zilongwang/ReadingBank huggingface dataset:
after he had been anesthetized with Versed. Docket No. 79 at ¶6. However, the surgery took place. During the surgery, Plaintiff’s iris or pupil—the record is conflicting—began to contract. This circumstance required the use of a hook-like “retractor” to keep the aperture open so that the surgery could continue. After the surgery, Plaintiff suffered “corneal clouding,” which Defendant describes as “a known complication of cataract surgery that was discussed with [Plaintiff] during his Informed Consent session with the surgeon.” Docket No. 75 at 3:2-4. Plaintiff also claims to have suffered “severe corneal edema, which caused severe pain, some ptosis, disorientation, discomfort and problems with glare and depth of field vision as well as greatly diminished visual acuity.” Docket No. 1 at ¶7. Both sides agree that Plaintiff requires continuing treatment, with uncertain prospects for success. II. PROCEDURAL BACKGROUND On March 2, 2005, Plaintiff filed a “Complaint for Battery and Negligent Medical Malpractice” in this court. See Docket No. 1. The complaint named the United States and Dr. Bishop as co-defendants. Id. On May 23, 2005, the United States moved to substitute itself in place of Dr. Bishop. See Docket No. 12.1 Plaintiff did not oppose the proposed substitution, and the motion was granted on June 27, 2005. See Docket Nos. 13 and 15. Deadlines were extended several times. See, e.g., Docket Nos. 21, 30, 50, 61, 68. The operative scheduling order was filed on May 9, 2007, setting
A Rule 12(b)(1) motion is either “facial” or “factual.” See Safe Air for Everyone v. Meyer, 373 F.3d 1035, 1039 (9th Cir. 2004). In a facial attack, the challenger asserts that the allegations contained in a complaint are insufficient, on their face, to invoke federal jurisdiction; in a factual attack, on the other hand, the challenger disputes the truth of the allegations that, by themselves, would otherwise invoke federal jurisdiction. See id. Here, the instant motion is “facial,” because Defendant argues that the allegations contained in Plaintiff’s complaint are insufficient to invoke federal jurisdiction. See, e.g., Docket No. 88 at 2:16-17. Where, as here, the defendant has brought a facial attack, the district court must assume that the factual allegations in the complaint are true and construe them in the light most favorable to the plaintiff. See United States v. One 1997 Mercedes E420, 175 F.3d 1129, 1130-31 & n.1 (9th Cir. 1999); see also Warren v. Fox Family Worldwide, Inc., 328 F.3d 1136, 1139 (9th Cir. 2003). However, the court “[is] not required to accept as true conclusory allegations which are contradicted by documents referred to in the complaint.” Warren, 328 F.3d at 1139 (citing Steckman v. Hart Brewing, Inc., 143 F.3d 1293, 1295-96 (9th Cir. 1998)) (emphasis added). B. Summary Judgment Under Fed. R. Civ. P. 56 Summary judgment is appropriate when “the pleadings, the discovery and disclosure materials on file, and any affidavits show that there is no genuine
Table 2 Overview of the scenarios in this chapter Global scenario Year of Organization CO2eq emissions reduction target Share of renewable energy Costs and benefits Additional description Special Report on Renewable Energy Sources and Climate Change Mitigation (SRREN) 2011 Panel on Climate Change (IPCC) Ranges from 2030 to 2050 and beyond Baselines 2050: 40 to 85 Gt CO2 per year; Scenarios: zero to 55 Gt. (Present: 30 Gt/year) More than half of 2050 scenarios project >173 EJ/yr, up to >400 EJ/yr. Four illustrative scenarios: annual costs <1% of GDP, through at least 2030 Review of 164 scenarios World Energy Outlook 2010 (WEO 2010) 2010 International Energy Agency (IEA) 2035 450 scenario: 49% emissions reduction compared to “Current Policies Scenario” (which shows reductions about 30% below present levels) 2035: 45% of electricity generation; 21% of heat; biofuels 14% of transport fuel Cost: USD 18 trillion additional for 2010-2035 relative to ’Current Policies’. Benefit: Fuel cost savings of USD 17.1 trillion (calculated over the lifetime of implemented technologies). Considers aggressive of Accord. Stabilization of atmospheric CO2 at 450 ppm. World Energy Outlook 2011 (WEO 2011) 2011 IEA 2035 450 scenario: 41% emissions reduction compared to the “New Policies scenario” (or around 30% reduction compared to present levels) 2035: renewables achieve 27% share overall; 46% of electricity generation; biofuels 13% of transport fuel; heat not specified Cost: USD 180 bn/year additional compared to New Policies scenario for period 2011-20; 1.1 trillion/ year additional during Cumulative cost during period 2011-2035: USD 15.2 trillion Emphasizes that investments narrow window of opportunity to achieve 2°C goal 2035. frame n
Energy 2010 (ETP) 2010 IEA 2050 50% emissions reduction relative to 2010 levels 48% of electricity generation; others not specified Costs: USD 46 trillion (until 2050) above baseline. Benefit: Fuel cost savings of USD 66 trillion (over lifetime of implemented technologies) The central “Blue Map” scenario in ETP is based on 450 scenario from WEO2010 (2035), extended to 2050. Achieving Climate and Energy Security Scenario (ACES) 2010 IEA-RETD 2060 limit atmospheric concentration to 400 ppm by 2100 60% of final energy use Costs: Direct net costs <1% of global GDP, or possibly negative relative to baselines over period until 2060. Objective was to determine what realistic measures exist to stay below 400 ppm of CO2-eq. The Energy Report 2011 WWF/Ecofys 2050 Almost 100% (driven by renewable energy target) 95% of final energy use Net costs: 1-2% of GDP annually until After 2035 tipping point, a growing positive balance, meaning benefits will exceed costs (relative economic benefits of +2% by 2050, compared with business as usual) Strong energy and materials efficiency. Calculations for >95% renewables by 2050 are bottom-up per sector and per technology. Energy 2010 2050 >80% below current 80+% of final energy Cost: maximum USD 31 billion/ year by 2020 Strong focus on a “green jobs”
