zilongwang/ReadingBank huggingface dataset:
enforcement in the sectors within its mandate. In health care, a suggestion was made to link AODA compliance to the annual hospital accreditation process. Regarding the Information and Communications standard, there was a proposal to achieve economies of scale by hiring one company to audit all public sector websites. Another suggestion was to send summer students with disabilities to visit business premises to test the accessibility of services. Complaints Process The most frequently mentioned enforcement idea was the introduction of a new tool: a complaints process for the AODA. It was repeatedly observed that no such mechanism now exists, forcing people who encounter barriers to file complaints with the Human Rights Tribunal – a cumbersome and time-consuming process. Some participants pointed out that a complaints system was especially needed because the Government is not doing enough proactive enforcement through audits and inspections. A number of options for a complaints process were put forward. For example: Set up an accessible, toll-free telephone number to report AODA violations, such as the confidential tip line for abuse of the federal Temporary Foreign Worker Program. Empower municipalities or municipal accessibility advisory committees to operate a local complaints process and track and report on complaints. Create an Ombudsman for an Accessible Ontario or give the existing Ombudsman of Ontario the power to investigate complaints of AODA non-compliance. (It was noted that further study would be needed as Ombudsmen generally have the power only to make recommendations and not to impose penalties.) Establish a complaints process in hospitals and other health care facilities to address concerns of patients and families. The most frequently mentioned enforcement idea was the introduction of a new tool – a complaints process. Another alternative was to build on the feedback process that organizations are currently obliged to establish under the Customer Service standard. This would be done by requiring organizations to compile and disclose data on the number and nature of complaints received as well as on their responses. It was also suggested that organizations identify contacts to engage in a dialogue with people concerned about barriers. Contact points were also proposed for customers to obtain information about the accessible services an organization offers, which would be especially helpful for publicly funded services. Compliance and Implementation Support While visible enforcement is a central pillar of the AODA regime, it is only one means to the goal of full compliance with accessibility standards. Another and possibly more effective means to this end is support for the overwhelming majority of obligated organizations that the
provisions (see Appendix B). Few have had such national importance riding on a successful vote. “This is a great moment we've got. This is a great opportunity Australians have got to do something that's right, that's decent and that will bring unity and help to create a greater level of pride amongst us all”. The recognition of our first peoples in the Constitution carries with it a moral imperative. The continued journey toward reconciliation relies on the restorative power of this referendum. A failed referendum cannot be contemplated. Indeed, the risk of anything but a resounding national ‘yes’ vote is difficult to comprehend. Fundamentally, the proposition to be put forward also needs to be legally sound and ensure that the Constitution remains true to its purpose. At the same time, the Panel suggests that we have gone past the point of ‘no return’. Recognition has been contemplated for much of the past decade and has been a live issue for the past eight years. For many Indigenous Australians, the path towards recognition has been too long and delays frustrating. Many stakeholders told the Panel that not going to a referendum at this point in our history will have implications that are almost as damaging as a ‘no’ vote. The pre-conditions for referendum are clear and generally well known. As Williams and Hume succinctly argue, a successful referendum requires: bipartisanship; popular ownership; popular education; a sound and sensible proposal; and a modern referendum process. In the context of this referendum, popular ownership requires both an increase in awareness and the wide support of Indigenous Australians. Meeting each of these pre-conditions is ambitious but achievable, and provides the best chance of success. All are necessary, but not of themselves sufficient. The Panel considers that each element is within reach. Leadership and multi-party support Any referendum proposal must secure resounding and unequivocal multi-party support across governments (Commonwealth, state and territory) before it is put to the vote. There can be no difference between parties on the issue. Any attempts to politicise the
individualised and coordinated. This should include a ‘no wrong door’ approach. The person at risk should get all the information and support they need when they start their journey through the system. Monitoring Ongoing monitoring of the social support system is built into the actuarial model. Annual revaluations provide a detailed annual profile of the size and scope of the income support system and indicate whether investments are effective. Annual revaluations will determine whether the future liability of the social support system has improved, and ensure that those groups at greatest risk of long term income support dependence are identified. Ongoing monitoring ensures the system has the flexibility to adapt to social and demographic changes. The investment approach should undergo a full qualitative and quantitative evaluation to ensure it is effective. The appraoch would need to run for at least five years before this evaluation. Evaluation A commitment to ongoing, rigorous evaluation will ensure that services and programmes are properly assessed. Based on the outcomes of these evaluations programmes can be improved, new supports can be introduced and services that are not delivering outcomes discontinued. Over time, this process ensures that the evidence base for investment is expanded and strengthened. Recommendations Develop and implement an Australian investment approach. As a first step in the investment approach, undertake a comprehensive actuarial valuation of the lifetime liability of the income support system. Based on the actuarial valuation, invest in those groups with the largest lifetime liability and the capacity to move to self reliance. A revaluation should be conducted every year to determine whether there is a return on investment and to identify new priority