zilongwang/ReadingBank huggingface dataset:
organisation creates a challenge to person-centred care while a loss of purpose for providers in turn depletes Joy at Work. In summary the presentation had emphasised healthcare is a calling that provides meaning and joy in work, although burnout amongst providers is high. It was stated research, strategies and action need to be taken to address this issue. The main aim was to ensure every day was “your best day in healthcare”. The Committee thanked Mrs Gent for sharing the presentation content with members. 6.2 TOPIC: Staff Experience and iMatter Activity Update Issues Assurance Actions What is the current position in relation to iMatter within NHS Highland? Mr Stewart advised that Cohort 1 was in the process of participating in their first anniversary cycle, with the associated response rate having risen to the 60% level required for production of a Board report. The production of Action Plans remained an issue of concern in relation to Cohort 1. There had been little improvement in relation to the production of Action Plans for Cohort 2 despite additional focus and discussion. It was reported Cohort 3 had achieved a positive 69% response rate which would in turn result in production of an updated Board report. Initiation of activity in relation to Cohort 4 (South and Mid Division) had been delayed until after Summer 2016, as agreed with the National Programme Lead and with a view to achieving a higher response rate with the main summer holiday period having passed. Cohort 5 had also been deferred slightly although Argyll and Bute activity would proceed as previously outlined. All required activity will be complete by the Action: Report Noted.
Capability Cases and the pending new Promoting Attendance Policy. EC referred to the Ageing Workforce and the National Work on ‘Working Longer’ and supporting the older Workforce. AP referred to Equal Pay claims and that the Unison claims had been resolved, with payment due to be provided by the end of the calendar year. SW – thanked Gaye for the detailed report which she found very helpful. Action: GB to continue to refine the Workforce Report. 9.2 TOPIC: Band 1 Review Update Issues Assurance Actions What is the position in relation to the Review of Band 1 posts in NHSH? GB spoke to the Band 1 Review Update Paper. Significant progress has been made. Job Descriptions for over 420 employees have been approved at Band 2 and letters offering these enhanced roles have been issued to those affected. Job Descriptions for a further 220 employees are at various stages in the Agenda for Change Matching Process, with Job descriptions for the remaining posts being prepared. It is anticipated that all affected staff will be through the process and in their enhanced roles, with backdated pay as appropriate, by the end of March 2017. AG thanked GB and AP for leading this work, supported by Kevin Colclough, which shows excellent partnership working. Action: GB to provide a further update on the Band 1 Review to the next Committee Meeting.
National Drinking Water Quality Standards (NDWQS) Physical and Chemical Parameters Parameter Properties Standard Values For Afghanistan WHO guidelines 2011 National Standard of most Asian countries Color 15 TUC NGVS 5 NTU Test Non Objectionable / Acceptable Non Objectionable / Acceptable Non Objectionable / Acceptable Odor Non Objectionable / Acceptable Non Objectionable / Acceptable Non Objectionable / Acceptable Turbidity 5 NTU NGVS 5 NTU Total Hardness as CaCO3 500 mg/L NGVS 500 mg/L TDS 1000 mg/L NGVS 1000 mg/L pH 6.5 – 8.5 NGVS 6.5 -8.5 Aluminum 0.2 NGVS 0.2 Antimony 0.02 0.02 0.02 Barium 0.7 0.7 0.7 Boron 2.4 2.4 2.4 Cadmium 0.003 0.003 0.003 Chloride 250 NGVS 250 Chromium 0.05 0.05 0.05 Copper 2 2 2 Iron 0.3 NGVS 0.3 Sodium 200 NGVS 200 Sulphate 250 NGVS 250 Magnesium 30 NGVS 30 Calcium 75 NGVS 75 Toxic Inorganic Mg/Liter Mg/Liter Mg/Liter Cyanide 0.05 NGVS 0.05 Arsenic 0.05 0.01 0.01-0.05 Fluoride 1.5 1.5 1.5 Lead 0.01 0.01 0.01 Manganese 0.3 NGVS 0.3 Nickel 0.07 0.07 0.07 Nitrate 50 50 50 Nitrite 3 30 3 Nitrate as Nitrogen 11 11 11 Selenium 0.04 0.04 0.04 Zinc 3.0 NGVS 3.0
C2 Form Information Technology Data Processing - Computer Systems Enhancement Fund or Capital Outlay Agency Name: Dept. of Game and Fish Agency Code: 51600 Project Name: Critical System Upgrade Projected Start/End Date: 5/1/2015 to 9/1/2015 Multi-Agency Project Yes No List agencies participating: Project Type and Specifics: Computer Systems Enhancement Fund Please check one of the options below: New System Development or Existing System (Upgrade, Enhancement, Expansion) Revenue Project Cost (dollars in thousands) Category or Account Description FY15 & Prev Actual FY16 OpBud FY17 Request FY18 Estimate Total General Fund $0.0 $0.0 $0.0 $0.0 $0.0 Game Protection Fund $0.0 $350.0 $0.0 $0.0 $350.0 Operating Budget $0.0 $0.0 $30.0 $30.0 $60.0 Federal Funds $0.0 $0.0 $0.0 $0.0 $0.0 Total $0.0 $350.0 $30.0 $30.0 0.0 $410.0 Expenditure Categories (dollars in thousands) FY15 & Prev Actual FY16 OpBud FY17 Request FY18 Estimate Total Personal Services & Employee Benefits $0.0 $0.0 $.0 $0.0 $0.0 Professional Services $0.0 $20.0 $0.0 $0.0 $20.0 Travel/lodging $0.0 $0.0 $0.0 $0.0 $0.0 IT Maintenance $0.0 $30.0 $30.0 $30.0 $90.0 IT Supplies/Inv. Exempt $0.0 $50.0 $0.0 $0.0 $50.0 IT Equip (HW & SW) $0.0 $250.0 $0.0 $0.0 $250.0 Other Financing Uses $0.0 $0.0 $0.0 $0.0 $0.0 Total $0.0 $350.0 $30.0 $30.0 $410.0 Cabinet Secretary/Director (mandatory) CIO or IT Lead (mandatory) Budget Director (mandatory) Print Name Signature Date