Duke Energy a large solar project that allow solar energy to be stored in two large batteries in two within the city Who will be taking the leading roles on this project? Office of Environment and Sustainability, Public Services, Duke Energy Who is the target audience? City Facilities What is the City of Cincinnati’s role in implementation? The City will own this recommendation and work to identify facilities that have the potential to house solar panels and batteries for storage Is it Feasible? Feasibility: Peer cities have implemented similar technologies. Cincinnati has solar panels on City facilities so a system to store excess energy would to be How much would it cost? Cost Benefit NPV 20 Years Cost-Benefit Ratio $5.5 million $2,768,378 1.986:1 Increasing battery storage capacity provides two benefits. First, it strengthens energy security and Cincinnati’s ability to withstand climate related disasters and energy shocks. While energy security provides value, the value is not presently quantifiable. Second, battery storage can be used to take energy from the grid during low demand, low price times, and feed that electricity back into the grid during high demand high price periods. A market analysis provided to the U.S. DOE provided current (unsubsidized) cost of storage via five different types of batteries [1]. The cheapest alternative was ($221/Wh) batteries. 25 W of storage capacity at $221/Wh would cost $5.5 million. Given the importance of these batteries for energy resilience in times of crisis, and the likelihood that most of the lifespan of these products, they will not be required for this purpose; there are other purposes that prospective owners may utilize these batteries for. One such is demand management or peak shaving. Charging the batteries during periods of low demand (low price) and discharging them in periods of high demand (high price) can lower energy bills. This is discussed more specifically in the Resilience Chapter, recommendation #7. Scaling the model discussed there: a 25 W system can yield
No. Questions (c) Define a class TEST in C++ with following description: 4 Private Members • TestCode of type integer • Description of type string • NoCandidate of type integer • CenterReqd (number of centers required) of type integer • A member function CALCNTR() to calculate and return the number of centers as (NoCandidates/100+1) Public Members • A function SCHEDULE() to allow user to enter values for TestCode, Description, NoCandidate & call function CALCNTR() to calculate the number of Centres • A function DISPTEST() to allow user to view the content of all the data members (d) Answer the questions (i) to (iv) based on the following: 4 class PUBLISHER { char Pub[12]; double Turnover; protected: void Register(); public: PUBLISHER(); void Enter(); void Display(); }; class BRANCH { char CITY[20]; protected: float Employees; Mark
Provider of resource Setting in which resource is provided Proportion of patients receiving resource Number of units of resource per relevant time horizon per patient receiving resource Disaggregated unit cost MBS Safety nets* Other govt budget Private health insurer Patient Total cost ‐ Rehabilitation Hand therapist ‐ Removal of the fracture fixation Specialist ‐ Revision surgery ‐ E.g. MBS 47930, 47927 or 47924 Clinical input and information from the assessment phase will be required to confirm the proportion of units for the current and proposed procedures. Other potentially relevant healthcare resources related to fracture repair such as day theatre usage, attending nursing staff, potential follow-up procedures (plaster casts, analgesics) will be common across paired procedures. Proposed structure of economic evaluation (decision-analytic) Due to the wide proposed changes to both new and existing items, there are three PICO tables to account for all interventions and populations of interest (Table 7 to Table 9). Due to the difficulties in accurately defining, both clinically and for the purposes of the review, the specific intervention and comparator these will be kept broad. There are three clinical procedures as interventions: Cast immobilisation (no reduction) Closed reduction, cast immobilisation Open reduction, cast immobilisation There are three clinical comparator procedures: Cast immobilisation (no reduction) Closed reduction, cast immobilisation Open reduction, cast immobilisation Table 7: Suggested summary of extended PICO to define research question that assessment will investigate: cast immobilisation of fracture of the wrist Patients Intervention Comparator Outcomes to be assessed Healthcare resources to be considered Patients with a fracture of the wrist Subgroups: Fracture of the distal radius or ulna not involving the joint Cast immobilisation (this could be undertaken by a GP or by a specialist, possibly after a CT scan) Any other intervention. NB there is likely to be no comparator for this population. Primary outcomes: Patient functional assessment (including quality of life) Grip strength Range of movement The healthcare resources are similar in both current and future situations.
