zilongwang/ReadingBank huggingface dataset:
Last updated: December 2017 JOB DESCRIPTION Post title: Project Manager Academic Unit/Service: University of Southampton Auditory Implant Service Faculty: Engineering and the Environment Career Pathway: Management, Specialist and Administrative (MSA) Level: 4 *ERE category: n/a Posts responsible to: Dr Helen Cullington Posts responsible for: Project administrator, research assistant Post base: Office-based Job purpose To successfully manage and deliver a programme of implementing and evaluating a service delivery change across a multi-institution project, focused on rolling out remote care to adults using cochlear implants across the UK. Key accountabilities/primary responsibilities % Time To be responsible for the delivery of work streams as agreed with the Project Team. 15 % To manage project resources, finances, procurements and benefits to deliver successfully within the agreed timescales. 30 % Use specialist knowledge to manage project priorities, tolerances and escalations in line with the governance framework. 25 % To produce management information, reports, briefings and presentations as required to keep the Project Team, Ethics Committee, Steering Group, charity and national partners, and funding body informed and updated. 10 % To communicate the programme delivery and progress with internal and external stakeholders, liaising with patients, charities, national organisation, NHS centres, cochlear implant companies as required. 10 % To contribute to continual improvement working practices and identify new developments during the project development 5 % Any other duties that fall within the scope of the post, as allocated by the Project Team, following consultation with the post holder. 5 %
PENNSYLVANIA PUBLIC UTLIITY COMMISSION Harrisburg, PA 17105-3265 Public Meeting held December 19, 2013 Commissioners Present: Robert F. Powelson, Chairman, Statement John F. Coleman, Jr., Vice Chairman James H. Cawley Pamela A. Witmer Gladys M. Brown Pennsylvania Public Utility Commission R-2013-2355276 Office of Consumer Advocate C-2013-2362470 Office of Small Business Advocate C-2013-2364641 Brian L. Casper C-2013-2364664 Dawn B. Spielvogel C-2013-2364692 Robert Redinger C-2013-2364773 Rita Sherman C-2013-2366095 Guy & Nedra Visconti C-2013-2367036 Russell Vankoughnet C-2013-2367041 Doris Miller C-2013-2369063 Jon & Dorothy Pichelman C-2013-2369095 Jane Neufeld C-2013-2369464 Georgia L. Dicko C-2013-2369925 Carly J. Dunn C-2013-2370649 William B. Kazimer C-2013-2372396 S. Stockton Alloway C-2013-2366239 Thad Shirey C-2013-2372641 Paul Trizonis C-2013-2379466 v. Pennsylvania-American Water Company OPINION AND ORDER
PAWC believes the granting of PWSA’s second Exception would create no barrier to the Commission’s approval of the Settlement. R. Exc. at 6. Upon review, we agree with PWSA and PAWC that the ALJs’ characterization of PWSA as an industrial customer is inconsistent with PWSA’s filing regarding the circumstances of PWSA’s intervention in this proceeding. In order to clarify the record, we shall grant PWSA’s second Exception. Accordingly, we shall modify the Recommended Decision to remove reference to PWSA as an industrial customer of PAWC. Exceptions of Mr. Kazimer Mr. Kazimer raises two objections in his Exceptions to the Recommended Decision. First, he argues that “Act 11, 66 Pa. C.S. § 1311(c)” is unconstitutional, unfair, discriminatory and unreasonable. He claims that he already pays his township for wastewater and sewage disposal and that PAWC is not entitled to the Settlement. Second, Mr. Kazimer asserts that the ALJs did not include information related to his testimony at the public input hearing in Reading. He argues that his testimony pertaining to the approval of PAWC’s prior rate increases was not included in the Recommended Decision. Kazimer Exc. at 1. In its Replies to Exceptions, PAWC argues that the Commission is not the forum in which to challenge the legality or the constitutionality of a duly enacted statute such as Act 11. Further, PAWC claims that Section 1311(c) of the Code reflects the legislative judgment that it is fair, reasonable and non-discriminatory to allocate a portion of wastewater revenue requirement to the combined water and wastewater customer base of a utility which furnishes water and wastewater service. R. Exc. at 7-8. In response to Mr. Kazimer’s second objection, PAWC argues that the
THEREFORE, IT IS ORDERED: That the Amended Universal Service and Energy Conservation Plan for 2014-2016, as filed on June 28, 2013, is partially approved as consistent with Title 66 of the Pennsylvania Consolidated Statutes, Title 52 of the Pennsylvania Code, and Commission practice. That a copy of this Tentative Order be served on the Duquesne Light Company, the Office of the Consumer Advocate, the Office of Small Business Advocate, the Bureau of Investigation and Enforcement, and the Coalition for Affordable Utility Services and Energy Efficiency in Pennsylvania. That this Tentative Order also be served on the active parties to the following dockets: Duquesne Light’s USECP for 2011-2013, Docket No. M-2010-2161220; and the Duquesne Rate Case Settlement at Docket No. R-2010-2179522. That a copy of this Tentative Order be posted on the Commission’s website at . That comments to this Tentative Order shall be electronically filed within twenty (20) days of the entry of this Order, and reply comments shall be electronically filed within ten (10) days thereafter. Copies may be served on the parties electronically and are due by close of business of the day specified. That one signed original copy of comments and reply comments shall be filed with the Commission’s Secretary at P.O. Box 3265, Harrisburg, PA 17105-3265.