groups with higher lifetime liabilities. A test and learn funding pool should be available to fund and evaluate trials of new interventions. Implement a flexible funding programme that is responsive to emerging and local needs, responds to evaluations by redirecting funding, identifies programmes that are not delivering outcomes and ceases funding with resources redirected back into the investment pool. Implement an evaluation capability to ensure that services are evaluated and an evidence base developed to support future investments. Enhance existing and build new programme management information (MI) systems, along with advanced data analytics expertise, to support an effective evaluation capability. Mutual Obligation The new social support system should be designed to improve people’s lives by supporting them to build their capability and to work to their capacity. People in the income support system should benefit from a comprehensive package of support services and a payment architecture designed to make work pay. This
(a) 2.0 1.5 1.0 0.5 0.0 -0.5 -1.0 11 B 16 13 12 15 4123 A 890 6 14 0.0 2.5 5.0 7.5 PC 1 (85%) (b) FIGURE 9: HEAVY METALS IN SEDIMENT IN THE CAURA/TACARIGUA RIVER-DRY SEASON 2005 (A) PLOT OF LOADINGS ON PC 1 AND PC 2 (B) PLOT OF SCORES IN THE COORDINATES OF PC 1 AND PC 2
Prepared by: Rameez Persad, Candice Leung Chee, Adam Jehu, Christopher Alexis OCEANOGRAPHY & COASTAL PROCESSES In collaboration with LAND AND SURVEYING DIVISION, TRINIDAD AND TOBAGO Finalised: February 2017 INSTITUTE OF MARINE AFFAIRS Hilltop Lane Chaguaramas or PO Box 3160, Carenage Post Office, Carenage, Trinidad and Tobago Tel: 868-634-4291/4 Fax: 868-634-4433 Email:
Table 8: Comparison of geoid referenced heights to LSD heights Point ID Height (CARIB97) (m) Height (EGM2008) (m) LSD Height(m) (established before 2012) Difference from CARIB97 height(m) Difference from EGM2008 height(m) BM20 11.278 11.349 12.895 -1.617 -1.546 BM26 7.490 7.419 9.600 -2.11 -2.181 Notable differences are seen between geoid referenced heights and the existing value given by LSD with a maximum observed difference of 2.2 m. Comparison of Geoidal Model and Tidal heights Heights of A1991 and BM1202, established using GNSS data and tides were compared to inform the quality of the CARIB97 and EGM08 geoidal model. Table 9 shows the comparison of heights. Table 9: Comparison of GNSS derived heights and tidally referenced heights Benchmark Height above geoid (CARIB 97) (m) Height above geoid (EGM08) (m) Difference in CARIB97 and EGM2008 Height(m) Height above MSL (m) Difference between MSL and CARIB97 (m) Difference between MSL and EGM 2008(m) A1991 (Charlotteville) 1.887 1.932 -0.045 1.786 -0.101 -0.146 BM1202 (Scarborough) 1.450 1.466 -0.016 1.165 -0.285 -0.301 Pigeon 03 (Pigeon Point) 1.063 1.036 0.027 1.415 0.352 0.379 MOWT mark (Scarborough) 4.926 4.942 (LSD) -0.016 4.641 -0.285 -0.301 (LSD) 4.944 (IMA) -0.303 (IMA)
somewhat agree”) and better for their health (25% “strongly agree [or] somewhat agree”) than using a standard bicycle. These attitudes did slightly improve after the use of the e-bike. Figure : Comparing the environmental and health benefits of an e-bike with other modes.
Q2.4 How often do you leave the Kaiser campus during work hours for the activities below. Which mode(s) do you take? Frequency of activity Which mode do you PRIMARILY take to this activity? Which mode(s) doyou take to this activity? (check all that apply) 4-7 days per week 1-3 days per week 1-3 days per month Less than once per month Rarely/ never Walk Bike Drive alone Carpool/ passenger Public transit Taxi Car share (e.g. Car2Go, ZipCar) Other Walk Bike Drive alone Carpool/ passenger Public transit Taxi Car share (e.g. ZipCar) Other Meal or snack (i.e., lunch, coffee) Business-related meeting Personal errand Gym or exercise Other
Q2.3 This question asks you about specific features of the e-bike you used (Currie IZIP E3 Compact). How would you rate the features below in terms of ease of use or convenience? Very Good Good Fair Poor Very Poor Don't know Weight of e-bike Size of e-bike unfolded Size of e-bike folded Folding the e-bike Battery range for most trips Remaining charge indicator on bike Charging the battery overall Time it takes to recharge battery "Charge complete" indicator on charger Engaging throttle (TAG) assist Engaging pedelec (PAS) assist Pedaling the e-bike without electric assist Braking/slowing down Stability while riding Securing with lock Using the lights Panniers Inflating the tires Other Q2.4 You felt that the recharge time of the e-bike wasn't convenient. Can you tell us more about that? (Check all that apply.) E-bike did not charge fast enough E-bike was difficult to charge I could not tell when the e-bike was charged Other: ____________________
Q5.17 This question asks about incidents with objects or yourself. What else was involved? A roadside object car/etc.) A pothole or MAX/Streetcar tracks Loose gravel/sand or other debris Nothing - I lost control/fell over None of these Crash with a pole, a tree, or one in which you lost control of the bike Other or close call Your injury severity How many times? None Minor (scrapes) Moderate (Bleeding, deep bruising) Severe (Trip to hospital) 1 2 3 or more Crash with a pole, a tree, or one in which you lost control of the bike Other or close call Q5.18 Do you think the e-bike significantly contributed to the crash or near-miss with the object or yourself? Yes (please explain) ____________________ No I don't know
2. IMPLEMENTATION OF THE ACTION 2.1. Overall completion of the Action Planned Start/End date Actual Start/End date Completion 2.2. Completion per activity Activity 1 Title1 Planned Start/End date1 Actual Start/End date no Title1 Planned date1 Actual date (Y/N) Title1 Planned Start/End date1 Actual Start/End date