Board of Regents TABLE OF CONTENTS June 7-8, 2012 Meeting Schedule 1 Mission Statements 3 Organizational Charts 4 Full Board Agenda 8 Academic & Student Affairs Committee Agenda 30 Facilities & Land Management Committee Agenda 32 Audit Committee Agenda 70 Unofficial Minutes of April 12-13, 2012 73 Ref 01 – Proposed FY14 Operating Budget Guidelines 89 Ref 02 – Proposed FY14 Capital Budget Guidelines 92 Ref 03 – FY13 Student Government Budget Summaries 94 Ref 04 – FY13 Natural Resources Fund Spending Allowance 96 Ref 05 – Consolidated Endowment Fund Investment Policy 97 Ref 06 – Risks for 8% Mixes 99 Ref 07 – Consolidated Endowment Fund Portfolio Target Returns 100 Ref 08 – Proposed Revisions to Regents’ Policy 05.12.043.E 101 Ref 09 – Proposed Revisions to Regents’ Policy 05.12.047 103 Ref 10 – Bylaws 104 Ref 11 – Development Report 117 Ref 12 – Fisheries, Seafood and Maritime Report 120 Ref 13 – Optional Retirement Plan Amendment 181 Ref 14 – Naming of Ridge on the UAF Campus - Troth Yeddha’ 184 Ref 15 – UAF Research Foundation 200 Ref 16 – Health Program Initiatives Presentation 206 Ref 17 – UAA FPA MAC Housing Renewal 227 Ref 18 – UAF SDA Critical Electric Phase 2 229 Ref 19 – UAA Campus Master Plan Amendment for the Engineering Parking Garage 231 Ref 20 – UAA SDA Engineering and Industry Building Project 238 Ref 21 – UAF SDA Engineering Building Project 256 Ref 22 – UAA SDA Mat-Su College Valley Center for Arts & Learning 274 Ref 23 – UAF FPA P3 Housing and Dining Development 280 Ref 24 – Construction Manager at Risk Report 282
8. Yes 9. Yes 10. Yes 11. Yes 12. Yes Would you like to develop further policy skills with us? (If yes or maybe, please tell us what you would like to explore further.) 1. Not at this stage 2. Yes, influential communication and action 3. Not sure just at the moment 6. Yes – stakeholder consultations; project management for policy makers 7. Maybe – to explore policy successes nationally and internationally 8. Yes – attending next course 9. I leave the policy space soon to a great extent but I hope my team continues to grow in policy skills 10. N/A 11. Yes, by reducing the scope of the course to target specific types of policies Would you like to hear from us about further programs? 2. Yes. Happy to be kept informed. I will check your website 3. Yes, please 4. Yes 5. Yes 6. Yes 7. Yes 8. Yes 9. Yes 10. Yes 11. Yes 12. Yes Would you like to receive our Policy News emails? 1. Yes 2. Yes 3. Yes, please 4. Yes 5. Yes 6. Yes 7. Yes please 8. Yes 9. Yes 10. Yes 11. Yes 12. Yes Further comments: Thank you for the information and time spent in assisting us. The size of the group was good and I appreciated your flexible approach allowing us to discuss relevant issues. Many thanks – a very informative 2 days. Food disappointing – repetitive and fruit not fresh.
Article 11 In accordance with Article 18, the duties of a Board member shall cease, in the event of: a) resignation or permanent prevention; b) non-renewal, in accordance with Article 7, paragraph 6. Article 12 General Secretariat. 12.1. The General Secretariat shall consist of a General Secretary and of Assistant General Secretaries. The General Secretary shall be appointed by the Board and may be suspended or dismissed from office by the Board. 12.2. Without prejudice to the preceding paragraph, the General Secretary is appointed for a four-year renewable term. 12.3. The duties of the General Secretariat are those which are allotted to it by these articles, as these are elaborated in the internal regulations, and those which are entrusted to him by the Board. The General Secretary shall be responsible for execution of and follow-up to the Board's decisions, in cooperation with the Assistant General Secretaries. 12.4. The General Secretary is responsible for the day-to-day running of the Association and may represent the Association to the extent authorized thereto pursuant to a power of attorney. 12.5. The General Secretary is paid an allowance by the Association and is also reimbursed for costs that he incurs on behalf of the Association by the Association unless otherwise decided by the Board. 12.6. Without prejudice to paragraph 1, the Assistant General Secretaries are appointed by the Board for a two-year renewable term taking into account that for each continent at least one Assistant General Secretary will be appointed. 12.7. Assistant General Secretaries are paid by the Councils they belong to. Their transport costs and reimbursement for accommodation may – fully or partially – be covered by the Association when they travel at the request either of the General Secretary or the Chairman. 12.8. Assistant General Secretaries may be suspended or dismissed from office by the Board.
us about further programs? Yes Yes Yes Would you like to receive our Policy News emails? Yes please Yes Yes please Yes Definitely Further comments: Thank you – this linked very well with last week’s Tools & Skills presentation. A great combination. Very enjoyable and informative 2 days. Will be useful. *Note: feedback to come from two more participants
Table 9: List of resources to be considered in the economic analysis Provider of resource Setting in which resource is provided Proportion of patients receiving resource Number of units of resource per relevant time horizon per patient receiving resource Disaggregated unit cost MBS Safety nets* Other govt budget Private health insurer Patient Total cost Resources provided to deliver BRAF V600 mutation testing – proposed scenario Block retrieval of stored sample from tissue archive (from most recent biopsy) Pathologist TBD (not all samples will need to be retrieved if biopsy performed at diagnosis of metastatic disease) 1 TBD Preparation of tissue sample Pathologist 100% 1 TBD BRAF V600 mutation molecular test Molecular pathologist 100% 1 $285 - $325 TBD Retesting if BRAF V600 status inconclusive Molecular pathologist Will differ according to each specific test method used 1 $285 - $385 TBD Resources provided to deliver drug therapy – proposed scenario Specialist consultation for initiation of dabrafenib (oral) and Regular follow-up in BRAF V600 mutation positive patients MBS 110 MBS 116 Medical oncologist Outpatient 47%a TBD $145.20 $72.65 TBD Dabrafenib Medical oncologist Outpatient/ inpatient 47%a 150 mg twice daily orallyb until disease progression TBD
