zilongwang/ReadingBank huggingface dataset:
Look for frequency allocation Check the allocated use of certain frequency band (especially any changes) Document review Checking the frequency allocation of various wireless services and direct access to Rec 70-03 In order to compare the frequency band allocations between services in the neighbouring countries and other European countries if needed Updating French data. Checking assigned frequency bands for different countries and if any restrictions are applicable Type approval matters and compliance matters To check how our neighbours use frequency bands. To compare the use of frequencies in different countries or in ECA/ITU tables. To verify the correct use of some frequencies within EU. To look for documentation associated to certain application/frequencies. Checking the allowed railway channels for lab approvals To learn how a particular chunk of spectrum is used in Europe Updating and checking information for Ireland. Compare information NTAF/interfaces radio between countries For design new products and services for the GNSS Receive in the surveying and construction market places. management of Slovenia table, compare the services in different countries Primarily used for Spectrum management Comparison with allocation/application tables, look at ITU-R allocation table - Updating the national information in EFIS - Getting information about the spectrum utilization in CEPT countries Main use: In each CEPT country, what applications do we have in which frequency band? Mainly to check administrations' implementation of Article 4.4 allocations and frequency allocations which appear in the ECA and footnote ECA17 NB assessment according to directive 2014/53/EU Check frequency allocations I check the information. frequency range Updating information, making inquiries
Part 4 Delegation under section 63 of the Act – Waiver of amounts owing to the Commonwealth Division 1 Delegation 1 Provision of Act Section 63 2 Summary of function or power To waive an amount owing to the Commonwealth 3 Delegate Finance Secretary Note: Subsection 63(2) provides that a waiver of an amount owing to the Commonwealth must be in accordance with any requirements prescribed by the rules. Division 2 Directions 4.1 Amount that can be waived (1) The delegate can consider all applications for a waiver of an amount owing to the Commonwealth. (2) The delegate may waive the Commonwealth’s right to payment of an amount owing to the Commonwealth, for amounts up to $100,000.
Part 7 Delegation under section 65 of the Act – Act of grace payments by the Commonwealth Division 1 Delegation 1 Provision of Act Section 65 2 Summary of function or power To provide written authorisation for act of grace payments 3 Delegate Finance Secretary Division 2 Directions 7.1 Scope of delegation (1) The delegate can consider all applications for act of grace payment. (2) The delegate may not authorise act of grace payments for amounts in excess of $100,000. Part 8 Delegation under section 66 of the Act – Gifts of relevant property Division 1 Delegation 1 Provision of Act Section 66 2 Summary of function or power To give written authorisation of a gift of relevant property being made 3 Delegates Finance Secretary Division 2 Directions Directions relating to resources for which the Finance Secretary is responsible 8.1 No authorising the gifting of military firearms A delegate must not authorise a gift of military firearms. 8.2 Overarching Principles When contemplating whether to authorise a gift of relevant property, a delegate must consider the overarching principles that, if appropriate to do so, the relevant property should be: agreed to be transferred with or without payment to another government entity within Australia (including State or Territory governments); or sold at market value, where it is economical to do so.
A3 Most recent evaluation is an initial or re-evaluation?(circle one) Page 1 Complete if IEP is an evaluation A4 A variety of assessment tools were used to gather relevant functional, developmental and academic information. Page 4, Evaluation Reports 300.304(b)(1) A5 The evaluation included parent information Page 4, Evaluation Reports 300.304(b)(1) A6 The PPT reviewed existing evaluations and information provided by the parents Page 4-5, Evaluation Reports 300.305 A7 More than one method of assessment utilized in the evaluation process Consent to evaluate, Page 4 -5, Evaluation Reports 300.304(b)(2) A8 The evaluation included current classroom-based assessment and observation Consent to evaluate, Page 4-5, Classroom reports 300.305(a)(1)(ii) A9 The evaluation included a review and analysis of performance on statewide assessments Consent to evaluate, Page 4-5 300.305(a)(1)(ii) A10 The evaluation included teacher and related services observations Consent to evaluate, Page 4-5 300.305(a)(1)(iii) A11 The students was assessed in all areas of suspected disability, including if appropriate, health, vision, hearing, social/emotional status, general intelligence, academic performance, communicative status and motor abilities. Consent to evaluation, pages 4-5, Evaluation Report 300.304 A12 If a member of the Team did not attend the Team Meeting, did the parent agree/consent in writing to the absence? Page 2 Planning and Placement Team Attendance (ED 633) 300.321(c)(2)(i)
B10 IEP indicates program modifications and accommodations (page 8) 300.320(a)(4) 300.320(a)(7) B11 IEP indicates location and duration of supplementary aides and services (page 8) 300.320(a)(4) 300.320(a)(7) B12 IEP indicates that for students whose behavior impairs learning, positive behavior interventions, strategies, and supports were considered (page 10) 300.324(a)(2)(i) B13 IEP includes the hours per week the child will spend with nondisabled peers (page 11) 300.320(a)(5) B14 The PPT met annually to determine whether the IEP goals were being achieved (page 1) 300/324 B15 The IEP was revised to address any lack of expected progress toward the annual goals and in the general education curriculum (page 3 (PWN); pages 7, 9, 11) 300.324 B16 The IEP was revised to address the information about the child provided by the parent(s) (pages 3, 4) 300.324 B17 The IEP was revised to address the child’s anticipated needs (pages 3-9, 10) 300.324 B18 A regular education teacher participate in the annual review (page 1) 300.324