IHPA has summarised the options using the assessment criteria outlined on page 38. Criteria Option 1 Option 2 Option 3 Preventability Partially meets – Not all episodes change DRG, but those that do change DRG may not have been preventable. Potential to meet – With appropriate clinical advice, preventability could be addressed in this option. Potential to meet – With appropriate clinical advice, preventability could be addressed in this option. Equitable risk adjustment Does not meet – Difficult to risk adjust this approach, however as only one in seven episodes move DRG, risk adjustment may not be a necessary. Potential to meet – A comprehensive risk adjustment approach is possible, though coding practices are a significant challenge for this option. Potential to meet – A comprehensive risk adjustment approach is possible. Proportionality Partially meets – Funding reductions for HACs assigned to a lower DRG are proportionate; the remaining episodes with a HAC do not receive a proportionate funding adjustment as costs are already higher than the NEP. Potential to meet – Allows funding reductions to be targeted at hospitals with higher HAC rates, so there is a direct and proportionate relationship between incidence of HACs and funding penalties. Partially meets – Good alignment between HACs and their costs; the NSW model increases the price of non-HAC episodes which significantly breaches the proportionality criterion as the price of non-HAC episodes would exceed their actual costs. Transparency Partially transparent – Price signal is inconsistent (as only 16% of episodes change DRG) and has the potential to be viewed as a “black box” approach. Also retrospective as the impact on DRG assignment is unknown until coding is completed following patient discharge. Potential to meet – This option supports transparent reporting of HAC rates across hospitals and creates a clear link between hospital performance and funding reductions. Transparent – Clear prospective price signal linking a funding reduction to the occurrence of each and every HAC. Ease of Implementation Simple – Requires relatively minor changes to grouper software. No impact on the Administrator’s reconciliation process. Moderate – Requires development of risk adjustment methodology and changes to the Administrator’s reconciliation process. Moderate – Requires development of risk adjustment methodology but no changes to the Administrator’s reconciliation process.
FINAL REPORT CHECKLIST Please note that all documents should be provided in electronic format only: by email to or, preferably, in a USB stick or CD / DVD to: Education, Audiovisual & Culture Executive Agency Mrs Mónika HOLIK Unit A1 – Erasmus +: Prospective Initiatives, Policy Networks, Programme and Linguistic Support Avenue du Bourget 1 (BOU 2 1/17) B - 1049 Brussels Belgium Please tick the appropriate check box 1. The Final Report includes the following documents: Declaration by the legal representative signed and scanned (page 1 of the final report) Activity report List of attachments (section V of the final report) Annexes Excel table "List of activities" completed during the contractual period 2015" Final statement of accounts Certification of accounts (if applicable) YES NO YES NO YES NO YES NO YES NO YES NO 2. The appropriate (2015) templates have been used YES NO 3. Name of organisation, Legal representative and address are the same as in the Grant Agreement / Decision. If not, the data has already been updated in the Participant Portal. YES NO YES NO 4. Bank account is the same as in the Agreement / Decision or a request for amendment has been already introduced. If not: A new Financial Identification Form is attached to the final report YES NO 5. Costs presented in the report are eligible (see the Grant Agreement / Decision + the Restricted Call EACEA 41/2014). YES NO
Date: Record Number: Add Text Here Project Start Date: Project Completion Date: Project Title: Add Text Here SECTION I: CONTACT INFORMATION Applicant Information (Applicant means the company or entity that submitted the Application) Legal Name: Trade Name (if applicable) Applicant Representative’s Name: Title: Representative’s email: phone: Civic Address line 1: Civic Address line 2 (if applicable): City: Province: Postal Code: Service or Product Provider Legal Name: Trade Name (if applicable) Representative’s Name: Representative’s email: phone: Civic Address line 1: Civic Address line 2 (if applicable): City: Province: Country: Postal Code/Zip code: If any of the information in SECTION I is different from Section 6.0 of the Micro-Voucher Agreement, please identify the changes: Add text here If any of these changes are as a result of a name change or Change of Control*, complete the following: New Name: Add text here Date of Sale/Transfer of Assets if Applicable: Add text here *See the applicable Guide for a definition of Change of Control SECTION II: PROJECT SUMMARY Non-Confidential Summary Provide a non-confidential summary of the Project in its entirety. Add text here Confidential Did the Project proceed as expected? Provide a more detailed description of the Project. Provide details regarding the following: final outcomes against the expected outcomes stated in the Application; key deliverables; new or unforeseen outcomes or lessons learned; impact and management of any setbacks or challenges encountered; new customers or strategic partnerships; advancement of the Intellectual Property protection of this technology; advancement of the commercialization of this technology; growth of the company in relation to the Project ie. New hires, revenue, etc.; and
SATURDAY OPENING: The patient survey showed that 42% of patients would like to see longer/extended surgery opening hours. Interestingly, 53% answered “no” or “don’t mind” to the question. Despite this, we appreciate it can be difficult for some patients to attend during our normal working hours. Of the options that were offered to patients in the survey Saturday opening was the clear favourite with 41% of votes. Opening every Saturday as opposed to just one Saturday per month as we do currently is certainly something we will seriously consider. The proposal has been placed on the agenda for next months practice meeting (1st April 2014), and will be discussed by the partners. Timescale: Unavailable pending outcome of the meeting. Actioned by: Senior Management Team STAFF PHOTOS & AREAS OF SPECIAL INTEREST/EXPERTISE: Patients have indicated they would find it useful if we not only displayed names and photos of our clinicians but also their particular area of special interest. Knowing a GP has a particular expertise in a certain field will help patients book their appointment with the GP best suited to deal with their problem or condition. This not only potentially improves patient care but could also prevent the patient then needing to book another appointment with another GP because they may be better qualified to deal with it. 51% of patients stated they were not aware we already list all our GPs areas of special interest in the practice booklet (given to patients when they register), on our website and also on the NHSchoices website. It is clear that too many patients are not aware this information is available to them. We will therefore also display this information in reception so that it’s readily available as patients book their appointment at the desk. With regard to displaying photographs of our clinicians (both GPs and nurses) we would like to seek their approval first and this will be discussed at the next practice meeting (scheduled 1st April 2014). If there are no objections then we would look to display them not only in reception but also on our website as well.