Specialist consultation for initiation of dacarbazine ( or fotemustine) as first-line chemotherapy, with or without a T cell immunostimulant (ipilimumab) or fotemustine as a second line treatment and regular follow-up MBS 110 MBS 116 Medical oncologist Outpatient 53% (BRAF negative patients) $145.20 $72.65 TBD Dacarbazine (first line treatment) Medical oncologist Day patient TBD (BRAF negative patients) TBD Fotemustine (first or second line treatment) Medical oncologist Day patient TBD (BRAF negative patients) $1206.86/vial TBD Ipilimumab (second line treatment) Medical oncologist Day patient TBD (BRAF negative patients) TBD Drug administration for < 1 hr infusion (MBS 13915) Medical oncologist Day patient 53% (BRAF negative patients) TBD Public hospital outpatient admission for drug administration Medical oncologist Day patient 53% (BRAF negative patients) TBD Resources provided in association with proposed intervention – to manage adverse events from dabrafenib Cutaneous squamous cell carcinoma monitoring Medical oncologist Outpatient 12%b TBD TBD Cutaneous squamous cell carcinoma excision MBS 31280 MBS 31285 MBS 31290 Dermatologist Outpatient 12%b TBD $149.95 $201.90 $236.55 TBD Monitoring for QT prolongation, 12 lead electrocardiography (MBS 11700) Medical oncologist Outpatient 47%a TBD $30.05 TBD Resources provided to deliver drug therapy - current scenario
J-12023/01/2016-RH(A/C)-2/A-Kerala DETAILS OF FUNDS RELEASED DURING 2016-17 Date 30/03/2017 . (Amount in lakhs) State: Kerala Sr. No Name of the State Additional Central Allocation (including Admin Cost) 2016-17 Amount now released as part of 1st installment towards Additional Target for 2016-17 Additional Target for 2016-17 For Houses Total 1 Kerala 6153.64 357.495 357.495 8218 Note:- The funds to the State are being released with normal conditions as per Framework for Implementation of (B.C. Behera) Director (RH)
Kendriya Vidyalaya ONGC Chandkheda Ahmedabad List of toppers in CBSE - XII 2013-14 KV Rank Name of student Pass % in CBSE & Achievement Photo 1 Saurabh Garg 96.8%, selected in IIT Bombay 2 Priyanka Jena 95%, selected in Medical College 3 Vikas Shukla 93.6%, selected in NIT List of 10 CGPA (A1) students of class X in CBSE-2013-14 S No Name of student Overall Grade in 10th Class Photo 1 C APARNAA A1 2 KAJAL VERMA A1 3 MAYANK KUMAR SINGH A1 4 MOUMITA DEY A1 5 NITISH RANA A1 6 P MAHIMA A1 7 PARTH S BHAVSAR A1 8 SHIVANSH AGARWAL A1 9 SHUBHI SRIVASTAVA A1 Special Achievements of students of class XII – 2013-14 S. Name of student Achievement Photo
RN, BC, PMHNP Guest speaker Dr. Ken Hopper’s group Feb 24-Mar 2, 2011 Mar 3- Mar 9, 2011 Case study on line: #4 Traumatic Brain Disorder or “wild card” (your choice) Case study on line: # 5 Eating Disorder March 09, 2011 Class 4 Clinical Notebook Due Lecture on Anxiety Disorders posted March 5, 2011 Lecture on TRD posted by March 5, 2011 12-2pm Management of chronic pain. Dr. Howard Cohen,, MD Guest speaker (TBC)_ Sadock and Sadock, articles on blackboard 2-6pm Class Case study Anxiety Disorders 8 presentations/ 25 minutes each. March 23, 2011 Medication Management Note due- post to clinical advisor on blackboard + Mar 17-23, 2011 Case studies posted on Bb #6 Anxiety Disorder Monitor daily Mar 24-30 Case studies (2) Monitor daily
posted on Bb #7 Treatment resistant depression Mar 31-April 6 Case studies (2) posted on Bb # 8 Chronic pain (or wild card) Monitor daily April 4, 2011 Test 2 7am to 12 mn. April 6, 2011 Class 5 note time Lecture posted on dementia and delirium April 2, 2011 Lecture posted on Adult ADHD April 2, 2011. 12-1:30pm Hormonal changes during pregnancy, lactation and post partum (TBC) Sadock & Sadock Articles on blackboard 1:30 -5pm Dementia /delirium case study Sadock & Sadock Articles posted 8 Student Presentations – topics on blackboard. 20-25 minutes per student 5-7 Psychiatric Emergencies Dr. Roger Butler, MD Psychiatric Emergency Management Articles on Blackboard April 7-13 Case study (2) on Bb #9 Dementia or delirium Monitor daily April 11, 2011 TMM 2 due on Bb April 14- 20 Case study (2) on Bb #10
Meeting and Conferences Meetings and Conferences during Current Month Meeting/Conference Purpose/Outcome Attendees Date(s) Kick-off meeting and first forecasting board meeting Define CONOPs and hold discussion about three year forecast Dr. George Friedman and senior STRATFOR analysts, along with Lt. Col Drew Cukor, Drew Lomax and other CTTSO/USMC personnel Sept. 23, 201 Second forecasting board meeting via phone and email exchanges Further refine forecast for follow-up report Dr. George Friedman and L. Col.. Drew Cukor Sept. 24-25, 2011 6.2 Meeting and Conferences planned for the next 60 + Days Meeting/Conference Purpose/Outcome Attendees Date(s) Third forecasting board meeting Follow-up on forecast and possibly discuss expanding time period of interest TBD TBD Fourth forecasting board meeting Follow-up on forecast and possibly discuss expanding time period of interest TBD TBD Financial Information 7.1 Invoice History The monthly report shall also include the total amount billed, the total amount paid, the date and the amount of the last payment, and the amount of the latest invoice.
Month End July 2011 Total Amount Billed $34,000.00 Total Amount Paid $ 0 Date and Amount of Last Payment $ 0 Number, Date and Amount of the Late Invoice # 3, 1 Aug 2011 Invoice # XX, 7 Oct. 2011, $34,000.00 7.2 Funding Status Current $ Current Hours Cumulative $ Cum Hours Funding Remaining Labor Fixed price Fixed price Fixed price Fixed price $136,000 $102,000.00 Travel Fixed price Fixed price Fixed price Fixed price Fixed price Fixed price Total Fixed price Fixed price Fixed price Fixed price $ 136,000 $102,000.00
CH-8703 Erlenbach (Switzerland) Web: E-Mail: giatgen.cott@neplan.ch NEPLAN® is a high end power system analysis tool for transmission, distribution and industrial networks. It is the most complete tool on the market. NEPLAN® 360 is the revolutionary world’s first browser and web based analysis tool. It offers all advantages of cloud computing A quick overview about the NEPLAN functionalities may be found here: Further information about the NEPLAN Transmission package may be found at: Further information about the NEPLAN Distribution package may be found at: Further information about the web based NEPLAN 360 version may be found at: …and examples here.. NEPLAN® - Maintenance is an asset management tool, which allows to medium and long-term budget planning. Asset managers can optimize the investment timing, the network structures, the network operation as well as the power supply reliability and its quality. The NEPLAN® -Asset Simulation Module is a perfect tool for the asset manager of power systems. It simulates the future behavior of network components based on experience of the past. Among others, the module calculates the CAPEX and OPEX costs for each year of simulation. More information may be found here: According to our customers NEPLAN distinguishes oneself especially by these features: It is very easy to use. The graphical user interface is very user-friendly and offers all features of a modern CAD system. Planning task may be done extremely efficiently.