Registry of Key Risks and Opportunities Source of risk/opportunity Risk/Opportunity description Impact (High / Med / Low) Actions to address risks/opportunities Treatment Responsibility Evaluation date Evaluation results Key Risks Prepared By, Reviewed By, Approved By, ___________________________ _____________________________ _____________________________ Name: Name: Lee Hayes Name: Simon Baines Process Owner Operation Manager General Manager
*NOTE: Level of non-compliance to be shown as: CRITICAL, MAJOR, or MINOR # NOTE: Where the same non-conformance was identified at the previous audit, or not adequately addressed. Auditor’s calculation of Non-conformance Score and Audit Rating: # Please refer to the for full information on the calculation of audit ratings and NC scores. Step 1: Number of Non-conformances Non-conformance unit value Calculated Non-conformance Score Critical N/A ► ► Audit Level 4 (see below) Major 4 Minor 1 Total NC Score ► Step 2: Audit Result Audit Rating # (please select one) Manufacturer eligible for closure by plan? Number of Major NCs NC Score 0 0 to 4 Audit Level 1 Yes No more than 5 5 to 20 Audit Level 2 Yes No more than 10 21 to 40 Audit Level 3 No More than 10 Greater than 40 Audit Level 4 No
DATE OF AUDIT Notification of Completed Audit sent to APVMA (Auditor) 24 hrs for CRITICAL NCs Audit Report & associated documents sent to Manufacturer & APVMA (Auditor) Audit Report & Response sent to APVMA (copy Response to Auditor with evidence) (Manufacturer) Statutory Declaration submitted to APVMA confirming all NCs addressed as per approved plan (Manufacturer) Confirmation NCs addressed or satisfactory plan approved – Final advice sent to APVMA (Auditor)
CORRECTIVE ACTION REVIEW FORM Form: FM_MQL24 To be completed by the AUDITOR and submitted to the MANUFACTURER and the APVMA, within 10 days of receipt of Corrective Actions/Plan submitted for Desk Review or date of Verification Audit. Email: Post: Fax: (preferred) APVMA PO Box 6182 KINGSTON ACT 2604 (02) 6210 4813 Name and street address of Manufacturer audited. Licence / Reference No. Date/s of original audit. Review Type Desk Review Date: ……….. Verification Audit Date: ……….. Auditor’s Name Corrective Action Review: NC No. (from Section C of Audit Report) Plan (where approved by APVMA) or Evidence Reviewed (please confirm why proposed plan for corrective actions has been accepted or specify document numbers etc when undertaking a review of objective evidence, attach copy of corrective action plan, if applicable) Date Rec’d from Manuf. (desk review submissions) Satisfactory (Yes/No) If, “No”, Due Date for /Re-Audit
Department of Family Medicine Residency Program Concurrent Family Medicine/MSc Residency Application Form Instructions: complete all sections of the application form save as “FM MSc – last name, first name” submit to: Alexandra Thomas at The Selection Committee will review your CaRMS application as part of your application to the Concurrent MSc / Family Medicine Residency Program. Please use this application form to expand upon any information and/or provide new information from your CaRMS application. Please do not duplicate data. Name: Research experience: Include only details that are NOT reflected in your CaRMS application. Publications on which you are an author: Include only details that are NOT reflected in your CaRMS application. Abstracts on which you are an author: Include only details that are NOT reflected in your CaRMS application. Publications/abstracts on which you are acknowledged: Include only details that are NOT reflected in your CaRMS application. How will this Master’s degree help you meet your career and/or personal goals? Topics you are interested in pursuing as a research area: Community Health Sciences MSc stream in which you are interested: ___Biostatics ___Community Rehab and Disability Studies ___Epidemiology ___Health Economics ___Health Services Research ___Medical Education ___Population/Public Health
to produce, convert and store energy. Nanotechnology has opened new perspectives by creating new engineered materials to meet these challenges by improving the efficiency in energy conversion and storage. The latter is considered one of the most important objectives to convert the economy on renewable energy sources. In this respect, water is appealing candidate to store and release hydrogen (H2) through a metal – water reaction, e.g. magnesium (Mg)-water reaction. This latter is an exciting way to generate hydrogen in situ. Unfortunately, the reactivity of magnesium bulk is not enough good to be used in practical applications. To improve the responsiveness of Mg, various methods can be used such as the reduction of the grain dimension of Mg powder, the addition of corrosive chemical compounds to water, or the increase of the temperature to accelerate the reaction. However, from the practical point of view, a rector working at room temperature and containing only water as reactant is preferable and user-friendly to generate H2 on-demand. In this work, we studied the use of graphene (G) powder to enhance the reactivity of Mg increasing surface area involved in the reaction with water. Higher values of Mg surface area were obtained by depositing thin magnesium films directly on the Graphene sheets. The depositions on Graphene powder were performed by plasma magneto sputtering. H2 production have been tested mixing the Mg/Gr powder with water in a cell with pressure sensor. The feasibilility to produce energy by hydrogen produce Mg/Gr in water has been tested a simplified reactor combined with a fuel cell. The findings show that deposition of Mg on graphene using plasma technology is possible and the magnesium deposited on Gr exhibits a high reactivity with water even at room temperature. The hydrogen produce by Mg/Gr nanocomposite material in water has been successfully use in a fuel cell indicating the Mg/Gr powder is a promising material for new concept for on demand energy generation.