Section 10. References Document No. Document Title Date mm/dd/yy Author 1 MMS-ITProfessionalServicesContract_v1.0-Executed 12/22/2014 NMDOT 2 10/22/2014 NMDOT 3 NMDOT-MMS-LOE_Estimate_2014-01-12 01/12/2014 AgileAssets 4 NMDOT Initial Process Requirements - MMS (version 1.4) 08/25/2014 NMDOT/AgileAssets 5 NMDOT-MMS-Project Schedule–01302015(MS Project file) 01/30/2014 AgileAssets 6 NMDOT_MMS_2014_Proposal 08/15/2014 AgileAssets 7 AgileAssets Maintenance Manager - DoIT System Design Document - Final 09/09/2014 AgileAssets A1 Project Change Request Template N/A NMDoIT A2 Project Change Control Log Template N/A NMDoIT A3 Project Risk Template N/A AgileAssets A4 Project Issues Template N/A AgileAssets A5 Project Weekly Status Report Template N/A NMDoIT B1 Configuration Master List (CML) Template N/A AgileAssets B2 Development Master List (DML) Template N/A AgileAssets
Section 12. Revision History Version Date mm/dd/yy Name Description 0.1 1/23/2015 Tim Walton Initial plan drafted for submission. 0.2 1/29/30 Tim Walton Implemented suggestions from Derek Edward 0.3 1/30/2015 Tim Walton Implemented suggestions from Derek Edward and Susan Harbin 1.0 1/30/2015 Tim Walton Initial Final copy 1.1 2/3/2015 Phillip Montoya Modifications from NMDOT Business Owner and IT 1.2 2/25/15 Tim Walton Modifications based on comments from PMP review meeting on 2/23/15 1.3 2/26/15 Genevieve Grant Modifications from NMDOT IT PM.
A4 – Project Issues Template – Issue No. (From Issue Log) Responsible Party (From Issue Log) Level (High, Medium, Low) Class (Impact Area) Date Opened (From Issue Log) Date Closed Originator Status (From issue Log) 1 Project Manager 03/15/07 Open Issue (From Issue Log) Example Consequence(s) If not resolved this issue could delay the project by 30 days, resulting in a fine for non-compliance Resolution Hiring a contractor could resolve this delay at a cost less than the fine for non-compliance
A5 – Project Weekly Status Report Template – MMS – Agile Assets PMLC – Planning – Contract Project Risk – Green/Yellow/Red – Reason IT Project Manager – Genevieve Grant IT Business Analyst – Naombael Frostad & Ganesh Singh Business Owner – Asset Management Business Owner PM – Phillip Montoya Business Owner Risk Items – N/A Funding - Federal Certified Project - Yes Accomplished This Reporting Period: Planned for Next Reporting Period: Deliverables: Items to be worked: A6 – Project Minutes of Meeting Template – AgileAssets Top of Form Meeting Notes Date: Attendees:
The schedule estimate is requested to provide the reviewers with a sense of the magnitude of the project and an order of magnitude of the time required to complete the project. In developing the schedule estimate, certification timelines and state purchasing contracts and procurement lead times are as critical as vendor lead times for staffing and equipment delivery. Project metrics include comparisons of actual vs. target date. At the Project Charter initial phase, these times can only be estimated. Phase Start Date Activities complete by certification date INITIATION January 2014 Prepare and present project certification documentation – initiation phase Initiate project structure PLANNING April 2014 Prepare and present project certification documentation – planning phase Prepare and present Project Management Plan for certification Prepare high-level schedule Finalize project structure Negotiate and execute IV&V contract Implementation vendor contract amendment negotiated Procure necessary contract resources and systems. IMPLEMENTATION July 2014 Prepare and present project certification documentation – implementation phase Prepare and present updated Project Management Plan – implementation phase Technical Architecture approved Manage implementation vendor contracting preparation Execute implementation vendor contract amendment Implementation application Vendor contract administration IV&V Reports Submitted CLOSEOUT August 2015 Prepare and present project certification documentation – closeout phase Lessons learned Closeout activities Final IV & V Report Project Closeout Presentation
project 1 An RFP for the continued support and/or replacement of the current NMSIIS application is due for release in first quarter of 2014. 2 Funding for continued support of NMSIIS application will be costly until the improved version of NMSIIS is implemented into Production. Types include the following and should be associated with each dependency listed. - Mandatory dependencies are dependencies that are inherent to the work being done. D- Discretionary dependencies are dependencies defined by the project management team. This may also encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle. E-External dependencies are dependencies that involve a relationship between project activities and activities such as purchasing/procurement 1 The success of this project is dependent on the release of the NMSIIS support and maintenance RFP. M 2 All associated vendors of the NMSIIS application will need to cooperate to assure success of the project. E 3 Pending Sole Source contract to continue maintenance and support of current NMSIIS application. E 1 The planning activities of DOH project manager must be closely integrated to the coordination of the NMSIIS application and all other efforts associated with the PPHF grant. 2 Systems coming from different vendors are able to communicate with each other as defined in the requirements.