//table for storing creditcard info create table creditcard (cardtype varchar(20), accountno references bankinfo, name varchar(200),salary real) //table for storing goldloan create table goldloan (accountinfo int references bankinfo , name varchar(200), interestmode varchar(20), loanamount real, mode varchar(50) //table for houseloan create table houseloan (accountno int references bankinfo, name varchar(200), loamamount real, monthlysalary real);
compliant status with the Policy, too. If you are interested in leading Jr. Church once a month, please see Judy Shiner. Diane Montgomery is looking for a Sunday School teacher for the Children’s Department. Teachers should be in compliant status with the Safe Sanctuary Policy. If you are interested in teaching a children’s Sunday School class, please contact Diane Montgomery. Please prayerfully consider these needs. If you feel God is leading you to serve in any or all of these areas, please contact the persons listed above. ~~~~~~~~~~~~~~~~~~~~~~~~~~~
क्र.सं पद विषय न्यूनतम योग्यता साक्षात्कार की 1 स्नातक (टी.जी.टी) विषय में कम से कम 50% अंको के साथ स्नाकोत्तर या समक्ष 2.बी.एड या समक्ष ज्ञान 3.CTET उतीर्ण 11-04-2018 प्रात: 8:30 से 2:00 बजे तक 2 विषय 1.उच्च में कम से कम 50% अंको के साथ उतीर्ण या समक्ष 2.जे.बी.टी या एस.टी.सी( दो समक्ष ज्ञान 3.CTET उतीर्ण 11-04-2018 प्रात: 8:30 से 2:00 बजे तक 3 अनुदेशक BCA/MCA/B.SC(C.S)/B.Tech. (Comp. Sci.)/ B.E./ or विषय के स्नाकोत्तर के साथ PGDCA या DOEACC ”A” Level 11-04-2018 प्रात: 8:30 से 2:00 बजे तक 4 संगीत संगीत/नृत्य क्षेत्र मे के आधार पर चयन 11-04-2018 प्रात: 8:30 से 2:00 बजे तक अपना पत्र बायोडाटा की के साथ 09-04-2018 तक विद्यालय में प्रात: 8:30 से 4:00 बजे तक में जमा |
the year to places like the Biltmore Estate, the World of Coca-Cola, Harrah’s Cherokee Casino, and Atlanta Braves games; and Whereas, the organization’s senior centers also offer seniors a place to socialize and stay active, with fitness centers and regularlyscheduled exercise classes; social events like fashion shows, holiday parties, and other activities; and educational classes on subjects like sign language, technology, and nutrition; and Whereas, the members of the South Carolina Senate are grateful for the dedication and commitment that SENIOR Solutions has shown in serving the people and the State of South Carolina. Now, therefore, Be it resolved by the Senate: That the members of the South Carolina Senate, by this resolution, congratulate SENIOR Solutions of Anderson and Oconee Counties upon the occasion of its fiftieth anniversary and commend it for its many years of dedicated service to the seniors of this State. Be it further resolved that a copy of this resolution be presented to SENIOR Solutions. XX
Direct Energy recommends that the Commission reject PECO’s GSA proposal. Direct Energy argues that PECO’s proposal conflicts with the Commission’s final order in its Investigation of Pennsylvania’s Retail Electricity Market: End State of Default Service at Docket No. I-2011-2237952 (Order entered February 15, 2013) (End State Final Order) in which the Commission recommended that future default service plans move to procurements no less frequently than quarterly, even for residential customers. Direct Energy states that the Commission should require PECO and interested stakeholders to explore other options for minimizing fluctuations in the PTC that are unrelated to movements in the underlying prices of default service wholesale contracts. Direct Energy avers that PECO’s proposed annual GSA adjustments would be a step backwards from the Commission’s commitment to keep retail prices as reflective of market prices as possible. Direct Energy M.B. at 18-19. Disposition Annual Reconciliation of the GSA We concur with Direct Energy that PECO’s proposal to reconcile the GSA on an annual basis runs counter to the findings and recommendations that were developed through the RMI and were presented in the End State Final Order. In that Order, the Commission explained that it relied on several underlying principles including “structuring the default service model to more closely reflect current market conditions.” End State Final Order at 10. The Commission addressed the characteristics of default service procurement and cost recovery that can lead to the inclusion of significant costs in the PTC that have little or no relationship to current energy prices. Id. at 23-24. The End State Final Order also addressed how a PTC, that does not reflect current market prices, can jeopardize the viability and the benefits of a competitive retail market. Id. Therefore, the Commission has proposed, inter alia, the implementation of a ninety-day default service product for residential and small commercial customers that is able to track current conditions more closely. Id. at 41.