1 This table summarizes any indicators that are not present and have been given recommendations. Standard & Indicator Report Comment Recommendation Quality of Life Quality of Service Organizational Framework This table summarizes any indicators that are not present and have been given recommendations. Standard & Indicator Report Comment Recommendation Quality of Life Quality of Service Organizational Framework LEVEL STANDARDS STANDARDS RESPITE SERVICES
HEALTH 10 – LEVEL 1 – SCENARIO 1 – 1 The individual is aware of her general health as it pertains to her physical needs and wellbeing 2 The individual visits health care professionals as her physical health needs warrant 3 The individual a. knows about the impact of lifestyle choices on her health b. is supported to change her choices and/or deal with the consequences of unhealthy lifestyle choices 4 The individual administers her own medication and is aware of a. why she is taking medication b. how to administer her medication c. what side effects to look for d. what to do in case of a medication-related emergency 5 The individual is aware of the support plan related to her use of pro re nata (PRN) medication to influence behaviour 6 The individual’s medication is reviewed regularly to ensure that no changes are needed 22 – LEVEL 1 – SCENARIO 1 – 1 Staff implement strategies to a. assess and monitor the individual’s general health as it pertains to her physical needs and wellbeing b. ensure that the individual’s wishes and wellbeing are considered in all aspects of her physical health care 2 Staff access and help the individual to access external resources and health care professionals 3 Staff ensure that the individual a. knows about the impact of lifestyle choices on her health b. is supported to change her choices and/or deal with the consequences of unhealthy lifestyle choices 4 Staff use their training to administer medication, or monitor the individual to administer her own medications 5 Staff follow any planned restrictive procedures that accompany PRN medication that influences behaviour 6 Staff ensure that the individual’s medication is reviewed regularly and that no changes are needed 7 Staff meet the individual’s specific physical health needs and conditions through a. their knowledge and skills b. their training and the information they have learned 8 Staff share relevant medical and health information with others a. only as needed STANDARD STANDARD
COMMENTS – STANDARD 40 – LEVEL 1 This service provider has met the expectations of this Standard. Policies and Documentation Policy # and Name outlines the process for reviewing the employees’ roles and responsibilities. The following policies address the process for reviewing the employees’ roles and responsibilities: Policy # and Name Policy # and Name Policy # and Name outlines how to ensure that subcontractors understand and comply with the obligations of their contracts. The following policies address how to ensure that subcontractors understand and comply with the obligations of their contracts: Policy # and Name Policy # and Name Industry Standard Document Title is used to develop employee qualifications and competencies. How this supports staff to succeed in their work. Examples given to support these ratings Example. Example. Notable observations Type in whatever observations you would like to make Reasons for indicators rated Not Applicable Indicator #: reason. Indicator #: reason. Reasons for indicators rated Not Present Indicator #: reason. Indicator #: reason. QUALITY OF SERVICE Examples given to support these ratings Example. Example. Notable observations Type in whatever observations you would like to make Reasons for indicators rated Not Applicable Indicator #: reason. Indicator #: reason.
Reasons for indicators rated Not Present Indicator #: reason. Indicator #: reason. Commendations Service provider is commended for ... Suggestions Indicator #: reason and suggestion. Recommendations Indicator #: recommendation that explains how to meet the indicator. OUTCOME EVALUATION 44 – LEVEL 1 – 1 Policy and procedures outline how to facilitate continuous quality improvement and outcome evaluation 2 Practice is consistent with policy and procedures around facilitating continuous quality improvement and outcome evaluation 3 The data collection system supports outcome monitoring, evaluation and quality improvement efforts 4 The service provider instructs employees on how to monitor and measure outcomes and how to use its data collection system 5 The service provider achieves its objectives, which are part of the strategic plan 6 The service provider’s annual review of its strategic plan a. ensures that the data it collects is relevant b. measures its success indicators c. facilitates changes as necessary to effect its outcomes or goals 7 The continuous quality improvement and outcome evaluation system integrates all levels of the organization 8 The outcome evaluation process a. monitors the individuals’ goals b. ensures that its employees understand and support individuals to reach their goals QUALITY OF SERVICE 1 Staff know how to use the service provider’s data collection system
B.5 Promoting private sector participation 50 5 B.6 Support to Water Department in preparation of River Basin Management Plans 60 Sub-total 17 215.5 271 153 250 341.5 209 173.5 106.5 259,5 872 1,182 Total 2,054 2,054 Annex A4: Resource Utilisation Summary Project title: Support to MESP for Water Management and Monitoring of Water Resources Contract No: 2012/297 298 Country: Kosovo Page: 2/2 Planning period: September 2012 – December 2014 Prepared on: December 2014 – updated version Contractor: EPTISA Internacional S.A. RESOURCES/INPUTS TOTAL PLANNED PERIOD PLANNED PERIOD REALISED TOTAL REALISED AVAILABLE FOR REMAINDER Senior staff TL=319 w/days KE2=208 w/days STSE=349 w/days TL=318 w/days KE2=205 w/days STSE=349 w/days Junior staff NKJE=1,182 w/days NKJE=1,182 w/days TOTAL 2,058 w/days 2,054 w/days Annex A5: Overall Result Performance Plan Project title: Support to MESP for Water Management and Monitoring of Water Resources Contract No: 2012/297 298 Country: Kosovo Page: 1/2 Planning period: September 2012 – December 2014 Prepared on: December 2014 – updated version Contractor: EPTISA Internacional S.A.