Safety and health management programs and system components such as use of incentives, discipline, goal setting, accident investigation approaches, communication methods, sharing of findings, etc. Research Goal 8.1.2: Evaluate how safety and health cultures influence key construction industry subgroups such as: New workers Young/Older workers Apprentices Female workers Immigrant workers Other workers at disproportionate risk of injuries and illnesses Research Goal 8.1.3: Conduct interviews of best practice construction employers and safety and health professionals to evaluate current practices in regards to construction safety culture and climate and what works for them and why. Collect information that could be used to develop a general baseline regarding the current use of climate surveys and other practices in construction. Research Goal 8.1.4: Forge new partnerships with construction unions, small and large employers, trade associations, and others to evaluate factors and subgroups identified in RG 8.1.1 and 8.1.2. Attempt to build good relations with employers having a poor safety record to better understand the role of culture in relationship to why these problems exist. Research Goal 8.1.5: Conduct research on indicators associated with strong safety culture, such as management commitment, policies and procedures, leadership, communication, employee involvement, etc. Examine issues that can help provide diagnostic tools for improving construction safety culture. Research Goal 8.1.6: Investigate the monetary relationship (e.g. business case) between positive and negative construction health and safety cultures. Research to Practice Goal 8.1.7: Create a repository of existing and new research on factors and indicators influencing positive and negative safety cultures in construction. Research to Practice Goal 8.1.8: Disseminate results of this research to the construction industry, workshops, and other communication media to stakeholders, labor unions, and industry associations to raise awareness of construction safety culture issues across the industry. Intermediate Goal 8.2: Develop and expand the use of validated measurement methods for evaluating safety culture and safety climate in the construction industry. Performance Measure: Within 7 years, using information gathered on factors contributing to positive or negative construction cultures; develop, validate, and inventory direct and indirect measures of construction culture and encourage their use throughout the industry. There is a need to develop additional effective construction-relevant methods and toolkits to assess safety culture. Resulting research results can be transformed into products for use by construction stakeholders to validly and reliably measure safety culture.
To test the difference between two body shop garages, 10 randomly chosen damaged cars were sent to these two garages (A and B). The following are the estimated repair garages of these garages. A B d=A-B 236 310 137 187 379 392 255 232 279 321 321 318 369 389 333 288 137 167 390 432 Assuming that the repair charges are normally distributed Test the hypothesis that the repair charge at garage A is lower than that at garage B, state your assumptions. Construct a 95% C.I of the difference between the two means.
Conclusion: Reject if T.S ( lies in the rejection region R.R (under shaded area). Source of variation Degrees of freedom (d.f) Sum of squares (SS) Mean squares (MS) Between (Factor) k-1 SSB (SSF) Within (Error) n-k SSW (SSE) Total n-1 SST - k: number of samples/ groups/ populations. . SSB(SSF) SSB = SST-SSW SSB = MSB (k-1) SSB = SSB = SSW(SSE) SSW = SST-SSB SSW = MSW (n-k) SSW = SSW= SST SST = SSB+SSW SST = Note:
The model is not significant/ not useful/not good/not adequate /data not fit model. The model is significant/ useful/ good/adequate/data fit model Test statistic Critical value Conclusion Reject if T.S ( lies in the rejection region R.R (under shaded area). ANOVA table Source of variation d.f Sum of squares SS Mean squares MS T.S Regression k-1 Residual Error n-k Total n-1 CHAPTER 14 Multiple Regressions Least squares regression line equation
In relation to support the majority of lecturers feel that the support for student teacher on the programme is inefficient failing the programme (and having to complete in distance mode) is not effective The items related to the above all score 3 or below. Time is a major issue in the programme (work overload) and there is need when reviewing the programme to look for ways to make the programme more ‘time’ friendly. Portfolio Assessment The views of the 12 DoE lecturers related to the portfolio assessment mode and process indicate that the lecturer consider the portfolio assessment system to be (average scores 4.1 to 4.8) the most appropriate for OBE encouraging self directed learning and reflective practice motivating valid fair in demonstrating the progress towards the achievement of theLOs transparent to student-teachers Diagram 5 illustrates the agreement rating on the statements in the questionnaire on the 1 to 5 agreement scale. Diagram 5: Portfolio assessment mode and process as perceived by DoE lecturers The majority consider the portfolio assessment mode more time consuming than other more traditional ways of assessment of learning. About one third of the lecturers doubt whether the assessment is facilitator independent and can ensure authentic of the work produced by learners. The above responses are amplified in the responses to the open questions in this section of the questionnaire. The motivating aspect, quality assurance (IV/ EV) process and the learner centred nature of portfolio assessment are mentioned as the strength of this form of assessment. As weaknesses are mentioned that portfolio assessment is time consuming, brings in issues related to authenticity of the documents placed in the portfolio (plagiarism) by the student-teachers, and for it to function w needs lecturers very familiar with OBE and its assessment. To combat the weaknesses it is suggested that more, well trained teacher trainer, familiar with OBE should be employed and staff development workshops should be facilitated for new staff not familiar with OBE portfolio assessment.