Retrieved 110303 12:04pm Foreign Trade and Investment Campaign On 23 March 2010, Federal Minister of Economics and Technology Rainer Brüderle unveiled the Economics Ministry's . Container ship at port © Colourbox.com Providing political support for the international economic activities of German companies The Ministry's political support for the international economic activities of German firms will place a central priority on small and medium-sized enterprises (SMEs), and international trips by the Minister and his State Secretaries will give particular consideration to SMEs. We will also work together with business associations in exploring ways to help SMEs participate in bids for larger contracts. We want to attract the world's best minds to Germany by providing for the open and recognition of diplomas and qualifications obtained abroad. We will take action to foster the mobilisation of German industry during the run-up to major sporting events. For example, security technology was one of the main topics on the agenda for Federal Economics Minister Rainer Brüderle's visit to Brazil (host of the 2014 World Cup) in April 2010. We intend to support German companies on markets with major economic potential, and we aim to identify and act on forward-looking trends. To this end, we will pool our foreign trade and investment activities in accordance with specific thematic priorities. Key steps will include: creating an export-oriented component as part of our national platform for electric mobility, and organising an international electric mobility conference in 2011; formulating a policy framework in 2010 to promote foreign trade and investment in the health care industry; launching a security technology export initiative; providing political support for the acquisition efforts of Germany's defence industry in compliance with export rules; providing continuous support for the aerospace industry's activities in growth markets. We will press forward with the worldwide marketing of earth remote sensing data and services, particularly with a view toward the innovation and market potential of the future Galileo satellite navigation system; placing an even stronger emphasis on forward-looking energy supply systems as a central component of our external economic policy and expanding these efforts into a genuine "external energy policy". In this connection, we will press forward with our export
Figure 1: Current diagnostic algorithm according to NHMRC Guidelines Patient at high risk of diabetes according to AUSDRISK, or at risk according to guidelines Fasting or random blood glucose test Result below diagnostic cutoff (<5.5mmol/l)- no diabetes Result equivocal (5.5-6.9mmol/l) suspected (≥7.0mmol/l) Re-test according to guidelines Oral Glucose Tolerance Test Confirmatory fasting blood glucose Below diagnostic cutoff (FPG < 5.5mmol/l or 2hr GTT <7.8mmol/l))- no diabetes Diabetes confirmed (FBG ≥7.0mmol/l or 2hr GTT ≥ 11.1mmol/l) Result equivocal Re-test according to guidelines Commence management (including HbA1c test to assess severity) Oral glucose Tolerance Test Below diagnostic cutoff (2hr GTT <7.8mmol/l)-no Diabetes confirmed (2hr ≥ 11.1mmol/l) Re-test according to guidelines Commence management (including HbA1c test to assess severity)
Figure 2: Proposed diagnostic algorithm using HbA1c test for diagnosis Patient at high risk of diabetes according to AUSDRISK or at risk according to guidelines HbA1c test Below diagnostic cutoff (<6.5%)- no diabetes Above diagnostic cutoff, diabetes suspected- HbA1c ≥ 6.5% Asymptomatic- Re- test according to guidelines, not more than once per year Symptomatic- repeat HbA1c test Confirmatory HbA1c test Below diagnostic cutoff (<6.5%)- no diabetes or possible test Diabetes confirmed HbA1c ≥ 6 5% cutoff (<6.5%)- no diabetes or possible re Diabetes confirmed HbA1c ≥ 6 5% Commence management (without need to assess baseline severity with HbA1c test) Commence management (without need to assess baseline severity with HbA1c Comparator The correct comparators for the HbA1c test are fasting or random plasma glucose tests and oral glucose tolerance tests, where necessary (Colagiuri et al 2009a). MBS item descriptors for the comparators are listed in Table 2. According to the pathway at Figure 1 and based on
This work does not analyze the socio-economical implications of gambling nor does it seek to explain the motivations or morals of the American gambler. Without passing judgment on the propriety of the societal issues of gambling, this work aspires to tell the authentic story of gambling in the frontier days of . It covers the major gambling games with details on how the games were played, the equipment used, and how they could be manipulated in cheating. The work provides character sketches of some of the most famous (or infamous) gamblers as well as the prolific con men (three-card monte artists, hucksters, thimble riggers, and other scammers) of the last decades of the 1880s. It follows the gamblers' gypsy circuit of saloons and gambling halls that spread from the Mississippi River to the . Finally, it concludes with a glossary of gambling terms used throughout the book and may prove useful in reading other accounts on American gambling history. So pull up a chair, toss in an ante, and let the game begin.
notice or a marketing material provided by the customer’s current EGS. One EDC provided informal feedback that it was reviewing the potential for the inclusion of such an insert; however, it stated that it believed it should have the ability to review and approve the insert prior to distribution and that the costs of the mailing should be borne by the EGS. Conversely, other informal comments were provided expressing concerns regarding the cost of such an insert, as well as its feasibility with current billing systems and mailing methodologies. While the Commission recognizes that additional EGS inserts may provide a customer with more information regarding the product he or she is currently receiving or regarding other options that may be available, we are concerned with the increased costs and complexities of such an insert. Additionally, because such an insert would need to be provided at some point in time before the bill is mailed, it is reasonable to assume that some of the inserts may be outdated by the time they are received by customers. As such, the Commission is not recommending the inclusion of an insert at this time. We do not believe we have enough information, at this time, to show that the benefits of such an insert would outweigh its costs and complexities. However, we request that parties provide comments regarding the inclusion of EGS inserts. C. Costs and Timeline In the solicitation of informal comments, as well as during the October 16 stakeholder conference call, OCMO asked for cost estimates for any of the recommendations received. As previously mentioned, informal feedback was received from one EDC regarding the cost and man hours necessary to include an EGS’s logo on the bill (80-120 hours of work at $150 per hour per supplier). However, no other cost estimates were provided. As such, the Commission asks that the EDCs, and any other parties, if applicable, provide cost estimates for the changes required in order to implement the three recommendations. Additionally, should a party provide other