4 Reviewing 4.1 Have the various meetings, the purpose, context, frequency, and participants been defined and communicated? 4.2 What are the defined meeting materials? 4.3 Are the meetings set up to have assigned note-takers that will add actions/issues to the issue list? 5 Issue Management 5.1 Is an issues-management process documented and filed? 5.2 Is this process communicated to the customer and team members? 5.3 Will an issue form be in use? 5.4 Will all project issues be unconditionally tracked through the issue-resolution process? 5.5 Will all tasks resulting from issues be entered into the Issues Log and tracked? 5.6 Are there processes for unresolved issues to be escalated and resolved within a reasonable timeframe? 6 Change Control 6.1 Will there be a change control process in place? 6.2 Is the change control process documented and on file? 6.3 Will this process be communicated to the customer and Project Team? 6.4 Will there be a change request form in use? 6.5 Will all project deliverables and software configuration management be changed only through the change control process? 6.6 Will all change requests be unconditionally tracked through this process? 6.7 Will all change requests and current status be logged? 6.8 Will all tasks resulting from approved changes be entered into the Project Plan and tracked through the plan? 6.9 Will new change requests be acknowledged in a timely manner? 7 Risk Management 7.1 Will all project risks be managed according to the project’s risk management process? 7.2 Will the Risk Response Plan be updated on a regular and frequent basis? 7.3 Will the risk status be reported to management on a regular and frequent basis? 7.4 Will the risk documents be filed? 7.5 Will there be documented contingency plans for the top five to 10 risks? 7.6 Will the preventive plans for the top five risks be identified, included in the Project Plan, and implemented?
Final User WEEE Collection Audit Form Company/Logistics details: Please complete all fields below to proceed Final User’s Company Name Site opening times (i.e. Mon to Fri, 9am-5pm only) Final User Company Address Is there easy access to the pick-up area for a collection vehicle e.g. heavy goods vehicle? Y/N If No please give details: Is the company address the location for the WEEE collection? Y/N If No, please provide full site address: If the WEEE is palletised are the following available on-site? Forklift Truck Y/N Pallet Truck Y/N On-site Contact Name, Email & Phone Number Is the WEEE located on the ground floor in a back door/loading bay location? Due to B2B Compliance not having full knowledge of any Final User’s sites, for H&S reasons we are unable to collect WEEE from any other area Y/N Please give details of location: Second on-site Contact Name, Email & Phone Number WEEE details: WEEE item(s) name & description including brand Dimensions (cm) Weight (kg) How is the WEEE containerised? (i.e. loose/on wheels/palletised) Does the WEEE have a crossed out symbol with a black bar or date underneath? If Yes, what is the Producer Logo/Brand on the WEEE? (skip next Question) If No, who is the Producer (manufacturer) of the replacement product? Is a decontamination form required for this product? H L W Y/N Y/N Y/N Y/N Please continue onto next page if required Y/N Y/N
In-class elicitation 2/25 Thursday, February 25, 2016 3:05 PM Directionality of -um- vs. mog- Rimas Breadfruit Loan from Tagalog? Sinumaluy ion nog baloy He bought / is buying a house Realis, AF Sumaluy ion nog baloy He is going to buy a house Irrealis, AF Sinaluy non og baloy He bought / is buying a house Realis, TF Soluyon non og baloy He is going to buy the house Irrealis, TF Moksaluy ion nog baloy non He is selling his house Irrealis, AF Miksaluy ion nog baloy non He sold his house Realis, AF Poksaluy non og baloy non He will sell his house Irrealis, TF Piksaluy non og baloy non He sold his house Realis, TF Mogunut u nog pomali ni Dr. Campbell I will follow Dr. Campbell's advice Irrealis, AF Migunut u nog pomali ni Dr. Campbell I followed Dr. Campbell's advice Realis, AF Pogunuton ku og pomali ni Dr. Campbell I will follow Dr. Campbell's advice Irrealis, TF Pigunut u og pomali ni Dr. Campbell I followed Dr. Campbell's advice Realis, TF Started in the past, still doing it *inumunut Inunut u og pomali ni Dr. Campbell I followed Dr. Campbell's advice Realis, TF Completed in the past (perfective)
Molaton og modanul kitu' nog logdoy The old dress is ugly Og logdoy koyon, molaton bu molunow. The dress, it's ugly and green. Pibuta nog polomoka'id koyon og libun koyon. The sorcerer made the woman blind. Milabu' og libun koyon nog buta. The blind woman fell down. Buta if blind from birth, mibuta if more recently blinded Milabu' og buta koyon nog libun. The blind woman fell down. Pidaya nog polomoka'id koyon og gotow koyon nog miskinan The sorcerer made the poor man rich. Doyahan = rich; miskin = poverty Pipialibun nog polomoka'id koyon og libun kitu' nog molaton nog libun. The sorcerer made the ugly woman beautiful. *pimololibun Yinamyaman nog polomoka'id kitu' og sudu' kitu', sa'an sinumolag. The sorcerer uttered an incantation, and the spoon became big. Yamyam = incantation? Yinamyaman nog polomoka'id kitu' og babuy kitu', sa'an misolag. The sorcerer cursed the pig, and it became big. Yinamyaman nog polomoka'id kitu' og babuy kitu', sa'an mibata'bata'. The sorcerer cursed the pig, and it became small. *sa'an binumata'ata' Bu kobata'bata' Yinamyaman nog polomoka'id kitu' og logdoy kitu', sa'an midanul. The sorcerer cursed the dress, and it became old. Or …bu kodanul Bogoy mu dianakon og babuy kitu' nog pisolag nog polomoka'id Give me the pig that the sorcerer made big Bogoy mu dianakon og babuy kitu' nog misolag Give me the pig that was made big Weird, but acceptable
Bogoy mu dianakon og babuy kitu' nog sinumolag Give me the pig that was made big Bogoy mu dianakon og babuy kitu' nog mibata'bata' Give me the pig that was shrunk • •
Class Date Chapter Topic Assignment Due All Assignments due Monday at 5pm (unless announced in class) 1 11-Jan Intro to Course No Assignment Intro to Excel and FS Projection 2 18-Jan MLK Day – No Class No Assignment 3 25-Jan Breakeven Assignment 1 (due Jan 25) Marketing Strategy 4 1-Feb Linear Programming Assignment 2 (due Feb 1) NPV 5 8-Feb Portfolio Opt Assignment 3 (due Feb 8) Go/No Go 6 15-Feb Demand Curves 7 22-Feb Pivot Table Optional Assignment (due Feb 22) Quiz Review 8 1-Mar Quiz
j. Assume that you are in the 25 percent marginal tax bracket and that you have $5,000 to invest. You have narrowed your investment choices down to bonds with a yield of 7 percent or equally risky ExxonMobil bonds with a yield of 10 percent. Which one should you choose and why? At what marginal tax rate would you be indifferent to the choice between and ExxonMobil bonds? Answer: After-tax return income at t = 25%: ExxonMobil = 0.10($5,000) - (0.10)($5,000)(0.25) = $375. = 0.07($5,000) - $0 = $350. Alternatively, calculate after-tax yields: A-T yieldExxonMobil = 10.0%(1 - t) = 10%(1 - 0.25) = 7.5%. A-T yieldCalif. = 7.0%. At what marginal tax rate would you be indifferent? 7.0% = 10.0%(1 - t). Solve for t. 7.0% = 10.0% - 10.0%(t) 10.0%(t) = 3% t = 30%.