NSLDSEnroll:NSLDSEnrollmentDataType Tag name Usage Description Format ReportedDate Required The date the student’s current enrollment status was certified by school Xs: date ccyy-mm-dd minOcc 1 maxOcc 1 AttendanceStatusCode Required Student’s enrollment status at the school Enumeration: - ApprovedLeaveOfAbsence (flat file value = A) - Deceased (flat file value = D) - FullTime (flat file value = F) - Graduated (flat file value = G) - HalfTime (flat file value = H) - LessThanHalfTime (flat file value = L) - Withdrawn (flat file value = W) - NeverAttended (flat file value = X) - NoRecordFound (flat file value = Z) see Appendix C for more information about enumerated values minOcc 1 maxOcc 1 EffectiveDate Required The date the student’s current enrollment status took effect Xs: date ccyy-mm-dd minOcc 1 maxOcc 1 SessionBeginDate Optional The date on which the current term/session began Xs: date ccyy-mm-dd minOcc 0 maxOcc 1 SessionEndDate Optional The date on which the current term/session ended Xs: date ccyy-mm-dd minOcc 0 maxOcc 1 GraduationDate Optional/ Conditional The student’s anticipated date of Xs: date ccyy-mm-dd
graduation or termination. Required when is equal to FullTime, HalfTime, or LessThanHalfTime minOcc 0 maxOcc 1 AcademicProgramDegreeLevelCode Optional/ Conditional The student’s academic credential level at the time of graduation – should be provided for value of Graduated Enumeration - UndergraduateCertificate - PostBaccalaureateCertificate - AssociateDegree - BaccalaureateDegree - Certificate - Doctorate - GraduateDegree - HighSchool - MastersDegree - NonDegree - PostsecondaryDiploma - ProfessionalDegree minOcc 0 maxOcc 1
THE FOLLOWING PARTICULARS MUST BE FURNISHED (FAILURE TO DO SO MAY RESULT IN YOUR BID BEING DISQUALIFIED) NAME OF BIDDER POSTAL ADDRESS PHYSICAL ADDRESS TELEPHONE NUMBER CODE NUMBER ____________________________________________ CELL PHONE NUMBER CODE NUMBER ____________________________________________ FACSIMILE NUMBER CODE NUMBER ____________________________________________ E-MAIL ADDRESS VAT REGISTRATION NUMBER _________________________________________________________________ HAS AN ORIGINAL AND VALID TAX CLEARANCE CERTIFICATE BEEN SUBMITTED? (SBD 2) YES or NO HAS A B-BBEE STATUS LEVEL VERIFICATION CERTIFICATE BEEN SUBMITTED? (SBD 6.1) YES or NO IF YES, WHO WAS THE CERTIFICATE ISSUED BY AN ACCOUNTING OFFICER AS CONTEMPLATED IN THE CLOSE CORPORATION ACT (CCA) A VERIFICATION AGENCY ACCREDITED BY THE SOUTH AFRICAN ACCREDITATION SYSTEM (SANAS); OR A REGISTERED AUDITOR [TICK APPLICABLE BOX] (A B-BBEE STATUS LEVEL VERIFICATION CERTIFICATE MUST BE SUBMITTED IN ORDER TO QUALIFY FOR PREFERENCE POINTS FOR B-BBEE) ARE YOU THE ACCREDITED REPRESENTATIVE IN SOUTH AFRICA FOR THE GOODS/SERVICES/WORKS OFFERED? YES or NO [IF YES ENCLOSE PROOF] SIGNATURE OF BIDDER NAME OF PERSON SIGNING ON BEHALF OF BIDDER DATE CAPACITY UNDER WHICH THIS BID IS SIGNED __________________________________________________________
Required by At: Brand and model Country of origin Does the offer comply with the specification(s)? *YES/NO If not to specification, indicate deviation(s) Period required for delivery *Delivery: Firm/not firm Delivery basis Note: All delivery costs must be included in the bid price, for delivery at the prescribed destination. ** “all applicable taxes” includes value- added tax, pay as you earn, income tax, unemployment insurance fund contributions and skills development levies. *Delete if not applicable
Secondary Remediation Plan: If a score below Level 2 is obtained on a second proctored ATI exam: Evaluate your Focused Review: Go to www.atitesting.com and select My Results. Select all Topics to Review. Review areas identified by ATI as needed for more study time. Print review and take to faculty meeting. Make a timely appointment with the course faculty. Faculty will evaluate and assign ATI tools for improvement. Take the faculty assigned Learning Systems Final and pass with 95%. RN Comprehensive Predictor: The ATI Comprehensive Predictor is worth 15% of the total grade in NURS 414. To pass the course at least a 91% probability of passing NCLEX score must be attained or successful “Secondary Remediation” must be completed if unable to achieve at least a 91% in two separate testing attempts. See Student Handbook for complete ATI policy including remediation. Course Points for ATI Comprehensive Based on Probability of Passing NCLEX First Attempt RN Comprehensive Predictor >72.7% Comp Predictor Score (95% or > Probability) Extra Points (Will vary by semester) First Attempt RN Comprehensive Predictor 70.0% Comprehensive Predictor score (91% probability) 100% of Course Points First Attempt RN Comprehensive Predictor <70.0% Comprehensive Predictor score (<91% probability) No Point Assignment See Initial Remediation Plan Below Retake second attempt RN Comprehensive Predictor Retake #1 (After successful Remediation) 70.0% Comprehensive Predictor Score or greater 91% probability or greater 89% of assigned course points Second Attempt RN Comprehensive Predictor <70.0% Comprehensive Predictor score (<91% probability) No Point Assignment See Initial Remediation Plan Below Third attempt: RN Comprehensive Predictor Retake #2 (After successful remediation) *Student will need to purchase this additional exam or will receive 0 points* (Cost can vary) 70% Comprehensive Predictor Score or greater 91% probability or greater 74% of assigned course points
Task Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Project Cert Define Requirements Contract Approval (if needed) Build (modify after test) Test Rollout . Non-recurring special appropriation for fiscal year 2013-14 state funds $650,000 $450,000 To Be spent by 6/30/14 capital outlay module Professional services - programming and database services $377,400