"Project Title" "Date" Name: Date: BUSINESS NAME NN BUSINESS PRIORITY STATUS (20) QUALIFICATIONS / EXPERIENCE (30) REFERENCE (S) (20) COST BREAKDOWN (30) TOTAL SCORE(S) Chapter Administrative Staff Witness Chapter Official Witness EXHIBIT M BÁÁHÁÁLÍ CHAPTER Bid EVALUATION Sheet "Project Title" "Date" Name: Date:
BUSINESS NAME QUALITY OF CONSTRUCTION INCLUDING FOUNDATION (20) EXPEPERIENCE WORKING W/ BSPRGS CHAPTER, NAVAJO NATION, NTUA, IHS, DES (20) PROXIMITY TO PROJECT (10) AE CONSULT W/ NAVAJO NATION EXPERIENCE (20) PRIORITY STATUS (20) 120 DAYS (5) "Business 1" "Business 2" "Business 3" Signature Date EXHIBIT N REGISTER OF PROPOSALS DATE COMPANY NAME CONTACT NAME PHONE #
remained fairly stable in comparison to its direct competition. Wal-Mart did not incur the same sharp loss as its competition, as evidenced by Figure 3.25.This can most likely be attributed to low cost strategy; consumers either continued to or began to shop at this discount retailer due to spending constraints. Overall, the stock has performed exceptionally well, with various analysts rating the stock as a strong buy. On the contrary, due to Wal-Mart’s dependence on China and Chinese made products, the company’s is increasingly affected by the weakening US dollar or the strengthening Chinese Yuan. Annually, Wal-Mart purchases $27 billion of its merchandise directly for China, creating a great dependency on the country which in the future could negatively affect their stock price. The discount retail industry has a consistently large market capitalization. Nevertheless, far exceeds its competition in terms of its market capitalization. That being said, all key players in this industry have incurred a decreasing market capitalization from year ended 2008 to year ended 2009. Wal-Mart incurred a 9% decline in its market cap, which rests at $184,946,000 million for 2009. Wal-Mart along with other firms in the industry incurred losses due to the poor economic climate. However, Wal-Mart’s decrease in market capitalization in the last year has been less drastic than its competition. This is indicative of a strength within corporate leadership in the firm; and the stability of the company as an investment. However the corporation should still address the issue of decreasing market capitalization, which may be attributed to Wal-Mart’s increasing wage and labour battles, increased competition in the past five years, and increased spending due to international and domestic expansions. Figure 3.26 displays the market capitalization for Wal-Mart and its direct competitors from 2005 to 2009. Figure 3.26 also displays the percentage change of market capitalization over time comparing Wal-Mart and its competitors.
13.8% from friends and siblings. Hence, most of the respondents can be said to have duly gained adequate knowledge of the profession. Table 4.1: Job History Job history Variables Frequency Percentage Work experience Less than 5yrs 11 37.9 6-10 yrs 6 20.7 Greater than 10 yrs 12 41.4 Average time at work daily < 8 Hours 4 13.8 8 Hours 6 20.7 >8 Hours 19 65.5 Number of non-customers <5 people 23 79.3 6 - 10 people 4 13.8 >10 people 2 6.9 Source of knowledge of the profession Apprenticeship 25 86.2 Relatives and friends 4 13.8 As shown in Table 4.2 below, the mean number of customers attended to per day was 4.5±2.4 while the mean number of customers that could be attended to simultaneously was 2.1 ± 1.3. Table 4.2: Quantitative Job History variables Job history Minimum Maximum Mean Std. Deviation Number of customers attended to per day 1.0 12.0 4.5 2.4 Number of customers attended to once 1.0 6.0 2.1 1.3
FINAL REPORT CHECKLIST Please note that all documents should be sent in electronic format only: by email to Check List Please tick the appropriate check box 1. The Final Report includes the following documents: Declaration by the legal representative signed and scanned Activity report Annexes Certification of accounts Final statement of accounts YES NO YES NO YES NO YES NO 2. Name of organisation, Legal representative and address are the same as in the Grant Decision. If not, the data has already been updated in the Participant Portal. YES NO YES NO 3. Bank account is the same as in the Grant Decision or a request for amendment has been already introduced. If not: A new Financial Identification Form is attached to the final report: YES NO 4. Costs presented in the report are eligible (see the Grant Decision + Call EACEA/48/2015). YES NO 5. Costs are consistent with the activities undertaken during the eligibility period. YES NO 6. All tables have been completed in €. Exchange rates have been calculated according to article 10.3. of the Grant Decision. YES NO 7. For private bodies only: Attached to the final report is an official attestation by a tax office that the VAT is not recoverable (signed and scanned). YES NO
