Johnson, Staff: Heather Allman, DCF SAMH
Baker Acts cannot be isolated in their system. Can look at Florida Kid’s Count to see if there is anything to help put in context. Task force would like DCF to ask Dr. Noreen Dollard with USF to attend meeting to discuss Kid’s Count data? Annie E Casey has national Kids Count data with a lot of information on the state of the state of our children in general – we will put a link on our website. A study from CDC on shortage of child psychiatrists was mentioned and will be sent to DCF to put on the website with the other meeting materials. For next meeting, please review at all materials from meetings, look at our four tasks. Be prepared to discuss how to put in report.
Supine Bridge 2 sets, 25 reps Neuromuscular Control (Week 7-9) All Exercises start with eyes open and progress to eyes closed Single Leg Stance (On stable surface) 3 set, 20 seconds Double Leg Stance (On stable surface) 3 sets, 20 seconds Tandem Stance (On stable surface) 3 sets, 20 seconds Neuromuscular Control (Week 9-12) All Exercises start with eyes open and progress to eyes closed Single Leg Stance (On airex pad) 3 set, 15 seconds Double Leg Stance (On airex pad) 3 sets, 15 seconds Tandem Stance (On airex pad) 3 sets, 15 seconds Squats on BOSU Ball (hold a stick/bar) 3 sets, 10 reps Plyometric Exercises (Week 10-12) Ankle Jumps 3 sets, 20 seconds Lateral Sliding 3 sets, 30 seconds Front Back Hops 3 sets, 30 seconds Side-to-Side Hops 3 sets, 30 seconds Single Leg Jumps 2 sets, 10 jumps Double Leg Jumps 2 sets, 10 jumps Cardiovascular Exercises Stationary Bike (Interval Training) 10 sec high intensity, 20 seconds low intensity (20-25 min) Walking/Jogging on Treadmill/Outside Speed of 3.0-3.5 mph at a 2% grade (20 minutes) Pool Exercise Jogging with Light resistance (20 minutes) Elliptical Moderate Intensity (25 minutes)
(Dynamic Stretching) Knee to Chest Stretch 25 yards Walking Adductor 25 yards Walking Quad 25 yards Butt Kicks 25 yards Open and Close Gate 25 yards High Knees 25 yards Strength Exercises Squats (With bar and weight) 3 sets, 10 reps Calf Raises on Step 3 sets, 15 reps Reverse Squats while holding a bar/stick 5 sets, 10 reps Monster Walks (Increase Resistance Band) 5 sets, 10 yards Dead Lift 3 sets, 10 reps Single-Leg Squat 2 reps, 1 min Lateral Bounding (working up to resistance bands through the 6 weeks) 3 sets, 30 seconds Forward Walking with resistance (can holding bar/stick) 3 sets, 30 seconds Backward Walking with Resistance (can holding bar/stick) 3 sets, 30 seconds Core Exercises Prone Walk-Out on Swiss Ball 3 sets, 15 reps Prone Bride “Around the World” 3 sets, 10 reps Russian Twist with Medicine Ball 3 sets, 25 reps Quadruped Opposite Leg/Arm on Half Foam Rollers 3 sets, 15 reps Hanging Windshield Wipers 3 sets, 20 reps
to provide for their families. Such was the case for the Jurgis family, whose patriarch eventually abandons the family and turns to a life of crime as a result of being crushed by capitalism. Ultimately, critics observed that “The Jungle reveals the strengths that were to mark Sinclair’s work for the rest of his career” (McEwen). This can easily be seen in the way that not only was The Jungle influential to the United States, but also his later novel, The Brass Check. Upton Sinclair was a vital part of fighting against capitalism and oppression, which would be his definitive legacy. Upton Sinclair served a vital purpose in the Progressive Era, promoting the economic and journalistic success of the United States. His exposé of the meatpacking industry lead to the Pure Food and Drug Act of 1906, and his later accusation against unethical practices in journalism initiated the establishment of the first code of ethics for that field. Even though his socialistic beliefs were perpendicular to the majority of society, he continued to pursue his lifestyle by publishing many subsequent novels and even founding a “utopian” colony in New Jersey. He attained the highest honor as a writer by winning the Pulitzer Prize in 1943 and continued to steadily write in various genres until his death in 1968. Inspiring the future generation of muckraking journalists would be Upton Sinclair’s legacy, which effectually continues to protect Americans today. Works Cited American Society of Newspaper Editors. Code of Ethics or Canons of Journalism. 1923. Center for the Study of Ethics in the Professions at IIT. . 30 Jan. 2015. Cherny, Robert W. “The Jungle and The Progressive Era.” The Gilder Lehrman Institute of American History. . 23 Jan. 2015.