R-2013-2372129 – PA PUBLIC UTILITY COMMISSION, ET AL. v. DUQUESNE LIGHT COMPANY FULL SERVICE LIST – Revised 1/23/14 MICHAEL W GANG ESQUIRE ANTHONY D KANAGY ESQUIRE POST & SCHELL PC 17 NORTH SECOND STREET 12TH FLOOR HARRISBURG PA 17101-1601 717-731-1970 Representing Duquesne Light Company ROBERT H HOAGLUND II ESQUIRE DUQUESNE LIGHT COMPANY 411 SEVENTH AVENUE 16TH FLOOR PITTSBURGH PA 15219 412-393-1058 TISHEKIA E WILLIAMS ESQUIRE DUQUESNE LIGHT COMPANY 411 SEVENTH AVENUE 16TH FLOOR PITTSBURGH PA 15219 412-393-1541 CANDIS A TUNILO ESQUIRE DAVID T EVRARD ESQUIRE AMY E HIRAKIS ESQUIRE OFFICE OF CONSUMER ADVOCATE 555 WALNUT STREET FORUM PLACE 5TH FLOOR HARRISBURG PA 17101-1923 717-783-5048 C-2013-2379084 SHARON E WEBB ESQUIRE OFFICE OF SMALL BUSINESS ADVOCATE SUITE 1102 300 NORTH SECOND STREET HARRISBURG PA 17101 717-783-2525 C-2013-2380474 CHARLES DANIEL SHIELDS ESQUIRE PA PUBLIC UTILITY COMMISSION BIE LEGAL TECHNICAL PO BOX 3265 HARRISBURG PA 17105-3265 717-783-6151 THEODORE S ROBINSON ESQUIRE CITIZEN POWER 2121 MURRAY AVENUE PITTSBURGH PA 15217 412-421-7029 Representing Citizen Power, Inc. DERRICK PRICE WILLIAMSON ESQUIRE BARRY A NAUM ESQUIRE SPILMAN THOMAS & BATTLE PLLC 1100 BENT CREEK BOULEVARD SUITE 101 MECHANICSBURG PA 17050 717-795-2742 Representing United States Steel Corporation SCOTT J RUBIN ESQUIRE 333 OAK LANE BLOOMSBURG PA 17815-2036 570-387-1893 Representing IBEW Local 29 HARRY S GELLER ESQUIRE PATRICK M CICERO ESQUIRE PENNSYLVANIA UTILITY LAW PROJECT 118 LOCUST STREET HARRISBURG PA 17101 717-236-9486 Representing CAUSE-PA JOSEPH L VULLO ESQUIRE 1460 WYOMING AVENUE FORTY FORT PA 18704 570-288-6441 Representing CAAP PAMELA C POLACEK ESQUIRE teresa k schmittberger esquire MCNEES WALLACE & NURICK LLC 100 PINE STREET PO BOX 1166 HARRISBURG PA 17108-1166 717-232-8000 Representing Duquesne Industrial Intervenors C-2013-2385292
Chair: Kose John, New York University Accounting VII: Government, Regulation, and Market Frictions Chair: Xiumin Martin, Washington University in St. Louis X. Twenty-fourth Conference: University of North Carolina, November 15-16, 2013 November 15, 2013: Opening Remarks Keynote Speaker (Luncheon): John Graham, Duke University Keynote Speaker (Dinner): Richard Green, Tepper School of Business Carnegie Mellon Program Chairs Finance: Adam Reed Accounting: Jeffery Abarbanell Executive Committee Members: Jeffery Abarbanell, University of North Carolina; Randolph Beatty, University of Southern California; Lawrence Brown, Georgia State University; Michael Clement, University of Texas; Martin Gruber, New York University; Yasushi Hamao, University of Southern California; Rebecca Hann, University of Maryland; Bikki Jaggi, Rutgers University; Kose John, New York University; Jayant Kale, Georgia State University; Cheng-Few Lee, Rutgers University; Siva Nathan, Georgia State University; Adam Reed, University of North Carolina; Ehud Ronn, University of Texas; Joshua Ronen, New York University; Lemma Senbet, University of Maryland; Charles Trzcinka, Indiana University; Teri Yohn, Indiana University Session Titles: Friday, November 15, 2013 First Morning Session Accounting Session 1: Earnings Management Moderator: Teri Lombardi Yohn, Indiana University Finance Session 1: CEOs and Corporate Finance Moderator: Geoff Tate, University of North Carolina Second Morning Session Accounting Session 2: Tax Moderator: Bharat Sarath, Rutgers University Finance Session 2: Financial Institutions Moderator: Anil Shivdasani, University of North Carolina First Afternoon - Accounting Concurrent Session – Banking Accounting with Strong Finance Interest Moderator: Rebecca Hann, University of Maryland First Afternoon Session Accounting Session 3: Accounting Theory and Evidence Moderator: Jeffrey Abarbanell, University of North Carolina Finance Session 3: Social Networks
14:00-18:00 Cultural Activity 18:00-19:00 Dinner 19:00-22:00 Preparation Time Group Presentation Model FEALAC Meeting Final Document Aug.29 (Wed) 09:30-13:00 Group Presentations 13:00-14:00 Lunch 14:00-16:00 Meeting Final Document Preparation 16:00-16:30 Break 16:30-19:30 Model FEALAC Meeting 19:30-20:30 Dinner Aug.30 (Thu) 10:00-10:30 Award Ceremony & Closing /End/
You won’t get rich quickly with index funds, but that’s not the point. As we’ve discussed, your path to financial freedom is a high cash flow, which, over time, produces a high net worth and enormous savings. Yes, you invest your savings and intend for it to grow, but you’re investing not gambling. You’re not after a one-time lucky stock pick. You want reliable returns in the long run. And as CFO of You, Inc., you don’t want to be one of those whose investments underperform the market as a whole. At the same time, you recognize it’s not worth the time and effort to outperform the market, which is nearly impossible to do over the long term anyhow. (Trying to outperform the market is what leads many people to underperform!) You choose instead to employ an investment strategy so simple it almost seems like cheating: You aim to match the stock market’s performance. You settle for a long-term average real return of 6.8%. And in doing so, you take comfort in the knowledge that your strategy will outperform TK% of all other investors. Section Three: Master Your Money Note that this section may be superfluous or very, very short (one page for each item?). For one, I haven’t written any of this material. For another, we’ve covered much of it elsewhere in the book. Still, I like the idea of closing with these topics. …Manage Expectations Forget the Joneses Create barriers Pre-commit …Keep it Simple Limit options Avoid complexity Possessions are a prison Pay cash for EVERYTHING …Tune Out the Noise Ignore the news Coping with marketing (avoid, train yourself, advertise to yourself) Fight financial trolls