conclude that the current market risk premium is 12.7% – 10% = 2.7%. In all likelihood, inflation would also have driven up the expected return on the market. Therefore, the historical return on the market would not be a good estimate of the current expected return on the market. 3. Don’t use book weights to estimate the weights for the capital structure. Use the target capital structure to determine the weights for the WACC. If you don’t have the target weights, then use market value rather than book value to obtain the weights. Use the book value of debt only as a last resort. 4. Always remember that capital components are sources of funding that come from investors. If it’s not a source of funding from an investor, then it’s not a capital component.
11-8 a. Sales = 1,000($138) $138,000 Cost = 1,000($105) 105,000 Net before tax $ 33,000 Taxes (34%) 11,220 Net after tax $ 21,780 Not considering inflation, NPV is -$4,800. This value is calculated as -$150,000 + = -$4,800. Considering inflation, the real cost of capital is calculated as follows: (1 + rr)(1 + i) = 1.15 (1 + rr)(1.06) = 1.15 rr = 0.0849057. Thus, the NPV considering inflation is calculated as -$150,000 + = $106,520. After adjusting for expected inflation, we see that the project has a positive NPV and should be accepted. This demonstrates the bias that inflation can induce into the capital budgeting process: Inflation is already reflected in the denominator (the cost of capital), so it must also be reflected in the numerator. A more straightforward way to calculate the present value without having to calculate a real required rate of return is to use the constant growth formula, instead. Here, the present value of all of the future cash flows is: so the NPV = 256,520 – 150,000 = 106,520, which is the same answer we’d have gotten above if in calculating the real required rate of return we had used enough decimal places.
The impact on the financial statements is shown below. Scenario: Improve Assets 2013 Input Basis for 2014 Forecast 2014 Cash $20 1% × 2014 Sales $22 Accts. rec. $280 14% × 2014 Sales $308 Inventories $400 16% × 2014 Sales $352 Total CA $700 $682 Net fixed assets $500 25% × 2014 Sales $550 Total assets $1,200 $1,232 Liabilities and equity Accts. pay. & accruals $80 4% × 2014 Sales $88 Line of credit $0 Add LOC if fin. deficit $0 Total CL $80 $88 Long-term debt $500 No Change $500 Total liabilities $580 $588 Common stock $420 No Change $420 Retained earnings $200 Old RE + Add. to RE $224 Total common equity $620 $644 Total liabs. & equity $1,200 $1,232 Check: TA − TL & Equ. $0 Improve 2013 Input Basis for 2014 Forecast 2014 Sales $2,000 110% × 2013 Sales $2,200 Op. costs (excl. depr.) $1,800 89.5% × 2014 Sales $1,969 Depreciation $50 10% × 2014 Net PP&E $55 EBIT $150 $176 Less: Interest on LTD $40 8% × Avg bonds $40 Interest on LOC $0 8% × Beginning LOC $0 Pretax earnings $110 $136 Taxes (40%) $44 40% × Pretax earnings $54 Net income $66 $82 Regular common dividends $20 110% × 2013 Dividend $22 Special dividends $0 Pay if financing surplus $36 Addition to RE $46 Net income – Dividends $24
16-15 a. = 10 days = $10,000 10 = $100,000. b. There is no cost of trade credit at this point. The firm is using “free” trade credit. c. = 30 = $10,000 30 = $300,000. Nominal cost = (2/98)(365/20) = 37.24%, or $74,489.80/($300,000 – $100,000) = 37.24%. Effective cost = (1 + 2/98)365/20 – 1 = 0.4459 = 44.59%. d. Nominal rate = Effective cost = (1 + 2/98)365/30 – 1 = 0.2786 = 27.86%. 16-16 Trade Credit Terms: 2/10, net 30. But the firm plans delaying payments 35 additional days, which is the equivalent of 2/10, net 65. Nominal cost = = . Effective cost = (1 + 2/98)365/55 – 1 = 14.35%.
21-11 a. The inputs to the Black and Scholes option pricing model are P = 5, X = 2, rRF = 6%, = 50%, and t = 2 years. Given these inputs, the value of a call option is calculated as: = . = . Using Excel’s Normsdist function N(d1) = 0.9656, and N(d2) = 0.8669. This gives a value of the call option equal to: = million b. The debt must therefore be worth 5-3.29 = $1.71 million. Its yield is . c. At a volatility of 30% d1 = 2.6547 and N(d1) = 0.9960. d2 = 2.2304 and N(d2) = 0.9871. This gives an option value of $3.23 million. The debt value is then 5.0 – 3.23 = $1.77 million. Its yield is 6.3%. The value of the stock goes down and the value of the debt goes up because with lower risk, Fethe has less of a chance of a “home run.”