Gupta, G.R. Gender, Sexuality and HIV/AIDS. Plenary address at XII International AIDS conference, 2000, 8-14 July, Durban , Africa Izugbara, C.O.Women’s Understanding of Factors Affecting their Reproductive Health in a Rural Ngwa Community. In Okonofua, F.E. and Snow, R.C. (eds) African Journal of Reproductive Health, 2000 Vol. 4 No 2, pp62-68 International Organisation for Migration (IOM) Mobile Populations and HIV/AIDS in the Southern African Region: Recommendations for Action. International Organisation for Migration/Southern African Regional Poverty Network (available from: info@iom.int).Johannes, R.E., Freeman, M.M.R. and Hamilton, R.J.(2003) Ignore fishers’ knowledge and miss the boat.Fish and Fisheries 1, Iwoh, I. “HIV/and the Workplace: Preventing Low Productivity among Personnel of Nigeria Prison Service.” Paper Presented at the 15th International Conference on AIDS, 2004 Bangkok, Thailand Neiland, A.E. and Be´ne´, C. (eds) Poverty and Smallscale Fisheries in West Africa. FAO, Rome and KluwerAcademic Publishers, 2004 Dordrecht, The Netherlands, 260pp. Demographic and Health Survey, National Population Commission, (NDHS) Abuja, Nigeria. Orubuloye, I.O. Omoniyi, O.P. and Shokunbi, W.A. Sexual Networking, STDs and HIV/AIDS in Four Urban Gaols in Nigeria, 1995. Health Transition Review, Supplementary to Volume 5 pp. 123-129. Poggie, J., Pollnac, R.B. and Jones, S. Perceptions of vessel safety regulations: a southern New England fishery, 1995. Marine Policy 19, 411–418. United Nations for AIDS (UNAIDS): Report on the Global HIV/AIDS epidemic June 1998, Global HIV/AIDS Surveillance, internet version http://www.unaids.org Yahaya, M.K Gender Consideration in Radio Option for Development Support Communication: Empirical Evidence from Northern Nigeria, 1999. In Communicating Development Purposes edited by E.O.Soola. http//www.sciencepub.net/researcher researcher135@gmail.com Date of submission: 23-09-2009
ANNEXURE No. 12027/02/2016-RH(A/c)-1A- Meghalaya DETAILS OF FUNDS RELEASED DURING 2016-17 Date 11/11/2016. State: Meghalaya (Amount in lakhs) Sr. No Name of the State Central Allocation 2016-17 Amount of first inst. due (50% of allocation) Amount now released Total Target For Houses Total 1 Meghalaya 15492.240 7746.120 66.289 66.289 12732 Note:- The funds to the State are being released with normal conditions as per guidelines. (Sameer Verma) Director (RH)
(6) ‘Information Technology Management Officer’ means the person holding the position as the head of the Information Technology Office of the State. (7)(5) ‘Construction’ means the process of building, altering, repairing, remodeling, improving, or demolishing a public infrastructure facility, including any public structure, public building, or other public improvements of any kind to real property. It does not include the routine operation, routine repair, or routine maintenance of an existing public infrastructure facility, including structures, buildings, or real property. (8)(6) ‘Contract’ means all types of state agreements, regardless of what they may be called, for the procurement or disposal of supplies, services, information technology, or construction. (9)(7) ‘Contract modification’ means a written order signed by the procurement officer, directing the contractor to make changes which the changes clause of the contract authorizes the procurement officer to order without the consent of the contractor. (10)(8) ‘Contractor’ means any person having a contract with a governmental body. (11)(9) ‘Cost effectiveness’ means the ability of a particular product or service to efficiently provide goods or services to the State. In determining the cost effectiveness of a particular product or service, the appropriate chief procurement officer shall list the relevant factors in the bid notice or solicitation and use only those listed relevant factors in determining the award. (12)(10) ‘Data’ means recorded information, regardless of form or characteristics. (13)(11) ‘Days’ means calendar days. In computing any period of time prescribed by this code or the ensuing regulations, or by any order of the Procurement Review Panel, the day of the event from which the designated period of time begins to run is not included. If the final day of the designated period falls on a Saturday, Sunday, or a legal holiday for the state or federal government, then the period shall run to the end of the next business day. (14)(12) ‘Debarment’ means the disqualification of a person to receive invitations for bids, or requests for proposals, or the award of a contract by the State, for a specified period of time commensurate with the seriousness of the offense or the failure or inadequacy of performance. (15)(13) ‘Designee’ means a duly authorized representative of a person with formal responsibilities under the code.