"Probably the bartender," I said. "He wanted to stomp you for what you said to the waitress." "Good god! Let's get out of here. Where's the elevator?" "Don't go near that elevator," I said. "That's just what they want us to do ... trap us in a steel box and take us down to the basement." I looked over my shoulder, but nobody was following. "Don't run," I said. "They'd like an excuse to shoot us." He nodded, seeming to understand. We walked fast along the big indoor midway – shooting galleries, tattoo parlors, money-changers and cotton-candy booths – then out through a bank of glass doors and across the grass downhill to a parking lot where the Red Shark waited. "You drive," he said. "I think there's something wrong with me." VIII "Genius 'round the world stands hand in hand, and one stock of recognition runs the whole circle round" – Art Linkletter Ilive in a quiet place, where any sound at night means something is about to happen: You come awake fast – thinking, what does that mean? Usually nothing. But sometimes ... it's hard to adjust to a city gig where the night is full of sounds, all of them comfortably routine. Cars, horns, footsteps ... no way to relax; so drown it all out with the fine white drone of a cross-eyed TV set. Jam the bugger between channels and doze off nicely. ... Ignore that nightmare in the bathroom. Just another ugly refugee from the Love Generation, some doom-struck gimp who couldn't handle the pressure. My attorney is not a candidate for the Master Game. And neither am I, for that matter. I once lived down the hill from Dr. Robert DeRopp on Sonoma Mountain Road, and one fine afternoon in the first rising curl of what would soon become the Great San Francisco Acid Wave I stopped by the Good Doctor's house with the idea of asking him (since he was even then a known drug authority) what sort of advice he might have for a neighbor with a healthy curiosity about LSD. I parked on the road and lumbered up his gravel driveway, pausing enroute to wave pleasantly at his wife, who was working in the garden under the brim of a huge seeding
Side lunge butt kick. Scissors jump Hop with one leg extended Hurdle hop, stick landing Ladder hopscotch Squat on one leg with opposite leg extended sideways, hands behind back. Could jump as well. Med ball side lunge with ball sweep. Med ball lunge and chop. Diamond. V-ups Crunches Touch side of foot crunch Alternating knee crunch Sideways crunch Side arm bridge Side arm bridge with knee tuck. Rest on forearm Side arm bridge with leg raised Plank with alternating arm/leg raise Med ball back-to-back passing Seated med ball toss Superman Med ball stand on one leg and overhead throw Med ball between knees; twist Russian twist sit-ups Medicine ball oblique: Recline, curl legs to chest. Remind athletes to stabilize lower back with palms pressed to floor under butt. Pilates sit-ups Hold plank 3” off floor with arms bent – like you’re half-way through a push-up Rotating pillar (This is side arm bridge, then rotate to the other arm – back and forth) Donkey kicks Towel pike Lat pulls Toy soldiers Tabletop Tabletop with leg straight out and one straight up Plank hold with single arm row Plank with leg lift. Rest on forearm. Both ankles in dorsiflexion Med ball walk with arms extended overhead Plank curl. Bow extension with kettle ball Med ball roll out. Push ups with feet on black box Medicine ball tricep extension behind head Towel pull for lats Tricep extension with resistance band behind back Resistance band bent over row Wood choppers
The team is strong, creative, compassionate, caring, authoritative, disciplined. The team absorbs “I”, and then there is an “I” in “Team”. The “I” becomes part of something much more powerful. They were right, there is no “I” in “Team”, But there is “Team” in me. Nothing is impossible. The word itself says I’m possible. Be a Believer in Today ***Focus on what you can do today! Today will make you successful tomorrow. ***Get the most out of every drill, every ball, every moment of practice to improve yourself. Treat everything we do with purpose! Don’t cheat yourself out of these opportunities. Everything has a purpose—Make yourself work harder than you think you can. ***Seize every opportunity to make yourself better. ***Fail forward. Learn from these mistakes. They help you grow and improve. “Failure is the opportunity to begin again more intelligently.” Henry Ford ***It’s the pursuit of excellence! Be a believer! You don’t automatically become good---you have to work at it! ****GIVE YOUR BEST EFFORT. YOUR TEAMMATES ARE WATCHING!
Hello there! This is _______, your ______ upline. I am so thankful that you have a Young Living Premium Starter kit! This is the kit that rocked my world and turned it upside down in the best way possible. I have a totally different vantage point on how I build wellness for my family. I want to make sure you get every drop out of your investment. I am committed to coming alongside you and training you how to use this kit! I have included two special gifts for you. The “Fearless” book held the top 4 spots on the world’s largest bookseller, Amazon, for nine months in aromatherapy! It’s a power packed little book that will train you in an oils lifestyle. It’s so important that you know what to do beyond the Starter Kit. I also gave you a “Fearless” calendar to compliment the book, which can be read in under two hours on a lunch break or during soccer practice. If you fill out this calendar and accept the 10 Fearless challenges, I’d like to say thank you by gifting you $25 dollars off your first Essential Rewards order. It’s my way of pouring into you as you learn to use the purest oil on the earth. To place your order, log into your Virtual Office at youngliving.com by clicking the “sign in” button. You’ll see the Essential Rewards tab on the left side of the page. The first 3 months, you get 10 percent back on every ER order you place. After 3 months it’s 20 percent back. And after 25 months, it’s 25 percent back. It’s Christmas on your door every month as you kick chemicals to the curb in your home, one room at a time. If you need ideas each month, there are Simple Swap lists in the back of Fearless to train you in chemical free living, broken down by each room in your home. There’s also a list of every oil Young Living has made, so you can cross them off as you build your collection. I believe in this lifestyle so deeply. It was a turning point for me. To take me up on my gift, simply screenshot your completed Fearless calendar to my cell phone, (insert your number), with your name, and I’ll get it in the mail. Then look for a check in the mail from me after that order has been placed. Thank you for the chance to pour into you!