b. 2. Graph (a) the relationships between capital costs and leverage as measured by D/V, and (b) the relationship between value and D. Answer: Figure 1 plots capital costs against leverage as measured by the debt/value ratio. Note that, under the MM no-tax assumption, rd is a constant 8 percent, but rs increases with leverage. Further, the increase in rs is exactly sufficient to keep the WACC constant--the more debt the firm adds to its capital structure, the riskier the equity and thus the higher its cost. Figure 2 plots the firm’s value against leverage (debt). With zero taxes, MM argue that value is unaffected by leverage, and thus the plot is a horizontal line. (Note that we should not really extend the graphs to D/V = 100% or D = $2.5 million, because at this amount of leverage the debtholders become the firm’s owners, and thus a discontinuity exists.) Figure 1 c. Using the data given in part B, but now assuming that firms L and U are both subject to a 40 percent corporate tax rate, repeat the analysis called for in B(1) and B(2) under the MM with-tax model. Answer: With corporate taxes added, the MM propositions become: Proposition I: VL = VU + TD. Proposition II: rsL = rsU + (rsU – rd)(1 - T)(D/S). There are two very important differences between these propositions and the zero-tax propositions: (1) when corporate taxes are added, VL does not equal VU; rather, VL increases as debt is added to the capital structure, and the greater the debt usage, the higher the value of the firm. (2) rsL increases less rapidly when corporate taxes are considered. This is seen by noting that the Proposition II slope coefficient changes from (rsU – rd) to (rsU – rd)(1 – t), so at any positive T, the slope coefficient is smaller. Note also that with corporate taxes considered, VU changes to VU = = = $2,142,857 versus $3,571,429.
The time to expiration is the time you decide whether or not to extend the franchise, and is at the end of year 2. P = $18,646 X = $20,000 t = 2. rRF = 0.06. σ2 = 0.2025 Although the problem stated to assume the variance of the project’s rate of return was 0.2025, we’ll also calculate it using the direct method. First calculate the rates of return using the decision tree. To do this, calculate the present values of the two branches as of the exercise date, year 2, and the rates of return assuming the initial value of the investment was P = $18,646. 0 1 2 3 4 40% Prob. | | | | | Good 43,388 = PV of two 25,000 cash flows Bad | | | | | 60% Prob. 8,678 = PV of two 5,000 cash flows Annual rate of return in good state = [43,388/18,646]1/2 -1 = 52.54% Annual rate of return in bad state = [8,678/18,646]1/2 – 1 = -31.78% The expected value of these two returns is 52.54(0.40) – 31.78(0.60) = 1.95% [Note: this isn’t 10% as you might hope! The 2-year returns are 43,388/18,646 – 1 = 132.69% in the good state and 8,678/18,646 – 1 = -53.46% in the bad state. The expected value of these is 132.69% (0.40) - 53.46% (0.60) = 21.0%, which is exactly 10% compounded twice: 0.21 = (1.10)2 – 1.] The variance is σ2 = (0.5254 - 0.0195)2(0.40) + (-0.3178 – 0.0195)2 (0.60) = 0.1706
Now, we proceed to use the OPM: V = $56.06[N(d1)] - $75e-(0.06)(3)[N(d2)]. d1 = = -0.1085. d2 = d1 - (0.047)0.5(3)0.5 = -.1085 - 0.3755 = -0.4840. N(d1) = N(-0.1080) = 0.4568. N(d2) = N(-0.4835) = 0.3142. Therefore, V = $56.06(0.4568) - $75e-(0.06)(3)(0.3142) = $5.92. Total Value = NPV Of Project 1 + Value Of Growth Option =-$0.39 + $5.92 = $5.5 million j. What happens to the value of the growth option if the variance of the project’s return is 14.2 percent? What if it is 50 percent? How might this explain the high valuations of many dot.com companies? Answer: If risk, defined by σ2, goes up, then value of growth option goes up (see the file Ch26 mini case.xls for calculations): σ2 = 4.7%, option value = $5.92 σ2 = 14.2%, option value = $12.10 σ2 = 50%, option value = $24.09 If the future profitability of dot.com companies is very volatile (i.e., there is the potential for very high profits), then a company with a real option on those profits might have a very high value for its growth option.