EARN Network Economic Opportunity Institute Economic Policy Institute Faith Action for Community Equity Faith in New York Front Range Economic Strategy Center Gamaliel Home Defenders League In the Public Interest Indian People's Action Indiana Institute for Working Families ISAIAH Jewish Community Action Jobs Now Coalition Jobs with Justice Make the Road New Jersey Make the Road New York Michigan League for Public Policy Minnesota Neighborhoods Organizing for Change Minnesotans for a Fair Economy Missourians Organized for Reform and Empowerment National Community Reinvestment Coalition National Education Association National Employment Law Project National Jobs for All Coalition National People's Action Neighbor to Neighbor Massachusetts New Economy NYC New Jersey Communities United Oregon Action Fair Share Research & Education Fund Organize Now Our DC Partnership for Working Families PICO National Network Policy Link Policy Matters Ohio Progress Ohio Public Citizen ReFund America Project at the Roosevelt Institute Retail, Wholesale and Department Store Union San Diego Organizing Project SEIU Local 284 TakeAction Minnesota Virginia Organizing Washington CAN Working Families Organization Working Families Party Working Partnerships USA Wyoming State AFL-CIO
Annex 2 Steps 2 Success forms The following forms should be used by Lead Contractors to notify DEL and/or SSA and vice versa, see Annex 2 for more detail. Forms S2S 5 – Change of Circumstances S2S 6 – JSA Work Experience / Training Start Notification S2S 7 - JSA Work Experience / Training Leaver Notification S2S 8 – JSA Entitlement Doubt S2S 9 – Notification of Failure to Participate on S2S S2S 10 – ESA, IS and PC Work Experience / Training Start Notification S2S 11 – ESA, IS and PC Work Experience / Training Leaver Notification
Monday Tuesday Wednesday Thursday Friday Saturday Sunday Resistance/ Neuromotor (60 mins) Vigorous Aerobic (20 mins) Moderate Aerobic (30 mins) Flexibility/ Mobility (30 mins) Resistance/ Neuromotor (60 mins) Vigorous Aerobic (20 mins) x Moderate Aerobic (30 mins) Flexibility/ Mobility (30 mins) Moderate Aerobic (30-45 mins) x Monday Tuesday Wednesday Thursday Friday Saturday Sunday Moderate Aerobic (30-45 mins) Resistance/ Neuromotor (60 mins) Vigorous Aerobic (20 mins) Moderate Aerobic (30 mins) Flexibility/ Mobility (30 mins) Resistance/ Neuromotor (60 mins) Vigorous Aerobic (20 mins) Moderate Aerobic (30 mins) Flexibility/ Mobility (30 mins) Moderate Aerobic (30-45 mins) x Monday Tuesday Wednesday Thursday Friday Saturday Sunday Resistance/ Neuromotor (60 mins) Vigorous Aerobic (20 mins) Moderate Aerobic (30 mins) Flexibility/ Mobility (30 mins) Resistance/ Neuromotor (60 mins) Vigorous Aerobic (20 mins) Moderate Aerobic (30 mins) Flexibility/ Mobility (30 mins) Resistance/ Neuromotor (60 mins) Vigorous Aerobic (20 mins) Moderate Aerobic (30-45 mins) Moderate Aerobic (20 mins) Flexibility/ Mobility (30 mins) Nutrition Nutrition is an integral component of a successful physical training program. The ability of a Marine to perform physically demanding programs will be limited without proper nutrition. A conscious effort should be made to tie physical demands with scientifically proven performance nutrition concepts. Minimum considerations should include proper caloric intake and meal/snack timing. These considerations should be tied to a units training/PT schedules to ensure maximum training benefit. For further guidance seek assistance from local SMEs including: FFIs, MCCS, SemperFit, Dietician/ Nutritionist, HITT, etc.
Applicable Law The contract shall be governed by Oklahoma law without regard to principles of conflicts of law. Venue of any action arising from or under the contract shall be in the state or federal courts located in . Political Subdivision Participation Political subdivisions of the State of Oklahoma (such as, but not limited to, school Districts, counties, and municipalities) may utilize this contract on a voluntary basis. The state shall not be liable for the actions of any political subdivision. The Contractor shall provide services and items to the political subdivision in accordance with the terms and conditions of this contract unless the political subdivision and the Contractor form a supplemental agreement modifying terms and conditions. However, any such supplemental agreement shall not be applicable to nor modify this contract between the state and the Contractor. SECTION VI: FEES AND OTHER CHARGES Respondent must provide a merchant fee schedule based on the activity and volume as described in Section VIII, Appendix A, including the following: Setup Fee Monthly Maintenance Monthly Minimum Discount Chargeback Fee Authorization Fee should include American Express & Discover/Novus card Brands and Diners Club/Carte Blanche/JCB Online Access Fee Return Fee Wireless Fee Wireless Authorization Fee And any other fees The fees and charges presented in this proposal shall remain firm for one year and renewed on the same terms and conditions for four (4) year term of the contract with the following exceptions that shall be adjusted to reflect increases or decreases in all applicable rates, fees, and assessments established by MasterCard and VISA Interchange rates. The merchant service provider shall notify the Oklahoma State Treasurer’s office thirty (30) days prior to the effective date of any change of exclusions or service fee increases or decreases. Fees not identified by the contractor in their original proposal shall not be considered at any time during the remaining tenure of the contract. SECTION VII: FORMAT FOR REQUIRED INFORMATION Proposals should be printed on 8.5” x 11” paper (one side only). To achieve a uniform review process and the maximum degree of comparability, proposals should be spiral bound on the left hand side or in ring binder. The document submitted to OST must include tabbed sections. Sections 1 – 5
Administrator Reflection To be completed by the administrator being evaluated. Activity Supervising Administrator’s Comments / Signature Principal/School Leader’s Comments / Signature Initial Conference Comments: Signature: _____________________ Date: _________ Comments: Signature: _____________________ Date: _________ SLO Approved Signature: _____________________ Date: _________ Signature: _____________________ Date: _________ Mid-Year Review Comments: Signature: _____________________ Date: _________ Comments: Signature: _____________________ Date: _________ End of Year Review Comments: Signature: _____________________ Comments: Signature: _____________________