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c= 0.00281 n= 1.66; o= 1.29 The Prandtl number, Prw , velocity of water in tubes, Vwa, cross sectional area of tubes, At and Reynolds number of water flowing through the tubes, Rew are given by: (39) (40) (41) (42) Equating the thermal energy gain of the water via advection to the heat transferred to the tube, an ordinary differential can be obtained of the form: (43) to solve for the water outlet temperature by integration. Similarly the air side enthalpy balance can be cast as an ODE by using the following equation to replace Ta,exit: (44) The ODE obtained to solve for the air outlet temperature is: (45)
where (88) The H-W model and the uncoupled form of the numerical model were simulated using identical inlet and ambient conditions and the linearized loss coefficients based on mean plate temperature (37-39). The results showed that both the air and water outlet temperatures match within the precision of MATLAB’s numerical integrator ODE45.
hfg Latent heat of vaporization of water(kJ/kg) hm Mass transfer coefficient of water vapor (kg/m2s) hw Water heat transfer coefficient (W/m2K) k Thermal conductivity (W/mK) L Length of collector (m) Lc Characteristic length of collector (m) Ls Starting length of boundary layer from leading edge (m) (cp)total Total thermal capacitance rate of air and water Mass flow rate (kg/s) Ratio of to N Number of tubes Nu Nusselt number NTU Number of transfer units P Perimeter of plenum cross section (m) Pitch Spacing of holes on absorber plate (m) por Plate porosity Pr Prandtl Number qback Convection to air at back wall of plenum per unit area(W/m2) qback,loss Back convection loss per unit area(W/m2) qconv,loss Front convection loss per unit area(W/m2) qedge Edge Loss per unit area of the collector(W/m2) qrad,loss Front radiation loss per unit area (W/m2) Heat transferred to suction air per unit area (W/m2) Useful energy transferred to water (W) Re Reynolds Number s Distance between tubes in absorber t Thickness (m)
References BEYONCE - BEST THING I NEVER HAD LYRICS. (n.d.). MUSIC AND LYRICS. Retrieved October 10, 2011, from Dziadek, F. (2011, June 28). feliciadz / Rhetorical Analysis F11. Rhetorical Analysis F11. Retrieved October 10, 2011, from Dziadek, F. (2011, September 17). feliciadz / Wed Sept 21, 2011. Rhetorica. Retrieved October 10, 2011, from Wardle, E., Downs, D., Haas, C., & Flower, L. (2011). Reading Strategies and Construction of Meaning. Writing about writing: a college reader (p. 130). Boston, MA: Bedford/st. Martins. Wardle, E., Downs, D., Keith, G., & Bitzer, L. (2011). Rhetorical Situations and Their Constituents. Writing about writing: a college reader (pp. 104-105). Boston, MA: Bedford/st. Martins.
Appendix D Department of Finance Merit Evaluation Form Complete the following for every tenure-track department faculty member except yourself. You may attach comments to this form if the room provided here is insufficient. Please turn in your rankings to XXX; s/he will tabulate the rankings and provide results. Adequate Performance Strong Performance Meritorious Performance Extraordinary Performance Recognition Categories Teaching Research Service Name of Ranked Faculty 1 Comments: Name of Ranked Faculty 2 Comments:
Phase 4. Business Implementation: Enhance the businesses process whereby claims messaging and processing incorporating analysis results and subsequently managed within uFACTS 5.4 See org chart above. Role Responsibility Project Management Office (DWS) Project oversight and support to include receiving project status. Project Manager (Contractor) Responsible for delivery of items outlined in SOW, project management plans, project status reporting, project staffing. Analytics Lead Oversee analytical team on day-to-day basis. Compile deliverables and report results. Modeler Perform analytics, compile deliverables, and report results Scoring Engine Lead Oversee Scoring Engine Development team on day-to-day basis. Compile deliverables and report results. Scoring Engine Developer Develop scoring engine, perform unit testing. Business Implementation Lead Oversee business implementation team on day-to-day basis. Compile deliverables and result results. Business Analyst. Perform analysis, compile deliverables, perform testing, report results UIA Integration Lead Oversee the integration of the uDetect Scoring Engine within UIA, report results UIA Developer Perform analysis, develop UIA modifications, unit test, report results DWS Business Analyst Assist with analysis, compile deliverables, perform testing, report results DWS Implementation Team Perform Implementation tasks to promote code changes to production. DWS Development Manager Determine how project fits into overall development tasks and plans. Monitor progress