Voltage DC 5 V Current Max 400 mA Working 300 mA Idle 1mA Weight 250g Environment Operating Temperature -5℃ - +45℃ Storage Temperature -40℃ - +60℃ Humidity 5% - 95%( non-condensing ) Certificates FCC Part15 Class B, CE EMC Class B Accessories Flex Cable CBL210R This cable connect to the data port of FM210 whit a 9-PIN male RS232 port. With a standard female RS232 port to connect to standard male RS232 port. With a power port to accept power adapter supply. CBL210U This cable connect to the data port of FM210 whit a 9-PIN male RS232 port. With a standard USB Slave port to connect to standard USB Host port. Power Adapter The power adapter for FM210 by the CBL210R. Output: DC5V, 2A; Input: AC100~240V, 50~60HZ. Contact Us Newland China +86-400-608-0591 sales@nlscan.cn Newland Europe +31(0)-345-87-0033 info@newland-id.com Newland +886-2-7731-5388 info@newland-id.com.tw Newland North +1-510-490-3888 info@newlandna.com
FM52 04 (CFAMLD5) Allocate and Check Work in Your Team Overview What this Unit is about This Unit is about ensuring that the work required of your team is effectively and fairly allocated amongst team members. It also involves checking on the progress and quality of the work of team members to ensure that the required level or standard or performance is being met. Who is the Unit for? The Unit is recommended for team leaders. Links to other Units This Unit is linked to Units B5. Provide leadership for your team, D1. Develop productive working relationships with colleagues, D6 Allocate and monitor the progress and quality of work in your area of responsibility, D7. Provide learning opportunities for colleagues and D8. Help team members address problems affecting their performance in the overall suite of National Occupational Standards for Management and Leadership. FM52 04 (CFAMLD5) Allocate and Check Work in Your Team Skills Listed below are the main generic ‘skills’ that need to be applied in allocating and checking work in your team. These skills are explicit/implicit in the detailed content of the Unit and are listed here as additional information. Communicating Providing feedback Planning Reviewing Motivating Valuing and supporting others Problem-solving Monitoring Decision-making Prioritising Team-building
Ways of encouraging team members to ask questions and/or seek clarification and make suggestions in relation to the work which they have been allocated. Effective ways of regularly and fairly checking the progress and quality of the work of team members. How to provide prompt and constructive feedback to team members. How to select and apply a limited range of different methods for motivating, supporting and encouraging team members to complete the work they have been allocated and improve their performance, and for recognising their achievements. The additional support and/or resources which team members might require to help them complete their work and how to assist in providing this. FM52 04 (CFAMLD5) Allocate and Check Work in Your Team Knowledge and Understanding You need to know and understand: Industry/sector specific Knowledge and Understanding Industry/sector specific legislation, regulations, guidelines, codes of practice relating to carrying out work. Industry/sector requirements for the development or maintenance of knowledge, understanding and skills. FM52 04 (CFAMLD5) Allocate and Check Work in Your Team Knowledge and Understanding You need to know and understand: Context specific Knowledge and Understanding The members, purpose and objectives of your team. The work required of your team. The available resources for undertaking the required work. The organisation’s written health and safety policy statement and associated information and requirements. Your team’s plan for undertaking the required work. The skills, knowledge and understanding, experience and workloads of team members. Your organisation’s policy and procedures in terms of
Knowledge and Understanding You need to know and understand: Industry/sector specific Knowledge and Understanding Industry/sector requirements for the delivery of customer service. FM62 04 (CFAMLF17) Manage the Delivery of Customer Service in Your Area of Responsibility Knowledge and Understanding You need to know and understand: Context specific Knowledge and Understanding Your organisation’s customers and their expectations of customer service. Your organisation’s complaints policy and procedures. Your organisation’s available resources. Your organisation’s staffing in relation to delivering customer service. Sources of advice, guidance and support from customer service specialists and/or more senior managers. Evidence Requirements To achieve this Unit you will need to ensure that your evidence covers all Performance Criteria, behaviours and Knowledge and Understanding. The following table provides you with possible examples of evidence.
MEDIATION Claimant “It really upsets me that they don’t care about the effects this had had on me/my business/family. They have destroyed XYZ and shouldn’t get away with it” (this element is suppressed in litigation as irrelevant to legal argument and the case) The mediator acknowledges all beliefs/feelings fuelling litigation/conflict whether legal or otherwise; the mediator re-frames beliefs to each party to help them understand the other side’s beliefs and potentially empathise and change beliefs/position. The mediator helps each party to understand they will probably never agree on the “truth” – ever – but that’s OK, they don’t have to agree on the truth. If they want to stop the tarantella of litigation, they can agree to settle without agreeing to the other person’s version of the truth LEFT BRAIN ROUTE Respondent “They don’t understand how hard we tried. They wanted the impossible and it was always going to go wrong – it’s their fault and look at the effect it has had on me/my business/family” (this element is not acknowledged or dealt with in litigation, advisers are soothing, but ignore clients’ real motivation) The mediator challenges beliefs gently encouraging the parties to adjust their world view. This is done in such a way that it is not irresistible force re-enforcing immovable object – which is the effect of litigation. The mediator helps people to settle without losing face, without admitting defeat, without losing – often agreeing something a court could not have ordered DEALS WITH FIRE- ANGRY CLIENTS IN DENIAL AND WANT TO THINK IT’S RATIONAL NOT EMOTIONAL or PSYCHOLOGICAL National Audit Office Report into Family Mediation 2007 “Mediation is faster, cheaper, and less adversarial than the courts – it is the duty of legal advisers to tell clients about mediation, but they have a financial disincentive to do so many bypass it” 1/3 clients interviewed by the NAO had not been told about mediation by lawyers – of which 40% would have tried it. Mediated L/A case Non mediated L/A case £754 Average Cost £1,682 110 days Duration 435 days NAO concluded the Legal Services Commission should promote mediation Legal Aid for Family Private Law cases cost the taxpayer £360m p.a – until stopped this April. Mediations costs £16m pa.
ISO 5801 2004. Protecting health and safety There are no health and safety standard requirements above that which is standard in the commercial electrical and mechanical engineering market. Other benefits and issues The existing methodology is very limited and has minimal use. This proposal is consistent with methodology under the Commonwealth Government’s emissions reduction fund, and has greater scope for abatement in terms of capacity (i.e. up to 185kW), and range of applications.