Appendix B: Concept Briefing Document Template See OCIO Policy 121- Email this Document To: 0 Tentative Project Title: Will this concept lead to a decision package submittal to OFM for the upcoming budget cycle? Preliminary IT Project Assessment Score: 1 Agency Name: Contact Name: If known: Project Manager Name/Title: Executive Sponsor Name/Title: Business Owner Name/Title: Phone No. and E-mail: Phone No.: Phone No.: Phone No.: 2 Describe the business problem the agency is trying to solve with this project: (100 word max): 3 Please describe any additional relevant factors that further motivate this project, such as legislation or a financial analysis. 4 Describe likely funding scenarios for this project: 5 Estimated Range of Project Cost: More than $ and less than $ 6 If there is a hoped-for Project Start Date, please note it here: Estimated Project Duration in Months:
Office of the Chief Information Officer, Washington State Procedure No. 121: IT Investment Approval and Oversight Appendix F: Oversight Requirements (Note: Underlined Level 3 requirements indicate differences from Level 2 requirements.) Level 1 Level 2 Level 3 Oversight Agency discretion Level of OCIO staff involvement dependent on project and consultation with agency OCIO (may recommend TSB oversight) Feasibility Study Agency discretion Agency discretion Required (must be submitted for review and comment prior to the agency requesting approval of an investment plan) Approval Level Agency internal OCIO (may recommend TSB approval) OCIO (may recommend TSB approval) Investment Plan Agency discretion Required Required Quality Assurance Agency discretion Required (qualified internal or external at agency discretion) External required In Portfolio Agency discretion Required Required Project Status Reporting Agency discretion Agency provides written status reports to OCIO staff Agency provides written status reports to OCIO staff, monthly at a minimum. Agency sponsor and staff may be required to provide periodic status reports to state CIO and/or to the TSB upon request. OCIO Staff Participation in Key Meetings Agency discretion OCIO staff invited to steering committee and project status meetings OCIO staff participates in steering committee and project status meetings Key Project Documents/Artifacts (Examples include, but are not limited to charter, WBS, vendor contracts, status reports, project logs, etc.) Agency discretion Required (the specific artifacts will be determined through consultation with the OCIO) Required (the specific artifacts will be determined through consultation with the OCIO) Post Implementation Review Agency discretion Required Required
DETAILS OF FUNDS RELEASED DURING 2016-17 Dated 05 /10/2016 . State: Mizoram (Amount in lakhs) Sr. No Name of the State Central Allocation 2016-17 Amount of first inst. due (50% of allocation) Amount now released Total Target For Houses Admn Funds Total 1 Mizoram 4371.690 2185.845 84.070 84.070 3593 Note:- The funds to the State are being released with normal conditions as per guidelines. (Sameer Verma) Director (RH)
Date Class 5 Multi-party negotiations and coalitions Negotiate Mouse Debrief Mouse Mid-course evaluation Memo for Mouse Prepare for Bullard Houses Brett et al.: How to manage your negotiation team Brett & Gelfand: Lessons from abroad Susskind: Winning and blocking coalitions Date Class 6 Agents and Ethics Negotiate Bullard Houses Debrief Bullard Houses Memo for Bullard Houses Prepare for Paradise Project Lytle et al.: The strategic use of interests, rights, and power Shell: When is it legal to lie in negotiations? Reitz et al.: Ethics in negotiation Date Class 7 Disputes and Mediation Negotiate Paradise Project Debrief Paradise Project Memo for Paradise Project Complete course awards survey Study for final Goldberg: The secrets of successful (and unsuccessful) mediators continued Galinsky & Liljenquist: Putting on the pressure McKersie and relations Date Class 8 Course and Final Wrap-up course Take final Real-World Connection n/a n/a Carey Business School Policies and General Information Blackboard Site A Blackboard course site is set up for this course. Each student is expected to check the site throughout the semester as Blackboard will be the primary venue for outside classroom communications between the instructors and the students. Students can access the course site at . Support for Blackboard is available at 1-866-669-6138. Course Evaluation As a research and learning community, the Carey Business School is committed to continuous improvement. The faculty strongly encourages students to provide complete and honest feedback for this course. Please take this activity seriously; we depend on your feedback to help us improve. Information on how to complete the evaluation will be provided toward the end of the course.
Date Topic In Class Assignments Due Today After Class - To Do After Class - To Read Date Class 1 Introduction and core concepts Simple, negotiations Prepare for and negotiate Biopharm-Seltek Debrief Biopharm-Seltek Read Getting to Yes Complete survey Prepare for Les Florets Galinsky: Should you make the first offer? White & Neale: Reservation prices, resistance points, and BATNAs Date Class 2 Introduction to integrative negotiations Negotiate Les Florets Debrief Les Florets Planning document for Les Florets Prepare for New Recruit Complete Analysis Putnam: Are you asking the right questions? Bazerman: The mythical fixed pie Date Class 3 Intermediate integrative negotiations Negotiate New Recruit Debrief New Recruit Planning document for New Recruit Post-Negotiation Analysis Prepare for Moms.com Complete Moms.com planning document Galinsky et al.: The view from the other side of the table Malhotra: Risky business Medvec & Galinsky: Putting more on the table Date Class 4 Advanced integrative negotiations Negotiate Moms.com Debrief Moms.com Planning document for Moms.com (graded) Complete evaluation Prepare for Bullard Houses Allred: Distinguishing best and strategic practices Raiffa: Post-settlement settlements Susskind: Don’t like surprises? Date Class 5 Agents and ethics Negotiate Bullard Houses Debrief Bullard Houses Mid-course evaluation Planning document for Bullard Houses Prepare for Mouse Lytle et al.: The strategic use of interests, rights, and power Shell: When is it legal to lie in negotiations? Reitz et al.: Ethics in negotiation
Entity (“LSE”) or proof of a contractual arrangement with an existing PJM LSE that facilitates the applicant’s retail operations. Since Park Power is taking title to electricity, it is required to comply with this requirement. Accordingly, Park Power provided proof of membership in the PJM as a LSE with its application. Finally, should Park Power employ any independent consultants to arrange for the sale of its energy products to end-users, it must inform such independent consultants that they will be required to be licensed as an EGS if they arrange for the sale of energy products to end-users from another supplier or suppliers in addition to Park Power. Park Power has provided proofs of publication in appropriate Pennsylvania newspapers, and proofs of service to the interested parties as required by the Commission. In accordance with the financial requirements of the EGS license application, Park Power has supplied financial information in the form of an audited company balance sheet as of September 27, 2012, as well as its insurance information. Park Power also provided documentation on its available lines of credit, complete with terms and rates. With regard to the technical fitness requirements of the EGS license application, Park Power provided a brief description of its intended operations as a licensed retail electric supplier in Pennsylvania, as well as summary descriptions of the qualifications and history of its intended subcontractor, GP Renewables & Trading, who will be consulting in areas such as, but not limited to, load forecasting, scheduling, and portfolio management. The Applicant also provided the professional resumes of its chief officers. We find that sufficient information has been provided by Park Power to demonstrate its financial and technical fitness in order to be licensed as an EGS in the Commonwealth of Pennsylvania.