Pattern—cut neatly from paper 5 Cutting—pinned & cut evenly 10 Embellishments—neatly cut & sewn securely in place 10 Embroidery—neat & even stitches with hidden knots 10 Stuffing—not too hard or too soft 10 Creativity—design & profile are original & very creative 20 Neatness—project is neat & clean 10 Work Habits—good use of class time 20 Typed Profile—created in WORD or Publisher—one page in length & free of spelling/grammatical errors 20 Photo—digital photo inserted into profile document 5 Total Points Earned—out of possible 120 Comments:
INTRODUCTION Ruth Wakefield, Inventor of Nestle’s Toll House Cookies Chocolate chip cookies were invented by Ruth Wakefield, a dietitian who lectured on food until purchasing a Massachusetts inn with her husband. The now famous inn was named the Toll House Inn. Ruth’s special recipes were a hit with her guests, and she became well-known for her deserts. Her guest’s especially loved her Butter Drop Do cookie recipe. On one occasion she lacked an ingredient – her baker’s chocolate. She decided to substitute her baker’s chocolate with cut up bits of a semi-sweet chocolate bar. She expected the bits to melt when cooked, but instead they just softened. Her guests loved her new cookie recipe. The chocolate bar happened to be a gift from Andrew Nestles of the Nestles Chocolate Company, who was so impressed with the popularity of her recipe that he promised to publish it on every bag of his chocolate chips. Ruth was given a lifetime supply of chocolate chips to use in her cookies. Hence, we have Nestle’s Toll House Chocolate Chip Cookies forever.
Chocolate Chip Cookie Taste Test Rating scale 1 = Best 5 = Least Liked Which sample tastes better? Rate the samples from Best (1) to least liked (5). Sample 1 __________ Sample 2 __________ Sample 3 __________ Sample 4 __________ Sample 5 __________ Which sample looks more appetizing? Rate the samples from Best (1) to least liked (5). Sample 1 __________ Sample 2 __________ Sample 3 __________ Sample 4 __________ Sample 5 __________ Which sample has a better texture and color? Rate the samples from Best (1) to least liked (5). Sample 1 __________ Sample 2 __________ Sample 3 __________ Sample 4 __________ Sample 5 __________ After reading the statements on the nutritional value, which sample do you feel meets your needs in nutrition? Rate the samples from Best (1) to least liked (5) Sample 1 __________ Sample 2 __________ Sample 3 __________ Sample 4 __________ Sample 5 __________ Considering taste, cost, looks, nutritional value, and calorie count, which cookie would you buy? Sample 1 __________ Sample 2 __________ Sample 3 __________ Sample 4 __________ Sample 5 __________ Rank the criteria below in order of importance in making your purchase decision? Ranking Order:
Table 1 Baseline characteristics of prokinetic vs NI groups. Parameter NG + prokinetics NI Effect: Median IQR Median IQR Size 95%CI % of NI > median NG Age (y) 51 36-59 53 42-61 0.09 0.21, 0.36 56% APACHE II score 20 13-19 18 12-24 0.03 -0.24, 0.31 40% Height_measured (cm) 178 166-180 173 171-180 0.04 -0.27, 0.33 40% Weight_estimate (kg) 80 73-110 75 70-85 0.15 -0.13, 0.42 36% Parameter N % N % Sex (m) 18 72% 20 80% 0.09 0, 0.36 - C A T E G O R Y Medical 7 28% 9 36% 0.14 0.08, 0.48 - Neurosurgery 9 36% 6 24% Surgery (abdominal)) 3 12% 4 16% Trauma 6 24% 6 24% Table 2 Summary of complications.
Med. IQR Med. IQR Size 95% CI *% of NI > median NG Gastric Loss (mL) -2 370 0-837 560 200-760 0.04 0.25, 0.31 60% -1 850 885 590-1090 0.07 0.21, 0.36 52% 1 250 0-460 690 400-1055 0.43 0.15, 0.66 84% 2 0 0-58 480 162-975 0.58 0.37, 0.76 92% 3 0 0-0 455 246-898 0.71 0.51, 0.87 92% 4 0 0-205 295 19-739 0.29 0.00, 0.55 76% 5 0 0-181 69 0-482 0.27 0.04, 0.55 60% EN delivered (mL) -2 1104 1190 734-1618 0.10 -495, 231 60% -1 1117 964 785-1494 0.04 -335, 420 40% 1 1124 1497 1405-1593 0.37 -673, -67 92% 2 1650 1808 1384-1947 0.11 -493, 179 64% 3 1726 1880 1658-2172 0.23 -691, 72 68% 4 1492 1945 1634-2382 0.37 -1022, -112 92% 5 1585 1917 1491-2392 0.31 -921, -52 76% Kcal Delivered -2 1300 1184 758-1478 0.01 -321, 377 56% -1 1338 1002 657-1237 0.23 -69, 654 24% 1 1249 1510 1428-1611 0.18 -565, -11 84% 2 1718 1791 1396-2159 0.07 -424, 89 56% 3 1883 1750 1523-2030 0.11 -391, 374 44% 4 1579 1805 1589-2115 -770, 310 76% 5 1729 1684 1535-2128 -602, 290 52%
Number of attendees / participants Number of volunteers / staff If volunteers are involved what role(s) will they have and how will they be supported / developed? How will your project contribute towards the aims of Charnwood Borough Council’s Corporate Plan - please refer to the latest version of our plan at : Creating a Strong and Lasting Economy A strong growing and diverse economy is good for every business, community and household. Every Resident Matters Every resident is important to us. Our vision is to make sure that Charnwood is a great place to live for families by creating a safe, secure and caring environment. Delivering Excellent Services We will maintain our focus on meeting our customers’ and residents’ needs.