Prescribed Agency General Government Sector, Material Education Portfolio Department of State General Government Sector, Material 12 862 898 150 and Administrative Arrangements Order Prescribed Agency General Government Sector, Material section 5 Statutory Agency – see note (8) below Tertiary Education Quality and Standards Agency Prescribed Agency General Government Sector 50 658 250 012 section 132 Statutory Agency Employment Portfolio Department of State General Government Sector, Material 54 201 218 474 and Administrative Arrangements Order Asbestos Safety and Eradication Agency Prescribed Agency General Government Sector 50 802 255 175 section 6 Statutory Agency FMA Act body name1 and type of body2 Economic sector3 and financial classifications4 Australian Business Number (ABN)5 Enabling legislation and other key governance-related details6 Equal Opportunity for Women in the Workplace Agency () Prescribed Agency General Government Sector section 8A Statutory Agency Prescribed Agency General Government Sector section 575 Statutory Agency Office of the Work Building Inspectorate Prescribed Agency General Government Sector section 26K. Prescribed Agency General Government Sector NB registered as Office of the Workplace Ombudsman section 696 Prescribed Agency General Government Sector section 5 Statutory Agency Prescribed Agency General Government Sector section 103 Environment Portfolio Department of State General Government Sector, Material and Administrative Arrangements Order
Department of State General Government Sector, Material and Administrative Arrangements Order Australian National Preventive Health Agency (ANPHA) Prescribed Agency General Government Sector section 6 Statutory Agency Prescribed Agency General Government Sector section 58 Statutory Agency FMA Act body name1 and type of body2 Economic sector3 and financial classifications4 Australian Business Number (ABN)5 Enabling legislation and other key governance-related details6 Prescribed Agency General Government Sector section 20 Statutory Agency Prescribed Agency General Government Sector section 6 Statutory Agency Independent Hospital Pricing Authority Prescribed Agency General Government Sector subsection 129 (1) Statutory Agency Prescribed Agency General Government Sector, Material section 7 Statutory Agency National Health Funding Body (NHFB) Prescribed Agency General Government Sector 1 section 251 Statutory Agency Prescribed Agency General Government Sector, Material section 5B Statutory Agency National Health Performance Authority Prescribed Agency General Government Sector section 59 Statutory Agency National Mental Health Commission Prescribed Agency General Government Sector Executive Agency Organ and Tissue Authority () Prescribed Agency General Government Sector section 8 Statutory Agency Prescribed Agency General Government Sector Private Health Insurance Act 2007 section 238-1 Statutory Agency Professional Services Review Scheme Prescribed Agency General Government Sector NB registered as Professional Services Review section 106ZM Statutory Agency
82. Bulusu KC, Guha R, Mason DJ, et al. Modelling of compound combination effects and applications to efficacy and toxicity: state-of-the-art, challenges and perspectives. Drug Discov. Today [Internet]. (2015). Available from: http://www.ncbi.nlm.nih.gov/pubmed/26360051.
Signed: ……………………………………… Date: ………………………… (Mediator) I confirm that the mediator’s PPC log is correct. Name of PPC: URN: Signed: ……………………………………… Date: ………………………… (PPC)
C11 Review individual cases and overall practice C11.1 Identifying any significant personal learning points from cases and initiating case discussions with PPC(s) C11.2 Contributing as needed to reviews of individual cases and to overall service provision Please note these two sections ONLY to be completed if you did not do the MIAM(s) on two of your case commentary cases. Otherwise the MIAMs should be included in the relevant case commentaries. MIAM Commentary 1 Case Reference: Timings: Participant(s): How you managed the process Self-reflection on your interventions MIAM Commentary 2
Required DOT Drug Tests & Cutoffs 65304N - DOT DRUG PANEL W/TS SUBMITTED URINE SPECIMENS TESTED AT THE LISTED CUTOFFS. DRUG CLASS AMPHETAMINES INITIAL TEST LEVEL 500 ng/mL CONFIRMATORY TEST LEVEL CONFIRMATORY METHOD Amphetamine Methamphetamine COCAINE METABOLITES 150 ng/mL 250 ng/mL 250 ng/mL 100 ng/mL MS MS MS MARIJUANA METABOLITES MDA-ANALOGUES MDA 50 ng/mL 500 ng/mL 15 ng/mL 250 ng/mL MS MS MDMA OPIATES Morphine 2000 ng/mL 250 ng/mL 2000 ng/mL MS MS Codeine OPIATES (SEMI-SYNTHETIC) Hydromorphone 300 ng/mL 2000 ng/mL 100 ng/mL MS MS Hydrocodone 6-ACETYLMORPHINE 10 ng/mL 100 ng/mL 10 ng/mL MS MS OXYCODONES Oxymorphone 100 ng/mL 100 ng/mL MS Oxycodone PHENCYCLIDINE 25 ng/mL 100 ng/mL 25 ng/mL MS MS TestSure™ Testing Lab(s): Atlanta, Georgia Lenexa, Kansas Norristown, Pennsylvania West Hills, California
Focus Area Fiscal Year Program Title Intended Objective/Results Safety 1st 2015 Hazardous Materials (HM) Operations Evaluate FMCSA's Hazardous Materials Programs - assess the appropriate level of HM Carrier/Shipper Oversight. Determine the effectiveness of HMPIPs, SCRs, CTFRs, HMSPs and participation in PHMSA’s special permit program. The analysis will attempt to optimize resources relative to the HM mission. One FMCSA 2016 Comprehensive Review of the Hiring Process Assess best practices, systems, customer satisfaction, and identification of process improvements. Data Tech Utilization 2017 Customer Relationship Contract Support Evaluate the effectiveness of the Customer Relationship Management (CRM) support contract. Assess whether the needs of the customers and Agency are being met and whether adjustments/enhancements to the contract support are needed. Safety-X Power 2018 Motor Carrier Safety Assistance Program Evaluate the performance and effectiveness of FMCSA's largest grant program. Assess State partner performance measures and identify best practices to improve their effect on strategic safety goals. Table 1. Program Evaluation Agenda by Focus Area, Year, Title, and Intended Results
and Water Resources, has exercised due care in compiling this information. Notwithstanding, the department, its employees and advisers disclaim all liability, including liability for negligence, for any loss, damage, injury, expense or cost incurred by any person as a result of accessing, using or relying upon any of the information or data on FMDs to the maximum extent permitted by law.
eartagged Percentage of targeted groups (dairy cattle, buffaloes) eartagged 50% 75% 90% 100% NAIS compulsory for all livestock 100% cattle, buffaloes, sheep and goats population recorded in the NAIS Records of number of illegal movements. Planned reduction 10% per years 301 records -10% -10% -10% -10% -10% VACCINATION At least 90 % of ruminants in identified risk areas have been vaccinated 5637179 animals in 1640896 farms were vaccinated At least 90% of all ruminants in Livestock Region 1-7 and targeted livestock in Region are vaccinated Bring into action VACCINATION MONITORING Post vaccination monitoring programme has been initiated and implemented. Almost 4,000 samples tested annually, results available Bring into action PVM results have been evaluated and vaccination strategies modified accordingly Bring into action Vaccination data linked to movements of animals at provincial level Bring into action 50% 70% 100% RISK BASED SURVEILLANCE National clinical and sero surveillance for FMD has been conducted. Samples from beef cattle farms from all regions are tested annually for NSP antibody Not less than 3500 samples Not less than 4000 samples Not less than 4500 samples Not less than 5000 samples Survey to detect 1% disease prevalence at 95% Question for discussion: Any comment on this section?