Head of User Support and Climate Services EUMETSAT Eumetsat-Allee 1 64295 Darmstadt Germany Tel: Email: Joachim.Saalmueller@eumetsat.int Food and Agriculture Organization of the United Nations (FAO) Mr Selvaraju RAMASAMY Natural Resources Officer FAO Via delle Terme di Caracalla 00100 Rome Italy Tel: Email: Mr André ALVES DOS REIS Intern FAO Ch Edouard-Tavan 5 1206 Geneva Switzerland Tel.: +41 78 8789 82 19 Email: aalvesdosreis@unog.ch Global Water Partnership (GWP) Mr Frederick PISCHKE Programme Officer IDMP, APFM GWP World Meteorological Organization (WMO) 7 bis, avenue de la Paix Case postale 2300 CH-1211 Genève 2 Switzerland Tel.: Cell.: Email: frederik.pischke@gwp.org International Federation of Red Cross and Red Crescent Societies (IFRC) Mr Mohammed MUKHIER-ABUZEIN Head Community Preparedness and Risk Reduction department IFRC 17 chemin des Crêts Petit-Saconnex 1211 GENEVA 19 Switzerland Tel: +41 22 730 44 30 Cell: +41 79 251 80 27 Email: International Union of Geodesy and Geophysics (IUGG) Dr Arthur ASKEW WMO Liaison IUGG 4A Avenue de la Foretaille 1292 Chambésy Switzerland Tel: +41 22 758 14 45 Email: United Nations Environment Programme (UNEP) Dr Pascal PEDUZZI Director UNEP/GRID-Geneva International Environment House 11 Chemin des Anémones 1219 Châtelaine Switzerland Tel.: +41 22 917 82 37 Email: pascal.peduzzi@unep.org United Nations Institute for Training and Research (UNITAR) Mr Francesco PISANO Director Research, Technology Applications & Knowledge Systems UNITAR Palais des Nations 1211 Geneva 10 Switzerland Tel: Cell.:
Email: World Business Council for Sustainable Development (WBCSD) Mr Joppe CRAMWINCKEL Director Water WBCSD Maison de la Paix Chemin Eugène-Rigot 2 P.O Box 246 1211 Geneva 21 Switzerland Tel: Cell: Email: World Food Programme (WFP) Ms Katiuscia FARA Climate Services Advisor WFP World Meteorological Organization (WMO) 7 bis, avenue de la Paix Case postale 2300 CH-1211 Genève 2 Switzerland Tel.: Cell.:+41 79 122 97 42 Email: katiuscia.fara@wfp.org Observers Group on Earth Observations (GEO) Dr Douglas Cripe Scientific Officer GEO Secretariat World Meteorological Organization (WMO) 7 bis, avenue de la Paix Case postale 2300 CH-1211 Genève 2 Switzerland Tel: +41 22 730 83 68 Email: dcripe@geosec.org Mr Giovanni RUM Programme Officer GEO Secretariat World Meteorological Organization (WMO) 7 bis, avenue de la Paix Case postale 2300 CH-1211 Genève 2 Switzerland Tel: +41 22 730 84 52 Email: grum@geosec.org Norwegian Meteorological Institute Dr Jens SUNDE Chair IBCS Norwegian Meteorological Institute P.O. Box 43, Blindern Oslo Norway Tel.: +47 22 96 31 55 Cell: +47 900 76 307 Email: jenss@met.no UN-Habitat Mr George DEIKUN Director UN Habitat Geneva Office Palais des Nations 10 1211 Geneva Switzerland Tel: Email: United Nations International Strategy for Disaster Reduction (UNISDR) Mr John HARDING UNISDR
QUALIFICATIONS TRAINING RESEARCH PUBLICATIONS CCAB Qualified Qualified to Degree level with significant post qualifying experience and in depth professional knowledge acquired through experience Demonstrates continuous professional development Post Graduate or equivalent level qualification EXPERIENCE Extensive leadership and management skills developed at senior level in a large and complex organisation A track record of delivering and meeting performance targets A track record of demonstrable leadership including experience of influencing and motivating others to form positive relationships at all levels to achieve continuous improvement and transformational change. Experience of delivering key workforce projects in partnership with trade union colleagues Experience of developing effective relationships and productive links with external stakeholders and working successfully in a political environment Experience of managing significant financial resources with strong appreciation of relevant regulatory frameworks. Experience in managing significant financial resource within the NHS with strong appreciation of relevant regulatory frameworks/NHS operating framework Senior board level experience in the NHS or other large dynamic organisation KNOWLEDGE AND SKILLS Strong persuasive, influencing and interpersonal skills Strong skills in strategic planning and strategic management of financial resources Strong decision making skills with the ability to make decisions and recommendations based on the
Lessons Learned As the designer it’s important to keep the user in the forefront of your mind when designing your product. Since they will be the one using the product it should be useful to them. It is important as the designer to stay consistent throughout your design. Keeping consistent will make more sense to the user. Lastly as the designer it’s important not to get too attached to your design. As a designer you will constantly be making changes to make the product as user friendly as possible. References Bower, M., Hedberg, J. G., & Kuswara, A. (2010). A framework for Web 2.0 learning design. Educational Media International, 47(3), 177-198. Chua, A. Y., & Goh, D. H. (2010). A study of Web 2.0 applications in library websites. Library & Information Science Research, 32(3), 203-211. Ertmer, P. A., Ottenbreit-Leftwich, A. T., Sadik, O., Sendurur, E., & Sendurur, P. (2012). Teacher beliefs and technology integration practices: A critical relationship. Computers & Education, 59(2), 423-435. Foley, A. (2011). Exploring the design, development and use of websites through accessibility and usability studies. Journal of Educational Multimedia and Hypermedia, 20(4), 361-385. Glore, P., & David, A. (2012). Design and aesthetics in e-learning: A usability and credibility perspective. International Journal on E-Learning, 11(4), 383–390. Gossen, T., Hempel, J., & Nürnberger, A. (2013). Find it if you can: usability case study of search engines for young users. Personal and ubiquitous computing, 17(8), 1593-1603. Krug, S. (2010). Rocket surgery made easy. Berkeley, CA: New Riders. LaRocque, M., Kleiman, I., & Darling, S. M. (2011). Parental involvement: The missing link in school achievement. Preventing School Failure, 55(3), 115-122.