Goal 1; Better health outcomes for all 1.1 Services are commissioned, designed and procured to meet the health needs of local communities, promote wellbeing and reduce health inequalities NHS Hardwick CCG are the Lead Commissioner for Mental Health Services in an NHS context. The CCG is committed to ensuring that the health needs of the whole community are met including vulnerable groups. To meet this commitment the CCG ensures that the design and delivery of services is fully inclusive of the whole Derbyshire population. The CCG ensures quality services are delivered inclusively to all patients through effective and robust commissioning. Where services are Commissioned the CCG ensures the highest standard around Equality Inclusion and Human Rights from the provider. Recognising that the needs of the whole population can only be met if those needs are fully understood the CCG is strongly committed to engaging with its population around the design and delivery of services. Before commencing a new service or redesigning an existing service thorough engagement is carried out including with representatives of seldom heard groups. The CCG recognises that the existence of Health Inequalities is a key challenge to inclusive and effective health services. The CCG recognises that the emerging Eastern European Community in Shirebrook are a key priority in this area. All Decisions made in the CCG are subject to due regard for equalities, which is evidenced on governing body / other committee front sheet pro formas. Examples of the CCG’s commitment around service design can be seen in the Service Specifications listed below: Falls Partnership Service North RAID Project Breathe Easy Service Inpatient rehab Service Erewash Mental Health support service Community Care Co-ordinator The CCG is committed that the views of the whole population will shape and influence Commissioning decisions. Examples of key engagement projects are shown below: Engagement around access to GPs Hardwick Patient Reference Group Patient Participation – Enhanced service Post Engagement event review process Health Market event Engagement around Diabetes service Also included are the CCG’s engagement reports showing how the resulting feedback is collected. Engagement reports Recognising that staff are in a key position to identify any issues the CCG uses the following form to collect any points raised. Staff feedback form
Name____________________________________ Period_______ Final Sketch-Up Grading Rubric Egg Structure is drawn to appropriate size to accommodate an egg. 1pt - 25pts. Sketch includes a flat top in order to balance the weights. 1pt. – 25pts. Sketch includes triangles or lamination or symetry. 1pt. – 25pts. Sketch includes necessary dimensions. 1pt. – 25pts. Total =
conditioning was to help provide a more comfortable environment, especially for families, and represented provision above and beyond the NHS Board’s legal requirement for that Unit. After discussion, the Committee Agreed that this expenditure was appropriate 4 INVESTMENT FUNDS 4.1 Funds Report - Portfolio Valuation Mr Addison advised that the final position as at end March 2016 had yet to be reported. The position statement would be required as part of the Annual Accounts process and would be circulated to members once available from Adam & Co. The Committee so Noted. 5 APPLICATIONS 5.1 Non-Core Learning There had been circulated an application seeking funding in the sum of £50,000 for Learning and Development activity in 2016/2017. There had also been circulated detail of funding allocations made in 2015/2016, along with statements from funding recipients as to how some of this resource was utilised. It was confirmed that applications for resource were considered in line with the current Study Leave Policy. During discussion, there was reference to the question of equity of access to funding resource and members sought further information in that regard. The Committee: Agreed to allocate £50,000 for Non-Core Learning in 2016/2017 subject to later discussion in relation to overall Endowment Fund Budget resource allocation for 2016/17. Agreed that further detail be requested in relation to publicity of the funding resource available and the number of successful applications per number of staff in each Operational Unit area. 5.2 Physician Associates There had been circulated an application seeking funding in the sum of £227,048 over a two year period, to enable a project to be established to test a new type of healthcare worker in NHS Highland, with a view to building future workforce capacity, capability and resilience. Mrs Mitchell outlined to members the background on Physician Associate (PA) roles, and advised that 12-14 were trained per year by Aberdeen University, with a small number of training positions currently provided in Highland. A number of PAs were currently working in Grampian, Tayside and Lanarkshire. The Highland project would seek to employ students from the start of their training programme. Dr Harvey stated PAs represented a new medical workforce, based on a model that had proved successful elsewhere, and this proposed project was innovative insofar as it would guarantee employment at the end of the training period.