Activity 1 Title Planned Start/End date3 Actual Start/End date Completion Milestone no Title3 Planned date3 Actual date Reached (Y/N) Activity 2 Title3 Planned Start/End date3 Actual Start/End date Completion Milestone no Title3 Planned date3 Actual date Reached (Y/N) Activity n Title3 Planned Start/End date3 Actual Start/End date Completion Milestone no Title3 Planned date3 Actual date Reached (Y/N)
mass produced like most coffee beans. All funds go to environmental, economic and social projects. Each community is allowed to determine themselves where the money should go (Fair Trade USA, 1). This gives all communities a better quality of life. There are many advantages of Fair Trade such as improvements in education, environment, poverty, health care and women’s rights. Fair trade provides income for families to keep their children in school instead of on the farm. These funds provide supplies, tuition, scholarships and daily meals (Fair Trade USA, 1). Low income leads many farmers to practices that decrease environment quality such as deforestation and getting rid of pesticides in water resources. When fair trade is involved they ensure that farmers follow strict environmental standards. They aid in organic conversion and water conservation (Fair Trade USA, 1). Doing these things help their bean quality and in return Starbucks pays top dollar for their exceptional coffee. Fighting poverty is another huge impact of fair trade. By providing things such as tools to further smallholder farms, they are able to rise above debt and poverty (Fair Trade USA, 1). Small communities need proper health care to thrive. Under Fair Trade Certified standards, all farmers and farmer’s families are provided with adequate health care. This includes doctors’ visits, vaccinations and medicine. They work hard to build health facilities in these growing regions to provide appropriate assistance to their workers (Fair Trade USA, 1). The lives of women are also strongly impacted by Fair Trade. Under fair trade women are empowered because they are given many of the same jobs as men and they are free of harassment on the job. They are given many opportunities such as scholarships and leader positions (Fair Trade USA, 1). These advantages are only a fraction of what fair trade provides to these small coffee farm communities. Starbucks cares about their workers and strive to make lives better for them and their families.
16.00-16.15 THE ASSESSMENT OF LEVEL OF FLASH FLOODS THREAT OF URBANIZED AREAS, Pavla Štěpánková, Miroslav Dumbrovský, Karel Drbal Czech Republic 16.15-16.30 The water level regime of the Danube River between Kienstock and bratislava, Veronika Bacova Mitkova Slovak Republic 16.30-16.45 POTENTIAL CLIMATE CHANGE IMPACT ON MEAN FLOW IN ROMANIA, Ciprian Corbuș, Rodica-Paula Mic, Marius Mătreață, Viorel Chendeş, Alexandru Preda Romania 16.45-17.00 INVESTIGATE THE CAUSES OF WATER CRISIS IN CENTRAL IRAN’S BASINS: CLIMATE CHANGE OR MISMANGMENT WATER RESOURCES, Fatemeh Ghader, Mohammad Hajiketabi, Uwe Tröger Germany / Iran 17.00-17.15 METHODOLOGY FOR DEVELOPING AND ANALYZING MATRIX ACTING ON FUNCTIONAL ELEMENTARY CATCHMENTS (FEC) IN THE DANUBE CATCHMENT, Lidija Globevnik, Maja Koprivšek, Luka Snoj Slovenia 17.15-17.30 The use of remote sensing data to evaluate the state of the Danube river downstream and adjacent Lakes, Sergii Shevchuk,Viktor Vyshnevskyi Ukraine 17.30-18.30 Poster session 2 18.30-18.45 Closing of XXVII Danube Conference 19.30-23.00 Gala Dinner Thursday, 28.09.2017 7.30-19.30 DAILY TOUR 19.30- DINER Friday, 29.09.2017 Departure
TABLE OF CONTENTS BACKGROUND TO THIS VET FUNDING CONTRACT 1 DEFINITIONS AND INTERPRETATION 2 TERM OF THIS VET FUNDING CONTRACT 13 OBJECTIVES OF THIS VET FUNDING CONTRACT 14 GENERAL OBLIGATIONS OF TRAINING PROVIDER 15 SCOPE AND PROVISION OF THE TRAINING SERVICES 18 SUBCONTRACTING OF THE TRAINING SERVICES 21 REPORTING AND PROVISION OF INFORMATION 23 FUNDING, PAYMENTS AND OTHER FINANCIAL ARRANGEMENTS 24 GST 26 ACCOUNTS AND RECORDS 26 AUDIT, REVIEW AND INVESTIGATION 28 COMPLAINTS HANDLING 31 CONFIDENTIALITY AND PRIVACY 31 LIABILITY, INDEMNITY AND INSURANCE 33 NOTICES AND REPRESENTATIVES 35 DISPUTE RESOLUTION 35 ENFORCEMENT 37 TERMINATION RIGHTS 38 EFFECT OF SUSPENSION OR TERMINATION 40 SURVIVAL 41 Schedule 1 Skills First Program Specifications Schedule 2 Specific Purpose Payments [Where applicable]
brackets and charges (no electrons around metals, 8 electrons around nonmetals). these atoms showing the correct number of electrons shared between them, remember that one line= 2 electrons. Check your answer to make sure you have 8 electrons around each atom. (Hydrogen will only have 2 e-) Describe how you would name one of these compounds. Name the cation first. If it is a transition metal, use a roman numeral to indicate the correct charge. Next, name the anion. If it’s a nonmetal, give it an “-ide” ending. Use Ref. Table E for any polyatomic ions. Remember that sometimes these will not be in parentheses! Name with prefixes each of the nonmetals. If the first element only has one atom, it does not need to include a prefix. If it has more than one atom, you must include a prefix in the name. The second element always includes a prefix and ends in an “-ide.”