Figure 33: Deformation of Test Joint Swatches after 450 of Deflection 1: Abstract Modern day prosthetics are notorious for the heavy and loud pneumatic actuators which lead to an uncomfortable fit for upper limb amputees. The goal of the 2014-2015 Solid State Prosthetic Arm Team was to design a solid-state joint capable of being actuated by a Shape Memory Alloy (SMA) muscle bundle. The SMA bundles are comprised of 16, 76-micron parallel wires; these wires contract when they are introduced to a voltage. This type of actuation may serve as a solution to the loud and heavy modern pneumatic prosthetics because the bundles are tiny, lightweight, silent and strong. This project aims to demonstrate the feasibility of SMAs in actuating movement in upper prosthetic applications by creating a functioning prototype and evaluating the forces the artificial muscle exerts on the prosthetic structure. This paper will illustrate how the team was able to: optimize the mechanical advantage of a rapid prototyped arm joint so that it will create large amounts of displacement despite the small deflection of the wire, decrease the time required to actuate an artificial muscle bundle, and create a computer operated simple circuit control system in order to control the device. In the end, the team was able to create a complete arm structure capable of actuating in response to simple user inputs from a computer.
Appendix 4: Weight vs. Deflection- Test 2 Results- Round Joint Appendix 5: Budget Breakdown Subgroup Item Supplier Cost Shipping Total Structural Design Rapid Prototyping Mechanical and Aerospace Engineering Department - - - Artificial Muscle Drill Bits 109.7 11.46 121.16 Flexinol Actuator Wire 220 18 238.00 Silicone Free sample - - Electronics & Controls MOSFET 28.14 - 28.14 Mini Pushbutton Switch 3.20 9 12.20 Battery 24.93 12.20 37.13 Copper Printed Circuit 75.89 14.05 89.94 Team Supplies Presentation Board Staples 7.99 - 7.99 Total Spent 534.53 Budget Remaining 1465.47 Appendix 5: Gantt Chart
Petal scores: individual assessment NAME/RECORDING NUMBER: NOTES: OVERALL PETAL SCORE: /80 NON-SEGMENTAL SCORES Air-stream mechanism Voicing Voice quality Voice pitch and range Loudness Articulatory settings and resonance Rhythm Intonation TOTAL SCORE /5 /5 /5 /5 /5 /5 /5 /5 /40 SEGMENTAL SCORES CV… …VC V Realisations TOTAL Front /5 Mid /7 Back /3 CV total /15 Front /3 Mid /6 Back /2 …VC total /11 Vowels /4 Emerging auditory realisation /1 /1 Oral/ nasal 90% /1 /1 Stop/ fricative 90% /1 /1 v+/v- 90% /1 /1 Consistency 90% /1 /1 SCORE /40 ////+ //+//+// // +//+ +/+//+// +/ CV VC CV VC CV VC CV VC CV VC © 2006
Current Contact Numbers: Name: Relationship/Child or YP Mobile No/Home No: Childs/Young Person’s Religion : Please state Child/Young Person’s Ethnicity. Please be as specific as possible : Communication : Child’s First Language : Parent(s)/Carer(s) First Language : Any special communication needs? □ Yes □ No Registered/Statutory Status: Please give details of name of child/young person, dates, category (if known). Date: Information: Any child in family is/has been on the child protection plan ? Y □ N □ Category: Any child or other family member is/has been looked after by a local authority? Y □ N □ Order: Any child in the family has a disability? Y □ N □ Specify Any child in the family a Child in Care? Y □ N □ Order: Any child in the family a Child in Need? Y □ N □ Any Current criminal proceedings? Y □ N □ Name: Risk and Vulnerability Issues of the child/Young person Does the young person present with any risks or vulnerability? YES / NO* Has the young person displayed any of the following ?
season starting. The team was eventually no longer able to use the pool during the times that originally had been scheduled. To account for this, one of the team members decided to offer his outdoor pool for testing the ASV. This allowed great flexibility with scheduling necessary tests. One main addition to the ASV before the competition in July is to append to the navigation routine and fix any minor electrical or software issues that may arise. The desired future navigation routines will allow the ASV to complete specific competition challenges. A final objective for the software system is to integrate parallel processing to significantly increase the processing speed of the entire software system. This is especially important for the computer vision and navigation portions, because of how demanding their software routines are. There is approximately $1600 left in the budget for this year. Moreover, $600 of it is saved for T-shirts and the hotel room to keep the vehicle in during the competition. The rest of the money will go to emergency parts in case something breaks or goes wrong during future preparations. The team is also planning on buying an i7 processor to replace the i5 chip. The i5 processor works well, however; the i7 chip will allow for even greater processing speeds for all components of the software. This is a huge upgrade that will make the navigation system run more efficiently and add the possibility for the addition of other sensors in future team efforts. Conclusion The acquired IMU and PWM data for characterizing the vehicle dynamics showed that the ASV had maximum motor outputs that were much higher than expected. Limitations had to be placed on those outputs because the ASV was moving too fast and behaving too unpredictably to make adjustments for the obstacles that were ahead. Also, the accuracy of the GPS sensor is roughly five meters. During the competition, the objects of interest will all be much smaller than
DIVISION 37 EDUCATIONAL ASSISTANTS This division applies to all educational assistants including those who work in general education, special education, Title I, Part A of the federal Elementary and Secondary Education Act, and Early Childhood/Early Childhood Special Education programs. Definitions The definitions below apply to OAR 581-037-0005 to 581-037-0025: "Educational assistant" means an educational assistant as defined in . The terms “paraprofessional” and “instructional aide” have the same meaning as “educational assistant”. “Early Childhood Specialist” means a person as defined in OAR 581-015-2905” “Early Childhood Supervisor” means a person as defined in OAR 581-015-2910 “Related service provider “means a person registered, certified or licensed by the State of Oregon as qualified to provide a particular related service, as defined in ORS 343.035, that requires State registration, certification or licensing. “Title I, Part A (I-A)” means a supplemental federally funded program under the Elementary and Secondary Education Act. “Title I-A educational assistant” means an educational assistant employed or contracted in: A Title I-A targeted assisted school and is paid in whole or in part with Title I, Part A funds; or A Title I-A school-wide program school; or A school district expending Title I, Part A funds to provide instructional support to a public school teacher who provides equitable services to eligible private school children. “Teacher” means a teacher as defined in ORS 342.120.