MARKETING/COMMUNICATIONS Media Report (November) (informational) BOND TRANSACTIONS Bond Detail Memorandum (informational) Bonds: Official Action Approvals Official Action Projects without Volume Cap Request The Advent School Corporation (Boston) – $9,000,000 – Vote Harbor Health Services, Inc. (Brockton) – $8,200,000 – Vote Venture Community Services, Inc. (Various) – $3,100,000 – Vote Bonds: Final Approvals Final Approval Projects without Volume Cap Request Partners HealthCare System, Inc. (Various) – (OA/FA) – $665,000,000 – Vote UMass Memorial Health Care, Inc. (Obligated Group) (Various) – (OA/FA) – $225,000,000 – Vote Bentley University (Waltham) – (OA/FA) – $40,555,000 – Vote Trinity Health Corporation (Various) – $25,000,000 – Vote YMCA of the North Shore, Inc. (Various) – $16,100,000 – Vote The Trustees of Hampshire College (Amherst) – (Revised FA) – $15,000,000 – Vote [PULLED] Community Alternative Residential Environments, Inc. (Various) – $9,100,000 – Vote [PULLED] Final Approval Projects with Volume Cap Request Washington Heights Preservation Limited Partnership (Worcester) – $28,000,000 – Vote
Low Income Housing Tax Credits (“LIHTC”) Bond Issuer Tax Code Findings Washington Heights Preservation Limited Partnership – (Tab 18) – LIHTC – Vote # Cottage Brook Apartments Limited Partnership (Boston) – Revised Resolution – LIHTC – Vote [Walk-in (resolution)] STANDING BOARD COMMITTEES Manufacturing & Defense Sectors Committee – Chair: D. Kanin Report of December 8, 2015, Meeting Minutes of November 9, 2015, Meeting (informational) # Natick Soldier Squad Research Institute – Delegated Authority for Contract for Requirements Study [Walk in (Memo & Vote)] Origination & Credit Committee – Chair: G. Cohen Report of December 8, 2015, Meeting Minutes of November 9, 2015, Meeting (informational) Lending Monthly Delegated Authority Report for Loan Approvals (informational) Request for Approval of New Loan Program to Finance Rental Housing Projects Permitted Under MGL Chapter 40B – Vote Worcester Center for Performing Arts, Inc. (Worcester) – $1,000,000 General Fund – Real Estate Mortgage Loan –Vote [Hand-out (revised vote)] Biomedical Research Models, Inc. (Worcester) – ETF $500,000 Term Loan Guaranty and ETF $500,000 Working Capital Line of Credit Guaranty and $170,000 General Fund Equipment Loan – Vote
No. 12029/03/2016-RH(A/c)-3-Nagaland DETAILS OF FUNDS RELEASED DURING 2016-17 Date 30/03/2017. (Amount in lakhs) State: Nagaland Sr. No Name of the State Additional Central Allocation (including Admin Cost) 2016-17 Amount now released as part of 1st installment towards Additional Target for 2016-17 Additional Target for 2016-17 For Houses Admin Funds Total 1 Nagaland 1996.770 159.029 ------- 159.029 1641 Note:- The funds to the State are being released with normal conditions as per Framework for Implementation of PMAY-G. (B.C. Behera) Director (RH)
Multiply third equation by 4 Combine and cancel 3C(s) + 3O2(g) → 3CO2(g) H = 3(-394 kJ) 4H2(g) + 2O2(g) → 4H2O(g) H = 4(-286 kJ) 4H2O(g) + 3CO2(g) → C3H8(g) + 5O2(g) H = +2220 kJ 3C(s) + 4H2(g) → C3H8(g) H = - 106 kJ
Some solutes (e.g. O2(g) and saccharose C12H22O11(s)) dissolve as whole molecules in water, whereas other solutes (e.g. HCl(g) and NaCl(s)) dissolve practically fully ionised, splitting in two ions or more (CaCl2 yields 3 ions), so that the activity in the diluted limit varies with ci2 or cin and not with ci. As pure ions cannot be isolated (they always form electrically-balanced in pairs, terns or so), activities and activity coefficients cannot be measured for one ion but for the set of ions formed (e.g. aHCl(aq)=mHmCl, aCaCl2(aq)=mCam2Cl, etc.). For a system subjected to a chemical reaction 0=iMi, with the extent of reaction, , and the affinity, A, defined by (ni-ni0)/i and Aii,, the Gibbs function of reaction is given by: (18) where the effect of the pressure change from p to p in the liquid phase has been neglected, and the same symbol i* stands for pure gases, pure liquids, and infinitely-diluted solutions. Equilibrium constant The so called equilibrium constant, K(T,p), and activity quotient, Q(ai), are defined by: , and (19) so that at any state gr=RTln(K/Q), and at equilibrium (A=0): (20) The name activity 'quotient' derives from the fact that some of the stoichiometric coefficients in the Q product are negative (the product is really a quotient of products).