2016 TASK/STEP JANUARY FEBRUARY MARCH APRIL MAY JUNE **Steering Committee Meeting x x x x x x Participate in CDSS RFA Executive Team Meeting x x x x x x Participate in CDSS/Counties RFA Implementation gWoWorkgroups x x x x x x Handbook development on RFA process x x x x Gather baseline data x Communication on RFA to current approved homes and other partners including youth x x x County’s RFA Comprehensive Plan sent for review to CWS leadership team and Steering Committee to finalize. x Finalize the County’s Comprehensive Plan x
REC Transmission Projects Company Ltd. (a wholly owned subsidiary of Rural Electrification Corporation Ltd.) Core – 4, Scope Complex, 7, Lodhi Road, New Delhi – 110 003 Request for Qualification Document for short listing of Bidders as Transmission Service Provider to establish Transmission System for “Transmission System Strengthening in Jharkhand State (Package-1)” through tariff based competitive bidding process. This RFQ document is issued to - M/s. _______________________ ___________________________ ___________________________ ___________________________ ___________________________ Chief Executive Officer, REC Transmission Projects Company Ltd. Ref No.: RECTPCL/P-30/ Package-1 /RFQ/2018-19/ REQUEST FOR QUALIFICATION NOTIFICATION REC Transmission Projects Company Ltd. (a wholly owned subsidiary of Rural Electrification Corporation Ltd.) Core – 4, Scope Complex, 7, Lodhi Road, New Delhi – 110 003
“Response to RFQ” shall mean the online response through the electronic bidding platform and written (original hard copies) response of a Bidder to and in accordance with this RFQ; “Statutory Auditor” shall mean the auditor appointed under the provisions of the Companies Act, 1956 or under the provisions of any other applicable governing law; “Technically Evaluated Entity” shall mean the company which has been evaluated for the satisfaction of the technical requirement set forth in Clause2.1.2 hereof; “Transmission Charges” shall mean the charges payable to TSP by Long Term Transmission Customer(s) pursuant to the TSA, as adopted by the Appropriate Commission; “Transmission License” shall mean the license granted by the Appropriate Commission in terms of the relevant regulations for grant of such license issued under The Electricity Act, 2003; “Transmission Service Agreement” or “TSA” shall mean the agreement entered into between Long Term Transmission Customer(s) and the TSP pursuant to which TSP shall build, own, operate and maintain the Project and make available the assets of the Project to Long Term Transmission Customer(s) on a commercial basis; “Transmission Service Provider” or “TSP” shall mean _________________ (a SPV company to be incorporated by REC Transmission Projects Company Limited) which has executed the Transmission Service Agreement and has been/shall be acquired by the Selected Bidder; “Transmission System” means a line with associated sub-stations or a group of lines together along with associated sub-stations and the term includes equipment associated with transmission lines and sub-stations; “Ultimate Parent Company” shall mean a company which owns at least twenty six percent (26%) equity in the Bidding Company or Member of a Consortium, (as the case may be) and in the Technically Evaluated Entity and/or Financially Evaluated Entity (as the case may be) and such Bidding Company or Member of a Consortium, (as the case may be) and the Technically Evaluated Entity and/or Financially Evaluated Entity (as the case may be) shall be under the direct control or indirectly under the common control of such company.
How do I receive money for my SDA property? Compared to the previous block funding system, invoicing and accounting will look different under the NDIS. Instead of receiving a fixed amount from the government every year to provide your SDA property, you will now need to charge the NDIA for the property you provide. Who will work in my SDA home? Anyone will be able to provide services in an SDA home, should a resident consent to employ them. Under the NDIS, disability service provision will be driven by the participants needs, as funded in their plan. Participants will be able to manage their funds for services however best suits their needs, in the same way that they manage their grocery shopping budget. How is SDA currently regulated? SDA is currently regulated in the Disability Act 2006. This piece of legislation currently regulates both residents’ rights and responsibilities and service provider rights and responsibilities. Regulatory functions are currently performed by a few different bodies, including the Public Advocate, the Victorian Civil and Administrative Tribunal and the Disability Services Commissioner.