Endeavour Elementary-South 1304 17th Ave Milton, WA 98354 Directions & Other Info Field is in the SE corner of the field, across the street from the SLMS baseball field SLMS 2001 Milton Way Milton, WA 98354 Directions & Other Info Field located at SE corner of 19th & Oak St. Triangle Park North 15th Ave. and Oak St Milton, WA 98354 Directions & Other Info This is the field that is nearest the tennis courts Triangle Park South 15th Ave. and Oak St Milton, WA 98354 Directions & Other Info This is the field that is on Oak St. West Milton Park North 700 Kent Street Milton, WA 98354 Directions & Other Info This field is furthest away from the parking lot West Milton Park South 700 Kent Street Milton, WA 98354 Directions & Other Info This is the field closest to the parking lot Tacoma Browns Point Elementary East Turf Field 1526 51st St NE Tacoma, WA 98422 Directions & Other Info Turf Field behind the school Browns Point Elementary Tennis Court Field 1526 51st St. NE Tacoma, WA 98422 Directions & Other Info This is the field next to the tennis courts. Not a turf field Browns Point Elementary West Turf Field 1526 51st St NE Tacoma, WA 98422 Directions & Other Info West Turf Field behind the elementary school Meeker Middle School 4402 Nassau Ave NE Tacoma, WA 98422 North East Tacoma Elementary 29th St NE Tacoma, WA 98422 Discovery Elementary FW 1 FW 4 GSA Lakeridge National Complex National Complex 2 National Complex 3 NE Tacoma Sac East SKC 1 SKC 2 SKC 3 SKC 4 Sumner HS JV TBD Reserved. © 2001 - 201
Rating Description Definition 10 Absolute uncertainty The product is not inspected or the defect caused by failure is not detectable 9 Very remote Product is sampled, inspected, and released based on Acceptable Quality Level (AQL) sampling plans 8 Remote Product is accepted based on no defectives in a sample 7 Very low Product is 100% manually inspected in the process 6 Low Product is 100% manually inspected using go/no-go or other mistake-proofing gauges 5 Moderate Some Statistical Process Control (SPC) is used in process and product has a final inspection off-line 4 Moderately high SPC is used and there is an immediate reaction to out-of-control conditions 3 High An effective SPC program is in place with process capabilities (Cpk) greater than 1.33 2 Very high All product is 100% automatically inspected 1 Almost certain The defect is obvious or there is 100% automatic inspection with regular calibration and preventive maintenance of the inspection equipment Detection Rating Scale (Should be tailored to meet the needs of your company)
Occurrence Rating Scale (Should be tailored to meet the needs of your company) Rating Description Potential Failure Rate 10 Very high: Failure is almost inevitable More than one occurrence per day or a probability of more than three occurrences in 10 events (Cpk < 0.33) 9 High: Failures occur almost as often as not One occurrence every three to four days or a probability of three occurrences in 10 events (Cpk ≈ 0.33) 8 High: Repeated failures One occurrence per week or a probability of 5 occurrences in 100 events (Cpk ≈ 0.67) 7 High: Failures occur often One occurrence every month or one occurrence in 100 events (Cpk ≈ 0.83) 6 Moderately high: Frequent failures One occurrence every three months or three occurrences in 1,000 events (Cpk ≈ 1.00) 5 Moderate: Occasional failures One occurrence every six months to one year or five occurrences in 10,000 events (Cpk ≈ 1.17) 4 Moderately low: Infrequent failures One occurrence per year or six occurrences in 100,000 events (Cpk ≈ 1.33) 3 Low: Relatively few failures One occurrence every one to three years or six occurrences in ten million events (Cpk ≈ 1.67) 2 Low: Failures are few and far between One occurrence every three to five years or 2 occurrences in one billion events (Cpk ≈ 2.00) 1 Remote: Failure is unlikely One occurrence in greater than five years or less than two occurrences in one billion events (Cpk > 2.00)
Agenda 10:00 – 10:05 Welcome and Opening Remarks Carolyn Austin-Diggs Acting Deputy Associate Administrator Office of Asset and Transportation Management 10:05 – 10:25 Satori Software System, Address Management George Major Sales Executive Neopost USA - [PPTX - 6.38 MB] 10:25 – 10:45 Mail Equipment - Manifest Systems Richard Thornton Manager of Technical Integration United States Postal Service - [PPTX - 1.22 MB] 10:45 – 11:05 Anchor Software, Address Management Fred Sirkey Vice President, Business Development Anchor Computer Software - [PPT - 2.03 MB] 11:05 – 11:15 Simplified Mail Accountability Reporting Tool – Update Mike Radney Data Analyst Office of Asset and Transportation Management 11:15 – 11:25 Federal Mail Executive Council Strategic Vision Workgroup Plan Derrick Miliner Executive Officer Office of Asset and Transportation Management - [DOCX - 16.79 KB] 11: 25 – 11:30 Policy Updates and Workgroup Reports Linda Willoughby Director, Mail Management Policy Office of Asset and Transportation Management Wrap Up and Assignments