New in Exchange 2007 Service Pack 1 (SP1) The Exchange Public Folder Administrators role has administrative permissions to manage all the public folders. This administrator role is granted the "Create top level public folder" extended right. Members of this role can create and delete public folders, and manage public folder settings such as replicas, quotas, age limits, administrative permissions, and client permissions. This administrator role can mail-enable public folders, but it cannot modify mail recipient-related properties on public folders, such as proxy addresses. That capability requires membership in the Exchange Recipient Administrators role. Summary of Administrator Roles and Permissions The following table lists the Exchange 2007 administrator roles and their related Exchange permissions. Administrator role Members Member of Exchange permissions Exchange Organization Administrators Administrator, or the account that was used to install the first Exchange 2007 server Exchange Recipient Administrator Administrators local group of <Server Name> Full control of the Microsoft Exchange container in Active Directory Exchange Recipient Administrators Exchange Organization Administrators Exchange View-Only Administrators Full control of Exchange properties on Active Directory user object Exchange Server Administrators Exchange View-Only Administrators Administrators local group of <Server Name> Full control of Exchange <Server Name> Exchange Administrators Exchange Recipient Administrators Exchange Public Folder Administrators Exchange Recipient Administrators Exchange Server Administrators Read access to the Microsoft Exchange container in Active Directory. Read access to all the Windows domains that have Exchange recipients. Exchange Servers Each Exchange 2007 computer account Exchange View-Only Administrators Special Exchange Public Folder Administrators Exchange Organization Administrators Exchange View-Only Administrators Ability to administratively manage public folders. Default Exchange Server 2007 Folder Structure During the Exchange Server installation, Setup creates a default folder structure under %programfiles%\Exchsrvr. The following table describes the Exchange folder structure. Folder Description
By default, the calculator will determine the storage architecture that should be utilized to reduce the total number of disks required to support the design, in addition, to still ensuring you have minimized single points of failure by utilizing RAID and/or JBOD based on the decisions found in the "RAID Storage Architecture" and "JBOD Storage Architecture" tables. However, you can change the storage architecture to be built entirely on RAID or entirely on JBOD (if the design supports JBOD as a possible solution; also keep in mind that certain scenarios (e.g., a single database copy in a datacenter) may result in a single point of failure) by selecting the appropriate value in the "Storage Architecture will be Deployed:" drop-down. The Storage Configuration table will output the total number of disks required for each mailbox server that requires RAID or JBOD storage, as well as, identify the total number of disks requiring RAID or JBOD storage in each datacenter. Conclusion Hopefully you will find this calculator invaluable in helping to determine your Exchange server role requirements. If you have any questions or suggestions, please email .
Mathematics and Mechanics Dorofeeva Nina Peterhof, Universitetskiy pr. 35 428-47-19 Medicine, Dentistry Taranova Natalia 23 line V.О. 8а, room 217 326-03-26 (доб. 5208) International Relations Cheremisova Elmira Smolnogo st. 1/3, entrance 8, room 224 363-64-31 Management Soloveva Ekaterina Volkhovskiy per. room 207 323-84-47 Svidzinskaya Anastasia Volkhovskiy per. room 207 323-84-47 Politology Zemtsovskaya Yaroslavna Smolnogo st. 1/3, entrance 7, room 211 576-44-31 Psychology Persianova Natalia Makarova nab. 6, room 209б 328-96-62 Sociology Chubsa Aleksandra Smolnogo st. 1/3, entrance 8, room 224 363-64-31 Physics Serova Elena Peterhof, Ulianovskaya st. 3 428-43-14 Philology, Arts, African and Asian Studies Koytova Veronika Universitatskaya nab. 11, room 14 328-96-46 Lykova Natalia Universitatskaya nab. 11, room 14 328-96-46 Kulemicheva Ksenia Universitatskaya nab. 11, room 14 328-96-46 Philosophy Zdvizhkova Irina Mendeleevskaya line 5, room 136 328-95-60 Chemistry Serova Elena Peterhof, Ulianovskaya st. 3 428-43-14 Economics Okomina Elena Chaikovskogo st. 62, room 208 272-07-85,
Ground transportation options include renting a car, traveling by bus service or Shatabdi (Train). ARRIVAL IN CHANDIGARH Travelling from Delhi to Chandigarh You will most probably be accompanied to your residence in Chandigarh by one of the executives from the Office of International Affairs. Following are the means of transport for reaching Chandigarh from Delhi. By Plane: Daily flights (40 minutes) are available in the morning, afternoon and evening from the domestic airport in New Delhi to Chandigarh Airport. Ticket Price: ~INR 4000 -6000 By Train: Various trains available including Shatabdi Express (recommended) from New Delhi Railway Station. The New Delhi Railway Station is well connected to the International Airport thanks to the Delhi Metro. Ticket Price: ~INR 600-1000 By Cab: Cabs can be booked in advance to travel from Delhi to Chandigarh (Distance 250 kms, about 4:30 hours). Travel Fare: ~INR 3000-5000 ARRIVAL NOTIFICATION: As soon as you have made your travel arrangements, please provide your arrival details minimum one week prior for us to make arrangements to receive you at Chandigarh. Once you arrive in Chandigarh, a representative from the Office of International affairs will meet you to guide you further. ORIENTATION: On Monday, July 26, 2017 there will be an Advising and Orientation Session for all new exchange students. We will confirm your classes, meal plan, health insurance and other details during this orientation session. Campus tour as well as shopping and banking trips will follow this orientation session. Boarding and Lodging (Paid): Exchange students are usually housed at the Chitkara Guest House, # 339, Sector 15 A, Chandigarh on twin sharing basis with shared living area. The Guest house is conveniently located in the Center of City of Chandigarh and probably in the most happening Sector of the City. The University transportation would be available to take the students to the Campus and back. The Guest house is approx. 35 Kms. from the Campus.