Table 4: Existing evidence on the incidence and impact of bank levies Study Countries studied Impact on lending / deposit rates Impact on economy Impact on capital / leverage / risk Notes Devereux et al. (2013) study (EU levies) — — Banks reduced their leverage, but less banks also increased risk taking (on the asset side) — Kogler (2015) study (EU levies) Lending rates and net interest margins increased moderately, and by more in concentrated and poorly capitalised markets. Deposit rates unaffected. Moderate increases in lending rates not suggestive of large economic impact — — Deutsche Bundesbank (2014) Germany Affected banks reduced their lending and increased deposit rates. No significant change in lending rates. — — — Buch et al (2016) Germany Affected banks reduced lending and increased new deposit rates, particularly deposits. No significant impact on — This paper is a peer-reviewed extension of Bundesbank (2014) and Havrylchyk (2013) Hungary Banks shift the tax burden to customers by raising interest and fee margins for borrowers with outstanding loans (rather than new loans). — —
BCA Outcomes Options 2, 3 and 4 all deliver net benefits over the evaluation period ending in 2029. As detailed in Section 4.4, the net benefit estimates from the BCA are as follows: Option 2: $579 million Option 3: $604 million Option 4: $807 million. The RIS also noted that the Euro 5/6 standards delivered a range of benefits, including longer durability standards and improved on board monitoring of emission control systems, which were not quantified in the BCA. Public Comment Some 27 submissions were received on the draft RIS, from governments, industry, motoring groups and others. The responses to the recommendations in the draft RIS were mixed. All the state governments that responded supported the recommendations in the RIS. The NRMA, LPG Australia, AFMA, some companies and others also supported the recommendations in the RIS, with some suggesting the issue of fuel quality needs further consideration. The FCAI and four vehicle manufacturers who made confidential individual submissions expressed a range of concerns, principally regarding lead times for implementing the new standards, vehicle cost estimates and petrol sulfur levels. The AIP argued that no changes to current petrol standards were warranted to support compliance with Euro 5/6. A brief response to the major issues is set out below (see Section 5 for more detail). Timeframe All timelines proposed in the RIS are at least one year later than the UN ECE timeline and manufacturers have been aware of the Government’s intention to consider the case for aligning with Euro 5/6 standards since at least the middle of 2009. In discussions between DIT and FCAI following the public consultation period, the FCAI has proposed a longer alternative timeline which it considers is more appropriate than that proposed in the recommended option in the draft RIS (Option 3). These alternative timelines have been evaluated as sensitivity analyses and the impacts are reported in Section 4.5 of the RIS. Vehicle cost estimates The draft RIS utilises the only published data that is directly related to Euro 5/6 compliance in the BCA. Section 4.2 of the RIS acknowledges the potential limitations of such data and Section 4.5 also includes a sensitivity analysis on costs over time in the BCA. The RIS also specifically sought input from manufacturers on the cost estimates. The FCAI has indicated that it was not in a position to provide cost estimates.
Height Stories: Below Ground N/A Other: Exterior Walls (siding): Aluminum Siding Asbestos Brick Ceramic Concrete Horizontal Wood Siding Log Metal Shingles-Asphalt Shingles-Wood Stone Stucco Vertical Wood Siding Engineered Siding Plywood OSB Fiberboard Fiber Cement Vinyl Siding Other: Roof: Asphalt, shingle Asphalt, roll Metal Slate Built Up Ceramic Tile Wood Shingle None Other: Foundation: Brick Concrete Block Concrete Slab Poured Concrete Stone Raised/Pile Other: Structural Support: Baled Hay Concrete Block Concrete Framed Concrete Poured Frame-wood Frame-metal/steel Brick-load bearing Stone-load bearing Puddled Clay Rammed Earth Sod Other: Windows: Double Hung Sash Single Hung Sash Casement Fixed Jalousie Glass Block None/Unknown Ribbon Stained Glass Replacement Aluminum Vinyl Other: Lanai(s) Arcade Balcony Porte-Cochere Recessed Stoop Portico Wrap-around Verandah None Other: Chimney Brick Concrete Stuccoed Masonry Stone Stove Pipe Siding None Other: X. Continuation Sheet Please use this sheet those that follow to attach additional information about the site; including, but not limited to additional floor plans, drawings, photographs, maps, etc.
2) Predict the secondary structure of this “protein” using the Chou and Fassman method, with the propensities given in Appendix D Appendix A: Amino Acids Appendix B: Nucleotides Appendix C: Genetic Code U C A G U Phe Phe Leu Leu Ser Ser Ser Ser Tyr Tyr STOP STOP Cys Cys STOP Trp U C A G C Leu Leu Leu Leu Pro Pro Pro Pro His His Gln Gln Arg Arg Arg Arg U C A G A Ile Ile Ile Met/Start Thr Thr Thr Thr Asn Asn Lys Lys Ser Ser Arg Arg U C A G G Val Val Val Val Ala Ala Ala Ala Asp Asp Glu Glu Gly Gly Gly Gly U C A G
Graduate Opportunities in the Health Sector 28 June 2018 Main Building, Aston University Programme 09:30–10:00 Registration and refreshments 10:00–10:15 Welcome Shelagh Green, AGCAS President and Director of Careers Service, The University of Edinburgh Introduction and scene setting Tim Jones, Executive Director of Workforce and Innovation, University Hospitals Birmingham 10:15–10:45 Overview of opportunities for graduates in the health sector Alan Simmons, Health Careers, HEE 10:45–11:15 Workshop Session A (free choice on the day) Workshop descriptions will be available shortly 11:15–11:30 Comfort break 11:30–12:00 Workshop Session B (free choice on the day) Workshop descriptions will be available shortly 12:00–12:45 Graduate opportunities in healthcare science (National School of Healthcare Science, HEE) Professor Berne Ferry, Head of School The Scientist Training Programme, Practitioner Training Programme and Higher Specialist Scientist Training 12:45–13:30 Lunch – including market place ‘exhibition’ and networking 13:30–14:15 NHS Graduate Management Training Scheme (GMTS) Rob Farace, Head of NHS GMTS NHS GMTS and input on other leadership programmes 14:15–14:30 Final plenary and summing up Chaired by Dashi Alpion (ALO for Health Careers) with contributions from Professor Berne Ferry, Rob Farace and Alan Simmons 14:30–15:00 Workshop Session C (free choice on the day) Workshop descriptions will be available shortly 15:00–15:30 Market place ‘exhibition’ and networking Please note content can change without notice