This concurrence does not, in any manner whatsoever, provide any type of approval, nor does it commit this municipality to any particular alternative, to any associated construction costs of the current preferred alternative, or to relinquish the opportunity to evaluate other possible alternatives prior to the COA (or ACO) July 31, 2013 submission date. Further, this concurrence does not preclude further study, consideration of additional alternatives, and final recommendation and acceptance of same prior to the COA (or ACO) mandated submission of their Feasibility Study by July 31, 2013 or as additional information material to our deliberations may become available. I, , Municipal (or Authority) Secretary hereby certify that the foregoing is a true copy of the Municipality’s (or Authority’s) Resolution No. 2012-XX adopted ____________________, 2012. AUTHORIZED SIGNATURE _____________________________________________ Attachment A To
Table Assessment criteria Criterion Key considerations – assessors will consider the following: Criterion 1: Strategic approach to conducting the proposed feasibility study 25% Does the applicant describe a clear and credible plan for undertaking the proposed feasibility study? This must include a review of any prior studies and assessments. This may include relevant technical elements of the proposed study. Can the feasibility study be delivered in the proposed time frame (i.e. by June 2019)? Criterion 2: Alignment with Fund objectives 25% Does the proposed feasibility study align with the objectives of the Fund? Will the proposed feasibility study include a consideration of how the anticipated water infrastructure project will uphold the principles of the National Water Initiative? This must include discussion of the potential for National Water Initiative compliant water resource plans. How does the proposed water infrastructure proposal relate to your state or territory long-term strategic plan? Criterion 3: Proposed funding contributions 5% The proportion of feasibility study costs being met by the applicant and any other parties, in-cash or in-kind (costs must be expressed exclusive of GST). Are all contributions auditable? Criterion 4: 20% Are the costs appropriate for the proposed study, and are they well justified? Is this a value-for-money proposal? Criterion 5: Risk management 15% Has the applicant described a clear and credible risk management strategy? Where appropriate, have affected stakeholders been identified and is there a plan to consult and engage? Criterion 6: Performance history 10% Has the applicant demonstrated their capacity to deliver the proposed feasibility study? This must include relevant information of any key persons and contractors involved in the proposed feasibility study.
diversity of intermittent generation sources, leading to efficient generation siting decisions from a resource perspective. A number of possible augmentations to increase interconnection in the NEM were considered in AEMO’s studies, informed by co-optimised generation and transmission expansion modelling. A summary of the options selected through modelling for inclusion in case studies is shown in Table 3. Table Interconnector options considered Interconnector Forward direction Increase from present notional limit (MW) Forward direction Increase from present notional limit (MW) Reverse direction Timing in Neutral Timing in Low Grid Demand Timing in 45% Emissions Reduction QNI NSW–QLD 450 300 2028–29 2026–27 2025–26 VIC–NSW VIC–NSW 170 0 2029–30 2023–24 2029–30 Additional South Australian Interconnector VIC/NSW–SA 325 to 650 325 to 650 2021–22 2021–22 2021–22 Second Bass Strait interconnector TAS–VIC 600 600 2025–26 2025–26 2025–26 Table 4 shows the modelled case studies considered for each of the three defined scenarios. Each case study investigated the impact of various combinations of interconnector developments, as outlined in the table. The ‘2BSI + 1200MW wind’ case study was designed to explicitly test whether the benefits of a second Bass Strait interconnector increased if more renewable generation was built in Tasmania. Table Case studies Case study Abbreviation Description Upgrade QNI & VIC–NSW interconnectors (‘Base case’) Base case Incremental augmentation to the existing QNI and VIC–NSW interconnectors Second Bass Strait interconnector 2BSI Introduction of a second TAS–VIC interconnector as well as the augmentations identified in the Base case Additional South Australian interconnector New SA Link Introduction of an additional South Australian interconnector as well as the augmentations identified in the Base case Both second Bass Strait IC and additional interconnection with SA New SA Link + 2BSI Introduction of both of the above proposed interconnectors as well as the augmentations identified in the Base case Second Bass Strait Interconnector with additional Tasmanian wind generation 2BSI + 1200MW wind Introduction of a second TAS–VIC interconnector and concurrent build of 1,200 MW of wind generation in Tasmania as well as the augmentations identified in the Base case
Executive Summary The executive summary is a summary of all key sections of the Feasibility Study and should work as a separate, standalone document. Interested parties will read this section first in conjunction with a glance at the financial section when deciding whether or not they read the rest of the plan. Key points to remember: Write the executive summary after the content of the feasibility study are complete Although the executive summary is written last, it is presented first The executive summary should be no more than one page long. Product or Service Describe the organizations product or service in simple language. Give product mix if the organization will initially be focusing on more than one product. Describe how customers would use and buy the product or service. Describe key components or raw materials that will be used in the product, how the organization will source these and how available they are. Describe plans to test he product to ensure it works as planned and is sufficiently durable, rugged, secure, etc. (Example: consumer product test, beta test with major company). Describe plans to update a product or expand the product line. Technology As necessary, provide further technical information