coming together and combining workforces, they are able to gain significant economies to deliver care for a combined registered list size of 10,000 patients. We would like you to continue to be registered patients as we propose to move to the Old Forge or alternatively you may wish to register with another practice of your choice. What does it mean for me as a patient? You will have a choice to remain a registered patient in our proposed new premises or choose to register with another practice as detailed in the patient information sheet above. Whatever happens, there will be no changes to the main range of services you receive as all GP Practices need to deliver these services within their contract. There are also other practices in the area of Eden Terrace who would be happy to add you to their list if you did not want to transfer to the new premises. These are: Pallion Health Centre Park Lane Surgery Chester Road Surgery Millfield How can I have a say as a patient? You can complete the online survey https://www.surveymonkey.co.uk/r/98KJYT9 and attend one of the sessions below: Please let us know if you have any special requirements. Additional support to ensure everyone can have their say If you or someone you know wants to provide face to face feedback but are unable to attend planned drop-in sessions or focus groups due to mobility, accessibility or transport reasons, please send the details to or ring 0191 2172670. Drop in sessions and a visit to Old Forge Surgery You may have some questions about these changes, or you might want to come and have a look at Old Forge. We have arranged the following sessions that you may wish to attend. Patient Information Sessions Session 1 Wednesday 25 May 6 – 8pm Old Forge Session 2 Thursday 26 May 6 – 8pm Eden Terrace
Discipline Management Techniques Discipline shall be designed to improve conduct and to encourage students to adhere to their responsibilities as members of the school community. Disciplinary action shall draw on the professional judgment of teachers and administrators and on a range of discipline management techniques, including restorative discipline practices. Discipline shall be correlated to the seriousness of the offense, the student’s age and grade level, the frequency of misbehavior, the student’s attitude, the effect of the misconduct on the school environment, and statutory requirements. Because of these factors, discipline for a particular offense, including misconduct in a district vehicle owned or operated by the district, unless otherwise specified by law, may bring into consideration varying techniques and responses. Students with Disabilities The discipline of students with disabilities is subject to applicable state and federal law in addition to the Student Code of Conduct. To the extent any conflict exists, state and/or federal law shall prevail. In accordance with the Education Code, a student who receives special education services may not be disciplined for conduct meeting the definition of bullying, cyberbullying, harassment, or making hit lists (see glossary) until an ARD committee meeting has been held to review the conduct. In deciding whether to order suspension, DAEP placement, or expulsion, regardless of whether the action is mandatory or discretionary, the district shall take into consideration a disability that substantially impairs the student’s capacity to appreciate the wrongfulness of the student’s conduct. Techniques The following discipline management techniques may be used alone, in combination, or as part of progressive interventions for behavior prohibited by the Student Code of Conduct or by campus or classroom rules: Verbal correction, oral or written. Cooling-off time or “time-out.” Seating changes within the classroom or vehicles owned or operated by the district. Temporary confiscation of items that disrupt the educational process. Rewards or demerits. Behavioral contracts. Counseling by teachers, school counselors, or administrative personnel. Parent-teacher conferences. Behavior coaching. Anger management classes. Mediation (victim-offender). Classroom circles. Family group conferencing.
principal’s office, the campus behavior coordinator’s office, or the central administration office or through Policy On Line at the following address: http:pol.tasb.org/home/index/1088 Consequences shall not be deferred pending the outcome of a grievance.
Figure Temporal trends in PSII-HEq with respect to flow rate of rivers influencing passive sampler sites in the Burdekin region since monitoring commenced (Flow data provided by Department of Environment and Resource Management, Stream Gauging Network) Figure Temporal trends in PSII-HEq with respect to flow rate of rivers influencing passive sampler sites in the Mackay Whitsunday region since monitoring commenced (Flow data provided by Department of Environment and Resource Management, Stream Gauging Network) Figure Temporal trends in PSII-HEq with respect to flow rate of rivers influencing passive sampler sites in the Fitzroy region since monitoring commenced (Flow data provided by Department of Environment and Resource Management, Stream Gauging Network) APPENDIX G – Figure Temporal concentration profiles of individual herbicides at Low Isles in the Wet Tropics region Figure Temporal concentration profiles of individual herbicides at Green Island in the Wet Tropics region Figure Temporal concentration profiles of individual herbicides at Fitzroy Island in the Wet Tropics region Figure Temporal concentration profiles of individual herbicides at Normanby Island in the Wet Tropics region Figure Temporal concentration profiles of individual herbicides at Dunk Island in the Wet Tropics region Figure Temporal concentration profiles of individual herbicides at Orepheus Island in the Burdekin region Figure Temporal concentration profiles of individual herbicides at Magnetic Island in the Burdekin region Figure Temporal concentration profiles of individual herbicides at Cape Cleveland in the Burdekin region Figure Temporal concentration profiles of individual herbicides at Pioneer Bay in the Mackay Whitsunday region Figure Temporal concentration profiles of individual herbicides at Outer Whitsunday in the Mackay Whitsunday region Figure Temporal concentration profiles of individual herbicides at Sarina Inlet in the Mackay Whitsunday region