CAP ALUM 15UF 50V P10317-ND Digikey .33 24 7.92 INDUCT PWR 25UH 3.0A 553-1424-ND Digikey 1.89 8 15.12 CAP CERM 1000PF 478-1215-1-ND Digikey .02 10 0.2 CAP CERM .01UF 478-1227-1-ND Digikey .018 10 0.18 CAP CER .47UF 50V 445-5952-1-ND Digikey .275 10 2.75 CAP ALUM 120UF 35V P11234-ND Digikey .48 16 7.68 RES 6.2K OHM 1/5W SMD RHM6.2KDCT-ND Digikey .083 10 .83 RES 12.4K OHM 1/10W SMD P12.4KHCT-ND Digikey .04 10 .40 RES 5.62K OHM 1/8W SMD Digikey .038 10 .38 IC REG SIMPLE SWITCHER LM2679S-3.3-ND Digikey 7.8 3 23.40 IC REG SIMPLE SWITCHER LM2679S-12-ND Digikey 7.8 2 15.60 CAP CER .1UF 490-1575-1-ND Digikey .026 20 .52 Shipping 23.17 dsPIC33 GP 100P to 100P TQFP Plug-In Module MA330011 Microchip 18.75 1 26.75 Xenarc Xenarc Direct 349 1 349 PandaBoard etc. 275 XBee module Sparkfun 22 3 66 XBee to USB Gravitech 20 1 20 Sandisk MicroMate Reader- for Memory Stick Amazon 4.25 1 4.25 Anti-Static Wrist Band with Adjustable Grounding Belkin 7 2 14
This form must be completed in full. ***Please Copy Regional Field Office Transition Coordinator on all referrals.*** Region 3 Path Teams: CAPN Robin Bledsoe 404-815-1811 CFI Patrick Jones 404-875-0381 Grady David Petty 404-277-4185 Hope Atlanta Deldrick Wilson 404-645-9173 St. Joseph’s Mercy Care Kenya Arnold 678-843-8952 PATH Use Only Date Received: Name: Email: [ ] Phone: [ ] Interpreter needed Yes [ ] No [ ] 1st scheduled visit: Date of discharge: Transportation Plan: Date of Pick-up: Time: Location: Placement Plan: Check List: HUD McKinney Disability Verification Form TB Test Results □ RPR Test Results □ Homeless Verification/Shelter Referral Letter □ Prescription □ Does individual have resources to get filled? Y or N 30-day supply of meds □ ______-day supply of meds □ 1. Hospital Referral Source Information: Name: Job Title: Telephone: Fax: Email: 2. Individual Name: Gender M F T Age: Date of Birth Social Security # Address City State Zip Code County Contact Number(s): Admission Date: Diagnosis: (may attach copy of information from Avatar—OR—complete below) Mental Health Diagnoses: Substance Abuse Diagnoses: Medical Diagnoses:
4.0 4.1 Phase Summary of Phase Key Deliverables System Process Review and planning Reviewing of the current system processes and research any system changes necessary. A Project plan that encompasses all actions to be taken by all team members HP and Softech off-site testing of process changes. Current support vendors to change current processes in the DEV environment, to ensure all system functions are properly working Functional installation and process change procedures, as well as finalized functional specifications. Onsite UAT system changes Modification of current UAT environments with process changes. A UAT environment to perform all testing, and validation that delivered changes meet the PERA business requirements. Build onsite Production system changes Deploying system process changes to the Production environment. Configuration of all system process changes into production with successful regression testing. Processing the destruction of eligible member files Running all necessary data and image destruction in the Production Environment. Detailed audit reports of all membership file deletions and the removal of all member data that is eligible for destruction. Creation of Microfilm for the proper retention of active member files. Produce all member image files to be written to microfilm. Acceptable microfilm that is in compliance with SRCA regulations. Modification to the Disaster Recovery location. Deploy all system process changes to the Disaster Recovery site. Fully functional DR environment. Final regression testing of PRD and DR environments, and final project documentation. User application utilization with new system processes are fully functional. User and Management acceptance of the system process changes and finalized documentation. LIFE CYCLE MANAGEMENT
Phase / Activity Associated Deliverables Estimated Budget Phase 1 Project Preparation & Planning Project plan Project Schedule $0 Phase 2 Process Changes to RIO and P8 $150,000 Phase 3 Microfilm creation $200,000 Phase 4 Project Closing Closure and approval $0 TOTAL $350,000 5.4 5.4.1 5.4.2 PERA Member Services Executive Staff Final Project and Process Approval Greg Trujillo PERA Deputy Executive Director PERA Project Manager Approval for all project deliverables Gabriel Baca PERA Records and Imaging Division Manager HP Staff System process changes and development HP Staff RIO Softech Staff System process changes and development Softech Staff Imaging User Administrator Manager System process changes Vince Jaramillo RIO System Changes 5.5 STAFF PLANNING AND ACQUISITION 5.5.1