about the product or service. Describe ongoing research and development. Keep the descriptions in lay terms and / or explain technical terms enough to be understood by business savvy but not necessarily technical expert readers. Intended Market Environment Target Market: Define and describe the target market(s). Distinguish between end users and customers. Be clear how end users and customers benefit. How and why would they buy the product or service? What is the projected need(s) your product or service will fulfill? How big is the opportunity? What level of actual market demand can be measured versus projected? For business-to-business markets What industry is the target market in, who are the key players, frequency of product purchase, replacement needs versus expansion, purchasing process Estimates of market size, initial targeted geographic area, organizations targeted market share. For business-to-consumer Demographic factors, such as income level, age, range, gender, educational level, ethnicity
USE [Featherman_Analytics]; SELECT * INTO Featherman_Analytics.dbo.ManagersList FROM [AdventureWorksDW2012].[dbo].[DimEmployee] WHERE [Title] LIKE '%manager%' In this module we will also use the concept of copying data from one data table into another, or from a data table on disk to a data table in memory (the famed arraytable or DBA’s call them table variables. In this document data is copied from a table or set of tables INTO an array. A similar concept is copying data from one table to another. You must be the owner of the database to be able create tables in the database to be able to insert/update/delete data. None of us can add tables to AdventureWorksDW2012. This code runs on the Featherman_Analytics database. The code creates the ManagersList table and inserts 20 rows of data into it from the DimEmployee table of AdventireWorksDW2012. This code creates a new table on a disk drive. In this module we will create virtual tables called an array and load data into it. Step 1 - declare the array tables and their columns Step 2 – Select data using normal queries and DECLARE @ArrayTable1 Table (column1 int, column2 NVARCHAR(50)) DECLARE @ArrayTable2 Table (column1 int, column2 VARCHAR(50)) INSERT INTO @ArrayTable1 SELECT Column1, Sum(Column2) FROM SomeTable GROUP BY Column1 Here is the basic procedure for creating arraytables (ie, table variable), loading them with data and producing analytics. This query shows one way to combine two tables of retrieved data when you surely have a common field of interest, the primary key. First you create two table variables (arrays) and then SELECT values and INSERT them INTO the table variables. Finally you use a final SELECT statement to pull data from the two table variables together and to create new columns of derived data so that the resultset has all the calculated or aggregate fields.
T-SQL Pivot vs. Pivot tables vs. GROUP BY queries Summary Transformation Usage Advantages Disadvantages GROUP BY() used to provide calculations based on groups (uses the GROUP BY query) Can have many different aggregated values for any row (or dimension). Good to build result sets for reports & spreadsheets GROUP BY will not solve all aggregation needs. A higher level of aggregation may be needed. PIVOT() Total, Sum, Count, Min, Max, ?? - used to aggregate large amounts of data into a crosstab format Compacts a ton of data down into a small footprint table, which is the perfect source for a column or line chart. Harder to parameterize. Typically can only have one aggregate Feature GROUP BY Query PIVOT Query USE Group BY queries can provide many columns of aggregated results such as counts, totals, averages. Moving averages, ranks, etc.) The aggregations can be calculated for different grouping levels, where the chosen grouping outputs one row of aggregated data per grouping of dimension attributes (such as geographic region, product line, employee, project, etc.). If you have one level of grouping (say country) then the totals will be at a high level (CEO level). This minimal grouping may be visualized on an executive’s dashboard. using If you have 2 or 3 levels of grouping then you have more rows of more detailed data (i.e., within each country you have customers grouped within cities, where one record per customer is calculated and provided in the dataset. Pivot queries provide a static compacted table of results displaying ONE aggregated value in a tabular format. The aggregation for the ONE calculated value is based on two dimensions. For example production units can be shown for month and machine
INNER JOIN [dbo].[DimProductcategory] as c ON c.[ProductCategoryKey]= s.[ProductCategoryKey] WHERE YEAR(i.[OrderDate]) = 2008 AND c.ProductCategoryKey = 1 GROUP BY [EnglishProductSubcategoryName], DATEPART(MONTH, i.OrderDate) , DATENAME(MONTH, i.OrderDate) ORDER BY [Subcategory], DATEPART(MONTH, i.OrderDate) So this is just a running total by sub-category. Since the rows of data are by month, there are many rows of data that are in the running total. USE [AdventureWorksDW2012]; SELECT [EnglishCountryRegionName] as [Country], [EnglishProductSubcategoryName] AS [SubCategory] , DATEPART(MONTH, rs.OrderDate) AS [Month#] , DATENAME(MONTH, rs.OrderDate) AS [Month] , COUNT(rs.[OrderQuantity]) AS [Monthly Qty] , SUM(rs.[SalesAmount])AS [Monthly Revenue] , SUM([SalesAmount] - [TotalProductCost]) as [Profit] /* Here a running total of the [SalesAmount] column is totaled for each month in each product subcategory group. Notice the running total resets for each change in ProductSubcategory. The fields in the partition by are some (not necessarily all) the fields in the GROUP BY */ ,SUM(SUM([SalesAmount])) OVER (PARTITION BY [EnglishCountryRegionName], [EnglishProductSubcategoryName] ORDER BY DATEPART(MONTH, rs.OrderDate) RANGE BETWEEN UNBOUNDED PRECEDING AND CURRENT ROW) AS [Revenue Running Total] This query adds region which helps to really dig into the analysis. You can use region as a slicer. Also with a focus on profit it is very interesting to see that sales are often pushed at the expense of profit. Sure it’s good to keep the factory working, but if we are losing money in some regions, it’s time to take a closer look, and make some changes. What are the reasons to have good sales amounts yet lose money?